淺述家具行業(yè)事業(yè)層策略(英文版)家具企業(yè)在未來的四種共存模式

Business-LevelStrategyMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter41?2023SouthwesternPublishingCompanyStrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationChapter4Business-LevelStrategyStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter13StrategicEntrepreneurship2?Business-LevelStrategyBusiness-levelstrategy:anintegratedandcoordinatedsetofcommitmentsandactionsthefirmusestogainacompetitive

advantagebyexploitingcorecompetenciesinspecificproductmarkets3?CoreCompetenciesandStrategyTheresourcesandcapabilitiesthathavebeendeterminedtobeasourceofcompetitiveadvantageforafirmoveritsrivalsAnintegratedandcoordinatedsetofactionstakentoexploitcorecompetenciesandgainacompetitiveadvantageActionstakentoprovidevaluetocustomersandgainacompetitiveadvantagebyexploitingcorecompetenciesinspecific,individualproductmarketsBusiness-levelstrategyStrategyCorecompetencies4?KeyIssuesofBusiness-LevelStrategyWhatgoodorservicetooffercustomersHowtomanufactureorcreatethegoodorserviceHowtodistributethegoodorserviceinthemarketplace5?TheCentralRoleofCustomers

Inselectingabusiness-levelstrategy,thefirmdetermines1.whoitwillserve2. whatneedsthosetargetcustomershavethatitwillsatisfy3. howthoseneedswillbesatisfied6?策略事業(yè)單位的確認Strategicbusinessunit,SBU事業(yè)競爭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7?ManagingRelationshipsWithCustomersCustomerrelationshipsarestrengthenedbyofferingthemsuperiorvaluehelpcustomerstodevelopanewcompetitiveadvantageenhancethevalueofexistingcompetitiveadvantages8?ManagingRelationshipsWithCustomersEstablishacompetitiveadvantagealongthesedimensions:Reachthefirm’saccessandconnectiontocustomersRichnessthedepthanddetailofthetwo-wayflowofinformationbetweenthefirmandcustomersAffiliationfacilitatingusefulinteractionswithcustomers9?顧客分析

企業(yè)服務的對象是誰?(WHO)目標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常的接觸決定如何利用對手無法仿效的核心能力來創(chuàng)造價值設計合宜策略10?CustomersMarketSegmentationConsumerMarketsIndustrialMarkets11?企業(yè)服務的對象是誰?(WHO)區(qū)隔市場人口統(tǒng)計變數(shù)地理變數(shù)生活型態(tài)個人特質消費模式產業(yè)結構特性組織規(guī)模市場區(qū)隔中的市場區(qū)隔利用資訊科技大規(guī)模顧客化(masscustomerization)的效益12?MarketSegmentation:ConsumerMarketsDemographicfactorsConsumerMarketsSocioeconomicfactorsGeographicfactorsPsychologicalfactorsConsumptionpatternsPerceptualfactorsDem.Soc.Geo.Psy.Con.Per.13?MarketSegmentation:IndustrialMarketsIndustrialMarketsEnd-usesegmentsProductsegmentsGeographicsegmentsCommonbuyingfactorsegmentsCustomersizesegmentsEndPro.Geo.Buy.Size14?目標顧客想要什麼?(WHAT)確認與了解目標顧客的需求預測目標顧客未知(發(fā)現(xiàn))的需求在顧客之前在對手有行動之前(第一行動者優(yōu)勢)設法利用本身之核心能力以滿足顧客的需求15?TypesofBusiness-LevelStrategiesBusiness-levelstrategiesareintendedtocreatedifferencesbetweenthefirm’spositionrelativetothoseofitsrivalsTopositionitself,thefirmmustdecidewhetheritintendstoperformactivitiesdifferentlyortoperformdifferentactivitiesascomparedtoitsrivals16?競爭策略的選擇在特定產業(yè)中事業(yè)單位針對所選定的市場區(qū)隔,如何以競爭策略改善其產品或服務的競爭地位,並建立可持久的競爭優(yōu)勢策略選擇的考慮因素產業(yè)長期獲利率水準與影響獲利之因素產業(yè)中企業(yè)的相對競爭地位17?FiveGenericStrategiesCompetitiveAdvantageCompetitiveScopeCostUniquenessBroadtargetNarrowtargetCostLeadershipDifferentiationFocusedCostLeadershipFocusedDifferentiationIntegratedCostLeadership/Differentiation18?產品/市場/核心能力/競爭策略成本領導策略差異化策略集中化策略產品差異化低(主要來自價格)高(主要來自獨特性)低至高(價格或獨特性)市場區(qū)隔化低(大市場)高(許多個區(qū)隔市場)低(一個或一些區(qū)隔市場)核心能力製造與物料管理研發(fā)/行銷任何19?CostLeadershipStrategyAnintegratedsetofactionsdesignedtoproduceordelivergoodsorservicesatthelowestcost,relativetocompetitors

