【正文】 sification Development strategy ?diversification ?Integration: lenovo and IBM defensive（ Legend 的數(shù)據(jù)業(yè)務(wù)） ?quit ?Improve management development ?Intensive (SGM 的卡迪拉克 ) Strategycategory model ? Developed from BCG matrix ? Speed of the market development – The average growth rate ? Position in the market – Relative market share Weak position Strong position Rapid development Slow development question ?Development strategy ?Exit strategy Dog ?exit ?diversification Star ?concentration ?Vertical integration ?Central diversification Cash cow ?Development strategy ?diversification Comparison of 3 models ? SWOT more popular Factors influencing strategyselection ? Current or former strategies – Sometimes success is the mother of failure：如何突破成功的陰影 – A case of newspaper：內(nèi)容定位差異 (申江服務(wù)導(dǎo)報 )——時間定位差異（新聞晨報、午報、晚報） ——途徑定位差異（時代報） ? Company culture: riskaversion, riskpreference ? The reactions of petitors – Characteristics of the industries（完全競爭、壟斷、寡頭） – 威懾的重要性 (preemption of Dupont) ? Interested groups – Shareholders： USA vs. Japan – managers： personal goals and pany’s goals – Employees: a coal mine factory in US – customers – suppliers – Investors/loaner: venture capital – Government:一家與政府打官司的環(huán)保企業(yè) – Society ? Organizational structure： – Influence the strategic decisionmaking：information transfer – Influence the strategy implementation: IBM’s practice in software Session 7 Competitive Strategies Generic strategies of Porter 成本領(lǐng)先戰(zhàn)略 差異化戰(zhàn)略 Cost Leadership Differentiation 專一經(jīng)營戰(zhàn)略 Niche/focus Sources of petitive advantage Low cost Differentiation Broad market Niche market Scope of petition Cost Leadership ? Get petitive advantage by providing products and services with low cost ? Price and profit of a lowcost pany (figure) ? Context – 用戶對價格十分敏感（普遍敏感 /情景型敏感 收入下降時 ） – 實現(xiàn)產(chǎn)品差別化的途徑很少 – 購買者不在意品牌間的差別 – 存在大量討價還價的購買者 (中國式菜場 ) The way to achieve low cost ? Scale effect – Limited by the nature of the business, products, market, and the management ? Learning curve（ experience curve） – 經(jīng)驗曲線效應(yīng)來源：熟練，專業(yè)化，默會知識顯性化（吹燈泡），創(chuàng)新（了解越深，越有創(chuàng)新可能，本田宗一郎），標準化 – 學(xué)習(xí)曲線的共性 – 企業(yè)間的學(xué)習(xí)效果差異（吃一塹長一智，與反復(fù)跌跟頭） ? The design of the products and process ? Take full advantage of the capacity(多流水線與智能流水線） ? The site of the business（企業(yè)集群 ,張江） ? The time of entering：先進入者與后進入者 ? Relation with the value chain：供應(yīng)鏈上的合作 ? Effect of synergy（跨業(yè)務(wù)）：多元化 Disadvantages of cost leadership ? The disaster of price wars（中國電視行業(yè)，空白－崛起－價格競爭－低效益） ? Market suitability of low cost（派克，中國絲綢） ? Ignore the more profitable petitive strategies ? Lack of innovation（ TV） ? Destroy the industrial cooperation and the profitability of the whole industry家樂福和炒貨商） ? Conflicts among cost objectives材料、部件的適用性與采購成本） ? Conflict between cost and value（招標與最低報價） ? Cost leadership and the profit (the adjustment of GE’s No1, No2 strategy, from revenue to profit） ? Cost leadership, the efficiency of corporate operation, the petition among different governance structure Differentiation Strategy ? Provide extra value for customers by differentiation ? Sources of differentiations – category：服務(wù)水平、產(chǎn)品性能、工藝設(shè)計、等 – relativity（與眾不同， 星巴克 ，一家不知名的餐館） – Different products and different customers（北京的汽車改裝市場） ? Valuable differentiation – Could be recognized by customers – Hard to copy（本田的發(fā)動機） – Reasonable premium Disadvantages of differentiation strategy ? Can not get appreciated by the market ? Too high price/premium ? Disharmony of the value chain ? Copied by others ? Breakthrough of tech and the invalidation of diff. ? Innovation and diff.（軟盤的發(fā)展悖論） Niche strategy ? Concentrated in one or several market segments（勞斯萊斯） ? Provide value for certain customers ? Closely cooperate with customers Competitive strategies and business lifecycle ? Different petitive strategies at different stage of the business lifecycle ? 只有夕陽的企業(yè)，沒有夕陽的產(chǎn)業(yè) ? 案例：紡織行業(yè)的發(fā)展 – 上海的重大戰(zhàn)略決策 – 浙江塖州領(lǐng)帶產(chǎn)量占世界三分之一 – 廣東東莞大朗鎮(zhèn)毛衣產(chǎn)量每年超過 2億件 – 其他：布藝，襯衫，羽絨，童裝，牛仔服，手套，面料 Competitive strategies and industrial features ? Emerging industries ? Features of this kind of industries – Instability of tech（藥物試驗與中國人口資源） – Lack of perfect cooperation system（上海的 IC產(chǎn)業(yè) ,中國漢字） – Lack of industrial standard（ 3G之爭） – Need a lot of investment, market cultivation ? Key points of strategies – Concentration of resources – Building industry structure, industrial standard and order（華宏的 VC部門） – Change the doorsill 壁壘（ Critical mass） – Proper time of enter (Game theory) ? Mature industries ? Features – Relative maturity of tech (Microwave oven) – Large market size, usually ? Alternative strategies: cost vs. differentiation – 優(yōu)化產(chǎn)品系列 – 創(chuàng)新 – 產(chǎn)業(yè)結(jié)構(gòu)重組 :書店與網(wǎng)上書店 – 國際化：中國企業(yè)的國際化（貝拉維拉， made in France?） – 向相關(guān)產(chǎn)業(yè)轉(zhuǎn)移 ? Scattered industries ? features：進入壁壘低，缺乏規(guī)模經(jīng)濟效應(yīng)，市場需求差別大，市場需求的地域化，政府對規(guī)模的限制 ? Possible strategies：產(chǎn)品技術(shù)或流程的再設(shè)計，標準化，經(jīng)營模式創(chuàng)新（連鎖），集中戰(zhàn)略 Disasters in petitive strategies ? same strategies applied by all petitors：日本的巧克力行業(yè) ? Bottleneck in applying some strategies：日本的進口限制與產(chǎn)業(yè)發(fā)展 ? Assessment of the strategies：本地，全國，世界（節(jié)能，空調(diào)，洗衣機） ,local petition to international petition (Haier 的國際化 , Walmart in Japan) 戰(zhàn)略要有所取舍，有舍才會有得 Session 8 Critical Mass ? 臨界數(shù)量（ Critical mass）的概念最初來源于核物理，其中文譯名為“臨界質(zhì)量”。 ? 不同的技術(shù)，不同的擴散環(huán)境，對于擴散達到臨界數(shù)量的要求可能都有影響 114 Business Strategy Critical Mass Races Positive feedback and winnertakeall ? 當兩個或更多的公司爭奪正反饋效應(yīng)很大的市場時，只有一個會成為贏家。 119 Business Strategy Critical Mass Races 每一個使用者的數(shù)量取決于其他使用者的數(shù)量 Price Quantity P1 Q1 bandwagon model 花車效應(yīng)增加了該項服務(wù)對網(wǎng)絡(luò)中每個 使用者的價值，即產(chǎn)品的邊