淺述家具行業(yè)事業(yè)層策略(英文版)

Business-LevelStrategyMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter41?2003SouthwesternPublishingCompanyStrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationChapter4Business-LevelStrategyStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter13StrategicEntrepreneurship2Business-LevelStrategyBusiness-levelstrategy:anintegratedandcoordinatedsetofcommitmentsandactionsthefirmusestogainacompetitive

advantagebyexploitingcorecompetenciesinspecificproductmarkets3CoreCompetenciesandStrategyTheresourcesandcapabilitiesthathavebeendeterminedtobeasourceofcompetitiveadvantageforafirmoveritsrivalsAnintegratedandcoordinatedsetofactionstakentoexploitcorecompetenciesandgainacompetitiveadvantageActionstakentoprovidevaluetocustomersandgainacompetitiveadvantagebyexploitingcorecompetenciesinspecific,individualproductmarketsBusiness-levelstrategyStrategyCorecompetencies4KeyIssuesofBusiness-LevelStrategyWhatgoodorservicetooffercustomersHowtomanufactureorcreatethegoodorserviceHowtodistributethegoodorserviceinthemarketplace5TheCentralRoleofCustomers

Inselectingabusiness-levelstrategy,thefirmdetermines1.whoitwillserve2. whatneedsthosetargetcustomershavethatitwillsatisfy3. howthoseneedswillbesatisfied6策略事業(yè)單位的確認(rèn)Strategicbusinessunit,SBU事業(yè)競(jìng)爭(zhēng)策略管理的單位事業(yè)單位的界定顧客群顧客需要核心能力7ManagingRelationshipsWithCustomersCustomerrelationshipsarestrengthenedbyofferingthemsuperiorvaluehelpcustomerstodevelopanewcompetitiveadvantageenhancethevalueofexistingcompetitiveadvantages8ManagingRelationshipsWithCustomersEstablishacompetitiveadvantagealongthesedimensions:Reachthefirm’saccessandconnectiontocustomersRichnessthedepthanddetailofthetwo-wayflowofinformationbetweenthefirmandcustomersAffiliationfacilitatingusefulinteractionswithcustomers9顧客分析

