戰(zhàn)略管理競爭與全球化11e55181中英文ch04業(yè)務(wù)層

第4章業(yè)務(wù)層戰(zhàn)略學(xué)習(xí)本章應(yīng)該為您提供所需的戰(zhàn)略管理知識(shí)：

學(xué)習(xí)目標(biāo)定義業(yè)務(wù)層策略。從誰，什么和如何做的角度去討論顧客和業(yè)務(wù)層戰(zhàn)略之間的關(guān)系。解釋業(yè)務(wù)層戰(zhàn)略之間的差異。使用競爭模型的五力模型來解釋如何通過業(yè)務(wù)層戰(zhàn)略獲得超額利潤。.描述每種業(yè)務(wù)層策略的風(fēng)險(xiǎn)。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–2業(yè)務(wù)層戰(zhàn)略（定義）企業(yè)通過對(duì)某一特定產(chǎn)品市場的核心競爭力的利用以獲得競爭優(yōu)勢的一整套相互協(xié)調(diào)的使命和行動(dòng)。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–3核心競爭力和戰(zhàn)略?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–4資源和優(yōu)越的能力是相對(duì)于公司的競爭對(duì)手的競爭優(yōu)勢來源通過利用個(gè)別產(chǎn)品市場的核心競爭力，為客戶提供價(jià)值并獲得競爭優(yōu)勢核心競爭力戰(zhàn)略業(yè)務(wù)層戰(zhàn)略采取集成和協(xié)調(diào)的一組行動(dòng)來利用核心競爭力并獲得競爭優(yōu)勢客戶與業(yè)務(wù)層戰(zhàn)略的關(guān)系?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–5業(yè)務(wù)層戰(zhàn)略中的關(guān)鍵問題為誰服務(wù)？滿足目標(biāo)客戶的哪些需求？如何滿足這些需求？有效管理與顧客之間的關(guān)系公司必須管理他們與客戶所有方面的關(guān)系?？山佑|性：接觸并與客戶建立聯(lián)系豐富性：公司和客戶之間的雙向信息流的深度和詳細(xì)程度密切關(guān)系：促進(jìn)與客戶的有意義的互動(dòng)?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–6誰：確定所要服務(wù)的顧客市場細(xì)分按照相似的需求把顧客聚類形成獨(dú)特但可識(shí)別的群組。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–7

所有顧客工業(yè)品市場消費(fèi)品市場消費(fèi)品市場人口統(tǒng)計(jì)因素社會(huì)經(jīng)濟(jì)因素地理因素心理因素消費(fèi)模式感覺因素

工業(yè)品市場終端用戶細(xì)分產(chǎn)品細(xì)分地理區(qū)域共同購買要素細(xì)分顧客規(guī)模細(xì)分?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–8市場細(xì)分?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–9表4.1

顧客細(xì)分基礎(chǔ)消費(fèi)品市場

人口統(tǒng)計(jì)因素（年齡，收入，性別）社會(huì)經(jīng)濟(jì)因素（社會(huì)階層，家庭生命周期階段）地理因素（文化，地域和國家差異）心理因素（生活方式，個(gè)性特征）消費(fèi)模式（高用量，適度和低用量使用者）感覺因素（利益分割，感覺定位）工業(yè)品市場終端用戶細(xì)分（由SIC編碼分類）產(chǎn)品細(xì)分（以技術(shù)差別和產(chǎn)品經(jīng)濟(jì)學(xué)為基礎(chǔ)）地理細(xì)分（以國與國或地區(qū)的界限來劃分）共同購買要素細(xì)分（融合產(chǎn)品細(xì)分和地理細(xì)分）客戶規(guī)模細(xì)分什么：決定所要滿足的客戶需求.客戶需求與產(chǎn)品的利益和特性相關(guān)。客戶的需求不分對(duì)錯(cuò)，不分好壞?？蛻粜枨蠛陀w現(xiàn)在功能和性能方面。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–10如何做：確定滿足顧客需求所必需的核心競爭力公司必須決定：服務(wù)于誰，客戶的什么需要滿足，以及如何使用核心能力來實(shí)現(xiàn)價(jià)值創(chuàng)造戰(zhàn)略，以滿足目標(biāo)客戶的需求。只有有能力不斷改進(jìn)，創(chuàng)新和升級(jí)其競爭力的公司才能期望跨時(shí)間滿足和/或超過客戶的期望。