事業(yè)層策略二

Business-LevelStrategyMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter41StrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationChapter4Business-LevelStrategyStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter13StrategicEntrepreneurship2Business-LevelStrategyBusiness-levelstrategy:anintegratedandcoordinatedsetofcommitmentsandactionsthefirmusestogainacompetitive

advantagebyexploitingcorecompetenciesinspecificproductmarkets3CoreCompetenciesandStrategyTheresourcesandcapabilitiesthathavebeendeterminedtobeasourceofcompetitiveadvantageforafirmoveritsrivalsAnintegratedandcoordinatedsetofactionstakentoexploitcorecompetenciesandgainacompetitiveadvantageActionstakentoprovidevaluetocustomersandgainacompetitiveadvantagebyexploitingcorecompetenciesinspecific,individualproductmarketsBusiness-levelstrategyStrategyCorecompetencies4KeyIssuesofBusiness-LevelStrategyWhatgoodorservicetooffercustomersHowtomanufactureorcreatethegoodorserviceHowtodistributethegoodorserviceinthemarketplace5TheCentralRoleofCustomers

Inselectingabusiness-levelstrategy,thefirmdetermines1.whoitwillserve2. whatneedsthosetargetcustomershavethatitwillsatisfy3. howthoseneedswillbesatisfied6策略事業(yè)單位的確認(rèn)Strategicbusinessunit,SBU事業(yè)競爭策略管理的單位事業(yè)單位的界定顧客群顧客需要核心能力7ManagingRelationshipsWithCustomersCustomerrelationshipsarestrengthenedbyofferingthemsuperiorvaluehelpcustomerstodevelopanewcompetitiveadvantageenhancethevalueofexistingcompetitiveadvantages8ManagingRelationshipsWithCustomersEstablishacompetitiveadvantagealongthesedimensions:Reachthefirm’saccessandconnectiontocustomersRichnessthedepthanddetailofthetwo-wayflowofinformationbetweenthefirmandcustomersAffiliationfacilitatingusefulinteractionswithcustomers9顧客分析

企業(yè)服務(wù)的對象是誰?(WHO)目標(biāo)顧客想要獲得滿足是什麼?(WHAT)企業(yè)如何以選定的策略滿足顧客需求?(HOW)不斷重新思考顧客是誰和顧客保持密切與經(jīng)常的接觸決定如何利用對手無法仿效的核心能力來創(chuàng)造價值設(shè)計合宜策略10CustomersMarketSegmentationConsumerMarketsIndustrialMarkets11企業(yè)業(yè)服服務(wù)務(wù)的的對對象象是是誰誰?(WHO)區(qū)隔隔市市場場人口口統(tǒng)統(tǒng)計計變變數(shù)數(shù)地理理變變數(shù)數(shù)生活活型型態(tài)態(tài)個人人特特質(zhì)質(zhì)消費(fèi)費(fèi)模模式式產(chǎn)業(yè)業(yè)結(jié)結(jié)構(gòu)構(gòu)特特性性組織織規(guī)規(guī)模模市場場區(qū)區(qū)隔隔中中的的市市場場區(qū)區(qū)隔隔利用用資資訊訊科科技技大規(guī)規(guī)模模顧顧客客化化(masscustomerization)的效效益益12MarketSegmentation:ConsumerMarketsDemographicfactorsConsumerMarketsSocioeconomicfactorsGeographicfactorsPsychologicalfactorsConsumptionpatternsPerceptualfactorsDem.Soc.Geo.Psy.Con.Per.13MarketSegmentation:IndustrialMarketsIndustrialMarketsEnd-usesegmentsProductsegmentsGeographicsegmentsCommonbuyingfactorsegmentsCustomersizesegmentsEndPro.Geo.Buy.Size14目標(biāo)標(biāo)顧顧客客想想要要什什麼麼?