businesssraegy企業(yè)戰(zhàn)略管理英文版上海財經(jīng)大學(xué)董

1BusinessStrategy董靜2StructureandScheduleModuleOne:LecturesHistory,Concept,andProcessExternalenvironmentCapabilityandresourcesBusinessportfolioandchoosingstrategiesCorporatestrategiesCompetitivestrategy(andgametheory)BalancedscorecardandemergencymanagementCriticalmassCompetitiveadvantageofnationsCasestudyCasestudy3ModuleTwo:casesTeamwork:casereportRequirementSelectonecompanyoroneindustryCleardescriptionofitsstrategyorpracticeDataQuestions3.AssessmentofcasesContentFormatEffect4.Deadline:the8thweek4Examples盛大網(wǎng)絡(luò)CanonDELL網(wǎng)絡(luò)游戲產(chǎn)業(yè)TextileindustryOthersShouldbe

TypicalfailureorsuccessActionofonecompanyorrelationamongseveralcompaniesInenglish5CourseGradingFinalexam50％Presentationandreport40%Classparticipation10％6ReferencesArthurA.ThompsonandA.J.Strickland.StrategicManagement:ConceptsandCases.McGraw-Hillcompanies,Inc.2001DavidBesanko,DavidDranove,andMarkShanley.EconomicsofStrategy.JohnWiley&Sons,Inc.1996戴維·貝贊可（等）：《公司戰(zhàn)略經(jīng)濟學(xué)》，北京大學(xué)出版社王玉：《企業(yè)戰(zhàn)略管理教程》亨利·明茨伯格：《戰(zhàn)略歷程》，機械工業(yè)出版社邁克爾·波特：《競爭戰(zhàn)略》，華夏出版社邁克爾·波特：《競爭優(yōu)勢》，華夏出版社邁克爾·波特：《國家競爭優(yōu)勢》，華夏出版社羅伯特·伯格曼：《技術(shù)與創(chuàng)新的戰(zhàn)略管理》，機械工業(yè)出版社加里·哈默：《戰(zhàn)略柔性》，機械工業(yè)出版社安德魯·坎貝爾：《戰(zhàn)略協(xié)同》，機械工業(yè)出版社7HarvardBusinessReviewStrategicManagementJournalSloanManagementReviewCaliforniaManagementReviewManagementScienceJournalofManagementAcademyofManagementJournalRANDJournalofEconomicsMcKinseyQuarterly8中國期刊網(wǎng)ProquestEbscon國研網(wǎng)中經(jīng)網(wǎng)Googleandothers9SessionOneHistory,Concept,andProcess10Afteryourgraduation,……Suitableforindividuals,family,company,governmentandotherorganizations乾隆Tacitorclearstrategy(華碩與一江陰民企)Isstrategyuseful?11EmergeanddevelopmentofbusinessstrategyPhase1:theformationofmodernenterprises1820stothebeginningof20thcenturyNocompetitiveconcept?CarandcarriageElectriclightandgaslightPhase2:scientificmanagementBefore1930sSellersmarket,production-dominatedFocusingoncost,efficiency,andproductThetheoryofTaylor12Phase3：Marketingmanagement1930sto1950sDiversifieddemand,buyer’smarket,competitionMarketandcustomerorientedPhase4：strategicmanagementAfter1960sPost-industrialsociety(France)Valueoriented,createmarket13Strategy：basicconceptPlan（計劃劃）Pattern（模式式）position（定位位）Point(觀念)Policy（計謀謀）DesignschoolPlanningschoolPositioningschoolEntrepreneurschoolResourcesschoolInordertoadapttotheexternalenvironment,thecurrentandfuturebusinessactivitiesarestrategicallydecided,coveringwhichkindofbusinesstoenter,howtocompeteandoperateandsoon.14MarketstructurestrategyactivityPerfor-manceprofitstructure-strategy-performancemodel15ProcessofstrategicmanagementSWOTmissionExternalenvironmentInternalenvironmentStrategicanalysisStrategicchoice16Long-termobjectiveGeneralstrategyCompetitivestrategyYearlyobjectiveCompetitivestrategyFunctionalstrategypolicystructurecontrolreformStrategicchoiceimplementationcontrol17Levelsofbusinessstrategies18Firststep:missionMainfieldsofbusinessObjectivesofthesebusinessPhilosophyofmanagementPublicimageSelf-assessment一個科科技背背景的的企業(yè)業(yè)家19MissionCompeteDevelop20ProfitobjectiveValueobjectiveManagerialobjectiveobjectivesofthecompanySocialobjective礦區(qū)企企業(yè)之之差異異21AnFrenchengineerinaFrenchcompany《利家與與阿松松》中的前前田利利家IBMandMicrosoftThedilemmaofinnovatorsWhatisthekeyofstrategy22ChoiceandbalanceValueCapturePowerbyyourstageLowHighValueCreationbysupplychainHigh/increasingLow/decreasingBest替他人人做嫁嫁衣掙扎？