businesssraegy企业战略管理英文版上海财经大学董

1BusinessStrategy董静2StructureandScheduleModuleOne:LecturesHistory,Concept,andProcessExternalenvironmentCapabilityandresourcesBusinessportfolioandchoosingstrategiesCorporatestrategiesCompetitivestrategy(andgametheory)BalancedscorecardandemergencymanagementCriticalmassCompetitiveadvantageofnationsCasestudyCasestudy3ModuleTwo:casesTeamwork:casereportRequirementSelectonecompanyoroneindustryCleardescriptionofitsstrategyorpracticeDataQuestions3.AssessmentofcasesContentFormatEffect4.Deadline:the8thweek4Examples盛大网络CanonDELL网络游戏产业TextileindustryOthersShouldbe

TypicalfailureorsuccessActionofonecompanyorrelationamongseveralcompaniesInenglish5CourseGradingFinalexam50％Presentationandreport40%Classparticipation10％6ReferencesArthurA.ThompsonandA.J.Strickland.StrategicManagement:ConceptsandCases.McGraw-Hillcompanies,Inc.2001DavidBesanko,DavidDranove,andMarkShanley.EconomicsofStrategy.JohnWiley&Sons,Inc.1996戴维·贝赞可（等）：《公司战略经济学》，北京大学出版社王玉：《企业战略管理教程》亨利·明茨伯格：《战略历程》，机械工业出版社迈克尔·波特：《竞争战略》，华夏出版社迈克尔·波特：《竞争优势》，华夏出版社迈克尔·波特：《国家竞争优势》，华夏出版社罗伯特·伯格曼：《技术与创新的战略管理》，机械工业出版社加里·哈默：《战略柔性》，机械工业出版社安德鲁·坎贝尔：《战略协同》，机械工业出版社7HarvardBusinessReviewStrategicManagementJournalSloanManagementReviewCaliforniaManagementReviewManagementScienceJournalofManagementAcademyofManagementJournalRANDJournalofEconomicsMcKinseyQuarterly8中国期刊网ProquestEbscon国研网中经网Googleandothers9SessionOneHistory,Concept,andProcess10Afteryourgraduation,……Suitableforindividuals,family,company,governmentandotherorganizations乾隆Tacitorclearstrategy(华硕与一江阴民企)Isstrategyuseful?11EmergeanddevelopmentofbusinessstrategyPhase1:theformationofmodernenterprises1820stothebeginningof20thcenturyNocompetitiveconcept?CarandcarriageElectriclightandgaslightPhase2:scientificmanagementBefore1930sSellersmarket,production-dominatedFocusingoncost,efficiency,andproductThetheoryofTaylor12Phase3：Marketingmanagement1930sto1950sDiversifieddemand,buyer’smarket,competitionMarketandcustomerorientedPhase4：strategicmanagementAfter1960sPost-industrialsociety(France)Valueoriented,createmarket13Strategy：basicconceptPlan（计划划）Pattern（模式式）position（定位位）Point(观念)Policy（计谋谋）DesignschoolPlanningschoolPositioningschoolEntrepreneurschoolResourcesschoolInordertoadapttotheexternalenvironment,thecurrentandfuturebusinessactivitiesarestrategicallydecided,coveringwhichkindofbusinesstoenter,howtocompeteandoperateandsoon.14MarketstructurestrategyactivityPerfor-manceprofitstructure-strategy-performancemodel15ProcessofstrategicmanagementSWOTmissionExternalenvironmentInternalenvironmentStrategicanalysisStrategicchoice16Long-termobjectiveGeneralstrategyCompetitivestrategyYearlyobjectiveCompetitivestrategyFunctionalstrategypolicystructurecontrolreformStrategicchoiceimplementationcontrol17Levelsofbusinessstrategies18Firststep:missionMainfieldsofbusinessObjectivesofthesebusinessPhilosophyofmanagementPublicimageSelf-assessment一个科科技背背景的的企业业家19MissionCompeteDevelop20ProfitobjectiveValueobjectiveManagerialobjectiveobjectivesofthecompanySocialobjective矿区企企业之之差异异21AnFrenchengineerinaFrenchcompany《利家与与阿松松》中的前前田利利家IBMandMicrosoftThedilemmaofinnovatorsWhatisthekeyofstrategy22ChoiceandbalanceValueCapturePowerbyyourstageLowHighValueCreationbysupplychainHigh/increasingLow/decreasingBest替他人人做嫁嫁衣挣扎？