(WHAT)確認(rèn)認(rèn)與與了了解解目目標(biāo)標(biāo)顧顧客客的的需需求求預(yù)測測目目標(biāo)標(biāo)顧顧客客未未知知(發(fā)發(fā)現(xiàn)現(xiàn))的的需需求求在顧顧客客之之前前在對對手手有有行行動動之之前前(第第一一行行動動者者優(yōu)優(yōu)勢勢)設(shè)法利用用本身之之核心能能力以滿滿足顧客客的需求求15TypesofBusiness-LevelStrategiesBusiness-levelstrategiesareintendedtocreatedifferencesbetweenthefirm’spositionrelativetothoseofitsrivalsTopositionitself,thefirmmustdecidewhetheritintendstoperformactivitiesdifferentlyortoperformdifferentactivitiesascomparedtoitsrivals16競爭策略略的選擇擇在特定產(chǎn)產(chǎn)業(yè)中事事業(yè)單位位針對所所選定的的市場區(qū)區(qū)隔,如如何以競競爭策略略改善其其產(chǎn)品或或服務(wù)的的競爭地地位,並並建立可可持久的的競爭優(yōu)優(yōu)勢策略選擇擇的考慮慮因素產(chǎn)業(yè)長期期獲利率率水準(zhǔn)與與影響獲獲利之因因素產(chǎn)業(yè)中企企業(yè)的相相對競爭爭地位17FiveGenericStrategiesCompetitiveAdvantageCompetitiveScopeCostUniquenessBroadtargetNarrowtargetCostLeadershipDifferentiationFocusedCostLeadershipFocusedDifferentiationIntegratedCostLeadership/Differentiation18產(chǎn)品/市市場/核核心能力力/競爭爭策略成本領(lǐng)導(dǎo)策略差異化策略集中化策略產(chǎn)品差異化低(主要來自價格)高(主要來自獨(dú)特性)低至高(價格或獨(dú)特性)市場區(qū)隔化低(大市場)高(許多個區(qū)隔市場)低(一個或一些區(qū)隔市場)核心能力製造與物料管理研發(fā)/行銷任何19CostLeadershipStrategyAnintegratedsetofactionsdesignedtoproduceordelivergoodsorservicesatthelowestcost,relativetocompetitorswithfeaturesthatareacceptabletocustomersrelativelystandardizedproductsfeaturesacceptabletomanycustomerslowestcompetitiveprice20CostLeadershipStrategyCostsavingactionsrequiredbythisstrategy:buildingefficientscalefacilitiestightlycontrollingproductioncostsandoverheadminimizingcostsofsales,R&Dandservicebuildingefficientmanufacturingfacilitiesmonitoringcostsofactivitiesprovidedbyoutsiderssimplifyingproductionprocesses21HowtoObtainaCostAdvantageCostDriversValueChainDetermineandcontrolReconfigure,ifneededAlterproductionprocessChangeinautomationNewdistributionchannelDirectsalesinplaceofindirectsalesNewadvertisingmediaNewrawmaterialBackwardintegrationForwardintegrationChangelocationrelativetosuppliersorbuyers22ProductfeaturesPerformanceMix&varietyofproductsServicelevelsSmallvs.largebuyersProcesstechnologyWagelevelsHiring,training,motivationFactorsThatDriveCostsEconomiesofscaleAssetutilizationCapacityutilizationpatternSeasonal,cyclicalInterrelationshipsOrderprocessinganddistributionValuechainlinkagesAdvertising&salesLogistics&operations23支援性

