講義一企業(yè)戰(zhàn)略定位(長江商學(xué)院陶志剛)

1、企業(yè)戰(zhàn)略定位企業(yè)戰(zhàn)略定位Average industry performance 行業(yè)平均盈利狀況Strategic positioning by individual firms 業(yè)內(nèi)企業(yè)的不同定位管理經(jīng)濟(jì)學(xué)1ROE-Ke Spread(15%)(10%)(5%)0%5%10%15%20%01002003004005006007008009001,0001,1001,2001,300Average Invested Equity ($B)Toiletries/CosmeticsSteelPharmaceuticalsSoft DrinkTobaccoFood ProcessingHouseh

2、old ProductsElectrical EquipmentFinancial ServicesSpecialty ChemicalsNewspaperBankIntegrated PetroleumTelecomRetail StoreTire & RubberElectric Utility - CentralElectric Utility - EastMedical ServicesMachineryAuto & TruckComputer & PeripheralPaper & ForestAir TransportSource: Compusta

3、t, Value Line, Marakon Associates AnalysisAverage Economic Profits of U.S. Industry Groups, 1978-19961978至1996年美國各行業(yè)平均經(jīng)濟(jì)利潤率Value Line Industry Groups管理經(jīng)濟(jì)學(xué)2Source: Compustat, Value Line, Marakon Associates AnalysisROE-Key Spread(30%)(20%)(10%)0%10%20%30%40%$0$1$2$3$4$5$6$7$8$9$10$11$12$13$14$15Great

4、Northern IronWorthington IndsNucorSteel TechnologiesOregon MillsCommercial MetalsCarpenterBirminghamBritish Steel PLCCleveland-CliffsQuanexLukensACME MetalsAmpcoUSX-US SteelInland SteelArmcoWHX BethlehemAverage Invested Equity ($B)Average Economic Profits of Individual Firms in the Steel Industry, 1

5、978 1996 1978至1996年美國鋼鐵行業(yè)中各企業(yè)的平均利潤率管理經(jīng)濟(jì)學(xué)3Source: Compustat, Value Line, Marakon Associates AnalysisROE-Ke Spread(80%)(60%)(40%)(20%)0%20%40%60%$0$5$10$15$20$25$30SmithKlineGlaxoAmericanHomeProductsAmgenMerckSchering PloughWatsonBristolMyersRhone-PoulencMylan LabsWarner LambertEli LillyPfizerPerrigoP

6、harmacia & UpjohnForest LabsAlzaICNSchererIvaxGenetechBiogenRobertsGenzymeDuraChironCephalonGensiaCygnusImmunexAverage Invested Equity ($B)Average Economic Profits of Individual Firms in the Drug Industry, 1978 -19961978至1996年美國制藥行業(yè)中各企業(yè)的平均利潤率管理經(jīng)濟(jì)學(xué)4Chinese Fireworks Industry中國煙花行業(yè) Case Study 案例案例

7、管理經(jīng)濟(jì)學(xué)5Basic features of the industry行業(yè)基本情況行業(yè)基本情況nTypes: display fireworks and consumer fireworks / 80% to 20% in 1999主要產(chǎn)品為煙花(80%)和鞭炮(20%)nMain ingredients by weight: 75% potassium nitrate, 15% charcoal, and 10% sulfur主要原料為： 75硝酸鉀； 15木炭； 10硫磺nLow tech, labor-intensive 低技術(shù)含量、勞動(dòng)密集型nLow initial investme

8、nt: RMB one million for display fireworks, and less than RMB 100,000 for consumer firecrackers and fireworks初始投資低管理經(jīng)濟(jì)學(xué)6Liuyang, Hunan 湖南瀏陽湖南瀏陽 nClusters: Liu Yang, LiLing (Hunan), Pingxiang, Wanzai (Jiangxi), Dongguan (Guangdong)生產(chǎn)地區(qū)集聚化nUp to 400,000 people in Liuyang working in the industry (1/3 of