23Principal:ManagebusinessecosystemtoachieveoptimalbalanceofvaluecreationandcaptureSession2ExternalEnvironmentTheexternalenvironmentofcompaniescompanyGeneralenvironmentIndustrialenvironmentGeneralEnvironmentGeneralenvironmentPoliticaleconomictechnologicalNature/internationalSocial/culturalOutofinfluenceofindividualorganizationEconomicenvironmentEconomicenvironment:developmentlevel,economicsystem,price,laborandetc.ofcertaincountryorareae.g.highgrowthrateofChinaandthe农民问题（（创意大赛赛）USA,thepetrolcrisisof1970s,andthecompetitivenessofJapanTechnologicalenvironmentUsuallyslowly,butifcriticalchangehappens,theinfluenceiswidespreadandrevolutionary.E.g.IBM与大型计算算机网上购物（（DELL）电视机的未未来SocialandculturalenvironmentPopulation,livingstyleandvalueandsoonTheirinfluenceonstrategyisincrementalandsubtleE.g.西方文化，，东方文化化与家庭装装潢日韩影视、、游戏产业业对中国的的影响夫妻共同工工作与婴幼幼儿照顾（（一个创意意）Politicalandlegalenvironment政权的稳定定性Internationalrelationship法律、法规规的健全程程度（WEF）人治与法治治中国的精英英选拔机制制民选政府与与超级女声声IndustrialpolicyNaturalenvironmentGeographicalpositionResourcesstatus（JapanandUSA）生态环境巨大的环保保市场绿色经济学学院？中国的能源源危机与企企业的发展展战略燃气轿车的的研制InternationalenvironmentGlobalizationand信息化InternationalcompetitionMultinationalcompaniesinChinaGoodpointsBadpointsChinesecompaniesgoingabroadIndustrialenvironmentSession2continuedIfyouwillsetupabusiness,whichindustrywillyouchoose?Whytheno-brandPC(组装电脑)onlycouldgetlowprofit?WhyitismoreexpensiveforyoutousephoneinChina?(Newspaper)IndustrialenvironmentFive-forcesmodelBargainingpowerofbuyersBargainingpowerofsuppliersSubstituteproductsPotentialenteringCurrentcompetitionSeveralcasesThediversificationstrategyofVVGroupFromthesubstituteThegoing-abroadofBaoSteelFromthebargainingpowerofsuppliersTheexpandingtoretailof999Pharm.Fromthebargainingpowerofbuyers电信、有线线电视的网网络铺设战战略Fromthepotentialcompetitors(preemption)1.CurrentcompetitionQuantityandpowerofcurrentcompetitorsAlotofcompetitorswithequalpower（组装电脑脑）Coststructure投资周期长长，固定成成本高（航航空业）Theindustrialdevelopment:slow-fierce(家电)Differencesofproductsandservices:low-fierceBarrierofexiting（专用性、、互补性、、情感）2.PotentialenteringBarriersofenteringScaleeconomy（学习曲线线）（SGM）Differencesofproducts（有形/无形）Investmentneeded（电信网络络）Saleschannel（外资与中中国的合作作）Governmentpolicy（地下钱庄庄）Potentialcompetitors业务具有协协同性的企企业（上下下游企业））（雷允上上-国大药房，，家乐福－－相关企业业）其他克服进进入障碍的的能力（资资金、技术术<ABB>、政策等））3.BargainingpowerofsuppliersConcentrationoftheupperstageofproductionchain,上游产业集集中度高、、规模大Thedifferenceofproductsofdifferentsuppliers,switchcost信息系统供供应商及其其策略：