企業(yè)服務(wù)的對(duì)象是誰?(WHO)目標(biāo)顧客想要獲得滿足是什麼?(WHAT)企業(yè)如何以選定的策略滿足顧客需求?(HOW)不斷重新思考顧客是誰和顧客保持密切與經(jīng)常的接觸決定如何利用對(duì)手無法仿效的核心能力來創(chuàng)造價(jià)值設(shè)計(jì)合宜策略10CustomersMarketSegmentationConsumerMarketsIndustrialMarkets11企業(yè)服務(wù)的對(duì)象是誰?(WHO)區(qū)隔市場(chǎng)人口統(tǒng)計(jì)變數(shù)地理變數(shù)生活型態(tài)個(gè)人特質(zhì)消費(fèi)模式產(chǎn)業(yè)結(jié)構(gòu)特性組織規(guī)模市場(chǎng)區(qū)隔中的市場(chǎng)區(qū)隔利用資訊科技大規(guī)模顧客化(masscustomerization)的效益12MarketSegmentation:ConsumerMarketsDemographicfactorsConsumerMarketsSocioeconomicfactorsGeographicfactorsPsychologicalfactorsConsumptionpatternsPerceptualfactorsDem.Soc.Geo.Psy.Con.Per.13MarketSegmentation:IndustrialMarketsIndustrialMarketsEnd-usesegmentsProductsegmentsGeographicsegmentsCommonbuyingfactorsegmentsCustomersizesegmentsEndPro.Geo.Buy.Size14目標(biāo)顧客想要什麼?(WHAT)確認(rèn)與了解目標(biāo)顧客的需求預(yù)測(cè)目標(biāo)顧客未知(發(fā)現(xiàn))的需求在顧客之前在對(duì)手有行動(dòng)之前(第一行動(dòng)者優(yōu)勢(shì))設(shè)法利用本身之核心能力以滿足顧客的需求15TypesofBusiness-LevelStrategiesBusiness-levelstrategiesareintendedtocreatedifferencesbetweenthefirm’spositionrelativetothoseofitsrivalsTopositionitself,thefirmmustdecidewhetheritintendstoperformactivitiesdifferentlyortoperformdifferentactivitiesascomparedtoitsrivals16競(jìng)爭(zhēng)策略的選擇在特定產(chǎn)業(yè)中事業(yè)單位針對(duì)所選定的市場(chǎng)區(qū)隔,如何以競(jìng)爭(zhēng)策略改善其產(chǎn)品或服務(wù)的競(jìng)爭(zhēng)地位,並建立可持久的競(jìng)爭(zhēng)優(yōu)勢(shì)策略選擇的考慮因素產(chǎn)業(yè)長(zhǎng)期獲利率水準(zhǔn)與影響獲利之因素產(chǎn)業(yè)中企業(yè)的相對(duì)競(jìng)爭(zhēng)地位17FiveGenericStrategiesCompetitiveAdvantageCompetitiveScopeCostUniquenessBroadtargetNarrowtargetCostLeadershipDifferentiationFocusedCostLeadershipFocusedDifferentiationIntegratedCostLeadership/Differentiation18產(chǎn)品/市場(chǎng)/核心能力/競(jìng)爭(zhēng)策略成本領(lǐng)導(dǎo)策略差異化策略集中化策略產(chǎn)品差異化低(主要來自價(jià)格)高(主要來自獨(dú)特性)低至高(價(jià)格或獨(dú)特性)市場(chǎng)區(qū)隔化低(大市場(chǎng))高(許多個(gè)區(qū)隔市場(chǎng))低(一個(gè)或一些區(qū)隔市場(chǎng))核心能力製造與物料管理研發(fā)/行銷任何19CostLeadershipStrategyAnintegratedsetofactionsdesignedtoproduceordelivergoodsorservicesatthelowestcost,relativetocompetitors

