MBA《戰(zhàn)略管理》課件04

1、Chapter 4MissionObjectivesExternalAnalysisInternalAnalysisStrategicChoiceStrategyImplementationCompetitiveAdvantageThe Strategic Management ProcessBusiness LevelStrategyCorporate LevelStrategyHow to Position aBusinessin the Market?Which Businessesto Enter?案例春秋航空黑名單Business Level Strategies業(yè)務(wù)層戰(zhàn)略Two G

2、eneric Business Level Strategies一般性業(yè)務(wù)戰(zhàn)略Cost Leadership:成本領(lǐng)先generate economic value by having lower coststhan competitorsProduct Differentiation:產(chǎn)品差異化generate economic value by offering a productthat customers prefer over competitors productExample: Wal-MartExample: Harley-DavidsonWhy Cost Leadership

3、 Matters 成本領(lǐng)先為何重要DATCindQPCompetitive MarketATCffAbove NormalEconomicReturnsUnderstanding Cost Advantage什么是成本領(lǐng)先Managers need to understand who hasthe cost advantage in their market管理者應(yīng)該知道誰在市場中具有成本優(yōu)勢Understanding Cost Advantage什么是成本領(lǐng)先it could be the focal firm it could be a competitordevelop a strate

4、gy to exploit the advantage也許是本企業(yè)，通過制定戰(zhàn)略來開發(fā)優(yōu)勢develop a strategy to either capture theadvantage or compete on some other basis也許是競爭對(duì)手通過制定戰(zhàn)略要么獲取優(yōu)勢要么通過其他基礎(chǔ)進(jìn)行競爭。Sources of Cost Advantage成本領(lǐng)先的來源Economies of Scale規(guī)模經(jīng)濟(jì)average cost per unit falls as quantity increases-until the minimum efficient scale is re

5、ached單位成本隨著數(shù)量增加而降低，直到達(dá)到最優(yōu)產(chǎn)出點(diǎn)產(chǎn)量與專業(yè)化機(jī)器產(chǎn)量與工廠和設(shè)備成本產(chǎn)業(yè)與專業(yè)化員工產(chǎn)量與管理費(fèi)用Sources of Cost AdvantageDiseconomies of Scale規(guī)模不經(jīng)濟(jì)有效規(guī)模的物理限制occur when firms become too large and bureaucratic管理不經(jīng)濟(jì)運(yùn)功缺乏動(dòng)力與市場和供應(yīng)商的距離Sources of Cost AdvantageLearning Curve Economies學(xué)習(xí)曲線學(xué)習(xí)曲線與規(guī)模經(jīng)濟(jì)學(xué)習(xí)曲線與成本優(yōu)勢學(xué)習(xí)曲線與競爭優(yōu)勢Sources of Cost AdvantageTec

6、hnology Independent of Scale與規(guī)模無關(guān)的技術(shù)硬技術(shù)軟技術(shù) 與規(guī)模無關(guān) 企業(yè)文化 管理控制、勞動(dòng)關(guān)系Sources of Cost AdvantagePolicy Choices政策選擇銷售產(chǎn)品和服務(wù)進(jìn)行新的選擇Cost Leadership & Competitive AdvantageA source of cost advantage will lead to competitive advantage if that source is: Valuable Rare Costly to Imitate Organized (Implemented Approp

7、riately)Value of a Cost Advantage成本優(yōu)勢的價(jià)值RivalryEntryBuyersSuppliersSubstitutes increases capitalrequirementsfor entrants增加進(jìn)入者的資本要求 competitors rationallyavoid price competitionlimits attractivenessof substitutes降低替代的吸引力increasesimportance of thefocal firm to thesupplier增加公司對(duì)供應(yīng)商的重要性lowers incentivesf

8、or buyers toverticallyintegrate降低縱向并購的動(dòng)機(jī) Rareness of a Cost Advantage成本優(yōu)勢的稀缺性The rareness of a source of cost advantagedepends heavily on the industry life cycle:Imitability of Sources of Cost AdvantageConditions largely determine if a source of costadvantage will be costly to imitate 容易復(fù)制的成本優(yōu)勢來源復(fù)制成

9、本很高的成本優(yōu)勢來源復(fù)制代價(jià)昂貴的成本優(yōu)勢來源Implementing a Cost Leadership StrategyA strategy is only as good as its implementationStrategy is implemented through organizationalstructure and control:structure: 1) the division of managementresponsibilities, and 2) the establishment ofreporting relationshipscontrol:polici

10、es intended to influence behavioralignthe interests of the individual with the interests of theorganizationImitability of Sources of Cost AdvantageHigh Cost ConditionsBalanced Industry Capacity and DemandPath Dependence (Historical Uniqueness)Protected TechnologyHighly Unobservable Technology (Causa

11、l Ambiguity)Relational Exchange (Social Complexity)(A cost advantage cannot be easily imitated)Organizational StructureThree Organizational StructuresSimpleFunctionalMulti-DivisionalOwner / Manager Owner/Manager makes all major decisions directly and monitors all activitiesdifficult to maintain this

12、 structure as the firm grows in size and complexitySimple StructureOrganizational StructureOrganizational StructureFunctional Structure (U-Form: Unitary)divides management responsibilities by function marketing finance accounting procurement production R&D HR logistics etc.CEO is the only executive

13、with enterprise-wideperspectiveCEO is responsible for strategy & coordinationof functionsProductionFinanceR&DAccountingMarketingHuman ResourcesChief Executive OfficerFunctional StructureOrganizational StructureOrganizational StructureMulti-Divisional Structure (M-Form)functions are replicated in eac

14、h division as appropriatethis structure makes sense when the firm is involvedin more than one business or has grown large enoughto justify geographic divisionsCEO has strategic responsibility with the help ofvice presidents, rmation is filtered through layersCEO balances coordination & compe

15、tition amongdivisionsOrganizational StructureMulti-Divisional Structure (M-Form)Strategic PlanningCorporate FinanceCorporate R&DCorporate MarketingProductionFinanceR&DAccountingHuman ResourcesDivisionDivisionDivisionMarketingChief Executive OfficerCorporateHumanResourcesOrganizational StructureThe F

16、unctional Structure and Cost Leadershipspecialization within functions facilitates cost reductionCEO can use this structure to:ensure best cost reduction practices are shared among divisionsallow and encourage decision-making by thosewho are in the best positions to do sothoseclose to decisionsensur

17、e that functions are coordinating efforts inpursuit of a common strategy Organizational ControlsPolicies intended to influence behavior by aligningthe interests of the individual with the interests ofthe organizationManagement ControlsFormalInformal culture budgeting policies credit policies spendin

18、g policies travel policies purchasing policies attitudes leadership stylesOrganizational ControlsCompensation Policies stock options bonuses based on: cost reduction financial performance non-monetary awards vacations parking placesCompensation Policies Should Reinforce Formal and Informal Management Controls office decorOrganizational ControlsOrganizational Co