亏亏本的买卖卖Nothreatfromsubstituteproducts（电力）Theforwardintegrationpowerofsupplier（制药与药药店）Lowimportanceofthecompanytoitssupplier,产业本身并并非供应商商的重要客客户4.BargainingpowerofbuyersThepurchasevolumeofbuyers,客户采购量量大（沃尔尔玛）StandardproductsornotThecostpositionoftheproductforcustomer,产品在客户户成本中的的地位Theprofitlevelofbuyers（关注车价价行情的环环保公司））TheswitchcostofbuyersThebackwardintegrationpowerofbuyers,客户进行后后向整合的的能力SubstitutesThebalancebetweensubstitutes,替代品间的的制衡（太太阳能/燃气/电热，有线线通/电信宽带））Thecompetitivesubstitute,（电视机/投影仪）Improvequality/priceProducedbyprofitablecompanies,由获利较高高的产业生生产Theenteringandexitingbarriers

highrisk,highprofit

highrisk,lowprofitLowrisk,highprofitlowrisk,lowprofitEnteringbarriershighlowhighlowExitingbarrier示例：美国国不同产业业的资产收收益率平均资产收收益率（％％）产业制药饮料电信化妆品科学、照相相、控制设设备出版、印刷刷烟草批发综合百货店店保险商业银行3.02.0Beyondthe5-forcesToomuchemphasisonadversarial““valuecapture””,notenoughon““valuecreation””Coopetition:jointfocusoncreationandcaptureofvalueIndustryaccountsforabout20%oftotalvarianceinROAEvolutionofindustrystructureSession3ResourcesandCapabilityIfyouarethegeneralmanagerofapharmaceuticalcompany,whatdoyouthinkisthemostimportantresourceinyourcompany?Case:GlaxoProblem1980－1985：Zantac,胃溃疡,accountedfor44%oftherevenueand50%oftheprofit;1997,patentexpired,everycompanycouldproducethismedicine;Morecompetitivepatent,LosecActionsAcquisitionof3companiestogetmorepatentsMorecompetentR&DdepartmentAndsoonCategoriesofresourcesVisiblePhysical:设备、原材料料、地理位置置（walmartvs.carrefare）Intangibleassets：patent,brandInvisible(tacit)ManagementR&DcapabilityCoordinationRanksofresourcesCriticalcorebasicperiphery竞争优势高低CriticalresourcesforsuccessPerspectivefromindustryCertainindustryemphasizetheimportanceofcertainresourcesPharmaceuticals,supermarket,automobileIdentifythecriticalresourcesCustomers:customerneed,segmentsCompetition:competitors’resourcesandcustomers,comparativeadvantagesCriticismUndercurrentstructure,notfuture-orientedCase:DellAcquirementofresourcesPurchasingAdvantage:scaleeconomy,efficiencyundercompetitionDisadvantage:informationleak-out,transactioncost,suitabilityCertainresourcesvs.apackageofresourcesE.g.Nike,Toyota，克莱斯勒与与奔驰，HP与CompaquProducingTheoppositeE.g.SAIC（60subsidiarycompanies）Case:anoilrefinerBackgroundOilrefinerA:accesstocrudeoilat$10perbarrelOthers:$20perbarrelQuestion:doseAhaveacostadvantage?WillAbemoreprofitable?ImplicationWherevaluecomefrom?Keyresources,brand,certaincapabilityandsoonRecognizeuniqueresources,protectuniqueresources,andmaximizereturnsfromuniqueresourcesValuecreationfromresourcesInputFundsHRMaterialsAndsoonProcessManufacturingR&DMarketingManagingoutputMarketshareCustomersatisf.RevenueProfitOutput–Input=value-addedCase:aregion北京上海浦东平均水平电子信息汽车石化钢材成套设备生物医药比率26.425.424.818.739.615.711.320.831.5工业增加值率率比较（2003）％出口与倾销，，国际市场与与国内市场，，利润的分配配GeneralvaluechaininfrastructureHRMTechnologyFinance,etc.SecondaryactivitypurchaseproductionstoragemarketingserviceMainactivityProfitDevelp许多企业都是是在价值链的的某个或某几几个环节获得得竞争优势（（沃尔玛与家家乐福，麦当当劳，HP）ValuechainsystemValue-chainofsupplierValuechainValuechainofbuyerValuechainofcustomerValuechainsystem还有一些企业业从价值链体体系中寻找获获得竞争优势势的机会（举举例，Clusters）CoreCompetencePraharadandHamel：企业拥有的的独特技能、、智力资本和和隐性知识，，是创造顾客客价值和企业业创新的源泉泉，决定了企企业的竞争优优势和可持续续发展能力IdentifycorecompetenceGreatcontributiontofinalproduct,perceivabletocustomers（Dell的销售模式））Hardforcompetitorstocopy（Honda的发动机）HardtosubstituteEnterbroadmarketbythiscompetence（canon的光学技术））SourcesofcorecompetenceCombinationofuniquetechnologies（沃尔玛）Intelligencecapital（风险投资中中的智力股份份）Tacitknowledge（3M参观者的遗憾憾）Session4BusinessPortfolioAnalysisBusinessportfolioAssessthesuitabilityofcurrentbusinessportfolio.Allocateresourcesaccordingtotheportfolio,finallyreachthestrategicgoals1960s,BCG,McKinsey,andotherconsultingfirmsBusinessselectionformulti-businessandcross-industrycompaniesFamilyportfolioComparisonbetweenChinaandJapanCases鸡鸣狗盗Institutionalenvironment:forbusiness(financesector)andfamily(socialsecurity)BCGMatrixAccordingtoThepotentialofthebusinessesThepositionofthecompanyinthesebusinessesJudgeThesuitabilityofcurrentbusinessportfolioThecashcontributionofdifferentbusinessesDecidethefutureportfolioanddevelopmentstrategyBCGMatrixCircle：revenueSectorincircles：profitRelationshipamongdifferentbusinesses

Questionmark

DogCashCow

StarRelativemarketshareIndustrialgrowth％10averageratelowhighhighBasicprinciplesforBCGanalysisReasonablebusinessescombinationReasonablecashflowamongdifferentbusinesses(德隆)TheimportanceofSTAR（GE’sNo.1,2）Avoidthelackofcertainkindofbusinessdog业务是否一定定不需要呢？？PropermovingspeedamongboxesCase:上海焊接器材材有限公司CritiquestoBCGMatrixThedifficultyofdefiningmarket,marketshareandgrowthrateScopeofindustryFocusingonpastnotfuture,leadingtotimelag.(百合的种植)ToosimpletolabelthestatushighorlowFocusingonthesurfacenotthepotential(innovationcapabilityandsoon)sizeRORscalecompetingspecializationscatteredThemarketshareandtherateofreturn(thechangeofGE’sNO1.2)Businessstatus-industryattractivenessmatrixFactorsreflectingindustryattractivenessMarketgrowthrate,industrysizeandprofitability.Suchasmarketgrowthrate,industrysizeandprofit,competition,technology,socialenvironmentandetc.FactorsreflectingbusinesscompetitiveadvantageMarketshare,profitrate,competitiveness,technology,managementleaderstrugglequestionleaderdeclinedeclinehopelesswatchCashsupplierIndustrialattractivenessBusinessstatusWeak(-100%)Strong(100%)Unattractive(-100%)Attractive(100%)Product-lifecycleanalysisProduct-marketphasesCompetitivestatusmaturedevelopingexcludingenteringdeclinestrongnormalweak什么样的行业业是衰退的行行业？纺织业？钢铁铁？煤炭？