23Principal:ManagebusinessecosystemtoachieveoptimalbalanceofvaluecreationandcaptureSession2ExternalEnvironmentTheexternalenvironmentofcompaniescompanyGeneralenvironmentIndustrialenvironmentGeneralEnvironmentGeneralenvironmentPoliticaleconomictechnologicalNature/internationalSocial/culturalOutofinfluenceofindividualorganizationEconomicenvironmentEconomicenvironment:developmentlevel,economicsystem,price,laborandetc.ofcertaincountryorareae.g.highgrowthrateofChinaandthe農(nóng)民問題（（創(chuàng)意大賽賽）USA,thepetrolcrisisof1970s,andthecompetitivenessofJapanTechnologicalenvironmentUsuallyslowly,butifcriticalchangehappens,theinfluenceiswidespreadandrevolutionary.E.g.IBM與大型計算算機網(wǎng)上購物（（DELL）電視機的未未來SocialandculturalenvironmentPopulation,livingstyleandvalueandsoonTheirinfluenceonstrategyisincrementalandsubtleE.g.西方文化，，東方文化化與家庭裝裝潢日韓影視、、游戲產(chǎn)業(yè)業(yè)對中國的的影響夫妻共同工工作與嬰幼幼兒照顧（（一個創(chuàng)意意）Politicalandlegalenvironment政權(quán)的穩(wěn)定定性Internationalrelationship法律、法規(guī)規(guī)的健全程程度（WEF）人治與法治治中國的精英英選拔機制制民選政府與與超級女聲聲IndustrialpolicyNaturalenvironmentGeographicalpositionResourcesstatus（JapanandUSA）生態(tài)環(huán)境巨大的環(huán)保保市場綠色經(jīng)濟學(xué)學(xué)院？中國的能源源危機與企企業(yè)的發(fā)展展戰(zhàn)略燃氣轎車的的研制InternationalenvironmentGlobalizationand信息化InternationalcompetitionMultinationalcompaniesinChinaGoodpointsBadpointsChinesecompaniesgoingabroadIndustrialenvironmentSession2continuedIfyouwillsetupabusiness,whichindustrywillyouchoose?Whytheno-brandPC(組裝電腦)onlycouldgetlowprofit?WhyitismoreexpensiveforyoutousephoneinChina?(Newspaper)IndustrialenvironmentFive-forcesmodelBargainingpowerofbuyersBargainingpowerofsuppliersSubstituteproductsPotentialenteringCurrentcompetitionSeveralcasesThediversificationstrategyofVVGroupFromthesubstituteThegoing-abroadofBaoSteelFromthebargainingpowerofsuppliersTheexpandingtoretailof999Pharm.Fromthebargainingpowerofbuyers電信、有線線電視的網(wǎng)網(wǎng)絡(luò)鋪設(shè)戰(zhàn)戰(zhàn)略Fromthepotentialcompetitors(preemption)1.CurrentcompetitionQuantityandpowerofcurrentcompetitorsAlotofcompetitorswithequalpower（組裝電腦腦）Coststructure投資周期長長，固定成成本高（航航空業(yè)）Theindustrialdevelopment:slow-fierce(家電)Differencesofproductsandservices:low-fierceBarrierofexiting（專用性、、互補性、、情感）2.PotentialenteringBarriersofenteringScaleeconomy（學(xué)習(xí)曲線線）（SGM）Differencesofproducts（有形/無形）Investmentneeded（電信網(wǎng)絡(luò)絡(luò)）Saleschannel（外資與中中國的合作作）Governmentpolicy（地下錢莊莊）Potentialcompetitors業(yè)務(wù)具有協(xié)協(xié)同性的企企業(yè)（上下下游企業(yè)））（雷允上上-國大藥房，，家樂福－－相關(guān)企業(yè)業(yè)）其他克服進進入障礙的的能力（資資金、技術(shù)術(shù)<ABB>、政策等））3.BargainingpowerofsuppliersConcentrationoftheupperstageofproductionchain,上游產(chǎn)業(yè)集集中度高、、規(guī)模大Thedifferenceofproductsofdifferentsuppliers,switchcost信息系統(tǒng)供供應(yīng)商及其其策略：虧虧本的買賣賣Nothreatfromsubstituteproducts（電力）Theforwardintegrationpowerofsupplier（制藥與藥藥店）Lowimportanceofthecompanytoitssupplier,產(chǎn)業(yè)本身并并非供應(yīng)商商的重要客