活動動基本活動內(nèi)部後勤作業(yè)外部後勤行銷與銷售服務(wù)採購技術(shù)發(fā)展人力資源管理理企業(yè)的基礎(chǔ)建建設(shè)邊際邊際價值創(chuàng)造活動動--成本本領(lǐng)導(dǎo)策略組織扁平以減減少間接成本本簡化化規(guī)劃程序與與成本降低流動率訓(xùn)訓(xùn)練員工工以改善效率率與效能強(qiáng)調(diào)製程創(chuàng)新新與改善投投資與致力力於發(fā)展降低低製造成本的的活動改善採購程序序與對供應(yīng)商商關(guān)係以降低低進(jìn)貨成本定定期評估供供應(yīng)商績效使供應(yīng)商與生生產(chǎn)程序密切切配合獲得規(guī)模經(jīng)濟(jì)濟(jì)設(shè)置置可得效率規(guī)規(guī)模的生產(chǎn)設(shè)設(shè)施降低送貨成本本選擇擇低成本的運(yùn)運(yùn)送人精簡銷售人員員與提高素質(zhì)質(zhì)訂訂定具競爭力力的價格有效率與適當(dāng)當(dāng)安裝以降低低修理率24QuestionsLeadingtoLowerCosts1.Howcananactivitybeperformeddifferentlyoreveneliminated?2. Howcanagroupoflinkedvalueactivitiesberegroupedorreordered?3. Howmightcoalitionswithotherfirmsloweroreliminatecosts?25CostLeadershipStrategyandtheFiveForcesofCompetitionRivalryAmongCompetingFirmsCanusecostleadershipstrategytoadvantagesince:competitorsavoidpricewarswithcostleaders,creatinghigherprofitsfortheentireindustryRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition26CostLeadershipStrategyandtheFiveForcesofCompetitionBargainingPowerofBuyersCanmitigatebuyers’powerby:drivingpricesfarbelowcompetitors,causingthemtoexitandshiftingpowerwithbuyersbacktothefirmRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition27CostLeadershipStrategyandtheFiveForcesofCompetitionBargainingPowerofSuppliersCanmitigatesuppliers’powerby:beingabletoabsorbcostincreasesduetolowcostpositionbeingabletomakeverylargepurchases,reducingchanceofsupplierusingpowerRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition28CostLeadershipStrategyandtheFiveForcesofCompetitionRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetitionThreatofNewEntrantsCanfrightenoffnewentrantsdueto:theirneedtoenteronalargescaleinordertobecostcompetitivethetimeittakestomovedownthelearningcurve29CostLeadershipStrategyandtheFiveForcesofCompetitionThreatofSubstituteProductsCostleaderiswellpositionedto:makeinvestmentstobefirsttocreatesubstitutesbuypatentsdevelopedbypotentialsubstituteslowerpricesinordertomaintainvaluepositionRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition30MajorRisksofCostLeadershipStrategyDramatictechnologicalchangecouldtakeawayyourcostadvantageCompetitorsmaylearnhowtoimitatevaluechainFocusonefficiencycouldcausecostleadertooverlookchangesincustomerpreferences31DifferentiationStrategyAnintegratedsetofactionsdesignedbyafirmtoproduceordelivergoodsorservices(atanacceptablecost)thatcustomersperceiveasbeingdifferentinwaysthatareimportanttothempriceforproductcanexceedwhatthefirm’stargetcustomersarewillingtopaynonstandardizedproductscustomersvaluedifferentiatedfeaturesmorethantheyvaluelowcost32DifferentiationStrategyValueprovidedbyuniquefeaturesandvaluecharacteristicsCommandpremiumprice溢價HighcustomerserviceSuperiorqualityPrestigeorexclusivityRapidinnovation33DifferentiationStrategyDifferentiationactionsrequiredbythisstrategy:developingnewsystemsandprocessesshapingperceptionsthroughadvertisingqualityfocuscapabilityinR&Dmaximizehumanresourcecontributionsthroughlowturnoverandhighmotivation34HowtoObtainaDifferentiationAdvantageCostDriversValueChainControlifneededReconfiguretomaximizecustomerperceptionsofuniquenesscustomerreluctancetoswitchtonon-uniqueproductRaiseperformanceofproductorserviceLowerbuyers’costsCreatesustainabilitythrough:35FactorsThatDriveDifferentiationUniqueproductfeaturesUniqueproductperformanceExceptionalservicesNewtechnologiesQualityofinputsExceptionalskillorexperienceDetailedinformation36支援性

活動動基本活動內(nèi)部後勤作業(yè)外部後勤行銷與銷售服務(wù)採購技術(shù)發(fā)展人力資源管理理企業(yè)的基礎(chǔ)建建設(shè)邊際邊際價值創(chuàng)造活動動--差異異化策略經(jīng)由資訊系統(tǒng)統(tǒng)更了解顧客客推行行全面品管創(chuàng)新獎勵辦法法強(qiáng)調(diào)非非客觀性績效效評量人人員訓(xùn)練注重基礎(chǔ)研究究與產(chǎn)品創(chuàng)新新發(fā)展容易取得得高品質(zhì)原料料的系統(tǒng)採採購高品品質(zhì)零件妥善處理進(jìn)料料以維持高品品質(zhì)迅速反應(yīng)顧客客需求生生產(chǎn)足以吸吸引顧客的產(chǎn)產(chǎn)品正確與快速處處理顧客訂單單迅速送送達(dá)貨品安排各種信用用交易與與顧客及供供應(yīng)商保持密密切關(guān)係訓(xùn)練顧客正確確使用產(chǎn)品保保留完完整零件庫存存37DifferentiationStrategyandtheFiveForcesofCompetitionRivalryAmongCompetingFirmsCandefendagainstcompetitionbecause:brandloyaltytodifferentiatedproductoffsetspricecompetitionRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition38DifferentiationStrategyandtheFiveForcesofCompetitionBargainingPowerofBuyersCanmitigatebuyerpowerbecause:welldifferentiatedproductsreducecustomersensitivitytopriceincreasesRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition39DifferentiationStrategyandtheFiveForcesofCompetitionBargainingPowerofSuppliersCanmitigatesuppliers’powerby:absorbingpriceincreasesduetohighermarginspassingalonghighersupplierpricesbecausebuyersareloyaltodifferentiatedbrandRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition40DifferentiationStrategyandtheFiveForcesofCompetitionThreatofNewEntrantsCandefendagainstnewentrantsbecause:newproductsmustsurpassprovenproductsor,newproductsmustbeatleastequaltoperformanceofprovenproducts,butofferedatlowerpricesRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition41DifferentiationStrategyandtheFiveForcesofCompetitionThreatofSubstituteProductsWellpositionedrelativetosubstitutesbecause:brandloyaltytoadifferentiatedproducttendstoreducecustomers’testingofnewproductsorswitchingbrandsRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition42MajorRisksofDifferentiationStrategyCustomersmaydecidethatthepricedifferentialbetweenthedifferentiatedproductandthecostleader’sproductistoolargeMeansofdifferentiationmayceasetoprovidevalueforwhichcustomersarewillingtopay續(xù)下頁43MajorRisksofDifferentiationStrategyExperiencemaynarrowcustomer’sperceptionsofthevalueofdifferentiatedfeaturesofthefirm’’sproductsMakersofcounterfeitgoodsmayattempttoreplicatedifferentiatedfeaturesofthefirm’’sproducts仿冒品44FocusedBusiness-LevelStrategiesAfocusstrategymustexploitanarrowtarget’’sdifferencesfromthebalanceoftheindustryby:isolatingaparticularbuyergroupisolatingauniquesegmentofaproductlineconcentratingonaparticulargeographicmarketfindingtheir“niche””45FactorsThatMayDriveFocusedStrategiesLargefirmsmayoverlooksmallnichesFirmmaylackresourcestocompeteinthebroadermarketMaybeabletoserveanarrowmarketsegmentmoreeffectivelythancanlargerindustry-widecompetitorsFocusmayallowthefirmtodirectresourcestocertainvaluechainactivitiestobuildcompetitiveadvantage46MajorRisksofFocusedStrategiesFirmmaybe“outfocused”bycompetitorsLargecompetitormaysetitssightsonyournichemarketPreferencesofnichemarketmaychangetomatchthoseofbroadmarket47AdvantagesofIntegratedStrategyAfirmthatsuccessfullyusesanintegratedcostleadership/differentiationstrategyshouldbeinabetterpositionto:adaptquicklytoenvironmentalchangeslearnnewskillsandtechnologiesmorequicklyeffectivelyleverageitscorecompetencieswhilecompetingagainstitsrivals48BenefitsofIntegratedStrategySuccessfulfirmsusingthisstrategyhaveabove-averagereturnsFirmofferstwotypesofvaluestocustomerssomedifferentiatedfeatures(butlessthanatruedifferentiatedfirm)relativelylowcost(butnowaslowasthecostleader’’sprice)49MajorRisksofIntegratedStrategyAnintegratedcost/differentiationbusinesslevelstrategyofteninvolvescompromises(neitherthelowestcostnorthemostdifferentiatedfirm)Thefirmmaybecome“stuckinthemiddle”lackingthestrongcommitmentandexpertisethataccompaniesfirmsfollowingeitheracostleadershiporadifferentiatedstrategy50整合性低低成本／／差異化化策略的的風(fēng)險企業(yè)若無無法在自自己所選選定的競競爭範(fàn)疇疇中建立立領(lǐng)導(dǎo)地地位，或或沒有明明確的競競爭優(yōu)勢勢，便會會遭遇夾夾在其中中的風(fēng)險險51HolidayInn個案HolidayInn的發(fā)展]創(chuàng)始人——KemmonsWilson於1950年代代出外渡渡假時發(fā)發(fā)現(xiàn)當(dāng)時時旅館業(yè)業(yè)服務(wù)品品質(zhì)差且且價格不不合理的的現(xiàn)象Wilson發(fā)現(xiàn)市場場尚未獲獲得滿足足的需求求,於是是起了創(chuàng)創(chuàng)業(yè)的念念頭標(biāo)準(zhǔn)化服服務(wù)—空空調(diào)/製製冰機(jī)與與合理的的房價在1960年代代結(jié)束前前共有1000多家,住房率率高達(dá)80%市場出現(xiàn)現(xiàn)變化旅遊者對對於飯店店產(chǎn)品與與服務(wù)的的需求出出現(xiàn)變化化導(dǎo)致市場場變化的的因素為為何競爭者掌掌握到市市場的脈脈動HyattMotel6與DaysInnHolidayInn改變策略略52基本競爭爭策略的的實(shí)施條條件競爭策略所需技術(shù)與資源對組織的要求成本領(lǐng)導(dǎo)獲取資金,持續(xù)資本投資製造工程技術(shù)對人員嚴(yán)密監(jiān)控簡化產(chǎn)品設(shè