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摘要：本文是一篇美国留学论文。截至目前，化妆品的使用已经持续了几千年，最早可以追溯到古埃及时代的一些皇室,当时的人们经常将香水,檀香熏香等香味混合在一起用于人体朝圣或作为防腐剂。但是化妆品在西方的真正普及是在17世纪,最初是女性患者为了遮盖面部天花遗留的疤痕而使用。本文以化妆品的发展看个人护理产品行业的发展特点和发展前景。

r failure in the industrial competition, help companies to organise their own resources and capabilities to create competitive advantages. Aaker(1984) proposed some following features that are needed to keep in mind when considering KSF:

KSF vary according to the industry, product and market

The development of industrial or market's future trend should be also taken into account of KSF as they change along with industrial life cycle.

Instead of considering all factors, managers should focus only on certain elements to decide the KSF of the enterprise and the basis of operational strategic planning.

There are many factors that influence business operation, Rockart(1982)considered four directions when processing KSF analysis: (1) the individual industrial structure, (2) the competitive strategy, industrial position and geographical location, (3) Environmental factors, and (4) the sudden event. Leidecker & Bruno (1984) further suggested eight analytical techniques to identify the KSF that are summarized underneath:

Environmental analysis: including political, economic, and social analysis that are affecting or going to affect the industrial or business performance.

Structural analysis: using Porter's(1979) Five Forces analysis framework as the basis of this analysis. Consisting five elements, this technique provide objective analysis information by assessing the relationship between each factor in order to identify the KSF. Another advantage of structural analysis is that it provides a complete framework graphically for the classification.

Advises from industry/business experts

Competitive analysis: seeking to summarise the overall competitive position of a business.

Leading competitor analysis: examining the strategy patterns of current leading competitors can provide important information of KSF.

Business analysis: analysing certain dimensions of a specific enterprise, i.e. strengths and weaknesses assessment, resource portfolio, strength audits and strengths capabilities assessment, etc.

Temporary/sudden events analysis: this technique is also for a specific enterprise depending on experts who knows well the company. Although it is less objective, using this technique can often discover some KSF that are ignored by other traditional analysis.

Profit impact of market strategy (PIMS) analysis: providing evidence of various marketing strategies' impacts of KSF.

Hofer & Schendle (1985) pointed out five steps to identify KSF: (1) confirm the factors associated with the competition of the industry; (2) decide the relative important level of each factor by giving different weights; (3) rating companies by each company's competitive level; (4) calculating the weighted score of each factor; and (5) checking and comparing between these factors and the actual condition, ranging their priorities.

Crag & Grand (1993)considered KSF as the requirement and resources as the internal supply for business to establish competitive advantages. A company will be possible to create competitive advantages if it allocates appropriately its resources in lin本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。