战略管理竞争与全球化Chapter4Slides

战略管理竞争与全球化Chapter4Slides2023/5/27战略管理竞争与全球化Chapter4SlidesChapter4BusinessLevelStrategySustainableCompetitiveAdvantageChapter2ExternalEnvironmentChapter3InternalEnvironment战略管理竞争与全球化Chapter4SlidesCoreCompetencyTheresourcesandcapabilitiesthathavebeendeterminedtobeasourceofcompetitiveadvantageforafirmoveritsrivals.战略管理竞争与全球化Chapter4SlidesStrategyAnintegratedandcoordinatedsetofactionstakentoexploitcorecompetenciesandgainacompetitiveadvantage.CoreCompetencyTheresourcesandcapabilitiesthathavebeendeterminedtobeasourceofcompetitiveadvantageforafirmoveritsrivals.战略管理竞争与全球化Chapter4SlidesStrategyAnintegratedandcoordinatedsetofactionstakentoexploitcorecompetenciesandgainacompetitiveadvantage.BusinessLevelStrategyActionstakentoprovidevaluetocustomersandgainacompetitiveadvantagebyexploitingcorecompetenciesinspecific,individualproductmarkets.CoreCompetencyTheresourcesandcapabilitiesthathavebeendeterminedtobeasourceofcompetitiveadvantageforafirmoveritsrivals.战略管理竞争与全球化Chapter4SlidesGenericBusinessLevelStrategiesCostUniquenessSourceofCompetitiveAdvantageBreadthofCompetitiveScopeBroadTargetMarketNarrowTargetMarketFocusedDifferen-tiationCostLeadershipDifferen-tiationFocusedLowCostCostLeadership战略管理竞争与全球化Chapter4SlidesKeyCriteria:CostLeadershipBusinessLevelStrategyRelativelystandardizedproductsFeaturesacceptabletomanycustomersLowestcompetitiveprice战略管理竞争与全球化Chapter4SlidesRequirements:Constantefforttoreducecoststhrough:BuildingefficientscalefacilitiesStateoftheartmanufacturingfacilitiesSimplificationofprocessesMinimizingcostsofsales,R&DandserviceMonitoringcostsofactivitiesprovidedbyoutsidersTightcontrolofproductioncostsandoverheadCostLeadershipBusinessLevelStrategy战略管理竞争与全球化Chapter4SlidesPrimaryActivitiesSupportActivitiesTechnologicalDevelopmentHumanResourceManagementFirmInfrastructureProcurementInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceMARGINMARGINValueCreatingActivitiesCommontoaCostLeadership

BusinessLevelStrategy战略管理竞争与全球化Chapter4SlidesPrimaryActivitiesSupportActivitiesTechnologicalDevelopmentHumanResourceManagementFirmInfrastructureProcurementInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceMARGINMARGINCostEffectiveMISSystemsRelativelyFewManagementLayerstoReduceOverheadSimplifiedPlanningPracticestoReducePlanningCostsConsistentPoliciestoReduceTurnoverCostsEffectiveTrainingProgramstoImproveWorkerEfficiencyandEffectivenessHighlyEfficientSystemstoLinkSuppliers’ProductswiththeFirm’sProductionProcessesTimingofAssetPurchasesEfficientPlantScaletoMinimizeManufacturingCostsSelectionofLowCostTransportCarriersDeliverySchedulethatReducesCostsNationalScaleAdvertisingProductsPricedtoGenerateSalesVolumeSmall,HighlyTrainedSalesForceEffectiveProductInstallationstoReduceFrequencyandSeverityofRecallsEasy-to-UseManufacturingTechnologiesInvestmentsinTechnologyinordertoReduceCostsAssociatedwithManufacturingProcessesSystemsandProcedurestofindtheLowestCostProductstoPurchaseRawMaterialsFrequentEvaluationProcessestoMonitorSuppliers’PerformancesLocatedinCloseProximitywithSuppliersPolicyChoiceofPlantTechnologyOrganizationalLearningEfficientOrderSizesInterrelationshipswithSisterUnitsValueCreatingActivitiesCommontoaCostLeadership

