企业横向战略分析(英文版)

1、第十二讲第十二讲 横向战略的战略分析横向战略的战略分析1.The Growing Importance of Horizontal Strategy2.Intrrelationships Among Business Units3.The Steps of Formulating Horizontal Strategy4.Interrelationships and Diversification Strategy5.Organizational Mechanisms for Achieving Interrelationships6.How to Manage Horizontal Orga

2、nization?September 20021Horizontal strategy is a coordinated set of goals and policies across distinct but interrelated business units. It is required at the group, sector, and corporate levels of a diversified firm. It does not replace or eliminate the need for separate business and/or business uni

3、t strategies. Rather, horizontal strategy provides for explicit coordination among business units that makes corporate or group strategy more than the sum of the individual business unit strategies.September 200221.The Growing Importance of Horizontal StrategyDiversification philosophy is changingEm

4、phasis is shifting from growth to performanceTechnological change is proliferating interrelationships and making them more achievableMultipoint competition is increasingSeptember 200232.Intrrelationships Among Business UnitsTangible InterrelationshipsProcurement Interrelationships. Source: common pu

5、rchased inputs; Possible forms of sharing: joint procurement.Technological Interrelationships. Source: common product(or process) technology, common technology in other value activities, one product incorporated into another, interface among products; Possible forms of sharing: joint technology deve

6、lopment, joint interface design.September 20024Infrastructure Interrelationships. Source: common firm infrastructure needs, common capital; Possible forms of sharing: shared raising of capital, shared cash utilization, shared accounting, shared legal department, shared government relations, shared h

7、iring and training, etc.Production Interrelationships. Source: common location of raw materials, identical or similar fabrication(or assembly) process, identical or similar testing/quality control procedures, common factory support needs; Possible forms of sharing: shared inbound logistics, shared c

8、omponent fabrication, shared assembly facilities, shared testing/quality control facilities, shared factory indirect activities, shared site infrastructure.September 20025Market Interrelationships. Source: common buyer, common channel, common geographic market; Possible forms of sharing: shared bran

9、d name, cross selling of products, bundled or packaged selling, cross subsidization of complementary products, shared marketing department, shared sales force, shared service/repair network, shared order processing system, shared physical distribution system, shared buyer or distributor financing or

10、ganization.September 20026Intangible InterrelationshipsSources: same generic strategy, same type of buyer(though not the same buyer), similar configuration of the value chain(e.g., many dispersed sites of mineral extraction and processing), similar important value activities(e.g., relations with gov

11、ernment). Although value activities cannot be shared, these similarities among business units mean that know-how gained in one business unit is valuable and transferable to another.Testing: How similar are the value activities in the business units? How important are the value activities involved to

12、 competition? How significant is the know-how that would be transferred to competitive advantage in the relevant activities?September 20027Competitor InterrelationshipsThey stem from the existence of rivals that actually or potentially compete with a firm in more than one industry. These multipoint

13、competitors necessarily link industries together because actions toward them in one industry may have implications in another. September 200283.The Steps of Formulating Horizontal StrategyIdentify all tangible interrelationships.(see Figure2 A&B) The first step in doing so is to examine value ch

14、ains of each business unit for actual and possible opportunities for sharing. In a diversified firm with many business units, to simplify the analytical task of identifying interrelationships, it may be possible to break up a diversified firm into a number of clusters of business units that have man

15、y interrelationships among themselves, but relatively few with other clusters. September 20029A. Interrelationship MatrixBusiness 1Business 2CommonBuyerBusiness 2Business 3CommonBuyer;CommonRawMaterial;CommonComponentCommonBuyerBusiness 3Business 4CommonRawMaterial;CommonComponentCommonRawMaterial;C

16、ommonComponentIf interrelationships are extensive, aseparate matrix can be prepared foreach type of interrelationships.B. Linkage Diagram Market Interrelationship Production Interrelationship Technological InterrelationshipIf there are a manageable number ofbusiness units, the linkage diagramcan be

17、a clearer mean to displayinterrelationships within a firm.BusinessUnit ABusinessUnit BBusinessUnit CBusinessUnit DBusinessUnit EBusinessUnit FSeptember 200210Trace tangible interrelationships outside the boundaries of the firm. A firm will rarely compete in all the industries that are related to its

