公司策略和發(fā)展 課件_第1頁(yè)
公司策略和發(fā)展 課件_第2頁(yè)
公司策略和發(fā)展 課件_第3頁(yè)
公司策略和發(fā)展 課件_第4頁(yè)
公司策略和發(fā)展 課件_第5頁(yè)
已閱讀5頁(yè)，還剩73頁(yè)未讀， 繼續(xù)免費(fèi)閱讀

下載本文檔

版權(quán)說(shuō)明：本文檔由用戶提供并上傳，收益歸屬內(nèi)容提供方，若內(nèi)容存在侵權(quán)，請(qǐng)進(jìn)行舉報(bào)或認(rèn)領(lǐng)

文檔簡(jiǎn)介

CorporateStrategyandDevelopmentLecture807/17/20011CorporateStrategyandDevelopMainIssuesIngeneral,corporatestrategybecomesrelevantand/orsalientinamultibusinesscompany.Illustrationofsinglebusinessvs.multiplebusinesses,i.e.businessvaluechainandportfolioplanningCorporatestrategiesVerticalintegrationvs.outsourcing/verticalcooperationDiversificationInternalventuringAcquisitionJointventureStrategicalliancesRestructuringandTurnaround2MainIssuesIngeneral,corporaConcentrationonaSingleBusinessAdvantagesOperationalfocusonasinglefamiliarindustryormarket.Currentresourcesandcapabilitiesaddvalue.Growingwiththemarketbringscompetitiveadvantage.DisadvantagesNodiversificationofmarketrisks.Verticalintegrationmayberequiredtocreatevalueandestablishcompetitiveadvantage.Opportunitiestocreatevalueandmakeaprofitmaybemissed.3ConcentrationonaSingleBusiValueChainonasinglebusiness(Example:PersonalComputerIndustryEnduserDistributionAssemblyIntermediate

manufacturerRawmaterialsExamples:DowChemical

UnionCarbide

KyoceraExamples:

Intel

Seagate

MicronExamples:

Apple

Compaq

DellExamples:

ComputerWorld

OfficeMax4ValueChainonasinglebusineCorporatePortfolioPerspectiveonMultibusinesscompaniesBostonConsultingGroup(BCG)matrix:IdentifyingtheStrategicBusinessUnits(SBUs)bybusinessareaorproductmarketAssessingeachSBU’sprospects(usingrelativemarketshareandindustrygrowthrate)relativetootherSBUsintheportfolio.DevelopingstrategicobjectivesforeachSBUMcKinsey/GEmatrix 5CorporatePortfolioPerspectivTheBCGMatrixSource:Perspectives,No.66,“TheProductPortfolio.”AdaptedbypermissionfromTheBostonConsultingGroup,Inc.,1970.6TheBCGMatrixSource:PerspectTheBCGMatrixStarsHighrelativemarketsharesinfastgrowingindustries.QuestionmarksLowrelativemarketsharesinfastgrowingindustries.CashcowsHighrelativemarketsharesinlow-growthindustries.DogsLowrelativemarketsharesinlow-growthindustries.7TheBCGMatrixStars7TheStrategicImplicationsoftheBCGMatrixStarsAggressiveinvestmentstosupportcontinuedgrowthandconsolidatecompetitivepositionoffirms.QuestionmarksSelectiveinvestments;divestitureforweakfirmsorthosewithuncertainprospectsandlackofstrategicfit.CashcowsInvestmentssufficienttomaintaincompetitiveposition.Cashsurplusesusedindevelopingandnurturingstarsandselectedquestionmarkfirms.DogsDivestiture,harvesting,orliquidationandindustryexit.8TheStrategicImplicationsofTheMcKinsey/GEMatrix9TheMcKinsey/GEMatrix9LimitationsonPortfolioPlanningFlawsinportfolioplanning:TheBCGmodelissimplistic;considersonlytwocompetitiveenvironmentfactors–relativemarketshareandindustrygrowthrate.Highrelativemarketshareisnoguaranteeofacostsavingsorcompetitiveadvantage.Lowrelativemarketshareisnotalwaysanindicatorofcompetitivefailureorlackofprofitability.MultifactormodelssuchasMcKinsey/GEmatrixarebetterthoughimperfect.10LimitationsonPortfolioPlannVerticalIntegrationforasinglebusinessIntegrationbackwardintosupplierfunctionsAssuresconstantsupplyofinputs.Protectsagainstpriceincreases.IntegrationforwardintodistributorfunctionsAssuresproperdisposalofoutputs.Capturesadditionalprofitsbeyondactivitycosts.Integrationchoiceisthatofwhichvalue-addingactivitiestocompeteinandwhicharebettersuitedforotherstocarryout.11VerticalIntegrationforasinFullandTaperIntegrationFullIntegrationTaperIntegration12FullandTaperIntegrationFullCreatingValueThroughVerticalIntegrationAdvantagesofaverticalintegrationstrategy:Buildsentrybarrierstonewcompetitorsbydenyingtheminputsandcustomers.Facilitatesinvestmentinefficiency-enhancingassetsthatsolveinternalmutualdependenceproblems.Protectsproductqualitythroughcontrolofinputqualityanddistributionandserviceofoutputs.Improvesinternalscheduling(e.g.,JITinventorysystems)responsestochangesindemand.13CreatingValueThroughVerticaCreatingValueThroughVerticalIntegrationDisadvantagesofverticalintegrationCostdisadvantagesofinternalsupplypurchasing.Remainingtiedtoobsolescenttechnology.Aligninginputandoutputcapacitieswithuncertaintyinmarketdemandisdifficultforintegratedcompanies.14CreatingValueThroughVerticaBureaucraticCostsandtheLimitsofVerticalIntegrationThecostsofrunninganorganizationrisewithintegrationdueto:Thelackofanincentiveforinternalsupplierstoreducetheiroperatingcosts.Thelackofstrategicflexibilityintimesofchangingtechnologyoruncertaindemand.Bureaucraticcostsreducethevalueofverticalintegration.15BureaucraticCostsandtheLimAlternativestoVerticalIntegration:CooperativeRelationshipsandStrategicOutsourcingShort-termcontractsandcompetitivebiddingStrongcompetitorsattempttocontrolsuppliercostswithminimal-lengthcontracts.Poortreatmentofsuppliersraisescompetitorinputcosts.Strategicalliancesandlong-termcontractingLong-termcontractsfostercooperativerelationships.Alliancesreducetheneedforverticalintegration.16AlternativestoVerticalIntegBuildingLong-TermCooperativeRelationshipsHostagetakingBothpartiesarrangetobecomemutuallydependentoneachother,fosteringacooperativerelationship.CrediblecommitmentsAbelievablecommitmenttosupportthelong-termrelationship.Maintainingmarketdisciplinerequires:Periodicrenegotiationofthecontractualrelationship.Developingaparallelsourcingpolicywithtwosuppliersforcriticalinputs.17BuildingLong-TermCooperativeStrategicOutsourcingandtheVirtualCorporationOutsourcingAllowingsubcontractorstoperformvaluecreationactivities.OutsourcingadvantagesEfficientsubcontractorsreduceoverallcosts.Betterproductdifferentiation.Allowsfortheconcentration