BusinessLevelStrategy战略管理竞争与全球化Chapter4SlidesHowtoObtainaCostAdvantage1.DetermineandControlCostDrivers2.ReconfiguretheValueChainasneededAlterproductionprocessChangeinautomationNewdistributionchannelDirectsalesinplaceofindirectsalesNewadvertisingmediaNewrawmaterialBackwardintegrationForwardintegrationChangelocationrelativetosuppliersorbuyers战略管理竞争与全球化Chapter4SlidesReconfiguringtheValueChainofIowaBeefPackers(IBP)RanchCattleShip“ontheHoof”toRailCenter(Chicago)Slaughterintosidesofbeef“BoxedCuts”atMarketsOldWay:SaveonshippingandcattleweightlossUtilizecheapernon-unionrurallaborNewWayNewWay:LocatelargeautomatedplantsnearranchesProcessinto“BoxedCuts”atplantsShipcutsalready“Boxed”toMarkets战略管理竞争与全球化Chapter4SlidesChoicesThatDriveCostsEconomiesofscaleAssetutilizationCapacityutilizationpatternValuechainlinkagesInterrelationships-Advertising&Sales-Logistics&Operations-Seasonal,cyclical-OrderprocessinganddistributionProductfeaturesProductfeaturesPerformanceMix&varietyofproductsServicelevelsSmallvs.largebuyersProcesstechnologyWagelevelsHiring,training,motivation战略管理竞争与全球化Chapter4SlidesThreeKeyQuestions2.Howcanagroupoflinkedvalueactivitiesberegroupedorreordered?3.Howmightcoalitionswithotherfirmsloweroreliminatecosts?Gallosoldwinethroughgrocerystoresratherthanliquorstoresbecausetheyweremoreefficientdistributors1.Howcananactivitybeperformeddifferentlyoreveneliminated?战略管理竞争与全球化Chapter4SlidesEffectiveCostLeaderscanremainprofitableevenwhentheFiveForces

appearunattractive战略管理竞争与全球化Chapter4SlidesCanfrightenoffNewEntrantsduetotheneedto:EnteratlargescaletobeCostCompetitive*Taketimetomovedownthe“LearningCurve”*EffectiveCostLeaderscanremainprofitableevenwhentheFiveForcesappearunattractiveThreatofNewEntrants战略管理竞争与全球化Chapter4SlidesCanfrightenoffNewEntrantsduetotheneedto:EnteratLargeScaletobeCostCompetitive*Taketimetomovedownthe“LearningCurve”*BargainingPowerofBuyersThreatofNewEntrantsCanmitigateBuyerPowerby:*DrivingpricesfarbelowcompetitorsmaycauseexitandshiftpowerbacktofirmEffectiveCostLeaderscanremainprofitableevenwhentheFiveForcesappearunattractive战略管理竞争与全球化Chapter4SlidesCanfrightenoffNewEntrantsduetotheneedto:EnteratLargeScaletobeCostCompetitive*Taketimetomovedownthe“LearningCurve”*CanmitigateBuyerPowerby:ThreatofNewEntrantsBargainingPowerofBuyersDrivingpricesfarbelowcompetitorswhichmaycauseexitandshiftpowerbacktofirmWellpositionedrelativeto

Substitutesinorderto:Makeinvestmentstocreatesubstitutesfirst*Buypatentsdevelopedbypotentialsubstitutes*Lowerpricestomaintainvalueposition*ThreatofSubstituteProductsEffectiveCostLeaderscanremainprofitableevenwhentheFiveForcesappearunattractive战略管理竞争与全球化Chapter4SlidesCanfrightenoffNewEntrantsduetotheneedto:EnteratLargeScaletobeCostCompetitive*Taketimetomovedownthe“LearningCurve”*WellpositionedrelativetoSubstitutesinorderto:Makeinvestmentstocreatesubstitutes*Canbuypatentsdevelopedbypotentialsubstitutes*Lowerpricestomaintainvalueposition*BargainingPowerofSuppliersThreatofNewEntrantsThreatofSubstituteProductsCanmitigateBuyerPowerby:BargainingPowerofBuyersDrivingpricesfarbelowcompetitorswhichmaycauseexitandshiftpowerbacktofirmCanmitigateSupplierPowerby:Lowcostpositionmakesthembetterabletoabsorbcostincreases*Morelikelytomakeverylargepurchaseswhichreduceschanceofsupplierpower*EffectiveCostLeaderscanremainprofitableevenwhentheFiveForcesappearunattractive战略管理竞争与全球化Chapter4SlidesEffectiveCostLeaderscanremainprofitableevenwhentheFiveForcesappearunattractiveThreatofNewEntrantsBargainingPowerofSuppliersThreatofSubstituteProductsCanfrightenoffNewEntrantsduetotheneedto:EnteratLargeScaletobeCostCompetitive*Taketimetomovedownthe“LearningCurve”*WellpositionedrelativetoSubstitutesinorderto:Makeinvestmentstocreatesubstitutes*Canbuypatentsdevelopedbypotentialsubstitutes*Lowerpricestomaintainvalueposition*CompetitorsavoidpricewarswithCostLeaders,whichcreateshigherprofitsforentireindustryRivalryAmongCompetingFirmsinIndustryCanmitigateBuyerPowerby:BargainingPowerofBuyersDrivingpricesfarbelowcompetitorswhichmaycauseexitandshiftpowerbacktofirmCanmitigateSupplierPowerby:Lowcostpositionmakesthembetterabletoabsorbcostincreases*Morelikelytomakeverylargepurchaseswhichreduceschanceofsupplierpower*战略管理竞争与全球化Chapter4SlidesMajorRisksofCostLeadershipBusinessLevelStrategyDramatic

