競爭戰(zhàn)略經(jīng)營單位戰(zhàn)略課件

1、第 六 章競爭戰(zhàn)略/經(jīng)營單位戰(zhàn)略Competition strategy/Business-level strategy1Checklist主要定價策略柔道策略三原則捆綁式經(jīng)營的好處2買方市場What do customers want?Contemporary measures of performance:CheaperBetterFaster3競爭戰(zhàn)略：獲取+維持競爭優(yōu)勢Concerned with a firms industry position relative to those of competitors.Perform activities differently or pe

2、rform different activitiesFavorably position your position4Generic strategies低成本戰(zhàn)略 (overall) cost leadership差別化戰(zhàn)略 differentiation集聚戰(zhàn)略focused cost leadership/differentiation（市場同質(zhì)性和異質(zhì)性）5Four generic strategies Competitive AdvantageCostUniquenessCostleadershipDifferentiationFocused CostleadershipFocuse

3、dDifferentiationCompetitiveScopeBroad targetNarrow targetSegment(s)6誰好誰劣？ 7誰好誰劣？None is inherently or universally superior to the others.Once selected, the strategy should be implemented carefully and consistently.Be fully committed.8一、成本領(lǐng)先戰(zhàn)略9成本領(lǐng)先戰(zhàn)略A cost leadership strategy is an integrated set of

4、actions designed to produce or deliver goods or services at the low cost, relative to that of competitors, with features that are acceptable to customers.Often selling no-frills, standardized goods or services to the most typical customers.10成本領(lǐng)先戰(zhàn)略目的：足以說服/警告大多數(shù)對手，不要采取相同的戰(zhàn)略模式- Rivals hesitate to comp

5、ete on the basis of priceCompete against Wal-Mart or Carrefour on price basis? More services and convenience: home delivery, telephone ordering, child care.11成本領(lǐng)先戰(zhàn)略程度：在全行業(yè)范圍內(nèi)唯一的、明顯的成本領(lǐng)先- Next-most-efficient industry competitor范圍： It is insufficient to be low only on one or two costs. Overall cost le

6、adership is requiredcut every conceivable cost.如果幾十家企業(yè)的成本水平都低于另外幾十家企業(yè)，則往往意味著需要新一輪競爭12Case: Eltron InternationalBar code label printer manufacturing with gross margin of nearly 50 percent, while lowest priced in the industryLocated in a overbuilt business parkFacilities are releasedFurniture is secon

7、dhand, purchased from several failed financial institutions13Case: Eltron InternationalTools are brought from manufactures who are downsizingA narrow range of simple products, only having several side effects, having fewer parts to repair or replaceManagement team was recruited from a range of fierc

8、ely cost-competitive industries14成本領(lǐng)先的戰(zhàn)略收益應(yīng)對5種競爭力量Existing competitors：顧客、資源Bargaining power of buyers：買方為何不奢求降價Bargaining power of suppliers: powerful cost leaders may force suppliers to hold down their prices!（規(guī)模優(yōu)勢和地位）15成本領(lǐng)先的戰(zhàn)略收益應(yīng)對5種競爭力量Potential entrants: long and continuous effortvery efficientl

9、ow marginSubstitute: retain customer? MP3/CD/cassette tapes16成本控制與成本領(lǐng)先成本領(lǐng)先戰(zhàn)略強調(diào)通過成本結(jié)構(gòu)調(diào)整來實現(xiàn)成本領(lǐng)先，而不是單純憑借嚴(yán)格的成本控制。17實現(xiàn)成本領(lǐng)先的途徑主要來源于價值鏈的效率控制價值活動的成本-成本驅(qū)動因素（不改變活動的內(nèi)容，但改變活動的方式）重組價值鏈（改變活動的內(nèi)容和方式）18Southwest airlinesA consistent money-makerUse of secondary airports and terminalsFCFS seating systemFew fare option

10、sSmaller crews flying more hours19Southwest airlinesA consistent money-makerSnack-only or no-meal flightsNo downtown ticketsOnly Boeing 737 in its fleetRunning to landing planes. 20控制價值活動的成本多種因素決定一項活動的成本采購-擴大定貨量，采購技巧，中間環(huán)節(jié)有些可能會對成本有著顯著的和根本性的影響-結(jié)構(gòu)性成本驅(qū)動因素。波特列出了10種成本驅(qū)動因素21單項活動的成本驅(qū)動因素1. 規(guī)模：生產(chǎn)、采購、銷售等2. 學(xué)習(xí)（

