企业战略管理英文

BusinessStrategy董静1StructureandScheduleModuleOne:LecturesHistory,Concept,andProcessExternalenvironmentCapabilityandresourcesBusinessportfolioandchoosingstrategiesCorporatestrategiesCompetitivestrategy(andgametheory)BalancedscorecardandemergencymanagementCriticalmassCompetitiveadvantageofnationsCasestudyCasestudy2ModuleTwo:casesTeamwork:casereportRequirementSelectonecompanyoroneindustryCleardescriptionofitsstrategyorpracticeDataQuestions3.AssessmentofcasesContentFormatEffect4.Deadline:the8thweek3Examples盛大网络CanonDELL网络游戏产业TextileindustryOthersShouldbe

TypicalfailureorsuccessActionofonecompanyorrelationamongseveralcompaniesInenglish4CourseGradingFinalexam50％Presentationandreport40%Classparticipation10％5ReferencesArthurA.ThompsonandA.J.Strickland.StrategicManagement:ConceptsandCases.McGraw-Hillcompanies,Inc.2001DavidBesanko,DavidDranove,andMarkShanley.EconomicsofStrategy.JohnWiley&Sons,Inc.1996戴维·贝赞可（等）：《公司战略经济学》，北京大学出版社王玉：《企业战略管理教程》亨利·明茨伯格：《战略历程》，机械工业出版社迈克尔·波特：《竞争战略》，华夏出版社迈克尔·波特：《竞争优势》，华夏出版社迈克尔·波特：《国家竞争优势》，华夏出版社罗伯特·伯格曼：《技术与创新的战略管理》，机械工业出版社加里·哈默：《战略柔性》，机械工业出版社安德鲁·坎贝尔：《战略协同》，机械工业出版社6HarvardBusinessReviewStrategicManagementJournalSloanManagementReviewCaliforniaManagementReviewManagementScienceJournalofManagementAcademyofManagementJournalRANDJournalofEconomicsMcKinseyQuarterly7中国期刊网ProquestEbscon国研网中经网Googleandothers8SessionOneHistory,Concept,andProcess9Afteryourgraduation,…………Suitableforindividuals,family,company,governmentandotherorganizations乾隆Tacitorclearstrategy(华硕与与一江江阴民民企)Isstrategyuseful?10EmergeanddevelopmentofbusinessstrategyPhase1:theformationofmodernenterprises1820stothebeginningof20thcenturyNocompetitiveconcept?CarandcarriageElectriclightandgaslightPhase2:scientificmanagementBefore1930sSellersmarket,production-dominatedFocusingoncost,efficiency,andproductThetheoryofTaylor11Phase3：Marketingmanagement1930sto1950sDiversifieddemand,buyer’smarket,competitionMarketandcustomerorientedPhase4：strategicmanagementAfter1960sPost-industrialsociety(France)Valueoriented,createmarket12Strategy：basicconceptPlan（计划划）Pattern（模式式）position（定位位）Point(观念)Policy（计谋谋）DesignschoolPlanningschoolPositioningschoolEntrepreneurschoolResourcesschoolInordertoadapttotheexternalenvironment,thecurrentandfuturebusinessactivitiesarestrategicallydecided,coveringwhichkindofbusinesstoenter,howtocompeteandoperateandsoon.13MarketstructurestrategyactivityPerfor-manceprofitstructure-strategy-performancemodel14ProcessofstrategicmanagementSWOTmissionExternalenvironmentInternalenvironmentStrategicanalysisStrategicchoice15Long-termobjectiveGeneralstrategyCompetitivestrategyYearlyobjectiveCompetitivestrategyFunctionalstrategypolicystructurecontrolreformStrategicchoiceimplementationcontrol16Levelsofbusinessstrategies17Firststep:missionMainfieldsofbusinessObjectivesofthesebusinessPhilosophyofmanagementPublicimageSelf-assessment一个科科技背背景的的企业业家18MissionCompeteDevelop19ProfitobjectiveValueobjectiveManagerialobjectiveobjectivesofthecompanySocialobjective矿区企企业之之差异异20AnFrenchengineerinaFrenchcompany《利家与与阿松松》中的前前田利利家IBMandMicrosoftThedilemmaofinnovatorsWhatisthekeyofstrategy21ChoiceandbalanceValueCapturePowerbyyourstageLowHighValueCreationbysupplychainHigh/increasingLow/decreasingBest替他人人做嫁嫁衣挣扎？