產(chǎn)業(yè)動(dòng)態(tài)與全球市場(chǎng)分析

產(chǎn)業(yè)動(dòng)態(tài)與全球市場(chǎng)分析OverviewoftheBlockTheoriesofIndustrialDynamismandIndustryAnalysisTheoriesofCompetitionandImplicationsforStrategiesofInternationalFirmsInternationalMarketKnowledgeTheInternetTheConceptofIndustrialDynamicsIndustrialOrganisation(IO)EconomicsTheS-C-PmodelPorter’sFiveForcesTheoriesofCompetitionPerfectcompetitionIndependenceandcompetitiverivalryResource-AdvantageTheoryCompetitiveDynamicsCompetitionisevolutionaryFirmstrategiesaredisequilibriumprovoking(cf.Schumpeter’screativedestruction)ThePlayersThefocalindustryCustomers’industry/industriesSuppliers’industry/industriesTheenvironmentastheplayingfieldTheRoleofICTinChangingtheRulesoftheGameICTengineeredcompetitors-newentrantsICTasastrategictoolICTaschainfacilitatorsUpstreamDownstreamMigatronic-”TheRollingCase”

TestingTheory-PracticefitCharacteristicsofMigatronic’sindustryNatureanddegreeofcompetitivedynamicsAppropriatnessoftheS-C-PmodelStrategicOrientationofMigatronicKnowledgeAcquisitionandManagementPossibleroleofICTAlternativebusinessdevelopmentstrategiesforMigatronic-SomeKeyConcept&TheoriesDynamicCompetitionDynamicEfficiencyCompetence-basedtheoryResource-basetheoryAlternativeapproachestobusinessknowledgemanagement(EastandWest)ICTandInternationalBusinessManagementCompetence-basedTheoryTheConceptofCoreCompetenceDynamicsofFirmcompetenceCreatingcompetenceLeveragingcompetenceRenewingcompetence

Theconceptoforganisationalcapabilities

StrategicImplicationsoftheCompetence-basedTheoryEnvironmentalscanningIdentifyingopportunitiesandthreatsAchievingstrategicfitManagementForesightProactivestrategies

