产业动态与全球市场分析(英文版)课件

IndustrialDynamicsandMarket/CompetitorAnalysisinaGlobalContextKeyConcepts:Dynamics,Industry,Competition,GlobalisationKnowledge,Analysis,InternetIndustrialDynamicsandMarket1OverviewoftheBlockTheoriesofIndustrialDynamismandIndustryAnalysisTheoriesofCompetitionandImplicationsforStrategiesofInternationalFirmsInternationalMarketKnowledgeTheInternetOverviewoftheBlockTheoriesTheConceptofIndustrialDynamicsIndustrialOrganisation(IO)EconomicsTheS-C-PmodelPorter’sFiveForcesTheoriesofCompetitionPerfectcompetitionIndependenceandcompetitiverivalryResource-AdvantageTheoryCompetitiveDynamicsCompetitionisevolutionaryFirmstrategiesaredisequilibriumprovoking(cf.Schumpeter’screativedestruction)TheConceptofIndustrialDynaThePlayersThefocalindustryCustomers’industry/industriesSuppliers’industry/industriesTheenvironmentastheplayingfieldThePlayersThefocalindustryTheRoleofICTinChangingtheRulesoftheGameICTengineeredcompetitors-newentrantsICTasastrategictoolICTaschainfacilitatorsUpstreamDownstream

TheRoleofICTinChangingthMigatronic-”TheRollingCase”

TestingTheory-PracticefitCharacteristicsofMigatronic’sindustryNatureanddegreeofcompetitivedynamicsAppropriatnessoftheS-C-PmodelStrategicOrientationofMigatronicKnowledgeAcquisitionandManagementPossibleroleofICTAlternativebusinessdevelopmentstrategiesforMigatronic-Migatronic-”TheRollingCase”SomeKeyConcept&TheoriesDynamicCompetitionDynamicEfficiencyCompetence-basedtheoryResource-basetheoryAlternativeapproachestobusinessknowledgemanagement(EastandWest)ICTandInternationalBusinessManagementSomeKeyConcept&TheoriesDynCompetence-basedTheoryTheConceptofCoreCompetenceDynamicsofFirmcompetenceCreatingcompetenceLeveragingcompetenceRenewingcompetence

Theconceptoforganisationalcapabilities

Competence-basedTheoryTheCoStrategicImplicationsoftheCompetence-basedTheoryEnvironmentalscanningIdentifyingopportunitiesandthreatsAchievingstrategicfitManagementForesightProactivestrategies