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–11業(yè)務(wù)層戰(zhàn)略的目的業(yè)務(wù)層戰(zhàn)略旨在創(chuàng)造公司與其競爭對(duì)手的定位之間的差異。為了定位自己，公司必須決定是否打算：與眾不同地采取行動(dòng)與其競爭對(duì)手相比，采取與眾不同的行動(dòng)。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–12潛在的競爭優(yōu)勢類型實(shí)現(xiàn)比競爭對(duì)手更低的總體成本不同地執(zhí)行活動(dòng)（降低過程成本）有能力收取較高的價(jià)格以超過為產(chǎn)生差異化所付出的額外成本執(zhí)行不同的（更高價(jià)值的）活動(dòng)。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–13競爭范圍寬范圍公司在許多客戶群中競爭。窄范圍公司選擇行業(yè)中的一個(gè)細(xì)分市場或一組細(xì)分市場，并定制其戰(zhàn)略，以排除其他市場。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–14業(yè)務(wù)層策略的類型?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–15最小獨(dú)特性差異化成本領(lǐng)先聚焦差異化聚焦成本領(lǐng)先聚焦成本領(lǐng)先/差異化寬范圍窄范圍競爭優(yōu)勢目標(biāo)市場成本領(lǐng)先戰(zhàn)略通過采取一整套的行動(dòng)，與競爭對(duì)手相比，以最低成本提供具有某種特性的產(chǎn)品或服務(wù)產(chǎn)品特性相對(duì)標(biāo)準(zhǔn)化（商品化）的產(chǎn)品客戶群廣低的競爭價(jià)格?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–16成本領(lǐng)導(dǎo)戰(zhàn)略此策略需要的成本節(jié)省措施：建設(shè)高效的規(guī)模設(shè)施嚴(yán)格控制生產(chǎn)成本和管理費(fèi)用最小化銷售、研發(fā)和服務(wù)成本建設(shè)高效的制造設(shè)施監(jiān)測外部活動(dòng)提供的活動(dòng)成本簡化生產(chǎn)過程?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–17如何獲得成本優(yōu)勢?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–18決定并控制成本如果需要，重置價(jià)值鏈改變生產(chǎn)過程自動(dòng)化的變化新分銷渠道新的廣告媒體直接銷售代替間接銷售新原料向前整合向后整合更改相對(duì)于供應(yīng)商或買方的位置?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–19具有成本效益的管理信息系統(tǒng)幾個(gè)管理層簡化規(guī)劃一致的政策影響培訓(xùn)易于使用的制造技術(shù)技術(shù)投資尋找低成本原材料監(jiān)測供應(yīng)商的表現(xiàn)將供應(yīng)商的產(chǎn)品鏈接到生產(chǎn)過程規(guī)模經(jīng)濟(jì)高效的設(shè)施有效交貨時(shí)間表低成本運(yùn)輸訓(xùn)練有素的銷售隊(duì)伍適當(dāng)?shù)亩▋r(jià)?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–20價(jià)值創(chuàng)造活動(dòng)-用于成本領(lǐng)先成本領(lǐng)先戰(zhàn)略：與現(xiàn)有競爭對(duì)手的競爭由于成本領(lǐng)先者的優(yōu)勢地位：對(duì)手不愿意在價(jià)格的基礎(chǔ)上競爭。缺乏價(jià)格競爭導(dǎo)致更大的利潤。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–21潛在進(jìn)入者的威脅供應(yīng)商的議價(jià)能力競爭公司之間的競爭買者的議價(jià)能力替代產(chǎn)品的威脅與現(xiàn)有競爭對(duì)手競爭成本領(lǐng)導(dǎo)戰(zhàn)略：買方的議價(jià)能力可以通過以下方式降低買方的力量：驅(qū)動(dòng)價(jià)格遠(yuǎn)遠(yuǎn)低于競爭對(duì)手，導(dǎo)致他們退出，從而將買家（客戶）的力量轉(zhuǎn)移回公司。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–22買方的議價(jià)能力潛在進(jìn)入者的威脅供應(yīng)商的議價(jià)能力競爭公司之間的競爭買者的議價(jià)能力替代產(chǎn)品的威脅成本領(lǐng)導(dǎo)戰(zhàn)略：供應(yīng)商可以通過以下方式降低供應(yīng)商的力量：能夠吸收由于低成本位置導(dǎo)致的成本增加。