businessstrategy企業(yè)戰(zhàn)略管理英文

businessstrategy企業(yè)戰(zhàn)略管理英文第1頁/共173頁2ModuleTwo:casesTeamwork:casereportRequirementSelectonecompanyoroneindustryCleardescriptionofitsstrategyorpracticeDataQuestions3.AssessmentofcasesContentFormatEffect4.Deadline:the8thweek第2頁/共173頁3Examples盛大網(wǎng)絡(luò)CanonDELL網(wǎng)絡(luò)游戲產(chǎn)業(yè)TextileindustryOthersShouldbe

TypicalfailureorsuccessActionofonecompanyorrelationamongseveralcompaniesInenglish第3頁/共173頁4CourseGradingFinalexam50％Presentationandreport40%Classparticipation10％第4頁/共173頁5ReferencesArthurA.ThompsonandA.J.Strickland.StrategicManagement:ConceptsandCases.McGraw-Hillcompanies,Inc.2001DavidBesanko,DavidDranove,andMarkShanley.EconomicsofStrategy.JohnWiley&Sons,Inc.1996戴維·貝贊可（等）：《公司戰(zhàn)略經(jīng)濟(jì)學(xué)》，北京大學(xué)出版社王玉：《企業(yè)戰(zhàn)略管理教程》亨利·明茨伯格：《戰(zhàn)略歷程》，機(jī)械工業(yè)出版社邁克爾·波特：《競爭戰(zhàn)略》，華夏出版社邁克爾·波特：《競爭優(yōu)勢》，華夏出版社邁克爾·波特：《國家競爭優(yōu)勢》，華夏出版社羅伯特·伯格曼：《技術(shù)與創(chuàng)新的戰(zhàn)略管理》，機(jī)械工業(yè)出版社加里·哈默：《戰(zhàn)略柔性》，機(jī)械工業(yè)出版社安德魯·坎貝爾：《戰(zhàn)略協(xié)同》，機(jī)械工業(yè)出版社第5頁/共173頁6HarvardBusinessReviewStrategicManagementJournalSloanManagementReviewCaliforniaManagementReviewManagementScienceJournalofManagementAcademyofManagementJournalRANDJournalofEconomicsMcKinseyQuarterly第6頁/共173頁7中國期刊網(wǎng)ProquestEbscon國研網(wǎng)中經(jīng)網(wǎng)Googleandothers第7頁/共173頁8SessionOneHistory,Concept,andProcess第8頁/共173頁9Afteryourgraduation,……Suitableforindividuals,family,company,governmentandotherorganizations乾隆Tacitorclearstrategy(華碩與一江陰民企)Isstrategyuseful?第9頁/共173頁10EmergeanddevelopmentofbusinessstrategyPhase1:theformationofmodernenterprises1820stothebeginningof20thcenturyNocompetitiveconcept?CarandcarriageElectriclightandgaslightPhase2:scientificmanagementBefore1930sSellersmarket,production-dominatedFocusingoncost,efficiency,andproductThetheoryofTaylor第10頁/共173頁11Phase3：Marketingmanagement1930sto1950sDiversifieddemand,buyer’smarket,competitionMarketandcustomerorientedPhase4：strategicmanagementAfter1960sPost-industrialsociety(France)Valueoriented,createmarket第11頁/共173頁12Strategy：basicconceptPlan（計劃）Pattern（模式）position（定位）Point(觀念)Policy（計謀）DesignschoolPlanningschoolPositioningschoolEntrepreneurschoolResourcesschoolInordertoadapttotheexternalenvironment,thecurrentandfuturebusinessactivitiesarestrategicallydecided,coveringwhichkindofbusinesstoenter,howtocompeteandoperateandsoon.第12頁/共173頁13MarketstructurestrategyactivityPerfor-manceprofitstructure-strategy-performancemodel第13頁/共173頁14ProcessofstrategicmanagementSWOTmissionExternalenvironmentInternalenvironmentStrategicanalysisStrategicchoice第14頁/共173頁15Long-termobjectiveGeneralstrategyCompetitivestrategyYearlyobjectiveCompetitivestrategyFunctionalstrategypolicystructurecontrolreformStrategicchoiceimplementationcontrol第15頁/共173頁16Levelsofbusinessstrategies第16頁/共173頁17Firststep:missionMainfieldsofbusinessObjectivesofthesebusinessPhilosophyofmanagementPublicimageSelf-assessment一個科技背景的企業(yè)家第17頁/共173頁18MissionCompeteDevelop第18頁/共173頁19ProfitobjectiveValueobjectiveManagerialobjectiveobjectivesofthecompanySocialobjective礦區(qū)企業(yè)之差異第19頁/共173頁20AnFrenchengineerinaFrenchcompany《利家與阿松》中的前田利家