客戶4.BargainingpowerofbuyersThepurchasevolumeofbuyers,客戶采購量量大（沃爾爾瑪）StandardproductsornotThecostpositionoftheproductforcustomer,產(chǎn)品在客戶戶成本中的的地位Theprofitlevelofbuyers（關(guān)注車價價行情的環(huán)環(huán)保公司））TheswitchcostofbuyersThebackwardintegrationpowerofbuyers,客戶進行后后向整合的的能力SubstitutesThebalancebetweensubstitutes,替代品間的的制衡（太太陽能/燃氣/電熱，有線線通/電信寬帶））Thecompetitivesubstitute,（電視機/投影儀）Improvequality/priceProducedbyprofitablecompanies,由獲利較高高的產(chǎn)業(yè)生生產(chǎn)Theenteringandexitingbarriers

highrisk,highprofit

highrisk,lowprofitLowrisk,highprofitlowrisk,lowprofitEnteringbarriershighlowhighlowExitingbarrier示例：美國國不同產(chǎn)業(yè)業(yè)的資產(chǎn)收收益率平均資產(chǎn)收收益率（％％）產(chǎn)業(yè)制藥飲料電信化妝品科學(xué)、照相相、控制設(shè)設(shè)備出版、印刷刷煙草批發(fā)綜合百貨店店保險商業(yè)銀行3.02.0Beyondthe5-forcesToomuchemphasisonadversarial““valuecapture””,notenoughon““valuecreation””Coopetition:jointfocusoncreationandcaptureofvalueIndustryaccountsforabout20%oftotalvarianceinROAEvolutionofindustrystructureSession3ResourcesandCapabilityIfyouarethegeneralmanagerofapharmaceuticalcompany,whatdoyouthinkisthemostimportantresourceinyourcompany?Case:GlaxoProblem1980－1985：Zantac,胃潰瘍,accountedfor44%oftherevenueand50%oftheprofit;1997,patentexpired,everycompanycouldproducethismedicine;Morecompetitivepatent,LosecActionsAcquisitionof3companiestogetmorepatentsMorecompetentR&DdepartmentAndsoonCategoriesofresourcesVisiblePhysical:設(shè)備、原材料料、地理位置置（walmartvs.carrefare）Intangibleassets：patent,brandInvisible(tacit)ManagementR&DcapabilityCoordinationRanksofresourcesCriticalcorebasicperiphery競爭優(yōu)勢高低CriticalresourcesforsuccessPerspectivefromindustryCertainindustryemphasizetheimportanceofcertainresourcesPharmaceuticals,supermarket,automobileIdentifythecriticalresourcesCustomers:customerneed,segmentsCompetition:competitors’resourcesandcustomers,comparativeadvantagesCriticismUndercurrentstructure,notfuture-orientedCase:DellAcquirementofresourcesPurchasingAdvantage:scaleeconomy,efficiencyundercompetitionDisadvantage:informationleak-out,transactioncost,suitabilityCertainresourcesvs.apackageofresourcesE.g.Nike,Toyota，克萊斯勒與與奔馳，HP與CompaquProducingTheoppositeE.g.SAIC（60subsidiarycompanies）Case:anoilrefinerBackgroundOilrefinerA:accesstocrudeoilat$10perbarrelOthers:$20perbarrelQuestion:doseAhaveacostadvantage?WillAbemoreprofitable?ImplicationWherevaluecomefrom?Keyresources,brand,certaincapabilityandsoonRecognizeuniqueresources,protectuniqueresources,andmaximizereturnsfromuniqueresourcesValuecreationfromresourcesInputFundsHRMaterialsAndsoonProcessManufacturingR&DMarketingManagingoutputMarketshareCustomersatisf.RevenueProfitOutput–Input=value-addedCase:aregion北京上海浦東平均水平電子信息汽車石化鋼材成套設(shè)備生物醫(yī)藥比率26.425.424.818.739.615.711.320.831.5工業(yè)增加值率率比較（2003）％出口與傾銷，，國際市場與與國內(nèi)市場，，利潤的分配配GeneralvaluechaininfrastructureHRMTechnologyFinance,etc.SecondaryactivitypurchaseproductionstoragemarketingserviceMainactivityProfitDevelp許多企業(yè)都是是在價值鏈的的某個或某幾幾個環(huán)節(jié)獲得得競爭優(yōu)勢（（沃爾瑪與家家樂福，麥當(dāng)當(dāng)勞，HP）ValuechainsystemValue-chainofsupplierValuechainValuechainofbuyerValuechainofcustomerValuechainsystem還有一些企業(yè)業(yè)從價值鏈體體系中尋找獲獲得競爭優(yōu)勢勢的機會（舉舉例，Clusters）CoreCompetencePraharadandHamel：企業(yè)擁有的的獨特技能、、智力資本和和隱性知識，，是創(chuàng)造顧客客價值和企業(yè)業(yè)創(chuàng)新的源泉泉，決定了企企業(yè)的競爭優(yōu)優(yōu)勢和可持續(xù)續(xù)發(fā)展能力IdentifycorecompetenceGreatcontributiontofinalproduct,perceivabletocustomers（Dell的銷售模式））Hardforcompetitorstocopy（Honda的發(fā)動機）HardtosubstituteEnterbroadmarketbythiscompetence（canon的光學(xué)技術(shù)））SourcesofcorecompetenceCombinationofuniquetechnologies（沃爾瑪）Intelligencecapital（風(fēng)險投資中中的智力股份份）Tacitknowledge（3M參觀者的遺憾憾）Session4BusinessPortfolioAnalysisBusinessportfolioAssessthesuitabilityofcurrentbusinessportfolio.Allocateresourcesaccordingtotheportfolio,finallyreachthestrategicgoals1960s,BCG,McKinsey,andotherconsultingfirmsBusinessselectionformulti-businessandcross-industrycompaniesFamilyportfolioComparisonbetweenChinaandJapanCases雞鳴狗盜Institutionalenvironment:forbusiness(financesector)andfamily(socialsecurity)BCGMatrixAccordingtoThepotentialofthebusinessesThepositionofthecompanyinthesebusinessesJudgeThesuitabilityofcurrentbusinessportfolioThecashcontributionofdifferentbusinessesDecidethefutureportfolioanddevelopmentstrategyBCGMatrixCircle：revenueSectorincircles：profitRelationshipamongdifferentbusinesses

Questionmark

DogCashCow

StarRelativemarketshareIndustrialgrowth％10averageratelowhighhighBasicprinciplesforBCGanalysisReasonablebusinessescombinationReasonablecashflowamongdifferentbusinesses(德隆)TheimportanceofSTAR（GE’sNo.1,2）Avoidthelackofcertainkindofbusinessdog業(yè)務(wù)是否一定定不需要呢？？PropermovingspeedamongboxesCase:上海焊接器材材有限公司CritiquestoBCGMatrixThedifficultyofdefiningmarket,marketshareandgrowthrateScopeofindustryFocusingonpastnotfuture,leadingtotimelag.(百合的種植)ToosimpletolabelthestatushighorlowFocusingonthesurfacenotthepotential(innovationcapabilityandsoon)sizeRORscalecompetingspecializationscatteredThemarketshareandtherateofreturn(thechangeofGE’sNO1.2)Businessstatus-industryattractivenessmatrixFactorsreflectingindustryattractivenessMarketgrowthrate,industrysizeandprofitability.Suchasmarketgrowthrate,industrysizeandprofit,competition,technology,socialenvironmentandetc.FactorsreflectingbusinesscompetitiveadvantageMarketshare,profitrate,competitiveness,technology,managementleaderstrugglequestionleaderdeclinedeclinehopelesswatchCashsupplierIndustrialattractivenessBusinessstatusWeak(-100%)Strong(100%)Unattractive(-100%)Attractive(100%)Product-lifecycleanalysisProduct-marketphasesCompetitivestatusmaturedevelopingexcludingenteringdeclinestrongnormalweak什么樣的行業(yè)業(yè)是衰退的行行業(yè)？紡織業(yè)？鋼鐵鐵？煤炭？高高科技與食食品（洞察力力）startupdevelopmaturedecliningRateofreturnFundstransferred-100%200%100%020%-10%80%ThefundstransferamongSBUs71Session5CorporateStrategies72CorporateStrategiesMaintenancestrategies（不選擇也是是一種選擇））Developmentstrategies一體化戰(zhàn)略（（integrationstrategies）加強型戰(zhàn)略（（intensivestrategies）多元化戰(zhàn)略（（diversificationstrategies）DefenseStrategies：緊縮、撤資資Withdrawalstrategies：清算GenericstrategiesofMichaelPorter73IntegrationStrategiesForwardintegrationControlthesaleschannelbyownershiporcontractCase：“雷允上”開設(shè)連鎖藥房IfAisamanufacturingcompanyandsellsitsproductsthroughB’snetwork.WhenshouldAacquireBorsetupitsownsalesnetwork?SuitablewhenCurrentsalespartnernotefficient,ornotreliable,