高高科技与食食品（洞察力力）startupdevelopmaturedecliningRateofreturnFundstransferred-100%200%100%020%-10%80%ThefundstransferamongSBUs71Session5CorporateStrategies72CorporateStrategiesMaintenancestrategies（不选择也是是一种选择））Developmentstrategies一体化战略（（integrationstrategies）加强型战略（（intensivestrategies）多元化战略（（diversificationstrategies）DefenseStrategies：紧缩、撤资资Withdrawalstrategies：清算GenericstrategiesofMichaelPorter73IntegrationStrategiesForwardintegrationControlthesaleschannelbyownershiporcontractCase：“雷允上”开设连锁药房IfAisamanufacturingcompanyandsellsitsproductsthroughB’snetwork.WhenshouldAacquireBorsetupitsownsalesnetwork?SuitablewhenCurrentsalespartnernotefficient,ornotreliable,orcouldnotmeetitsneed,orgetsalargeprofitHighgrowthrateoftheindustryHavethefundsandHRforthatactionKnowthecustomer’sneeds,andexpanditsbusiness74BackwardintegrationControlthesuppliersbyownershiporcontract例：华能集团团与中煤能源源集团合作IfAisamanufacturingcompanyandpurchasesmaterialsfromB.WhenshouldAacquireBorsetupitsownmaterialbusiness?SuitablewhenThecurrentsuppliersnotveryeconomical,ornotreliable,orcouldnotmeetitsneed,orgetahighprofitToofewsuppliers,butalotofcompetitorsHighgrowthrateoftheindustryHavethefunds,technologyandHRtodothisbusinessStablepriceiscriticalfortheindustry75HorizontalintegrationControlthecompetitorsbyownershiporcontractCase：惠普与康派派，克莱斯勒勒和奔驰IfAandBarecompetitors,whendoyouthinkAshouldmergeB?SuitablewhenMonopolizethemarketincertainareaGreatgrowthpotentialoftheindustryScaleeconomyHavethenecessaryfundsandHR76IntensiveStrategiesMarketpenetrationIncreasethemarketsharebymoremarketingeffortsCase：广告、代理理商、产品使使用指南等MarketdevelopmentEnteringnewmarketbycurrentproductsandservicesCase：ChinaasthemostpromisingemergingmarketProductdevelopmentIncreasesalesbymodifyingthecurrentproductsordevelopingnewproductsCase：上海通用的的卡迪拉克，HP的掌上电脑77DiversificationStrategiesConcentricdiversificationAddnewbutrelatedproductsorservicesCase：Sony进入游戏行业业SuitablewhenThenewproductswillimprovethesalesofcurrentproductsBalanceseasonalfluctuationCurrentproductsatthedecliningstage78HorizontaldiversificationAddnewandunrelatedproductsforcurrentcustomersCase：AMT进入培训市场场(ERP培训到战略培培训)SuitablewhenThenewproductswillincreasethesalesofcurrentproductsProvidenewproductbyusingcurrentchannelBalancedsalesfluctuationRelateddiversification(concentricandhorizontal)79ConglomeratediversificationAddnewandunrelatedproductsCase：交交大大国国飞飞进进入入房房地地产产行行业业SuitablewhenMainbusinessonthedecliningstageCurrentmarketismatureForprofit（long-termorjustforsale）80DefenseStrategiesRetrenchment(收缩缩)Reconfigurationbyreducingcostorasset,inordertoimproveperformanceCase：01年1月，，戴戴姆姆勒勒·克莱莱斯斯勒勒公公司司宣宣布布，，未未来来三三年年内内，，在在全全球球范范围围裁裁减减20%员工工，，即即2.6万名名；；关关闭闭13家工工厂厂，，对对部部分分工工厂厂实实行行减减产产；；2001年实实现现裁裁员员计计划划的的75%；2002年闲闲置置6个克克莱莱斯斯勒勒的的制制造造厂厂。