产业动态与全球市场四

IndustrialDynamicsandMarket/CompetitorAnalysisinaGlobalContextKeyConcepts:Dynamics,Industry,Competition,GlobalisationKnowledge,Analysis,InternetOverviewoftheBlockTheoriesofIndustrialDynamismandIndustryAnalysisTheoriesofCompetitionandImplicationsforStrategiesofInternationalFirmsInternationalMarketKnowledgeTheInternetTheConceptofIndustrialDynamicsIndustrialOrganisation(IO)EconomicsTheS-C-PmodelPorter’sFiveForcesTheoriesofCompetitionPerfectcompetitionIndependenceandcompetitiverivalryResource-AdvantageTheoryCompetitiveDynamicsCompetitionisevolutionaryFirmstrategiesaredisequilibriumprovoking(cf.Schumpeter’screativedestruction)ThePlayersThefocalindustryCustomers’industry/industriesSuppliers’industry/industriesTheenvironmentastheplayingfieldTheRoleofICTinChangingtheRulesoftheGameICTengineeredcompetitors-newentrantsICTasastrategictoolICTaschainfacilitatorsUpstreamDownstream

Migatronic-”TheRollingCase”

TestingTheory-PracticefitCharacteristicsofMigatronic’sindustryNatureanddegreeofcompetitivedynamicsAppropriatnessoftheS-C-PmodelStrategicOrientationofMigatronicKnowledgeAcquisitionandManagementPossibleroleofICTAlternativebusinessdevelopmentstrategiesforMigatronic-SomeKeyConcept&TheoriesDynamicCompetitionDynamicEfficiencyCompetence-basedtheoryResource-basetheoryAlternativeapproachestobusinessknowledgemanagement(EastandWest)ICTandInternationalBusinessManagementCompetence-basedTheoryTheConceptofCoreCompetenceDynamicsofFirmcompetenceCreatingcompetenceLeveragingcompetenceRenewingcompetence

Theconceptoforganisationalcapabilities

StrategicImplicationsoftheCompetence-basedTheoryEnvironmentalscanningIdentifyingopportunitiesandthreatsAchievingstrategicfitManagementForesightProactivestrategies

TeachingMethodsLecturesReadingAssignmentsWorkshopMiniprojectInternationalMarketAnalysisAimsandApproachesAimsInsightintoalternativeapproachestointernationalmarketknowledgegenerationanddisseminationAwarenessofproblemsandsolutionstomarketanalysisImproveskillsinundertakingmarketanalysisApproacheslecturesanddiscussionsExercisesSeminar/jointlearningMarketAnalysisandOrganisationalViewoftheEnvironmentObjectivelyanalyzableCannotbeinfluencedRoutineanalysis,formaldata,interpretationwithintraditionalboundariesPassiveresponsesCanbeinfluencedDiscovering,formalsearch,surveysetc.ActivedetectionandresponsebehaviourSelfconstructed/NotobjectivelyanalyzableCannotbeinfluencedInterpretationbasedoninformaldata,hunches,rumourResponsesguidedbychance,opportunitiesCanbeinfluencedEnacting,experimentation,testing,coercion,innovation,learningbydoingAssumptionsUnderlyingKnowledgeAcquisitionThewesternperspectiveKnowledgeisacquired,notcreatedRationalismExistenceofabsolutetruththatcanbededucedfromlogical,rationalreasoningEmpiricismKnowledgeisbestderivedfromempiricalsensoryexperience/evidence(inductiveapproachtoknowledgeacquisition)AttemptsatsynthesisImplicationsforMarketKnowledgeAcquisitionObjectiveviewofthemarketenvironmentAnalyticalsyntheticapproachtomarketanalysisSelectivefocuson”relevant”knowledgeSeparationofanalystfromtheuserofknowledgeEmphasisonexplicitknowledgeCodificationinmodelsandreportsTheasianperspectiveOnenessofpersonandtheenvironmentOnenessofbodyandmindImplicationsCreationofknowledgethroughinteractionEnactmentoftheenvironmentHolistic(non-fragmentary)viewofknowledgeEmphasisontacitknowledgeHolisticcommitmenttobreakawayfromthepastCreatingandmanagingchangeThreeTypesofProductiveOrganisationalLearningSinglelooplearning(negativefeedback/firstorderlearning)Instrumentallearning-learningtodothesamethingbetter-efficiencyDoesnotchallengetheunderlyingassumptionsoftasksChangeonlyactionparametersUnderlyingassumptionsThereisarightanswerInvestigationswillrevealthisanswerAnswercanbesuccessfullyappliedtothegivensituationDoublelooplearningLearningtodothingsdifferently-effectivenessUnderlyingassumptionsTherearemanyrightanswersEmployeeshavethecreativecapacitytofindtherightanswersLearningwhiledoingMultipleLoopLearning(Learningtolearn)CombiningsingleanddoublelooplearningTypesofMarketingIntelligenceOffensiveMarketIntelligenceMarketopportunityanalysisDefensiveMarketIntelligenceMarketmonitoringtoavoidsurprisesInformationoncurrentandpotentialcompetitors(eg.verticalintegrationofcustomers)MarketIntelligenceforInternalManagementPerfomanceappraisaltoolInformationonperformanceoftheindustryandkeycompetitorsTheEmicandEticDebateEmic(Inside-Out)ProsKnowledgeofcompanyobjective,decisionmakingprocedures,cultureAssesstocompanydatabaseanddatapreferencesGreatercommitmentConsRoutinisedbehaviour,single-looplearning,Etic(Outside-In)ProsGreaterchancesfornovelideas,triggeringorganisationalchangeConsIrrelevantdata;maybecostlytocollectDatamaybecollectedtolegitimisetopmanagementdecisionStudyingtheCompanyEspousedtheoriesvs.Theories-in-useOrganisationalmindsetCorerigiditiesandroutinizedbehaviourResearcher-ManagementRelationshipTheissueoftrustHiddenagendaofTopManagementRespondentSelectionRespondentsasrepresentativeofanorganizationSpeakfortheorganisationorunitRespondentsasprivateindividuals,heirpersonalcapacitySpeakoftheorganisationorunitRespondent’spersonalagendaTopmanagementcontrolofrespondentselectionSelectionbasedonrecommendationsProblemsofoverorunder-representationTheConceptofMarketKnowledgeRational-EmotionalKnowledgeDeclarativeknowledge(facts)SkillsCognitive/perceptualknowledgeSubjectivewisdom,non-causality,affectivebehaviourIndividual-CollectiveKnowledgetrainedcapacity(incapacity)groupnorms,rulesandvalues;““communityofpractices””organisationalmindset(““corecapabilities”or““corerigidities”Explicit-TacitKnowledgecodificationofknowledge----experiencedbasedknowledge”OrganisationalDisseminationofMarketKnowledgeProblemsofknowledgeconversionIsface-to-faceinteractionnecessary?ProblemsofcomputermediateddisseminationFunctional/DepartmentalknowledgepreferencesIndividualknowledgepreferencesCulture-basedpreferenceinmulticulturedorganisationsHistory-basedpreferenceRule-basedconstraintsAnalysisOfNewMarketOpportunitiesTOYNEANDWALTER’SCLASSIFICATIONincipientdemandmarketsexpectedtoexistinthefuturelatentdemandrepresentsanuntappeddemandcurrentdemand.AnalysisOfNewMarketOpportunitiesClassificationofmarketsPotentialmarket–customerswhohaveshowninterestbutlackpurchasingpowerAvailablemarket-customerswhohaveshowninterestandhavethepurchasingpowerTargetmarket––themarketsegmentthatthevendorispreparedtoservepenetrated(served)marketunpenetrated,(un-served)marketAnsoff’sProduct-MarketFrameworkAnalysisofcurrentmarketsituationsChangesinmarketsegmentconfigurationChangesincompetitorsituationsMarketingmixgapanalysisCustomervalueanalysisAnalysisofnewmarketsituationsIndustrychangesCountryeconomic,political,socialchangesSegmentationanalysisAnalysisofnewproductsituationsBenchmarkingPotentialcustomerneeds/valueanalysisAnalysisofopportunitiesfordiversificationMarketSelectionandPruningDecisionsConventionalApproachesExpansiveApproachExperimentalandexperientialknowledgeacquisitionContractibleApproachConventionalanalysis,screeningmodelGlobalisedMarketingTheBornglobalsShrinkingmarketlag,globalmarketsegmentsConvergence-DivergencedebateConversiontoE-businessProblemsofdoubletrackstrategiessellingglobalwithoutglobalcapacitycompetingwithdistributorsCriteriaforMarketSelectionCorporateobjectivesandgoalsforthemarketProfit?Marketshare?Longtermpresence?Productknowledgeacquisition?Deterenceofcompetitors/firstmoveradvantage?MarketingrequirementsExistingmarketingfacilitiesinthecountryCorporateresourcesPotentialcompetitorresponseWhatlikelymovesorstrategyshiftswillkeycompetitorsmake?Whereisthecompetitorvulnerable?ConsiderationRegardingPruningMarketgrowthrateandshareofmarketIsmarketpenetrationpossibleforus?Aremarketingcostsincreasingmorethanrevenue?Arethereopportunitiesforourotherproductsonthemarket?Shareofkeycustomers’purchasingbudgetAreourcustomers’businessesgrowingordeclining?Areourcustomersloyaltous?Areweloyaltothem?Canwesupplyourkeycustomerswithotherproducts?Canwebuildrelationshipwiththem?RateoftechnologicalchangewithinthemarketCustomerValueAnalysis(CVA)Whatisournetgaininservingthisparticularcustomer?Createaprofitprofilecomparingtheprofitcontributionofeachcustomer.DeterminethesourceoftheprofitAssessthevalueelementsbeyondprofitsDeterminetheoverallvaluerankingwithinthecustomergroupDeterminethemarketingrequirementsforservingthecustomersDevelopasales/marketingprogrammecommensuratewiththecustomer’svalueAssessthegrowth(ordecline)thatisexpectedtooccurineachcustomer’sdemandforthevendor’sproductsAssessthedegreeofmarketriskassociatedwitheachcustomerAssessthemarketingeffortsrequiredtosatisfytheneedsofthecurrentbuyermixPreferencesforAlternativeApproachestoMarketKnowledgeAcquisitionFirmlevelconsiderationsSizeDecision-makingtraditionDegreeofinternationalisationTopmanagementeducationandprofessionalbackgroundIndustry/marketconsiderationsIndustrytraditionsCulturaldeterminantsConceptsofrationalityandknowledgeTypesofInternationalMarketResearchSinglecountryresearchMulti-countryresearchIndependentmulti-countryresearchSequentialmulti-countryresearchSimultaneousmulti-countryresearchAModelofMarketOpportunityAnalysisIssuesSizeofmarketMarketingstrategyrequirementsCompetitors’marketstrategiesandcustomerresponsesRequirmentsDemandanalysisSegementationanalysisIndustryanalysisCompetitoranalysisChannelanalysisIndustryAnalysisIndustrygrowthoutput,sales,numberoffirmsetc.CommonoperatingpracticescreditfacilitiesandconditionsofpaymentIndustrydynamicsentryandexitbarrierstempooftechnologicalchangeDegreeofconcentrationDegreeofinternationalisationEstimatingIndustryMarketPotentialIndustrymarketpotentialthetotalsalesthatcouldberealisedinageographicareaandtimeperiodiftheindustrywerecapableoffullydevelopingalldemandfortheproductinquestion.IMPt=NtxRt-----------------------------------(1)whereIMPtistheindustrymarketpotentialattime(t)Ntisthenumberofpotentialconsumersintime(t)Rtistheusageratefortheproductintime(t)IndustrysalesforecastIndustrysalesforecasttheestimatedlevelofsalesthatwillactuallybegenerated,givenexistingindustrypractices.ISFt=IMPtXIEt-----------------------(2)whereISFtisindustrysalesforecastattime(t)IMPtistheindustrymarketpotentialattime(t)(alreadyestimated)IEindexcanbeestimatedfromtheperformanceoftheindustryduringtheimmediatepast.EstimatingaFirm'sSalesPotentialThefirm'ssalespotentialSPt=ISFtxMMSt-------------------(3)whereSPtisthefirm'ssalespotentialintime(t)ISFtisIndustrySalesForecastintime(t)(alreadyestimated)MMStisthefirm'smaximummarketshareintime(t)basedonmanagement'sjudgement.Company’ssalesforecastCompany’ssalesforecastSFt=ISFtxMSt--------------------- (4)whereSFtisyourfirm'sactualsalesforecastfortime(t)ISFtbeingtheindustrysalesforecastintime(t)MStbeingyourfirm'sestimateofarealisticmarketshare.AnalysisofmarketsizeAnalysisofAggregateDemandAnalysisoffactorsinfluencingdemandfortheindustryasawhole.Determiningtheportionofthistotaldemandthatisavailableforthefirm'sparticularproductorservice.SummaryofEstimatingEquationsIndustryMarketPotentialIMPt=NtxRtIndustrySalesForecastISFt=IMPtxIetFirm'sSalesPotential SPt=ISFtxMMStFirm'sSalesForecast SFt=ISFtxMstMarketAttractivenessCriteriaMarketSizeMarketgrowthrateStrengthofcompetitionProfitpotentialNon-Economicfactorspolitical,social,legal,culturalCompetitiveStrengthsMarketShareDifferentialadvantagesCostadvantagesReputationDistributioncapabilitiesCorecompetenciesProblemsRelatingtoInternationalMarketResearchLackofequivalenceofconceptsLanguageandcontextualdifferencesProblemsoffindingcomparableandreliablesamplingframesDifferencesinqualityandreliabilityofsecondarydataPerceptualdifferencesbetweendecision-makersandmarketresearchersMulti-culturalityofmanycountriesInadequacyoffundstocarryoutsurveysRationaleandStylesofInterviewingFlexibilityandadaptabilityTypesofinterviewFullystructuredSemistructuredNon-structuredConversationalinterviewingInterviewingprocessListenmorethanyouspeakPutquestionsinastraightforward,clearandnon-threateningmannerAvoidcueswhichleadintervieweestorespondinaparticularwayEnjoytheinterview(orappeartoenjoyit)Respondents’PerceptionoftheInterviewerRespondentinformationcensorshipTreatinginterviewerasastrangerProtectingtheorganisationCreatinganon-threateningatmosphereRapportcreatingremarks(newspaperarticle)ReconfirmingpurposeofinterviewChoiceofvenueandtimeValidityChecksCheckingperceptualandfactualdisagreementsIssuesofwrongrecordingIssuesofinterviewermisinterpretationMemorydecayRespondentvalidationchecksRespondentvalidationInter-respondentvaliditychecksExternalvaliditychecks(Cross-validation)TheIssueofVocalityWhosevoicecomesthroughinthedata?Topmanagement?Middleorjuniormanagers?Workers?Expatriatestaff?TheneedformultiorbalancedvocalitySegmentingbusinessmarketsDemographiccharacteristicsthenatureoftheindustry,thesizesofthecompaniesOperatingvariables,companytechnologynatureofproducts,customercapabilitiesPurchasingapproaches,themannerinwhichtheyorganisetheirpurchasingprocess,thepowerstructuresthatcharacterisethepurchasedecisionmakingunitsSituationalfactorstheurgencyoforderfulfillment,productapplication,thesizeoforder.谢谢1月月-2317:56:1717:5617:561月月-231月月-2317:5617:5617:56:171月-231月-2317:56:172023/1/517:56:179、静夜四无无邻，荒居居旧业贫。。。1月-231月-23Thursday,January5,202310、雨雨中中黄黄叶叶树树，，灯灯下下白白头头人人。。。。17:56:1717:56:1717:561/5/20235:56:17PM11、以我独独沈久，，愧君相相见频。。。1月-2317:56:1817:56Jan-2305-Jan-2312、故人江海海别，几度度隔山川。。。17:56:1817:56:1817:56Thursday,January5,202313、乍见翻疑梦梦，相悲各问问年。。1月-231月-2317:56:1817:56:18January5,202314、他乡乡生白白发，，旧国国见青青山。。。05一一月月20235:56:18下下午17:56:181月-2315、比比不不了了得得就就不不比比，，得得不不到到的的就就不不要要。。。。。一月235:56下午午1月-2317:56January5,202316、行动出出成果，，工作出出财富。。。2023/1/517:56:1817:56:1805January202317、做前，能够够环视四周；；做时，你只只能或者最好好沿着以脚为为起点的射线线向前。。5:56:18下午5:56下下午17:56:181月-239、没没有有失失败败，，只只有有暂暂时时停停止止成成功功！！。。1月月-231月月-23Thursday,January