22Principal:Managebusinessecosystemtoachieveoptimalbalanceofvaluecreationandcapture23Session2ExternalEnvironmentTheexternalenvironmentofcompaniescompanyGeneralenvironmentIndustrialenvironmentGeneralEnvironmentGeneralenvironmentPoliticaleconomictechnologicalNature/internationalSocial/culturalOutofinfluenceofindividualorganizationEconomicenvironmentEconomicenvironment:developmentlevel,economicsystem,price,laborandetc.ofcertaincountryorareae.g.highgrowthrateofChinaandthe农民问问题（（创意意大赛赛）USA,thepetrolcrisisof1970s,andthecompetitivenessofJapanTechnologicalenvironmentUsuallyslowly,butifcriticalchangehappens,theinfluenceiswidespreadandrevolutionary.E.g.IBM与大型计算机机网上购物（DELL）电视机的未来来SocialandculturalenvironmentPopulation,livingstyleandvalueandsoonTheirinfluenceonstrategyisincrementalandsubtleE.g.西方文化，东东方文化与家家庭装潢日韩影视、游游戏产业对中中国的影响夫妻共同工作作与婴幼儿照照顾（一个创创意）Politicalandlegalenvironment政权的稳定性性Internationalrelationship法律、法规的的健全程度（（WEF）人治与法治中国的精英选选拔机制民选政府与超超级女声IndustrialpolicyNaturalenvironmentGeographicalpositionResourcesstatus（JapanandUSA）生态环境巨大的环保市市场绿色经济学院院？中国的能源危危机与企业的的发展战略燃气轿车的研研制InternationalenvironmentGlobalizationand信息化InternationalcompetitionMultinationalcompaniesinChinaGoodpointsBadpointsChinesecompaniesgoingabroadIndustrialenvironmentSession2continuedIfyouwillsetupabusiness,whichindustrywillyouchoose?Whytheno-brandPC(组装电脑)onlycouldgetlowprofit?WhyitismoreexpensiveforyoutousephoneinChina?(Newspaper)IndustrialenvironmentFive-forcesmodelBargainingpowerofbuyersBargainingpowerofsuppliersSubstituteproductsPotentialenteringCurrentcompetitionSeveralcasesThediversificationstrategyofVVGroupFromthesubstituteThegoing-abroadofBaoSteelFromthebargainingpowerofsuppliersTheexpandingtoretailof999Pharm.Fromthebargainingpowerofbuyers电信、有线电电视的网络铺铺设战略Fromthepotentialcompetitors(preemption)1.CurrentcompetitionQuantityandpowerofcurrentcompetitorsAlotofcompetitorswithequalpower（组装电脑））Coststructure投资周期长，，固定成本高高（航空业））Theindustrialdevelopment:slow-fierce(家电)Differencesofproductsandservices:low-fierceBarrierofexiting（专用性、互互补性、情感感）2.PotentialenteringBarriersofenteringScaleeconomy（学习曲线））（SGM）Differencesofproducts（有形/无形）Investmentneeded（电信网络））Saleschannel（外资与中国国的合作）Governmentpolicy（地下钱庄））Potentialcompetitors业务具有协同同性的企业（（上下游企业业）（雷允上上-国大药房，家家乐福－相关关企业）其他克服进入入障碍的能力力（资金、技技术<ABB>、政策等）3.BargainingpowerofsuppliersConcentrationoftheupperstageofproductionchain,上游产业集中中度高、规模模大Thedifferenceofproductsofdifferentsuppliers,switchcost信息系统供应应商及其策略略：亏本的买买卖Nothreatfromsubstituteproducts（电力）Theforwardintegrationpowerofsupplier（制药与药店店）Lowimportanceofthecompanytoitssupplier,产业本身并非非供应商的重重要客户4.BargainingpowerofbuyersThepurchasevolumeofbuyers,客户采购量大大（沃尔玛））StandardproductsornotThecostpositionoftheproductforcustomer,产品在客户成成本中的地位位Theprofitlevelofbuyers（关注车价行行情的环保公公司）TheswitchcostofbuyersThebackwardintegrationpowerofbuyers,客户进行后向向整合的能力力SubstitutesThebalancebetweensubstitutes,替代品间的制制衡（太阳能能/燃气/电热，有线通通/电信宽带）Thecompetitivesubstitute,（电视机/投影仪）Improvequality/priceProducedbyprofitablecompanies,由获利较高的的产业生产Theenteringandexitingbarriers

highrisk,highprofit

highrisk,lowprofitLowrisk,highprofitlowrisk,lowprofitEnteringbarriershighlowhighlowExitingbarrier示例：美国不不同产业的资资产收益率平均资产收益益率（％）产业制药饮料电信化妆品科学、照相、、控制设备出版、印刷烟草批发综合百货店保险商业银行3.02.0Beyondthe5-forcesToomuchemphasisonadversarial“valuecapture”,notenoughon““valuecreation””Coopetition:jointfocusoncreationandcaptureofvalueIndustryaccountsforabout20%oftotalvarianceinROAEvolutionofindustrystructureSession3ResourcesandCapabilityIfyouarethegeneralmanagerofapharmaceuticalcompany,whatdoyouthinkisthemostimportantresourceinyourcompany?Case:GlaxoProblem1980－1985：Zantac,胃溃疡,accountedfor44%oftherevenueand50%oftheprofit;1997,patentexpired,everycompanycouldproducethismedicine;Morecompetitivepatent,LosecActionsAcquisitionof3companiestogetmorepatentsMorecompetentR&DdepartmentAndsoonCategoriesofresourcesVisiblePhysical:设备、原材料料、地理位置置（walmartvs.carrefare）Intangibleassets：patent,brandInvisible(tacit)ManagementR&DcapabilityCoordinationRanksofresourcesCriticalcorebasicperiphery竞争优势高低CriticalresourcesforsuccessPerspectivefromindustryCertainindustryemphasizetheimportanceofcertainresourcesPharmaceuticals,supermarket,automobileIdentifythecriticalresourcesCustomers:customerneed,segmentsCompetition:competitors’resourcesandcustomers,comparativeadvantagesCriticismUndercurrentstructure,notfuture-orientedCase:DellAcquirementofresourcesPurchasingAdvantage:scaleeconomy,efficiencyundercompetitionDisadvantage:informationleak-out,transactioncost,suitabilityCertainresourcesvs.apackageofresourcesE.g.Nike,Toyota，克莱斯勒与与奔驰，HP与CompaquProducingTheopposite（60subsidiarycompanies）Case:anoilrefinerBackgroundOilrefinerA:accesstocrudeoilat$10perbarrelOthers:$20perbarrelQuestion:doseAhaveacostadvantage?WillAbemoreprofitable?ImplicationWherevaluecomefrom?Keyresources,brand,certaincapabilityandsoonRecognizeuniqueresources,protectuniqueresources,andmaximizereturnsfromuniqueresourcesValuecreationfromresourcesInputFundsHRMaterialsAndsoonProcessManufacturingR&DMarketingManagingoutputMarketshareCustomersatisf.RevenueProfitOutput–Input=value-addedCase:aregion北京上海浦东平均水平电子信息汽车石化钢材成套设备生物医药比率26.425.424.818.739.615.711.320.831.5工业增加值率率比较（2003）％出口与倾销，，国际市场与与国内市场，，利润的分配配GeneralvaluechaininfrastructureHRMTechnologyFinance,etc.SecondaryactivitypurchaseproductionstoragemarketingserviceMainactivityProfitDevelp许多企业都是是在价值链的的某个或某几几个环节获得得竞争优势（（沃尔玛与家家乐福，麦当当劳，HP）ValuechainsystemValue-chainofsupplierValuechainValuechainofbuyerValuechainofcustomerValuechainsystem还有一些企业业从价值链体体系中寻找获获得竞争优势势的机会（举举例，Clusters）CoreCompetencePraharadandHamel：企业拥有的的独特技能、、智力资本和和隐性知识，，是创造顾客客价值和企业业创新的源泉泉，决定了企企业的竞争优优势和可持续续发展能力IdentifycorecompetenceGreatcontributiontofinalproduct,perceivabletocustomers（Dell的销售模式））Hardforcompetitorstocopy（Honda的发动机）HardtosubstituteEnterbroadmarketbythiscompetence（canon的光学技术））SourcesofcorecompetenceCombinationofuniquetechnologies（沃尔玛）Intelligencecapital（风险投资中中的智力股份份）Tacitknowledge（3M参观者的遗憾憾）Session4BusinessPortfolioAnalysisBusinessportfolioAssessthesuitabilityofcurrentbusinessportfolio.Allocateresourcesaccordingtotheportfolio,finallyreachthestrategicgoals1960s,BCG,McKinsey,andotherconsultingfirmsBusinessselectionformulti-businessandcross-industrycompaniesFamilyportfolioComparisonbetweenChinaandJapanCases鸡鸣狗盗Institutionalenvironment:forbusiness(financesector)andfamily(socialsecurity)BCGMatrixAccordingtoThepotentialofthebusinessesThepositionofthecompanyinthesebusinessesJudgeThesuitabilityofcurrentbusinessportfolioThecashcontributionofdifferentbusinessesDecidethefutureportfolioanddevelopmentstrategyBCGMatrixCircle：revenueSectorincircles：profitRelationshipamongdifferentbusinesses

Questionmark

DogCashCow

StarRelativemarketshareIndustrialgrowth％10averageratelowhighhighBasicprinciplesforBCGanalysisReasonablebusinessescombinationReasonablecashflowamongdifferentbusinesses(德隆)TheimportanceofSTAR（GE’sNo.1,2）Avoidthelackofcertainkindofbusinessdog业务是否一定定不需要呢？？PropermovingspeedamongboxesCase:上海焊接器材材有限公司CritiquestoBCGMatrixThedifficultyofdefiningmarket,marketshareandgrowthrateScopeofindustryFocusingonpastnotfuture,leadingtotimelag.(百合的种植)ToosimpletolabelthestatushighorlowFocusingonthesurfacenotthepotential(innovationcapabilityandsoon)sizeRORscalecompetingspecializationscatteredThemarketshareandtherateofreturn(thechangeofGE’sNO1.2)Businessstatus-industryattractivenessmatrixFactorsreflectingindustryattractivenessMarketgrowthrate,industrysizeandprofitability.Suchasmarketgrowthrate,industrysizeandprofit,competition,technology,socialenvironmentandetc.FactorsreflectingbusinesscompetitiveadvantageMarketshare,profitrate,competitiveness,technology,managementleaderstrugglequestionleaderdeclinedeclinehopelesswatchCashsupplierIndustrialattractivenessBusinessstatusWeak(-100%)Strong(100%)Unattractive(-100%)Attractive(100%)Product-lifecycleanalysisProduct-marketphasesCompetitivestatusmaturedevelopingexcludingenteringdeclinestrongnormalweak什么样的行行业是衰退退的行业？？纺织业？钢钢铁？煤炭炭？高科科技与食品品（洞察力力）startupdevelopmaturedecliningRateofreturnFundstransferred-100%200%100%020%-10%80%ThefundstransferamongSBUsSession5

