试论能源行业事业层策略英文版

Business-LevelStrategyMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter41©2003SouthwesternPublishingCompanyStrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationChapter4Business-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企業服務的對象是誰?(WHO)區隔市場人口統計變數地理變數生活型態個人特質消費模式產業結構特性組織規模市場區隔中的市場區隔利用資訊科技大規模顧客化(masscustomerization)的效益12MarketSegmentation:ConsumerMarketsDemographicfactorsConsumerMarketsSocioeconomicfactorsGeographicfactorsPsychologicalfactorsConsumptionpatternsPerceptualfactorsDem.Soc.Geo.Psy.Con.Per.13MarketSegmentation:IndustrialMarketsIndustrialMarketsEnd-usesegmentsProductsegmentsGeographicsegmentsCommonbuyingfactorsegmentsCustomersizesegmentsEndPro.Geo.Buy.Size14目標顧客想要什麼?(WHAT)確認與了解目標顧客的需求預測目標顧客未知(發現)的需求在顧客之前在對手有行動之前(第一行動者優勢)設法利用本身之核心能力以滿足顧客的需求15TypesofBusiness-LevelStrategiesBusiness-levelstrategiesareintendedtocreatedifferencesbetweenthefirm’spositionrelativetothoseofitsrivalsTopositionitself,thefirmmustdecidewhetheritintendstoperformactivitiesdifferentlyortoperformdifferentactivitiesascomparedtoitsrivals16競爭策略的選擇在特定產業中事業單位針對所選定的市場區隔,如何以競爭策略改善其產品或服務的競爭地位,並建立可持久的競爭優勢策略選擇的考慮因素產業長期獲利率水準與影響獲利之因素產業中企業的相對競爭地位17FiveGenericStrategiesCompetitiveAdvantageCompetitiveScopeCostUniquenessBroadtargetNarrowtargetCostLeadershipDifferentiationFocusedCostLeadershipFocusedDifferentiationIntegratedCostLeadership/Differentiation18產品/市場/核心能力/競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,relativetocompetitors

withfeaturesthatareacceptabletocustomersrelativelystandardizedproductsfeaturesacceptabletomanycustomerslowestcompetitiveprice20CostLeadershipStrategyCostsavingactionsrequiredbythisstrategy:buildingefficientscalefacilitiestightlycontrollingproductioncostsandoverheadminimizingcostsofsales,R&Dandservicebuildingefficientmanufacturingfacilitiesmonitoringcostsofactivitiesprovidedbyoutsiderssimplifyingproductionprocesses21HowtoObtainaCostAdvantageCostDriversValueChainDetermineandcontrolReconfigure,ifneededAlterproductionprocessChangeinautomationNewdistributionchannelDirectsalesinplaceofindirectsalesNewadvertisingmediaNewrawmaterialBackwardintegrationForwardintegrationChangelocationrelativetosuppliersorbuyers22ProductfeaturesPerformanceMix&varietyofproductsServicelevelsSmallvs.largebuyersProcesstechnologyWagelevelsHiring,training,motivationFactorsThatDriveCostsEconomiesofscaleAssetutilizationCapacityutilizationpatternSeasonal,cyclicalInterrelationshipsOrderprocessing anddistributionValuechainlinkagesAdvertising&salesLogistics&operations23支援性

活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企業的基礎建設邊際邊際價值創造活動--成本領導策略組織扁平以減少間接成本簡化規劃程序與成本降低流動率訓練員工以改善效率與效能強調製程創新與改善投資與致力於發展降低製造成本的活動改善採購程序與對供應商關係以降低進貨成本定期評估供應商績效使供應商與生產程序密切配合獲得規模經濟設置可得效率規模的生產設施降低送貨成本選擇低成本的運送人精簡銷售人員與提高素質訂定具競爭力的價格有效率與適當安裝以降低修理率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企業的基礎建設邊際邊際價值創造活動--差異化策略經由資訊系統更了解顧客推行全面品管創新獎勵辦法強調非客觀性績效評量人員訓練注重基礎研究與產品創新發展容易取得高品質原料的系統採購高品質零件妥善處理進料以維持高品質迅速反應顧客需求生產足以吸引顧客的產品正確與快速處理顧客訂單迅速送達貨品安排各種信用交易與顧客及供應商保持密切關係訓練顧客正確使用產品保留完整零件庫存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”bycompetitorsLargecompetitormaysetitssightsonyournichemarketPreferencesofnichemarketmaychangetomatchthoseofbroadmarket47AdvantagesofIntegratedStrategy