9、 the population involved) 40萬或者說三分之一人口從事煙花業(yè)n500 manufacturers, with only one state-owned (more than 1,000 workers), a dozen medium or large ones (100-500 workers) / only 4 or 5 open all year round500多家工廠，其中最大的為國營，另外有十幾家大中型廠家，只有四、五家為全年?duì)I運(yùn) nLiuYang contributes to 60% of Chinas exports中國煙花出口的六成來自瀏陽管理經(jīng)濟(jì)學(xué)

10、7Safety issues 安全問題安全問題nProduction stage 生產(chǎn)過程nConsumption Stage 消費(fèi)過程 管理經(jīng)濟(jì)學(xué)8Domestic market 中國的煙花市場中國的煙花市場nEconomic growth 經(jīng)濟(jì)增長nGovernment purchase 政府采購nPollution/safety issues 污染及安全問題nCompetition from producers in other provinces 來自其他地區(qū)的競爭管理經(jīng)濟(jì)學(xué)9Export market 出口市場出口市場nChina has 80-90% of the worlds f

11、ireworks market 中國占全球煙花市場的八至九成nRich in variety, but low in price, due to poor quality control and packaging種類多，但因質(zhì)量差、包裝粗糙而價(jià)格低nPart of the vertical chain成為垂直生產(chǎn)鏈的一環(huán)管理經(jīng)濟(jì)學(xué)10Questions 投資決定投資決定nWould you invest in a Liuyang fireworks factory? 是否與瀏陽煙花公司合資經(jīng)營？nHow attractive is the Chinese fireworks industry

12、? 中國煙花行業(yè)的平均利潤情況如何？管理經(jīng)濟(jì)學(xué)11The “Five Forces” Framework for Industry Analysis “五種競爭力量”的行業(yè)分析框架潛在競爭者潛在競爭者供應(yīng)商供應(yīng)商行業(yè)現(xiàn)有競爭者行業(yè)現(xiàn)有競爭者替代品生產(chǎn)商替代品生產(chǎn)商購買者購買者管理經(jīng)濟(jì)學(xué)12Power of Buyers 購買者的砍價(jià)能力 Impact on quality/performance 產(chǎn)品質(zhì)量及性能 Product differences Brand identity 產(chǎn)品差異性 品牌認(rèn)同度Switching costs Substitute product 客戶轉(zhuǎn)移成本 替代產(chǎn)品

13、 Buyer concentration 購買者的集中度 Buyer volume 購買量 Ability to backward integrate 后向一體化的能力 Buyer information 買方信息不對稱程度管理經(jīng)濟(jì)學(xué)13Power of Suppliers 供應(yīng)商的砍價(jià)能力Impact of inputs on cost or differentiation 零部件對最終產(chǎn)品的重要程度Substitute suppliers 要素替代品 Product differences 產(chǎn)品差異性 Brand identity 品牌認(rèn)同度 Switching costs 客戶轉(zhuǎn)移成本S

14、upplier concentration 供應(yīng)商的集中度 Supplier volume 供應(yīng)量Ability to forward integrate 前向一體化的能力buyer information 買方信息不對稱程度管理經(jīng)濟(jì)學(xué)14Degree of Rivalry 行業(yè)競爭程度Concentration / 行業(yè)集中程度Product differences / 產(chǎn)品差異性 Brand identity / 品牌認(rèn)同度 Switching costs / 客戶轉(zhuǎn)移成本Industry growth / 行業(yè)成長性Sunk Costs / 沉沒成本Exit barriers / 退出障

15、礙Diverse stakes / 企業(yè)利益取向差異管理經(jīng)濟(jì)學(xué)15Entry Barriers 潛在競爭者的進(jìn)入障礙Cost advantages 現(xiàn)有生產(chǎn)商的成本優(yōu)勢 - Economies of scale/scope 規(guī)模及范圍經(jīng)濟(jì) - Learning curve 學(xué)習(xí)曲線 - Access to necessary inputs 必要生產(chǎn)要素的獲得 (including capital and labor) - Access to distribution 營銷渠道的獲得Product differences 產(chǎn)品差異性 Brand identity 品牌認(rèn)同度 Switching

