淺述家具行業(yè)事業(yè)層策略(英文版)

Business-LevelStrategyMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter41?2003SouthwesternPublishingCompanyStrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationChapter4Business-LevelStrategyStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter13StrategicEntrepreneurship2Business-LevelStrategyBusiness-levelstrategy:anintegratedandcoordinatedsetofcommitmentsandactionsthefirmusestogainacompetitive

advantagebyexploitingcorecompetenciesinspecificproductmarkets3CoreCompetenciesandStrategyTheresourcesandcapabilitiesthathavebeendeterminedtobeasourceofcompetitiveadvantageforafirmoveritsrivalsAnintegratedandcoordinatedsetofactionstakentoexploitcorecompetenciesandgainacompetitiveadvantageActionstakentoprovidevaluetocustomersandgainacompetitiveadvantagebyexploitingcorecompetenciesinspecific,individualproductmarketsBusiness-levelstrategyStrategyCorecompetencies4KeyIssuesofBusiness-LevelStrategyWhatgoodorservicetooffercustomersHowtomanufactureorcreatethegoodorserviceHowtodistributethegoodorserviceinthemarketplace5TheCentralRoleofCustomers

Inselectingabusiness-levelstrategy,thefirmdetermines1.whoitwillserve2. whatneedsthosetargetcustomershavethatitwillsatisfy3. howthoseneedswillbesatisfied6策略事業(yè)單位的確認(rèn)Strategicbusinessunit,SBU事業(yè)競爭策略管理的單位事業(yè)單位的界定顧客群顧客需要核心能力7ManagingRelationshipsWithCustomersCustomerrelationshipsarestrengthenedbyofferingthemsuperiorvaluehelpcustomerstodevelopanewcompetitiveadvantageenhancethevalueofexistingcompetitiveadvantages8ManagingRelationshipsWithCustomersEstablishacompetitiveadvantagealongthesedimensions:Reachthefirm’saccessandconnectiontocustomersRichnessthedepthanddetailofthetwo-wayflowofinformationbetweenthefirmandcustomersAffiliationfacilitatingusefulinteractionswithcustomers9顧客分析

企業(yè)服務(wù)的對象是誰?(WHO)目標(biāo)顧客想要獲得滿足是什麼?(WHAT)企業(yè)如何以選定的策略滿足顧客需求?(HOW)不斷重新思考顧客是誰和顧客保持密切與經(jīng)常的接觸決定如何利用對手無法仿效的核心能力來創(chuàng)造價值設(shè)計合宜策略10CustomersMarketSegmentationConsumerMarketsIndustrialMarkets11企業(yè)服務(wù)的對象是誰?(WHO)區(qū)隔市場人口統(tǒng)計變數(shù)地理變數(shù)生活型態(tài)個人特質(zhì)消費模式產(chǎn)業(yè)結(jié)構(gòu)特性組織規(guī)模市場區(qū)隔中的市場區(qū)隔利用資訊科技大規(guī)模顧客化(masscustomerization)的效益12MarketSegmentation:ConsumerMarketsDemographicfactorsConsumerMarketsSocioeconomicfactorsGeographicfactorsPsychologicalfactorsConsumptionpatternsPerceptualfactorsDem.Soc.Geo.Psy.Con.Per.13MarketSegmentation:IndustrialMarketsIndustrialMarketsEnd-usesegmentsProductsegmentsGeographicsegmentsCommonbuyingfactorsegmentsCustomersizesegmentsEndPro.Geo.Buy.Size14目標(biāo)顧客想要什麼?(WHAT)確認(rèn)與了解目標(biāo)顧客的需求預(yù)測目標(biāo)顧客未知(發(fā)現(xiàn))的需求在顧客之前在對手有行動之前(第一行動者優(yōu)勢)設(shè)法利用本身之核心能力以滿足顧客的需求15TypesofBusiness-LevelStrategiesBusiness-levelstrategiesareintendedtocreatedifferencesbetweenthefirm’spositionrelativetothoseofitsrivalsTopositionitself,thefirmmustdecidewhetheritintendstoperformactivitiesdifferentlyortoperformdifferentactivitiesascomparedtoitsrivals16競爭策略的選擇在特定產(chǎn)業(yè)中事業(yè)單位針對所選定的市場區(qū)隔,如何以競爭策略改善其產(chǎn)品或服務(wù)的競爭地位,並建立可持久的競爭優(yōu)勢策略選擇的考慮因素產(chǎn)業(yè)長期獲利率水準(zhǔn)與影響獲利之因素產(chǎn)業(yè)中企業(yè)的相對競爭地位17FiveGenericStrategiesCompetitiveAdvantageCompetitiveScopeCostUniquenessBroadtargetNarrowtargetCostLeadershipDifferentiationFocusedCostLeadershipFocusedDifferentiationIntegratedCostLeadership/Differentiation18產(chǎn)品/市場/核心能力/競爭策略成本領(lǐng)導(dǎo)策略差異化策略集中化策略產(chǎn)品差異化低(主要來自價格)高(主要來自獨特性)低至高(價格或獨特性)市場區(qū)隔化低(大市場)高(許多個區(qū)隔市場)低(一個或一些區(qū)隔市場)核心能力製造與物料管理研發(fā)/行銷任何19CostLeadershipStrategyAnintegratedsetofactionsdesignedtoproduceordelivergoodsorservicesatthelowestcost,relativetocompetitors