StrategicImplicationsoftheTeachingMethodsLecturesReadingAssignmentsWorkshopMiniprojectTeachingMethodsLecturesInternationalMarketAnalysisInternationalMarketAnalysis11AimsandApproachesAimsInsightintoalternativeapproachestointernationalmarketknowledgegenerationanddisseminationAwarenessofproblemsandsolutionstomarketanalysisImproveskillsinundertakingmarketanalysisApproacheslecturesanddiscussionsExercisesSeminar/jointlearningAimsandApproachesAimsMarketAnalysisandOrganisationalViewoftheEnvironmentObjectivelyanalyzableCannotbeinfluencedRoutineanalysis,formaldata,interpretationwithintraditionalboundariesPassiveresponsesCanbeinfluencedDiscovering,formalsearch,surveysetc.ActivedetectionandresponsebehaviourSelfconstructed/NotobjectivelyanalyzableCannotbeinfluencedInterpretationbasedoninformaldata,hunches,rumourResponsesguidedbychance,opportunitiesCanbeinfluencedEnacting,experimentation,testing,coercion,innovation,learningbydoingMarketAnalysisandOrganisatiAssumptionsUnderlyingKnowledgeAcquisitionThewesternperspectiveKnowledgeisacquired,notcreatedRationalismExistenceofabsolutetruththatcanbededucedfromlogical,rationalreasoningEmpiricismKnowledgeisbestderivedfromempiricalsensoryexperience/evidence(inductiveapproachtoknowledgeacquisition)AttemptsatsynthesisAssumptionsUnderlyingKnowledImplicationsforMarketKnowledgeAcquisitionObjectiveviewofthemarketenvironmentAnalyticalsyntheticapproachtomarketanalysisSelectivefocuson”relevant”knowledgeSeparationofanalystfromtheuserofknowledgeEmphasisonexplicitknowledgeCodificationinmodelsandreportsImplicationsforMarketKnowleTheasianperspectiveOnenessofpersonandtheenvironmentOnenessofbodyandmindImplicationsCreationofknowledgethroughinteractionEnactmentoftheenvironmentHolistic(non-fragmentary)viewofknowledgeEmphasisontacitknowledgeHolisticcommitmenttobreakawayfromthepastCreatingandmanagingchangeTheasianperspectiveOnenessoThreeTypesofProductiveOrganisationalLearningSinglelooplearning(negativefeedback/firstorderlearning)Instrumentallearning-learningtodothesamethingbetter-efficiencyDoesnotchallengetheunderlyingassumptionsoftasksChangeonlyactionparametersUnderlyingassumptionsThereisarightanswerInvestigationswillrevealthisanswerAnswercanbesuccessfullyappliedtothegivensituationThreeTypesofProductiveOrgaDoublelooplearningLearningtodothingsdifferently-effectivenessUnderlyingassumptionsTherearemanyrightanswersEmployeeshavethecreativecapacitytofindtherightanswersLearningwhiledoingMultipleLoopLearning(Learningtolearn)CombiningsingleanddoublelooplearningDoublelooplearningTypesofMarketingIntelligenceOffensiveMarketIntelligenceMarketopportunityanalysisDefensiveMarketIntelligenceMarketmonitoringtoavoidsurprisesInformationoncurrentandpotentialcompetitors(eg.verticalintegrationofcustomers)MarketIntelligenceforInternalManagementPerfomanceappraisaltoolInformationonperformanceoftheindustryandkeycompetitorsTypesofMarketingIntelligencTheEmicandEticDebateEmic(Inside-Out)ProsKnowledgeofcompanyobjective,decisionmakingprocedures,cultureAssesstocompanydatabaseanddatapreferencesGreatercommitmentConsRoutinisedbehaviour,single-looplearning,Etic(Outside-In)ProsGreaterchancesfornovelideas,triggeringorganisationalchangeConsIrrelevantdata;maybecostlytocollectDatamaybecollectedtolegitimisetopmanagementdecisionTheEmicandEticDebateEmic(StudyingtheCompanyEspousedtheoriesvs.Theories-in-useOrganisationalmindsetCorerigiditiesandroutinizedbehaviourResearcher-ManagementRelationshipTheissueoftrustHiddenagendaofTopManagementStudyingtheCompanyEspousedtRespondentSelectionRespondentsasrepresentativeofanorganizationSpeakfortheorganisationorunitRespondentsasprivateindividuals,i.e.intheirpersonalcapacitySpeakoftheorganisationorunitRespondent’spersonalagendaTopmanagementcontrolofrespondentselectionSelectionbasedonrecommendationsProblemsofoverorunder-representationRespondentSelectionRespondentTheConceptofMarketKnowledgeRational-EmotionalKnowledgeDeclarativeknowledge(facts)SkillsCognitive/perceptualknowledgeSubjectivewisdom,non-causality,affectivebehaviourIndividual-CollectiveKnowledgetrainedcapacity(incapacity)groupnorms,rulesandvalues;“communityofpractices”organisationalmindset(“corecapabilities”or“corerigidities”Explicit-TacitKnowledgecodificationofknowledge----experiencedbasedknowledge”TheConceptofMarketKnowledgOrganisationalDisseminationofMarketKnowledgeProblemsofknowledgeconversionIsface-to-faceinteractionnecessary?ProblemsofcomputermediateddisseminationFunctional/DepartmentalknowledgepreferencesIndividualknowledgepreferencesCulture-basedpreferenceinmulticulturedorganisationsHistory-basedpreferenceRule-basedconstraintsOrganisationalDisseminationoAnalysisOfNewMarketOpportunitiesTOYNEANDWALTER’SCLASSIFICATIONincipientdemandmarketsexpectedtoexistinthefuturelatentdemandrepresentsanuntappeddemandcurrentdemand.AnalysisOfNewMarketOpportuAnalysisOfNewMarketOpportunitiesClassificationofmarketsPotentialmarket–customerswhohaveshowninterestbutlackpurchasingpowerAvailablemarket-customerswhohaveshowninterestandhavethepurchasingpowerTarget

market–themarketsegmentthatthevendorispreparedtoservepenetrated(served)marketunpenetrated,(un-served)marketAnalysisOfNewMarketOpportuAnsoff’sProduct-MarketFrameworkAnalysisofcurrentmarketsituationsChangesinmarketsegmentconfigurationChangesincompetitorsituationsMarketingmixgapanalysisCustomervalueanalysisAnalysisofnewmarketsituationsIndustrychangesCountryeconomic,political,socialchangesSegmentationanalysisAnalysisofnewproductsituationsBenchmarkingPotentialcustomerneeds/valueanalysisAnalysisofopportunitiesfordiversificationAnsoff’sProduct-MarketFramewMarketSelectionandPruningDecisionsConventionalApproachesExpansiveApproachExperimentalandexperientialknowledgeacquisitionContractibleApproachConventionalanalysis,screeningmodelGlobalisedMarketingTheBornglobalsShrinkingmarketlag,globalmarketsegmentsConvergence-DivergencedebateConversiontoE-businessProblemsofdoubletrackstrategiessellingglobalwithoutglobalcapacitycompetingwithdistributorsMarketSelectionandPruningDCriteriaforMarketSelectionCorporateobjectivesandgoalsforthemarketProfit?Marketshare?Longtermpresence?Productknowledgeacquisition?Deterenceofcompetitors/firstmoveradvantage?MarketingrequirementsExistingmarketingfacilitiesinthecountryCorporateresourcesPotentialcompetitorresponseWhatlikelymovesorstrategyshiftswillkeycompetitorsmake?Whereisthecompetitorvulnerable?CriteriaforMarketSelectionC产业动态与全球市场分析(英文版)ppt课件ConsiderationRegardingPruningMarketgrowthrateandshareofmarketIsmarketpenetrationpossibleforus?Aremarketingcostsincreasingmorethanrevenue?Arethereopportunitiesforourotherproductsonthemarket?Shareofkeycustomers’purchasingbudgetAreourcustomers’businessesgrowingordeclining?Areourcustomersloyaltous?Areweloyaltothem?Canwesupplyourkeycustomerswithotherproducts?Canwebuildrelationshipwiththem?RateoftechnologicalchangewithinthemarketConsiderationRegardingPruninCustomerValueAnalysis(CVA)Whatisournetgaininservingthisparticularcustomer?Createaprofitprofilecomparingtheprofitcontributionofeachcustomer.Determinethesourceoftheprofit AssessthevalueelementsbeyondprofitsDeterminetheoverallvaluerankingwithinthecustomergroupDeterminethemarketingrequirementsforservingthecustomersCustomerValueAnalysis(CVA)WDevelopasales/marketingprogrammecommensuratewiththecustomer’svalueAssessthegrowth(ordecline)thatisexpectedtooccurineachcustomer’sdemandforthevendor’sproductsAssessthedegreeofmarketriskassociatedwitheachcustomerAssessthemarketingeffortsrequiredtosatisfytheneedsofthecurrentbuyermixDevelopasales/marketingprogPreferencesforAlternativeApproachestoMarketKnowledgeAcquisitionFirmlevelconsiderationsSizeDecision-makingtraditionDegreeofinternationalisationTopmanagementeducationandprofessionalbackgroundIndustry/marketconsiderationsIndustrytraditionsCulturaldeterminantsConceptsofrationalityandknowledge