withfeaturesthatareacceptabletocustomersrelativelystandardizedproductsfeaturesacceptabletomanycustomerslowestcompetitiveprice20CostLeadershipStrategyCostsavingactionsrequiredbythisstrategy:buildingefficientscalefacilitiestightlycontrollingproductioncostsandoverheadminimizingcostsofsales,R&Dandservicebuildingefficientmanufacturingfacilitiesmonitoringcostsofactivitiesprovidedbyoutsiderssimplifyingproductionprocesses21HowtoObtainaCostAdvantageCostDriversValueChainDetermineandcontrolReconfigure,ifneededAlterproductionprocessChangeinautomationNewdistributionchannelDirectsalesinplaceofindirectsalesNewadvertisingmediaNewrawmaterialBackwardintegrationForwardintegrationChangelocationrelativetosuppliersorbuyers22ProductfeaturesPerformanceMix&varietyofproductsServicelevelsSmallvs.largebuyersProcesstechnologyWagelevelsHiring,training,motivationFactorsThatDriveCostsEconomiesofscaleAssetutilizationCapacityutilizationpatternSeasonal,cyclicalInterrelationshipsOrderprocessing anddistributionValuechainlinkagesAdvertising&salesLogistics&operations23支援性

活動(dòng)基本活動(dòng)內(nèi)部後勤作業(yè)外部後勤行銷與銷售服務(wù)採購技術(shù)發(fā)展人力資源管理企業(yè)的基礎(chǔ)建設(shè)邊際邊際價(jià)值創(chuàng)造活動(dòng)--成本領(lǐng)導(dǎo)策略組織扁平以減少間接成本簡(jiǎn)化規(guī)劃程序與成本降低流動(dòng)率訓(xùn)練員工以改善效率與效能強(qiáng)調(diào)製程創(chuàng)新與改善投資與致力於發(fā)展降低製造成本的活動(dòng)改善採購程序與對(duì)供應(yīng)商關(guān)係以降低進(jìn)貨成本定期評(píng)估供應(yīng)商績(jī)效使供應(yīng)商與生產(chǎn)程序密切配合獲得規(guī)模經(jīng)濟(jì)設(shè)置可得效率規(guī)模的生產(chǎn)設(shè)施降低送貨成本選擇低成本的運(yùn)送人精簡(jiǎn)銷售人員與提高素質(zhì)訂定具競(jìng)爭(zhēng)力的價(jià)格有效率與適當(dāng)安裝以降低修理率24QuestionsLeadingtoLowerCosts1. Howcananactivitybeperformeddifferentlyoreveneliminated?2. Howcanagroupoflinkedvalueactivitiesberegroupedorreordered?3. Howmightcoalitionswithotherfirmsloweroreliminatecosts?25CostLeadershipStrategyandtheFiveForcesofCompetitionRivalryAmongCompetingFirmsCanusecostleadershipstrategytoadvantagesince:competitorsavoidpricewarswithcostleaders,creatinghigherprofitsfortheentireindustryRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition26CostLeadershipStrategyandtheFiveForcesofCompetitionBargainingPowerofBuyersCanmitigatebuyers’powerby:drivingpricesfarbelowcompetitors,causingthemtoexitandshiftingpowerwithbuyersbacktothefirmRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition27CostLeadershipStrategyandtheFiveForcesofCompetitionBargainingPowerofSuppliersCanmitigatesuppliers’powerby:beingabletoabsorbcostincreasesduetolowcostpositionbeingabletomakeverylargepurchases,reducingchanceofsupplierusingpowerRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition28CostLeadershipStrategyandtheFiveForcesofCompetitionRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetitionThreatofNewEntrantsCanfrightenoffnewentrantsdueto:theirneedtoenteronalargescaleinordertobecostcompetitivethetimeittakestomovedownthelearningcurve29CostLeadershipStrategyandtheFiveForcesofCompetitionThreatofSubstituteProductsCostleaderiswellpositionedto:makeinvestmentstobefirsttocreatesubstitutesbuypatentsdevelopedbypotentialsubstituteslowerpricesinordertomaintainvaluepositionRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition30MajorRisksofCostLeadershipStrategyDramatictechnologicalchangecouldtakeawayyourcostadvantageCompetitorsmaylearnhowtoimitatevaluechainFocusonefficiencycouldcausecostleadertooverlookchangesincustomerpreferences31DifferentiationStrategyAnintegratedsetofactionsdesignedbyafirmtoproduceordelivergoodsorservices(atanacceptablecost)thatcustomersperceiveasbeingdifferentinwaysthatareimportanttothempriceforproductcanexceedwhatthefirm’stargetcustomersarewillingtopaynonstandardizedproductscustomersvaluedifferentiatedfeaturesmorethantheyvaluelowcost32DifferentiationStrategyValueprovidedbyuniquefeaturesandvaluecharacteristicsCommandpremiumprice溢價(jià)HighcustomerserviceSuperiorqualityPrestigeorexclusivityRapidinnovation33DifferentiationStrategyDifferentiationactionsrequiredbythisstrategy:developingnewsystemsandprocessesshapingperceptionsthroughadvertisingqualityfocuscapabilityinR&Dmaximizehumanresourcecontributionsthroughlowturnoverandhighmotivation34HowtoObtainaDifferentiationAdvantageCostDriversValueChainControlifneededReconfiguretomaximizecustomerperceptionsofuniquenesscustomerreluctancetoswitchtonon-uniqueproductRaiseperformanceofproductorserviceLowerbuyers’costsCreatesustainabilitythrough:35FactorsThatDriveDifferentiationUniqueproductfeaturesUniqueproductperformanceExceptionalservicesNewtechnologiesQualityofinputsExceptionalskillorexperienceDetailedinformation36支援性