16、costs 客戶轉(zhuǎn)移成本Expected retaliation 行業(yè)現(xiàn)有競爭者的預(yù)期反應(yīng)Government policy 政府政策管理經(jīng)濟(jì)學(xué)16Threat of Substitution 替代品的威脅Threat depends onRelative price/performance 替代品的性價(jià)比Switching costs客戶轉(zhuǎn)移成本Often an S-curve process 威脅程度往往有漫長的成長過程管理經(jīng)濟(jì)學(xué)171997 and 1999 Hong Kong Property Industry1997年前后的香港房地產(chǎn)行業(yè) Case Study 案例案例管理經(jīng)濟(jì)學(xué)18

17、1997 HK Property Industry 1997年香港房地產(chǎn)業(yè)年香港房地產(chǎn)業(yè)nIn 1997, 39% of the HK population lived in public rental estates and 12% in home ownership scheme flats 1997年，39%的香港人居住在政府建造并廉價(jià)出租的公屋里，另有12%生活在政府建造并低價(jià)出售的居屋里nHK property industry was dominated by a few firms: Cheung Kong, Hutchison, Henderson, SHK, SWIRE, a

18、nd HongKong Land 香港房地產(chǎn)業(yè)受控于少數(shù)幾家公司： 長江實(shí)業(yè)集團(tuán)，和記黃埔，恒基兆業(yè)，新鴻基， 太古集團(tuán)和香港置地nFuelled by growing demand, and limited supply, land value had appreciated rapidly in the years running up to 1997. 需求膨脹，供應(yīng)有限，導(dǎo)致地產(chǎn)在97之前的幾年中瘋狂漲價(jià)管理經(jīng)濟(jì)學(xué)191997 HK property industry extremely attractive1997年的香港房地產(chǎn)業(yè)贏利極高年的香港房地產(chǎn)業(yè)贏利極高nHenderson

19、and SHK announced annual results for the year ending 30 June, 1997, in which their turnover totaled HK$18.9 billion and HK$28.9 billion respectively, and their operating profit amounted to HK$11.1 billion (59%) and HK$15.7 billion (54%). 在1996年7月1日至1997年6月30日這一會(huì)計(jì)年度,恒基兆業(yè)和新鴻基的營業(yè)額分別為189億港元和289億港元，營運(yùn)利潤分

20、別為111億港元（利潤率59%）和157億港元（54%）。管理經(jīng)濟(jì)學(xué)20nOn July 1, 1997, Tung Chee-hwa pledged that the government was to tackle the problem of inflating property prices. 1997年7月1日，董建華保證：政府將解決房地產(chǎn)價(jià)格飛漲的問題。nCommitment to a supply of at least 85,000 new flats per year 承諾每年提供至少八萬五千套新公寓Tung Chee-hwas Policy董建華的政策董建華的政策管理經(jīng)濟(jì)學(xué)

21、21Dramatic Changes in the Industry香港房地產(chǎn)業(yè)的巨變香港房地產(chǎn)業(yè)的巨變nBut the economic environment changed drastically shortly thereafter. In 1998, HKs economy was hit by the Asian financial crisis. The interest rate and unemployment rates went up dramatically, and inflation had turned to deflation. 但之后不久，經(jīng)濟(jì)環(huán)境發(fā)生劇烈變化

22、。1998年，香港經(jīng)濟(jì)因亞洲金融危機(jī)受嚴(yán)重打擊。利率和失業(yè)率大幅上升，通貨膨脹變成了通貨緊縮。nProperty prices plummeted by as much as 50% from their peak in 1997. 與1997年巔峰時(shí)期相比，房地產(chǎn)價(jià)格直線下跌了多達(dá)50%管理經(jīng)濟(jì)學(xué)22Types of Competitive Advantage競爭優(yōu)勢的來源Competitive Advantage競爭優(yōu)勢競爭優(yōu)勢Lower Cost低成本低成本Differentiation差異化差異化管理經(jīng)濟(jì)學(xué)23Differentiation Strategy差異化道路差異化道路nSel

23、ect one or more needs that are valued by buyer, and meet these needs uniquely 瞄準(zhǔn)顧客關(guān)心的產(chǎn)品或服務(wù)，力爭成為唯一能提供該類產(chǎn)品或服務(wù)的公司nSelectively add costs if necessary to do so 有選擇地增加投入nSuccessful differentiation leads to premium prices 出色的表現(xiàn)賴于高出行業(yè)平均水平的價(jià)格管理經(jīng)濟(jì)學(xué)24But 執(zhí)行差異化道路需注意的事項(xiàng)執(zhí)行差異化道路需注意的事項(xiàng)nCost-effective differentiatio