Afirmthatsuccessfullyusesanintegratedcostleadership/differentiationstrategyshouldbeinabetterpositionto:adaptquicklytoenvironmentalchangeslearnnewskillsandtechnologiesmorequicklyeffectivelyleverageitscorecompetencieswhilecompetingagainstitsrivals48BenefitsofIntegratedStrategySuccessfulfirmsusingthisstrategyhaveabove-averagereturnsFirmofferstwotypesofvaluestocustomerssomedifferentiatedfeatures(butlessthanatruedifferentiatedfirm)relativelylowcost(butnowaslowasthecostleader’sprice)49MajorRisksofIntegratedStrategyAnintegratedcost/differentiationbusinesslevelstrategyofteninvolvescompromises(neitherthelowestcostnorthemostdifferentiatedfirm)Thefirmmaybecome“stuckinthemiddle”lackingthestrongcommitmentandexpertisethataccompaniesfirmsfollowingeitheracostleadershiporadifferentiatedstrategy50

整合性低成本／差異化策略的風險企業若無法在自己所選定的競爭範疇中建立領導地位，或沒有明確的競爭優勢，便會遭遇夾在其中的風險51HolidayInn個案HolidayInn的發展]創始人—KemmonsWilson於1950年代出外渡假時發現當時旅館業服務品質差且價格不合理的現象Wilson發現市場尚未獲得滿足的需求,於是起了創業的念頭標準化服務—空調/製冰機與合理的房價在1960年代結束前共有1000多家,住房率高達80%市場出現變化旅遊者對於飯店產品與服務的需求出現變化導致市場變化的因素為何競爭者掌握到市場的脈動HyattMotel6與DaysInnHolidayInn改變策略52基本競爭策略的實施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事業層投資策略事業投資策略的考慮競爭地位生命週期效應54事業投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目的在於發展出一個穩定與獨特的競爭優勢需投資大量資金於研發/行銷/服務大多數資金無法內部產生需仰賴外部投資者或創業投資者的援助競爭企業不多,競爭地位不易區分56事業投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鞏固現有地位與提供成長消退期時的生存基礎策略性群體在此時逐漸發展與明顯化—分別追求不同的事業競爭策略弱勢競爭地位的企業無法再繼續於廣泛的市場中全面競爭,而採市場集中策略57事業投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求成長趨緩企業在成長期時錯估市場需求的成長幅度,大肆擴大生產規模,產業出現產能過剩現象競爭變得更為激烈,可能出現價格戰強勢企業與弱勢企業的策略明顯不同弱勢企業開始有退出市場的動作(退出障礙是一重要關鍵因素)58事業投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策略性群體已經明確形成—成本領導群/差異化群企業因為市場已漸趨飽和,需要強力防衛自己的市場與競爭地位(強者)繼續優勢維持與建立的投資決策與行動(弱者)退出市場的行動59事業投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轉向策略是指重新界定經營焦點與重新分配資源以獲得轉機60衰退期競爭強度的研判市場衰退速度退出障礙高度固定成本高低產品的一般特性61衰退產業的策略選擇衰退產業的競爭強度強弱企業在小市場區隔上的優勢低高收割或撤資撤資利基或收割領導或利基62《化妆品术语》起草情况汇报中国疾病预防控制中心环境与健康相关产品安全所一、标准的立项和下达时间2006年卫生部政法司要求各标委会都要建立自己的术语标准。1ONE二、标准经费标准研制经费：3.8万三、标准的立项意义术语标准有利于行业间技术交流、提高标准一致性、消除贸易误差，作为标准体系中的基础标准，术语标准在各个领域的标准体系中均起着重要的作用。随着我国化妆品卫生标准体系建设逐步加快，所涉及的术语和定义的数量也在迅速增长，在此情形下，化妆品术语标准的制定就显得尤为重要。四、标准的制订原则1.合法性遵守《化妆品卫生监督条例》、《化妆品卫生监督条例实施细则》中关于化妆品的定义。2.协调性直接引用或修改采用的方式，与相关标准中的