ofavailableresources.Firmbecomesmoreflexibleandresponsive.OutsourcingdisadvantagesFailuretolearnfromoutsourcedactivity.Toomuchdependenceonasinglesupplier.Dangerofoutsourcingvaluecreationactivitiesleadingtocompetitiveadvantage.18StrategicOutsourcingandtheDiversificationintomultiplebusinessesRelateddiversificationEntryintonewbusinessactivitybasedonsharedcommonalitiesinthecomponentsofthevaluechainsofthefirms.UnrelateddiversificationEntryintoanewbusinessareathathasnoobviousrelationshipwithanyareaoftheexistingbusiness.19DiversificationintomultipleRelatedVersusUnrelatedDiversificationComparingRelatedandUnrelatedDiversificationStrategyWaysofCreatingValueSourceofBureaucraticCostsRelateddiversificationRestructuringTransferringofskillsEconomiesofscopeNumberofbusinessesCoordinationamongbusinessesUnrelateddiversificationRestructuringNumberofbusinesses20RelatedVersusUnrelatedDiverCreatingValueThroughDiversification:sharingskillsTransferringcompetencies:Lowersthecostofvaluecreationactivitiesinthediversifiedbusinesses.Createsopportunitiesfordifferentiationandpremiumpricingvaluecreationactivities.Addsvaluewherecommonalitiesimportanttocompetitiveadvantageexist.Createsvaluebyapplyingskillsforonebusinessopportunityandapplyingthemtoanother.21CreatingValueThroughDiversiCreatingValueThroughDiversification:sharingactivitiesEconomiesofscopeSharingofresourcesandfunctionsbybusinessunitscreatesvalueinhighassetutilizationandloweroperatingcosts.Economiesofscopeandscalearecloselyrelated.Greateroperationalcapacityandlargermarketscanhelpacompetitorattainlow-costposition.Resourcesharingcreatessignificantcompetitiveadvantagewhenitoutweighscoordinationcosts.22CreatingValueThroughDiversiCreatingValueThroughDiversification:RestructuringSuperiorinternalgovernancePlacebusinessunitsinself-containeddivisions.Managedivisionsinadecentralizedmanner.Linkperformancetoincentivepay.AcquisitionandrestructuringstrategyReplacenonperformingtopmanagementteam.Disposeofunproductiveassets.Establishperformancegoalsrequiringsignificantimprovementsinoperatingefficiency.23CreatingValueThroughDiversiBureaucraticCostsandtheLimitsofDiversificationNumberofbusinessesInformationoverloadcanleadtopoorresourceallocationdecisionsandcreateinefficiencies.CoordinationamongbusinessesAsthescopeofdiversificationwidens,controlandbureaucraticcostsincrease.Resourcesharingandpoolingarrangementsthatcreatevaluealsocausecoordinationproblems.LimitsofdiversificationTheextentofdiversificationmustbebalancedwithitsbureaucraticcosts.24BureaucraticCostsandtheLimStructureofaCompanySharingMarketingBetweenTwoBusinessUnits25StructureofaCompanySharingDiversificationThatDissipatesValueDiversificationtopoolrisksAnineffectiveattempttooffsetthecyclicaleffectsofbusinessesbymergingtheirincomestreams.Downturnsinonebusinessareintendedtobeoffsetbyupturnsinanotherbusiness.DiversificationtoachievegreatergrowthConceptfocusesongrowth(whichisnormallyaby-productofdiversification)andnotvaluecreation.Usuallythechoiceof“empirebuilders”.26DiversificationThatDissipateStrategicAllianceasAnAlternativetoDiversificationAdvantagesAvoidsbureaucraticcostsofdiversification.Sharedcostsandrisks.Usescomplementaryskillsofeachpartner.Createsvaluethrougheconomiesofscope.DisadvantagesProfitsmustbeshared.Disclosureofcriticalknow-howtopotentialcompetitor.27StrategicAllianceasAnAlterTheCorporationasaPortfolioofCoreCompetenciesEstablishingaCoreCompetenceAgendaSource:G.HamelandC.K.Prahalad,CompetingfortheFuture(Cambridge,Mass.:HarvardBusinessSchoolPress,1994),p.227.28TheCorporationasaPortfolioInternalNewVenturing(I)Internalnewventuringisattractivewhen:Enteringasascience-basedcompany.Enteringanemergingindustrywithnoestablishedcompetitors.Pitfallsofnewventuring:Scaleofentry–Low-scaleentrycanreducetheprobabilityoflong-termsuccess.Commercialization–Failuretodevelopaproductthatmeetsbasiccustomerneeds.PoorImplementation–Using“shotgun”approach,notsettingclearstrategicobjectives,abandoningprojectstoosoon.29InternalNewVenturing(I)IntScaleofEntry,Profitability,andCashFlow30ScaleofEntry,Profitability,InternalNewVenturing(II)Guidelinesforsuccessfulnewventuring:AdoptastructuralapproachwithclearstrategicobjectivessettingR&Ddirection.FostercloselinksbetweenR&Dandmarketing.Useprojectteamstoreducedevelopmenttime.Useaselectionprocesstopickventureprojectswiththehighestprobabilityofsuccess.Monitorprogressofventuresingaininginitialmarketsharegoals.Large-scaleentryisimportantforventuresuccess.31InternalNewVenturing(II)GuiAcquisitionsasanEntryStrategyAcquisitionisanattractivestrategywhen:Competenciesimportantinanewbusinessareaarelackingintheenteringfirm.Speedofentryisconsideredimportant.Acquisitionisperceivedasalessriskyformofentry.Barrierstoentrycanbeovercome