CorporateStrategies71CorporateStrategiesMaintenancestrategies（不选择也也是一种选选择）Developmentstrategies一体化战略略（integrationstrategies）加强型战略略（intensivestrategies）多元化战略略（diversificationstrategies）DefenseStrategies：紧缩、撤撤资Withdrawalstrategies：清算GenericstrategiesofMichaelPorter72IntegrationStrategiesForwardintegrationControlthesaleschannelbyownershiporcontractCase：“雷允上””开设连锁药房IfAisamanufacturingcompanyandsellsitsproductsthroughB’’snetwork.WhenshouldAacquireBorsetupitsownsalesnetwork?SuitablewhenCurrentsalespartnernotefficient,ornotreliable,orcouldnotmeetitsneed,orgetsalargeprofitHighgrowthrateoftheindustryHavethefundsandHRforthatactionKnowthecustomer’sneeds,andexpanditsbusiness73BackwardintegrationControlthesuppliersbyownershiporcontract例：华能集集团与中煤煤能源集团团合作IfAisamanufacturingcompanyandpurchasesmaterialsfromB.WhenshouldAacquireBorsetupitsownmaterialbusiness?SuitablewhenThecurrentsuppliersnotveryeconomical,ornotreliable,orcouldnotmeetitsneed,orgetahighprofitToofewsuppliers,butalotofcompetitorsHighgrowthrateoftheindustryHavethefunds,technologyandHRtodothisbusinessStablepriceiscriticalfortheindustry74HorizontalintegrationControlthecompetitorsbyownershiporcontractCase：惠普与康康派，克莱莱斯勒和奔奔驰IfAandBarecompetitors,whendoyouthinkAshouldmergeB?SuitablewhenMonopolizethemarketincertainareaGreatgrowthpotentialoftheindustryScaleeconomyHavethenecessaryfundsandHR75IntensiveStrategiesMarketpenetrationIncreasethemarketsharebymoremarketingeffortsCase：广告、代代理商、产产品使用指指南等MarketdevelopmentEnteringnewmarketbycurrentproductsandservicesCase：ChinaasthemostpromisingemergingmarketProductdevelopmentIncreasesalesbymodifyingthecurrentproductsordevelopingnewproductsCase：上海通用用的卡迪拉克，HP的掌上电脑脑76DiversificationStrategiesConcentricdiversificationAddnewbutrelatedproductsorservicesCase：Sony进入游戏行行业SuitablewhenThenewproductswillimprovethesalesofcurrentproductsBalanceseasonalfluctuationCurrentproductsatthedecliningstage77HorizontaldiversificationAddnewandunrelatedproductsforcurrentcustomersCase：AMT进入培训市市场(ERP培训到战略略培训)SuitablewhenThenewproductswillincreasethesalesofcurrentproductsProvidenewproductbyusingcurrentchannelBalancedsalesfluctuationRelateddiversification(concentricandhorizontal)78ConglomeratediversificationAddnewandunrelatedproductsCase：交大国飞飞进入房地地产行业SuitablewhenMainbusinessonthedecliningstageCurrentmarketismatureForprofit（long-termorjustforsale）79DefenseStrategiesRetrenchment(收缩)Reconfigurationbyreducingcostorasset,inordertoimproveperformanceCase：01年1月，戴姆勒勒·克莱斯勒公公司宣布，，未来三年年内，在全全球范围裁裁减20%员工，即2.6万名；关闭闭13家工厂，对对部分工厂厂实行减产产；2001年实现裁员员计划的75%；2002年闲置6个克莱斯勒勒的制造厂厂。Divestiture(剥离)SellpartofthecompanyCase：希尔顿饭饭店1995年剥离离赌博游艺艺场Liquidation(清算)Sellallpartsofthecompany(fordifferentpurpose)《华尔街》80Session6

