企业战略管理期末案例分析lp.doc

xxxxxx学院20112012学年第二学期企业战略管理（II）课程论文班级：xxxxxxxxxxxxx 姓名：xxxxxx 学号：xxxxxxxxxxxxx 成绩： Please study the following cases and answer the questions in English or Chinese. Case Scenario 1: Walt Disney Company. (20%)Walt Disney Company is famed for its creativity, strong global brand, and uncanny ability to take service and experience businesses to higher levels. In the early 1990s, then-CEO Michael Eisner looked to the fast-food industry as a way to draw additional attention to the Disney presence outside of its theme parks - its retail chain was highly successful and growing rapidly. A fast-food restaurant made sense from Eisners perspective since Disneys theme parks had already mastered rapid, high-volume food preparation, and, despite somewhat undistinguished food and high prices (or perhaps because of), all its in-park restaurants were extremely profitable. From this inspiration, Mickeys Kitchen was launched. The first two locations were opened in California and in a suburb of Chicago, adjacent to existing Disney stores. Menu items included healthy, child-oriented fare like Jumbo Dumbo burgers and even a meatless Mickey Burger. Eisner thought that locating each restaurant next to existing Disney stores was sure to increase foot traffic through both venues. Less than two years later Disney closed down the California and Chicago stores and shuttered further expansion plans. Eisner cited overwhelming competition from McDonalds and general oversaturation in the fast-food industry as the primary reasons for closing down the failing Mickeys Kitchen.Questions:1. Based on your own knowledge of Disney and the information provided in the scenario, does Disney appear to create value in its businesses primarily through a cost-leadership or through a differentiation strategy? (5%)答：迪斯尼是通过差异化战略来创造价值的。首先，米老鼠等卡通形象就是一个独特的资产使其形成差异化，其次迪斯尼作为一个知名的全球化品牌，具有其独特的品牌价值链运作模式，通过独特的品味，一流的服务，制造工艺和技术，产品设计等等这些不同的角度，充分体现了其差异化战略的思想，更是向顾客传递价值的服务差异化。而对于成本领先战略，由迪士尼乐园的门票和乐园里面的高额的餐饮费用可以看出，迪士尼没有实行成本领先战略。2. What resources and value-chain activities did Disney try to leverage through the opening of Mickeys Kitchen? （7%）答：首先是儿童这个消费群体的定位，儿童不会选择品牌，吸引他们的往往是兴趣，迪斯尼有很多吸引儿童的卡通形象，如米老鼠，唐老鸭等，这些形象在儿童这个群体中有着极大的影响力，儿时的美好回忆会随着年龄增长而愈加强烈，这样，就形成儿童这个群体客户的终身价值，并且，儿童的喜好往往会影响父辈，这个品牌的好感度和信赖度也会在父辈中上升；其次，米奇厨房开设的地点是选择在米奇商店的旁边的差异化优势，充分利用了迪斯尼这个品牌资源；第三，服务管理的专业知识。迪士尼有着优秀的服务管理团队可以胜任米奇厨房的工作。3. Why do you think that Mickeys Kitchen failed? （8%）答：米奇厨房失败，除了Eisner所说的麦当劳和其它快餐行业的过饱和带来的压倒性的竞争之外，还有就是它的差异化优势在这里并不能战胜成本优势，不能通过成本领先战略来创造价值，而顾客选择快餐消费重要是基于它的价格便宜。迪士尼乐园餐馆的成功并不代表米奇厨房也能成功，在乐园里的消费属于俘虏消费，消费者没有替代品选择，但是在乐园之外，有麦当劳等快餐及其他的类似的商品，有长久的顾客基础，且商品多样化，价格低，因此，米奇厨房的失败是必然的。Case Scenario 2: Plasco. (20%)Plasco is a $3 billion U.S.-based manufacturer of flexible plastic products like trash cans, reheatable and freezable food containers, and a broad range of other plastic storage containers designed for home and office use. Historically, Plasco has been the category killer for most of its products and has devoted tremendous resources to new product development on an ongoing basis - this research intensity has allowed the company to release, on average, a new product every day over the past five years. Despite its past strength and high brand awareness, Plascos profitability has been eroded by dramatic increases in the cost of plastic resin, the primary input into its plastic products. Moreover, the retail channel has experienced rapid consolidation resulting in a shift in the balance of power from branded manufacturers like Plasco, to strong retailers like Wal-Mart, who in turn have been unwilling to help Plasco absorb the higher resin costs. Enhancing Wal-Marts power is the fact that it can always turn to alternative high-volume sources of consumer plastic products like Sterlite. Further hampering Plascos recovery is the emergence of feisty little foreign competitors