戰(zhàn)略管理：競爭與全球化Chapter4_Slides

1、Ch4-1Chapter 4Business-Level StrategyMichael A. HittR. Duane IrelandRobert E. Hoskisson2000 South-Western College PublishingCh4-2Chapter 2External EnvironmentChapter 3Internal EnvironmentCh4-3Ch4-4CoreCompetencyThe resources and capabilities that have been determined to be a source of competitive ad

2、vantage for a firm over its rivals.Ch4-5StrategyAn integrated and coordinated set of actions taken to exploit core competencies and gain a competitive advantage.CoreCompetencyThe resources and capabilities that have been determined to be a source of competitive advantage for a firm over its rivals.C

3、h4-6Focused Differen-tiationCostLeadershipDifferen-tiationFocused Low CostCh4-7Key Criteria:Cost Leadership Business Level StrategyRelatively standardized productsFeatures acceptable to many customersLowest competitive priceCh4-8Requirements:Constant effort to reduce costs through:Building efficient

4、 scale facilitiesState of the art manufacturing facilitiesSimplification of processesMinimizing costs of sales, R&D and serviceMonitoring costs of activities provided by outsidersTight control of production costs and overheadCost Leadership Business Level StrategyCh4-9Primary ActivitiesSupportAc

5、tivitiesTechnological DevelopmentHuman Resource ManagementFirm InfrastructureProcurementInbound LogisticsOperationsOutboundLogisticsMarketing & SalesServiceMARGINMARGINCh4-10Primary ActivitiesSupportActivitiesTechnological DevelopmentHuman Resource ManagementFirm InfrastructureProcurementInbound

6、 LogisticsOperationsOutboundLogisticsMarketing & SalesServiceMARGINMARGINCost Effective MIS SystemsRelatively Few Management Layers to Reduce OverheadSimplified Planning Practices to Reduce Planning CostsConsistent Policies to Reduce Turnover CostsEffective Training Programs to Improve Worker Ef

7、ficiency and Effectiveness Highly Efficient Systems to Link Suppliers Products with the Firms Production ProcessesTiming of Asset PurchasesEfficient Plant Scale to Minimize Manufacturing CostsSelection of Low Cost Transport CarriersDelivery Schedule that Reduces CostsNational Scale AdvertisingProduc

8、ts Priced to Generate Sales VolumeSmall, Highly Trained Sales ForceEffective Product Installations to Reduce Frequency and Severity of RecallsEasy-to-Use Manufacturing TechnologiesInvestments in Technology in order to Reduce Costs Associated with Manufacturing ProcessesSystems and Procedures to find

9、 the Lowest Cost Products to Purchase Raw MaterialsFrequent Evaluation Processes to Monitor Suppliers PerformancesLocated in Close Proximity with SuppliersPolicy Choice of Plant TechnologyOrganizational LearningEfficient Order SizesInterrelationships with Sister UnitsCh4-11How to Obtain a Cost Advan

10、tage1. Determine and Control Cost Drivers2. Reconfigure the Value Chain as neededAlter production processChange in automationNew distribution channelDirect sales in place of indirect salesNew advertising mediaNew raw materialBackward integrationForward integrationChange location relative to supplier

11、s or buyersCh4-12Reconfiguring the Value Chainof Iowa Beef Packers (IBP)Old Way:Save on shipping and cattle weight lossUtilize cheaper non-union rural laborNewWayNew Way:Ch4-13Choices That Drive CostsCh4-14Three Key QuestionsGallo sold wine through grocery stores rather than liquor stores because th

12、ey were more efficient distributorsCh4-15Effective Cost Leaders can remain profitable even when the Five Forces appear unattractiveCh4-16*Effective Cost Leaders can remain profitable even when the Five Forces appear unattractiveThreat of New EntrantsCh4-17Can frighten off New Entrants due to the nee

13、d to: Enter at Large Scale to be Cost Competitive*Take time to move down the “Learning Curve”*Bargaining Power of BuyersThreat of New EntrantsCan mitigate Buyer Power by:* Driving prices far below competitors may cause exit and shift power back to firmEffective Cost Leaders can remain profitable eve