SelectingStrategiesSelectingstrategies：accordingtotheinternalandexternalenvironments,basedontherequirementofbusinessportfolio,toselectthemostsuitablestrategiesfromallpossiblealternatives.SWOTModelHowtotakeadvantageofexternalopportunitiesandinternalstrength,andlowertheexternalthreatsandinternalweaknessStrength：resources,technology,HR,brandandsoonRelativelystrong,notabsolutelyWeakness：thebottleneckofthecompanyRelativeconceptBottleneckinHRinventurecapitalindustryOpportunities：fromthemacroandindustrialenvironmentThegovernment’srequirementforsettingupsewagefactoriesineachcity（复旦水务务的巨大机机会）Microsoftfacedtheanti-trustsuitThreats：fromthemacroandindustrialenvironment2004年国家降低低出口退税税，导致众众多企业面面临生存危危机IBM调整软件部部门给IT咨询公司带带来的威胁胁Opportunityorthreat?退税：国内内外，不同同类型企业业SWOTModelStrengthWeaknessOpportunitiesThreatsWO战略降低劣势型战略产品开发（SARS药品）WT战略威胁型战略榨取或退出SO战略积极发展型战略市场渗透（大众汽车）ST战略回避威胁型战略开发市场(维维)positionofthebusinessAlittlesimple:opportunitiesandweaknessesalwayscoexist.Thebestchoiceisnoteasytofind（银行行业中中的四四大与与其他他）Alittlestatic:tryingtofindawayfromcurrentsituation（环境境易变变，优优劣势势转化化）SWOTissuitableforroughjudgeEvaluationofSWOTMatrixforselectingstrategiesObjective:strengthentheadvantageandavoidtheweaknessStrategicgoalsStrengthentheadvantageOvercometheweaknessApproaches/resourcesFrominternal（自行行发展展）Fromexternal（M&A）MatrixforselectingstrategiesByusinginternalresourcesByusingexternalresourcesOvercomeweaknessEnhancestrengthDevelopmentstrategyintegration（Baosteel）diversificationDevelopmentstrategydiversificationIntegration:lenovoandIBMdefensive（Legend的数据业务）quitImprovemanagementdevelopmentIntensive(SGM的卡迪拉克)Strategy-categorymodelDevelopedfromBCGmatrixSpeedofthemarketdevelopmentTheaveragegrowthratePositioninthemarketRelativemarketshareWeakpositionStrongpositionRapiddevelopmentSlowdevelopmentquestionDevelopmentstrategyExitstrategyDogexitdiversificationStarconcentrationVerticalintegrationCentraldiversificationCashcowDevelopmentstrategydiversificationComparisonof3modelsSWOTmorepopularFactorsinfluencingstrategy-selectionCurrentorformerstrategiesSometimessuccessisthemotheroffailure：如何何突破破成功功的阴阴影Acaseofnewspaper：内容容定位位差异异(申江服服务导导报)———时间定定位差差异（（新闻闻晨报报、午午报、、晚报报）——途径定定位差差异（（时代代报））Companyculture:risk-aversion,risk-preferenceThereactionsofcompetitorsCharacteristicsoftheindustries（完全全竞争争、垄垄断、、寡头头）威慑的的重要要性(preemptionofDupont)InterestedgroupsShare-holders：USAvs.Japanmanagers：personalgoalsandcompany’’sgoalsEmployees:acoalminefactoryinUScustomerssuppliersInvestors/loaner:venturecapitalGovernment:一家与与政府府打官官司的的环保保企业业SocietyOrganizationalstructure：Influencethestrategicdecision-making：informationtransferInfluencethestrategyimplementation:IBM’’spracticeinsoftwareSession7CompetitiveStrategiesGenericstrategiesofPorter成本领先战略差异化战略CostLeadershipDifferentiation专一经营战略Niche/focusSourcesofcompetitiveadvantageLowcostDifferentiationBroadmarketNichemarketScopeofcompetitionCostLeadershipGetcompetitiveadvantagebyprovidingproductsandserviceswithlowcostPriceandprofitofalow-costcompany(figure)Context用户对对价格格十分分敏感感（普普遍敏敏感/情景型型敏感感<收入下下降时时>）实现产产品差差别化化的途途径很很少购买者者不在在意品品牌间间的差差别存在大大量讨讨价还还