24、n 成本控制前提下的差異化道路nSustainable differentiation 可持續(xù)的差異化道路管理經(jīng)濟(jì)學(xué)25Cost Leadership Strategy 成本成本優(yōu)勢優(yōu)勢策略策略nDeliver a GOOD product or service at the lowest possible cost 以最低成本提供相當(dāng)不錯(cuò)的產(chǎn)品或服務(wù)nTranslates into above-average profits with industry-average prices 靠市場平均價(jià)格便可獲得高于行業(yè)平均的利潤管理經(jīng)濟(jì)學(xué)26BUT 執(zhí)行成本優(yōu)勢策略需注意的事項(xiàng)執(zhí)行成本優(yōu)勢策略需注

25、意的事項(xiàng)nOpen a significant and sustainable cost advantage over all competitors 顯著并可持續(xù)的成本優(yōu)勢nCost leaders must maintain parity or proximity in satisfying buyer needs 產(chǎn)品或服務(wù)質(zhì)量不能太差nCost leadership often requires trade-offs with differentiation 往往不能兼顧差異化策略管理經(jīng)濟(jì)學(xué)27Interplay between Cost and Differentiation$Ind

26、ustryaveragecompetitorSuccessfuldifferentiatedcompetitorCompetitor withdual advantageSuccessfullow-costcompetitorHostesss Cost Components渥太華渥太華Hostess面包房的成本結(jié)構(gòu)面包房的成本結(jié)構(gòu)01020304050607080Cents per unitProfitMarketing: PromotionsMarketing: AdvertisingOutbound logisticsOperations: ManufacturingOperations:

27、 PackagingOperations: Ingredients利潤廣告產(chǎn)品運(yùn)輸費(fèi)用生產(chǎn)包裝原料促銷管理經(jīng)濟(jì)學(xué)29Cost and profit comparison with competitors與競爭對手的成本及利潤比較(*)(*)(*)(*)(*)What do customers care the most?顧客關(guān)心什么？Product differentiation差異化道路管理經(jīng)濟(jì)學(xué)32Levis “Personal Pair”李維斯個(gè)性化牛仔褲 Case Study 案例案例管理經(jīng)濟(jì)學(xué)331995 womens jeans1995年美國女式牛仔褲市場年美國女式牛仔褲市場n$2

28、 billion market 二十億美元的市場nLevi Strauss was the market leader with 51 size combinations, and $50 per pair；but only 24% of the customers were satisfied in styles / colors / fit“李維斯”是市場的領(lǐng)先者，顧客有51種大小選擇，每條褲售價(jià)50美元；但只有24的顧客滿意。nOriginal Levis retail stores (less profitable), and distributors / independent re

29、tailers 自銷店及盈利更高的代銷店管理經(jīng)濟(jì)學(xué)34“Personal Pair” 個(gè)性化產(chǎn)品個(gè)性化產(chǎn)品nA customers is measured for her waist / hips / rise / matched to one of the 4,224 possible combinations, subsequently matched to 400 of prototype pairs, and, finally, plus “ length”根據(jù)顧客的腰圍、臀圍及檔長，從4224種可能的組合中找出最佳組合，并從400種樣衣中挑出最貼近的進(jìn)行試穿，最后加上身高定樣。nCu

30、stom Clothing Technology Corp: custom fitting programs to single ply cutting programs / production in Tennessee (3 week) / delivered by FedEx ($5)與CCTC公司合作，該公司有試身軟件及相應(yīng)單件剪裁軟件。定做需要三星期時(shí)間。選用聯(lián)邦快遞送貨需另加5美元。管理經(jīng)濟(jì)學(xué)35Forever: De Beers and U.S. Antitrust Law鉆石恒久遠(yuǎn)，一顆永流傳：鉆石恒久遠(yuǎn)，一顆永流傳： De Beers 與美國反托拉斯法與美國反托拉斯法 Cas

