產業(yè)組織與分析課程2ppt課件

1、Qualitative researchQualitative researchers aim to gather an in-depth understanding of human behavior and the reasons that govern such behavior. The qualitative method investigates the why and how of decision making, not just what, where, when. Hence, smaller but focused samples are more often used

2、than large samples.In the conventional view, qualitative methods produce information only on the particular cases studied, and any more general conclusions are only propositions (informed assertions). Quantitative methods can then be used to seek empirical support for such research hypotheses.1. The

3、 Five Forces that shape an IndustryThe Complicated Version:Five Forces Model and Key Factors Source: Michael Porter adapted by Cheri SpeierDeficits of the Five ForcesNeglects societal trendsNeglects new regulationNeglects macro-economic perspectiveNeglects organizational idiosyncraciesNeglects techn

4、ological issuesNeglects the people side of an industryConclusion: The Industry Structure Perspective Says that Successful Strategies Should:Minimize buyer power (e.g., build customer loyalty)Offset supplier power(e.g., alternative source(s)Avoid excessive rivalry(e.g., attack emerging vs entrenched

5、segments)Raise barriers to entry(e.g., make preemptive investments)Reduce the threat of substitution(e.g., incorporate their benefits)2.Industry StructuresContinuum of Industry StructuresFragmentedMany firms,no dominantfirmFew firms,shared dominance(oligopoly, duopoly)Consolidated One firm or onedom

6、inant firm(monopoly)Source: Charlie CookConcentrationEntry and ExitBarriersProductDifferentiationInformationPerfect CompetitionMany firmsNo barriersHomogeneousProductPerfectInformation flowOligopolyDuopolyMonopolyA few firms2 firmsOne firmSignificant barriersHigh barriersPotential for product differ

7、entiationImperfect availability of informationThe Spectrum of Industry StructuresSource: Grant; GSB Technology Center3. Market Structures: BCGs Strategic Environments MatrixSmallBigSIZE OF ADVANTAGEManyFewSOURCESOFADVANTAGEFRAGMENTEDSPECIALIZATIONapparel, house buildingpharmaceuticals, luxury carsje

8、welry retailing, sawmillschocolate confectionerySTALEMATEVOLUMEbasic chemicals, volumejet engines, food supermarketsgrade paper, motorcycles, standard wholesale bankingmicroprocessorsSource: BCG, GSB Technology CenterBCGs Analysis of the Strategic Characteristics of Specialization Businesseshigh low

9、ENVIRONMENTAL VARIABILITYABILITY TOSYSTEMATIZElowhigh CREATIVE EXPERIMENTAL fashion, toiletries, magazines general publishing food products PERCEPTIVE ANALYTICAL high tech luxury cars, confectionery paper towelsSource: BCG, GSB Technology Center4.Strategic Groups Within Industries The concept of str

10、ategic groupsWithin an industry, a competitor grouping using similar strategies that differ from other industry groups. Implications of strategic groupsThe closest industry competitors are those in the group.The various industry groups are differentially and competitively advantaged and positioned.M

11、obility barriers inhibit the movement of competitors from one strategic group to another.Source: Charlie CookThe Concept of Strategic GroupsSource: Heene 2002Strategic Group Example: PharmaceuticalSource: Charlie CookStrategic Group Framework (axes and bubble dimension may vary)Simple Strategic Grou

12、p Examples: Fashion IndustryStrategic Group: Computer Resellers5. Gartner Magic QuadrantThe Gartner Magic Quadrant (MQ) is the brand name for a series of market research reports published by Gartner Inc., a US-based research and advisory firm. According to Gartner, the Magic Quadrant aims to provide

13、 a qualitative analysis into a market and its direction, maturity and participants.Their analyses are conducted for several specific technology industries and are updated every 12 years.Positioning Technology Players Within a Specific MarketWho are the competing players in the major technology marke

14、ts? How are they positioned to help you over the long haul? Gartner Magic Quadrants are a culmination of research in a specific market, giving you a wide-angle view of the relative positions of the markets competitors. By applying a graphical treatment and a uniform set of evaluation criteria, a Gar

15、tner Magic Quadrant quickly helps you digest how well technology providers are executing against their stated vision.Gartner Group Magic QuadrantsHow Do Magic Quadrants Work?Magic Quadrants provide a graphical competitive positioning of four types of technology providers, where market growth is high

16、 and provider differentiation is distinct:Leaders execute well against their current vision and are well positioned for tomorrow.Visionaries understand where the market is going or have a vision for changing market rules, but do not yet execute well.Niche Players focus successfully on a small segmen

17、t, or are unfocused and do not out-innovate or outperform others.Challengers execute well today or may dominate a large segment, but do not demonstrate an understanding of market direction. LargeSmallDiversifiedGartnerGigaIDCTowerDurlacherForresterJupiter MMXNielsenGfKFraunhoferLinkCap Gemini Ernst

18、& YoungMetaComputerwireOvumDatamonitorYankee GroupBurtonButlerAberdeenZonaHurwitzSeyboldIT LabDelphiKPMGDieboldPricewaterhouseCoopersAccentureIT Analyst Industry: Gartner CompetitorsSpecializedBERLECON RESEARCHThe Radicati GroupFrost & SullivanSema GroupDeloitte & ToucheTech RepublicCambridge Techno