IBMandMicrosoftThedilemmaofinnovatorsWhatisthekeyofstrategy第20頁/共173頁21ChoiceandbalanceValueCapturePowerbyyourstageLowHighValueCreationbysupplychainHigh/increasingLow/decreasingBest替他人做嫁衣掙扎？第21頁/共173頁22Principal:Managebusinessecosystemtoachieveoptimalbalanceofvaluecreationandcapture第22頁/共173頁

Session2

ExternalEnvironment第23頁/共173頁TheexternalenvironmentofcompaniescompanyGeneralenvironmentIndustrialenvironment第24頁/共173頁GeneralEnvironmentGeneralenvironmentPoliticaleconomictechnologicalNature/internationalSocial/culturalOutofinfluenceofindividualorganization第25頁/共173頁EconomicenvironmentEconomicenvironment:developmentlevel,economicsystem,price,laborandetc.ofcertaincountryorareae.g.highgrowthrateofChinaandthe農(nóng)民問題（創(chuàng)意大賽）USA,thepetrolcrisisof1970s,andthecompetitivenessofJapan第26頁/共173頁TechnologicalenvironmentUsuallyslowly,butifcriticalchangehappens,theinfluenceiswidespreadandrevolutionary.E.g.IBM與大型計算機(jī)網(wǎng)上購物（DELL）電視機(jī)的未來第27頁/共173頁SocialandculturalenvironmentPopulation,livingstyleandvalueandsoonTheirinfluenceonstrategyisincrementalandsubtleE.g.西方文化，東方文化與家庭裝潢日韓影視、游戲產(chǎn)業(yè)對中國的影響夫妻共同工作與嬰幼兒照顧（一個創(chuàng)意）第28頁/共173頁P(yáng)oliticalandlegalenvironment政權(quán)的穩(wěn)定性Internationalrelationship法律、法規(guī)的健全程度（WEF）人治與法治中國的精英選拔機(jī)制民選政府與超級女聲Industrialpolicy第29頁/共173頁NaturalenvironmentGeographicalpositionResourcesstatus（JapanandUSA）生態(tài)環(huán)境巨大的環(huán)保市場綠色經(jīng)濟(jì)學(xué)院？中國的能源危機(jī)與企業(yè)的發(fā)展戰(zhàn)略燃?xì)廪I車的研制第30頁/共173頁InternationalenvironmentGlobalizationand信息化InternationalcompetitionMultinationalcompaniesinChinaGoodpointsBadpointsChinesecompaniesgoingabroad第31頁/共173頁IndustrialenvironmentSession2continued第32頁/共173頁Ifyouwillsetupabusiness,whichindustrywillyouchoose?Whytheno-brandPC(組裝電腦)onlycouldgetlowprofit?WhyitismoreexpensiveforyoutousephoneinChina?(Newspaper)第33頁/共173頁IndustrialenvironmentFive-forcesmodelBargainingpowerofbuyersBargainingpowerofsuppliersSubstituteproductsPotentialenteringCurrentcompetition第34頁/共173頁SeveralcasesThediversificationstrategyofVVGroupFromthesubstitute

Thegoing-abroadofBaoSteelFromthebargainingpowerofsuppliersTheexpandingtoretailof999Pharm.Fromthebargainingpowerofbuyers電信、有線電視的網(wǎng)絡(luò)鋪設(shè)戰(zhàn)略Fromthepotentialcompetitors(preemption)第35頁/共173頁1.CurrentcompetitionQuantityandpowerofcurrentcompetitorsAlotofcompetitorswithequalpower（組裝電腦）Coststructure投資周期長，固定成本高（航空業(yè)）Theindustrialdevelopment:slow-fierce(家電)Differencesofproductsandservices:low-fierceBarrierofexiting（專用性、互補(bǔ)性、情感）第36頁/共173頁2.PotentialenteringBarriersofenteringScaleeconomy（學(xué)習(xí)曲線）（SGM）Differencesofproducts（有形/無形）Investmentneeded（電信網(wǎng)絡(luò)）Saleschannel（外資與中國的合作）Governmentpolicy（地下錢莊）Potentialcompetitors業(yè)務(wù)具有協(xié)同性的企業(yè)（上下游企業(yè)）（雷允上-國大藥房，家樂福－相關(guān)企業(yè)）其他克服進(jìn)入障礙的能力（資金、技術(shù)<ABB>、政策等）第37頁/共173頁3.BargainingpowerofsuppliersConcentrationoftheupperstageofproductionchain,上游產(chǎn)業(yè)集中度高、規(guī)模大Thedifferenceofproductsofdifferentsuppliers,switchcost信息系統(tǒng)供應(yīng)商及其策略：虧本的買賣Nothreatfromsubstituteproducts（電力）Theforwardintegrationpowerofsupplier（制藥與藥店）Lowimportanceofthecompanytoitssupplier,產(chǎn)業(yè)本身并非供應(yīng)商的重要客戶第38頁/共173頁4.BargainingpowerofbuyersThepurchasevolumeofbuyers,客戶采購量大（沃爾瑪）StandardproductsornotThecostpositionoftheproductforcustomer,產(chǎn)品在客戶成本中的地位Theprofitlevelofbuyers（關(guān)注車價行情的環(huán)保公司）TheswitchcostofbuyersThebackwardintegrationpowerofbuyers,客戶進(jìn)行后向整合的能力第39頁/共173頁SubstitutesThebalancebetweensubstitutes,替代品間的制衡（太陽能/燃?xì)?電熱，有線通/電信寬帶）Thecompetitivesubstitute,（電視機(jī)/投影儀）Improvequality/priceProducedbyprofitablecompanies,由獲利較高的產(chǎn)業(yè)生產(chǎn)第40頁/共173頁Theenteringandexitingbarriers