31、e Study 案例案例管理經(jīng)濟(jì)學(xué)36Diamonds鉆石鉆石nwhy is diamond more expensive than water? 為什么鉆石比水貴？管理經(jīng)濟(jì)學(xué)37In the Jungle在鉆石開發(fā)的處女地在鉆石開發(fā)的處女地naccidental discovery of diamonds in South Africa in 1866, and diamond fever by 1869 1866年在南非偶然發(fā)現(xiàn)的鉆石帶來了1869年的鉆石熱n1874: Cecil Rhodes sold steam-powered pump, and captured the marke

32、t in Cape Province within one year 1874年：羅德 (Rhodes) 出售蒸汽動(dòng)力泵一年內(nèi)占領(lǐng)Cape Province全部市場nbought claims in diamond mines in the area, and completed consolidation by 1887 在該地區(qū)購買鉆石礦，并于1887年完成兼并整合管理經(jīng)濟(jì)學(xué)38Two Problems兩個(gè)問題兩個(gè)問題nIf all South African gems were to sweep into Europe, the market would be flooded and p

33、rices would plummet. 如果所有的南非鉆石都涌向歐洲，市場泛濫，價(jià)格將直線下降nThe sellers have little control over the types and qualities of stones they produce; thus they need to secure an indiscriminate buyer. 鉆石礦對于出產(chǎn)的粗礦石種類和質(zhì)量幾乎沒有控制力；因此他們需要好壞都要的購買者nIdeally: a monopoly of distribution as well as of supply 理想狀況：供應(yīng)與分銷都實(shí)現(xiàn)壟斷管理經(jīng)濟(jì)學(xué)

34、39Evolution of Cartel卡特爾的演化卡特爾的演化n1890 Diamond Syndicate: All its members pledged to buy diamonds from Rhodess mines and sell them in specific quantities and at set prices. 1890年成功組織鉆石辛迪加：所有成員保證將從羅德(Rhodes)屬下的礦中購買粗礦石并以特定的數(shù)量和既定的價(jià)格銷售n1925: Ernst Oppenheimer bought out the old syndicate and replaced it

35、 with a new one (Central Selling Organization) joined by corporate links to his own company, Anglo American (a dominant diamond producer). 1925年： Oppenheimer 收購了鉆石辛迪加并代以新組織（“中央銷售組織”）并同時(shí)擁有Anglo American公司（壟斷鉆石礦行業(yè)）管理經(jīng)濟(jì)學(xué)40Central Selling Organization 中央銷售組織中央銷售組織n10 times per year 每年出售粗礦石10次nPreference

36、 indicated by 150 sight-holders 5 weeks before the sale 銷售前5周,150位鉆胚加工商表明購買意愿nTake it or leave it (no more invitation in the future) 要么全部接收要么全部退回（若退回,將來不會(huì)被邀請購買粗礦石）管理經(jīng)濟(jì)學(xué)41U.S. Antitrust Law美國反托拉斯法美國反托拉斯法n1890 Sherman Act 修曼法案 “every contract or conspiracy, in restraint of trade or commerce.” “任何抑制貿(mào)易的

37、合同或預(yù)謀”n1914 Clayton Act 克雷頓法案 “substantially lessen competition or tend to create a monopoly in any line of commerce.” “造成競爭大幅度減少、或有導(dǎo)致壟斷傾向”nExtraterritoriality 治外法權(quán)管理經(jīng)濟(jì)學(xué)42Why Might De Beers Violate U.S. Antitrust Law?De Beers可能觸犯反托拉斯法的原因可能觸犯反托拉斯法的原因nDe Beers restricts production, fixes prices, and d

38、enies competitors access to markets De Beers控制生產(chǎn)量，哄抬價(jià)格，阻止競爭者進(jìn)入本行業(yè)n13% margin, rare in a commodity-based industry 13%的利潤率，在差異化小的原料行業(yè)很少見管理經(jīng)濟(jì)學(xué)43Anti-trust cases against De Beers反托拉斯法的官司反托拉斯法的官司n1945: U.S. Justice Dept. filed the first anti-trust charges against De Beers. 1945年接受第一個(gè)美國官司n1957, 1974 when