11、經(jīng)驗/學(xué)習(xí)曲線）：各個環(huán)節(jié)3. 生產(chǎn)能力的利用方式：連續(xù)、均衡、飽滿 22價值鏈的聯(lián)系4. 價值鏈內(nèi)價值活動之間的相互聯(lián)系和利用程度，如看板管理，設(shè)計、生產(chǎn)與質(zhì)量保證5. 縱向聯(lián)系、縱向一體化：和諧6. 橫向相互聯(lián)系：共享經(jīng)驗、協(xié)調(diào)成本237. 內(nèi)部政策：模式、規(guī)定等8. 時機選擇：率先行動效益（先入為主）和追隨效益，采購、招聘內(nèi)部政策和時機的選擇24可利用的外部選擇9. 地理位置：選址與布局10. 政府等一般環(huán)境因素：環(huán)保，電力25電視機取得成本上的領(lǐng)先地位需要足夠規(guī)模的顯像管生產(chǎn)低成本勞力自動化組裝有利于分攤研制費用的全球性銷售規(guī)模。26邯鋼的模擬市場價格由公司根據(jù)一定時期內(nèi)市場上生鐵、鋼

12、坯、能源及其他輔助材料的平均價格編制企業(yè)內(nèi)部轉(zhuǎn)移價格根據(jù)市場價格變化的情況每半年或一年作一次修訂各分廠根據(jù)原材料的消耗量和“模擬市場價格”核算本分廠的產(chǎn)品制造成本以“模擬市場價格”向下道工序“出售”自己的產(chǎn)品。27邯鋼的模擬市場價格（續(xù)）銷售毛利作以下兩項扣除：把公司管理費分配給分廠作銷售毛利的扣除項，一般采用固定的數(shù)額（根據(jù)管理費年預(yù)算確定）；財務(wù)費用由分廠負擔(dān)，一般根據(jù)分廠實際占用的流動資金額參考國家同期同類利率確定?？鄢@兩項后就形成本分廠的“內(nèi)部利潤”。28制定成本領(lǐng)先戰(zhàn)略1.識別價值鏈，以及每項活動的成本驅(qū)動因素2.偵查競爭對手的價值鏈，以及成本差異的來源3.考慮每項活動的改進措施，

13、形成初步方案29制定成本領(lǐng)先戰(zhàn)略4.將所有措施合成為一個完整方案，剔除其中相互矛盾的內(nèi)容（運輸成本和遠距離倉庫）5.檢驗方案是否損害了企業(yè)已有的特色6.檢驗戰(zhàn)略的持久性資源、技術(shù)30Wal-MartRapid transportation of goodsReduced warehousing costsDirect shipment from manufactures31成本領(lǐng)先的決策誤區(qū)單純追求低成本而導(dǎo)致設(shè)備過時Obsolete過于專注于低成本而忽視顧客需求變化Detect significant changes in customer needs, or in competitors

14、efforts to differentiate what has traditionally been an undifferentiated, commodity-like product 32成本領(lǐng)先的決策誤區(qū)犧牲顧客看重的質(zhì)量和特色只關(guān)心某個環(huán)節(jié)而忽視其他環(huán)節(jié)-如生產(chǎn)/采購忽視間接的或規(guī)模小的活動33成本領(lǐng)先的決策誤區(qū)錯誤判斷成本驅(qū)動因素。如全國市場占有率最大、成本最低的企業(yè)可能會以為是這個占有率降低了成本無意中的交叉補貼，成本表現(xiàn)各有不同的部分/市場34成本領(lǐng)先戰(zhàn)略的成功成本不會自動下降，也不會偶然下降。艱苦工作和持之以恒的重視成本節(jié)儉的結(jié)果取決于企業(yè)日復(fù)一日地實際實施該戰(zhàn)略的技能。

15、改善相對成本地位，與其說需要在戰(zhàn)略上做出重大轉(zhuǎn)變，還不如說需要管理人員更多的投入35It is Not risk free！Simply reducing costs is not equivalent to implementing the cost leadership strategy.Simultaneously attending to customer service and new product demands.Technology innovation36It is Not risk free！Limited cost reduction spaceCustomers may

16、 accept a slight increase in the cost of the product in return for the convenience and services.Low margins and high turnover is the recipe for success.37二差別化戰(zhàn)略38Lipton Yellow Label TeaSir Thomas Lipton created this world famous Lipton Tea over 100 years ago. Since then its bold yellow and red desig