14、n when the Five Forces appear unattractiveCh4-18Can frighten off New Entrants due to the need to: Enter at Large Scale to be Cost Competitive*Take time to move down the “Learning Curve”*Can mitigate Buyer Power by:Threat of New EntrantsBargaining Power of BuyersDriving prices far below competitors w

15、hich may cause exit and shift power back to firmThreat of Substitute ProductsEffective Cost Leaders can remain profitable even when the Five Forces appear unattractiveCh4-19Can frighten off New Entrants due to the need to: Enter at Large Scale to be Cost Competitive*Take time to move down the “Learn

16、ing Curve”*Well positioned relative to Substitutes in order to:Make investments to create substitutes*Can buy patents developed by potential substitutes*Lower prices to maintain value position*Bargaining Power of SuppliersThreat of New EntrantsCan mitigate Buyer Power by:Bargaining Power of BuyersDr

17、iving prices far below competitors which may cause exit and shift power back to firmCan mitigate Supplier Power by:Low cost position makes them better able to absorb cost increases*More likely to make very large purchases which reduces chance of supplier power*Effective Cost Leaders can remain profi

18、table even when the Five Forces appear unattractiveCh4-20Effective Cost Leaders can remain profitable even when the Five Forces appear unattractiveThreat of New EntrantsBargaining Power of SuppliersThreat of Substitute ProductsCan frighten off New Entrants due to the need to: Enter at Large Scale to

19、 be Cost Competitive*Take time to move down the “Learning Curve”*Well positioned relative to Substitutes in order to:Make investments to create substitutes*Can buy patents developed by potential substitutes*Lower prices to maintain value position*Rivalry Among Competing Firms in IndustryCan mitigate

20、 Buyer Power by:Bargaining Power of BuyersDriving prices far below competitors which may cause exit and shift power back to firmCan mitigate Supplier Power by:Low cost position makes them better able to absorb cost increases*More likely to make very large purchases which reduces chance of supplier p

21、ower*Ch4-21Ch4-22Breadth of Competitive ScopeSource of Competitive AdvantageBroadTargetMarketNarrowTargetMarketCostCostLeadershipUniquenessGeneric Business Level StrategiesCh4-23Breadth of Competitive ScopeSource of Competitive AdvantageBroadTargetMarketNarrowTargetMarketCostCostLeadershipDifferen-t

22、iationGeneric Business Level StrategiesUniquenessCh4-24Key Criteria:Differentiation Business Level StrategyValue provided by unique features and value characteristicsCommand premium priceSuperior qualityRapid innovationPrestige or exclusivityHigh customer serviceCh4-25Differentiation Business Level

23、StrategyCh4-26Primary ActivitiesSupportActivitiesTechnological DevelopmentHuman Resource ManagementFirm InfrastructureProcurementInbound LogisticsOperationsOutboundLogisticsMarketing & SalesServiceMARGINMARGINCh4-27Technological DevelopmentHuman Resource ManagementFirm InfrastructureProcurementI

24、nbound LogisticsOperationsOutboundLogisticsMarketing & SalesServiceMARGINMARGINA companywide emphasis on producing high quality productsHighly Developed Information Systems to better understand customers purchasing preferencesCompensation programs intended to encourage worker creativity and prod

25、uctivityExtensive use of subjective rather than objective performance measuresSuperior handling of incoming raw materials to minimize damage and improve the quality of the final productRapid responses to customers unique manufacturing specificationsConsistent manufacturing of attractive productsAccu

26、rate and responsive order processing proceduresComplete field stocking of replacement partsStrong capability in basic researchInvestments in technologies that will allow the firm to consistently produce highly differentiated productsSystems and procedures used to find the highest quality raw materia

27、lsPurchase of highest quality replacement partsRapid and timely product deliveries to customersSuperior personnel trainingCoordination among R&D, product development and marketingExtensive personal relationships with buyersStrong Coordin-ation among functions in R&D, Marketing and Product De