Divestiture(剥离离)SellpartofthecompanyCase：希希尔尔顿顿饭饭店店1995年年剥剥离离赌赌博博游游艺艺场场Liquidation(清算算)Sellallpartsofthecompany(fordifferentpurpose)《华尔尔街街》Session6SelectingStrategiesSelectingstrategies：accordingtotheinternalandexternalenvironments,basedontherequirementofbusinessportfolio,toselectthemostsuitablestrategiesfromallpossiblealternatives.SWOTModelHowtotakeadvantageofexternalopportunitiesandinternalstrength,andlowertheexternalthreatsandinternalweaknessStrength：resources,technology,HR,brandandsoonRelativelystrong,notabsolutelyWeakness：thebottleneckofthecompanyRelativeconceptBottleneckinHRinventurecapitalindustryOpportunities：fromthemacroandindustrialenvironmentThegovernment’’srequirementforsettingupsewagefactoriesineachcity（复复旦旦水水务务的的巨巨大大机机会会））Microsoftfacedtheanti-trustsuitThreats：fromthemacroandindustrialenvironment2004年国家降降低出口口退税，，导致众众多企业业面临生生存危机机IBM调整软件件部门给给IT咨询公司司带来的的威胁Opportunityorthreat?退税：国国内外，，不同类类型企业业SWOTModelStrengthWeaknessOpportunitiesThreatsWO战略降低劣势型战略产品开发（SARS药品）WT战略威胁型战略榨取或退出SO战略积极发展型战略市场渗透（大众汽车）ST战略回避威胁型战略开发市场(维维)positionofthebusinessAlittlesimple:opportunitiesandweaknessesalwayscoexist.Thebestchoiceisnoteasytofind（银行业业中的四四大与其其他）Alittlestatic:tryingtofindawayfromcurrentsituation（环境易易变，优优劣势转转化）SWOTissuitableforroughjudgeEvaluationofSWOTMatrixforselectingstrategiesObjective:strengthentheadvantageandavoidtheweaknessStrategicgoalsStrengthentheadvantageOvercometheweaknessApproaches/resourcesFrominternal（自行发发展）Fromexternal（M&A）MatrixforselectingstrategiesByusinginternalresourcesByusingexternalresourcesOvercomeweaknessEnhancestrengthDevelopmentstrategyintegration（Baosteel）diversificationDevelopmentstrategydiversificationIntegration:lenovoandIBMdefensive（Legend的数据业务）quitImprovemanagementdevelopmentIntensive(SGM的卡迪拉克)Strategy-categorymodelDevelopedfromBCGmatrixSpeedofthemarketdevelopmentTheaveragegrowthratePositioninthemarketRelativemarketshareWeakpositionStrongpositionRapiddevelopmentSlowdevelopmentquestionDevelopmentstrategyExitstrategyDogexitdiversificationStarconcentrationVerticalintegrationCentraldiversificationCashcowDevelopmentstrategydiversificationComparisonof3modelsSWOTmorepopularFactorsinfluencingstrategy-selectionCurrentorformerstrategiesSometimessuccessisthemotheroffailure：如何突突破成功功的阴影影Acaseofnewspaper：内容定定位差异异(申江服务务导报)——时间定位位差异（（新闻晨晨报、午午报、晚晚报）——途径定位位差异（（时代报报）Companyculture:risk-aversion,risk-preferenceThereactionsofcompetitorsCharacteristicsoftheindustries（完全竞竞争、垄垄断、寡寡头）威慑的重重要性(preemptionofDupont)InterestedgroupsShare-holders：USAvs.Japanmanagers：personalgoalsandcompany’sgoalsEmployees:acoalminefactoryinUScustomerssuppliersInvestors/loaner:venturecapitalGovernment:一家与政政府打官官司的环环保企业业SocietyOrganizationalstructure：Influencethestrategicdecision-making：informationtransferInfluencethestrategyimplementation:IBM’’spracticeinsoftwareSession7CompetitiveStrategiesGenericstrategiesofPorter成本领先战略差异化战略CostLeadershipDifferentiation专一经营战略Niche/focusSourcesofcompetitiveadvantageLowcostDifferentiationBroadmarketNichemarketScopeofcompetitionCostLeadershipGetcompetitiveadvantagebyprovidingproductsandserviceswithlowcostPriceandprofitofalow-costcompany(figure)Context用户对价价格十分分敏感（（普遍敏敏感/情景型敏敏感<收入下降降时>）实现产品品差别