highrisk,highprofit

highrisk,lowprofitLowrisk,highprofitlowrisk,lowprofitEnteringbarriershighlowhighlowExitingbarrier第41頁/共173頁示例：美國不同產(chǎn)業(yè)的資產(chǎn)收益率平均資產(chǎn)收益率（％）產(chǎn)業(yè)制藥飲料電信化妝品科學(xué)、照相、控制設(shè)備出版、印刷煙草批發(fā)綜合百貨店保險商業(yè)銀行3.02.0第42頁/共173頁Beyondthe5-forcesToomuchemphasisonadversarial“valuecapture”,notenoughon“valuecreation”Coopetition:jointfocusoncreationandcaptureofvalueIndustryaccountsforabout20%oftotalvarianceinROAEvolutionofindustrystructure第43頁/共173頁

Session3

ResourcesandCapability第44頁/共173頁Ifyouarethegeneralmanagerofapharmaceuticalcompany,whatdoyouthinkisthemostimportantresourceinyourcompany?第45頁/共173頁Case:GlaxoProblem1980－1985：Zantac,胃潰瘍,accountedfor44%oftherevenueand50%oftheprofit;1997,patentexpired,everycompanycouldproducethismedicine;Morecompetitivepatent,LosecActionsAcquisitionof3companiestogetmorepatentsMorecompetentR&DdepartmentAndsoon第46頁/共173頁CategoriesofresourcesVisiblePhysical:設(shè)備、原材料、地理位置（walmartvs.carrefare）Intangibleassets：patent,brandInvisible(tacit)ManagementR&DcapabilityCoordination第47頁/共173頁RanksofresourcesCriticalcorebasicperiphery競爭優(yōu)勢高低第48頁/共173頁CriticalresourcesforsuccessPerspectivefromindustryCertainindustryemphasizetheimportanceofcertainresourcesPharmaceuticals,supermarket,automobileIdentifythecriticalresourcesCustomers:customerneed,segmentsCompetition:competitors’resourcesandcustomers,comparativeadvantagesCriticismUndercurrentstructure,notfuture-orientedCase:Dell第49頁/共173頁AcquirementofresourcesPurchasingAdvantage:scaleeconomy,efficiencyundercompetitionDisadvantage:informationleak-out,transactioncost,suitabilityCertainresourcesvs.apackageofresourcesE.g.Nike,Toyota，克萊斯勒與奔馳，HP與CompaquProducingTheoppositeE.g.SAIC（60subsidiarycompanies）第50頁/共173頁Case:anoilrefinerBackgroundOilrefinerA:accesstocrudeoilat$10perbarrelOthers:$20perbarrelQuestion:doseAhaveacostadvantage?WillAbemoreprofitable?ImplicationWherevaluecomefrom?Keyresources,brand,certaincapabilityandsoonRecognizeuniqueresources,protectuniqueresources,andmaximizereturnsfromuniqueresources第51頁/共173頁ValuecreationfromresourcesInputFundsHRMaterialsAndsoonProcessManufacturingR&DMarketingManagingoutputMarketshareCustomersatisf.RevenueProfitOutput–Input=value-added第52頁/共173頁Case:aregion北京上海浦東平均水平電子信息汽車石化鋼材成套設(shè)備生物醫(yī)藥比率26.425.424.818.739.615.711.320.831.5工業(yè)增加值率比較（2003）％出口與傾銷，國際市場與國內(nèi)市場，利潤的分配第53頁/共173頁GeneralvaluechaininfrastructureHRMTechnologyFinance,etc.SecondaryactivitypurchaseproductionstoragemarketingserviceMainactivityProfitDevelp許多企業(yè)都是在價值鏈的某個或某幾個環(huán)節(jié)獲得競爭優(yōu)勢（沃爾瑪與家樂福，麥當(dāng)勞，HP）第54頁/共173頁ValuechainsystemValue-chainofsupplierValuechainValuechainofbuyerValuechainofcustomerValuechainsystem還有一些企業(yè)從價值鏈體系中尋找獲得競爭優(yōu)勢的機(jī)會（舉例，Clusters）第55頁/共173頁CoreCompetencePraharadandHamel：企業(yè)擁有的獨(dú)特技能、智力資本和隱性知識，是創(chuàng)造顧客價值和企業(yè)創(chuàng)新的源泉，決定了企業(yè)的競爭優(yōu)勢和可持續(xù)發(fā)展能力第56頁/共173頁IdentifycorecompetenceGreatcontributiontofinalproduct,perceivabletocustomers（Dell的銷售模式）Hardforcompetitorstocopy（Honda的發(fā)動機(jī)）HardtosubstituteEnterbroadmarketbythiscompetence（canon的光學(xué)技術(shù)）第57頁/共173頁SourcesofcorecompetenceCombinationofuniquetechnologies（沃爾瑪）Intelligencecapital（風(fēng)險投資中的智力股份）Tacitknowledge（3M參觀者的遺憾）第58頁/共173頁Session4

BusinessPortfolioAnalysis第59頁/共173頁BusinessportfolioAssessthesuitabilityofcurrentbusinessportfolio.Allocateresourcesaccordingtotheportfolio,finallyreachthestrategicgoals1960s,

BCG,McKinsey,andotherconsultingfirmsBusinessselectionformulti-businessandcross-industrycompaniesFamilyportfolioComparisonbetweenChinaandJapanCases雞鳴狗盜Institutionalenvironment:forbusiness(financesector)andfamily(socialsecurity)第60頁/共173頁BCGMatrixAccordingtoThepotentialofthebusinessesThepositionofthecompanyinthesebusinessesJudgeThesuitabilityofcurrentbusinessportfolioThecashcontributionofdifferentbusinessesDecidethefutureportfolioanddevelopmentstrategy第61頁/共173頁BCGMatrixCircle：revenueSectorincircles：profitRelationshipamongdifferentbusinesses

Questionmark

DogCashCow

StarRelativemarketshareIndustrialgrowth％10averageratelowhighhigh第62頁/共173頁BasicprinciplesforBCGanalysisReasonablebusinessescombinationReasonablecashflowamongdifferentbusinesses(德隆)TheimportanceofSTAR（GE’sNo.1,2）Avoidthelackofcertainkindofbusinessdog業(yè)務(wù)是否一定不需要呢？PropermovingspeedamongboxesCase:上海焊接器材有限公司第63頁/共173頁CritiquestoBCGMatrixThedifficultyofdefiningmarket,marketshareandgrowthrateScopeofindustryFocusingonpastnotfuture,leadingtotimelag.(百合的種植)ToosimpletolabelthestatushighorlowFocusingonthesurfacenotthepotential(innovationcapabilityandsoon)第64頁/共173頁sizeRORscalecompetingspecializationscatteredThemarketshareandtherateofreturn(thechangeofGE’sNO1.2)第65頁/共173頁Businessstatus-industryattractivenessmatrixFactorsreflectingindustryattractivenessMarketgrowthrate,industrysizeandprofitability.Suchasmarketgrowthrate,industrysizeandprofit,competition,technology,socialenvironmentandetc.FactorsreflectingbusinesscompetitiveadvantageMarketshare,profitrate,competitiveness,technology,management第66頁/共173頁leaderstrugglequestionleaderdeclinedeclinehopelesswatchCashsupplierIndustrialattractivenessBusinessstatusWeak(-100%)Strong(100%)Unattractive(-100%)Attractive(100%)第67頁/共173頁P(yáng)roduct-lifecycleanalysisProduct-marketphasesCompetitivestatusmaturedevelopingexcludingenteringdeclinestrongnormalweak什么樣的行業(yè)是衰退的行業(yè)？紡織業(yè)？鋼鐵？煤炭？高科技與食品（洞察力）第68頁/共173頁startupdevelopmaturedecliningRateofreturnFundstransferred-100%200%100%020%-10%80%ThefundstransferamongSBUs第69頁/共173頁70Session5

