4事業(yè)層策略(3)(文件)
【正文】 質(zhì) 訂定具競(jìng)爭(zhēng)力的價(jià)格 有效率與適當(dāng)安裝以降低修理率 24 Questions Leading to Lower Costs 1. How can an activity be performed differently or even eliminated? 2. How can a group of linked value activities be regrouped or reordered? 3. How might coalitions with other firms lower or eliminate costs? 25 Cost Leadership Strategy and the Five Forces of Competition Rivalry Among Competing Firms Can use cost leadership strategy to advantage since: ? petitors avoid price wars with cost leaders, creating higher profits for the entire industry Bargaining Power of Suppliers Five Forces of Competition 26 Cost Leadership Strategy and the Five Forces of Competition Bargaining Power of Buyers Can mitigate buyers’ power by: ? driving prices far below petitors, causing them to exit and shifting power with buyers back to the firm Bargaining Power of Suppliers Five Forces of Competition 27 Cost Leadership Strategy and the Five Forces of Competition Bargaining Power of Suppliers Can mitigate suppliers’ power by: ? being able to absorb cost increases due to low cost position ? being able to make very large purchases, reducing chance of supplier using power Bargaining Power of Suppliers Five Forces of Competition 28 Cost Leadership Strategy and the Five Forces of Competition Bargaining Power of Suppliers Five Forces of Competition Threat of New Entrants Can frighten off new entrants due to: ? their need to enter on a large scale in order to be cost petitive ? the time it takes to move down the learning curve 29 Cost Leadership Strategy and the Five Forces of Competition Threat of Substitute Products Cost leader is well positioned to: ? make investments to be first to create substitutes ? buy patents developed by potential substitutes ? lower prices in order to maintain value position Bargaining Power of Suppliers Five Forces of Competition 30 Major Risks of Cost Leadership Strategy ? Dramatic technological change could take away your cost advantage ? Competitors may learn how to imitate value chain ? Focus on efficiency could cause cost leader to overlook changes in customer preferences 31 Differentiation Strategy An integrated set of actions designed by a firm to produce or deliver goods or services (at an acceptable cost) that customers perceive as being different in ways that are important to them – price for product can exceed what the firm’s target customers are willing to pay – nonstandardized products – customers value differentiated features more than they value low cost 32 Differentiation Strategy ? Value provided by unique features and value characteristics ? Command premium price溢價(jià) ? High customer service ? Superior quality ? Prestige or exclusivity ? Rapid innovation 33 Differentiation Strategy Differentiation actions required by this strategy: – developing new systems and processes – shaping perceptions through advertising – quality focus – capability in RD – maximize human resource contributions through low turnover and high motivation 34 How to Obtain a Differentiation Advantage Cost Drivers Value Chain Control if needed Reconfigure to maximize customer perceptions of uniqueness customer reluctance to switch to nonunique product ? Raise performance of product or service ? Lower buyers’ costs ? Create sustainability through: 35 Factors That Drive Differentiation ? Unique product features ? Unique product performance ? Exceptional services ? New technologies ? Quality of inputs ? Exceptional skill or experience ? Detailed info
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