technologicalchangecouldtakeawayyourcostadvantageCompetitorsmaylearnhowto

imitateValueChainFocusonefficiencycouldcauseCostLeaderto

overlookchangesincustomerpreferences战略管理竞争与全球化Chapter4SlidesBreadthofCompetitiveScopeSourceofCompetitiveAdvantageBroadTargetMarketNarrowTargetMarketCostCostLeadershipUniquenessGenericBusinessLevelStrategies战略管理竞争与全球化Chapter4SlidesBreadthofCompetitiveScopeSourceofCompetitiveAdvantageBroadTargetMarketNarrowTargetMarketCostCostLeadershipDifferen-tiationGenericBusinessLevelStrategiesUniqueness战略管理竞争与全球化Chapter4SlidesKeyCriteria:DifferentiationBusinessLevelStrategyValueprovidedbyuniquefeaturesandvaluecharacteristicsCommandpremiumpriceSuperiorqualityRapidinnovationPrestigeorexclusivityHighcustomerservice战略管理竞争与全球化Chapter4SlidesDifferentiationBusinessLevelStrategyRequirements:Constantefforttodifferentiateproductsthrough:DevelopingnewsystemsandprocessesQualityfocusMaximizeHumanResourcecontributionsthroughlowturnoverandhighmotivationCapabilityinR&DShapingperceptionsthroughadvertising战略管理竞争与全球化Chapter4SlidesPrimaryActivitiesSupportActivitiesTechnologicalDevelopmentHumanResourceManagementFirmInfrastructureProcurementInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceMARGINMARGINValueCreatingActivitiesCommontoaDifferentiation

BusinessLevelStrategy战略管理竞争与全球化Chapter4SlidesTechnologicalDevelopmentHumanResourceManagementFirmInfrastructureProcurementInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceMARGINMARGINAcompanywideemphasisonproducinghighqualityproductsHighlyDevelopedInformationSystemstobetterunderstandcustomers’purchasingpreferencesCompensationprogramsintendedtoencourageworkercreativityandproductivityExtensiveuseofsubjectiveratherthanobjectiveperformancemeasuresSuperiorhandlingofincomingrawmaterialstominimizedamageandimprovethequalityofthefinalproductRapidresponsestocustomersuniquemanufacturingspecificationsConsistentmanufacturingofattractiveproductsAccurateandresponsiveorderprocessingproceduresCompletefieldstockingofreplacementpartsStrongcapabilityinbasicresearchInvestmentsintechnologiesthatwillallowthefirmtoconsistentlyproducehighlydifferentiatedproductsSystemsandproceduresusedtofindthehighestqualityrawmaterialsPurchaseofhighestqualityreplacementpartsRapidandtimelyproductdeliveriestocustomersSuperiorpersonneltrainingCoordinationamongR&D,productdevelopmentandmarketingExtensivepersonalrelationshipswithbuyersStrongCoordin-ationamongfunctionsinR&D,MarketingandProductDevelopmentPremiumPricingPrimaryActivitiesSupportActivitiesValueCreatingActivitiesCommontoaDifferentiation

BusinessLevelStrategy战略管理竞争与全球化Chapter4SlidesEffectivenesswithDifferentiationgrowsoutofValueChainactivitiesExamples:HeinekenbeerRawmaterialsCaterpillartractorsServicebuyers’needsquicklyanywhereintheworldIntelmicroprocessorsTechnologicalsuperioritySteinwaypianosRawmaterials&WorkmanshipMercedesBenzautosTechnologyandWorkmanshipDifferentiationBusinessLevelStrategy战略管理竞争与全球化Chapter4SlidesCreatingbarriersbyperceptionsofuniquenessCreatingswitchingcoststhroughdifferentiationRaisingBuyers’PerformanceLoweringBuyers’CostsCreatingSustainabilitythrough:CreateValuewithDifferentiationby:战略管理竞争与全球化Chapter4SlidesDriversofDifferentiationUniqueproductfeaturesUniqueproductperformanceExceptionalservicesQualityofinputsNewtechnologiesExceptionalskillorexperienceDetailedinformationExamples:战略管理竞争与全球化Chapter4SlidesEffectiveDifferentiatorscanremainprofitableevenwhentheFiveForces