CorporateStrategies第70頁/共173頁71CorporateStrategiesMaintenancestrategies（不選擇也是一種選擇）Developmentstrategies一體化戰(zhàn)略（integrationstrategies）加強(qiáng)型戰(zhàn)略（intensivestrategies）多元化戰(zhàn)略（diversificationstrategies）DefenseStrategies：緊縮、撤資Withdrawalstrategies：清算GenericstrategiesofMichaelPorter第71頁/共173頁72IntegrationStrategiesForwardintegrationControlthesaleschannelbyownershiporcontractCase：“雷允上”開設(shè)連鎖藥房IfAisamanufacturingcompanyandsellsitsproductsthroughB’snetwork.WhenshouldAacquireBorsetupitsownsalesnetwork?SuitablewhenCurrentsalespartnernotefficient,ornotreliable,orcouldnotmeetitsneed,orgetsalargeprofitHighgrowthrateoftheindustryHavethefundsandHRforthatactionKnowthecustomer’sneeds,andexpanditsbusiness第72頁/共173頁73BackwardintegrationControlthesuppliersbyownershiporcontract例：華能集團(tuán)與中煤能源集團(tuán)合作IfAisamanufacturingcompanyandpurchasesmaterialsfromB.WhenshouldAacquireBorsetupitsownmaterialbusiness?SuitablewhenThecurrentsuppliersnotveryeconomical,ornotreliable,orcouldnotmeetitsneed,orgetahighprofitToofewsuppliers,butalotofcompetitorsHighgrowthrateoftheindustryHavethefunds,technologyandHRtodothisbusinessStablepriceiscriticalfortheindustry第73頁/共173頁74HorizontalintegrationControlthecompetitorsbyownershiporcontractCase：惠普與康派，克萊斯勒和奔馳IfAandBarecompetitors,whendoyouthinkAshouldmergeB?SuitablewhenMonopolizethemarketincertainareaGreatgrowthpotentialoftheindustryScaleeconomyHavethenecessaryfundsandHR第74頁/共173頁75IntensiveStrategiesMarketpenetrationIncreasethemarketsharebymoremarketingeffortsCase：廣告、代理商、產(chǎn)品使用指南等MarketdevelopmentEnteringnewmarketbycurrentproductsandservicesCase：ChinaasthemostpromisingemergingmarketProductdevelopmentIncreasesalesbymodifyingthecurrentproductsordevelopingnewproductsCase：上海通用的卡迪拉克，HP的掌上電腦第75頁/共173頁76DiversificationStrategiesConcentricdiversificationAddnewbutrelatedproductsorservicesCase：Sony進(jìn)入游戲行業(yè)SuitablewhenThenewproductswillimprovethesalesofcurrentproductsBalanceseasonalfluctuationCurrentproductsatthedecliningstage第76頁/共173頁77HorizontaldiversificationAddnewandunrelatedproductsforcurrentcustomersCase：AMT進(jìn)入培訓(xùn)市場(ERP培訓(xùn)到戰(zhàn)略培訓(xùn))SuitablewhenThenewproductswillincreasethesalesofcurrentproductsProvidenewproductbyusingcurrentchannelBalancedsalesfluctuationRelateddiversification(concentricandhorizontal)第77頁/共173頁78ConglomeratediversificationAddnewandunrelatedproductsCase：交大國飛進(jìn)入房地產(chǎn)行業(yè)SuitablewhenMainbusinessonthedecliningstageCurrentmarketismatureForprofit（long-termorjustforsale）第78頁/共173頁79DefenseStrategiesRetrenchment(收縮)Reconfigurationbyreducingcostorasset,inordertoimproveperformanceCase：01年1月，戴姆勒·克萊斯勒公司宣布，未來三年內(nèi)，在全球范圍裁減20%員工，即2.6萬名；關(guān)閉13家工廠，對部分工廠實行減產(chǎn)；2001年實現(xiàn)裁員計劃的75%；2002年閑置6個克萊斯勒的制造廠。Divestiture(剝離)SellpartofthecompanyCase：希爾頓飯店1995年剝離賭博游藝場Liquidation(清算)Sellallpartsofthecompany(fordifferentpurpose)《華爾街》第79頁/共173頁Session6

