Business-Level Strategy(ppt 48页)（英文版）.ppt

Chapter4,Business-LevelStrategy,Chapter3,Internal,Environment,Chapter2,External,Environment,TheStrategicManagementProcess,StrategicIntent,StrategicMission,Strategic,Competitiveness,AboveAverage,Returns,Feedback,StrategyFormulation,Chapter4,Business-Level,Strategy,Chapter5,Competitive,Dynamics,Chapter6,Corporate-Level,Strategy,Chapter8,International,Strategy,Chapter9,Cooperative,Strategies,Chapter7,Acquisitions&,Restructuring,StrategyImplementation,Chapter10,Corporate,Governance,Chapter11,Structure,&Control,Chapter12,Strategic,Leadership,Chapter13,Entrepreneurship&Innovation,Strategic,Actions,BusinessLevelStrategy,Actionstakentoprovidevaluetocustomersandgainacompetitiveadvantagebyexploitingcorecompetenciesinspecific,individualproductmarkets.,BasisforCustomerSegmentation,ConsumerMarkets1.Demographicfactors(age,income,sex,etc.)2.Socioeconomicfactors(socialclass,stageinthefamilylifecycle)3.Geographicfactors(culture,regionorcountrydifferences)4.Psychologicalfactors(lifestyle,personalitytraits)5.Consumptionpatterns(heavy,moderate,andlightusers)6.Perceptualfactors(benefitsegmentation,perceptualmapping)7.Brandloyaltypatterns,BasisforCustomerSegmentation,IndustrialMarkets1.Endusesegments(identifiedbySICcode)2.Productsegments(basedontechnologicaldifferencesorproductioneconomics)3.Geographicsegments(definedbyboundariesbetweencountriesorbyregionaldifferenceswithinthem)4.Commonbuyingfactorsegments(cutacrossproduct/marketandgeographicsegments)5.Customersizesegments,GenericBusinessLevelStrategies,KeyCriteria:,CostLeadershipBusinessLevelStrategy,Requirements:,Constantefforttoreducecoststhrough:,CostLeadershipBusinessLevelStrategy,PrimaryActivities,SupportActivities,TechnologicalDevelopment,HumanResourceManagement,FirmInfrastructure,Procurement,InboundLogistics,Operations,OutboundLogistics,Marketing&Sales,Service,MARGIN,MARGIN,ValueCreatingActivitiesCommontoaCostLeadershipBusinessLevelStrategy,PrimaryActivities,SupportActivities,ValueCreatingActivitiesCommontoaCostLeadershipBusinessLevelStrategy,HowtoObtainaCostAdvantage,1.DetermineandControlCostDrivers,2.ReconfiguretheValueChainasneeded,ReconfiguringtheValueChainofIowaBeefPackers(IBP),Saveonshippingandcattleweightloss,Utilizecheapernon-unionrurallabor,ChoicesThatDriveCosts,ThreeKeyQuestions,2.,Howcanagroupoflinkedvalueactivitiesberegroupedorreordered?,3.,Howmightcoalitionswithotherfirmsloweroreliminatecosts?,Gallosoldwinethroughgrocerystoresratherthanliquorstoresbecausetheyweremoreefficientdistributors,1.,Howcananactivitybeperformeddifferentlyoreveneliminated?,EffectiveCostLeaderscanremainprofitableevenwhentheFiveForcesappearunattractive,EffectiveCostLeaderscanremainprofitableevenwhentheFiveForcesappearunattractive,BargainingPowerofBuyers,ThreatofNewEntrants,EffectiveCostLeaderscanremainprofitableevenwhentheFiveForcesappearunattractive,CanmitigateBuyerPowerby:,ThreatofNewEntrants,BargainingPowerofBuyers,Drivingpricesfarbelowcompetitorswhichmaycauseexitandshiftpowerbacktofirm,EffectiveCostLeaderscanremainprofitableevenwhentheFiveForcesappearunattractive,BargainingPowerofSuppliers,ThreatofNewEntrants,ThreatofSubstituteProducts,CanmitigateBuyerPowerby:,BargainingPowerofBuyers,Drivingpricesfarbelowcompetitorswhichmaycauseexitandshiftpowerbacktofirm,CanmitigateSupplierPowerby:,Lowcostpositionmakesthembetterabletoabsorbcostincreases,*,Morelikelytomakeverylargepurchaseswhichreduceschanceofsupplierpower,*,EffectiveCostLeaderscanremainprofitableevenwhentheFiveForcesappearunattractive,EffectiveCostLeaderscanremainprofitableevenwhentheFiveForcesappearunattractive,ThreatofNewEntrants,BargainingPowerofSuppliers,ThreatofSubstituteProducts,RivalryAmongCompetingFirmsinIndustry,CanmitigateBuyerPowerby:,BargainingPowerofBuyers,Drivingpricesfarbelowcompetitorswhichmaycauseexitandshiftpowerbacktofirm,MajorRisksofCostLeadershipBusinessLevelStrategy,BreadthofCompetitiveScope,SourceofCompetitiveAdvantage,BroadTargetMarket,NarrowTargetMarket,Cost,CostLeadership,Uniqueness,GenericBusinessLevelStrategies,BreadthofCompetitiveScope,SourceofCompetitiveAdvantage,BroadTargetMarket,NarrowTargetMarket,Cost,CostLeadership,Differen-tiation,GenericBusinessLevelStrategies,Uniqueness,KeyCriteria:,DifferentiationBusinessLevelStrategy,DifferentiationBusinessLevelStrategy,Requirements:,PrimaryActivities,SupportActivities,TechnologicalDevelopment,HumanResourceManagement,FirmInfrastructure,Procurement,InboundLogistics,Operations,OutboundLogistics,Marketing&Sales,Service,MARGIN,MARGIN,ValueCreatingActivitiesCommontoaDifferentiationBusinessLevelStrategy,TechnologicalDevelopment,HumanResourceManagement,FirmInfrastructure,Procurement,InboundLogistics,Operations,OutboundLogistics,Marketing&Sales,Service,MARGIN,MARGIN,PrimaryActivities,SupportActivities,ValueCreatingActivitiesCommontoaDifferentiationBusinessLevelStrategy,EffectivenesswithDifferentiationgrowsoutofValueChainactivities,Examples:,DifferentiationBusinessLevelStrategy,Creatingbarriersbyperceptionsofuniqueness,Creatingswitchingcoststhroughdifferentiation,RaisingBuyersPerformance,LoweringBuyersCosts,CreatingSustainabilitythrough:,CreateValuewithDifferentiationby:,DriversofDifferentiation,EffectiveDifferentiatorscanremainprofitableevenwhentheFiveForcesappearunattractive,EffectiveDifferentiatorscanremainprofitableevenwhentheFiveForcesappearunattractive,ThreatofNewEntrants,EffectiveDifferentiatorscanremainprofitableevenwhentheFiveForcesappearunattractive,ThreatofNewEntrants,BargainingPowerofSuppliers,CanmitigateBuyerPowerbecausewelldifferentiatedproductsreducecustomersensitivitytopriceincreases,EffectiveDifferentiatorscanremainprofitableevenwhentheFiveForcesappearunattractive,ThreatofNewEntrants,BargainingPowerofSuppliers,CanmitigateBuyerPowerbecausewelldifferentiatedproductsreducecustomersensitivitytopriceincreases,EffectiveDifferentiatorscanremainprofitableevenwhentheFiveForcesappearunattractive,ThreatofSubstituteProducts,ThreatofNewEntrants,BargainingPowerofSuppliers,BargainingPowerofBuyers,ThreatofSubstituteProducts,CanmitigateBuyerPowerbecausewelldifferentiatedproductsreducecustomersensitivitytopriceincreases,EffectiveDifferentiatorscanremainprofitableevenwhentheFiveForcesappearunattractive,MajorRisksofaDifferentiationBusinessLevelStrategy,BreadthofCompetitiveScope,SourceofCompetitiveAdvantage,BroadTargetMarket,NarrowTargetMarket,Cost,CostLeadership,Differen-tiation,Uniqueness,GenericBusinessLevelStrategies,BreadthofCompetitiveScope,SourceofCompetitiveAdvantage,BroadTargetMarket,NarrowTargetMarket,Cost,CostLeadership,Differen-tiation,FocusedDifferen-tiation,FocusedLowCost,Uniqueness,GenericBusinessLevelStrategies,FocusedBusinessLevelStrategiesinvolvethesamebasicapproachasBroadMarketStrategies.,However,opportunitiesmayexistbecause:,FocusedBusinessLevelStrategies,FocusedBusinessLevelStrategies,FocusedBusinessLevelStrategiesinvolvethesamebasicapproachasBroadMarketStrategies.,However,opportunitiesmayexistbecause:,Examples:,FocusedBusinessLevelStrategies,FocusedBusinessLevel