28、velopmentPremium PricingPrimary ActivitiesSupportActivitiesCh4-28Effectiveness with grows out of Heineken beerRaw materialsCaterpillar tractorsService buyers needs quickly anywhere in the worldIntel microprocessorsTechnological superioritySteinway pianosRaw materials & Workmanship Mercedes Benz

29、autosTechnology and WorkmanshipDifferentiation Business Level StrategyCh4-29 Creating barriers by perceptions of uniqueness Creating switching costs through differentiationCreate Value with Differentiation by:Ch4-30Unique product featuresUnique product performanceExceptional servicesQuality of input

30、sNew technologiesExceptional skill or experienceDetailed informationCh4-31Effective Differentiators can remain profitable even when the Five Forces appear unattractiveCh4-32Effective Differentiators can remain profitable even when the Five Forces appear unattractiveThreat of New Entrants*Ch4-33Can m

31、itigate Buyer Power because:Well differentiated products reduce customer sensitivity to price increases Bargaining Power of BuyersThreat of New EntrantsCan fend off New Entrants because: New products must surpass proven products*Or be equal to performance at lower prices*Effective Differentiators ca

32、n remain profitable even when the Five Forces appear unattractiveCh4-34Threat of New EntrantsCan fend off New Entrants because: New products must surpass proven products*Or be equal to performance at lower prices*Bargaining Power of SuppliersWell positioned relative to Substitutes because:Brand loya

33、lty tends to reduce new product trial and brand switching*Threat of Substitute ProductsCan mitigate Buyer Power because well differentiated products reduce customer sensitivity to price increases Effective Differentiators can remain profitable even when the Five Forces appear unattractiveCh4-35Barga

34、ining Power of SuppliersThreat of New EntrantsCan fend off New Entrants because: New products must surpass proven products*Or be equal to performance at lower prices*Can mitigate Buyer Power because well differentiated products reduce customer sensitivity to price increases Effective Differentiators

35、 can remain profitable even when the Five Forces appear unattractiveThreat of Substitute ProductsWell positioned relative to Substitutes because:Brand loyalty tends to reduce new product trial and brand switching*Can mitigate Supplier Power by:Absorbing price increases due to higher margins*Passing

36、on higher supplier prices because buyers are brand loyal*Ch4-36Rivalry Among Competing Firms in IndustryThreat of New EntrantsBargaining Power of SuppliersBargaining Power of BuyersThreat of Substitute ProductsWell positioned relative to Substitutes because:Brand loyalty tends to reduce new product

37、trial and brand switching*Can mitigate Supplier Power by:*Absorbing price increases due to higher marginsPassing on higher supplier prices because buyers are brand loyalCan mitigate Buyer Power because well differentiated products reduce customer sensitivity to price increases Effective Differentiat

38、ors can remain profitable even when the Five Forces appear unattractiveCan fend off New Entrants because: New products must surpass proven products*Or be equal to performance at lower prices*Brand loyalty overcomes much price competitionCh4-37Customers may decide that the cost of “uniqueness” is too

39、 greatThe means of uniqueness may no longer be valued by customersCompetitors may learn how to imitate Value ChainMajor Risks of a DifferentiationBusiness Level StrategyCh4-38Breadth of Competitive ScopeSource of Competitive AdvantageBroadTargetMarketNarrowTargetMarketCostCostLeadershipDifferen-tiat

40、ionUniquenessCh4-39Breadth of Competitive ScopeSource of Competitive AdvantageBroadTargetMarketNarrowTargetMarketCostCostLeadershipDifferen-tiationFocused Differen-tiationFocused Low CostUniquenessCh4-40However, opportunities may exist because:Focused Business Level StrategiesLarge firms may overloo

41、k small nichesFirm may lack resources to compete industry-wideMay be able to serve a narrow market segment more effectively than industrywide competitorsFocus can allow you to direct resources to certain value chain activities to build competitive advantageCh4-41Bang & OlufsenUpscale electronic componentsIams CompanyPremium pet foodsSnap-on toolsHigh quality mechanics toolsFocused