17、n has come to mean quality tea to generations of tea drinkers. It is known as a relaxing drink which satisfies both the connoisseur and the newcomer at any time of the day. Today the consistent quality of this tea is maintained by the skill of Liptons buyers and blenders who select only the finest t

18、ea. Great care is taken to ensure the perfection of Yellow Label Tea.39差別化戰(zhàn)略Breaking the rules of the game and thinking new ways to compete.Not to play the game better than the competitors but to develop and play an different game.40差別化戰(zhàn)略A differentiation strategy is an integrated set of actions des

19、igned to produce goods or services that customers perceive as being different in ways that are important to them.To sell non-standardized products to customers with unique needs at an acceptable cost. 41差別化的含義差別化：憑借品牌特色、產(chǎn)品功能特色、服務(wù)特色等贏得顧客認同，形成競爭優(yōu)勢。The unique attributes and characteristics of products極

20、具顧客導(dǎo)向42差別化的含義范圍：全行業(yè)范圍內(nèi)的差別化優(yōu)勢。Be different along as many dimensions as possibleYou must be truly unique at something or be perceived as unique43Who is driving Toyotas LexusBill GatesNicolas CageDennis RodmanExcellent qualityQuiet rideSuperior luxury touches44差別化戰(zhàn)略與價值創(chuàng)新差別化戰(zhàn)略的本質(zhì)是價值創(chuàng)新（顧客的角度）45差別化的戰(zhàn)略收益Al

21、low you to charge premium prices.46差別化的戰(zhàn)略收益應(yīng)對5種競爭力量Existing competitors: competition sensitivityBargaining power of buyers: brand loyalty and price sensitivity47差別化的戰(zhàn)略收益應(yīng)對5種競爭力量Bargaining power of suppliers: loyalty, pass the additional cost on to customer Potential entrants: need more investment an

22、d patience Substitute: customer loyalty 48LOreal: 全球最賺錢的美容集團Mabelline eye makeupRedken hair careRalph Lauren perfumesHelena Rubinstein cosmeticsVichy skin care Offer an comparable combination of features and cost 49差別化戰(zhàn)略的形成認識獨特性的可能來源In an almost endless number of ways辨識顧客購買標(biāo)準(zhǔn)Understand what customer

23、s value獲取獨特性Be uniquely able to provide that value協(xié)助顧客感知與認同獨特性價值，確保獲得溢價Be able to extract a premium price for it50顧客的采購標(biāo)準(zhǔn)用戶采購標(biāo)準(zhǔn) = 用戶的使用標(biāo)準(zhǔn) + 信號標(biāo)準(zhǔn)使用標(biāo)準(zhǔn)用戶在實際使用公司所提供的產(chǎn)品（或服務(wù)）的過程中，對產(chǎn)品的實際價值的評價標(biāo)準(zhǔn)。信號標(biāo)準(zhǔn)：顧客用于判斷產(chǎn)品是否符合使用標(biāo)準(zhǔn)的一組信號。聲譽形象、產(chǎn)品包裝、市場占有率、顧客類別等51案例-一種巧克力點心的用戶采購標(biāo)準(zhǔn)52顧客購買標(biāo)準(zhǔn)與企業(yè)價值活動 53尋求差別的著眼點差別是指與競爭對手的差別，但不能光把競爭

24、對手作為尋求差別的著眼點，否則未必能夠設(shè)計出有意義的差別化戰(zhàn)略顧客就是差異-購買同一種產(chǎn)品的顧客，未必有著完全相同的需求，發(fā)現(xiàn)顧客尚未被滿足的需求，就等于發(fā)現(xiàn)差別54創(chuàng)造顧客價值符合目標(biāo)顧客的關(guān)鍵需求，比競爭對手表現(xiàn)優(yōu)異，提供嶄新獨特利益。55顧客價值的表述顧客價值VQ/P？56創(chuàng)新途徑：顧客價值層次（以圖書館為例）專家或其他機構(gòu)；經(jīng)由電腦連線取得所需資訊想要的資料可以透過館際互借由其他圖書館取得；館員態(tài)度和氣、樂于提供協(xié)助有館員可以幫忙找尋圖書資料，有整潔、吸引人的環(huán)境收藏印刷和視聽資料的建筑未預(yù)期的Unanticipated基本的Basic期望的Expected想要的Desired57創(chuàng)新

