产业组织与分析课程2ppt课件

1、Qualitative researchQualitative researchers aim to gather an in-depth understanding of human behavior and the reasons that govern such behavior. The qualitative method investigates the why and how of decision making, not just what, where, when. Hence, smaller but focused samples are more often used

2、than large samples.In the conventional view, qualitative methods produce information only on the particular cases studied, and any more general conclusions are only propositions (informed assertions). Quantitative methods can then be used to seek empirical support for such research hypotheses.1. The

3、 Five Forces that shape an IndustryThe Complicated Version:Five Forces Model and Key Factors Source: Michael Porter adapted by Cheri SpeierDeficits of the Five ForcesNeglects societal trendsNeglects new regulationNeglects macro-economic perspectiveNeglects organizational idiosyncraciesNeglects techn

4、ological issuesNeglects the people side of an industryConclusion: The Industry Structure Perspective Says that Successful Strategies Should:Minimize buyer power (e.g., build customer loyalty)Offset supplier power(e.g., alternative source(s)Avoid excessive rivalry(e.g., attack emerging vs entrenched

5、segments)Raise barriers to entry(e.g., make preemptive investments)Reduce the threat of substitution(e.g., incorporate their benefits)2.Industry StructuresContinuum of Industry StructuresFragmentedMany firms,no dominantfirmFew firms,shared dominance(oligopoly, duopoly)Consolidated One firm or onedom

6、inant firm(monopoly)Source: Charlie CookConcentrationEntry and ExitBarriersProductDifferentiationInformationPerfect CompetitionMany firmsNo barriersHomogeneousProductPerfectInformation flowOligopolyDuopolyMonopolyA few firms2 firmsOne firmSignificant barriersHigh barriersPotential for product differ

7、entiationImperfect availability of informationThe Spectrum of Industry StructuresSource: Grant; GSB Technology Center3. Market Structures: BCGs Strategic Environments MatrixSmallBigSIZE OF ADVANTAGEManyFewSOURCESOFADVANTAGEFRAGMENTEDSPECIALIZATIONapparel, house buildingpharmaceuticals, luxury carsje

8、welry retailing, sawmillschocolate confectionerySTALEMATEVOLUMEbasic chemicals, volumejet engines, food supermarketsgrade paper, motorcycles, standard wholesale bankingmicroprocessorsSource: BCG, GSB Technology CenterBCGs Analysis of the Strategic Characteristics of Specialization Businesseshigh low

9、ENVIRONMENTAL VARIABILITYABILITY TOSYSTEMATIZElowhigh CREATIVE EXPERIMENTAL fashion, toiletries, magazines general publishing food products PERCEPTIVE ANALYTICAL high tech luxury cars, confectionery paper towelsSource: BCG, GSB Technology Center4.Strategic Groups Within Industries The concept of str

10、ategic groupsWithin an industry, a competitor grouping using similar strategies that differ from other industry groups. Implications of strategic groupsThe closest industry competitors are those in the group.The various industry groups are differentially and competitively advantaged and positioned.M

11、obility barriers inhibit the movement of competitors from one strategic group to another.Source: Charlie CookThe Concept of Strategic GroupsSource: Heene 2002Strategic Group Example: PharmaceuticalSource: Charlie CookStrategic Group Framework (axes and bubble dimension may vary)Simple Strategic Grou

12、p Examples: Fashion IndustryStrategic Group: Computer Resellers5. Gartner Magic QuadrantThe Gartner Magic Quadrant (MQ) is the brand name for a series of market research reports published by Gartner Inc., a US-based research and advisory firm. According to Gartner, the Magic Quadrant aims to provide

13、 a qualitative analysis into a market and its direction, maturity and participants.Their analyses are conducted for several specific technology industries and are updated every 12 years.Positioning Technology Players Within a Specific MarketWho are the competing players in the major technology marke

14、ts? How are they positioned to help you over the long haul? Gartner Magic Quadrants are a culmination of research in a specific market, giving you a wide-angle view of the relative positions of the markets competitors. By applying a graphical treatment and a uniform set of evaluation criteria, a Gar

15、tner Magic Quadrant quickly helps you digest how well technology providers are executing against their stated vision.Gartner Group Magic QuadrantsHow Do Magic Quadrants Work?Magic Quadrants provide a graphical competitive positioning of four types of technology providers, where market growth is high

16、 and provider differentiation is distinct:Leaders execute well against their current vision and are well positioned for tomorrow.Visionaries understand where the market is going or have a vision for changing market rules, but do not yet execute well.Niche Players focus successfully on a small segmen

17、t, or are unfocused and do not out-innovate or outperform others.Challengers execute well today or may dominate a large segment, but do not demonstrate an understanding of market direction. LargeSmallDiversifiedGartnerGigaIDCTowerDurlacherForresterJupiter MMXNielsenGfKFraunhoferLinkCap Gemini Ernst