能夠做出非常大的購買，減少供應(yīng)商使用議價(jià)能力的機(jī)會(huì)。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–23供應(yīng)商的議價(jià)能力潛在進(jìn)入者的威脅供應(yīng)商的議價(jià)能力競爭公司之間的競爭買者的議價(jià)能力替代產(chǎn)品的威脅成本領(lǐng)導(dǎo)戰(zhàn)略：潛在進(jìn)入者?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–24可以嚇唬潛在進(jìn)入者，原因是：他們需要大規(guī)模進(jìn)入才能具有成本競爭力。需要時(shí)間向下移動(dòng)到行業(yè)學(xué)習(xí)曲線。潛在進(jìn)入者的威脅潛在進(jìn)入者的威脅供應(yīng)商的議價(jià)能力競爭公司之間的競爭買者的議價(jià)能力替代產(chǎn)品的威脅成本領(lǐng)導(dǎo)戰(zhàn)略：替代產(chǎn)品?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–25成本領(lǐng)先者有能力：降低價(jià)格以維持其價(jià)值地位。進(jìn)行投資以添加替代品中無法使用的功能。購買潛在替代品開發(fā)的知識(shí)產(chǎn)權(quán)和專利。替代產(chǎn)品潛在進(jìn)入者的威脅供應(yīng)商的議價(jià)能力競爭公司之間的競爭買者的議價(jià)能力替代產(chǎn)品的威脅成本領(lǐng)先戰(zhàn)略（續(xù)）競爭風(fēng)險(xiǎn)用于生產(chǎn)以及分銷其商品或服務(wù)的過程可能由于競爭對(duì)手的創(chuàng)新而過時(shí)。過分強(qiáng)調(diào)削減成本，可能會(huì)使企業(yè)進(jìn)入試圖理解顧客“對(duì)有競爭力的差異化水平”的感知的誤區(qū)。競爭對(duì)手利用自己的核心競爭力，可以成功地模仿成本領(lǐng)先者的戰(zhàn)略。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–26差異化策略集成的一系列活動(dòng)，以對(duì)顧客來說很重要的方式向其提供不同的產(chǎn)品和服務(wù)（以可接受的成本）。重點(diǎn)是非標(biāo)準(zhǔn)化產(chǎn)品適當(dāng)?shù)臅r(shí)候，客戶認(rèn)為差異化特征超過他們重視低成本。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–27如何獲得差異化優(yōu)勢?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–28控制成本（如果需要）重置價(jià)值鏈以最大化降低買家成本提高產(chǎn)品或服務(wù)的性能通過以下方式創(chuàng)造可持續(xù)性：客戶對(duì)獨(dú)特性的看法客戶不愿意換到非唯一的產(chǎn)品或服務(wù)?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–29高度開發(fā)的MIS注重質(zhì)量工人對(duì)創(chuàng)造力/生產(chǎn)力的補(bǔ)償使用主觀績效指標(biāo)基礎(chǔ)研究能力技術(shù)高品質(zhì)原料交貨的產(chǎn)品高品質(zhì)替換零件出色的原材料處理有吸引力的產(chǎn)品快速響應(yīng)客戶規(guī)格訂單處理程序客戶信用個(gè)人關(guān)系?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–30價(jià)值創(chuàng)造活動(dòng)和差異化差異戰(zhàn)略：競爭對(duì)手?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–31因?yàn)榭蛻舻钠放浦艺\于差異化產(chǎn)品來抵消價(jià)格競爭，從而抵御競爭對(duì)手。與現(xiàn)有競爭對(duì)手競爭潛在進(jìn)入者的威脅供應(yīng)商的議價(jià)能力競爭公司之間的競爭買者的議價(jià)能力替代產(chǎn)品的威脅差異化戰(zhàn)略：買方的議價(jià)能力?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–32因?yàn)椴町惢a(chǎn)品降低了客戶對(duì)價(jià)格上漲的敏感度，從而可以減輕買家的力量。買方的議價(jià)能力潛在進(jìn)入者的威脅供應(yīng)商的議價(jià)能力競爭公司之間的競爭買者的議價(jià)能力替代產(chǎn)品的威脅差異化戰(zhàn)略：供應(yīng)商的議價(jià)能力?