orcouldnotmeetitsneed,orgetsalargeprofitHighgrowthrateoftheindustryHavethefundsandHRforthatactionKnowthecustomer’sneeds,andexpanditsbusiness74BackwardintegrationControlthesuppliersbyownershiporcontract例：華能集團團與中煤能源源集團合作IfAisamanufacturingcompanyandpurchasesmaterialsfromB.WhenshouldAacquireBorsetupitsownmaterialbusiness?SuitablewhenThecurrentsuppliersnotveryeconomical,ornotreliable,orcouldnotmeetitsneed,orgetahighprofitToofewsuppliers,butalotofcompetitorsHighgrowthrateoftheindustryHavethefunds,technologyandHRtodothisbusinessStablepriceiscriticalfortheindustry75HorizontalintegrationControlthecompetitorsbyownershiporcontractCase：惠普與康派派，克萊斯勒勒和奔馳IfAandBarecompetitors,whendoyouthinkAshouldmergeB?SuitablewhenMonopolizethemarketincertainareaGreatgrowthpotentialoftheindustryScaleeconomyHavethenecessaryfundsandHR76IntensiveStrategiesMarketpenetrationIncreasethemarketsharebymoremarketingeffortsCase：廣告、代理理商、產(chǎn)品使使用指南等MarketdevelopmentEnteringnewmarketbycurrentproductsandservicesCase：ChinaasthemostpromisingemergingmarketProductdevelopmentIncreasesalesbymodifyingthecurrentproductsordevelopingnewproductsCase：上海通用的的卡迪拉克，HP的掌上電腦77DiversificationStrategiesConcentricdiversificationAddnewbutrelatedproductsorservicesCase：Sony進入游戲行業(yè)業(yè)SuitablewhenThenewproductswillimprovethesalesofcurrentproductsBalanceseasonalfluctuationCurrentproductsatthedecliningstage78HorizontaldiversificationAddnewandunrelatedproductsforcurrentcustomersCase：AMT進入培訓(xùn)市場場(ERP培訓(xùn)到戰(zhàn)略培培訓(xùn))SuitablewhenThenewproductswillincreasethesalesofcurrentproductsProvidenewproductbyusingcurrentchannelBalancedsalesfluctuationRelateddiversification(concentricandhorizontal)79ConglomeratediversificationAddnewandunrelatedproductsCase：交交大大國國飛飛進進入入房房地地產(chǎn)產(chǎn)行行業(yè)業(yè)SuitablewhenMainbusinessonthedecliningstageCurrentmarketismatureForprofit（long-termorjustforsale）80DefenseStrategiesRetrenchment(收縮縮)Reconfigurationbyreducingcostorasset,inordertoimproveperformanceCase：01年1月，，戴戴姆姆勒勒·克萊萊斯斯勒勒公公司司宣宣布布，，未未來來三三年年內(nèi)內(nèi)，，在在全全球球范范圍圍裁裁減減20%員工工，，即即2.6萬名名；；關(guān)關(guān)閉閉13家工工廠廠，，對對部部分分工工廠廠實實行行減減產(chǎn)產(chǎn)；；2001年實實現(xiàn)現(xiàn)裁裁員員計計劃劃的的75%；2002年閑閑置置6個克克萊萊斯斯勒勒的的制制造造廠廠。Divestiture(剝離離)SellpartofthecompanyCase：希希爾爾頓頓飯飯店店1995年年剝剝離離賭賭博博游游藝藝場場Liquidation(清算算)Sellallpartsofthecompany(fordifferentpurpose)《華爾爾街街》Session6SelectingStrategiesSelectingstrategies：accordingtotheinternalandexternalenvironments,basedontherequirementofbusinessportfolio,toselectthemostsuitablestrategiesfromallpossiblealternatives.SWOTModelHowtotakeadvantageofexternalopportunitiesandinternalstrength,andlowertheexternalthreatsandinternalweaknessStrength：resources,technology,HR,brandandsoonRelativelystrong,notabsolutelyWeakness：thebottleneckofthecompanyRelativeconceptBottleneckinHRinventurecapitalindustryOpportunities：fromthemacroandindustrialenvironmentThegovernment’’srequirementforsettingupsewagefactoriesineachcity（復(fù)復(fù)旦旦水水務(wù)務(wù)的的巨巨大大機機會會））Microsoftfacedtheanti-trustsuitThreats：fromthemacroandindustrialenvironment2004年國家降降低出口口退稅，，導(dǎo)致眾眾多企業(yè)業(yè)面臨生生存危機機IBM調(diào)整軟件件部門給給IT咨詢公司司帶來的的威脅Opportunityorthreat?