withfeaturesthatareacceptabletocustomersrelativelystandardizedproductsfeaturesacceptabletomanycustomerslowestcompetitiveprice20?CostLeadershipStrategyCostsavingactionsrequiredbythisstrategy:buildingefficientscalefacilitiestightlycontrollingproductioncostsandoverheadminimizingcostsofsales,R&Dandservicebuildingefficientmanufacturingfacilitiesmonitoringcostsofactivitiesprovidedbyoutsiderssimplifyingproductionprocesses21?HowtoObtainaCostAdvantageCostDriversValueChainDetermineandcontrolReconfigure,ifneededAlterproductionprocessChangeinautomationNewdistributionchannelDirectsalesinplaceofindirectsalesNewadvertisingmediaNewrawmaterialBackwardintegrationForwardintegrationChangelocationrelativetosuppliersorbuyers22?ProductfeaturesPerformanceMix&varietyofproductsServicelevelsSmallvs.largebuyersProcesstechnologyWagelevelsHiring,training,motivationFactorsThatDriveCostsEconomiesofscaleAssetutilizationCapacityutilizationpatternSeasonal,cyclicalInterrelationshipsOrderprocessing anddistributionValuechainlinkagesAdvertising&salesLogistics&operations23?支援性

活動基本活動內部後勤作業(yè)外部後勤行銷與銷售服務採購技術發(fā)展人力資源管理企業(yè)的基礎建設邊際邊際價值創(chuàng)造活動--成本領導策略組織扁平以減少間接成本簡化規(guī)劃程序與成本降低流動率訓練員工以改善效率與效能強調製程創(chuàng)新與改善投資與致力於發(fā)展降低製造成本的活動改善採購程序與對供應商關係以降低進貨成本定期評估供應商績效使供應商與生產程序密切配合獲得規(guī)模經濟設置可得效率規(guī)模的生產設施降低送貨成本選擇低成本的運送人精簡銷售人員與提高素質訂定具競爭力的價格有效率與適當安裝以降低修理率24?QuestionsLeadingtoLowerCosts1. Howcananactivitybeperformeddifferentlyoreveneliminated?2. Howcanagroupoflinkedvalueactivitiesberegroupedorreordered?3. Howmightcoalitionswithotherfirmsloweroreliminatecosts?25?CostLeadershipStrategyandtheFiveForcesofCompetitionRivalryAmongCompetingFirmsCanusecostleadershipstrategytoadvantagesince:competitorsavoidpricewarswithcostleaders,creatinghigherprofitsfortheentireindustryRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition26?CostLeadershipStrategyandtheFiveForcesofCompetitionBargainingPowerofBuyersCanmitigatebuyers’powerby:drivingpricesfarbelowcompetitors,causingthemtoexitandshiftingpowerwithbuyersbacktothefirmRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition27?CostLeadershipStrategyandtheFiveForcesofCompetitionBargainingPowerofSuppliersCanmitigatesuppliers’powerby:beingabletoabsorbcostincreasesduetolowcostpositionbeingabletomakeverylargepurchases,reducingchanceofsupplierusingpowerRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition28?CostLeadershipStrategyandtheFiveForcesofCompetitionRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetitionThreatofNewEntrantsCanfrightenoffnewentrantsdueto:theirneedtoenteronalargescaleinordertobecostcompetitivethetimeittakestomovedownthelearningcurve29?CostLeadershipStrategyandtheFiveForcesofCompetitionThreatofSubstituteProductsCostleaderiswellpositionedto:makeinvestmentstobefirsttocreatesubstitutesbuypatentsdevelopedbypotentialsubstituteslowerpricesinordertomaintainvaluepositionRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition30?MajorRisksofCostLeadershipStrategyDramatictechnologicalchangecouldtakeawayyourcostadvantageCompetitorsmaylearnhowtoimitatevaluechainFocusonefficiencycouldcausecostleadertooverlookchangesincustomerpreferences31?DifferentiationStrategyAnintegratedsetofactionsdesignedbyafirmtoproduceordelivergoodsorservices(atanacceptablecost)thatcustomersperceiveasbeingdifferentinwaysthatareimportanttothempriceforproductcanexceedwhatthefirm’stargetcustomersarewillingtopaynonstandardizedproductscustomersvaluedifferentiatedfeaturesmorethantheyvaluelowcost32?DifferentiationStrategyValueprovidedbyuniquefeaturesandvaluecharacteristicsCommandpremiumprice溢價HighcustomerserviceSuperiorqualityPrestigeorexclusivityRapidinnovation33?DifferentiationStrategyDifferentiationactionsrequiredbythisstrategy:developingnewsystemsandprocessesshapingperceptionsthroughadvertisingqualityfocuscapabilityinR&Dmaximizehumanresourcecontributionsthroughlowturnoverandhighmotivation34?HowtoObtainaDifferentiationAdvantageCostDriversValueChainControlifneededReconfiguretomaximizecustomerperceptionsofuniquenesscustomerreluctancetoswitchtonon-uniqueproductRaiseperformanceofproductorserviceLowerbuyers’costsCreatesustainabilitythrough:35?FactorsThatDriveDifferentiationUniqueproductfeaturesUniqueproductperformanceExceptionalservicesNewtechnologiesQualityofinputsExceptionalskillorexperienceDetailedinformation36?支援性