TeachingMethodsLecturesReadingAssignmentsWorkshopMiniprojectInternationalMarketAnalysisAimsandApproachesAimsInsightintoalternativeapproachestointernationalmarketknowledgegenerationanddisseminationAwarenessofproblemsandsolutionstomarketanalysisImproveskillsinundertakingmarketanalysisApproacheslecturesanddiscussionsExercisesSeminar/jointlearningMarketAnalysisandOrganisationalViewoftheEnvironmentObjectivelyanalyzableCannotbeinfluencedRoutineanalysis,formaldata,interpretationwithintraditionalboundariesPassiveresponsesCanbeinfluencedDiscovering,formalsearch,surveysetc.ActivedetectionandresponsebehaviourSelfconstructed/NotobjectivelyanalyzableCannotbeinfluencedInterpretationbasedoninformaldata,hunches,rumourResponsesguidedbychance,opportunitiesCanbeinfluencedEnacting,experimentation,testing,coercion,innovation,learningbydoingAssumptionsUnderlyingKnowledgeAcquisitionThewesternperspectiveKnowledgeisacquired,notcreatedRationalismExistenceofabsolutetruththatcanbededucedfromlogical,rationalreasoningEmpiricismKnowledgeisbestderivedfromempiricalsensoryexperience/evidence(inductiveapproachtoknowledgeacquisition)AttemptsatsynthesisImplicationsforMarketKnowledgeAcquisitionObjectiveviewofthemarketenvironmentAnalyticalsyntheticapproachtomarketanalysisSelectivefocuson”relevant”knowledgeSeparationofanalystfromtheuserofknowledgeEmphasisonexplicitknowledgeCodificationinmodelsandreportsTheasianperspectiveOnenessofpersonandtheenvironmentOnenessofbodyandmindImplicationsCreationofknowledgethroughinteractionEnactmentoftheenvironmentHolistic(non-fragmentary)viewofknowledgeEmphasisontacitknowledgeHolisticcommitmenttobreakawayfromthepastCreatingandmanagingchangeThreeTypesofProductiveOrganisationalLearningSinglelooplearning(negativefeedback/firstorderlearning)Instrumentallearning-learningtodothesamethingbetter-efficiencyDoesnotchallengetheunderlyingassumptionsoftasksChangeonlyactionparametersUnderlyingassumptionsThereisarightanswerInvestigationswillrevealthisanswerAnswercanbesuccessfullyappliedtothegivensituationDoublelooplearningLearningtodothingsdifferently-effectivenessUnderlyingassumptionsTherearemanyrightanswersEmployeeshavethecreativecapacitytofindtherightanswersLearningwhiledoingMultipleLoopLearning(Learningtolearn)CombiningsingleanddoublelooplearningTypesofMarketingIntelligenceOffensiveMarketIntelligenceMarketopportunityanalysisDefensiveMarketIntelligenceMarketmonitoringtoavoidsurprisesInformationoncurrentandpotentialcompetitors(eg.verticalintegrationofcustomers)MarketIntelligenceforInternalManagementPerfomanceappraisaltoolInformationonperformanceoftheindustryandkeycompetitorsTheEmicandEticDebateEmic(Inside-Out)ProsKnowledgeofcompanyobjective,decisionmakingprocedures,cultureAssesstocompanydatabaseanddatapreferencesGreatercommitmentConsRoutinisedbehaviour,single-looplearning,Etic(Outside-In)ProsGreaterchancesfornovelideas,triggeringorganisationalchangeConsIrrelevantdata;maybecostlytocollectDatamaybecollectedtolegitimisetopmanagementdecisionStudyingtheCompanyEspousedtheoriesvs.Theories-in-useOrganisationalmindsetCorerigiditiesandroutinizedbehaviourResearcher-ManagementRelationshipTheissueoftrustHiddenagendaofTopManagementRespondentSelectionRespondentsasrepresentativeofanorganizationSpeakfortheorganisationorunitRespondentsasprivateindividuals,heirpersonalcapacitySpeakoftheorganisationorunitRespondent’spersonalagendaTopmanagementcontrolofrespondentselectionSelectionbasedonrecommendationsProblemsofoverorunder-representationTheConceptofMarketKnowledgeRational-EmotionalKnowledgeDeclarativeknowledge(facts)SkillsCognitive/perceptualknowledgeSubjectivewisdom,non-causality,affectivebehaviourIndividual-CollectiveKnowledgetrainedcapacity(incapacity)groupnorms,rulesandvalues;“communityofpractices”organisationalmindset(“corecapabilities”or“corerigidities”Explicit-TacitKnowledgecodificationofknowledge----experiencedbasedknowledge”O(jiān)rganisationalDisseminationofMarketKnowledgeProblemsofknowledgeconversionIsface-to-faceinteractionnecessary?ProblemsofcomputermediateddisseminationFunctional/DepartmentalknowledgepreferencesIndividualknowledgepreferencesCulture-basedpreferenceinmulticulturedorganisationsHistory-basedpreferenceRule-basedconstraintsAnalysisOfNewMarketOpportunitiesTOYNEANDWALTER’SCLASSIFICATIONincipientdemandmarketsexpectedtoexistinthefuturelatentdemandrepresentsanuntappeddemandcurrentdemand.AnalysisOfNewMarketOpportunitiesClassificationofmarketsPotentialmarket–customerswhohaveshowninterestbutlackpurchasingpowerAvailablemarket-customerswhohaveshowninterestandhavethepurchasingpowerTarget

market–themarketsegmentthatthevendorispreparedtoservepenetrated(served)marketunpenetrated,(un-served)marketAnsoff’sProduct-MarketFrameworkAnalysisofcurrentmarketsituationsChangesinmarketsegmentconfigurationChangesincompetitorsituationsMarketingmixgapanalysisCustomervalueanalysisAnalysisofnewmarketsituationsIndustrychangesCountryeconomic,political,socialchangesSegmentationanalysisAnalysisofnewproductsituationsBenchmarkingPotentialcustomerneeds/valueanalysisAnalysisofopportunitiesfordiversificationMarketSelectionandPruningDecisionsConventionalApproachesExpansiveApproachExperimentalandexperientialknowledgeacquisitionContractibleApproachConventionalanalysis,screeningmodelGlobalisedMarketingTheBornglobalsShrinkingmarketlag,globalmarketsegmentsConvergence-DivergencedebateConversiontoE-businessProblemsofdoubletrackstrategiessellingglobalwithoutglobalcapacitycompetingwithdistributorsCriteriaforMarketSelectionCorporateobjectivesandgoalsforthemarketProfit?Marketshare?Longtermpresence?Productknowledgeacquisition?Deterenceofcompetitors/firstmoveradvantage?MarketingrequirementsExistingmarketingfacilitiesinthecountryCorporateresourcesPotentialcompetitorresponseWhatlikelymovesorstrategyshiftswillkeycompetitorsmake?Whereisthecompetitorvulnerable?ConsiderationRegardingPruningMarketgrowthrateandshareofmarketIsmarketpenetrationpossibleforus?Aremarketingcostsincreasingmorethanrevenue?Arethereopportunitiesforourotherproductsonthemarket?Shareofkeycustomers’purchasingbudgetAreourcustomers’businessesgrowingordeclining?Areourcustomersloyaltous?Areweloyaltothem?Canwesupplyourkeycustomerswithotherproducts?Canwebuildrelationshipwiththem?RateoftechnologicalchangewithinthemarketCustomerValueAnalysis(CVA)Whatisournetgaininservingthisparticularcustomer?Createaprofitprofilecomparingtheprofitcontributionofeachcustomer.Determinethesourceoftheprofit AssessthevalueelementsbeyondprofitsDeterminetheoverallvaluerankingwithinthecustomergroupDeterminethemarketingrequirementsforservingthecustomersDevelopasales/marketingprogrammecommensuratewiththecustomer’svalueAssessthegrowth(ordecline)thatisexpectedtooccurineachcustomer’sdemandforthevendor’sproductsAssessthedegreeofmarketriskassociatedwitheachcustomerAssessthemarketingeffortsrequiredtosatisfytheneedsofthecurrentbuyermixPreferencesforAlternativeApproachestoMarketKnowledgeAcquisitionFirmlevelconsiderationsSizeDecision-makingtraditionDegreeofinternationalisationTopmanagementeducationandprofessionalbackgroundIndustry/marketconsiderationsIndustrytraditionsCulturaldeterminantsConceptsofrationalityandknowledge

