【正文】 dustrial policy Natural environment ? Geographical position ? Resources status（ Japan and USA） ? 生態(tài)環(huán)境 – 巨大的環(huán)保市場 – 綠色經濟學院？ ? 中國的能源危機與企業(yè)的發(fā)展戰(zhàn)略 ? 燃氣轎車的研制 International environment ? Globalization and 信息化 ? International petition ? Multinational panies in China – Good points – Bad points ? Chinese panies going abroad Industrial environment Session 2 continued ? If you will set up a business, which industry will you choose? ? Why the nobrand PC (組裝電腦 ) only could get low profit? ? Why it is more expensive for you to use phone in China? (Newspaper) Industrial environment ? Fiveforces model Bargaining power of buyers Bargaining power of suppliers Substitute products Potential entering Current petition Several cases ? The diversification strategy of VV Group ? From the substitute ? The goingabroad of Bao Steel ? From the bargaining power of suppliers ? The expanding to retail of 999 Pharm. ? From the bargaining power of buyers ? 電信、有線電視的網絡鋪設戰(zhàn)略 ? From the potential petitors (preemption) petition ? Quantity and power of current petitors – A lot of petitors with equal power（組裝電腦） ? Cost structure – 投資周期長，固定成本高（航空業(yè)） ? The industrial development: slowfierce (家電 ) ? Differences of products and services: lowfierce ? Barrier of exiting （專用性、互補性、情感） entering ? Barriers of entering – Scale economy （學習曲線）（ SGM） – Differences of products （有形 /無形） – Investment needed （電信網絡） – Sales channel （外資與中國的合作） – Government policy （地下錢莊） ? Potential petitors – 業(yè)務具有協(xié)同性的企業(yè)（上下游企業(yè)）（雷允上 國大藥房，家樂福－相關企業(yè)） – 其他克服進入障礙的能力（資金、技術 ABB、政策等） power of suppliers ? Concentration of the upper stage of production chain, 上游產業(yè)集中度高、規(guī)模大 ? The difference of products of different suppliers, switch cost – 信息系統(tǒng)供應商及其策略：虧本的買賣 ? No threat from substitute products （電力） ? The forward integration power of supplier （制藥與藥店） ? Low importance of the pany to its supplier,產業(yè)本身并非供應商的重要客戶 power of buyers ? The purchase volume of buyers, 客戶采購量大（沃爾瑪） ? Standard products or not ? The cost position of the product for customer, 產品在客戶成本中的地位 ? The profit level of buyers （關注車價行情的環(huán)保公司） ? The switch cost of buyers ? The backward integration power of buyers, 客戶進行后向整合的能力 Substitutes ? The balance between substitutes, 替代品間的制衡（太陽能 /燃氣 /電熱，有線通 /電信寬帶） ? The petitive substitute, （電視機 /投影儀） – Improve quality/price – Produced by profitable panies, 由獲利較高的產業(yè)生產 The entering and exiting barriers high risk, high profit high risk, low profit Low risk, high profit low risk, low profit Entering barriers high low high low Exiting barrier 示例：美國不同產業(yè)的資產收益率 平均資產收益率（％） 產業(yè) 制藥 飲料 電信 化妝品 科學、照相、控制設備 出版、印刷 煙草 批發(fā) 綜合百貨店 保險 商業(yè)銀行 Beyond the 5forces ? Too much emphasis on adversarial ―value capture‖, not enough on ―value creation‖ ? Coopetition: joint focus on creation and capture of value ? Industry accounts for about 20% of total variance in ROA ? Evolution of industry structure Session 3 Resources and Capability ? If you are the general manager of a pharmaceutical pany, what do you think is the most important resource in your pany? Case: Glaxo ? Problem – 1980－ 1985： Zantac, 胃潰瘍 , accounted for 44% of the revenue and 50% of the profit。 – 1997, patent expired, every pany could produce this medicine。 – More petitive patent, Losec ? Actions – Acquisition of 3 panies to get more patents – More petent Ramp。D department – And so on Categories of resources ? Visible – Physical: 設備、原材料、地理位置（ walmart vs. carrefare） – Intangible assets： patent, brand ? Invisible (tacit) – Management – Ramp。D capability – Coordination Ranks of resources Critical core basic periphery 競爭優(yōu)勢 高 低 Critical resources for success ? Perspective from industry – Certain industry emphasize the importance of certain resources – Pharmaceuticals, supermarket, automobile ? Identify the critical resources – Customers: customer need, segments – Competition: petitors’ resources and customers, parative advantages ? Criticism – Under current structure, not futureoriented – Case: Dell Acquirement of resources ? Purchasing – Advantage: scale economy, efficiency under petition – Disadvantage: information leakout, transaction cost, suitability – Certain resources vs. a package of resources – . Nike, Toyota，克萊斯勒與奔馳， HP與 Compaqu ? Producing – The opposite – . SAIC（ 60 subsidiary panies） Case: an oil refiner ? Back ground – Oil refiner A: access to crude oil at $10 per barrel – Others: $ 20 per barrel ? Question: dose A have a cost advantage? Will A be more profitable? ? Implication – Where value e from? Key resources, brand, certain capability and so on – Recognize unique resources, protect unique resources, and maximize returns from unique resources Value creation from resources Input Funds HR Materials And so on Process Manufacturing Ramp。D Marketing Managing output Market share Customer satisf. Revenue Profit Output – Input = valueadded Case: a region 北京 上海 浦東 平均 水平 電子 信息 汽車 石化 鋼材 成套 設備 生物 醫(yī)藥 比率 工業(yè)增加值率比較 （ 2022） ％ 出口與傾銷，國際市場與國內市場，利潤的分配 General value chain infrastructure HRM Technology Finance, etc. Secondary activity purchase production storage marketing service Main activity Profit Develp 許多企業(yè)都是在價值鏈的某個或某幾個環(huán)節(jié)獲得競爭優(yōu)勢（沃爾瑪與家樂福，麥當勞， HP） Value chain system Valuechain of supplier Value chain Value chain of buyer Value chain of customer Value chain system 還有一些企業(yè)從價值鏈體系中尋找獲得競爭優(yōu)勢的機會（舉例， Clusters） Core Competence ? Praharad and Hame