活動基本活動內部後勤作業(yè)外部後勤行銷與銷售服務採購技術發(fā)展人力資源管理企業(yè)的基礎建設邊際邊際價值創(chuàng)造活動--差異化策略經由資訊系統(tǒng)更了解顧客推行全面品管創(chuàng)新獎勵辦法強調非客觀性績效評量人員訓練注重基礎研究與產品創(chuàng)新發(fā)展容易取得高品質原料的系統(tǒng)採購高品質零件妥善處理進料以維持高品質迅速反應顧客需求生產足以吸引顧客的產品正確與快速處理顧客訂單迅速送達貨品安排各種信用交易與顧客及供應商保持密切關係訓練顧客正確使用產品保留完整零件庫存37?DifferentiationStrategyandtheFiveForcesofCompetitionRivalryAmongCompetingFirmsCandefendagainstcompetitionbecause:brandloyaltytodifferentiatedproductoffsetspricecompetitionRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition38?DifferentiationStrategyandtheFiveForcesofCompetitionBargainingPowerofBuyersCanmitigatebuyerpowerbecause:welldifferentiatedproductsreducecustomersensitivitytopriceincreasesRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition39?DifferentiationStrategyandtheFiveForcesofCompetitionBargainingPowerofSuppliersCanmitigatesuppliers’powerby:absorbingpriceincreasesduetohighermarginspassingalonghighersupplierpricesbecausebuyersareloyaltodifferentiatedbrandRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition40?DifferentiationStrategyandtheFiveForcesofCompetitionThreatofNewEntrantsCandefendagainstnewentrantsbecause:newproductsmustsurpassprovenproductsor,newproductsmustbeatleastequaltoperformanceofprovenproducts,butofferedatlowerpricesRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition41?DifferentiationStrategyandtheFiveForcesofCompetitionThreatofSubstituteProductsWellpositionedrelativetosubstitutesbecause:brandloyaltytoadifferentiatedproducttendstoreducecustomers’testingofnewproductsorswitchingbrandsRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition42?MajorRisksofDifferentiationStrategyCustomersmaydecidethatthepricedifferentialbetweenthedifferentiatedproductandthecostleader’sproductistoolargeMeansofdifferentiationmayceasetoprovidevalueforwhichcustomersarewillingtopay續(xù)下頁43?MajorRisksofDifferentiationStrategyExperiencemaynarrowcustomer’sperceptionsofthevalueofdifferentiatedfeaturesofthefirm’sproductsMakersofcounterfeitgoodsmayattempttoreplicatedifferentiatedfeaturesofthefirm’sproducts仿冒品44?FocusedBusiness-LevelStrategiesAfocusstrategymustexploitanarrowtarget’sdifferencesfromthebalanceoftheindustryby:isolatingaparticularbuyergroupisolatingauniquesegmentofaproductlineconcentratingonaparticulargeographicmarketfindingtheir“niche”45?FactorsThatMayDriveFocusedStrategiesLargefirmsmayoverlooksmallnichesFirmmaylackresourcestocompeteinthebroadermarketMaybeabletoserveanarrowmarketsegmentmoreeffectivelythancanlargerindustry-widecompetitorsFocusmayallowthefirmtodirectresourcestocertainvaluechainactivitiestobuildcompetitiveadvantage46?MajorRisksofFocusedStrategiesFirmmaybe“outfocused”bycompetitorsLargecompetitormaysetitssightsonyournichemarketPreferencesofnichemarketmaychangetomatchthoseofbroadmarket47?AdvantagesofIntegratedStrategy

