產(chǎn)業(yè)組織與分析課程2

1、Qualitative research Qualitative researchers aim to gather an in-depth understanding of human behavior and the reasons that govern such behavior. The qualitative method investigates the why and how of decision making, not just what, where, when. Hence, smaller but focused samples are more often used

2、 than large samples. In the conventional view, qualitative methods produce information only on the particular cases studied, and any more general conclusions are only propositions (informed assertions). Quantitative methods can then be used to seek empirical support for such research hypotheses.1. T

3、he Five Forces that shape an IndustryThe Complicated Version:Five Forces Model and Key Factors Source: Michael Porter adapted by Cheri SpeierDeficits of the Five Forces Neglects societal trends Neglects new regulation Neglects macro-economic perspective Neglects organizational idiosyncracies Neglect

4、s technological issues Neglects the people side of an industryConclusion: The Industry Structure Perspective Says that Successful Strategies Should:Minimize buyer power (e.g., build customer loyalty)Offset supplier power (e.g., alternative source(s)Avoid excessive rivalry (e.g., attack emerging vs e

5、ntrenched segments)Raise barriers to entry (e.g., make preemptive investments)Reduce the threat of substitution (e.g., incorporate their benefits)2.Industry StructuresSource: Charlie CookConcentrationEntry and ExitBarriersProductDifferentiationInformationPerfect CompetitionMany firmsNo barriersHomog

6、eneousProductPerfectInformation flowOligopolyDuopolyMonopolyA few firms2 firmsOne firmSignificant barriersHigh barriersPotential for product differentiationImperfect availability of informationThe Spectrum of Industry StructuresSource: Grant; GSB Technology Center3. Market Structures: BCGs Strategic

7、 Environments MatrixSmallBigSIZE OF ADVANTAGEManyFewSOURCESOFADVANTAGEFRAGMENTEDSPECIALIZATIONapparel, house buildingpharmaceuticals, luxury carsjewelry retailing, sawmillschocolate confectionerySTALEMATEVOLUMEbasic chemicals, volumejet engines, food supermarketsgrade paper, motorcycles, standard wh

8、olesale bankingmicroprocessorsSource: BCG, GSB Technology CenterBCGs Analysis of the Strategic Characteristics of Specialization Businesseshigh lowENVIRONMENTAL VARIABILITYABILITY TOSYSTEMATIZElowhigh CREATIVE EXPERIMENTAL fashion, toiletries, magazines general publishing food products PERCEPTIVE AN

9、ALYTICAL high tech luxury cars, confectionery paper towelsSource: BCG, GSB Technology Center4.Strategic Groups Within Industries The concept of strategic groups Within an industry, a competitor grouping using similar strategies that differ from other industry groups. Implications of strategic groups

10、 The closest industry competitors are those in the group. The various industry groups are differentially and competitively advantaged and positioned. Mobility barriers inhibit the movement of competitors from one strategic group to another.Source: Charlie CookThe Concept of Strategic GroupsSource: H

11、eene 2002Strategic Group Example: PharmaceuticalSource: Charlie CookStrategic Group Framework (axes and bubble dimension may vary)Simple Strategic Group Examples: Fashion Industry SETTORE ABBIGLIAMENTO ALTA BASSA QUALIT BASSO ALTO PREZZO BENETTON SYSLEY KOOKAY STEFANEL Strategic Group: Computer Rese

12、llers5. Gartner Magic Quadrant The Gartner Magic Quadrant (MQ) is the brand name for a series of market research reports published by Gartner Inc., a US-based research and advisory firm. According to Gartner, the Magic Quadrant aims to provide a qualitative analysis into a market and its direction,

13、maturity and participants. Their analyses are conducted for several specific technology industries and are updated every 12 years.Positioning Technology Players Within a Specific Market Who are the competing players in the major technology markets? How are they positioned to help you over the long h

14、aul? Gartner Magic Quadrants are a culmination of research in a specific market, giving you a wide-angle view of the relative positions of the markets competitors. By applying a graphical treatment and a uniform set of evaluation criteria, a Gartner Magic Quadrant quickly helps you digest how well t

15、echnology providers are executing against their stated vision.Gartner Group Magic QuadrantsHow Do Magic Quadrants Work?Magic Quadrants provide a graphical competitive positioning of four types of technology providers, where market growth is high and provider differentiation is distinct:Leaders execu

16、te well against their current vision and are well positioned for tomorrow.Visionaries understand where the market is going or have a vision for changing market rules, but do not yet execute well.Niche Players focus successfully on a small segment, or are unfocused and do not out-innovate or outperfo

17、rm others.Challengers execute well today or may dominate a large segment, but do not demonstrate an understanding of market direction. LargeSmallDiversifiedGartnerGigaIDCTowerDurlacherForresterJupiter MMXNielsenGfKFraunhoferLinkCap Gemini Ernst & YoungMetaComputerwireOvumDatamonitorYankee GroupB

18、urtonButlerAberdeenZonaHurwitzSeyboldIT LabDelphiKPMGDieboldPricewaterhouseCoopersAccentureIT Analyst Industry: Gartner CompetitorsSpecializedBERLECON RESEARCHThe Radicati GroupFrost & SullivanSema GroupDeloitte & ToucheTech RepublicCambridge Technology PartnersKennedy Information Research G