byacquisitionofafirminthe

industrytargetedforentry.32AcquisitionsasanEntryStratPitfallsofAcquisitionsasanEntryStrategyFailingtofollowthroughonpostacquisitionintegrationoftheacquiredfirm.Overestimatingtheeconomic

benefitsoftheacquisition.Underestimatingtheexpense

ofanacquisition.Failingtoproperlyscreencandidates

beforeacquisition.33PitfallsofAcquisitionsasanGuidelinesforsuccessfulacquisitionsProperlyidentifyacquisitiontargetsandconductathoroughpreacquisitionscreeningofthetargetfirm.Useabiddingstrategywithpropertimingtoavoidoverpayingforanacquisition.Followthroughonpostacquisitionintegrationsynergy-producingactivitiesoftheacquiredfirm.Disposeofunwantedresidualacquisitionassets.34GuidelinesforsuccessfulacquJointVenturesasanEntryStrategyAttractionsSharingnewprojectcostsandrisks.Increasingtheprobabilityofsuccess

inestablishingthenewbusiness.DrawbacksRequiresasharingofcontrolwithpartnerfirms.Requiresthatpartnerfirmsshareprofits.Risksgivingawaycriticalknowledge.Riskscreatingapotentialcompetitor.35JointVenturesasanEntryStrRestructuringWhyrestructure?Pull-backfromoverdiversification.Attacksbycompetitorsoncore

businesses.Diminishedstrategicadvantagesof

verticalintegrationanddiversification.ExitstrategiesDivestment–spinoffsofprofitableSBUstoinvestors;managementbuyouts(MBOs).Harvest–haltinginvestment,maximizingcashflow.Liquidation–Ceaseoperations,writeoffassets.36RestructuringWhyrestructure?3TurnaroundStrategyThecausesofcorporatedeclinePoormanagement–incompetence,neglectOverexpansion–empire-buildingCEO’sInadequatefinancialcontrols–noprofitresponsibilityHighcosts–lowlaborproductivityNewcompetition–powerfulemergingcompetitorsUnforeseendemandshifts–majormarketchangesOrganizationalinertia–slowtorespondtonewcompetitiveconditions37TurnaroundStrategyThecausesTheMainStepsofTurnaroundChangingtheleadershipReplaceentrenchedmanagementwithnewmanagers.RedefiningstrategicfocusEvaluateandreconstitutetheorganization’sstrategy.AssetsalesandclosuresDivestunwantedassetsforinvestmentresources.ImprovingprofitabilityReducecosts,tightenfinanceandperformancecontrols.AcquisitionsMakeacquisitionsofskillsandcompetenciestostrengthencorebusinesses.38TheMainStepsofTurnaroundCh演講完畢，謝謝觀看！演講完畢，謝謝觀看！CorporateStrategyandDevelopmentLecture807/17/200140CorporateStrategyandDevelopMainIssuesIngeneral,corporatestrategybecomesrelevantand/orsalientinamultibusinesscompany.Illustrationofsinglebusinessvs.multiplebusinesses,i.e.businessvaluechainandportfolioplanningCorporatestrategiesVerticalintegrationvs.outsourcing/verticalcooperationDiversificationInternalventuringAcquisitionJointventureStrategicalliancesRestructuringandTurnaround41MainIssuesIngeneral,corporaConcentrationonaSingleBusinessAdvantagesOperationalfocusonasinglefamiliarindustryormarket.Currentresourcesandcapabilitiesaddvalue.Growingwiththemarketbringscompetitiveadvantage.DisadvantagesNodiversificationofmarketrisks.Verticalintegrationmayberequiredtocreatevalueandestablishcompetitiveadvantage.Opportunitiestocreatevalueandmakeaprofitmaybemissed.42ConcentrationonaSingleBusiValueChainonasinglebusiness(Example:PersonalComputerIndustryEnduserDistributionAssemblyIntermediate

manufacturerRawmaterialsExamples:DowChemical

UnionCarbide

KyoceraExamples:

Intel

Seagate

MicronExamples:

Apple

Compaq

DellExamples:

ComputerWorld

OfficeMax43ValueChainonasinglebusineCorporatePortfolioPerspectiveonMultibusinesscompaniesBostonConsultingGroup(BCG)matrix:IdentifyingtheStrategicBusinessUnits(SBUs)bybusinessareaorproductmarketAssessingeachSBU’sprospects(usingrelativemarketshareandindustrygrowthrate)relativetootherSBUsintheportfolio.DevelopingstrategicobjectivesforeachSBUMcKinsey/GEmatrix 44CorporatePortfolioPerspectivTheBCGMatrixSource:Perspectives,No.66,“TheProductPortfolio.”AdaptedbypermissionfromTheBostonConsultingGroup,Inc.,1970.45TheBCGMatrixSource:PerspectTheBCGMatrixStarsHighrelativemarketsharesinfastgrowingindustries.QuestionmarksLowrelativemarketsharesinfastgrowingindustries.CashcowsHighrelativemarketsharesinlow-growthindustries.DogsLowrelativemarketsharesinlow-growthindustries.46TheBCGMatrixStars7TheStrategicImplicationsoftheBCGMatrixStarsAggressiveinvestmentstosupportcontinuedgrowthandconsolidatecompetitivepositionoffirms.QuestionmarksSelectiveinvestments;divestitureforweakfirmsorthosewithuncertainprospectsandlackofstrategicfit.CashcowsInvestmentssufficienttomaintaincompetitiveposition.Cashsurplusesusedindevelopingandnurturingstarsandselectedquestionmarkfirms.DogsDivestiture,harvesting,orliquidationandindustryexit.47TheStrategicImplicationsofTheMcKinsey/GEMatrix48TheMcKinsey/GEMatrix9LimitationsonPortfolioPlanningFlawsinportfolioplanning:TheBCGmodelissimplistic;considersonlytwocompetitiveenvironmentfactors–relativemarketshareandindustrygrowthrate.Highrelativemarketshareisnoguaranteeofacostsavingsorcompetitiveadvantage.Lowrelativemarketshareisnotalwaysanindicatorofcompetitivefailureorlackofprofitability.MultifactormodelssuchasMcKinsey/GEmatrixarebetterthoughimperfect.49LimitationsonPortfolioPlannVerticalIntegrationforasinglebusinessIntegrationbackwardintosupplierfunctionsAssuresconstantsupplyofinputs.Protectsagainstpriceincreases.IntegrationforwardintodistributorfunctionsAssuresproperdisposalofoutputs.Capturesadditionalprofitsbeyondactivitycosts.Integrationchoiceisthatofwhichvalue-addingactivitiestocompeteinandwhicharebettersuitedforotherstocarryout.50VerticalIntegrationforasinFullandTaperIntegrationFullIntegrationTaperIntegration51FullandTaperIntegrationFullCreatingValueThroughVerticalIntegrationAdvantagesofaverticalintegrationstrategy:Buildsentrybarrierstonewcompetitorsbydenyingtheminputsandcustomers.Facilitatesinvestmentinefficiency-enhancingassetsthatsolveinternalmutualdependenceproblems.Protectsproductqualitythroughcontrolofinputqualityanddistributionandserviceofoutputs.Improvesinternalscheduling(e.g.,JITinventorysystems)responsestochangesindemand.52CreatingValueThroughVerticaCreatingValueThroughVerticalIntegrationDisadvantagesofverticalintegrationCostdisadvantagesofinternalsupplypurchasing.Remainingtiedtoobsolescenttechnology.Aligninginputandoutputcapacitieswithuncertaintyinmarketdemandisdifficultforintegratedcompanies.53CreatingValueThroughVerticaBureaucraticCostsandtheLimitsofVerticalIntegrationThecostsofrunninganorganizationrisewithintegrationdueto:Thelackofanincentiveforinternalsupplierstoreducetheiroperatingcosts.Thelackofstrategicflexibilityintimesofchangingtechnologyoruncertaindemand.Bureaucraticcostsreducethevalueofverticalintegration.54BureaucraticCostsandtheLimAlternativestoVerticalIntegration:CooperativeRelationshipsandStrategicOutsourcingShort-termcontractsandcompetitivebiddingStrongcompetitorsattempttocontrolsuppliercostswithminimal-lengthcontracts.Poortreatmentofsuppliersraisescompetitorinputcosts.Strategicalliancesandlong-termcontractingLong-termcontractsfostercooperativerelationships.Alliancesreducetheneedforverticalintegration.55AlternativestoVerticalIntegBuildingLong-TermCooperativeRelationshipsHostagetakingBothpartiesarrangetobecomemutuallydependentoneachother,fosteringacooperativerelationship.CrediblecommitmentsAbelievablecommitmenttosupportthelong-termrelationship.Maintainingmarketdisciplinerequires:Periodicrenegotiationofthecontractualrelationship.Developingaparallelsourcingpolicywithtwosuppliersforcriticalinputs.56BuildingLong-TermCooperativeStrategicOutsourcingandtheVirtualCorporationOutsourcingAllowingsubcontractorstoperformvaluecreationactivities.OutsourcingadvantagesEfficientsubcontractorsreduceoverallcosts.Betterproductdifferentiation.Allowsfortheconcentration