)計技術(shù)建立廉價配銷系統(tǒng)嚴(yán)密成本控制定期提出嚴(yán)謹(jǐn)?shù)某杀緢蟾婷鞔_的責(zé)任歸屬以生產(chǎn)數(shù)量為獎勵重點(diǎn)差異化行銷能力強(qiáng)產(chǎn)品具有創(chuàng)造力基礎(chǔ)研究能力強(qiáng)品質(zhì)與技術(shù)卓越配銷系統(tǒng)的密切配合研發(fā),產(chǎn)品發(fā)展與行銷的整合吸引技術(shù)人員,科學(xué)家與具有創(chuàng)意的人員以創(chuàng)意與品質(zhì)為獎勵的重點(diǎn)集中兼具上述各項(xiàng)針對一個狹小的市場區(qū)隔兼具上述各項(xiàng)針對一個狹小的市場區(qū)隔53事業(yè)層投投資策略略事業(yè)投資資策略的的考慮競爭地位位生命週期期效應(yīng)54事業(yè)投資資策略產(chǎn)業(yè)生命週期階段強(qiáng)勢競爭地位弱勢競爭地位萌芽期佔(zhàn)有率建立策略佔(zhàn)有率建立策略成長期成長策略市場集中策略成長消退期佔(zhàn)有率增加策略市場集中或收割/清算策略成熟期維持或獲利策略收割/清算或撤資策略衰退期市場集中或收割(減資)策略轉(zhuǎn)向或清算撤資策略55事業(yè)投資資策略產(chǎn)業(yè)生命週期階段強(qiáng)勢競爭地位弱勢競爭地位萌芽期佔(zhàn)有率建立策略佔(zhàn)有率建立策略成長期成長消退期成熟期衰退期Share––buildingstrategy目的在於於發(fā)展出出一個穩(wěn)穩(wěn)定與獨(dú)獨(dú)特的競競爭優(yōu)勢勢需投資大大量資金金於研發(fā)發(fā)/行銷銷/服務(wù)務(wù)大多數(shù)資資金無法法內(nèi)部產(chǎn)產(chǎn)生需仰仰賴外部部投資者者或創(chuàng)業(yè)業(yè)投資者者的援助助競爭企業(yè)業(yè)不多,競爭地地位不易易區(qū)分56事業(yè)投資資策略產(chǎn)業(yè)生命週期階段強(qiáng)勢競爭地位弱勢競爭地位萌芽期成長期成長策略市場集中策略成長消退期成熟期衰退期Growthstrategy鞏固現(xiàn)有有地位與與提供成成長消退退期時的的生存基基礎(chǔ)策略性群群體在此此時逐漸漸發(fā)展與與明顯化化—分別追求不不同的事事業(yè)競爭爭策略弱勢競爭爭地位的的企業(yè)無無法再繼繼續(xù)於廣廣泛的市市場中全全面競爭爭,而採採市場集集中策略略57事業(yè)投資資策略產(chǎn)業(yè)生命週期階段強(qiáng)勢競爭地位弱勢競爭地位成長消退期佔(zhàn)有率增加策略市場集中或收割/清算策略成熟期衰退期此階段需需求成長長趨緩企業(yè)在成成長期時時錯估市市場需求求的成長長幅度,大肆擴(kuò)擴(kuò)大生產(chǎn)產(chǎn)規(guī)模,產(chǎn)業(yè)出出現(xiàn)產(chǎn)能能過剩現(xiàn)現(xiàn)象競爭變得得更為激激烈,可可能出現(xiàn)現(xiàn)價格戰(zhàn)戰(zhàn)強(qiáng)勢企業(yè)業(yè)與弱勢勢企業(yè)的的策略明明顯不同同弱勢企業(yè)業(yè)開始有有退出市市場的動動作(退退出障礙礙是一重重要關(guān)鍵鍵因素)58事業(yè)投資資策略產(chǎn)業(yè)生命週期階段強(qiáng)勢競爭地位弱勢競爭地位萌芽期成長期成長消退期成熟期維持或獲利策略收割/清算或撤資策略衰退期市場集中或收割(減資)策略轉(zhuǎn)向或清算撤資策略Hold-maintainstrategy策略性群群體已經(jīng)經(jīng)明確形形成—成本領(lǐng)導(dǎo)群群/差異異化群企業(yè)因?yàn)闉槭袌鲆岩褲u趨飽飽和,需需要強(qiáng)力力防衛(wèi)自自己的市市場與競競爭地位位(強(qiáng)者)繼續(xù)優(yōu)優(yōu)勢維持持與建立立的投資資決策與與行動(弱者)退出市市場的行行動59事業(yè)投資資策略產(chǎn)業(yè)生命週期階段強(qiáng)勢競爭地位弱勢競爭地位衰退期市場集中或收割(減資)策略轉(zhuǎn)向或清算撤資策略Concentrationstrategy/assetreductionstrategy/harveststrategy/liquidationstrategy/turnaroundstrategy轉(zhuǎn)向策略略是指重重新界定定經(jīng)營焦焦點(diǎn)與重重新分配配資源以以獲得轉(zhuǎn)轉(zhuǎn)機(jī)60衰退期競競爭強(qiáng)度度的研判判市場衰退退速度退出障礙礙高度固定成本本高低產(chǎn)品的一一般特性性61衰退產(chǎn)業(yè)業(yè)的策略略選擇衰退產(chǎn)業(yè)業(yè)的競爭爭強(qiáng)度強(qiáng)弱企業(yè)在小小市場區(qū)區(qū)隔上的的優(yōu)勢低高收割或撤撤資撤資利基或收收割領(lǐng)導(dǎo)或利利基629、靜夜四四無鄰，，荒居舊舊業(yè)貧。。。1月-231月-23Sunday,January1,202310、雨中黃葉葉樹，燈下下白頭人。。。20:18:4520:18:4520:181/1/20238:18:45PM11、以我獨(dú)沈沈久，愧君君相見頻。。。1月-2320:18:4520:18Jan-2301-Jan-2312、故人江江海別，，幾度隔隔山川。。。20:18:4520:18:4520:18Sunday,January1,202313、乍見翻疑夢夢，相悲各問問年。。1月-231月-2320:18:4520:18:45January1,202314、他鄉(xiāng)鄉(xiāng)生白白發(fā)，，舊國國見青青山。。。01一一月月20238:18:45下下午2