企业战略管理培训教程(24个ppt)28.ppt

2020/6/13,JiaLiangding,1,第十七讲CompetitiveStrategyDuringtheTransitiontoIndustryMaturity,1.1IndustryChangesDuringtheTransitiontoMaturity1.2SomeStrategicImplicationsofIndustryTransition1.3StrategicPitfallsDuringtheTransitiontoMaturity1.4OrganizationalImplicationsofIndustryMaturity,2020/6/13,JiaLiangding,2,1.1IndustryChangesDuringtheTransitiontoMaturity,Aspartoftheirevolutionaryprocess,manyindustriespassfromperiodsofrapidgrowthtothemoremodestgrowthofwhatiscommonlycalledindustrymaturity.Industrymaturitydoesnotoccuratanyfixedpointinanindustrydevelopment,anditcanbedelayedbyinnovationsorotherevents.Moreover,inresponsetostrategicbreakthroughs,matureindustriesmayregaintheirrapidgrowthandtherebygothroughmorethanonetransitiontomaturity.,2020/6/13,JiaLiangding,3,Importantchanges：,Slowinggrowthmeansmorecompetitionformarketshare.Firmsintheindustryincreasinglyaresellingtoexperienced,repeatedbuyers.Competitionoftenshiftstowardgreateremphasisoncostandservice.Thereisatopping-outprobleminaddingindustrycapacityandpersonnel.Manufacturing,marketing,distributing,selling,andresearchmethodsareoftenundergoingchange.,2020/6/13,JiaLiangding,4,Newproductsandapplicationsarehardertocomeby.Internationalcompetitionincreases.Industryprofitsoftenfallduringthetransitionperiod,sometimestemporarilyandsometimespermanently.Dealersmarginsfall,buttheirpowerincreases.,2020/6/13,JiaLiangding,5,1.2.SomeStrategicImplicationsofIndustryTransition,OverallCostLeadershipVersusDifferentiateVersusFocustheStrategicDilemmaMadeAcutebyMaturity.Rapidgrowthtendstomaskstrategicerrorsandallowthatstrategicexperimentationbehighandawidevarietyofstrategiesbeabletocoexist.Strategicsloppinessisgenerallyexposedbyindustrymaturity,however,maturitymayforcecompaniestoconfront,oftenforthefirsttime,theneedtochooseamongthethreegenericstrategies.Itbecomesamatterofsurvival.,2020/6/13,JiaLiangding,6,SophisticatedCostAnalysisCostanalysisbecomesincreasinglyimportantinmaturitytorationalizetheproductmixandpricecorrectly.Summary:anenhancedlevelof“financialconsciousness”alongavarietyofdimensionsisoftennecessaryinmaturity,whereasinthedevelopmentalperiodoftheindustryareassuchasnewproductsandresearchmayhaverightlyheldcenterstage.,2020/6/13,JiaLiangding,7,ProcessInnovationandDesignforManufactureTherelativeimportanceofprocessinnovationsusuallyincreasesinmaturity,asdoesthepayofffordesigningtheproductanditsdeliverysystemtofacilitatelower-costmanufacturingandcontrol.IncreasingScopeofPurchasesBuyCheapAssets,2020/6/13,JiaLiangding,8,BuyerSelectionpurchasingneedsversuscompanycapacities;growthpotential;structuralposition:intrinsicbargainingpower;propensitytoexercisethisbargainingpowerindemandinglowprices;costofservicing.DifferentCostCurvesCompetingInternationallyShouldTransitionBeAttemptedAtAll?,2020/6/13,JiaLiangding,9,1.3StrategicPitfallsDuringtheTransitiontoMaturity,Acompanysself-perceptionsanditsperceptionoftheindustry.Theself-perceptions,suchas“wearethequalityleader”,“weprovidesuperiorcustomerservice”,maybeincreasinglyinaccurateastransitionproceeds,buyersprioritiesadjust,competitorsrespondtonewindustryconditions.Similarly,firmsassumptionsabouttheindustry,competitors,buyers,andsuppliersmaybeinvalidatedbytransition.,2020/6/13,JiaLiangding,10,Caughtinthemiddle.Transitionoftensqueezesouttheslackthathasmadethisstrategyviableinthepast.Thecashtrapinvestmentstobuildshareinamaturemarket.Arelatedpitfallisplacingheavyattentiononrevenuesinthematuringmarketinsteadofonprofitability.,2020/6/13,JiaLiangding,11,Givingupmarketsharetooeasilyinfavorofshort-runprofits.Inthefaceoftheprofitpressuresintransition,thereseemstobeatendencyforsomecompaniestotrytomaintaintheprofitabilityoftherecentpastwhichisdoneattheexpenseofmarketshareorbyforegoingmarketing,RControloffinancialassetssuchasinventoryandaccountsreceivablemaytakeongreaterimportance;Morecoordinationacrossfunctionsandamongmanufacturingfacilitiesmustoftenoccurforthecompanytobecostcompetitive;,2020/6/13,JiaLiangding,18,Afirmmustbepreparedtoreeducateandremotivatepersonnelatalllevels,inordertoreduceresistancetopricecompetition,tonewreportingrequirements,tonewcontrols,toneworganizationalrelationships,toalossinpersonnelautonomy,etc.,2020/6/13,JiaLiangding,19,Generalmanagementmustbeawareofsubtlechangesinthemotivationalclimateintheorganization.Inthegrowthperiod,therearemanyopportunitiesforadvancement,greatintrinsicjobsatisfaction,butinthematurecompetitiveenvironment,thereislessgrowth,lessglamour,lessexcitement,andthespiritofpioneeringanduniquenesstendstofade.,2020/6/13,JiaLiangding,20,Generalmanagementmustfacewith:Scaled-downexpectationsforfinancialperformance.Thestandardsforacceptablegrowthandprofitsmustoftenbereducedinmanagersminds.Ifmanagerstrytomeettheoldstandards,theymaytakeactionsthatareextremelydysfunctionalforthelong-runhealthofthefirmunlessithasanextremelystrongmarketposition.Moredisciplinefromtheorganization.,2020/6/13,JiaLiangding,21,Scaled-downexpectationsforadvancement.Pastratesofpersonaladvancementareunlikelytobepossibleinthemorematureenvironment.Manymanagersmayleaveduringthetransitionprocess.Thepressureleadssomecompaniestodiversifytoprovidethegrowthandadvancementpossibilitiesofthoseofthepast.Diversifyingsolelyforthisreasoncanbeaseriouserror.Moreattentiononthehumandimension.Organizationalmechanismsarerequiredtobuildmorecompanyidentificationandloyalty,andmoresubtlemotivationaldevicesmustbedeveloped.Supportandencouragementinternallyareneededtoreplacetheexternalstimuliandrewardsofthepastandtoprovideabackstopforthedi