化化的途径径很少购买者不不在意品品牌间的的差别存在大量量讨价还还价的购购买者(中国式菜菜场)ThewaytoachievelowcostScaleeffectLimitedbythenatureofthebusiness,products,market,andthemanagementLearningcurve（experiencecurve）经验曲线线效应来来源：熟熟练，专专业化，，默会知知识显性性化（吹吹灯泡）），创新新（了解解越深，，越有创创新可能能，本田田宗一郎郎），标标准化学习曲线线的共性性企业间的的学习效效果差异异（吃一一堑长一一智，与与反复跌跌跟头））ThedesignoftheproductsandprocessTakefulladvantageofthecapacity(多流水线线与智能能流水线线）Thesiteofthebusiness（企业集集群,张江）Thetimeofentering：先进入入者与后后进入者者Relationwiththevaluechain：供应链链上的合合作Effectofsynergy（跨业务务）：多多元化vs.一体化DisadvantagesofcostleadershipThedisasterofpricewars（中国电视视行业，空空白－崛起起－价格竞竞争－低效效益）Marketsuitabilityoflowcost（派克，中中国丝绸））IgnorethemoreprofitablecompetitivestrategiesLackofinnovation（TV）Destroytheindustrialcooperationandtheprofitabilityofthewholeindustry家乐福和炒炒货商）Conflictsamongcostobjectives材料、部件件的适用性性与采购成成本）Conflictbetweencostandvalue（招标与最最低报价））Costleadershipandtheprofit(theadjustmentofGE’’sNo1,No2strategy,fromrevenuetoprofit）Costleadership,theefficiencyofcorporateoperation,thecompetitionamongdifferentgovernancestructureDifferentiationStrategyProvideextravalueforcustomersbydifferentiationSourcesofdifferentiationscategory：服务水平平、产品性性能、工艺艺设计、等等relativity（与众不同同，星巴克，一家不知知名的餐馆馆）Differentproductsanddifferentcustomers（北京的汽汽车改装市市场）ValuabledifferentiationCouldberecognizedbycustomersHardtocopy（本田的发发动机）ReasonablepremiumDisadvantagesofdifferentiationstrategyCannotgetappreciatedbythemarketToohighprice/premiumDisharmonyofthevaluechainCopiedbyothersBreakthroughoftechandtheinvalidationofdiff.Innovationanddiff.（软盘的发发展悖论））NichestrategyConcentratedinoneorseveralmarketsegments（劳斯莱斯斯）ProvidevalueforcertaincustomersCloselycooperatewithcustomersCompetitivestrategiesandbusinesslife-cycleDifferentcompetitivestrategiesatdifferentstageofthebusinesslife-cycle只有夕阳的的企业，没没有夕阳的的产业案例：纺织织行业的发发展上海的重大大战略决策策浙江塖州领领带产量占占世界三分分之一广东东莞大大朗镇毛衣衣产量每年年超过2亿件其他：布艺艺，衬衫，，羽绒，童童装，牛仔仔服，手套套，面料CompetitivestrategiesandindustrialfeaturesEmergingindustriesFeaturesofthiskindofindustriesInstabilityoftech（药物试验验与中国人人口资源））Lackofperfectcooperationsystem（上海的IC产业,中国汉字））Lackofindustrialstandard（3G之争）Needalotofinvestment,marketcultivationKeypointsofstrategiesConcentrationofresourcesBuildingindustrystructure,industrialstandardandorder（华宏的VC部门）Changethedoorsill壁垒（Criticalmass）Propertimeofenter(Gametheory)MatureindustriesFeaturesRelativematurityoftech(Microwaveoven)Largemarketsize,usuallyAlternativestrategies:costvs.differentiation优化产品系系列创新产业结构重重组:书店与网上上书店国际化：中中国企业的的国际化（（贝拉维拉拉，madeinFrance?）向相关产业业转移Scatteredindustriesfeatures：进入壁垒垒低，缺乏乏规模经济济效应，市市场需求差差别大，市市场需求的的地域化，，政府对规规模的限制制Possiblestrategies：产品技术术或流程的的再设计，，标准化，，经营模式式创新（连连锁），集集中战略Disastersincompetitivestrategiessamestrategiesappliedbyallcompetitors：日本的巧巧克力行业业Bottle-neckinapplyingsomestrategies：日本的进进口限制与与产业发展展Assessmentofthestrategies：本地，全全国，世界界（节能，，空调，洗洗衣机）,localcompetitiontointernationalcompetition(Haier的国际化,WalmartinJapan)战略要有所所取舍，有有舍才会有有得Session8CriticalMassBusinessStrategy-CriticalMassRaces111临界数量（（Criticalmass）的概念最最初来源于于核物理，，其中文译译名为“临临界质量””。