SelectingStrategies第80頁/共173頁Selectingstrategies：accordingtotheinternalandexternalenvironments,basedontherequirementofbusinessportfolio,toselectthemostsuitablestrategiesfromallpossiblealternatives.第81頁/共173頁SWOTModelHowtotakeadvantageofexternalopportunitiesandinternalstrength,andlowertheexternalthreatsandinternalweaknessStrength：resources,technology,HR,brandandsoonRelativelystrong,notabsolutelyWeakness：thebottleneckofthecompanyRelativeconceptBottleneckinHRinventurecapitalindustry第82頁/共173頁Opportunities：fromthemacroandindustrialenvironmentThegovernment’srequirementforsettingupsewagefactoriesineachcity（復(fù)旦水務(wù)的巨大機(jī)會）Microsoftfacedtheanti-trustsuitThreats：fromthemacroandindustrialenvironment2004年國家降低出口退稅，導(dǎo)致眾多企業(yè)面臨生存危機(jī)IBM調(diào)整軟件部門給IT咨詢公司帶來的威脅Opportunityorthreat?退稅：國內(nèi)外，不同類型企業(yè)第83頁/共173頁SWOTModelStrengthWeaknessOpportunitiesThreatsWO戰(zhàn)略降低劣勢型戰(zhàn)略產(chǎn)品開發(fā)（SARS藥品）WT戰(zhàn)略威脅型戰(zhàn)略榨取或退出SO戰(zhàn)略積極發(fā)展型戰(zhàn)略市場滲透（大眾汽車）ST戰(zhàn)略回避威脅型戰(zhàn)略開發(fā)市場(維維)positionofthebusiness第84頁/共173頁Alittlesimple:opportunitiesandweaknessesalwayscoexist.Thebestchoiceisnoteasytofind（銀行業(yè)中的四大與其他）Alittlestatic:tryingtofindawayfromcurrentsituation（環(huán)境易變，優(yōu)劣勢轉(zhuǎn)化）SWOTissuitableforroughjudgeEvaluationofSWOT第85頁/共173頁MatrixforselectingstrategiesObjective:strengthentheadvantageandavoidtheweaknessStrategicgoalsStrengthentheadvantageOvercometheweaknessApproaches/resourcesFrominternal（自行發(fā)展）Fromexternal（M&A）第86頁/共173頁MatrixforselectingstrategiesByusinginternalresourcesByusingexternalresourcesOvercomeweaknessEnhancestrengthDevelopmentstrategyintegration（Baosteel）diversificationDevelopmentstrategydiversificationIntegration:lenovoandIBMdefensive（Legend的數(shù)據(jù)業(yè)務(wù)）quitImprovemanagementdevelopmentIntensive(SGM的卡迪拉克)第87頁/共173頁Strategy-categorymodelDevelopedfromBCGmatrixSpeedofthemarketdevelopmentTheaveragegrowthratePositioninthemarketRelativemarketshare第88頁/共173頁WeakpositionStrongpositionRapiddevelopmentSlowdevelopmentquestionDevelopmentstrategyExitstrategyDogexitdiversificationStarconcentrationVerticalintegrationCentraldiversificationCashcowDevelopmentstrategydiversification第89頁/共173頁Comparisonof3modelsSWOTmorepopular第90頁/共173頁Factorsinfluencingstrategy-selectionCurrentorformerstrategiesSometimessuccessisthemotheroffailure：如何突破成功的陰影Acaseofnewspaper：內(nèi)容定位差異(申江服務(wù)導(dǎo)報)——時間定位差異（新聞晨報、午報、晚報）——途徑定位差異（時代報）Companyculture:risk-aversion,risk-preferenceThereactionsofcompetitorsCharacteristicsoftheindustries（完全競爭、壟斷、寡頭）威懾的重要性(preemptionofDupont)第91頁/共173頁InterestedgroupsShare-holders：USAvs.Japanmanagers：personalgoalsandcompany’sgoalsEmployees:acoalminefactoryinUScustomerssuppliersInvestors/loaner:venturecapitalGovernment:一家與政府打官司的環(huán)保企業(yè)Society第92頁/共173頁Organizationalstructure：Influencethestrategicdecision-making：informationtransferInfluencethestrategyimplementation:IBM’spracticeinsoftware第93頁/共173頁Session7

CompetitiveStrategies第94頁/共173頁GenericstrategiesofPorter成本領(lǐng)先戰(zhàn)略差異化戰(zhàn)略CostLeadershipDifferentiation專一經(jīng)營戰(zhàn)略Niche/focusSourcesofcompetitiveadvantageLowcostDifferentiationBroadmarketNichemarketScopeofcompetition第95頁/共173頁CostLeadershipGetcompetitiveadvantagebyprovidingproductsandserviceswithlowcostPriceandprofitofalow-costcompany(figure)Context