appearunattractive战略管理竞争与全球化Chapter4SlidesEffectiveDifferentiatorscanremainprofitableevenwhentheFiveForcesappearunattractiveThreatofNewEntrantsCanfendoffNewEntrantsbecause:Newproductsmustsurpassprovenproducts*Orbeequaltoperformanceatlowerprices*战略管理竞争与全球化Chapter4SlidesCanmitigateBuyerPowerbecause:WelldifferentiatedproductsreducecustomersensitivitytopriceincreasesBargainingPowerofBuyersThreatofNewEntrantsCanfendoffNewEntrantsbecause:Newproductsmustsurpassprovenproducts*Orbeequaltoperformanceatlowerprices*EffectiveDifferentiatorscanremainprofitableevenwhentheFiveForcesappearunattractive战略管理竞争与全球化Chapter4SlidesThreatofNewEntrantsCanfendoffNewEntrantsbecause:Newproductsmustsurpassprovenproducts*Orbeequaltoperformanceatlowerprices*BargainingPowerofSuppliersWellpositionedrelativeto

Substitutesbecause:Brandloyaltytendstoreducenewproducttrialandbrandswitching*ThreatofSubstituteProductsCanmitigateBuyerPowerbecausewelldifferentiatedproductsreducecustomersensitivitytopriceincreasesEffectiveDifferentiatorscanremainprofitableevenwhentheFiveForcesappearunattractive战略管理竞争与全球化Chapter4SlidesBargainingPowerofSuppliersThreatofNewEntrantsCanfendoff

NewEntrantsbecause:Newproductsmustsurpassprovenproducts*Orbeequaltoperformanceatlowerprices*BargainingPowerofSuppliersCanmitigateBuyerPowerbecausewelldifferentiatedproductsreducecustomersensitivitytopriceincreasesEffectiveDifferentiatorscanremainprofitableevenwhentheFiveForcesappearunattractiveThreatofSubstituteProductsWellpositionedrelativeto

Substitutesbecause:Brandloyaltytendstoreducenewproducttrialandbrandswitching*CanmitigateSupplierPowerby:Absorbingpriceincreasesduetohighermargins*Passingonhighersupplierpricesbecausebuyersarebrandloyal*战略管理竞争与全球化Chapter4SlidesRivalryAmongCompetingFirmsinIndustryThreatofNewEntrantsBargainingPowerofSuppliersBargainingPowerofBuyersThreatofSubstituteProductsWellpositionedrelativeto

Substitutesbecause:Brandloyaltytendstoreducenewproducttrialandbrandswitching*CanmitigateSupplierPowerby:**AbsorbingpriceincreasesduetohighermarginsPassingonhighersupplierpricesbecausebuyersarebrandloyalCanmitigateBuyerPowerbecausewelldifferentiatedproductsreducecustomersensitivitytopriceincreasesEffectiveDifferentiatorscanremainprofitableevenwhentheFiveForcesappearunattractiveCanfendoffNewEntrantsbecause:Newproductsmustsurpassprovenproducts*Orbeequaltoperformanceatlowerprices*Brandloyaltyovercomesmuchpricecompetition战略管理竞争与全球化Chapter4SlidesCustomersmaydecidethatthecostof“uniqueness”istoogreatThemeansofuniquenessmay

nolongerbevaluedbycustomersCompetitorsmaylearnhowtoimitateValueChainMajorRisksofaDifferentiationBusinessLevelStrategy战略管理竞争与全球化Chapter4SlidesBreadthofCompetitiveScopeSourceofCompetitiveAdvantageBroadTargetMarketNarrowTargetMarketCostCostLeadershipDifferen-tiationUniquenessGenericBusinessLevelStrategies战略管理竞争与全球化Chapter4SlidesBreadthofCompetitiveScopeSourceofCompetitiveAdvantageBroadTargetMarketNarrowTargetMarketCostCostLeadershipDifferen-tiationFocusedDifferen-tiationFocusedLowCostUniquenessGenericBusinessLevelStrategies战略管理竞争与全球化Chapter4SlidesFocusedBusinessLevelStrategiesinvolvethesamebasicapproachasBroadMarketStrategies.However,opportunitiesmayexistbecause:FocusedBusinessLevelStrategiesLargefirmsmayoverlooksmallnichesFirmmaylackresourcestocompeteindustry-wideMaybeabletoserveanarrowmarketsegmentmoreeffectivelythanindustrywidecompetitorsFocuscanallowyoutodirectresourcestocertainvaluechainactivitiestobuildcompetitiveadvantage战略管理竞争与全球化