Afirmthatsuccessfullyusesanintegratedcostleadership/differentiationstrategyshouldbeinabetterpositionto:adaptquicklytoenvironmentalchangeslearnnewskillsandtechnologiesmorequicklyeffectivelyleverageitscorecompetencieswhilecompetingagainstitsrivals48?BenefitsofIntegratedStrategySuccessfulfirmsusingthisstrategyhaveabove-averagereturnsFirmofferstwotypesofvaluestocustomerssomedifferentiatedfeatures(butlessthanatruedifferentiatedfirm)relativelylowcost(butnowaslowasthecostleader’sprice)49?MajorRisksofIntegratedStrategyAnintegratedcost/differentiationbusinesslevelstrategyofteninvolvescompromises(neitherthelowestcostnorthemostdifferentiatedfirm)Thefirmmaybecome“stuckinthemiddle”lackingthestrongcommitmentandexpertisethataccompaniesfirmsfollowingeitheracostleadershiporadifferentiatedstrategy50?

整合性低成本／差異化策略的風險企業(yè)若無法在自己所選定的競爭範疇中建立領導地位，或沒有明確的競爭優(yōu)勢，便會遭遇夾在其中的風險51?HolidayInn個案HolidayInn的發(fā)展]創(chuàng)始人—KemmonsWilson於1950年代出外渡假時發(fā)現(xiàn)當時旅館業(yè)服務品質差且價格不合理的現(xiàn)象Wilson發(fā)現(xiàn)市場尚未獲得滿足的需求,於是起了創(chuàng)業(yè)的念頭標準化服務—空調/製冰機與合理的房價在1960年代結束前共有1000多家,住房率高達80%市場出現(xiàn)變化旅遊者對於飯店產品與服務的需求出現(xiàn)變化導致市場變化的因素為何競爭者掌握到市場的脈動HyattMotel6與DaysInnHolidayInn改變策略52?基本競爭策略的實施條件競爭策略所需技術與資源對組織的要求成本領導獲取資金,持續(xù)資本投資製造工程技術對人員嚴密監(jiān)控簡化產品設計技術建立廉價配銷系統(tǒng)嚴密成本控制定期提出嚴謹?shù)某杀緢蟾婷鞔_的責任歸屬以生產數(shù)量為獎勵重點差異化行銷能力強產品具有創(chuàng)造力基礎研究能力強品質與技術卓越配銷系統(tǒng)的密切配合研發(fā),產品發(fā)展與行銷的整合吸引技術人員,科學家與具有創(chuàng)意的人員以創(chuàng)意與品質為獎勵的重點集中兼具上述各項針對一個狹小的市場區(qū)隔兼具上述各項針對一個狹小的市場區(qū)隔53?事業(yè)層投資策略事業(yè)投資策略的考慮競爭地位生命週期效應54?事業(yè)投資策略產業(yè)生命週期階段強勢競爭地位弱勢競爭地位萌芽期佔有率建立策略佔有率建立策略成長期成長策略市場集中策略成長消退期佔有率增加策略市場集中或收割/清算策略成熟期維持或獲利策略收割/清算或撤資策略衰退期市場集中或收割(減資)策略轉向或清算撤資策略55?