39、De Beers left the U.S. market 1974年停止在美國的直接業(yè)務(wù)n1994: U.S. Justice Dept. charged De Beers and G.E. for fixing industrial diamond prices. 根本沒理會(huì)1994年的官司管理經(jīng)濟(jì)學(xué)44Does De Beers Hurt Consumer Welfare?De Beers是否損害了消費(fèi)者權(quán)益？是否損害了消費(fèi)者權(quán)益？管理經(jīng)濟(jì)學(xué)45Challenges挑戰(zhàn)挑戰(zhàn)nDeclining production in De Beers mines, defections of oth

40、er major producers, and increasing stockpiling ($4.8 b, end 98) De Beer自產(chǎn)粗礦石減少,其他主要粗礦生產(chǎn)商背叛聯(lián)盟,儲(chǔ)備日益增加(1998年年底高達(dá)48億美元)。nAsian financial crises, and importance of the U.S. market - But De beers is under indictment in the United States 因亞洲金融危機(jī)，美國市場重要性增強(qiáng)；但De Beers在美國遭到指控。管理經(jīng)濟(jì)學(xué)46Cost advantage 低成本策略 Scale

41、economy 規(guī)模經(jīng)濟(jì) Scope economy 多元化經(jīng)營管理經(jīng)濟(jì)學(xué)47Scale Economies規(guī)模經(jīng)濟(jì)nSources 來源 - large fixed costs 龐大的固定成本 - falling average variable costs 平均變動(dòng)成本隨產(chǎn)量增加而減少nImplications 戰(zhàn)略影響 - large-scale production and monopoly 大規(guī)模生產(chǎn)及壟斷 管理經(jīng)濟(jì)學(xué)48Wal-Mart Stores, Inc.沃爾瑪沃爾瑪 Case Study 案例案例管理經(jīng)濟(jì)學(xué)49Wal-Mart Stores, Inc.沃爾瑪沃爾瑪nSet

42、up by Sam Walton in 1962 Sam Walton創(chuàng)立于1962年n2002: $245 billion revenue, and $12 billion imports from China, 10% of total U.S. imports from China, suppressed inflation 2002年銷售額達(dá)2,560億美元，從中國進(jìn)口120億美元的貨品，抑制了美國的通漲nWorlds largest private employer/1.4 million employees globally, 44% annual turnover/ anti-u

43、nion 全世界最大的非政府雇主/2002年全球140萬雇員以及44%的年流動(dòng)率/反工會(huì)組織管理經(jīng)濟(jì)學(xué)50A Cardinal Principle 選址原則選址原則nlocating stores in isolated rural areas and small towns, usually with populations of 5,000 to 25,000 店址選在偏僻的、人口為5000到25000的農(nóng)村 區(qū)或小城鎮(zhèn)管理經(jīng)濟(jì)學(xué)51Merchandiser銷售運(yùn)作銷售運(yùn)作ntailored Wal-Mart merchandise based on a thousand store an

44、d market traits / product display based on consumer preferences 不同的分店貨品供應(yīng)不同，這取決于一千多條關(guān)于店址和當(dāng)?shù)厥袌龅男畔?商品陳列也是根據(jù)消費(fèi)者偏好決定的n“always low prices, always” / nationally advertised branded products / 13 major circulars per year / advertising expense: 1.5% of discount store sales /posting their competitors circular

45、s in their stores weekly “永遠(yuǎn)最低價(jià)”/出售已具有全國性品牌的商品/每年僅發(fā)行13次廣告?zhèn)鲉涡蓟句N售政策/廣告費(fèi)用占銷售額的1.5%/將競爭對手的產(chǎn)品傳單貼在自己商店的櫥窗上nEvery store worker has the power to lower the price on any Wal-Mart product if he spots it cheaper elsewhere. 每位員工都有調(diào)整價(jià)格，應(yīng)對競爭的權(quán)力管理經(jīng)濟(jì)學(xué)52Operations運(yùn)營運(yùn)營nvendor relationships 與供應(yīng)商的關(guān)系 tough negotiator /

