MBA《战略管理》课件05

1、Chapter 5MissionObjectivesExternalAnalysisInternalAnalysisStrategicChoiceStrategyImplementationCompetitiveAdvantageThe Strategic Management ProcessBusiness LevelStrategyCorporate LevelStrategyHow to Position aBusinessin the Market?Which Businessesto Enter?Business Level StrategiesTwo Generic Busines

2、s Level StrategiesCost Leadership:成本领先generate economic value by having lower coststhan competitors通过相对于竞争对手的低成本创造经济价值Product Differentiation:产品差异化generate economic value by offering a productthat customers prefer over competitors product通过顾客的偏好创造经济价值Example: Wal-MartExample: Harley-DavidsonProduct

3、DifferentiationA business level strategy intended to:业务层面战略increase the perceived value of the focalfirms products and/or services relativeto the value of competitors products and/orservices 增加产品或服务的感知价值create a customer preference for the focal firmsproducts and/or services 创造顾客对企业产品或服务的偏好啤酒的不同酿造工艺

4、 开放的厨房等Bases of Differentiation差异的基础A base of differentiation must fill somecustomer need:差异的基础必须满足某些需求 image形象 status身份 comfort舒适 taste口味 beauty style风格 furthering a cause reliability in use safety nostalgia怀旧 cleanliness清洁 service quality accuracy hunger饥饿 belongingA differentiated product fills o

5、ne or more needsbetter than the products of competitorsAlmost anything can be a base of differentiation任何东西都能成为差异化的基础tangible thing 有形(product features, location, etc.)intangible concept无形(reputation, a cause, an ideal, etc.)Bases of DifferentiationBases of DifferentiationThree Categories1) Product

6、Attributes产品属性2) FirmCustomer Relationship 关注公司顾客关系3) Firm Linkages 关注公司内部和公司之间的联系 产品特色 产品复杂性 产品推出时间 产品定制 客户营销 产品神域exploiting relationships within the firmand/or relationships with other firmsBases of DifferentiationProduct AttributesProduct Features the shape of a golf club headProduct Complexity m

7、ultiple functions on a watch Timing of Introduction being the first to marketLocation locating next to a freeway exitBases of DifferentiationFirm-Customer RelationshipsCustomization creating a unique diamond braceletfor a customerConsumer Marketing creating brand loyalty to a soapthrough image adver

8、tising Reputation sponsoring the local homeless shelterto engender positive community response Bases of DifferentiationFirm LinkagesLinkages among Functions in the Firm using acircuit board designed in one division in otherdivisionsLinkages with other Firms a sporting goods storesponsors a benefit r

9、ace by donating running shoesand receives free radio advertising in returnProduct Mix a furniture store begins to sellhome gym equipment, computers, and lawn mowers Bases of DifferentiationFirm LinkagesDistribution Channels a doughnut shop begins tosell its doughnuts through gas stationsService and

10、Support an oil change shop beginsto offer pick up and delivery of cars in an office buildings parking garageCompetitive AdvantageA product differentiation strategy must meet theVRIO criteria满足VRIO框架Is it Valuable?Is it Rare?Is it costly to Imitate?Is the firm Organized to exploit it?if it is to crea

11、te competitive advantage.FocalFirmBuyersSuppliersEntryRivalrySubstitutesIndustryThreatThe Value of Product Differentiation产品差异化的价值Neutralizing Threats化解威胁Toyota protected from HyundaiThe Value of Product DifferentiationQindPffDffMRffATCindMCffPindDindATCffQffFocal Firm with No Differentiated Product

12、Focal Firm withDifferentiated ProductAbove NormalProfitsFragmented Industry零散市场细分市场Emerging Industry新兴市场First mover advantages: captures market share先发优势 获得市场份额产品差异化与环境机会The Value of Product DifferentiationMature Industry成熟产业Refining product or adding services改进产品或增加服务Declining Industry衰退产业Exploitin

13、g niches: serving those with strong needs成为领先者或者发现利基市场The Value of Product DifferentiationRareness of Product Differentiation产品差异化的稀缺性Imitability of Product Differentiation差异的模仿性EasyMay beCostlyUsuallyCostlyDuplicationof BasesProduct Features产品属性Product MixProduct complexityLinks with other firmsPro

14、duct customizationConsumer marketingLinks between functionsTimingLocationReputationDistribution ChannelsService and SupportImitability of Product DifferentiationSubstitutes替代品some substitutes may be obvioussome substitutes may not be obviousif no substitutes are obvious, then we wouldconclude that i

15、mitation through substitutionwill be costlyat least for the present timeif a base of differentiation is valuable, otherswill attempt to imitate it through duplicationand/or substitutionOrganizing for Product DifferentiationExample: Ford Taurus Cross-Functional TeamsOrganizationalStructureU-Form with

16、 cross-functionalteamsManagementControlsCompensationPolicies flexibility broad guidelinescreativityencouragedReward:cross-functionalcooperationcreativityrisk takingCost Leadership and Product DifferentiationCan a firm pursue both simultaneously?NoYesuse of structure,management control,and compensati

17、onpolicies are nearlyoppositesfirms can do bothbecause some basesof differentiation alsolend themselves to low costExample: ToyotaExample: Rolexstructure, controls, &policies are not oppositesImplementing Differentiation InternationallyGlobalMulti-Domesticstandardized productlittle variance in taste

18、s & preferencescentralized controlfocused on efficiencynon-standard producthigh variance intastes & preferencesdecentralized controlfocused on satisfyingtastes & preferencesExample: SonyExample: SiemensImplementing Differentiation InternationallyBusiness-level and International Expansion StrategiesGenerally, but not alwaysstructure, control, & compensation policies are similar as follows:Cost leadershipProduct differentiationGlobalMulti-domestic(international integration, e