like Zig Industries, a $250 million Israeli firm that has begun to take part of Plascos market share in plastic toolboxes. Ironically, Plasco was the first company to offer plastic toolboxes some 20 years ago. This innovation changed the market dramatically and Plascos first mover strategy rewarded it with a rapidly growing new segment and a dominant market position. Today, Plascos toolboxes are viewed as rather boring, while Zigs products are ingeniously designed to catch the customers eye in the aisle (better merchandising the product) and capture their interest (and pocketbook) with many new and novel features. Zig is also able to provide this new line of toolboxes at between 10% to 15% less than Plasco.Questions：1. Is Wal-Mart Plascos competitor or its customer? Why? (5%)答：从供求关系上来说，沃尔玛是Plasco的客户，因为Plasco作为一家塑料产品制造商，沃尔玛作为一家大型的零售商，Plasco的产品要依靠沃尔玛来销售。但是，从竞争关系上来说，树脂价格的上涨已经削弱了Plasco的盈利能力，沃尔玛又不愿承受Plasco的高成本的树脂，并且销售一些替代品，进一步阻碍Plasco的复苏。因此，沃尔玛也可以说是Plasco的竞争者。2. Is the toolbox business a slow-, standard-, or fast-cycle business? Why? （7%）答：工具箱行业是一个快速循环型行业。虽然Plasco在大约20年前首次提供塑料工具箱并且迅速占领了较大的市场，但经过不就的时间便有替代品出现，且被zig公司抓住机会，利用创新技术，抓住消费者的强求，迅速抢占了一部分市场，可见，产品的推出到覆盖市场的时间并不长，故认为工具箱行业是一个快周期行业。3. How can a small player like Zig be such a successful competitor against a large, established firm like Plasco? （8%）答：在大环境下，Plasco的商品已经趋于沉闷，在这个时候，Zig有很好市场嗅觉，把我了这个机会，经由创新的产品设计，赋予产品许多新颖的功能，牢牢的吸引了消费者的眼球。不仅如此，在商品定价方面也要比Plasco的产品优惠10到15个百分比，具有明显的竞争优势。再加之工具箱行业技术壁垒相对较小，市场反应灵敏，Zig在Plasco公司采取相应的行动之前已经迅速的占领市场。因此，在与Plasco这样一个大公司的竞争中，Zig能够取得成功。Case Scenario 3: Jewell Company. (20%)Jewell Company (JC) is a $2 billion diversified manufacturer and marketer of simple household items, cookware, and hardware. In the early 1950s, JCs business consisted solely of manufactured curtain rods that were sold through hardware stores and retailers like Sears. Since the 1960s however, the company has diversified extensively through acquisition into such businesses as paintbrushes, writing pens, pots and pans, and hairbrushes. Over 90 percent of its growth can be attributed to these many small acquisitions, whose performance it improved tremendously through aggressive restructuring and its corporate emphasis on cost-cutting and cost controls. While JCs sixteen different lines of business may appear quite different, they all share the common characteristics of being staple manufactured items and sold primarily through volume retail channels like Wal-Mart, Target, and Kmart. Because JC operates each line of business autonomously (separate manufacturing, R&D, and selling responsibilities for each line), it is perhaps best described as pursuing a related linked diversification strategy. The common linkages are both internal (accounting systems, product merchandising skills, and acquisition competency) and external (distribution channel of volume retailers). JC is presently contemplating the acquisition of Plastico, a $3 billion U.S.-based manufacturer of flexible plastic products like trash cans, reheatable and freezable food containers, and a broad range of other plastic storage containers designed for home and office use. While Plastico has been highly innovative (over 80% of its growth has come from internal new product development), it has had difficulty controlling costs and is losing ground against powerful customers like Wal-Mart. JC believes that the market power it wields with retailers like Wal-Mart will help it turn Plasticos prospects around.Questions:1. How might JCs related diversification strategy result in economies of scope and market power? (5%)答：关联性的多元化战略会给JC公司带来可观的经济效益。首先，JC本身已经具备成熟的会计制度，产品销售技能，收购能力，分销渠道和大量的零售业务。JC可以反过来利用这些资源建立的规模经济和价值链活动。这些范围经济为JC提供的机会，在对抗沃尔玛的时候比Plastico这样产品类型单一的公司更有竞争力；其次，材料中提到JC公司通过收购其他公司，这些公司虽然有不同的业务线，但是每一条业务线都有相关联的地方，如他们都有着短纤生产项目、主要是通过零售渠道如沃尔玛出售的共同特点。JC通过在这些方面来降低成本，使其比单个公司生产时成本大大的降低，从这一点可以看出JC的相关联多元化战略产生了范围经济。相关多元化战略使JC降低了成本，同时拥有多种产品的供应，这也降低了销售成本（如零售商的成本），这就使JC的竞争力进一步增强，品牌效应也随之加强。2. Why would the acquisition of Plastico be good for JC? (7%)答：首先，JC和Plastico公司的业务有一定的联系，JC收购了Plastic公司后可以提高市场的影响力；其次，Plastico作为一个塑料制品行业的老品牌，有一定的客户基础和市场份额，JC收购Plastico克服了进入市场的壁垒，提高了进入市场的速度；第三，Plastico公司有较为成熟的现有技术和生产经验，JC有优秀的会计制度和财务管理技能，收购后及两家之长，可以降低新产品开发的成本和风险，达到双赢的目的；最后，JC收购Plastico后提高了企业的多元化程度，降低了对原有产品的依赖度，增强了企业的竞争范力。3. What difficulties might you expect JC to encounter related to its acquisition of Plastico? (8%)答：第一，Plastico是一家规模比JC还要大，JC能不能掌控好这个比自身还大的公司，这本身就是一个难题；第二，Plastico是一家高度革新的公司，80%的增长来源于新产品开发，收购后成本难以削减，难以形成协同效应；第三，收购后公司的管理，特别是对战略的统一管理，由于Plastico公司对新产品的开发要求较高，被收购后，JC的经营重点是通过控制成本来创造价值，成本控制的重点可能是过于极端，并最终破坏Plastico有史以来注重创新能力这一宝贵的资源，相互形成阻碍。Case Scenario 4: Syco Inc. (SI). (20%)Syco, Inc. (SI) was founded the late 1800s and grew through acquisition from being primarily a large discount retailer into a highly diversified firm. Beyond retailing (still SIs dominant business), by the middle of the 1990s its lines of business included significant market positions in insurance, consumer credit cards, stock brokerage, commercial and residential real estate brokerage, and an online Internet portal. Each of the non-retail businesses was average in its relative industry performance. Consistent with the decentralized structure at SI and arms-length corporate oversight, each of these businesses was also rapidly developing their own unique brands and customer following. However, within a short period of time it became apparent that the retail business was failing. SIs vast mall-based department store holdings were suffering from deferred maintenance and merchandising that did not appear to be popular with its once large consumer base. At the same time, highly efficient and focused low-cost competitors like Wal-Mart were beginning to take significant market share from SI. On the verge of bankruptcy by early 2000, SIs management chose to sell off its insurance, real estate and stock brokerage units; it also spun off its credit card and portal businesses in separate public offerings.Questions: 1. Why do you suppose SI entered the non-retail businesses through acquisition? Is this a cheaper route than starting up these businesses from scratch? （10%）答：SI通过收购进入非零售行业是因为采用收购战略不但能提高企业的多元化，还能有效利用现有资源，在短时间内就拥有一定的市场份额。这与从头开始进入这个行业要便利得多。因为在市场竞争中存在着很多的不确定性，当一个企业决定进入某个行业的时候，如果选择从头做起，首先要花费巨大的人力，物力，其次，由于之前未涉及这个行业，对这个行业的了解很难全面，存在着很大的风险。而通过收购进入该行业，不但能增加公司的市场力量，克服进入障碍，还能在市场竞争中节约成本，增强竞争力。此外，还能就公司开发的新产品和已有的市场占有率在该行业迅速站稳脚跟，重塑该企业的竞争优势。2. Why do you suppose that SI sold off or spun-off its non-retail businesses?（10%）答：SI公司出售和裁剪一些非零售业务的原因有以下几点：第一，这些业务并未给SI带来显著的盈利，如案例里面所述，这些非零售业务在其各自的行业里面表现平平；第二，企业过度的多元化，各个行业致力于发展自己业务下的顾客群，且SI的主导业务零售业业绩下滑；第三，强有力的竞争对手沃尔玛的出现，SI一度濒临破产。这3个方面的原因导致SI选择出售或裁减一下效益较低的业务以保障主流业务的正常经营。Case Scenario 5: Heartsong LLC. (20%)Heartsong LLC is a designer and manufacturer of replacement heart valves based in Peoria, Illinois. While a relatively small company in the medical devices field, it has established a worldwide reputation as the provider of choice of high-quality, leading-edge artificial heart valves. Most of its products are sold to large regional hospital systems and research hospitals around the world, though primarily to customers in the U.S. and Europe. Specialty heart centers are another emerging, but fast-growing market for its valves. Heartsong has recently embarked on an expansion strategy that requires it to increase its volume, which in turn will demand more component parts than it can source domestically - both from an economic and volume standpoint. The firm has determined that such growth is only viable if it produces these parts itself overseas for a lower cost, or outsources the production entirely to a joint venture it establishes with a local manufacturer, which could both produce the parts more c