PreferencesforAlternativeApTypesofInternationalMarketResearchSinglecountryresearchMulti-countryresearchIndependentmulti-countryresearchSequentialmulti-countryresearchSimultaneousmulti-countryresearchTypesofInternationalMarketAModelofMarketOpportunityAnalysisIssuesSizeofmarketMarketingstrategyrequirementsCompetitors’marketstrategiesandcustomerresponsesRequirmentsDemandanalysisSegementationanalysisIndustryanalysisCompetitoranalysisChannelanalysisAModelofMarketOpportunity产业动态与全球市场分析(英文版)ppt课件IndustryAnalysisIndustrygrowthoutput,sales,numberoffirmsetc.Commonoperatingpracticescreditfacilitiesandconditionsofpayment

Industrydynamics

entryandexitbarrierstempooftechnologicalchangeDegreeofconcentrationDegreeofinternationalisationIndustryAnalysisEstimatingIndustryMarketPotentialIndustrymarketpotential

thetotalsalesthatcouldberealisedinageographicareaandtimeperiodiftheindustrywerecapableoffullydevelopingalldemandfortheproductinquestion.IMPt=NtxRt-----------------------------------(1)whereIMPtistheindustrymarketpotentialattime(t)Ntisthenumberofpotentialconsumersintime(t)Rtistheusageratefortheproductintime(t)EstimatingIndustryMarketPotIndustrysalesforecastIndustrysalesforecast

theestimatedlevelofsalesthatwillactuallybegenerated,givenexistingindustrypractices.

ISFt=IMPtXIEt-----------------------(2)whereISFtisindustrysalesforecastattime(t)IMPtistheindustrymarketpotentialattime(t)(alreadyestimated)IEindexcanbeestimatedfromtheperformanceoftheindustryduringtheimmediatepast.

IndustrysalesforecastIndustrEstimatingaFirm'sSalesPotentialThefirm'ssalespotentialSPt=ISFtxMMSt------------------- (3)whereSPtisthefirm'ssalespotentialintime(t)ISFtisIndustrySalesForecastintime(t)(alreadyestimated)MMStisthefirm'smaximummarketshareintime(t)basedonmanagement'sjudgement.EstimatingaFirm'sSalesPoteCompany’ssalesforecastCompany’ssalesforecastSFt=ISFtxMSt--------------------- (4)whereSFtisyourfirm'sactualsalesforecastfortime(t)ISFtbeingtheindustrysalesforecastintime(t)MStbeingyourfirm'sestimateofarealisticmarketshare.Company’ssalesforecastCompanAnalysisofmarketsizeAnalysisofAggregateDemandAnalysisoffactorsinfluencingdemandfortheindustryasawhole.Determiningtheportionofthistotaldemandthatisavailableforthefirm'sparticularproductorservice.AnalysisofmarketsizeSummaryofEstimatingEquationsIndustryMarketPotential IMPt=NtxRt

IndustrySalesForecast ISFt=IMPtxIet

Firm'sSalesPotential SPt=ISFtxMMStFirm'sSalesForecast SFt=ISFtxMstSummaryofEstimatingEquationMarketAttractivenessCriteriaMarketSizeMarketgrowthrateStrengthofcompetitionProfitpotentialNon-Economicfactorspolitical,social,legal,culturalMarketAttractivenessCriteriaCompetitiveStrengthsMarketShareDifferentialadvantagesCostadvantagesReputationDistributioncapabilitiesCorecompetenciesCompetitiveStrengthsMarketShProblemsRelatingtoInternationalMarketResearchLackofequivalenceofconceptsLanguageandcontextualdifferencesProblemsoffindingcomparableandreliablesamplingframesDifferencesinqualityandreliabilityofsecondarydataPerceptualdifferencesbetweendecision-makersandmarketresearchersMulti-culturalityofmanycountriesInadequacyoffundstocarryoutsurveysProblemsRelatingtoInternatiRationaleandStylesofInterviewingFlexibilityandadaptabilityTypesofinterviewFullystruc