价的的购买买者(中国式式菜场场)ThewaytoachievelowcostScaleeffectLimitedbythenatureofthebusiness,products,market,andthemanagementLearningcurve（experiencecurve）经验曲曲线效效应来来源：：熟练练，专专业化化，默默会知知识显显性化化（吹吹灯泡泡），，创新新（了了解越越深，，越有有创新新可能能，本本田宗宗一郎郎），，标准准化学习曲曲线的的共性性企业间间的学学习效效果差差异（（吃一一堑长长一智智，与与反复复跌跟跟头））ThedesignoftheproductsandprocessTakefulladvantageofthecapacity(多流水水线与与智能能流水水线））Thesiteofthebusiness（企业业集群群,张江））Thetimeofentering：先进进入者者与后后进入入者Relationwiththevaluechain：供应应链上上的合合作Effectofsynergy（跨业业务））：多多元化化vs.一体化化DisadvantagesofcostleadershipThedisasterofpricewars（中国国电视视行业业，空空白－－崛起起－价价格竞竞争－－低效效益））Marketsuitabilityoflowcost（派克克，中中国丝丝绸））IgnorethemoreprofitablecompetitivestrategiesLackofinnovation（TV）Destroytheindustrialcooperationandtheprofitabilityofthewholeindustry家乐福福和炒炒货商商）Conflictsamongcostobjectives材料、、部件件的适适用性性与采采购成成本））Conflictbetweencostandvalue（招标标与最最低报报价））Costleadershipandtheprofit(theadjustmentofGE’’sNo1,No2strategy,fromrevenuetoprofit）Costleadership,theefficiencyofcorporateoperation,thecompetitionamongdifferentgovernancestructureDifferentiationStrategyProvideextravalueforcustomersbydifferentiationSourcesofdifferentiationscategory：服务务水平平、产产品性性能、、工艺艺设计计、等等relativity（与众众不同同，星巴克克，一家家不知知名的的餐馆馆）Differentproductsanddifferentcustomers（北京京的汽汽车改改装市市场））ValuabledifferentiationCouldberecognizedbycustomersHardtocopy（本田田的发发动机机）ReasonablepremiumDisadvantagesofdifferentiationstrategyCannotgetappreciatedbythemarketToohighprice/premiumDisharmonyofthevaluechainCopiedbyothersBreakthroughoftechandtheinvalidationofdiff.Innovationanddiff.（软盘盘的发发展悖悖论））NichestrategyConcentratedinoneorseveralmarketsegments（劳斯斯莱斯斯）ProvidevalueforcertaincustomersCloselycooperatewithcustomersCompetitivestrategiesandbusinesslife-cycleDifferentcompetitivestrategiesatdifferentstageofthebusinesslife-cycle只有夕夕阳的的企业业，没没有夕夕阳的的产业业案例：：纺织织行业业的发发展上海的的重大大战略略决策策浙江塖塖州领领带产产量占占世界界三分分之一一广东东东莞大大朗镇镇毛衣衣产量量每年年超过过2亿件其他：：布艺艺，衬衬衫，，羽绒绒，童童装，，牛仔仔服，，手套套，面面料CompetitivestrategiesandindustrialfeaturesEmergingindustriesFeaturesofthiskindofindustriesInstabilityoftech（药物物试验验与中中国人人口资资源））Lackofperfectcooperationsystem（上海海的IC产业,中国汉汉字））Lackofindustrialstandard（3G之争））Needalotofinvestment,marketcultivationKeypointsofstrategiesConcentrationofresourcesBuildingindustrystructure,industrialstandardandorder（华宏宏的VC部门））Changethedoorsill壁垒（（Criticalmass）Propertimeofenter(Gametheory)MatureindustriesFeaturesRelativematurityoftech(Microwaveoven)Largemarketsize,usuallyAlternativestrategies:costvs.differentiation优化产产品系系列创新产业结结构重重组:书店与与网上上书店店国际化化：中中国企企业的的国际际化（（贝拉拉维拉拉，madeinFrance?）向相关关产业业转移移Scatteredindustriesfeatures：进入入壁垒垒低，，缺乏乏规模模经济济效应应，市市场需需求差差别大大，市市场需需求的的地域域化，，政府府对规规模的的限制制Possiblestrategies：产品品技术术或流流程的的再设设计，，标准准化，，经营营模式式创新新（连连锁）），集集中战战略Disastersincompetitivestrategiessamestrategiesappliedbyallcompetitors：日本本的巧巧克力力行业业Bottle-neckinapplyingsomestrategies：日本本的进进口限限制与与产业业发展展Assessmentofthestrategies：本地地，全全国，，世界界（节节能，，空调调，洗洗衣机机）,localcompetitiontointernationalcompetition(Haier的国际际化,WalmartinJapan)战略要要有所所取舍舍，有有舍才才会有有得Session8CriticalMass临界数数量（（Criticalmass）的概概念最最初来来源于于核物物理，，其中中文译译名为为“临临界质质量””。