MBA《戰(zhàn)略管理》課件02

1、Chapter 2案例 央企的房地產(chǎn)情節(jié)Why External Analysis?為何要進(jìn)行外部分析External analysis allows firms to:discover threats and opportunities發(fā)現(xiàn)威脅與機(jī)遇see if above normal profits are likely in an industry發(fā)現(xiàn)產(chǎn)業(yè)中是否存在超出平均利潤的機(jī)會(huì)better understand the nature of competition inan industry 更好地了解產(chǎn)業(yè)競爭的性質(zhì)make more informed strategic choi

2、ces作出更基于信息的戰(zhàn)略選擇FocalFirmBuyersSuppliersEntryRivalry競爭對手Substitutes替代Complementors互補(bǔ)DemographicTrends人口趨勢TechnologicalChange技術(shù)CulturalTrends文化趨勢EconomicClimate經(jīng)濟(jì)形勢Legal/PoliticalConditions法律政治環(huán)境SpecificInternationalEvents特殊國際事件IndustryGeneral External EnvironmentIndustry Analysis 產(chǎn)業(yè)分析The Structure Co

3、nduct Performance Model結(jié)構(gòu)-行為-績效模型originally developed to spot anti-competitive conditionsfor anti-trust purposes最早基于反托拉斯為目的而產(chǎn)生的came to be used to assess the possibilities for above normal profits for firms within an industry逐漸用于評估高出平均利潤的可能性Porters Five Forces Model was developed fromthis economic tr

4、adition波特5S模型的發(fā)源Industry Analysis產(chǎn)業(yè)分析Porters Five Forces Model波特的5力模型FocalFirmBuyers買方威脅Suppliers供應(yīng)商維系Entry進(jìn)入威脅Rivalry競爭威脅Substitutes替代品威脅IndustryThreatPorters Five Forces Model波特5力模型Threat of Entry進(jìn)入威脅if firms can easily enter the industry, any abovenormal profits will be bid away quickly如果公司很容易進(jìn)入某

5、個(gè)產(chǎn)業(yè)，高出平均的利潤很快消失barriers to entry lower the threat of entry進(jìn)入壁壘降低進(jìn)入威脅barriers to entry make an industry more attractive進(jìn)入壁壘讓產(chǎn)業(yè)更有吸引力Porters Five Forces ModelThreat of Entry進(jìn)入威脅Barriers to Entry:進(jìn)入壁壘economies of scalefirm that cant producethe minimum efficient scale will be at a disadvantage 規(guī)模經(jīng)濟(jì)（達(dá)不到最小

6、規(guī)模就是劣勢）product differentiation產(chǎn)品差異性entrants are forced toovercome customer loyalties to existing products進(jìn)入者必須克服已經(jīng)存在產(chǎn)品的顧客忠誠度cost advantages independent of scaleincumbentsmay have learning advantages, etc.獨(dú)立于規(guī)模的成本優(yōu)勢government policies政府管制governments may imposetrade restrictions and/or grant monopolie

7、sPorters Five Forces ModelThreat of Rivalry競爭威脅large numbers of competitors大量勢均力敵的企業(yè)slow or declining growth產(chǎn)業(yè)增長緩慢low product differentiation缺乏產(chǎn)品差異性industry capacity can only be added in large increments生產(chǎn)能力大幅增加Porters Five Forces ModelThreat of Substitutes替代品威脅substitutes fill the same need but in

8、a different way不同的方式滿足相同的需求-Coke and Pepsi are rivals, milk is asubstitute for both 可口與百事是競爭對手，牛奶是替代品substitutes create a price ceiling because consumersswitch to the substitute if prices rise替代品創(chuàng)造一個(gè)價(jià)格上限substitutes will likely come from outside theindustrybe sure to look 替代品來于產(chǎn)業(yè)之外Porters Five Forces

9、 ModelThreat of Suppliers供應(yīng)商威脅powerful suppliers can squeeze (lower profits)the focal firm 強(qiáng)勢供應(yīng)商擠壓企業(yè)利潤Industry conditions that facilitate supplier power如下要素有利于供應(yīng)商:small number of firms in suppliers industry少數(shù)供應(yīng)商highly differentiated product高差異化的產(chǎn)品lack of close substitutes for suppliers products缺乏替代品

