企业横向战略的分析(英文版)

企业横向战略的分析(英文版)Horizontalstrategyisacoordinatedsetofgoalsandpoliciesacrossdistinctbutinterrelatedbusinessunits.Itisrequiredatthegroup,sector,andcorporatelevelsofadiversifiedfirm.Itdoesnotreplaceoreliminatetheneedforseparatebusinessand/orbusinessunitstrategies.Rather,horizontalstrategyprovidesforexplicitcoordinationamongbusinessunitsthatmakescorporateorgroupstrategymorethanthesumoftheindividualbusinessunitstrategies.September200221.TheGrowingImportanceofHorizontalStrategy⑴Diversificationphilosophyischanging⑵Emphasisisshiftingfromgrowthtoperformance⑶Technologicalchangeisproliferatinginterrelationshipsandmakingthemmoreachievable⑷MultipointcompetitionisincreasingSeptember200232.IntrrelationshipsAmongBusinessUnits⑴TangibleInterrelationships①ProcurementInterrelationships.Source:commonpurchasedinputs;Possibleformsofsharing:jointprocurement.②TechnologicalInterrelationships.Source:commonproduct(orprocess)technology,commontechnologyinothervalueactivities,oneproductincorporatedintoanother,interfaceamongproducts;Possibleformsofsharing:jointtechnologydevelopment,jointinterfacedesign.September20024③InfrastructureInterrelationships.Source:commonfirminfrastructureneeds,commoncapital;Possibleformsofsharing:sharedraisingofcapital,sharedcashutilization,sharedaccounting,sharedlegaldepartment,sharedgovernmentrelations,sharedhiringandtraining,etc.④ProductionInterrelationships.Source:commonlocationofrawmaterials,identicalorsimilarfabrication(orassembly)process,identicalorsimilartesting/qualitycontrolprocedures,commonfactorysupportneeds;Possibleformsofsharing:sharedinboundlogistics,sharedcomponentfabrication,sharedassemblyfacilities,sharedtesting/qualitycontrolfacilities,sharedfactoryindirectactivities,sharedsiteinfrastructure.September20025⑤MarketInterrelationships.Source:commonbuyer,commonchannel,commongeographicmarket;Possibleformsofsharing:sharedbrandname,crosssellingofproducts,bundledorpackagedselling,crosssubsidizationofcomplementaryproducts,sharedmarketingdepartment,sharedsalesforce,sharedservice/repairnetwork,sharedorderprocessingsystem,sharedphysicaldistributionsystem,sharedbuyerordistributorfinancingorganization.September20026⑶CompetitorInterrelationshipsTheystemfromtheexistenceofrivalsthatactuallyorpotentiallycompetewithafirminmorethanoneindustry.Thesemultipointcompetitorsnecessarilylinkindustriestogetherbecauseactionstowardtheminoneindustrymayhaveimplicationsinanother.September200273.TheStepsofFormulatingHorizontalStrategy⑴Identifyalltangibleinterrelationships.(seeFigure2A&B)Thefirststepindoingsoistoexaminevaluechainsofeachbusinessunitforactualandpossibleopportunitiesforsharing.Inadiversifiedfirmwithmanybusinessunits,tosimplifytheanalyticaltaskofidentifyinginterrelationships,itmaybepossibletobreakupadiversifiedfirmintoanumberofclustersofbusinessunitsthathavemanyinterrelationshipsamongthemselves,butrelativelyfewwithotherclusters.September20028September20029⑵Tracetangibleinterrelationshipsoutsidetheboundariesofthefirm.Afirmwillrarelycompeteinalltheindustriesthatarerelatedtoitscurrentbusinessunits.Thus,itisnecessarytoidentifyinterrelationshipsbetweenafirm’sexistingbusinessunitsandotherindustriesnotcurrentlyinitsportfolio.⑶Identifypossibleintangibleinterrelationships.Signalsofpotentialintangibleinterrelationshipsincludesimilaritiesingenericstrategy,buyertype,orvaluechainconfiguration.Manypotentialintangibleinterrelationshipsareusuallypresent,whichmakesscreeningthemtoaccesstheirimportancetocompetitiveadvantageanessentialtask.September200210⑷Identifycompetitorinterrelationships.