18、 current business units. Thus, it is necessary to identify interrelationships between a firms existing business units and other industries not currently in its portfolio.Identify possible intangible interrelationships. Signals of potential intangible interrelationships include similarities in generi

19、c strategy, buyer type, or value chain configuration. Many potential intangible interrelationships are usually present, which makes screening them to access their importance to competitive advantage an essential task.September 200211Identify competitor interrelationships.(Figure 1) A firm must ident

20、ify all its multipoint competitors, potential multipoint competitors, and competitors pursuing different patterns of interrelationships.Assess the importance of interrelationships to competitive advantage. The net competitive advantage from a tangible interrelationship is a function of the advantage

21、 from sharing, the costs of sharing, and the difficulty of matching the interrelationships. The challenge is to isolate the important ones.September 200212Develop a coordinated horizontal strategy to achieve and enhance the most important interrelationships.(in a variety of ways)Share appropriate va

22、lue activities.Coordinate strategic postures of related business units.Distinguish the goals of business units.Coordinate offensive and defensive strategies against multipoint competitors and competitors with different interrelationships.Exploit important intangible interrelationships through formal

23、 programs for exchanging Know-How.September 200213Diversify to strengthen important interrelationships or create new ones.Sell business units that do not have significant interrelationships with others or that make the achievement of important interrelationships more difficult.Create horizontal orga

24、nizational mechanisms to assure implementationSeptember 2002144.Interrelationships and Diversification Strategy Tangible interrelationships should be the starting point for formulating diversification strategy. The presence of interrelationships per se is not sufficient justification for entering an

25、 industry unless they allow a firm to transform an unattractive industry into an attractive one. Seeking industries with both an attractive structure and interrelationships that will yield the firm a competitive advantage in competing in those industries are the dual guides to diversification strate

26、gy.September 200215Diversification Based on Tangible Interrelationships A market-oriented diversification strategy aims to sell new products to common buyers, channels, or geographic markets in order to reap the benefits of market interrelationships. A product-oriented diversification strategy aims

27、to produce similar products with shared production value activities. Procurement interrelationships often stem from production interrelationships. A technology-oriented diversification strategy aims to develop or enter new industries based on similar core technologies, that involve products sold to

28、either existing or new markets.September 200216Diversification Through Beachheads(intangible interrelationships) A key test of diversification opportunities based on intangible interrelationships is their potential as a beachhead.Diversification and Corporate Resources Diversification is a means to

29、widen a firms stock of assets and skills by expanding the perimeter of the value activities in which it participates. The best diversification is that which does both-it reinforces the firms existing strengths and creates the basis for new ones.September 2002175.Organizational Mechanisms for Achievi

30、ng InterrelationshipsHorizontal Structure Horizontal structure refers to temporary or permanent organizational entities that cut across business unit boundaries, supplementing the business unit structure. Grouping Business Units. Groups (and sectors) should be constructed around the interrelationshi

31、ps that are most significant for competitive advantage, growing out of a systematic look at all the interrelationships within the firm. Unless one form of interrelationship is dominant throughout an entire firm, different groups should be based on different types of interrelationships.September 2002

32、18 Partial Centralization. It may be appropriate to centralize value activities because of important interrelationships, while still maintaining the profit responsibility of business units. Other Cross-Business Unit Organization Mechanisms.Market Focus Committees.Technology, Channel and Other Interr

33、elationship Committees.Temporary Task Forces. Group or Corporate Interrelationship Champions. A final structural device is the appointment of executives at the group, sector, or corporate level to act as champions for interrelationships.September 200219Horizontal Systems Horizontal Strategic Plannin

34、g. First, the corporate planning department can accept responsibility for identifying interrelationships and initiating steps to exploit them. Second, group and sector executives can be given responsibility for horizontal strategy and the content of the group plan should concentrate on interrelation

35、ships. A third approach is to add an interrelationships section to business unit plans. Horizontal Procedures. Horizontal Incentives.September 200220Horizontal Human Resource Practices Personnel Rotation among Business Units. Some Firmwide Role in Hiring and Training. Promotion from Within. Cross-Business Unit Forums and Meetings. Education on Interrelationship concepts.Horizontal Conflict Resolution Processes Senior management always plays an important role by setting the tone for how business units should interact and by acting as final arbiters of any disputes.September 2002216.How t