MBA《戰(zhàn)略管理》課件05

1、Chapter 5MissionObjectivesExternalAnalysisInternalAnalysisStrategicChoiceStrategyImplementationCompetitiveAdvantageThe Strategic Management ProcessBusiness LevelStrategyCorporate LevelStrategyHow to Position aBusinessin the Market?Which Businessesto Enter?Business Level StrategiesTwo Generic Busines

2、s Level StrategiesCost Leadership:成本領(lǐng)先generate economic value by having lower coststhan competitors通過相對(duì)于競爭對(duì)手的低成本創(chuàng)造經(jīng)濟(jì)價(jià)值Product Differentiation:產(chǎn)品差異化generate economic value by offering a productthat customers prefer over competitors product通過顧客的偏好創(chuàng)造經(jīng)濟(jì)價(jià)值Example: Wal-MartExample: Harley-DavidsonProduct

3、DifferentiationA business level strategy intended to:業(yè)務(wù)層面戰(zhàn)略increase the perceived value of the focalfirms products and/or services relativeto the value of competitors products and/orservices 增加產(chǎn)品或服務(wù)的感知價(jià)值create a customer preference for the focal firmsproducts and/or services 創(chuàng)造顧客對(duì)企業(yè)產(chǎn)品或服務(wù)的偏好啤酒的不同釀造工藝

4、 開放的廚房等Bases of Differentiation差異的基礎(chǔ)A base of differentiation must fill somecustomer need:差異的基礎(chǔ)必須滿足某些需求 image形象 status身份 comfort舒適 taste口味 beauty style風(fēng)格 furthering a cause reliability in use safety nostalgia懷舊 cleanliness清潔 service quality accuracy hunger饑餓 belongingA differentiated product fills o

5、ne or more needsbetter than the products of competitorsAlmost anything can be a base of differentiation任何東西都能成為差異化的基礎(chǔ)tangible thing 有形(product features, location, etc.)intangible concept無形(reputation, a cause, an ideal, etc.)Bases of DifferentiationBases of DifferentiationThree Categories1) Product

6、Attributes產(chǎn)品屬性2) FirmCustomer Relationship 關(guān)注公司顧客關(guān)系3) Firm Linkages 關(guān)注公司內(nèi)部和公司之間的聯(lián)系 產(chǎn)品特色 產(chǎn)品復(fù)雜性 產(chǎn)品推出時(shí)間 產(chǎn)品定制 客戶營銷 產(chǎn)品神域exploiting relationships within the firmand/or relationships with other firmsBases of DifferentiationProduct AttributesProduct Features the shape of a golf club headProduct Complexity m

7、ultiple functions on a watch Timing of Introduction being the first to marketLocation locating next to a freeway exitBases of DifferentiationFirm-Customer RelationshipsCustomization creating a unique diamond braceletfor a customerConsumer Marketing creating brand loyalty to a soapthrough image adver

8、tising Reputation sponsoring the local homeless shelterto engender positive community response Bases of DifferentiationFirm LinkagesLinkages among Functions in the Firm using acircuit board designed in one division in otherdivisionsLinkages with other Firms a sporting goods storesponsors a benefit r

9、ace by donating running shoesand receives free radio advertising in returnProduct Mix a furniture store begins to sellhome gym equipment, computers, and lawn mowers Bases of DifferentiationFirm LinkagesDistribution Channels a doughnut shop begins tosell its doughnuts through gas stationsService and

10、Support an oil change shop beginsto offer pick up and delivery of cars in an office buildings parking garageCompetitive AdvantageA product differentiation strategy must meet theVRIO criteria滿足VRIO框架Is it Valuable?Is it Rare?Is it costly to Imitate?Is the firm Organized to exploit it?if it is to crea

11、te competitive advantage.FocalFirmBuyersSuppliersEntryRivalrySubstitutesIndustryThreatThe Value of Product Differentiation產(chǎn)品差異化的價(jià)值Neutralizing Threats化解威脅Toyota protected from HyundaiThe Value of Product DifferentiationQindPffDffMRffATCindMCffPindDindATCffQffFocal Firm with No Differentiated Product

12、Focal Firm withDifferentiated ProductAbove NormalProfitsFragmented Industry零散市場細(xì)分市場Emerging Industry新興市場First mover advantages: captures market share先發(fā)優(yōu)勢 獲得市場份額產(chǎn)品差異化與環(huán)境機(jī)會(huì)The Value of Product DifferentiationMature Industry成熟產(chǎn)業(yè)Refining product or adding services改進(jìn)產(chǎn)品或增加服務(wù)Declining Industry衰退產(chǎn)業(yè)Exploitin

13、g niches: serving those with strong needs成為領(lǐng)先者或者發(fā)現(xiàn)利基市場The Value of Product DifferentiationRareness of Product Differentiation產(chǎn)品差異化的稀缺性Imitability of Product Differentiation差異的模仿性EasyMay beCostlyUsuallyCostlyDuplicationof BasesProduct Features產(chǎn)品屬性Product MixProduct complexityLinks with other firmsPro

14、duct customizationConsumer marketingLinks between functionsTimingLocationReputationDistribution ChannelsService and SupportImitability of Product DifferentiationSubstitutes替代品some substitutes may be obvioussome substitutes may not be obviousif no substitutes are obvious, then we wouldconclude that i

15、mitation through substitutionwill be costlyat least for the present timeif a base of differentiation is valuable, otherswill attempt to imitate it through duplicationand/or substitutionOrganizing for Product DifferentiationExample: Ford Taurus Cross-Functional TeamsOrganizationalStructureU-Form with

16、 cross-functionalteamsManagementControlsCompensationPolicies flexibility broad guidelinescreativityencouragedReward:cross-functionalcooperationcreativityrisk takingCost Leadership and Product DifferentiationCan a firm pursue both simultaneously?NoYesuse of structure,management control,and compensati

17、onpolicies are nearlyoppositesfirms can do bothbecause some basesof differentiation alsolend themselves to low costExample: ToyotaExample: Rolexstructure, controls, &policies are not oppositesImplementing Differentiation InternationallyGlobalMulti-Domesticstandardized productlittle variance in taste

18、s & preferencescentralized controlfocused on efficiencynon-standard producthigh variance intastes & preferencesdecentralized controlfocused on satisfyingtastes & preferencesExample: SonyExample: SiemensImplementing Differentiation InternationallyBusiness-level and International Expansion StrategiesGenerally, but not alwaysstructure, control, & compensation policies are similar as follows:Cost leadershipProduct differentiationGlobalMulti-domestic(international integration, e