withfeaturesthatareacceptabletocustomersrelativelystandardizedproductsfeaturesacceptabletomanycustomerslowestcompetitiveprice20CostLeadershipStrategyCostsavingactionsrequiredbythisstrategy:buildingefficientscalefacilitiestightlycontrollingproductioncostsandoverheadminimizingcostsofsales,R&Dandservicebuildingefficientmanufacturingfacilitiesmonitoringcostsofactivitiesprovidedbyoutsiderssimplifyingproductionprocesses21HowtoObtainaCostAdvantageCostDriversValueChainDetermineandcontrolReconfigure,ifneededAlterproductionprocessChangeinautomationNewdistributionchannelDirectsalesinplaceofindirectsalesNewadvertisingmediaNewrawmaterialBackwardintegrationForwardintegrationChangelocationrelativetosuppliersorbuyers22ProductfeaturesPerformanceMix&varietyofproductsServicelevelsSmallvs.largebuyersProcesstechnologyWagelevelsHiring,training,motivationFactorsThatDriveCostsEconomiesofscaleAssetutilizationCapacityutilizationpatternSeasonal,cyclicalInterrelationshipsOrderprocessing anddistributionValuechainlinkagesAdvertising&salesLogistics&operations23支援性

活動基本活動內(nèi)部後勤作業(yè)外部後勤行銷與銷售服務(wù)採購技術(shù)發(fā)展人力資源管理企業(yè)的基礎(chǔ)建設(shè)邊際邊際價值創(chuàng)造活動--成本領(lǐng)導(dǎo)策略組織扁平以減少間接成本簡化規(guī)劃程序與成本降低流動率訓(xùn)練員工以改善效率與效能強調(diào)製程創(chuàng)新與改善投資與致力於發(fā)展降低製造成本的活動改善採購程序與對供應(yīng)商關(guān)係以降低進(jìn)貨成本定期評估供應(yīng)商績效使供應(yīng)商與生產(chǎn)程序密切配合獲得規(guī)模經(jīng)濟(jì)設(shè)置可得效率規(guī)模的生產(chǎn)設(shè)施降低送貨成本選擇低成本的運送人精簡銷售人員與提高素質(zhì)訂定具競爭力的價格有效率與適當(dāng)安裝以降低修理率24QuestionsLeadingtoLowerCosts1. Howcananactivitybeperformeddifferentlyoreveneliminated?2. Howcanagroupoflinkedvalueactivitiesberegroupedorreordered?3. Howmightcoalitionswithotherfirmsloweroreliminatecosts?25CostLeadershipStrategyandtheFiveForcesofCompetitionRivalryAmongCompetingFirmsCanusecostleadershipstrategytoadvantagesince:competitorsavoidpricewarswithcostleaders,creatinghigherprofitsfortheentireindustryRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition26CostLeadershipStrategyandtheFiveForcesofCompetitionBargainingPowerofBuyersCanmitigatebuyers’powerby:drivingpricesfarbelowcompetitors,causingthemtoexitandshiftingpowerwithbuyersbacktothefirmRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition27CostLeadershipStrategyandtheFiveForcesofCompetitionBargainingPowerofSuppliersCanmitigatesuppliers’powerby:beingabletoabsorbcostincreasesduetolowcostpositionbeingabletomakeverylargepurchases,reducingchanceofsupplierusingpowerRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition28CostLeadershipStrategyandtheFiveForcesofCompetitionRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetitionThreatofNewEntrantsCanfrightenoffnewentrantsdueto:theirneedtoenteronalargescaleinordertobecostcompetitivethetimeittakestomovedownthelearningcurve29CostLeadershipStrategyandtheFiveForcesofCompetitionThreatofSubstituteProductsCostleaderiswellpositionedto:makeinvestmentstobefirsttocreatesubstitutesbuypatentsdevelopedbypotentialsubstituteslowerpricesinordertomaintainvaluepositionRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition30MajorRisksofCostLeadershipStrategyDramatictechnologicalchangecouldtakeawayyourcostadvantageCompetitorsmaylearnhowtoimitatevaluechainFocusonefficiencycouldcausecostleadertooverlookchangesincustomerpreferences31DifferentiationStrategyAnintegratedsetofactionsdesignedbyafirmtoproduceordelivergoodsorservices(atanacceptablecost)thatcustomersperceiveasbeingdifferentinwaysthatareimportanttothempriceforproductcanexceedwhatthefirm’stargetcustomersarewillingtopaynonstandardizedproductscustomersvaluedifferentiatedfeaturesmorethantheyvaluelowcost32DifferentiationStrategyValueprovidedbyuniquefeaturesandvaluecharacteristicsCommandpremiumprice溢價HighcustomerserviceSuperiorqualityPrestigeorexclusivityRapidinnovation33DifferentiationStrategyDifferentiationactionsrequiredbythisstrategy:developingnewsystemsandprocessesshapingperceptionsthroughadvertisingqualityfocuscapabilityinR&Dmaximizehumanresourcecontributionsthroughlowturnoverandhighmotivation34HowtoObtainaDifferentiationAdvantageCostDriversValueChainControlifneededReconfiguretomaximizecustomerperceptionsofuniquenesscustomerreluctancetoswitchtonon-uniqueproductRaiseperformanceofproductorserviceLowerbuyers’costsCreatesustainabilitythrough:35FactorsThatDriveDifferentiationUniqueproductfeaturesUniqueproductperformanceExceptionalservicesNewtechnologiesQualityofinputsExceptionalskillorexperienceDetailedinformation36支援性