退稅：國國內(nèi)外，，不同類類型企業(yè)業(yè)SWOTModelStrengthWeaknessOpportunitiesThreatsWO戰(zhàn)略降低劣勢型戰(zhàn)略產(chǎn)品開發(fā)（SARS藥品）WT戰(zhàn)略威脅型戰(zhàn)略榨取或退出SO戰(zhàn)略積極發(fā)展型戰(zhàn)略市場滲透（大眾汽車）ST戰(zhàn)略回避威脅型戰(zhàn)略開發(fā)市場(維維)positionofthebusinessAlittlesimple:opportunitiesandweaknessesalwayscoexist.Thebestchoiceisnoteasytofind（銀行業(yè)業(yè)中的四四大與其其他）Alittlestatic:tryingtofindawayfromcurrentsituation（環(huán)境易易變，優(yōu)優(yōu)劣勢轉(zhuǎn)轉(zhuǎn)化）SWOTissuitableforroughjudgeEvaluationofSWOTMatrixforselectingstrategiesObjective:strengthentheadvantageandavoidtheweaknessStrategicgoalsStrengthentheadvantageOvercometheweaknessApproaches/resourcesFrominternal（自行發(fā)發(fā)展）Fromexternal（M&A）MatrixforselectingstrategiesByusinginternalresourcesByusingexternalresourcesOvercomeweaknessEnhancestrengthDevelopmentstrategyintegration（Baosteel）diversificationDevelopmentstrategydiversificationIntegration:lenovoandIBMdefensive（Legend的數(shù)據(jù)業(yè)務(wù)）quitImprovemanagementdevelopmentIntensive(SGM的卡迪拉克)Strategy-categorymodelDevelopedfromBCGmatrixSpeedofthemarketdevelopmentTheaveragegrowthratePositioninthemarketRelativemarketshareWeakpositionStrongpositionRapiddevelopmentSlowdevelopmentquestionDevelopmentstrategyExitstrategyDogexitdiversificationStarconcentrationVerticalintegrationCentraldiversificationCashcowDevelopmentstrategydiversificationComparisonof3modelsSWOTmorepopularFactorsinfluencingstrategy-selectionCurrentorformerstrategiesSometimessuccessisthemotheroffailure：如何突突破成功功的陰影影Acaseofnewspaper：內(nèi)容定定位差異異(申江服務(wù)務(wù)導(dǎo)報)——時間定位位差異（（新聞晨晨報、午午報、晚晚報）——途徑定位位差異（（時代報報）Companyculture:risk-aversion,risk-preferenceThereactionsofcompetitorsCharacteristicsoftheindustries（完全競競爭、壟壟斷、寡寡頭）威懾的重重要性(preemptionofDupont)InterestedgroupsShare-holders：USAvs.Japanmanagers：personalgoalsandcompany’sgoalsEmployees:acoalminefactoryinUScustomerssuppliersInvestors/loaner:venturecapitalGovernment:一家與政政府打官官司的環(huán)環(huán)保企業(yè)業(yè)SocietyOrganizationalstructure：Influencethestrategicdecision-making：informationtransferInfluencethestrategyimplementation:IBM’’spracticeinsoftwareSession7CompetitiveStrategiesGenericstrategiesofPorter成本領(lǐng)先戰(zhàn)略差異化戰(zhàn)略CostLeadershipDifferentiation專一經(jīng)營戰(zhàn)略Niche/focusSourcesofcompetitiveadvantageLowcostDifferentiationBroadmarketNichemarketScopeofcompetitionCostLeadershipGetcompetitiveadvantagebyprovidingproductsandserviceswithlowcostPriceandprofitofalow-costcompany(figure)Context用戶對價價格十分分敏感（（普遍敏敏感/情景型敏敏感<收入下降降時>）實現(xiàn)產(chǎn)品品差別化化的途徑徑很少購買者不不在意品品牌間的的差別存在大量量討價還還價的購購買者(中國式菜菜場)ThewaytoachievelowcostScaleeffectLimitedbythenatureofthebusiness,products,market,andthemanagementLearningcurve（experiencecurve）經(jīng)驗曲線線效應(yīng)來來源：熟熟練，專專業(yè)化，，默會知知識顯性性化（吹吹燈泡）），創(chuàng)新新（了解解越深，，越有創(chuàng)創(chuàng)新可能能，本田田宗一郎郎），標(biāo)標(biāo)準(zhǔn)化學(xué)習(xí)曲線線的共性性企業(yè)間的的學(xué)習(xí)效效果差異異（吃一一塹長一一智，與與反復(fù)跌跌跟頭））ThedesignoftheproductsandprocessTakefulladvantageofthecapacity(多流水線線與智能能流水線線）Thesiteofthebusiness（企業(yè)集集群,張江）Thetimeofentering：先進入入者與后后進入者者Relationwiththevaluechain：供應(yīng)鏈鏈上的合合作Effectofsynergy（跨業(yè)務(wù)務(wù)）：多多元化vs.