18、& YoungMetaComputerwireOvumDatamonitorYankee GroupBurtonButlerAberdeenZonaHurwitzSeyboldIT LabDelphiKPMGDieboldPricewaterhouseCoopersAccentureIT Analyst Industry: Gartner CompetitorsSpecializedBERLECON RESEARCHThe Radicati GroupFrost & SullivanSema GroupDeloitte & ToucheTech RepublicCambridge Techno

19、logy PartnersKennedy Information Research GroupDataQuest Ernst & YoungConsultantsQuantitativeQualitativeSource: Martin Eppler, 20036. Industry Time Line Analysis7. Technology Hype Cycle within the IT IndustrySource: GartnerE-Business Industry Hype CycleSource: Gartner8.What is roadmapping?Roadmappin

20、g is a powerful technique pioneered by Motorola in the 1970s for planning an organisations technological capabilities to ensure they meet its commercial or strategic goals. The graphical nature of roadmaps support strategic alignment and dialogue between functions in the firm and between organisatio

21、ns.It is a very flexible approach that can be readily customised to address the particular strategic needs and issues facing firms, government agencies and other organisations.No two roadmapping exercises are the same but workshops typically form a key part of the process,bringing together a group o

22、f experts into workshops using graphical templates to help them visualise and develop strategies.9. scenarios analysis在普通环境分析中，以及包括产业环境在内的整个外部环境分析中，能否存在一些相对具有操作性的方法，这是实际界和企业实际中非常关注的一个重要课题。国际上许多大型企业在尝试并长期实际的一种方法就是脚本法。普通以为，荷兰皇家壳牌公司Royal Dutch / Shell于60年代末首先运用基于脚本的战略规划，并获得胜利，并由该公司的沃克Pierre Wack于1971年正

23、式提出。近年来关于脚本法的实际研讨也引起了许多学者的关注，出现了一些研讨成果。据引见，目前国际上有80%的大公司运用脚本法或类似的做法。 脚本法又称前景描画法、情景分析法，是假定某种景象或某种趋势将继续到未来的前提下，对预测对象能够出现的情况或引起的后果作出预测的方法。通常用来对预测对象的未来开展作出种种想象或估计，是一种直观的定性预测方法详见httpwiki.mbalib/wiki/%E8%84%9A%E6%9C%AC%E6%B3%9510. Tool Value Chain Analysis: Airline Industry Value ChainSource: Cheri Speier

24、11.Tool: Competitor Behavior SegmentationSharkWhaleBaby-WhalePiranhaAGGRESSIVE DEFENSIVEold newSource: McKinseyResearch methodologyQualitative researchers aim to gather an in-depth understanding of human behavior and the reasons that govern such behavior. The qualitative method investigates the why

25、and how of decision making, not just what, where, when. Hence, smaller but focused samples are more often used than large samples.In the conventional view, qualitative methods produce information only on the particular cases studied, and any more general conclusions are only propositions (informed a

26、ssertions). Quantitative methods can then be used to seek empirical support for such research hypotheses.1.Media clippings Analysis媒介简报分析，即对媒介中关于产业或企业的各种音讯进展分析、评价的方法，可从定量、定性角度进展分析。定量分析包括在几种主流媒体上出现的频次；定性分析包括有利度分析media favorability analysis)，有利度的规范包括信息的字数、图片的数量、发表的位置、传达的信息含义等。docin/p-105267768.html利润池

27、概念1998年，贝恩咨询公司的 Orit Gadiesh和James L. Gilbert 在中初次提出行业利润池的概念。利润池Profit pools是指行业价值链各链结点所产生的利润总和。运用利润池分析法的目的是研讨行业总利润在价值链各节点的分布情况，并为企业的战略决策提供根据。企业不论处于行业价值链的某一链节，还是跨越假设干链节，均应从利润池的分布情况出发，并结合本身在行业价值链中所处的位置及拥有的利润池份额，研讨行业价值链中其他有利可图的价值活动，寻觅开展的时机，作出放弃或开发其他链节的决策。企业可以经过分析和预测行业利润池的变化，确定企业未来的开展战略。 wenku.baidu/li

28、nk?url=oG2_e9sNNDWcHv79HozfB4R_f2dcoNOJ26h1leC4IaNZKYZUexNWfj-8EinWt5ZG57Ml_WDMC4U2h-Dnn7uPL77EAMIQi1VufMgHW6wD6K32.Profit Pool Analysis3. Bench MarkingRelated concepts:Best Demonstrated PracticesCompetitor ProfilesDescriptionBenchmarking improves performance by identifying and applying best demonst

29、rated practices to operations and sales. Managers compare the performance of their products or processes externally with those of competitors and best-in-class companies and internally with other operations within their own firms that perform similar activities. The objective of Benchmarking is to find examples of superior performance and to understand the processes and practices driving that performance. Companies then improve their performance by tailoring and incorporating these best practices int