用戶對價格十分敏感（普遍敏感/情景型敏感<收入下降時>）實現(xiàn)產(chǎn)品差別化的途徑很少購買者不在意品牌間的差別存在大量討價還價的購買者(中國式菜場)第96頁/共173頁ThewaytoachievelowcostScaleeffectLimitedbythenatureofthebusiness,products,market,andthemanagementLearningcurve（experiencecurve）經(jīng)驗曲線效應(yīng)來源：熟練，專業(yè)化，默會知識顯性化（吹燈泡），創(chuàng)新（了解越深，越有創(chuàng)新可能，本田宗一郎），標(biāo)準(zhǔn)化學(xué)習(xí)曲線的共性企業(yè)間的學(xué)習(xí)效果差異（吃一塹長一智，與反復(fù)跌跟頭）第97頁/共173頁ThedesignoftheproductsandprocessTakefulladvantageofthecapacity(多流水線與智能流水線）Thesiteofthebusiness（企業(yè)集群,張江）Thetimeofentering：先進(jìn)入者與后進(jìn)入者Relationwiththevaluechain：供應(yīng)鏈上的合作Effectofsynergy（跨業(yè)務(wù)）：多元化vs.一體化第98頁/共173頁DisadvantagesofcostleadershipThedisasterofpricewars（中國電視行業(yè)，空白－崛起－價格競爭－低效益）Marketsuitabilityoflowcost（派克，中國絲綢）IgnorethemoreprofitablecompetitivestrategiesLackofinnovation（TV）Destroytheindustrialcooperationandtheprofitabilityofthewholeindustry家樂福和炒貨商）Conflictsamongcostobjectives材料、部件的適用性與采購成本）Conflictbetweencostandvalue（招標(biāo)與最低報價）第99頁/共173頁Costleadershipandtheprofit(theadjustmentofGE’sNo1,No2strategy,fromrevenuetoprofit）Costleadership,theefficiencyofcorporateoperation,thecompetitionamongdifferentgovernancestructure第100頁/共173頁DifferentiationStrategyProvideextravalueforcustomersbydifferentiationSourcesofdifferentiationscategory：服務(wù)水平、產(chǎn)品性能、工藝設(shè)計、等relativity（與眾不同，星巴克，一家不知名的餐館）Differentproductsanddifferentcustomers（北京的汽車改裝市場）ValuabledifferentiationCouldberecognizedbycustomersHardtocopy（本田的發(fā)動機(jī)）Reasonablepremium第101頁/共173頁DisadvantagesofdifferentiationstrategyCannotgetappreciatedbythemarketToohighprice/premiumDisharmonyofthevaluechainCopiedbyothersBreakthroughoftechandtheinvalidationofdiff.Innovationanddiff.（軟盤的發(fā)展悖論）第102頁/共173頁NichestrategyConcentratedinoneorseveralmarketsegments（勞斯萊斯）ProvidevalueforcertaincustomersCloselycooperatewithcustomers第103頁/共173頁Competitivestrategiesandbusinesslife-cycleDifferentcompetitivestrategiesatdifferentstageofthebusinesslife-cycle只有夕陽的企業(yè)，沒有夕陽的產(chǎn)業(yè)案例：紡織行業(yè)的發(fā)展上海的重大戰(zhàn)略決策浙江塖州領(lǐng)帶產(chǎn)量占世界三分之一廣東東莞大朗鎮(zhèn)毛衣產(chǎn)量每年超過2億件其他：布藝，襯衫，羽絨，童裝，牛仔服，手套，面料第104頁/共173頁CompetitivestrategiesandindustrialfeaturesEmergingindustriesFeaturesofthiskindofindustriesInstabilityoftech（藥物試驗與中國人口資源）Lackofperfectcooperationsystem（上海的IC產(chǎn)業(yè),中國漢字）Lackofindustrialstandard（3G之爭）Needalotofinvestment,marketcultivationKeypointsofstrategiesConcentrationofresourcesBuildingindustrystructure,industrialstandardandorder（華宏的VC部門）Changethedoorsill壁壘（Criticalmass）Propertimeofenter(Gametheory)第105頁/共173頁MatureindustriesFeaturesRelativematurityoftech(Microwaveoven)Largemarketsize,usuallyAlternativestrategies:costvs.differentiation優(yōu)化產(chǎn)品系列創(chuàng)新產(chǎn)業(yè)結(jié)構(gòu)重組:書店與網(wǎng)上書店國際化：中國企業(yè)的國際化（貝拉維拉，madeinFrance?）向相關(guān)產(chǎn)業(yè)轉(zhuǎn)移第106頁/共173頁Scatteredindustriesfeatures：進(jìn)入壁壘低，缺乏規(guī)模經(jīng)濟(jì)效應(yīng)，市場需求差別大，市場需求的地域化，政府對規(guī)模的限制Possiblestrategies：產(chǎn)品技術(shù)或流程的再設(shè)計，標(biāo)準(zhǔn)化，經(jīng)營模式創(chuàng)新（連鎖），集中戰(zhàn)略第107頁/共173頁Disastersincompetitivestrategiessamestrategiesappliedbyallcompetitors：日本的巧克力行業(yè)Bottle-neckinapplyingsomestrategies：日本的進(jìn)口限制與產(chǎn)業(yè)發(fā)展Assessmentofthestrategies：本地，全國，世界（節(jié)能，空調(diào)，洗衣機(jī)）,localcompetitiontointernationalcompetition(Haier的國際化,WalmartinJapan)

戰(zhàn)略要有所取舍，有舍才會有得第108頁/共173頁Session8CriticalMass第109頁/共173頁110臨界數(shù)量（Criticalmass）的概念最初來源于核物理，其中文譯名為“臨界質(zhì)量”。原子彈的核爆炸原理是核鏈?zhǔn)椒磻?yīng)（NuclearChainReaction），為維持鏈?zhǔn)椒磻?yīng)所需要的裂變材料的最小質(zhì)量就稱為臨界質(zhì)量。Criticalmass第110頁/共173頁111Innovationdiffusionandcriticalmass

一種創(chuàng)新在一個社會系統(tǒng)中的擴(kuò)散，只有使用者達(dá)到系統(tǒng)總?cè)藬?shù)的某一比例后，整個擴(kuò)散過程才可以自續(xù)(self-sustaining)下去，這一比例就是臨界數(shù)量。第111頁/共173頁112S曲線

第112頁/共173頁113對于臨界數(shù)量點的具體數(shù)值并無公認(rèn)的判據(jù)，只是大致確定在系統(tǒng)人數(shù)的10%到20%之間。不同的技術(shù)，不同的擴(kuò)散環(huán)境，對于擴(kuò)散達(dá)到臨界數(shù)量的要求可能都有影響第113頁/共173頁114Positivefeedbackandwinner-take-all當(dāng)兩個或更多的公司爭奪正反饋效應(yīng)很大的市場時，只有一個會成為贏家。開始領(lǐng)先的技術(shù)——也許占有60％大的市場份額——成長到接近100％，而開始占有40％市場份額的技術(shù)下滑到10％。強(qiáng)者更強(qiáng)，弱者更弱第114頁/共173頁11550

