MBA《战略管理》课件04

1、Chapter 4MissionObjectivesExternalAnalysisInternalAnalysisStrategicChoiceStrategyImplementationCompetitiveAdvantageThe Strategic Management ProcessBusiness LevelStrategyCorporate LevelStrategyHow to Position aBusinessin the Market?Which Businessesto Enter?案例春秋航空黑名单Business Level Strategies业务层战略Two G

2、eneric Business Level Strategies一般性业务战略Cost Leadership:成本领先generate economic value by having lower coststhan competitorsProduct Differentiation:产品差异化generate economic value by offering a productthat customers prefer over competitors productExample: Wal-MartExample: Harley-DavidsonWhy Cost Leadership

3、 Matters 成本领先为何重要DATCindQPCompetitive MarketATCffAbove NormalEconomicReturnsUnderstanding Cost Advantage什么是成本领先Managers need to understand who hasthe cost advantage in their market管理者应该知道谁在市场中具有成本优势Understanding Cost Advantage什么是成本领先it could be the focal firm it could be a competitordevelop a strate

4、gy to exploit the advantage也许是本企业，通过制定战略来开发优势develop a strategy to either capture theadvantage or compete on some other basis也许是竞争对手通过制定战略要么获取优势要么通过其他基础进行竞争。Sources of Cost Advantage成本领先的来源Economies of Scale规模经济average cost per unit falls as quantity increases-until the minimum efficient scale is re

5、ached单位成本随着数量增加而降低，直到达到最优产出点产量与专业化机器产量与工厂和设备成本产业与专业化员工产量与管理费用Sources of Cost AdvantageDiseconomies of Scale规模不经济有效规模的物理限制occur when firms become too large and bureaucratic管理不经济运功缺乏动力与市场和供应商的距离Sources of Cost AdvantageLearning Curve Economies学习曲线学习曲线与规模经济学习曲线与成本优势学习曲线与竞争优势Sources of Cost AdvantageTec

6、hnology Independent of Scale与规模无关的技术硬技术软技术 与规模无关 企业文化 管理控制、劳动关系Sources of Cost AdvantagePolicy Choices政策选择销售产品和服务进行新的选择Cost Leadership & Competitive AdvantageA source of cost advantage will lead to competitive advantage if that source is: Valuable Rare Costly to Imitate Organized (Implemented Approp

7、riately)Value of a Cost Advantage成本优势的价值RivalryEntryBuyersSuppliersSubstitutes increases capitalrequirementsfor entrants增加进入者的资本要求 competitors rationallyavoid price competitionlimits attractivenessof substitutes降低替代的吸引力increasesimportance of thefocal firm to thesupplier增加公司对供应商的重要性lowers incentivesf

8、or buyers toverticallyintegrate降低纵向并购的动机 Rareness of a Cost Advantage成本优势的稀缺性The rareness of a source of cost advantagedepends heavily on the industry life cycle:Imitability of Sources of Cost AdvantageConditions largely determine if a source of costadvantage will be costly to imitate 容易复制的成本优势来源复制成

9、本很高的成本优势来源复制代价昂贵的成本优势来源Implementing a Cost Leadership StrategyA strategy is only as good as its implementationStrategy is implemented through organizationalstructure and control:structure: 1) the division of managementresponsibilities, and 2) the establishment ofreporting relationshipscontrol:polici

10、es intended to influence behavioralignthe interests of the individual with the interests of theorganizationImitability of Sources of Cost AdvantageHigh Cost ConditionsBalanced Industry Capacity and DemandPath Dependence (Historical Uniqueness)Protected TechnologyHighly Unobservable Technology (Causa

11、l Ambiguity)Relational Exchange (Social Complexity)(A cost advantage cannot be easily imitated)Organizational StructureThree Organizational StructuresSimpleFunctionalMulti-DivisionalOwner / Manager Owner/Manager makes all major decisions directly and monitors all activitiesdifficult to maintain this

12、 structure as the firm grows in size and complexitySimple StructureOrganizational StructureOrganizational StructureFunctional Structure (U-Form: Unitary)divides management responsibilities by function marketing finance accounting procurement production R&D HR logistics etc.CEO is the only executive

13、with enterprise-wideperspectiveCEO is responsible for strategy & coordinationof functionsProductionFinanceR&DAccountingMarketingHuman ResourcesChief Executive OfficerFunctional StructureOrganizational StructureOrganizational StructureMulti-Divisional Structure (M-Form)functions are replicated in eac

14、h division as appropriatethis structure makes sense when the firm is involvedin more than one business or has grown large enoughto justify geographic divisionsCEO has strategic responsibility with the help ofvice presidents, rmation is filtered through layersCEO balances coordination & compe

15、tition amongdivisionsOrganizational StructureMulti-Divisional Structure (M-Form)Strategic PlanningCorporate FinanceCorporate R&DCorporate MarketingProductionFinanceR&DAccountingHuman ResourcesDivisionDivisionDivisionMarketingChief Executive OfficerCorporateHumanResourcesOrganizational StructureThe F

16、unctional Structure and Cost Leadershipspecialization within functions facilitates cost reductionCEO can use this structure to:ensure best cost reduction practices are shared among divisionsallow and encourage decision-making by thosewho are in the best positions to do sothoseclose to decisionsensur

17、e that functions are coordinating efforts inpursuit of a common strategy Organizational ControlsPolicies intended to influence behavior by aligningthe interests of the individual with the interests ofthe organizationManagement ControlsFormalInformal culture budgeting policies credit policies spendin

18、g policies travel policies purchasing policies attitudes leadership stylesOrganizational ControlsCompensation Policies stock options bonuses based on: cost reduction financial performance non-monetary awards vacations parking placesCompensation Policies Should Reinforce Formal and Informal Management Controls office decorOrganizational ControlsOrganizational Co