10、supplier could integrate forward供應(yīng)商威脅采用前向一體化focal firm is an insignificant customer of supplier企業(yè)不是重要客戶Porters Five Forces ModelThreat of Buyers買方威脅powerful buyers can squeeze (lower profits)the focal firm by demanding lower prices and/orhigher levels of quality and serviceIndustry conditions that f

11、acilitate buyer power:small number of buyers for focal firms output買方數(shù)量少lack of a differentiated product缺乏差異性產(chǎn)品the product is significant to the buyer產(chǎn)品對買方的成本大Porters Five Forces ModelFocalFirmBuyersSuppliersEntryRivalrySubstitutesIndustryThreatIf all threats are highexpect normal profitsIf all thre

12、ats are lowexpect above normal profitsMost industries are somewhere between the extremesComplementors As Another Force互補(bǔ)品Complementors Increase the Value of the Focal Firms Product 互補(bǔ)品增加企業(yè)產(chǎn)品的價(jià)值customers perceive more value in the focal firmsproduct when it is combined with the complementorsproduct 與

13、互補(bǔ)品結(jié)合使用時(shí)，客戶認(rèn)為產(chǎn)品更有價(jià)值complementors may be found outside the focal firmsindustry 互補(bǔ)品為產(chǎn)業(yè)之外的產(chǎn)品Exploiting Industry Structure Opportunities開發(fā)產(chǎn)業(yè)機(jī)會(huì)Generic Industry StructuresExploiting Industry Structure OpportunitiesFragmented Industry Structure零散產(chǎn)業(yè)結(jié)構(gòu)Industry CharacteristicsOpportunity large number of small

14、 firms大量小企業(yè) no dominant firms無主導(dǎo)企業(yè) no dominant technology五主導(dǎo)技術(shù) commodity type products 日用品 low barriers to entry低進(jìn)入壁壘 few, if any, economies of scale規(guī)模經(jīng)濟(jì)少 Consolidation聯(lián)合 buy competitors build market powerexploit economiesof scaleExploiting Industry Structure OpportunitiesEmerging Industry Structure

15、新興產(chǎn)業(yè)結(jié)構(gòu)Industry Characteristics產(chǎn)業(yè)特征Opportunity機(jī)會(huì) new industry based on breakthrough technology or product技術(shù)突破 no product standard has been reached 沒有產(chǎn)品標(biāo)準(zhǔn) no dominant firm has emerged無主導(dǎo)企業(yè) new customers come from non-consumption not from competitors 新客戶 first mover advantages先發(fā)優(yōu)勢 technology locking-up

16、 assets搶占資產(chǎn)creating switchingcosts創(chuàng)造轉(zhuǎn)換成本Exploiting Industry Structure OpportunitiesMature Industry Structure成熟產(chǎn)業(yè)Industry CharacteristicsOpportunities機(jī)會(huì) slowing growth in demand technology standard exists increasing internationalcompetition industry-wide profits declining industry exit is beginningre

17、fine current products產(chǎn)品改進(jìn) improve service提升服務(wù) process innovation流程創(chuàng)新 Exploiting Industry Structure OpportunitiesDeclining Industry Structure衰退期產(chǎn)業(yè)結(jié)構(gòu)Industry CharacteristicsOpportunities機(jī)會(huì)industry sales have sustainedpattern of declinesome well-establishedfirms have exitedfirms have stopped investingi

18、n maintenancemarket leadership領(lǐng)導(dǎo)niche利基harvest收割divest剝離International OpportunitiesApproaches to International Marketsinternational markets present opportunities thatvary depending on market characteristicsfirms can improve the probability of abovenormal profits by exploiting the opportunitiespresen

19、ted by international market characteristicsexternal analysis should include an assessmentof international market characteristicsInternational OpportunitiesMultinational OpportunityMarket CharacteristicsStructural Responseno global product standardtastes and preferences varytransportation of finished

20、product is cost prohibitivegovernments imposelocal content rulesreplicate headquartersfunctions in multiplemarketsgive local managersautonomy to respondmodify product to localtastes & preferencesInternational OpportunitiesGlobal OpportunityMarket CharacteristicsStructural Responseglobal product stan

21、dardgovernments allow importationsignificant economies of scale existproduct development costsare significant minimal replication ofheadquarters functionscentralized decisionmaking at headquarterscentralized manufacturinglittle responsivenessto local tastes &preferencesInternational OpportunitiesTransnational OpportunityMarket CharacteristicsStructural Responseproduct standardization differsfrom region to regiongovernment policy variesfrom region to regionlocal tastes and preferencesvary fro