原原子弹弹的核核爆炸炸原理理是核核链式式反应应（NuclearChainReaction），为为维持持链式式反应应所需需要的的裂变变材料料的最最小质质量就就称为为临界界质量量。Criticalmass111BusinessStrategy-CriticalMassRacesInnovationdiffusionandcriticalmass一种创创新在在一个个社会会系统统中的的扩散散，只只有使使用者者达到到系统统总人人数的的某一一比例例后，，整个个扩散散过程程才可可以自自续(self-sustaining)下去，，这这一比比例就就是临临界数数量。。112BusinessStrategy-CriticalMassRacesS曲线113BusinessStrategy-CriticalMassRaces对于临临界数数量点点的具具体数数值并并无公公认的的判据据，只只是大大致确确定在在系统统人数数的10%到20%之间。。不同的的技术术，不不同的的扩散散环境境，对对于扩扩散达达到临临界数数量的的要求求可能能都有有影响响114BusinessStrategy-CriticalMassRacesPositivefeedbackandwinner-take-all当两个个或更更多的的公司司争夺夺正反反馈效效应很很大的的市场场时，，只有有一个个会成成为赢赢家。。开始领领先的的技术术——也许占占有60％大的的市场场份额额——成长到到接近近100％，而而开始始占有有40％市场场份额额的技技术下下滑到到10％。强者更更强，，弱者者更弱弱115BusinessStrategy-CriticalMassRaces50市场份份额（百分分比））1000时间赢家输家战争区区域Winner-take-all116BusinessStrategy-CriticalMassRaces时间饱和起飞启动用户数量117BusinessStrategy-CriticalMassRaces在信息息经济济中，，最丰丰厚的的回报报总是是由赢赢家获获得，，而不不是第第二名名118BusinessStrategy-CriticalMassRaces网络效效应某一种种产品品对用用户的的价值值，随随着采采用相相同产产品或或可兼兼容产产品的的用户户增加加而增增大。。在产品品有网网络特特点，，尤其其是消消费者者从该该产品品或服服务中中得到到的价价值取取决于于该网网络系系统的的规模模时,临界数数量就就显得得极为为重要要网络效效用可可以用用“bandwagonmodel”即花车车模型型来解解释。。119BusinessStrategy-CriticalMassRaces每一个个使用用者的的数量量取决决于其其他使使用者者的数数量Price

QuantityP1Q1bandwagonmodel花车效效应增增加了了该项项服务务对网网络中中每个个使用者者的价价值，，即产产品的的边际际购买买产生生的效用值值高于于边际际内产产品的的价值值，Q2120BusinessStrategy-CriticalMassRaces梅特卡卡夫定定律网络的的有用用性（（价值值）随随着用用户数数量的的平方方数增增加而而增加加。假设网络络中有n个人，则则网络对对所有人人的总价价值与n（n-1）=n2-n成正比。。网络连线线数量：：1/2(n2-n)121BusinessStrategy-CriticalMassRaces网络外部部性的来来源“自有价值值”(AutarkyValue)。在没有别别的使用用者的情情况下，，产品本本身所具具有的那那部分价价值“协同价值值”(SynchronizationValue)。当新的用用户加入入网络时时，老用用户从中中获得的的额外价价值主产品和和补充产产品的相相互作用用（兼容））。在某个系统统中,单件产品只有有在于其其他产品品相互配配合后才才能发挥挥作用。。因此用用户在购购买某件件产品后后通常还还会购买买相应的的硬件和和软件。。此时一一旦用户户向某种种特定的的系统投投入各种种补充和和耐用资资产时，，就会产产生锁定定。122BusinessStrategy-CriticalMassRaces负的网络络外部性性拥塞Email的使用者者有可能能会因为为速度太太慢而苦苦恼123BusinessStrategy-CriticalMassRacesStrategiesundercriticalmass首先，降降低产品品的价格格，以牺牺牲短期期利润来来获得长长期的利利润。其次，通过促销加大大产品的的知名度度并通过过免费赠赠送等手手段使消消费者率率先使用用自己的的产品。。如何提高高初始使使用者的的数量125BusinessStrategy-CriticalMassRaces力图告诉诉顾客他他们自己己的产品品最终将将成为标标准，在在市场上上竞争性性型的“预告”一种产品品的问世世，使消消费者深深信自己己跟多了了“潮流”最后，在在补充性性的产品品上加大大投资并并向公众众告示原原系统将将不断升升级而这这些产品品将会免免费赠送送根据产品品的互补补关系和和核心产产品的市市场垄断断地位，，把产品品捆绑在在一起以以低于产产品单价价总和的的价格进进行销售售126BusinessStrategy-CriticalMassRaces如何锁定定顾客锁定的对对象客户供供应应商合合作作伙伴127BusinessStrategy-CriticalMassRaces忠实顾客客计划指顾客重重复购买买就会得得到回报报，明确确刺激顾顾客完全全或者主主要从单单个销售售者处购购买128BusinessStrategy-CriticalMassRaces两个转移移成本一、如果果你停止止从以前前的供应应商处购购买，你你就可能能丧失一一部分积积分，129BusinessStrategy-CriticalMassRaces两个转移移成本二、在使使用的基基础上累累积更多多的福利利，越来来越多的的公司将将根据顾顾客的历历史购买买为他们们提供优优惠待遇遇，温泉旅游游豪华酒店店130BusinessStrategy-CriticalMassRaces供应商及及合作伙伙伴降低成本本提高效率率排挤竞争争更好的利利用合作作伙伴131BusinessStrategy-CriticalMassRaces（3）