ofavailableresources.Firmbecomesmoreflexibleandresponsive.OutsourcingdisadvantagesFailuretolearnfromoutsourcedactivity.Toomuchdependenceonasinglesupplier.Dangerofoutsourcingvaluecreationactivitiesleadingtocompetitiveadvantage.57StrategicOutsourcingandtheDiversificationintomultiplebusinessesRelateddiversificationEntryintonewbusinessactivitybasedonsharedcommonalitiesinthecomponentsofthevaluechainsofthefirms.UnrelateddiversificationEntryintoanewbusinessareathathasnoobviousrelationshipwithanyareaoftheexistingbusiness.58DiversificationintomultipleRelatedVersusUnrelatedDiversificationComparingRelatedandUnrelatedDiversificationStrategyWaysofCreatingValueSourceofBureaucraticCostsRelateddiversificationRestructuringTransferringofskillsEconomiesofscopeNumberofbusinessesCoordinationamongbusinessesUnrelateddiversificationRestructuringNumberofbusinesses59RelatedVersusUnrelatedDiverCreatingValueThroughDiversification:sharingskillsTransferringcompetencies:Lowersthecostofvaluecreationactivitiesinthediversifiedbusinesses.Createsopportunitiesfordifferentiationandpremiumpricingvaluecreationactivities.Addsvaluewherecommonalitiesimportanttocompetitiveadvantageexist.Createsvaluebyapplyingskillsforonebusinessopportunityandapplyingthemtoanother.60CreatingValueThroughDiversiCreatingValueThroughDiversification:sharingactivitiesEconomiesofscopeSharingofresourcesandfunctionsbybusinessunitscreatesvalueinhighassetutilizationandloweroperatingcosts.Economiesofscopeandscalearecloselyrelated.Greateroperationalcapacityandlargermarketscanhelpacompetitorattainlow-costposition.Resourcesharingcreatessignificantcompetitiveadvantagewhenitoutweighscoordinationcosts.61CreatingValueThroughDiversiCreatingValueThroughDiversification:RestructuringSuperiorinternalgovernancePlacebusinessunitsinself-containeddivisions.Managedivisionsinadecentralizedmanner.Linkperformancetoincentivepay.AcquisitionandrestructuringstrategyReplacenonperformingtopmanagementteam.Disposeofunproductiveassets.Establishperformancegoalsrequiringsignificantimprovementsinoperatingefficiency.62CreatingValueThroughDiversiBureaucraticCostsandtheLimitsofDiversificationNumberofbusinessesInformationoverloadcanleadtopoorresourceallocationdecisionsandcreateinefficiencies.CoordinationamongbusinessesAsthescopeofdiversificationwidens,controlandbureaucraticcostsincrease.Resourcesharingandpoolingarrangementsthatcreatevaluealsocausecoordinationproblems.LimitsofdiversificationTheextentofdiversificationmustbebalancedwithitsbureaucraticcosts.63BureaucraticCostsandtheLimStructureofaCompanySharingMarketingBetweenTwoBusinessUnits64StructureofaCompanySharingDiversificationThatDissipatesValueDiversificationtopoolrisksAnineffectiveattempttooffsetthecyclicaleffectsofbusinessesbymergingtheirincomestreams.Downturnsinonebusinessareintendedtobeoffsetbyupturnsinanotherbusiness.DiversificationtoachievegreatergrowthConceptfocusesongrowth(whichisnormallyaby-productofdiversification)andnotvaluecreation.Usuallythechoiceof“empirebuilders”.65DiversificationThatDissipateStrategicAllianceasAnAlternativetoDiversificationAdvantagesAvoidsbureaucraticcostsofdiversification.Sharedcostsandrisks.Usescomplementaryskillsofeachpartner.Createsvaluethrougheconomiesofscope.DisadvantagesProfitsmustbeshared.Disclosureofcriticalknow-howtopotentialcompetitor.66StrategicAllianceasAnAlterTheCorporationasaPortfolioofCoreCompetenciesEstablishingaCoreCompetenceAgendaSource:G.HamelandC.K.Prahalad,CompetingfortheFuture(Cambridge,Mass.:HarvardBusinessSchoolPress,1994),p.227.67TheCorporationasaPortfolioInternalNewVenturing(I)Internalnewventuringisattractivewhen:Enteringasascience-basedcompany.Enteringanemergingindustrywithnoestablishedcompetitors.Pitfallsofnewventuring:Scaleofentry–Low-scaleentrycanreducetheprobabilityoflong-termsuccess.Commercialization–Failuretodevelopaproductthatmeetsbasiccustomerneeds.PoorImplementation–Using“shotgun”approach,notsettingclearstrategicobjectives,abandoningprojectstoosoon.68InternalNewVenturing(I)IntScaleofEntry,Profitability,andCashFlow69ScaleofEntry,Profitability,InternalNewVenturing(II)Guidelinesforsuccessfulnewventuring:AdoptastructuralapproachwithclearstrategicobjectivessettingR&Ddirection.FostercloselinksbetweenR&Dandmarketing.Useprojectteamstoreducedevelopmenttime.Useaselectionprocesstopickventureprojectswiththehighestprobabilityofsuccess.Monitorprogressofventuresingaininginitialmarketsharegoals.Large-scaleentryisimportantforventuresuccess.70InternalNewVenturin

溫馨提示

  • 1. 本站所有資源如無(wú)特殊說(shuō)明，都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請(qǐng)下載最新的WinRAR軟件解壓。
  • 2. 本站的文檔不包含任何第三方提供的附件圖紙等，如果需要附件，請(qǐng)聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
  • 3. 本站RAR壓縮包中若帶圖紙，網(wǎng)頁(yè)內(nèi)容里面會(huì)有圖紙預(yù)覽，若沒(méi)有圖紙預(yù)覽就沒(méi)有圖紙。
  • 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
  • 5. 人人文庫(kù)網(wǎng)僅提供信息存儲(chǔ)空間，僅對(duì)用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理，對(duì)用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯，并不能對(duì)任何下載內(nèi)容負(fù)責(zé)。
  • 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容，請(qǐng)與我們聯(lián)系，我們立即糾正。
  • 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時(shí)也不承擔(dān)用戶因使用這些下載資源對(duì)自己和他人造成任何形式的傷害或損失。

最新文檔

評(píng)論

0/150

提交評(píng)論