市場份額（百分比）1000時間贏家輸家戰(zhàn)爭區(qū)域Winner-take-all第115頁/共173頁116時間飽和起飛啟動用戶數(shù)量第116頁/共173頁117在信息經(jīng)濟(jì)中，最豐厚的回報總是由贏家獲得，而不是第二名第117頁/共173頁118網(wǎng)絡(luò)效應(yīng)某一種產(chǎn)品對用戶的價值，隨著采用相同產(chǎn)品或可兼容產(chǎn)品的用戶增加而增大。在產(chǎn)品有網(wǎng)絡(luò)特點，尤其是消費(fèi)者從該產(chǎn)品或服務(wù)中得到的價值取決于該網(wǎng)絡(luò)系統(tǒng)的規(guī)模時,臨界數(shù)量就顯得極為重要網(wǎng)絡(luò)效用可以用“bandwagonmodel”即花車模型來解釋。第118頁/共173頁119

每一個使用者的數(shù)量取決于其他使用者的數(shù)量

Price

QuantityP1Q1bandwagonmodel花車效應(yīng)增加了該項服務(wù)對網(wǎng)絡(luò)中每個使用者的價值，即產(chǎn)品的邊際購買產(chǎn)生的效用值高于邊際內(nèi)產(chǎn)品的價值，Q2第119頁/共173頁120梅特卡夫定律網(wǎng)絡(luò)的有用性（價值）隨著用戶數(shù)量的平方數(shù)增加而增加。

假設(shè)網(wǎng)絡(luò)中有n個人，則網(wǎng)絡(luò)對所有人的總價值與n（n-1）=n2-n成正比。網(wǎng)絡(luò)連線數(shù)量：1/2(n2-n)第120頁/共173頁121網(wǎng)絡(luò)外部性的來源“自有價值”(AutarkyValue)。在沒有別的使用者的情況下，產(chǎn)品本身所具有的那部分價值“協(xié)同價值”(SynchronizationValue)。當(dāng)新的用戶加入網(wǎng)絡(luò)時，老用戶從中獲得的額外價值主產(chǎn)品和補(bǔ)充產(chǎn)品的相互作用（兼容）。在某個系統(tǒng)中,單件產(chǎn)品只有在于其他產(chǎn)品相互配合后才能發(fā)揮作用。因此用戶在購買某件產(chǎn)品后通常還會購買相應(yīng)的硬件和軟件。此時一旦用戶向某種特定的系統(tǒng)投入各種補(bǔ)充和耐用資產(chǎn)時，就會產(chǎn)生鎖定。

第121頁/共173頁122負(fù)的網(wǎng)絡(luò)外部性

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第122頁/共173頁Strategies

undercriticalmass第123頁/共173頁124首先，降低產(chǎn)品的價格，以犧牲短期利潤來獲得長期的利潤。其次，通過促銷加大產(chǎn)品的知名度并通過免費(fèi)贈送等手段使消費(fèi)者率先使用自己的產(chǎn)品。如何提高初始使用者的數(shù)量第124頁/共173頁125力圖告訴顧客他們自己的產(chǎn)品最終將成為標(biāo)準(zhǔn)，在市場上競爭性型的“預(yù)告”一種產(chǎn)品的問世，使消費(fèi)者深信自己跟多了“潮流”最后，在補(bǔ)充性的產(chǎn)品上加大投資并向公眾告示原系統(tǒng)將不斷升級而這些產(chǎn)品將會免費(fèi)贈送根據(jù)產(chǎn)品的互補(bǔ)關(guān)系和核心產(chǎn)品的市場壟斷地位，把產(chǎn)品捆綁在一起以低于產(chǎn)品單價總和的價格進(jìn)行銷售第125頁/共173頁126如何鎖定顧客鎖定的對象客戶供應(yīng)商合作伙伴第126頁/共173頁127忠實顧客計劃指顧客重復(fù)購買就會得到回報，明確刺激顧客完全或者主要從單個銷售者處購買第127頁/共173頁128兩個轉(zhuǎn)移成本

一、如果你停止從以前的供應(yīng)商處購買，你就可能喪失一部分積分，第128頁/共173頁129兩個轉(zhuǎn)移成本二、在使用的基礎(chǔ)上累積更多的福利，越來越多的公司將根據(jù)顧客的歷史購買為他們提供優(yōu)惠待遇，溫泉旅游豪華酒店第129頁/共173頁130供應(yīng)商及合作伙伴降低成本提高效率排擠競爭更好的利用合作伙伴第130頁/共173頁131（3）鎖定周期

品牌選擇A

鎖定D試用B

品牌確立C對該品牌沒有鎖定偏好

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