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–33可以通過以下方式降低供應(yīng)商的力量：更高的供應(yīng)商成本可用利潤來支付。因?yàn)橘I家忠誠于差異化品牌，可以通過提高特有產(chǎn)品的價(jià)格把供應(yīng)商的額外成本轉(zhuǎn)嫁給最終消費(fèi)者。供應(yīng)商的議價(jià)能力潛在進(jìn)入者的威脅供應(yīng)商的議價(jià)能力競爭公司之間的競爭買者的議價(jià)能力替代產(chǎn)品的威脅差異化戰(zhàn)略：潛在進(jìn)入者?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–34可以保護(hù)新進(jìn)入者，因?yàn)椋盒庐a(chǎn)品必須超越經(jīng)過驗(yàn)證的產(chǎn)品。新產(chǎn)品必須至少達(dá)到經(jīng)過驗(yàn)證的產(chǎn)品的性能，并以較低的價(jià)格提供。潛在進(jìn)入者的威脅潛在進(jìn)入者的威脅供應(yīng)商的議價(jià)能力競爭公司之間的競爭買者的議價(jià)能力替代產(chǎn)品的威脅差異化戰(zhàn)略：替代產(chǎn)品?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–35相對(duì)于替代產(chǎn)品：銷售品牌產(chǎn)品或服務(wù)給其忠誠消費(fèi)者的企業(yè)通?？梢杂行У牡钟娲a(chǎn)品的威脅。替代產(chǎn)品潛在進(jìn)入者的威脅供應(yīng)商的議價(jià)能力競爭公司之間的競爭買者的議價(jià)能力替代產(chǎn)品的威脅差異化戰(zhàn)略的競爭風(fēng)險(xiǎn)差異化產(chǎn)品和成本領(lǐng)先者的產(chǎn)品之間的價(jià)格差異過于懸殊。差異化不再提供客戶愿意支付的價(jià)值。經(jīng)驗(yàn)降低了客戶對(duì)差異化特征價(jià)值的評(píng)價(jià)。仿冒產(chǎn)品復(fù)制了公司產(chǎn)品的差異化特征。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–36聚焦戰(zhàn)略通過設(shè)計(jì)一整套行動(dòng)來生產(chǎn)并提供產(chǎn)品或服務(wù)，以滿足特定的競爭性細(xì)分市場的需求。特定購買群體-青年人或老年人產(chǎn)品線的特定部分-專業(yè)油漆匠或自助用戶使用的產(chǎn)品某一地理統(tǒng)計(jì)變量市場–美國東部和西部?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–37聚焦戰(zhàn)略（續(xù)）聚焦戰(zhàn)略的類型聚焦成本領(lǐng)先戰(zhàn)略聚焦差異化策略為了實(shí)施聚焦戰(zhàn)略，企業(yè)必須能夠：以競爭優(yōu)勢完成各種主要和輔助活動(dòng)，以發(fā)展和維持競爭優(yōu)勢，并獲得超額利潤。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–38驅(qū)動(dòng)聚焦戰(zhàn)略的因素大公司可能忽視小生態(tài)。企業(yè)可能缺乏在更廣泛的市場上競爭所需的資源。企業(yè)能夠比其大型的行業(yè)競爭對(duì)手更有效地服務(wù)于狹窄的市場領(lǐng)域。聚焦戰(zhàn)略允許公司將其資源投向某些價(jià)值鏈活動(dòng)以建立競爭優(yōu)勢。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–39聚焦戰(zhàn)略的競爭風(fēng)險(xiǎn)聚焦公司可能被其競爭對(duì)手“偏離”，從而使原有的聚焦戰(zhàn)略不再聚焦。一個(gè)大的競爭對(duì)手可能把目光放在公司的利基市場上。利基市場的客戶偏好可能會(huì)與一般顧客的需求趨同。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassroomuse.4–40整體成本領(lǐng)先/差異化戰(zhàn)略成功使用整體成本領(lǐng)先/差異化戰(zhàn)略的公司應(yīng)該更有能力：快速適應(yīng)環(huán)境變化。更快地學(xué)習(xí)新的技能和技術(shù)。有效地利用其核心競爭力，與競爭對(duì)手競爭。?2015CengageLearning.Allrightsreserved.Maynotbecopied,scanned,orduplicated,inwholeorinpart,exceptforuseaspermittedinalicensedistributedwithacertainproductorserviceorotherwiseonapassword-protectedwebsiteforclassr