25、途徑：迎合需求屬性的變化 高低飲食建筑美感大堂房間大小服務(wù)員的水平房間設(shè)備和舒適度床的質(zhì)量衛(wèi)生房間的安靜程度價格Formula.1計劃58創(chuàng)新途徑：企業(yè)與顧客之間的多重聯(lián)系/活動重合59不同的戰(zhàn)略邏輯 60價值創(chuàng)新的戰(zhàn)略視角審視戰(zhàn)略集團，發(fā)現(xiàn)市場缺口審視替代品行業(yè)審視顧客群組61價值創(chuàng)新的戰(zhàn)略視角創(chuàng)新商品組合，增加功能、增加服務(wù)改變產(chǎn)品定位、功能等星巴克新科技62差別化戰(zhàn)略的決策步驟1.識別誰是真正的買方2.確定買方價值鏈（消費鏈）3. 確認顧客的采購標(biāo)準(zhǔn)4.分析企業(yè)價值鏈中的差別化驅(qū)動因素63差別化戰(zhàn)略的決策步驟5. 分析差別化的現(xiàn)有成本和潛在成本。6. 設(shè)計價值鏈的新結(jié)構(gòu)。7. 檢驗戰(zhàn)略的

26、持久性。8.降低成本64案例-海爾公司的“價值戰(zhàn)”你跳水，我跳高。（技術(shù)升級）你推，我拉。（通過商家把消費者的想法和需求吸納進來，使產(chǎn)品的開發(fā)有目的性，從而拉近了消費者。65案例-海爾公司的“價值戰(zhàn)”你降價，我提質(zhì)。把質(zhì)量體系向外延伸，從前端的設(shè)計，到周到的售后服務(wù)。你國內(nèi)，我國外。國內(nèi)打價格戰(zhàn)，海爾把相當(dāng)?shù)木Ψ旁陂_拓全球市場上，66Walnut Grove PressSelling books through outlets, gift shops, convenience stores, even car washing waiting roomsThe opportunities fo

27、r creating the uniqueness are limited only by imagination.67差別化戰(zhàn)略的誤區(qū)沒有意義的差別化把差別化混同于高檔化只注意產(chǎn)品的差別化而忽視了價值鏈的其他環(huán)節(jié)成本過高,價差過大68風(fēng)險CloneCounterfeit69三集中化戰(zhàn)略70集中化戰(zhàn)略集中化戰(zhàn)略，是指在一個局部市場或細分市場上謀取競爭優(yōu)勢的戰(zhàn)略focus strategies is an integrated set of actions designed to produce or deliver goods and services that serve the needs

28、 of a particular competitive segment.71A segmentA particular buyer group: youths or senior citizensA product line: for professionals or for “do-it-yourself”Geographic market72The essence of focusFocus is a matter of degree.Exploitation of a narrow target market, a chosen segment, even though not pos

29、sessing an industry wide competitive advantage.More effectively and efficiently73Hotel industryStation Inn: guests sleep “next to thundering freight trainsmore than 60 every 24 hours.”HiltonMarriottSheraton74集中的成本領(lǐng)先戰(zhàn)略Ikea global furniture retailerAffordable solutions for better livingTarget: young b

30、uyersdesire a style at a low costGood design+function+quality+low price75Ikea global furniture retailerModular furniture easy for assembly by customersSelf-service model in storesDisplay products in room-like settings76 一家服裝公司 細分產(chǎn)業(yè)-城市的25-35歲的職員產(chǎn)品-運動裝廣告-請目標(biāo)顧客群最歡迎的電影明星為產(chǎn)品做廣告集中的差別化戰(zhàn)略77Risks of focus strategiesMore narrowly focusedEntrants of industry wide competitorsSegment become similar to the whole industry78文章導(dǎo)讀：成長戰(zhàn)略各有千秋華爾街日報，20030922，克里斯托弗 羅茲對許多公司而言，過去幾年一直在做的只有一件事：生存下去經(jīng)濟衰退所毀滅的不僅有硅谷的網(wǎng)絡(luò)公司，還有歷史長達數(shù)十年的工程公司，以及曾經(jīng)支撐日本經(jīng)濟的大型銀行和保險公司轉(zhuǎn)載：CKXX2003101479文章導(dǎo)讀：成長戰(zhàn)略各有千秋另外一些公司也在忙于作一些事情：茁壯成長STARBUCKS加速在全球各地開設(shè)價