TypesofInternationalMarketResearchSinglecountryresearchMulti-countryresearchIndependentmulti-countryresearchSequentialmulti-countryresearchSimultaneousmulti-countryresearchAModelofMarketOpportunityAnalysisIssuesSizeofmarketMarketingstrategyrequirementsCompetitors’marketstrategiesandcustomerresponsesRequirmentsDemandanalysisSegementationanalysisIndustryanalysisCompetitoranalysisChannelanalysisIndustryAnalysisIndustrygrowthoutput,sales,numberoffirmsetc.Commonoperatingpracticescreditfacilitiesandconditionsofpayment

Industrydynamics

entryandexitbarrierstempooftechnologicalchangeDegreeofconcentrationDegreeofinternationalisationEstimatingIndustryMarketPotentialIndustrymarketpotential

thetotalsalesthatcouldberealisedinageographicareaandtimeperiodiftheindustrywerecapableoffullydevelopingalldemandfortheproductinquestion.IMPt=NtxRt-----------------------------------(1)whereIMPtistheindustrymarketpotentialattime(t)Ntisthenumberofpotentialconsumersintime(t)Rtistheusageratefortheproductintime(t)IndustrysalesforecastIndustrysalesforecast

theestimatedlevelofsalesthatwillactuallybegenerated,givenexistingindustrypractices.

ISFt=IMPtXIEt-----------------------(2)whereISFtisindustrysalesforecastattime(t)IMPtistheindustrymarketpotentialattime(t)(alreadyestimated)IEindexcanbeestimatedfromtheperformanceoftheindustryduringtheimmediatepast.

EstimatingaFirm'sSalesPotentialThefirm'ssalespotentialSPt=ISFtxMMSt------------------- (3)whereSPtisthefirm'ssalespotentialintime(t)ISFtisIndustrySalesForecastintime(t)(alreadyestimated)MMStisthefirm'smaximummarketshareintime(t)basedonmanagement'sjudgement.Company’ssalesforecastCompany’ssalesforecastSFt=ISFtxMSt--------------------- (4)whereSFtisyourfirm'sactualsalesforecastfortime(t)ISFtbeingtheindustrysalesforecastintime(t)MStbeingyourfirm'sestimateofarealisticmarketshare.AnalysisofmarketsizeAnalysisofAggregateDemandAnalysisoffactorsinfluencingdemandfortheindustryasawhole.Determiningtheportionofthistotaldemandthatisavailableforthefirm'sparticularproductorservice.SummaryofEstimatingEquationsIndustryMarketPotential IMPt=NtxRt

IndustrySalesForecast ISFt=IMPtxIet

Firm'sSalesPotential SPt=ISFtxMMStFirm'sSalesForecast SFt=ISFtxMstMarketAttractivenessCriteriaMarketSizeMarketgrowthrateStrengthofcompetitionProfitpotentialNon-Economicfactorspolitical,social,legal,culturalCompetitiveStrengthsMarketShareDifferentialadvantagesCostadvantagesReputationDistributioncapabilitiesCorecompetenciesProblemsRelatingtoInternationalMarketResearchLac