波特的全球商業(yè)戰(zhàn)略ppt課件

1、WHAT IS STRATEGY?GLOBAL BUSINESS STRATEGY2001Michael Porter &Gary HamelOPERATIONAL EFFECTIVENESS IS NOT STRATEGYOPERATIONAL EFFECTIVENESS IS NECESSARY BUT NOT SUFFICIENTOE MEANS PERFORMING SIMILAR ACTIVITIES BETTER THAN RIVALSSTRATEGY MEANS PERFORMING DIFFERENT ACTIVTIES OR SIMILAR ACTIVITIES IN DIF

2、FERENT WAYSJAPANESE COMPANIES RARELY HAVE STRATEGIESMOST JAPANESE COMPANIES IMITATE & EMULATE ONE ANOTHERTHUS, OE IS WHAT DISTINGUISHES ONE FIRM FROM ANOTHERHOMOGENIZATION OF COMPETITIVE ADVANTAGESSTRATEGY RESTS ON UNIQUE ACTIVITIESSTRATEGY IS ACTING DIFFERENTLY THAN RIVALS DOSO, STRATEGY IS NOT SER

3、VING CUSTOMERS BUT SERVING THEM BETTER THAN OTHERS DOSTRATEGY IS PERCEIVING NEW POSITIONS TO WOO CUSTOMERSSTRATEGIC POSITIONS & GENERIC STRATEGIESGENERIC STRATEGIES1) COST LEADERSHIP2) DIFFERENTIATION3) FOCUSSTRATEGIC POSITIONS BASED ONCUSTOMERS NEEDS (TRADITIONAL SEGMENT TARGETING)CUSTOMERS ACCESSI

4、BILITY (CARMIKE CINEMAS; CITIES 200,000)VARIETY OF A COMPANYS PRODUCTS OR SERVICES (A CHOICE BASED ON PRODUCT/SERVICE, NOT CUSTOMER SEGMENT; JIFFY LUBE)SUSTAINABLE STRATEGIC POSITIONREQUIRES TRADE-OFFSINCONSISTENCIES IN IMAGE & REPDIFFERENT POSITIONS REQUIRE DIFFERENT ACTIVITIES (INFLEXIBLE)LIMITS O

5、N INTERNAL COORDINATION & CONTROLFIT DRIVES COMPETITIVEADVANTAGE & SUSTAINABILITYFIRST ORDER FIT IS CONSISTENCY BETWN EACH ACTIVITY (FUNCTION)SECOND ORDER FIT WHEN ACTIVITIES ARE REINFORCINGTHIRD ORDER FIT OCCURS WHEN OPTIMIZATION OF EFFORT (REDUCING REDUNDANCY & WASTE)GENERAL MANAGEMENTS ROLEDEFINI

6、NG A COMPANYS POSITIONMAKING TRADE-OFFSFORGING FIT AMONG ACTIVITIESTHUS, PROVIDING LEADERSHIPSTRATEGY AS REVOLUTIONBy GARY HAMELSTRATEGY AS REVOLUTION10 PRINCIPLES9 ROUTES TO INDUSTRY REVOLUTION10 PRINCIPLESSTRATEGIC PLANNING ISNT STRATEGICWHICH WORDS?RitualisticReductionistExtrapolativePositioningE

7、litistEasyInquisitiveExpansivePrescientInventingInclusiveDemanding10 PRINCIPLES2) STRATEGY MAKING MUST BE SUBVERSIVE3) THE BOTTLENECK IS AT THE TOP OF THE BOTTLE4) REVOLUTIONARIES EXIST IN EVERY COMPANY5) CHANGE IS NOT THE PROBLEM; ENGAGEMENT IS STRATEGY AS REVOLUTION6) STRATEGY MAKING MUST BE DEMOC

8、RATIC7) ANYONE CAN BE A STRATEGY ACTIVIST8) PERSPECTIVE IS WORTH 50 IQ POINTS9) TOP-DOWN & BOTTOM-UP ARE NOT ALTERNATIVES10) YOU CANT SEE THE END FROM THE BEGINNING9 Routes to Industry RevolutionReconceiving aProduct/serviceGreatly improveprice/performanceSeparate form &functionAchieve joy of use Re

9、defining Market spacePush bounds ofuniversalityStrive forindividualityIncrease accessibilityRedrawing IndBoundariesRescalingindustriesCompress supplychainDrive convergenceor blur boundariesPorter vs. HamelPorter is an Americana business economistoutside-inanalytical, structural & linealposition in industry determines allgeneric strategiesHame