事业层策略二

Business-LevelStrategyMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter41StrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationChapter4Business-LevelStrategyStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter13StrategicEntrepreneurship2Business-LevelStrategyBusiness-levelstrategy:anintegratedandcoordinatedsetofcommitmentsandactionsthefirmusestogainacompetitive

advantagebyexploitingcorecompetenciesinspecificproductmarkets3CoreCompetenciesandStrategyTheresourcesandcapabilitiesthathavebeendeterminedtobeasourceofcompetitiveadvantageforafirmoveritsrivalsAnintegratedandcoordinatedsetofactionstakentoexploitcorecompetenciesandgainacompetitiveadvantageActionstakentoprovidevaluetocustomersandgainacompetitiveadvantagebyexploitingcorecompetenciesinspecific,individualproductmarketsBusiness-levelstrategyStrategyCorecompetencies4KeyIssuesofBusiness-LevelStrategyWhatgoodorservicetooffercustomersHowtomanufactureorcreatethegoodorserviceHowtodistributethegoodorserviceinthemarketplace5TheCentralRoleofCustomers

Inselectingabusiness-levelstrategy,thefirmdetermines1.whoitwillserve2. whatneedsthosetargetcustomershavethatitwillsatisfy3. howthoseneedswillbesatisfied6策略事業單位的確認Strategicbusinessunit,SBU事業競爭策略管理的單位事業單位的界定顧客群顧客需要核心能力7ManagingRelationshipsWithCustomersCustomerrelationshipsarestrengthenedbyofferingthemsuperiorvaluehelpcustomerstodevelopanewcompetitiveadvantageenhancethevalueofexistingcompetitiveadvantages8ManagingRelationshipsWithCustomersEstablishacompetitiveadvantagealongthesedimensions:Reachthefirm’saccessandconnectiontocustomersRichnessthedepthanddetailofthetwo-wayflowofinformationbetweenthefirmandcustomersAffiliationfacilitatingusefulinteractionswithcustomers9顧客分析

企業服務的對象是誰?(WHO)目標顧客想要獲得滿足是什麼?(WHAT)企業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造價值設計合宜策略10CustomersMarketSegmentationConsumerMarketsIndustrialMarkets11企業業服服務務的的對對象象是是誰誰?(WHO)區隔隔市市場場人口口統統計計變變數數地理理變變數數生活活型型態態個人人特特質質消費費模模式式產業業結結構構特特性性組織織規規模模市場場區區隔隔中中的的市市場場區區隔隔利用用資資訊訊科科技技大規規模模顧顧客客化化(masscustomerization)的效效益益12MarketSegmentation:ConsumerMarketsDemographicfactorsConsumerMarketsSocioeconomicfactorsGeographicfactorsPsychologicalfactorsConsumptionpatternsPerceptualfactorsDem.Soc.Geo.Psy.Con.Per.13MarketSegmentation:IndustrialMarketsIndustrialMarketsEnd-usesegmentsProductsegmentsGeographicsegmentsCommonbuyingfactorsegmentsCustomersizesegmentsEndPro.Geo.Buy.Size14目標標顧顧客客想想要要什什麼麼?(WHAT)確認認與與了了解解目目標標顧顧客客的的需需求求預測測目目標標顧顧客客未未知知(發發現現)的的需需求求在顧顧客客之之前前在對對手手有有行行動動之之前前(第第一一行行動動者者優優勢勢)設法利用用本身之之核心能能力以滿滿足顧客客的需求求15TypesofBusiness-LevelStrategiesBusiness-levelstrategiesareintendedtocreatedifferencesbetweenthefirm’spositionrelativetothoseofitsrivalsTopositionitself,thefirmmustdecidewhetheritintendstoperformactivitiesdifferentlyortoperformdifferentactivitiesascomparedtoitsrivals16競爭策略略的選擇擇在特定產產業中事事業單位位針對所所選定的的市場區區隔,如如何以競競爭策略略改善其其產品或或服務的的競爭地地位,並並建立可可持久的的競爭優優勢策略選擇擇的考慮慮因素產業長期期獲利率率水準與與影響獲獲利之因因素產業中企企業的相相對競爭爭地位17FiveGenericStrategiesCompetitiveAdvantageCompetitiveScopeCostUniquenessBroadtargetNarrowtargetCostLeadershipDifferentiationFocusedCostLeadershipFocusedDifferentiationIntegratedCostLeadership/Differentiation18產品/市市場/核核心能力力/競爭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)市場區隔化低(大市場)高(許多個區隔市場)低(一個或一些區隔市場)核心能力製造與物料管理研發/行銷任何19CostLeadershipStrategyAnintegratedsetofactionsdesignedtoproduceordelivergoodsorservicesatthelowestcost,relativetocompetitorswithfeaturesthatareacceptabletocustomersrelativelystandardizedproductsfeaturesacceptabletomanycustomerslowestcompetitiveprice20CostLeadershipStrategyCostsavingactionsrequiredbythisstrategy:buildingefficientscalefacilitiestightlycontrollingproductioncostsandoverheadminimizingcostsofsales,R&Dandservicebuildingefficientmanufacturingfacilitiesmonitoringcostsofactivitiesprovidedbyoutsiderssimplifyingproductionprocesses21HowtoObtainaCostAdvantageCostDriversValueChainDetermineandcontrolReconfigure,ifneededAlterproductionprocessChangeinautomationNewdistributionchannelDirectsalesinplaceofindirectsalesNewadvertisingmediaNewrawmaterialBackwardintegrationForwardintegrationChangelocationrelativetosuppliersorbuyers22ProductfeaturesPerformanceMix&varietyofproductsServicelevelsSmallvs.largebuyersProcesstechnologyWagelevelsHiring,training,motivationFactorsThatDriveCostsEconomiesofscaleAssetutilizationCapacityutilizationpatternSeasonal,cyclicalInterrelationshipsOrderprocessinganddistributionValuechainlinkagesAdvertising&salesLogistics&operations23支援性

活動動基本活動內部後勤作業外部後勤行銷與銷售服務採購技術發展人力資源管理理企業的基礎建建設邊際邊際價值創造活動動--成本本領導策略組織扁平以減減少間接成本本簡化化規劃程序與與成本降低流動率訓訓練員工工以改善效率率與效能強調製程創新新與改善投投資與致力力於發展降低低製造成本的的活動改善採購程序序與對供應商商關係以降低低進貨成本定定期評估供供應商績效使供應商與生生產程序密切切配合獲得規模經濟濟設置置可得效率規規模的生產設設施降低送貨成本本選擇擇低成本的運運送人精簡銷售人員員與提高素質質訂訂定具競爭力力的價格有效率與適當當安裝以降低低修理率24QuestionsLeadingtoLowerCosts1.Howcananactivitybeperformeddifferentlyoreveneliminated?2. Howcanagroupoflinkedvalueactivitiesberegroupedorreordered?3. Howmightcoalitionswithotherfirmsloweroreliminatecosts?25CostLeadershipStrategyandtheFiveForcesofCompetitionRivalryAmongCompetingFirmsCanusecostleadershipstrategytoadvantagesince:competitorsavoidpricewarswithcostleaders,creatinghigherprofitsfortheentireindustryRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition26CostLeadershipStrategyandtheFiveForcesofCompetitionBargainingPowerofBuyersCanmitigatebuyers’powerby:drivingpricesfarbelowcompetitors,causingthemtoexitandshiftingpowerwithbuyersbacktothefirmRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition27CostLeadershipStrategyandtheFiveForcesofCompetitionBargainingPowerofSuppliersCanmitigatesuppliers’powerby:beingabletoabsorbcostincreasesduetolowcostpositionbeingabletomakeverylargepurchases,reducingchanceofsupplierusingpowerRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition28CostLeadershipStrategyandtheFiveForcesofCompetitionRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetitionThreatofNewEntrantsCanfrightenoffnewentrantsdueto:theirneedtoenteronalargescaleinordertobecostcompetitivethetimeittakestomovedownthelearningcurve29CostLeadershipStrategyandtheFiveForcesofCompetitionThreatofSubstituteProductsCostleaderiswellpositionedto:makeinvestmentstobefirsttocreatesubstitutesbuypatentsdevelopedbypotentialsubstituteslowerpricesinordertomaintainvaluepositionRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition30MajorRisksofCostLeadershipStrategyDramatictechnologicalchangecouldtakeawayyourcostadvantageCompetitorsmaylearnhowtoimitatevaluechainFocusonefficiencycouldcausecostleadertooverlookchangesincustomerpreferences31DifferentiationStrategyAnintegratedsetofactionsdesignedbyafirmtoproduceordelivergoodsorservices(atanacceptablecost)thatcustomersperceiveasbeingdifferentinwaysthatareimportanttothempriceforproductcanexceedwhatthefirm’stargetcustomersarewillingtopaynonstandardizedproductscustomersvaluedifferentiatedfeaturesmorethantheyvaluelowcost32DifferentiationStrategyValueprovidedbyuniquefeaturesandvaluecharacteristicsCommandpremiumprice溢價HighcustomerserviceSuperiorqualityPrestigeorexclusivityRapidinnovation33DifferentiationStrategyDifferentiationactionsrequiredbythisstrategy:developingnewsystemsandprocessesshapingperceptionsthroughadvertisingqualityfocuscapabilityinR&Dmaximizehumanresourcecontributionsthroughlowturnoverandhighmotivation34HowtoObtainaDifferentiationAdvantageCostDriversValueChainControlifneededReconfiguretomaximizecustomerperceptionsofuniquenesscustomerreluctancetoswitchtonon-uniqueproductRaiseperformanceofproductorserviceLowerbuyers’costsCreatesustainabilitythrough:35FactorsThatDriveDifferentiationUniqueproductfeaturesUniqueproductperformanceExceptionalservicesNewtechnologiesQualityofinputsExceptionalskillorexperienceDetailedinformation36支援性

活動動基本活動內部後勤作業外部後勤行銷與銷售服務採購技術發展人力資源管理理企業的基礎建建設邊際邊際價值創造活動動--差異異化策略經由資訊系統統更了解顧客客推行行全面品管創新獎勵辦法法強調非非客觀性績效效評量人人員訓練注重基礎研究究與產品創新新發展容易取得得高品質原料料的系統採採購高品品質零件妥善處理進料料以維持高品品質迅速反應顧客客需求生生產足以吸吸引顧客的產產品正確與快速處處理顧客訂單單迅速送送達貨品安排各種信用用交易與與顧客及供供應商保持密密切關係訓練顧客正確確使用產品保保留完完整零件庫存存37DifferentiationStrategyandtheFiveForcesofCompetitionRivalryAmongCompetingFirmsCandefendagainstcompetitionbecause:brandloyaltytodifferentiatedproductoffsetspricecompetitionRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition38DifferentiationStrategyandtheFiveForcesofCompetitionBargainingPowerofBuyersCanmitigatebuyerpowerbecause:welldifferentiatedproductsreducecustomersensitivitytopriceincreasesRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition39DifferentiationStrategyandtheFiveForcesofCompetitionBargainingPowerofSuppliersCanmitigatesuppliers’powerby:absorbingpriceincreasesduetohighermarginspassingalonghighersupplierpricesbecausebuyersareloyaltodifferentiatedbrandRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition40DifferentiationStrategyandtheFiveForcesofCompetitionThreatofNewEntrantsCandefendagainstnewentrantsbecause:newproductsmustsurpassprovenproductsor,newproductsmustbeatleastequaltoperformanceofprovenproducts,butofferedatlowerpricesRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition41DifferentiationStrategyandtheFiveForcesofCompetitionThreatofSubstituteProductsWellpositionedrelativetosubstitutesbecause:brandloyaltytoadifferentiatedproducttendstoreducecustomers’testingofnewproductsorswitchingbrandsRivalryAmongCompetingFirmsBargainingPowerofBuyersBargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsFiveForcesofCompetition42MajorRisksofDifferentiationStrategyCustomersmaydecidethatthepricedifferentialbetweenthedifferentiatedproductandthecostleader’sproductistoolargeMeansofdifferentiationmayceasetoprovidevalueforwhichcustomersarewillingtopay續下頁43MajorRisksofDifferentiationStrategyExperiencemaynarrowcustomer’sperceptionsofthevalueofdifferentiatedfeaturesofthefirm’’sproductsMakersofcounterfeitgoodsmayattempttoreplicatedifferentiatedfeaturesofthefirm’’sproducts仿冒品44FocusedBusiness-LevelStrategiesAfocusstrategymustexploitanarrowtarget’’sdifferencesfromthebalanceoftheindustryby:isolatingaparticularbuyergroupisolatingauniquesegmentofaproductlineconcentratingonaparticulargeographicmarketfindingtheir“niche””45FactorsThatMayDriveFocusedStrategiesLargefirmsmayoverlooksmallnichesFirmmaylackresourcestocompeteinthebroadermarketMaybeabletoserveanarrowmarketsegmentmoreeffectivelythancanlargerindustry-widecompetitorsFocusmayallowthefirmtodirectresourcestocertainvaluechainactivitiestobuildcompetitiveadvantage46MajorRisksofFocusedStrategiesFirmmaybe“outfocused”bycompetitorsLargecompetitormaysetitssightsonyournichemarketPreferencesofnichemarketmaychangetomatchthoseofbroadmarket47AdvantagesofIntegratedStrategyAfirmthatsuccessfullyusesanintegratedcostleadership/differentiationstrategyshouldbeinabetterpositionto:adaptquicklytoenvironmentalchangeslearnnewskillsandtechnologiesmorequicklyeffectivelyleverageitscorecompetencieswhilecompetingagainstitsrivals48BenefitsofIntegratedStrategySuccessfulfirmsusingthisstrategyhaveabove-averagereturnsFirmofferstwotypesofvaluestocustomerssomedifferentiatedfeatures(butlessthanatruedifferentiatedfirm)relativelylowcost(butnowaslowasthecostleader’’sprice)49MajorRisksofIntegratedStrategyAnintegratedcost/differentiationbusinesslevelstrategyofteninvolvescompromises(neitherthelowestcostnorthemostdifferentiatedfirm)Thefirmmaybecome“stuckinthemiddle”lackingthestrongcommitmentandexpertisethataccompaniesfirmsfollowingeitheracostleadershiporadifferentiatedstrategy50整合性低低成本／／差異化化策略的的風險企業若無無法在自自己所選選定的競競爭範疇疇中建立立領導地地位，或或沒有明明確的競競爭優勢勢，便會會遭遇夾夾在其中中的風險險51HolidayInn個案HolidayInn的發展]創始人——KemmonsWilson於1950年代代出外渡渡假時發發現當時時旅館業業服務品品質差且且價格不不合理的的現象Wilson發現市場場尚未獲獲得滿足足的需求求,於是是起了創創業的念念頭標準化服服務—空空調/製製冰機與與合理的的房價在1960年代代結束前前共有1000多家,住房率率高達80%市場出現現變化旅遊者對對於飯店店產品與與服務的的需求出出現變化化導致市場場變化的的因素為為何競爭者掌掌握到市市場的脈脈動HyattMotel6與DaysInnHolidayInn改變策略略52基本競爭爭策略的的實施條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,持續資本投資製造工程技術對人員嚴密監控簡化產品設計技術建立廉價配銷系統嚴密成本控制定期提出嚴謹的成本報告明確的責任歸屬以生產數量為獎勵重點差異化行銷能力強產品具有創造力基礎研究能力強品質與技術卓越配銷系統的密切配合研發,產品發展與行銷的整合吸引技術人員,科學家與具有創意的人員以創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隔兼具上述各項針對一個狹小的市場區隔53事業層投投資策略略事業投資資策略的的考慮競爭地位位生命週期期效應54事業投資資策略產業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事業投資資策略產業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目的在於於發展出出一個穩穩定與獨獨特的競競爭優勢勢需投資大大量資金金於研發發/行銷銷/服務務大多數資資金無法法內部產產生需仰仰賴外部部投資者者或創業業投資者者的援助助競爭企業業不多,競爭地地位不易易區分56事業投資資策略產業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鞏固現有有地位與與提供成成長消退退期時的的生存基基礎策略性群群體在此此時逐漸漸發展與與明顯化化—分別追求不不同的事事業競爭爭策略弱勢競爭爭地位的的企業無無法再繼繼續於廣廣泛的市市場中全全面競爭爭,而採採市場集集中策略略57事業投資資策略產業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需求成長長趨緩企業在成成長期時時錯估市市場需求求的成長長幅度,大肆擴擴大生產產規模,產業出出現產能能過剩現現象競爭變得得更為激激烈,可可能出現現價格戰戰強勢企業業與弱勢勢企業的的策略明明顯不同同弱勢企業業開始有有退出市市場的動動作(退退出障礙礙是一重重要關鍵鍵因素)58事業投資資策略產業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策略性群群體已經經明確形形成—成本領導群群/差異異化群企業因為為市場已已漸趨飽飽和,需需要強力力防衛自自己的市市場與競競爭地位位(強者)繼續優優勢維持持與建立立的投資資決策與與行動(弱者)退出市市場的行行動59事業投資資策略產業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轉向策略略是指重重新界定定經營焦焦點與重重新分配配資源以以獲得轉轉機60衰退期競競爭強度度的研判判市場衰退退速度退出障礙礙高度固定成本本高低產品的一一般特性性61衰退產業業的策略略選擇衰退產業業的競爭爭強度強弱企業在小小市場區區隔上的的優勢低高收割或撤撤資撤資利基或收收割領導或利利基629、静夜四四无邻，，荒居旧旧业贫。。。1月-231月-23Sunday,January1,202310、雨中黄叶叶树，灯下下白头人。。。20:18:4520:18:4520:181/1/20238:18:45PM11、以我独沈沈久，愧君君相见频。。。1月-2320:18:4520:18Jan-2301-Jan-2312、故人江江海别，，几度隔隔山川。。。20:18:4520:18:4520:18Sunday,January1,202313、乍见翻疑梦梦，相悲各问问年。。1月-231月-2320:18:4520:18:45January1,202314、他乡乡生白白发，，旧国国见青青山。。。01一一月月20238:18:45下下午2