第17讲竞争战略在向行业的成熟转型.ppt

第十七讲CompetitiveStrategyDuringtheTransitiontoIndustryMaturity,1.1IndustryChangesDuringtheTransitiontoMaturity1.2SomeStrategicImplicationsofIndustryTransition1.3StrategicPitfallsDuringtheTransitiontoMaturity1.4OrganizationalImplicationsofIndustryMaturity,1.1IndustryChangesDuringtheTransitiontoMaturity,Aspartoftheirevolutionaryprocess,manyindustriespassfromperiodsofrapidgrowthtothemoremodestgrowthofwhatiscommonlycalledindustrymaturity.Industrymaturitydoesnotoccuratanyfixedpointinanindustrydevelopment,anditcanbedelayedbyinnovationsorotherevents.Moreover,inresponsetostrategicbreakthroughs,matureindustriesmayregaintheirrapidgrowthandtherebygothroughmorethanonetransitiontomaturity.,Importantchanges：,Slowinggrowthmeansmorecompetitionformarketshare.Firmsintheindustryincreasinglyaresellingtoexperienced,repeatedbuyers.Competitionoftenshiftstowardgreateremphasisoncostandservice.Thereisatopping-outprobleminaddingindustrycapacityandpersonnel.Manufacturing,marketing,distributing,selling,andresearchmethodsareoftenundergoingchange.,Newproductsandapplicationsarehardertocomeby.Internationalcompetitionincreases.Industryprofitsoftenfallduringthetransitionperiod,sometimestemporarilyandsometimespermanently.Dealersmarginsfall,buttheirpowerincreases.,1.2.SomeStrategicImplicationsofIndustryTransition,OverallCostLeadershipVersusDifferentiateVersusFocustheStrategicDilemmaMadeAcutebyMaturity.Rapidgrowthtendstomaskstrategicerrorsandallowthatstrategicexperimentationbehighandawidevarietyofstrategiesbeabletocoexist.Strategicsloppinessisgenerallyexposedbyindustrymaturity,however,maturitymayforcecompaniestoconfront,oftenforthefirsttime,theneedtochooseamongthethreegenericstrategies.Itbecomesamatterofsurvival.,SophisticatedCostAnalysisCostanalysisbecomesincreasinglyimportantinmaturitytorationalizetheproductmixandpricecorrectly.Summary:anenhancedlevelof“financialconsciousness”alongavarietyofdimensionsisoftennecessaryinmaturity,whereasinthedevelopmentalperiodoftheindustryareassuchasnewproductsandresearchmayhaverightlyheldcenterstage.,ProcessInnovationandDesignforManufactureTherelativeimportanceofprocessinnovationsusuallyincreasesinmaturity,asdoesthepayofffordesigningtheproductanditsdeliverysystemtofacilitatelower-costmanufacturingandcontrol.IncreasingScopeofPurchasesBuyCheapAssets,BuyerSelectionpurchasingneedsversuscompanycapacities;growthpotential;structuralposition:intrinsicbargainingpower;propensitytoexercisethisbargainingpowerindemandinglowprices;costofservicing.DifferentCostCurvesCompetingInternationallyShouldTransitionBeAttemptedAtAll?,1.3StrategicPitfallsDuringtheTransitiontoMaturity,Acompanysself-perceptionsanditsperceptionoftheindustry.Theself-perceptions,suchas“wearethequalityleader”,“weprovidesuperiorcustomerservice”,maybeincreasinglyinaccurateastransitionproceeds,buyersprioritiesadjust,competitorsrespondtonewindustryconditions.Similarly,firmsassumptionsabouttheindustry,competitors,buyers,andsuppliersmaybeinvalidatedbytransition.,Caughtinthemiddle.Transitionoftensqueezesouttheslackthathasmadethisstrategyviableinthepast.Thecashtrapinvestmentstobuildshareinamaturemarket.Arelatedpitfallisplacingheavyattentiononrevenuesinthematuringmarketinsteadofonprofitability.,Givingupmarketsharetooeasilyinfavorofshort-runprofits.Inthefaceoftheprofitpressuresintransition,thereseemstobeatendencyforsomecompaniestotrytomaintaintheprofitabilityoftherecentpastwhichisdoneattheexpenseofmarketshareorbyforegoingmarketing,RControloffinancialassetssuchasinventoryandaccountsreceivablemaytakeongreaterimportance;Morecoordinationacrossfunctionsandamongmanufacturingfacilitiesmustoftenoccurforthecompanytobecostcompetitive;,Afirmmustbepreparedtoreeducateandremotivatepersonnelatalllevels,inordertoreduceresistancetopricecompetition,tonewreportingrequirements,tonewcontrols,toneworganizationalrelationships,toalossinpersonnelautonomy,etc.,Generalmanagementmustbeawareofsubtlechangesinthemotivationalclimateintheorganization.Inthegrowthperiod,therearemanyopportunitiesforadvancement,greatintrinsicjobsatisfaction,butinthematurecompetitiveenvironment,thereislessgrowth,lessglamour,lessexcitement,andthespiritofpioneeringanduniquenesstendstofade.,Generalmanagementmustfacewith:Scaled-downexpectationsforfinancialperformance.Thestandardsforacceptablegrowthandprofitsmustoftenbereducedinmanagersminds.Ifmanagerstrytomeettheoldstandards,theymaytakeactionsthatareextremelydysfunctionalforthelong-runhealthofthefirmunlessithasanextremelystrongmarketposition.Moredisciplinefromtheorganization.,Scaled-downexpectationsforadvancement.Pastratesofpersonaladvancementareunlikelytobepossibleinthemorematureenvironment.Manymanagersmayleaveduringthetransitionprocess.Thepressureleadssomecompaniestodiversifytoprovidethegrowthandadvancementpossibilitiesofthoseofthepast.Diversifyingsolelyforthisreasoncanbeaseriouserror.Moreattentiononthehumandimension.Organizationalmechanismsarerequiredtobuildmorecompanyidentificationandloyalty,andmoresubtlemotivationaldevicesmustbedeveloped.Supportandencouragementinternallyareneededtoreplacetheexternalstimuliandrewardsofthepastandtoprovideabackstopfo