活動(dòng)基本活動(dòng)內(nèi)部後勤作業(yè)外部後勤行銷與銷售服務(wù)採購技術(shù)發(fā)展人力資源管理企業(yè)的基礎(chǔ)建設(shè)邊際邊際價(jià)值創(chuàng)造活動(dòng)--差異化策略經(jīng)由資訊系統(tǒng)更了解顧客推行全面品管創(chuàng)新獎(jiǎng)勵(lì)辦法強(qiáng)調(diào)非客觀性績(jī)效評(píng)量人員訓(xùn)練注重基礎(chǔ)研究與產(chǎn)品創(chuàng)新發(fā)展容易取得高品質(zhì)原料的系統(tǒng)採購高品質(zhì)零件妥善處理進(jìn)料以維持高品質(zhì)迅速反應(yīng)顧客需求生產(chǎn)足以吸引顧客的產(chǎn)品正確與快速處理顧客訂單迅速送達(dá)貨品安排各種信用交易與顧客及供應(yīng)商保持密切關(guān)係訓(xùn)練顧客正確使用產(chǎn)品保留完整零件庫存37DifferentiationStrategyandtheFiveForcesofCompetitionRivalryAmongCompetingFirmsCandefendagainstcompetitionbecause:brandloyaltytodifferentiatedproductoffsetspricecompetitionRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition38DifferentiationStrategyandtheFiveForcesofCompetitionBargainingPowerofBuyersCanmitigatebuyerpowerbecause:welldifferentiatedproductsreducecustomersensitivitytopriceincreasesRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition39DifferentiationStrategyandtheFiveForcesofCompetitionBargainingPowerofSuppliersCanmitigatesuppliers’powerby:absorbingpriceincreasesduetohighermarginspassingalonghighersupplierpricesbecausebuyersareloyaltodifferentiatedbrandRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition40DifferentiationStrategyandtheFiveForcesofCompetitionThreatofNewEntrantsCandefendagainstnewentrantsbecause:newproductsmustsurpassprovenproductsor,newproductsmustbeatleastequaltoperformanceofprovenproducts,butofferedatlowerpricesRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition41DifferentiationStrategyandtheFiveForcesofCompetitionThreatofSubstituteProductsWellpositionedrelativetosubstitutesbecause:brandloyaltytoadifferentiatedproducttendstoreducecustomers’testingofnewproductsorswitchingbrandsRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition42MajorRisksofDifferentiationStrategyCustomersmaydecidethatthepricedifferentialbetweenthedifferentiatedproductandthecostleader’sproductistoolargeMeansofdifferentiationmayceasetoprovidevalueforwhichcustomersarewillingtopay續(xù)下頁43MajorRisksofDifferentiationStrategyExperiencemaynarrowcustomer’sperceptionsofthevalueofdifferentiatedfeaturesofthefirm’sproductsMakersofcounterfeitgoodsmayattempttoreplicatedifferentiatedfeaturesofthefirm’sproducts仿冒品44FocusedBusiness-LevelStrategiesAfocusstrategymustexploitanarrowtarget’sdifferencesfromthebalanceoftheindustryby:isolatingaparticularbuyergroupisolatingauniquesegmentofaproductlineconcentratingonaparticulargeographicmarketfindingtheir“niche”45FactorsThatMayDriveFocusedStrategiesLargefirmsmayoverlooksmallnichesFirmmaylackresourcestocompeteinthebroadermarketMaybeabletoserveanarrowmarketsegmentmoreeffectivelythancanlargerindustry-widecompetitorsFocusmayallowthefirmtodirectresourcestocertainvaluechainactivitiestobuildcompetitiveadvantage46MajorRisksofFocusedStrategiesFirmmaybe“outfocused”bycompetitorsLargecompetitormaysetitssightsonyournichemarketPreferencesofnichemarketmaychangetomatchthoseofbroadmarket47AdvantagesofIntegratedStrategy

Afirmthatsuccessfullyusesanintegratedcostleadership/differentiationstrategyshouldbeinabetterpositionto:adaptquicklytoenvironmentalchangeslearnnewskillsandtechnologiesmorequicklyeffectivelyleverageitscorecompetencieswhilecompetingagainstitsrivals48BenefitsofIntegratedStrategySuccessfulfirmsusingthisstrategyhaveabove-averagereturnsFirmofferstwotypesofvaluestocustomerssomedifferentiatedfeatures(butlessthanatruedifferentiatedfirm)relativelylowcost(butnowaslowasthecostleader’sprice)49MajorRisksofIntegratedStrategyAnintegratedcost/differentiationbusinesslevelstrategyofteninvolvescompromises(neitherthelowestcostnorthemostdifferentiatedfirm)Thefirmmaybecome“stuckinthemiddle”lackingthestrongcommitmentandexpertisethataccompaniesfirmsfollowingeitheracostleadershiporadifferentiatedstrategy50

整合性低成本／差異化策略的風(fēng)險(xiǎn)企業(yè)若無法在自己所選定的競(jìng)爭(zhēng)範(fàn)疇中建立領(lǐng)導(dǎo)地位，或沒有明確的競(jìng)爭(zhēng)優(yōu)勢(shì)，便會(huì)遭遇夾在其中的風(fēng)險(xiǎn)51HolidayInn個(gè)案HolidayInn的發(fā)展]創(chuàng)始人—KemmonsWilson於1950年代出外渡假時(shí)發(fā)現(xiàn)當(dāng)時(shí)旅館業(yè)服務(wù)品質(zhì)差且價(jià)格不合理的現(xiàn)象Wilson發(fā)現(xiàn)市場(chǎng)尚未獲得滿足的需求,於是起了創(chuàng)業(yè)的念頭標(biāo)準(zhǔn)化服務(wù)—空調(diào)/製冰機(jī)與合理的房?jī)r(jià)