活動基本活動內(nèi)部後勤作業(yè)外部後勤行銷與銷售服務(wù)採購技術(shù)發(fā)展人力資源管理企業(yè)的基礎(chǔ)建設(shè)邊際邊際價值創(chuàng)造活動--差異化策略經(jīng)由資訊系統(tǒng)更了解顧客推行全面品管創(chuàng)新獎勵辦法強調(diào)非客觀性績效評量人員訓(xùn)練注重基礎(chǔ)研究與產(chǎn)品創(chuàng)新發(fā)展容易取得高品質(zhì)原料的系統(tǒng)採購高品質(zhì)零件妥善處理進(jìn)料以維持高品質(zhì)迅速反應(yīng)顧客需求生產(chǎn)足以吸引顧客的產(chǎn)品正確與快速處理顧客訂單迅速送達(dá)貨品安排各種信用交易與顧客及供應(yīng)商保持密切關(guān)係訓(xùn)練顧客正確使用產(chǎn)品保留完整零件庫存37DifferentiationStrategyandtheFiveForcesofCompetitionRivalryAmongCompetingFirmsCandefendagainstcompetitionbecause:brandloyaltytodifferentiatedproductoffsetspricecompetitionRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition38DifferentiationStrategyandtheFiveForcesofCompetitionBargainingPowerofBuyersCanmitigatebuyerpowerbecause:welldifferentiatedproductsreducecustomersensitivitytopriceincreasesRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition39DifferentiationStrategyandtheFiveForcesofCompetitionBargainingPowerofSuppliersCanmitigatesuppliers’powerby:absorbingpriceincreasesduetohighermarginspassingalonghighersupplierpricesbecausebuyersareloyaltodifferentiatedbrandRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition40DifferentiationStrategyandtheFiveForcesofCompetitionThreatofNewEntrantsCandefendagainstnewentrantsbecause:newproductsmustsurpassprovenproductsor,newproductsmustbeatleastequaltoperformanceofprovenproducts,butofferedatlowerpricesRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition41DifferentiationStrategyandtheFiveForcesofCompetitionThreatofSubstituteProductsWellpositionedrelativetosubstitutesbecause:brandloyaltytoadifferentiatedproducttendstoreducecustomers’testingofnewproductsorswitchingbrandsRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition42MajorRisksofDifferentiationStrategyCustomersmaydecidethatthepricedifferentialbetweenthedifferentiatedproductandthecostleader’sproductistoolargeMeansofdifferentiationmayceasetoprovidevalueforwhichcustomersarewillingtopay續(xù)下頁43MajorRisksofDifferentiationStrategyExperiencemaynarrowcustomer’sperceptionsofthevalueofdifferentiatedfeaturesofthefirm’sproductsMakersofcounterfeitgoodsmayattempttoreplicatedifferentiatedfeaturesofthefirm’sproducts仿冒品44FocusedBusiness-LevelStrategiesAfocusstrategymustexploitanarrowtarget’sdifferencesfromthebalanceoftheindustryby:isolatingaparticularbuyergroupisolatingauniquesegmentofaproductlineconcentratingonaparticulargeographicmarketfindingtheir“niche”45FactorsThatMayDriveFocusedStrategiesLargefirmsmayoverlooksmallnichesFirmmaylackresourcestocompeteinthebroadermarketMaybeabletoserveanarrowmarketsegmentmoreeffectivelythancanlargerindustry-widecompetitorsFocusmayallowthefirmtodirectresourcestocertainvaluechainactivitiestobuildcompetitiveadvantage46MajorRisksofFocusedStrategiesFirmmaybe“outfocused”bycompetitorsLargecompetitormaysetitssightsonyournichemarketPreferencesofnichemarketmaychangetomatchthoseofbroadmarket47AdvantagesofIntegratedStrategy

Afirmthatsuccessfullyusesanintegratedcostleadership/differentiationstrategyshouldbeinabetterpositionto:adaptquicklytoenvironmentalchangeslearnnewskillsandtechnologiesmorequicklyeffectivelyleverageitscorecompetencieswhilecompetingagainstitsrivals48BenefitsofIntegratedStrategySuccessfulfirmsusingthisstrategyhaveabove-averagereturnsFirmofferstwotypesofvaluestocustomerssomedifferentiatedfeatures(butlessthanatruedifferentiatedfirm)relativelylowcost(butnowaslowasthecostleader’sprice)49MajorRisksofIntegratedStrategyAnintegratedcost/differentiationbusinesslevelstrategyofteninvolvescompromises(neitherthelowestcostnorthemostdifferentiatedfirm)Thefirmmaybecome“stuckinthemiddle”lackingthestrongcommitmentandexpertisethataccompaniesfirmsfollowingeitheracostleadershiporadifferentiatedstrategy50

整合性低成本／差異化策略的風(fēng)險企業(yè)若無法在自己所選定的競爭範(fàn)疇中建立領(lǐng)導(dǎo)地位，或沒有明確的競爭優(yōu)勢，便會遭遇夾在其中的風(fēng)險51HolidayInn個案HolidayInn的發(fā)展]創(chuàng)始人—KemmonsWilson於1950年代出外渡假時發(fā)現(xiàn)當(dāng)時旅館業(yè)服務(wù)品質(zhì)差且價格不合理的現(xiàn)象Wilson發(fā)現(xiàn)市場尚未獲得滿足的需求,於是起了創(chuàng)業(yè)的念頭標(biāo)準(zhǔn)化服務(wù)—空調(diào)/製冰機(jī)與合理的房價