事業(yè)投資策略產業(yè)生命週期階段強勢競爭地位弱勢競爭地位萌芽期佔有率建立策略佔有率建立策略成長期成長消退期成熟期衰退期Share–buildingstrategy目的在於發(fā)展出一個穩(wěn)定與獨特的競爭優(yōu)勢需投資大量資金於研發(fā)/行銷/服務大多數(shù)資金無法內部產生需仰賴外部投資者或創(chuàng)業(yè)投資者的援助競爭企業(yè)不多,競爭地位不易區(qū)分56?事業(yè)投資策略產業(yè)生命週期階段強勢競爭地位弱勢競爭地位萌芽期成長期成長策略市場集中策略成長消退期成熟期衰退期Growthstrategy鞏固現(xiàn)有地位與提供成長消退期時的生存基礎策略性群體在此時逐漸發(fā)展與明顯化—分別追求不同的事業(yè)競爭策略弱勢競爭地位的企業(yè)無法再繼續(xù)於廣泛的市場中全面競爭,而採市場集中策略57?事業(yè)投資策略產業(yè)生命週期階段強勢競爭地位弱勢競爭地位成長消退期佔有率增加策略市場集中或收割/清算策略成熟期衰退期此階段需求成長趨緩企業(yè)在成長期時錯估市場需求的成長幅度,大肆擴大生產規(guī)模,產業(yè)出現(xiàn)產能過?，F(xiàn)象競爭變得更為激烈,可能出現(xiàn)價格戰(zhàn)強勢企業(yè)與弱勢企業(yè)的策略明顯不同弱勢企業(yè)開始有退出市場的動作(退出障礙是一重要關鍵因素)58?事業(yè)投資策略產業(yè)生命週期階段強勢競爭地位弱勢競爭地位萌芽期成長期成長消退期成熟期維持或獲利策略收割/清算或撤資策略衰退期市場集中或收割(減資)策略轉向或清算撤資策略Hold-maintainstrategy策略性群體已經明確形成—成本領導群/差異化群企業(yè)因為市場已漸趨飽和,需要強力防衛(wèi)自己的市場與競爭地位(強者)繼續(xù)優(yōu)勢維持與建立的投資決策與行動(弱者)退出市場的行動59?事業(yè)投資策略產業(yè)生命週期階段強勢競爭地位弱勢競爭地位衰退期市場集中或收割(減資)策略轉向或清算撤資策略Concentrationstrategy/assetreductionstrategy/harveststrategy/liquidationstrategy/turnaroundstrategy轉向策略是指重新界定經營焦點與重新分配資源以獲得轉機60?衰退期競爭強度的研判市場衰退速度退出障礙高度固定成本高低產品的一般特性61?衰退產業(yè)的策略選擇衰退產業(yè)的競爭強度強弱企業(yè)在小市場區(qū)隔上的優(yōu)勢低高收割或撤資撤資利基或收割領導或利基62?家具企業(yè)在未來的四種共存模式。現(xiàn)在的家具市場是一個龐大的市場，很多的家具生產和出口都一直牢牢的占據(jù)著消費市場的地位。但是在近兩年，家具的銷售日益下滑，家具市場開始蒙上了一層灰色的色彩。下面就跟隨的一起來了解一下吧！為何，這些家具企業(yè)一步步走向倒閉?是否，家具的市場份額在激烈的行業(yè)競爭中一點點被上下游產業(yè)蠶食?未來，這些家具企業(yè)該何去何從?帶著這些疑問，記者采訪了深圳家具研究開發(fā)院院長許柏鳴及副院長關永康。01不可阻擋的市場分流之勢縱觀家具行業(yè)產業(yè)鏈，從上游房地產商到下游的陳設飾品，是怎樣一步步實現(xiàn)銷售攔截和市場搶占的呢?眾所周知，以往消費者從購房到購置家具經歷的順序是這樣的：首先購買毛坯房，選擇設計方和施工方，其次是選擇建材，最后才是選擇家具和襯托家裝風格的軟裝陳設。如今精裝房的興起，全屋定制流行，市場也在逐漸分流。定制家具分流傳統(tǒng)家具市場關永康從房地產商銷售精裝房經歷的四個時期說起市場分流的步驟。第一代精裝房包含“天地墻”，搶占了建材、施工和設計份額;第二代在第一代的基礎上，包含廚衛(wèi)，搶占了櫥柜、衛(wèi)浴等企業(yè)份額