一體化DisadvantagesofcostleadershipThedisasterofpricewars（中國電視視行業(yè)，空空白－崛起起－價格競競爭－低效效益）Marketsuitabilityoflowcost（派克，中中國絲綢））IgnorethemoreprofitablecompetitivestrategiesLackofinnovation（TV）Destroytheindustrialcooperationandtheprofitabilityofthewholeindustry家樂福和炒炒貨商）Conflictsamongcostobjectives材料、部件件的適用性性與采購成成本）Conflictbetweencostandvalue（招標(biāo)與最最低報價））Costleadershipandtheprofit(theadjustmentofGE’’sNo1,No2strategy,fromrevenuetoprofit）Costleadership,theefficiencyofcorporateoperation,thecompetitionamongdifferentgovernancestructureDifferentiationStrategyProvideextravalueforcustomersbydifferentiationSourcesofdifferentiationscategory：服務(wù)水平平、產(chǎn)品性性能、工藝藝設(shè)計、等等relativity（與眾不同同，星巴克，一家不知知名的餐館館）Differentproductsanddifferentcustomers（北京的汽汽車改裝市市場）ValuabledifferentiationCouldberecognizedbycustomersHardtocopy（本田的發(fā)發(fā)動機）ReasonablepremiumDisadvantagesofdifferentiationstrategyCannotgetappreciatedbythemarketToohighprice/premiumDisharmonyofthevaluechainCopiedbyothersBreakthroughoftechandtheinvalidationofdiff.Innovationanddiff.（軟盤的發(fā)發(fā)展悖論））NichestrategyConcentratedinoneorseveralmarketsegments（勞斯萊斯斯）ProvidevalueforcertaincustomersCloselycooperatewithcustomersCompetitivestrategiesandbusinesslife-cycleDifferentcompetitivestrategiesatdifferentstageofthebusinesslife-cycle只有夕陽的的企業(yè)，沒沒有夕陽的的產(chǎn)業(yè)案例：紡織織行業(yè)的發(fā)發(fā)展上海的重大大戰(zhàn)略決策策浙江塖州領(lǐng)領(lǐng)帶產(chǎn)量占占世界三分分之一廣東東莞大大朗鎮(zhèn)毛衣衣產(chǎn)量每年年超過2億件其他：布藝藝，襯衫，，羽絨，童童裝，牛仔仔服，手套套，面料CompetitivestrategiesandindustrialfeaturesEmergingindustriesFeaturesofthiskindofindustriesInstabilityoftech（藥物試驗驗與中國人人口資源））Lackofperfectcooperationsystem（上海的IC產(chǎn)業(yè),中國漢字））Lackofindustrialstandard（3G之爭）Needalotofinvestment,marketcultivationKeypointsofstrategiesConcentrationofresourcesBuildingindustrystructure,industrialstandardandorder（華宏的VC部門）Changethedoorsill壁壘（Criticalmass）Propertimeofenter(Gametheory)MatureindustriesFeaturesRelativematurityoftech(Microwaveoven)Largemarketsize,usuallyAlternativestrategies:costvs.differentiation優(yōu)化產(chǎn)品系系列創(chuàng)新產(chǎn)業(yè)結(jié)構(gòu)重重組:書店與網(wǎng)上上書店國際化：中中國企業(yè)的的國際化（（貝拉維拉拉，madeinFrance?）向相關(guān)產(chǎn)業(yè)業(yè)轉(zhuǎn)移Scatteredindustriesfeatures：進入壁壘壘低，缺乏乏規(guī)模經(jīng)濟濟效應(yīng)，市市場需求差差別大，市市場需求的的地域化，，政府對規(guī)規(guī)模的限制制Possiblestrategies：產(chǎn)品技術(shù)術(shù)或流程的的再設(shè)計，，標(biāo)準(zhǔn)化，，經(jīng)營模式式創(chuàng)新（連連鎖），集集中戰(zhàn)略Disastersincompetitivestrategiessamestrategiesappliedbyallcompetitors：日本的巧巧克力行業(yè)業(yè)Bottle-neckinapplyingsomestrategies：日本的進進口限制與與產(chǎn)業(yè)發(fā)展展Assessmentofthestrategies：本地，全全國，世界界（節(jié)能，，空調(diào)，洗洗衣機）,localcompetitiontointernationalcompetition(Haier的國際化,WalmartinJapan)戰(zhàn)略要有所所取舍，有有舍才會有有得Session8CriticalMassBusinessStrategy-CriticalMassRaces111臨界數(shù)量（（Criticalmass）的概念最最初來源于于核物理，，其中文譯譯名為“臨臨界質(zhì)量””。原子彈彈的核爆炸炸原理是核核鏈?zhǔn)椒磻?yīng)應(yīng)（NuclearChainReaction），為維持持鏈?zhǔn)椒磻?yīng)應(yīng)所需要的的裂變材料料的最小質(zhì)質(zhì)量就稱為為臨界質(zhì)量量。CriticalmassBusinessStrategy-CriticalMassRaces112Innovationdiffusionandcriticalmass一種創(chuàng)新在在一個社會會系統(tǒng)中的的擴散，只只有使用者者達到系統(tǒng)統(tǒng)總?cè)藬?shù)的的某一比例例后，整個個擴散過程程才可以自自續(xù)(self-sustaining)下去，這這一比例就就是臨界數(shù)數(shù)量。BusinessStrategy-CriticalMassRaces113S曲線BusinessStrategy-CriticalMassRaces114對于臨界數(shù)數(shù)量點的具具體數(shù)值并并無公認的的判據(jù)，只只是大致確確定在系統(tǒng)統(tǒng)人數(shù)的10%到20%之間。