事业层策略(ppt 62页).ppt

2003SouthwesternPublishingCompany,1,Business-LevelStrategy,MichaelA.HittR.DuaneIrelandRobertE.Hoskisson,Chapter4,2,StrategyImplementation,Chapter11OrganizationalStructureandControls,Chapter10CorporateGovernance,Chapter12StrategicLeadership,StrategyFormulation,Chapter4Business-LevelStrategy,StrategicCompetitivenessAbove-AverageReturns,StrategicIntentStrategicMission,Chapter2TheExternalEnvironment,Chapter3TheInternalEnvironment,TheStrategicManagementProcess,Feedback,StrategicInputs,StrategicActions,StrategicOutcomes,Chapter13StrategicEntrepreneurship,3,Business-LevelStrategy,Business-levelstrategy:anintegratedandcoordinatedsetofcommitmentsandactionsthefirmusestogainacompetitiveadvantagebyexploitingcorecompetenciesinspecificproductmarkets,4,CoreCompetenciesandStrategy,Theresourcesandcapabilitiesthathavebeendeterminedtobeasourceofcompetitiveadvantageforafirmoveritsrivals,Anintegratedandcoordinatedsetofactionstakentoexploitcorecompetenciesandgainacompetitiveadvantage,Actionstakentoprovidevaluetocustomersandgainacompetitiveadvantagebyexploitingcorecompetenciesinspecific,individualproductmarkets,5,KeyIssuesofBusiness-LevelStrategy,WhatgoodorservicetooffercustomersHowtomanufactureorcreatethegoodorserviceHowtodistributethegoodorserviceinthemarketplace,6,TheCentralRoleofCustomers,Inselectingabusiness-levelstrategy,thefirmdetermines1.whoitwillserve2.whatneedsthosetargetcustomershavethatitwillsatisfy3.howthoseneedswillbesatisfied,7,策略事業單位的確認,Strategicbusinessunit,SBU事業競爭策略管理的單位事業單位的界定顧客群顧客需要核心能力,8,ManagingRelationshipsWithCustomers,Customerrelationshipsarestrengthenedbyofferingthemsuperiorvaluehelpcustomerstodevelopanewcompetitiveadvantageenhancethevalueofexistingcompetitiveadvantages,9,ManagingRelationshipsWithCustomers,Establishacompetitiveadvantagealongthesedimensions:ReachthefirmsaccessandconnectiontocustomersRichnessthedepthanddetailofthetwo-wayflowofinformationbetweenthefirmandcustomersAffiliationfacilitatingusefulinteractionswithcustomers,10,顧客分析,企業服務的對象是誰?(WHO)目標顧客想要獲得滿足是什麼?(WHAT)企業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常的接觸決定如何利用對手無法仿效的核心能力來創造價值設計合宜策略,11,Customers,MarketSegmentation,ConsumerMarkets,IndustrialMarkets,12,企業服務的對象是誰?(WHO),區隔市場人口統計變數地理變數生活型態個人特質消費模式產業結構特性組織規模市場區隔中的市場區隔利用資訊科技大規模顧客化(masscustomerization)的效益,13,MarketSegmentation:ConsumerMarkets,Demographicfactors,ConsumerMarkets,Socioeconomicfactors,Geographicfactors,Psychologicalfactors,Consumptionpatterns,Perceptualfactors,14,MarketSegmentation:IndustrialMarkets,IndustrialMarkets,End-usesegments,Productsegments,Geographicsegments,Commonbuyingfactorsegments,Customersizesegments,15,目標顧客想要什麼?(WHAT),確認與了解目標顧客的需求預測目標顧客未知(發現)的需求在顧客之前在對手有行動之前(第一行動者優勢)設法利用本身之核心能力以滿足顧客的需求,16,TypesofBusiness-LevelStrategies,Business-levelstrategiesareintendedtocreatedifferencesbetweenthefirmspositionrelativetothoseofitsrivalsTopositionitself,thefirmmustdecidewhetheritintendstoperformactivitiesdifferentlyortoperformdifferentactivitiesascomparedtoitsrivals,17,競爭策略的選擇,在特定產業中事業單位針對所選定的市場區隔,如何以競爭策略改善其產品或服務的競爭地位,並建立可持久的競爭優勢策略選擇的考慮因素產業長期獲利率水準與影響獲利之因素產業中企業的相對競爭地位,18,FiveGenericStrategies,CompetitiveAdvantage,CompetitiveScope,Cost,Uniqueness,Broadtarget,Narrowtarget,CostLeadership,Differentiation,FocusedCostLeadership,FocusedDifferentiation,IntegratedCostLeadership/Differentiation,19,產品/市場/核心能力/競爭策略,20,CostLeadershipStrategy,Anintegratedsetofactionsdesignedtoproduceordelivergoodsorservicesatthelowestcost,relativetocompetitorswithfeaturesthatareacceptabletocustomersrelativelystandardizedproductsfeaturesacceptabletomanycustomerslowestcompetitiveprice,21,CostLeadershipStrategy,Costsavingactionsrequiredbythisstrategy:buildingefficientscalefacilitiestightlycontrollingproductioncostsandoverheadminimizingcostsofsales,R&Dandservicebuildingefficientmanufacturingfacilitiesmonitoringcostsofactivitiesprovidedbyoutsiderssimplifyingproductionprocesses,22,HowtoObtainaCostAdvantage,CostDrivers,ValueChain,Determineandcontrol,Reconfigure,ifneeded,Alterproductionprocess,Changeinautomation,Newdistributionchannel,Directsalesinplaceofindirectsales,Newadvertisingmedia,Newrawmaterial,Backwardintegration,Forwardintegration,Changelocationrelativetosuppliersorbuyers,23,ProductfeaturesPerformanceMix&varietyofproductsServicelevelsSmallvs.largebuyersProcesstechnologyWagelevelsHiring,training,motivation,FactorsThatDriveCosts,EconomiesofscaleAssetutilizationCapacityutilizationpatternSeasonal,cyclicalInterrelationshipsOrderprocessinganddistributionValuechainlinkagesAdvertising&salesLogistics&operations,24,支援性活動,基本活動,內部後勤,作業,外部後勤,行銷與銷售,服務,採購,技術發展,人力資源管理,企業的基礎建設,邊際,邊際,價值創造活動-成本領導策略,組織扁平以減少間接成本簡化規劃程序與成本,降低流動率訓練員工以改善效率與效能,強調製程創新與改善投資與致力於發展降低製造成本的活動,改善採購程序與對供應商關係以降低進貨成本定期評估供應商績效,使供應商與生產程序密切配合,獲得規模經濟設置可得效率規模的生產設施,降低送貨成本選擇低成本的運送人,精簡銷售人員與提高素質訂定具競爭力的價格,有效率與適當安裝以降低修理率,25,QuestionsLeadingtoLowerCosts,1.Howcananactivitybeperformeddifferentlyoreveneliminated?2.Howcanagroupoflinkedvalueactivitiesberegroupedorreordered?3.Howmightcoalitionswithotherfirmsloweroreliminatecosts?,26,CostLeadershipStrategyandtheFiveForcesofCompetition,RivalryAmongCompetingFirmsCanusecostleadershipstrategytoadvantagesince:competitorsavoidpricewarswithcostleaders,creatinghigherprofitsfortheentireindustry,27,CostLeadershipStrategyandtheFiveForcesofCompetition,BargainingPowerofBuyersCanmitigatebuyerspowerby:drivingpricesfarbelowcompetitors,causingthemtoexitandshiftingpowerwithbuyersbacktothefirm,28,CostLeadershipStrategyandtheFiveForcesofCompetition,BargainingPowerofSuppliersCanmitigatesupplierspowerby:beingabletoabsorbcostincreasesduetolowcostpositionbeingabletomakeverylargepurchases,reducingchanceofsupplierusingpower,29,CostLeadershipStrategyandtheFiveForcesofCompetition,ThreatofNewEntrantsCanfrightenoffnewentrantsdueto:theirneedtoenteronalargescaleinordertobecostcompetitivethetimeittakestomovedownthelearningcurve,30,CostLeadershipStrategyandtheFiveForcesofCompetition,ThreatofSubstituteProductsCostleaderiswellpositionedto:makeinvestmentstobefirsttocreatesubstitutesbuypatentsdevelopedbypotentialsubstituteslowerpricesinordertomaintainvalueposition,31,MajorRisksofCostLeadershipStrategy,DramatictechnologicalchangecouldtakeawayyourcostadvantageCompetitorsmaylearnhowtoimitatevaluechainFocusonefficiencycouldcausecostleadertooverlookchangesincustomerpreferences,32,DifferentiationStrategy,Anintegratedsetofactionsdesignedbyafirmtoproduceordelivergoodsorservices(atanacceptablecost)thatcustomersperceiveasbeingdifferentinwaysthatareimportanttothempriceforproductcanexceedwhatthefirmstargetcustomersarewillingtopaynonstandardizedproductscustomersvaluedifferentiatedfeaturesmorethantheyvaluelowcost,33,DifferentiationStrategy,ValueprovidedbyuniquefeaturesandvaluecharacteristicsCommandpremiumprice溢價HighcustomerserviceSuperiorqualityPrestigeorexclusivityRapidinnovation,34,DifferentiationStrategy,Differentiationactionsrequiredbythisstrategy:developingnewsystemsandprocessesshapingperceptionsthroughadvertisingqualityfocuscapabilityinR&Dmaximizehumanresourcecontributionsthroughlowturnoverandhighmotivation,35,HowtoObtainaDifferentiationAdvantage,CostDrivers,ValueChain,Controlifneeded,Reconfiguretomaximize,customerperceptionsofuniqueness,customerreluctancetoswitchtonon-uniqueproduct,Raiseperformanceofproductorservice,Lowerbuyerscosts,Createsustainabilitythrough:,36,FactorsThatDriveDifferentiation,UniqueproductfeaturesUniqueproductperformanceExceptionalservicesNewtechnologiesQualityofinputsExceptionalskillorexperienceDetailedinformation,37,支援性活動,基本活動,內部後勤,作業,外部後勤,行銷與銷售,服務,採購,技術發展,人力資源管理,企業的基礎建設,邊際,邊際,價值創造活動-差異化策略,經由資訊系統更了解顧客推行全面品管,創新獎勵辦法強調非客觀性績效評量人員訓練,注重基礎研究與產品創新,發展容易取得高品質原料的系統採購高品質零件,妥善處理進料以維持高品質,迅速反應顧客需求生產足以吸引顧客的產品,正確與快速處理顧客訂單迅速送達貨品,安排各種信用交易與顧客及供應商保持密切關係,訓練顧客正確使用產品保留完整零件庫存,38,DifferentiationStrategyandtheFiveForcesofCompetition,RivalryAmongCompetingFirmsCandefendagainstcompetitionbecause:brandloyaltytodifferentiatedproductoffsetspricecompetition,39,DifferentiationStrategyandtheFiveForcesofCompetition,BargainingPowerofBuyersCanmitigatebuyerpowerbecause:welldifferentiatedproductsreducecustomersensitivitytopriceincreases,40,DifferentiationStrategyandtheFiveForcesofCompetition,BargainingPowerofSuppliersCanmitigatesupplierspowerby:absorbingpriceincreasesduetohighermarginspassingalonghighersupplierpricesbecausebuyersareloyaltodifferentiatedbrand,41,DifferentiationStrategyandtheFiveForcesofCompetition,ThreatofNewEntrantsCandefendagainstnewentrantsbecause:newproductsmustsurpassprovenproductsor,newproductsmustbeatleastequaltoperformanceofprovenproducts,butofferedatlowerprices,42,DifferentiationStrategyandtheFiveForcesofCompetition,ThreatofSubstituteProductsWellpositionedrelativetosubstitutesbecause:brandloyaltytoadifferentiatedproducttendstoreducecustomerstestingofnewproductsorswitchingbrands,43,MajorRisksofDifferentiationStrategy,CustomersmaydecidethatthepricedifferentialbetweenthedifferentiatedproductandthecostleadersproductistoolargeMeansofdifferentiationmayceasetoprovidevalueforwhichcustomersarewillingtopay續下頁,44,MajorRisksofDifferentiationStrategy,ExperiencemaynarrowcustomersperceptionsofthevalueofdifferentiatedfeaturesofthefirmsproductsMakersofcounterfeitgoodsmayattempttoreplicatedifferentiatedfeaturesofthefirmsproducts仿冒品,45,FocusedBusiness-LevelStrategies,Afocusstrategymustexploitanarrowtargetsdifferencesfromthebalanceoftheindustryby:isolatingaparticularbuyergroupisolatingauniquesegmentofaproductlineconcentratingonaparticulargeographicmarketfindingtheir“niche”,46,FactorsThatMayDriveFocusedStrategies,LargefirmsmayoverlooksmallnichesFirmmaylackresourcestocompeteinthebroadermarketMaybeabletoserveanarrowmarketsegmentmoreeffectivelythancanlargerindustry-widecompetitorsFocusmayallowthefirmtodirectresourcestocertainvaluechainactivitiestobuildcompetitiveadvantage,47,MajorRisksofFocusedStrategies,Firmmaybe“outfocused”bycompetitorsLargecompetitormaysetitssightsonyournichemarketPreferencesofnichemarketmaychangetomatchthoseofbroadmarket,48,AdvantagesofIntegratedStrategy,Afirmthatsuccessfullyusesanintegratedcostleadership/differentiationstrategyshouldbeinabetterpositionto:adaptquicklytoenvironmentalchangeslearnnewskillsandtechnologiesmorequicklyeffectivelyleverageitscorecompetencieswhilecompetingagainstitsrivals,49,BenefitsofIntegratedStrategy,Successfulfirmsusingthisstrategyhaveabove-averagereturnsFirmofferstwotypesofvaluestocustomerssomedifferentiatedfeatures(butlessthanatruedifferentiatedfirm)relativelylowcost(butnowaslowasthecostleadersprice),50,MajorRisksofIntegratedStrategy,Anintegratedcost/differentiationbusinesslevelstrategyofteninvolvescompromises(neitherthelowestcostnorthemostdifferentiatedfirm)Thefirmmaybecome“stuc