MBA《战略管理》课件02

1、Chapter 2案例 央企的房地产情节Why External Analysis?为何要进行外部分析External analysis allows firms to:discover threats and opportunities发现威胁与机遇see if above normal profits are likely in an industry发现产业中是否存在超出平均利润的机会better understand the nature of competition inan industry 更好地了解产业竞争的性质make more informed strategic choi

2、ces作出更基于信息的战略选择FocalFirmBuyersSuppliersEntryRivalry竞争对手Substitutes替代Complementors互补DemographicTrends人口趋势TechnologicalChange技术CulturalTrends文化趋势EconomicClimate经济形势Legal/PoliticalConditions法律政治环境SpecificInternationalEvents特殊国际事件IndustryGeneral External EnvironmentIndustry Analysis 产业分析The Structure Co

3、nduct Performance Model结构-行为-绩效模型originally developed to spot anti-competitive conditionsfor anti-trust purposes最早基于反托拉斯为目的而产生的came to be used to assess the possibilities for above normal profits for firms within an industry逐渐用于评估高出平均利润的可能性Porters Five Forces Model was developed fromthis economic tr

4、adition波特5S模型的发源Industry Analysis产业分析Porters Five Forces Model波特的5力模型FocalFirmBuyers买方威胁Suppliers供应商维系Entry进入威胁Rivalry竞争威胁Substitutes替代品威胁IndustryThreatPorters Five Forces Model波特5力模型Threat of Entry进入威胁if firms can easily enter the industry, any abovenormal profits will be bid away quickly如果公司很容易进入某

5、个产业，高出平均的利润很快消失barriers to entry lower the threat of entry进入壁垒降低进入威胁barriers to entry make an industry more attractive进入壁垒让产业更有吸引力Porters Five Forces ModelThreat of Entry进入威胁Barriers to Entry:进入壁垒economies of scalefirm that cant producethe minimum efficient scale will be at a disadvantage 规模经济（达不到最小

6、规模就是劣势）product differentiation产品差异性entrants are forced toovercome customer loyalties to existing products进入者必须克服已经存在产品的顾客忠诚度cost advantages independent of scaleincumbentsmay have learning advantages, etc.独立于规模的成本优势government policies政府管制governments may imposetrade restrictions and/or grant monopolie

7、sPorters Five Forces ModelThreat of Rivalry竞争威胁large numbers of competitors大量势均力敌的企业slow or declining growth产业增长缓慢low product differentiation缺乏产品差异性industry capacity can only be added in large increments生产能力大幅增加Porters Five Forces ModelThreat of Substitutes替代品威胁substitutes fill the same need but in

8、a different way不同的方式满足相同的需求-Coke and Pepsi are rivals, milk is asubstitute for both 可口与百事是竞争对手，牛奶是替代品substitutes create a price ceiling because consumersswitch to the substitute if prices rise替代品创造一个价格上限substitutes will likely come from outside theindustrybe sure to look 替代品来于产业之外Porters Five Forces

9、 ModelThreat of Suppliers供应商威胁powerful suppliers can squeeze (lower profits)the focal firm 强势供应商挤压企业利润Industry conditions that facilitate supplier power如下要素有利于供应商:small number of firms in suppliers industry少数供应商highly differentiated product高差异化的产品lack of close substitutes for suppliers products缺乏替代品

10、supplier could integrate forward供应商威胁采用前向一体化focal firm is an insignificant customer of supplier企业不是重要客户Porters Five Forces ModelThreat of Buyers买方威胁powerful buyers can squeeze (lower profits)the focal firm by demanding lower prices and/orhigher levels of quality and serviceIndustry conditions that f

11、acilitate buyer power:small number of buyers for focal firms output买方数量少lack of a differentiated product缺乏差异性产品the product is significant to the buyer产品对买方的成本大Porters Five Forces ModelFocalFirmBuyersSuppliersEntryRivalrySubstitutesIndustryThreatIf all threats are highexpect normal profitsIf all thre

12、ats are lowexpect above normal profitsMost industries are somewhere between the extremesComplementors As Another Force互补品Complementors Increase the Value of the Focal Firms Product 互补品增加企业产品的价值customers perceive more value in the focal firmsproduct when it is combined with the complementorsproduct 与

13、互补品结合使用时，客户认为产品更有价值complementors may be found outside the focal firmsindustry 互补品为产业之外的产品Exploiting Industry Structure Opportunities开发产业机会Generic Industry StructuresExploiting Industry Structure OpportunitiesFragmented Industry Structure零散产业结构Industry CharacteristicsOpportunity large number of small

14、 firms大量小企业 no dominant firms无主导企业 no dominant technology五主导技术 commodity type products 日用品 low barriers to entry低进入壁垒 few, if any, economies of scale规模经济少 Consolidation联合 buy competitors build market powerexploit economiesof scaleExploiting Industry Structure OpportunitiesEmerging Industry Structure

15、新兴产业结构Industry Characteristics产业特征Opportunity机会 new industry based on breakthrough technology or product技术突破 no product standard has been reached 没有产品标准 no dominant firm has emerged无主导企业 new customers come from non-consumption not from competitors 新客户 first mover advantages先发优势 technology locking-up

16、 assets抢占资产creating switchingcosts创造转换成本Exploiting Industry Structure OpportunitiesMature Industry Structure成熟产业Industry CharacteristicsOpportunities机会 slowing growth in demand technology standard exists increasing internationalcompetition industry-wide profits declining industry exit is beginningre

17、fine current products产品改进 improve service提升服务 process innovation流程创新 Exploiting Industry Structure OpportunitiesDeclining Industry Structure衰退期产业结构Industry CharacteristicsOpportunities机会industry sales have sustainedpattern of declinesome well-establishedfirms have exitedfirms have stopped investingi

18、n maintenancemarket leadership领导niche利基harvest收割divest剥离International OpportunitiesApproaches to International Marketsinternational markets present opportunities thatvary depending on market characteristicsfirms can improve the probability of abovenormal profits by exploiting the opportunitiespresen

19、ted by international market characteristicsexternal analysis should include an assessmentof international market characteristicsInternational OpportunitiesMultinational OpportunityMarket CharacteristicsStructural Responseno global product standardtastes and preferences varytransportation of finished

20、product is cost prohibitivegovernments imposelocal content rulesreplicate headquartersfunctions in multiplemarketsgive local managersautonomy to respondmodify product to localtastes & preferencesInternational OpportunitiesGlobal OpportunityMarket CharacteristicsStructural Responseglobal product stan

21、dardgovernments allow importationsignificant economies of scale existproduct development costsare significant minimal replication ofheadquarters functionscentralized decisionmaking at headquarterscentralized manufacturinglittle responsivenessto local tastes &preferencesInternational OpportunitiesTransnational OpportunityMarket CharacteristicsStructural Responseproduct standardization differsfrom region to regiongovernment policy variesfrom region to regionlocal tastes and preferencesvary fro