不同的技術(shù)術(shù)，不同的的擴散環(huán)境境，對于擴擴散達到臨臨界數(shù)量的的要求可能能都有影響響B(tài)usinessStrategy-CriticalMassRaces115Positivefeedbackandwinner-take-all當(dāng)兩個或更更多的公司司爭奪正反反饋效應(yīng)很很大的市場場時，只有有一個會成成為贏家。。開始領(lǐng)先的的技術(shù)——也許占有60％大的市場場份額——成長到接接近100％，而開開始占有有40％市場份份額的技技術(shù)下滑滑到10％。強者更強強，弱者者更弱BusinessStrategy-CriticalMassRaces11650市場份額額（百分比比）1000時間贏家輸家戰(zhàn)爭區(qū)域域Winner-take-allBusinessStrategy-CriticalMassRaces117時間飽和起飛啟動用戶數(shù)量BusinessStrategy-CriticalMassRaces118在信息經(jīng)經(jīng)濟中，，最豐厚厚的回報報總是由由贏家獲獲得，而而不是第第二名BusinessStrategy-CriticalMassRaces119網(wǎng)絡(luò)效應(yīng)應(yīng)某一種產(chǎn)產(chǎn)品對用用戶的價價值，隨隨著采用用相同產(chǎn)產(chǎn)品或可可兼容產(chǎn)產(chǎn)品的用用戶增加加而增大大。在產(chǎn)品有有網(wǎng)絡(luò)特特點，尤尤其是消消費者從從該產(chǎn)品品或服務(wù)務(wù)中得到到的價值值取決于于該網(wǎng)絡(luò)絡(luò)系統(tǒng)的的規(guī)模時時,臨界數(shù)量量就顯得得極為重重要網(wǎng)絡(luò)效用用可以用用“bandwagonmodel””即花車模模型來解解釋。BusinessStrategy-CriticalMassRaces120每一個使使用者的的數(shù)量取取決于其其他使用用者的數(shù)數(shù)量Price

QuantityP1Q1bandwagonmodel花車效應(yīng)應(yīng)增加了了該項服服務(wù)對網(wǎng)網(wǎng)絡(luò)中每每個使用者的的價值，，即產(chǎn)品品的邊際際購買產(chǎn)產(chǎn)生的效用值高高于邊際際內(nèi)產(chǎn)品品的價值值，Q2BusinessStrategy-CriticalMassRaces121梅特卡夫夫定律網(wǎng)絡(luò)的有有用性（（價值））隨著用用戶數(shù)量量的平方方數(shù)增加加而增加加。假設(shè)網(wǎng)絡(luò)絡(luò)中有n個人，則則網(wǎng)絡(luò)對對所有人人的總價價值與n（n-1）=n2-n成正比。。網(wǎng)絡(luò)連線線數(shù)量：：1/2(n2-n)BusinessStrategy-CriticalMassRaces122網(wǎng)絡(luò)外部部性的來來源“自有價值值”(AutarkyValue)。在沒有別別的使用用者的情情況下，，產(chǎn)品本本身所具具有的那那部分價價值“協(xié)同價值值”(SynchronizationValue)。當(dāng)新的用用戶加入入網(wǎng)絡(luò)時時，老用用戶從中中獲得的的額外價價值主產(chǎn)品和和補充產(chǎn)產(chǎn)品的相相互作用用（兼容））。在某個系統(tǒng)統(tǒng)中,單件產(chǎn)品只有有在于其其他產(chǎn)品品相互配配合后才才能發(fā)揮揮作用。。因此用用戶在購購買某件件產(chǎn)品后后通常還還會購買買相應(yīng)的的硬件和和軟件。。此時一一旦用戶戶向某種種特定的的系統(tǒng)投投入各種種補充和和耐用資資產(chǎn)時，，就會產(chǎn)產(chǎn)生鎖定定。BusinessStrategy-CriticalMassRaces123負的網(wǎng)絡(luò)絡(luò)外部性性擁塞Email的使用者者有可能能會因為為速度太太慢而苦苦惱StrategiesundercriticalmassBusinessStrategy-CriticalMassRaces125首先，降降低產(chǎn)品品的價格格，以犧犧牲短期期利潤來來獲得長長期的利利潤。其次，通過促銷加大大產(chǎn)品的的知名度度并通過過免費贈贈送等手手段使消消費者率率先使用用自己的的產(chǎn)品。。如何提高高初始使使用者的的數(shù)量BusinessStrategy-CriticalMassRaces126力圖告訴訴顧客他他們自己己的產(chǎn)品品最終將將成為標(biāo)標(biāo)準(zhǔn)，在在市場上上競爭性性型的“預(yù)告”一種產(chǎn)品品的問世世，使消消費者深深信自己己跟多了了“潮流”最后，在在補充性性的產(chǎn)品品上加大大投資并并向公眾眾告示原原系統(tǒng)將將不斷升升級而這這些產(chǎn)品品將會免免費贈送送根據(jù)產(chǎn)品品的互補補關(guān)系和和核心產(chǎn)產(chǎn)品的市市場壟斷斷地位，，把產(chǎn)品品捆綁在在一起以以低于產(chǎn)產(chǎn)品單價價總和的的價格進進行銷售售BusinessStrategy-CriticalMassRaces127如何鎖定定顧客鎖定的對對象客戶供供應(yīng)應(yīng)商合合作作伙伴BusinessStrategy-CriticalMassRaces128忠實顧客客計劃指顧客重重復(fù)購買買就會得得到回報報，明確確刺激顧顧客完全全或者主主要從單單個銷售售者處購購買BusinessStrategy-CriticalMassRaces129兩個轉(zhuǎn)移移成本一、如果果你停止止從以前前的供應(yīng)應(yīng)商處購購買，你你就可能能喪失一一部分積積分，BusinessStrategy-CriticalMassRaces130兩個轉(zhuǎn)移移成本二、在使使用的基基礎(chǔ)上累累積更多多的福利利，越來來越多的的公司將將根據(jù)顧顧客的歷歷史購買買為他們們提供優(yōu)優(yōu)惠待遇遇，溫泉旅旅游豪華酒酒店BusinessStrategy-CriticalMassRaces131供應(yīng)商商及合合作伙伙伴降低成成本提高效效率排擠競競爭更好的的利用用合作作伙伴伴BusinessStrategy-CriticalMassRaces132（3）鎖定定周期期品牌選選擇A鎖定D試用B品牌確確立C對該品品牌沒沒有鎖鎖定偏偏好主動使使用新新品牌牌，進進行嘗嘗試顧客習(xí)習(xí)慣了了新品品牌且且產(chǎn)生生偏好好轉(zhuǎn)移成成本就就異常常高BusinessStrategy-CriticalMassRaces133合作和和兼并并——建立聯(lián)聯(lián)盟組成聯(lián)聯(lián)盟聯(lián)盟間間的互互聯(lián)BusinessStrategy-CriticalMassRaces134