19、logy PartnersKennedy Information Research GroupDataQuest Ernst & YoungConsultantsQuantitativeQualitativeSource: Martin Eppler, 20036. Industry Time Line Analysis7. Technology Hype Cycle within the IT IndustrySource: GartnerE-Business Industry Hype CycleSource: Gartner8.What is roadmapping?Roadmappin

20、g is a powerful technique pioneered by Motorola in the 1970s for planning an organisations technological capabilities to ensure they meet its commercial or strategic goals. The graphical nature of roadmaps support strategic alignment and dialogue between functions in the firm and between organisatio

21、ns.It is a very flexible approach that can be readily customised to address the particular strategic needs and issues facing firms, government agencies and other organisations.No two roadmapping exercises are the same but workshops typically form a key part of the process,bringing together a group o

22、f experts into workshops using graphical templates to help them visualise and develop strategies.9. scenarios analysis在普通環(huán)境分析中，以及包括產業(yè)環(huán)境在內的整個外部環(huán)境分析中，能否存在一些相對具有操作性的方法，這是實際界和企業(yè)實際中非常關注的一個重要課題。國際上許多大型企業(yè)在嘗試并長期實際的一種方法就是腳本法。普通以為，荷蘭皇家殼牌公司Royal Dutch / Shell于60年代末首先運用基于腳本的戰(zhàn)略規(guī)劃，并獲得勝利，并由該公司的沃克Pierre Wack于1971年正

23、式提出。近年來關于腳本法的實際研討也引起了許多學者的關注，出現(xiàn)了一些研討成果。據(jù)引見，目前國際上有80%的大公司運用腳本法或類似的做法。 腳本法又稱前景描畫法、情景分析法，是假定某種景象或某種趨勢將繼續(xù)到未來的前提下，對預測對象能夠出現(xiàn)的情況或引起的后果作出預測的方法。通常用來對預測對象的未來開展作出種種想象或估計，是一種直觀的定性預測方法詳見httpwiki.mbalib/wiki/%E8%84%9A%E6%9C%AC%E6%B3%9510. Tool Value Chain Analysis: Airline Industry Value ChainSource: Cheri Speier

24、11.Tool: Competitor Behavior SegmentationSharkWhaleBaby-WhalePiranhaAGGRESSIVE DEFENSIVEold newSource: McKinseyResearch methodologyQualitative researchers aim to gather an in-depth understanding of human behavior and the reasons that govern such behavior. The qualitative method investigates the why

25、and how of decision making, not just what, where, when. Hence, smaller but focused samples are more often used than large samples.In the conventional view, qualitative methods produce information only on the particular cases studied, and any more general conclusions are only propositions (informed a

26、ssertions). Quantitative methods can then be used to seek empirical support for such research hypotheses.1.Media clippings Analysis媒介簡報分析，即對媒介中關于產業(yè)或企業(yè)的各種音訊進展分析、評價的方法，可從定量、定性角度進展分析。定量分析包括在幾種主流媒體上出現(xiàn)的頻次；定性分析包括有利度分析media favorability analysis)，有利度的規(guī)范包括信息的字數(shù)、圖片的數(shù)量、發(fā)表的位置、傳達的信息含義等。docin/p-105267768.html利潤池

27、概念1998年，貝恩咨詢公司的 Orit Gadiesh和James L. Gilbert 在中初次提出行業(yè)利潤池的概念。利潤池Profit pools是指行業(yè)價值鏈各鏈結點所產生的利潤總和。運用利潤池分析法的目的是研討行業(yè)總利潤在價值鏈各節(jié)點的分布情況，并為企業(yè)的戰(zhàn)略決策提供根據(jù)。企業(yè)不論處于行業(yè)價值鏈的某一鏈節(jié)，還是跨越假設干鏈節(jié)，均應從利潤池的分布情況出發(fā)，并結合本身在行業(yè)價值鏈中所處的位置及擁有的利潤池份額，研討行業(yè)價值鏈中其他有利可圖的價值活動，尋覓開展的時機，作出放棄或開發(fā)其他鏈節(jié)的決策。企業(yè)可以經過分析和預測行業(yè)利潤池的變化，確定企業(yè)未來的開展戰(zhàn)略。 wenku.baidu/li

28、nk?url=oG2_e9sNNDWcHv79HozfB4R_f2dcoNOJ26h1leC4IaNZKYZUexNWfj-8EinWt5ZG57Ml_WDMC4U2h-Dnn7uPL77EAMIQi1VufMgHW6wD6K32.Profit Pool Analysis3. Bench MarkingRelated concepts:Best Demonstrated PracticesCompetitor ProfilesDescriptionBenchmarking improves performance by identifying and applying best demonst

29、rated practices to operations and sales. Managers compare the performance of their products or processes externally with those of competitors and best-in-class companies and internally with other operations within their own firms that perform similar activities. The objective of Benchmarking is to find examples of superior performance and to understand the processes and practices driving that performance. Companies then improve their performance by tailoring and incorporating these best practices int