原子弹弹的核爆炸炸原理是核核链式反应应（NuclearChainReaction），为维持持链式反应应所需要的的裂变材料料的最小质质量就称为为临界质量量。CriticalmassBusinessStrategy-CriticalMassRaces112Innovationdiffusionandcriticalmass一种创新在在一个社会会系统中的的扩散，只只有使用者者达到系统统总人数的的某一比例例后，整个个扩散过程程才可以自自续(self-sustaining)下去，这这一比例就就是临界数数量。BusinessStrategy-CriticalMassRaces113S曲线BusinessStrategy-CriticalMassRaces114对于临界数数量点的具具体数值并并无公认的的判据，只只是大致确确定在系统统人数的10%到20%之间。不同的技术术，不同的的扩散环境境，对于扩扩散达到临临界数量的的要求可能能都有影响响BusinessStrategy-CriticalMassRaces115Positivefeedbackandwinner-take-all当两个或更更多的公司司争夺正反反馈效应很很大的市场场时，只有有一个会成成为赢家。。开始领先的的技术——也许占有60％大的市场场份额——成长到接接近100％，而开开始占有有40％市场份份额的技技术下滑滑到10％。强者更强强，弱者者更弱BusinessStrategy-CriticalMassRaces11650市场份额额（百分比比）1000时间赢家输家战争区域域Winner-take-allBusinessStrategy-CriticalMassRaces117时间饱和起飞启动用户数量BusinessStrategy-CriticalMassRaces118在信息经经济中，，最丰厚厚的回报报总是由由赢家获获得，而而不是第第二名BusinessStrategy-CriticalMassRaces119网络效应应某一种产产品对用用户的价价值，随随着采用用相同产产品或可可兼容产产品的用用户增加加而增大大。在产品有有网络特特点，尤尤其是消消费者从从该产品品或服务务中得到到的价值值取决于于该网络络系统的的规模时时,临界数量量就显得得极为重重要网络效用用可以用用“bandwagonmodel””即花车模模型来解解释。BusinessStrategy-CriticalMassRaces120每一个使使用者的的数量取取决于其其他使用用者的数数量Price

QuantityP1Q1bandwagonmodel花车效应应增加了了该项服服务对网网络中每每个使用者的的价值，，即产品品的边际际购买产产生的效用值高高于边际际内产品品的价值值，Q2BusinessStrategy-CriticalMassRaces121梅特卡夫夫定律网络的有有用性（（价值））随着用用户数量量的平方方数增加加而增加加。假设网络络中有n个人，则则网络对对所有人人的总价价值与n（n-1）=n2-n成正比。。网络连线线数量：：1/2(n2-n)BusinessStrategy-CriticalMassRaces122网络外部部性的来来源“自有价值值”(AutarkyValue)。在没有别别的使用用者的情情况下，，产品本本身所具具有的那那部分价价值“协同价值值”(SynchronizationValue)。当新的用用户加入入网络时时，老用用户从中中获得的的额外价价值主产品和和补充产产品的相相互作用用（兼容））。在某个系统统中,单件产品只有有在于其其他产品品相互配配合后才才能发挥挥作用。。因此用用户在购购买某件件产品后后通常还还会购买买相应的的硬件和和软件。。此时一一旦用户户向某种种特定的的系统投投入各种种补充和和耐用资资产时，，就会产产生锁定定。BusinessStrategy-CriticalMassRaces123负的网络络外部性性拥塞Email的使用者者有可能能会因为为速度太太慢而苦苦恼StrategiesundercriticalmassBusinessStrategy-CriticalMassRaces125首先，降降低产品品的价格格，以牺牺牲短期期利润来来获得长长期的利利润。其次，通过促销加大大产品的的知名度度并通过过免费赠赠送等手手段使消消费者率率先使用用自己的的产品。。如何提高高初始使使用者的的数量BusinessStrategy-CriticalMassRaces126力图告诉诉顾客他他们自己己的产品品最终将将成为标标准，在在市场上上竞争性性型的“预告”一种产品品的问世世，使消消费者深深信自己己跟多了了“潮流”最后，在在补充性性的产品品上加大大投资并并向公众众告示原原系统将将不断升升级而这这些产品品将会免免费赠送送根据产品品的互补补关系和和核心产产品的市市场垄断断地位，，把产品品捆绑在在一起以以低于产产品单价价总和的的价格进进行销售售BusinessStrategy-CriticalMassRaces127如何锁定定顾客锁定的对对象客户供供应应商合合作作伙伴BusinessStrategy-CriticalMassRaces128忠实顾客客计划指顾客重重复购买买就会得得到回报报，明确确刺激顾顾客完全全或者主主要从单单个销售售者处购购买BusinessStrategy-CriticalMassRaces129两个转移移成本一、如果果你停止止从以前前的供应应商处购购买，你你就可能能丧失一一部分积积分，BusinessStrategy-CriticalMassRaces130两个转移移成本二、在使使用的基基础上累累积更多多的福利利，越来来越多的的公司将将根据顾顾客的历历史购买买为他们们提供优优惠待遇遇，温泉旅旅游豪华酒酒店BusinessStrategy-CriticalMassRaces131供应商商及合合作伙伙伴降低成成本提高效效率排挤竞竞争更好的的利用用合作作伙伴伴BusinessStrategy-CriticalMassRaces132（3）锁定定周期期品牌选选择A锁定D试用B品牌确确立C对该品品牌没没有锁锁定偏偏好主动使使用新新品牌牌，进进行尝尝试顾客习习惯了了新品品牌且且产生生偏好好转移成成本就就异常常高BusinessStrategy-CriticalMassRaces133合作和和兼并并——建立联联盟组成联联盟联盟间间的互互联BusinessStrategy-CriticalMassRaces134