46、 one of the 40 interviewing rooms equipped with only one table and four chairs/ no manufacturers representatives since 1992 (3-4% savings) / 3,600 venders (90% dollar volume) to receive orders and interact with Wal-Mart electronically / relations with vendors on Wal-Marts terms 精明的談判者/40個(gè)會(huì)議室每間都只配有一張

47、桌子和四把椅子/從1992年起和制造商直接談判/3600個(gè)供應(yīng)商(占總金額的90%)以電子化的方式接受訂單并與沃爾瑪發(fā)生互動(dòng)關(guān)系/沃爾瑪占主導(dǎo)地位nHub-and-spoke distribution network / High back-hauls usage / picking up goods from U.S. suppliers within their existing distribution network 中心輻射式的分銷網(wǎng)絡(luò) /卡車回程運(yùn)載率高/利用美國供應(yīng)商已有的分銷網(wǎng)絡(luò)運(yùn)送商品管理經(jīng)濟(jì)學(xué)53HRM人力資源管理人力資源管理nnon-unionized / no supe

48、rstar / profit sharing / employees totally committed to the company / “l(fā)ive to work for the glory of Wal*Mart” 沒有工會(huì)/不雇用明星級(jí)人物/利潤分享/雇員對公司相當(dāng)忠誠/ “為沃爾瑪?shù)姆睒s而活”nEach regional VP (200 days/year on the road), manages 11-15 district managers, each of which is in charge of 8-12 stores 每位地區(qū)副總(每年外出的時(shí)間超過200天) 管理11

49、-15名地方級(jí)管理人員,每一位地方級(jí)管理人員負(fù)責(zé)8-12家商店管理經(jīng)濟(jì)學(xué)54Sams Legacy創(chuàng)始人的影響力創(chuàng)始人的影響力nValue of the dollar / making life at the company unpredictable, interesting and fun / checking out competition, and copying the best ideas / taking care of people who will take care of customers: responsibility, trust, and checkup 注重節(jié)儉/

50、讓公司生活充滿驚奇與樂趣/時(shí)常審視競爭對手，模仿最好的理念/要關(guān)心員工，才能進(jìn)一步讓員工關(guān)懷顧客：培養(yǎng)員工的責(zé)任感、信任感并展開時(shí)時(shí)評定管理經(jīng)濟(jì)學(xué)55QuestionsnThe sources of Wal-Marts competitive advantage 沃爾瑪競爭優(yōu)勢的來源nhow sustainable their position in discount retailing will be in the future 競爭優(yōu)勢的可持續(xù)性nThe competitive position of Wal-mart in China 沃爾瑪中國策略的成敗 管理經(jīng)濟(jì)學(xué)56Coors Br

51、ewing美國第三大啤酒釀酒廠 Case Study 案例案例管理經(jīng)濟(jì)學(xué)57American Beer Industry in the 1970s: Consolidation行業(yè)集中化行業(yè)集中化nSlack demand 需求萎縮nShift away from draft beers, to packaged beers, which reduced perish-ability and permitted firms to concentrate on high throughput 從小規(guī)模、散裝啤酒向高產(chǎn)量、保質(zhì)期更長的精裝啤酒轉(zhuǎn)型nScale economies in produc

52、tion (packaging inputs and packaging process) 生產(chǎn)具有規(guī)模經(jīng)濟(jì)(尤其體現(xiàn)在包裝原材料及包裝過程)nIncreasing scale economies in marketing營銷規(guī)模經(jīng)濟(jì)日益增強(qiáng)管理經(jīng)濟(jì)學(xué)58What was Coors strategy historically?Coors的戰(zhàn)略的戰(zhàn)略nPlant location 廠址 In 1975 capacity in the ten states west of Colorado was seven million barrels less than consumption in th

53、ose states. 1975年Colorado西部的十個(gè)州啤酒生產(chǎn)能力比消費(fèi)量少700萬桶nPlant scale 工廠規(guī)模 Its sole brewery, 15.1 million barrels of capacity in 1977, was well above the MES 1977年，Coors唯一一家釀酒廠的年生產(chǎn)能力（1510萬桶）已遠(yuǎn)遠(yuǎn)超出最低有效規(guī)模。nCapacity utilization 設(shè)備利用率 90-95%, due to the regional vacuum in supply vis-vis demand within which Coors o