(Figure1)Afirmmustidentifyallitsmultipointcompetitors,potentialmultipointcompetitors,andcompetitorspursuingdifferentpatternsofinterrelationships.⑸Assesstheimportanceofinterrelationshipstocompetitiveadvantage.Thenetcompetitiveadvantagefromatangibleinterrelationshipisafunctionoftheadvantagefromsharing,thecostsofsharing,andthedifficultyofmatchingtheinterrelationships.Thechallengeistoisolatetheimportantones.September200211⑥Diversifytostrengthenimportantinterrelationshipsorcreatenewones.⑦Sellbusinessunitsthatdonothavesignificantinterrelationshipswithothersorthatmaketheachievementofimportantinterrelationshipsmoredifficult.⑺CreatehorizontalorganizationalmechanismstoassureimplementationSeptember2002124.InterrelationshipsandDiversificationStrategyTangibleinterrelationshipsshouldbethestartingpointforformulatingdiversificationstrategy.Thepresenceofinterrelationshipsperseisnotsufficientjustificationforenteringanindustryunlesstheyallowafirmtotransformanunattractiveindustryintoanattractiveone.Seekingindustrieswithbothanattractivestructureandinterrelationshipsthatwillyieldthefirmacompetitiveadvantageincompetinginthoseindustriesarethedualguidestodiversificationstrategy.September200213⑴DiversificationBasedonTangibleInterrelationshipsAmarket-orienteddiversificationstrategyaimstosellnewproductstocommonbuyers,channels,orgeographicmarketsinordertoreapthebenefitsofmarketinterrelationships.Aproduct-orienteddiversificationstrategyaimstoproducesimilarproductswithsharedproductionvalueactivities.Procurementinterrelationshipsoftenstemfromproductioninterrelationships.Atechnology-orienteddiversificationstrategy

aimstodeveloporenternewindustriesbasedonsimilarcoretechnologies,thatinvolveproductssoldtoeitherexistingornewmarkets.September200214⑵DiversificationThroughBeachheads(intangibleinterrelationships)Akeytestofdiversificationopportunitiesbasedonintangibleinterrelationshipsistheirpotentialasabeachhead.⑶DiversificationandCorporateResourcesDiversificationisameanstowidenafirm’sstockofassetsandskillsbyexpandingtheperimeterofthevalueactivitiesinwhichitparticipates.Thebestdiversificationisthatwhichdoesboth----itreinforcesthefirm’sexistingstrengthsandcreatesthebasisfornewones.September2002155.OrganizationalMechanismsforAchievingInterrelationships⑴HorizontalStructureHorizontalstructurereferstotemporaryorpermanentorganizationalentitiesthatcutacrossbusinessunitboundaries,supplementingthebusinessunitstructure.①GroupingBusinessUnits.Groups(andsectors)shouldbeconstructedaroundtheinterrelationshipsthataremostsignificantforcompetitiveadvantage,growingoutofasystematiclookatalltheinterrelationshipswithinthefirm.Unlessoneformofinterrelationshipisdominantthroughoutanentirefirm,differentgroupsshouldbebasedondifferenttypesofinterrelationships.September200216②PartialCentralization.Itmaybeappropriatetocentralizevalueactivitiesbecauseofimportantinterrelationships,whilestillmaintainingtheprofitresponsibilityofbusinessunits.③OtherCross-BusinessUnitOrganizationMechanisms.⒈MarketFocusCommittees.⒉Technology,ChannelandOtherInterrelationshipCommittees.⒊TemporaryTaskForces.④GrouporCorporateInterrelationshipChions.Afinalstructuraldeviceistheappointmentofexecutivesatthegroup,sector,orcorporateleveltoactaschionsforinterrelationships.September200217⑶HorizontalHumanResourcePractices①PersonnelRotationamongBusinessUnits.②SomeFirmwideRoleinHiringandTraini