19、roupDataQuest Ernst & YoungConsultantsQuantitativeQualitativeSource: Martin Eppler, 20036. Industry Time Line Analysis7. Technology Hype Cycle within the IT IndustrySource: GartnerE-Business Industry Hype CycleSource: Gartner8.What is roadmapping? Roadmapping is a powerful technique pioneered by

20、 Motorola in the 1970s for planning an organisations technological capabilities to ensure they meet its commercial or strategic goals. The graphical nature of roadmaps support strategic alignment and dialogue between functions in the firm and between organisations. It is a very flexible approach tha

21、t can be readily customised to address the particular strategic needs and issues facing firms, government agencies and other organisations. No two roadmapping exercises are the same but workshops typically form a key part of the process, bringing together a group of experts into workshops using grap

22、hical templates to help them visualise and develop strategies.9. scenarios analysis在一般環(huán)境分析中，以及包括產(chǎn)業(yè)環(huán)境在內(nèi)的整個(gè)外部環(huán)境分析中，是否存在一些相對(duì)具有操作性的方法，這是理論界和企業(yè)實(shí)踐中十分關(guān)注的一個(gè)重要課題。國(guó)際上許多大型企業(yè)在嘗試并長(zhǎng)期實(shí)踐的一種方法就是腳本法。一般認(rèn)為，荷蘭皇家殼牌公司（Royal Dutch / Shell）于60年代末首先使用基于腳本的戰(zhàn)略規(guī)劃，并獲得成功，并由該公司的沃克（Pierre Wack）于1971年正式提出。近年來(lái)關(guān)于腳本法的理論研究也引起了許多學(xué)者的關(guān)注，出現(xiàn)

23、了一些研究成果。據(jù)介紹，目前國(guó)際上有80%的大公司運(yùn)用腳本法或類(lèi)似的做法。 腳本法腳本法又稱(chēng)前景描述法、情景分析法，是假定某種現(xiàn)象或某種趨勢(shì)將持續(xù)到未來(lái)的前提下，對(duì)預(yù)測(cè)對(duì)象可能出現(xiàn)的情況或引起的后果作出預(yù)測(cè)的方法。通常用來(lái)對(duì)預(yù)測(cè)對(duì)象的未來(lái)發(fā)展作出種種設(shè)想或預(yù)計(jì)，是一種直觀的定性預(yù)測(cè)方法詳見(jiàn)http:/ Tool Value Chain Analysis: Airline Industry Value ChainSource: Cheri Speier11.Tool: Competitor Behavior SegmentationSharkWhaleBaby-WhalePiranhaAGGRE

24、SSIVE DEFENSIVEold newSource: McKinseyResearch methodology Qualitative researchers aim to gather an in-depth understanding of human behavior and the reasons that govern such behavior. The qualitative method investigates the why and how of decision making, not just what, where, when. Hence, smaller b

25、ut focused samples are more often used than large samples. In the conventional view, qualitative methods produce information only on the particular cases studied, and any more general conclusions are only propositions (informed assertions). Quantitative methods can then be used to seek empirical sup

26、port for such research hypotheses.1.Media clippings Analysis利潤(rùn)池概念1998年，貝恩咨詢(xún)公司的 Orit Gadiesh和James L. Gilbert 在哈佛商業(yè)評(píng)論中首次提出行業(yè)利潤(rùn)池的概念。利潤(rùn)池（Profit pools）是指行業(yè)價(jià)值鏈各鏈結(jié)點(diǎn)所產(chǎn)生的利潤(rùn)總和。運(yùn)用利潤(rùn)池分析法的目的是研究行業(yè)總利潤(rùn)在價(jià)值鏈各節(jié)點(diǎn)的分布情況，并為企業(yè)的戰(zhàn)略決策提供依據(jù)。企業(yè)不論處于行業(yè)價(jià)值鏈的某一鏈節(jié)，還是跨越若干鏈節(jié)，均應(yīng)從利潤(rùn)池的分布情況出發(fā)，并結(jié)合自身在行業(yè)價(jià)值鏈中所處的位置及擁有的利潤(rùn)池份額，研究行業(yè)價(jià)值鏈中其他有利可圖的價(jià)值活動(dòng)，

27、尋找發(fā)展的機(jī)會(huì)，作出放棄或開(kāi)發(fā)其他鏈節(jié)的決策。企業(yè)可以通過(guò)分析和預(yù)測(cè)行業(yè)利潤(rùn)池的變遷，確定企業(yè)未來(lái)的發(fā)展戰(zhàn)略。 http:/ Pool Analysis3. Bench Marking Related concepts:Best Demonstrated PracticesCompetitor Profiles Description Benchmarking improves performance by identifying and applying best demonstrated practices to operations and sales. Managers compare

28、 the performance of their products or processes externally with those of competitors and best-in-class companies and internally with other operations within their own firms that perform similar activities. The objective of Benchmarking is to find examples of superior performance and to understand the processes and practices driving that performance. Companies then improve their performance by tailoring and incorporating these best practices into their own operationsnot by imitating,