管理學(xué)原理第八章

1、ninth editionSTEPHEN P. ROBBINSMARY COULTER 2007 Prentice Hall, Inc. All rights reserved. 82 2007 Prentice Hall, Inc. All rights reserved. 83 2007 Prentice Hall, Inc. All rights reserved. 84 2007 Prentice Hall, Inc. All rights reserved. 85 2007 Prentice Hall, Inc. All rights reserved. 86Where are we

2、 and where do we want to be ? 2007 Prentice Hall, Inc. All rights reserved. 87 2007 Prentice Hall, Inc. All rights reserved. 88 2007 Prentice Hall, Inc. All rights reserved. 2007 Prentice Hall, Inc. All rights reserved. 810 2007 Prentice Hall, Inc. All rights reserved. 811 2007 Prentice Hall, Inc. A

3、ll rights reserved. 812 2007 Prentice Hall, Inc. All rights reserved. 813 2007 Prentice Hall, Inc. All rights reserved. 814 2007 Prentice Hall, Inc. All rights reserved. 815 2007 Prentice Hall, Inc. All rights reserved. 816Analysis 2007 Prentice Hall, Inc. All rights reserved. 817 2007 Prentice Hall

4、, Inc. All rights reserved. 818Some possible factors in a SWOT analysis 2007 Prentice Hall, Inc. All rights reserved. 819Identifying the Organizations Opportunities 2007 Prentice Hall, Inc. All rights reserved. 820 2007 Prentice Hall, Inc. All rights reserved. 821 2007 Prentice Hall, Inc. All rights

5、 reserved. 822 2007 Prentice Hall, Inc. All rights reserved. 823 2007 Prentice Hall, Inc. All rights reserved. 824 2007 Prentice Hall, Inc. All rights reserved. 825 2007 Prentice Hall, Inc. All rights reserved. 826 2007 Prentice Hall, Inc. All rights reserved. 827 2007 Prentice Hall, Inc. All rights

6、 reserved. 828 2007 Prentice Hall, Inc. All rights reserved. 829 2007 Prentice Hall, Inc. All rights reserved. 830 2007 Prentice Hall, Inc. All rights reserved. 831 2007 Prentice Hall, Inc. All rights reserved. 832 2007 Prentice Hall, Inc. All rights reserved. 833The BCG Growth/Share MatrixMarket gr

7、owth rateRelative market shareProblem child (or Question mark)Earnings: low, unstable,growingCash Flow: negative, cash userStrategy: analyse to invest, harvest or divestStarEarnings: high, stable,growingCash Flow: neutralStrategy: invest for growthDogEarnings: low, unstableCash Flow: neutral or nega

8、tiveStrategy: focus, downsize to harvest or withdrawCash cowEarnings: high, stableCash Flow: high, stableStrategy: milk to invest in stars or promising Problem Children 2007 Prentice Hall, Inc. All rights reserved. 8341Cash Flow From Milking Cash Cows2Consolidate Existing StarsStars Become Future Ca

9、sh Cows3Finance Promising Problem ChildrenProblem Children with Low Prospects Abandoned4DogsDownsizing or WithdrawFocus Strategy for DogsProblem Children Become StarsStars Become future Cash Cows 2007 Prentice Hall, Inc. All rights reserved. 835 2007 Prentice Hall, Inc. All rights reserved. 836 2007

10、 Prentice Hall, Inc. All rights reserved. 837 2007 Prentice Hall, Inc. All rights reserved. 838 2007 Prentice Hall, Inc. All rights reserved. 839 2007 Prentice Hall, Inc. All rights reserved. 840 2007 Prentice Hall, Inc. All rights reserved. 841 2007 Prentice Hall, Inc. All rights reserved. 842 2007

11、 Prentice Hall, Inc. All rights reserved. 843Bowmans Strategy Clock (1996) 2007 Prentice Hall, Inc. All rights reserved. 844Bowmans Strategy Clock Option one - low price/low added value likely to be segment specific. Option two - low price risk of price war and low margins/need to be a cost leader.

12、Option three - hybrid low cost base and reinvestment in low price and differentiation. Option four - differentiation (a)without a price premium: perceived added value by user, yielding market share benefits. (b)with a price premium: perceived added value sufficient to bear price premium. 2007 Prenti

13、ce Hall, Inc. All rights reserved. 845 Option five - focussed differentiation perceived added value to a particular segment warranting a premium price. Option six - increased price/standard higher margins if competitors do not follow/risk of losing market share. Option seven - increased price/low va

14、lues only feasible in a monopoly situation. Option eight - low value/standard price loss of market share. 2007 Prentice Hall, Inc. All rights reserved. 846Source: Based on M.E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: The Free Press, 1980). 2007 Pr

15、entice Hall, Inc. All rights reserved. 847(entry barriers) 2007 Prentice Hall, Inc. All rights reserved. 848 2007 Prentice Hall, Inc. All rights reserved. 849Five Forces Framework (cont.)Threat of (entry barriers) Economies of scale Differentiation Brand loyalty Start-up capital requirements Switchi

16、ng costs Access to supply and distribution channels Legislation or government action Retaliation (e.g. price cuts and advertising campaigns) Entry deterring price 2007 Prentice Hall, Inc. All rights reserved. 850Five Forces Framework (cont.)Relative price/performance of substitutesSwitching costsEff

17、ectiveness in meeting specific customer needsWillingness of buyers to substituteProduct differentiationBrand loyaltyDeterminants of threat1. Product-for-product substitution (e.g. post mail and e-mail)2. Substitution of need (more reliable transports reducing the need for cars) 3. Generic substituti

18、on 2007 Prentice Hall, Inc. All rights reserved. 851Five Forces Framework (cont.) determinants Market growth rates (life cycle)OvercapacityFixed costsNumber of competitors in the industrySimilarity of the size and power of the competitorsDifferentiation of the products/services provided (switching c

19、osts for buyers)Brand loyalty among consumersBarriers to exit (fixed costs of exit, emotional attachment, government restrictions, etc) 2007 Prentice Hall, Inc. All rights reserved. 852Five Forces Framework (cont.)Key questions arising from the Five Forces Framework1.What are the key forces at work

20、in the competitive environment?2.What are the underlying forces in the macroenvironment that are driving competitive forces?3.Is it likely that the forces will change, and if so, how?4.How do particular competitors stand in relation to these competitive forces?5.What can managers do to influence the

21、 competitive forces affecting the company?6.Are some industries more attractive than others? 2007 Prentice Hall, Inc. All rights reserved. 853 2007 Prentice Hall, Inc. All rights reserved. 854 Know whats happening with strategies currently being used by monitoring and measuring results. Encourage employees to be open about disclosing and sharing negati