54、perated 由于Coors經(jīng)營地區(qū)供應(yīng)短缺，Coors的設(shè)備利用率可高達(dá)90-95%管理經(jīng)濟(jì)學(xué)59nBackward integration 后向一體化后向一體化 made all its cans and bottles; backward integration into agricultural inputs helped Coors differentiate its beer Coors自產(chǎn)所有包裝材料（鋁罐和玻璃瓶）并對農(nóng)業(yè)原料實(shí)現(xiàn)后向一體化，后者有助于產(chǎn)品差異化nProduction process 生產(chǎn)工藝生產(chǎn)工藝 Aging beer for 70 days rather

55、 than 20-30 days; no pasteurization 不采用加熱殺菌法，生產(chǎn)期長達(dá)70天（加熱殺菌法只需20-30天）nMarketing 營銷營銷 Pricing at a discount to the leading national premium brands, Budweiser and Miller; relied on the distinctiveness of various inputs (Rocky Mountain spring water) and its unique production process to mostly “self-sell

56、” . 定價(jià)低于Budweiser和Miller。以其獨(dú)特的原料（落基山脈的泉水）和生產(chǎn)工藝, 基本實(shí)行“自銷”。nDistribution 分銷分銷 Non-pasteurization elevated transportation and storage costs by requiring continuous refrigeration 由于不采用加熱殺菌法，儲(chǔ)運(yùn)要求持續(xù)制冷，成本提高What was Coors strategy historically?Coors的戰(zhàn)略的戰(zhàn)略管理經(jīng)濟(jì)學(xué)60Economies of Scope范圍經(jīng)濟(jì)nsource - joint cost: co

57、st of inputs that do not change with scope of production范圍經(jīng)濟(jì)的來源是共同成本: 一種不會(huì)隨生產(chǎn)種類多少而變動(dòng)的要素投入成本。nExamples 例如：Qwest的IP網(wǎng)絡(luò): 聲音+數(shù)據(jù)有線電視+電話n戰(zhàn)略影響生產(chǎn)多樣化產(chǎn)品或提供多樣化服務(wù)。管理經(jīng)濟(jì)學(xué)61Core Competence 核心能力nTechnology 科技 applying basic technology , eg, small LCDs, to multiple products 將核心技術(shù)應(yīng)用到多種產(chǎn)品中，如小型液晶顯示器nmarketing - brand ex

58、tensions 品牌延伸 spreading promotional costs over multiple products/businesses, eg, Disney 通過多樣化產(chǎn)品/服務(wù)分?jǐn)偞黉N的成本, 如迪斯尼管理經(jīng)濟(jì)學(xué)62Successful examples成功案例nAmazon 1995-2002亞馬遜公司的發(fā)展軌跡nThe Walt Disney Company 迪斯尼公司的發(fā)展軌跡管理經(jīng)濟(jì)學(xué)63Imperial Chemical Industries (ICI) 帝國化學(xué)公司帝國化學(xué)公司nEstablished in 1926, and encouraged to mat

59、ch its German and U.S. rivals in size, innovation and global reach 于1926年成立, 力爭在規(guī)模, 創(chuàng)新及全球化等方面與其德國和美國的對手較量nDominant in Great Britain and the Commonwealth, and expanded into the Continental Europe and U.S. through JVs and Merges and acquisitions 在英國及英聯(lián)邦占主導(dǎo)地位, 并通過合資和并購在歐洲大陸及美國擴(kuò)張. 管理經(jīng)濟(jì)學(xué)64Why ICI chose t

60、o de-merge?帝國化學(xué)公司為何要分拆帝國化學(xué)公司為何要分拆?nTwo clusters: pharmaceuticals and other bio-science-related activities, and the traditional chemical business; synergies and mutual interdependence within each of the two clusters, but not across them 兩大類業(yè)務(wù):1.制藥及其他生物科學(xué)相關(guān)領(lǐng)域, 2.傳統(tǒng)化學(xué)產(chǎn)品工業(yè); 每類業(yè)務(wù)內(nèi)部都存在廣泛的相互依賴與協(xié)作，但是兩大業(yè)務(wù)之間聯(lián)系很少nJuly 1992: old