【正文】 Tele (CEO John Roth) Bay Networks (CEO Dave House) ==Nortel Networks CASE: AMDNexGen After many years of selling reverseengineered Intel clones, Advanced Micro Devices (AMD) had invested heavily in the selfdeveloped K5 chip to pete against Intel’ s Pentium. When K5 proved disappointing, AMD realized it needed a new design approach for subsequent generations of microprocessors. AMD undertook extensive due diligence to ensure that the target had the right capability. AMD’ s managers and internal technical staff assess NexGen’ s technological petence and design concept. They were soon exited by the gifted engineering team and its promising new methodology for chip design, both of which could be employed for making successive product generations. AMD also ascertained that the developed chip concept could be supported by its existing marketing capabilities. Finally, AMD found that the panies shared an engineeringteamdominated environment, with a relatively open culture that encouraged interaction. And NexGen passionately shared AMD’ s vision of beating Intel. Apart from ensuring that AMD was getting the capability it needed, this indepth investigation convinced the people at NexGen that joining AMD was a good idea. NexGen was a young pany struggling with cash flow, and its people appreciated the opportunity to ramp up the development of their ideas and bring them to fruition. Their agreement paved the way for a smooth integration and lead to the successful redesign and launch of the K6 microprocessor. Early reports on the K7 chip, which is based on a new architecture, suggest that it actually outperforms Intel’ s forthing Katmai chip. Get the Right Mix of Bricks Clicks (1) ? Success in the new economy will go to those who can execute clicksandmortar strategies that bridge the physical and the virtual worlds. CASE: Office Depot’ s Seamless Strategy 。 技術(shù)戰(zhàn)略 產(chǎn)品技術(shù)路徑圖 戰(zhàn)略意圖 戰(zhàn)略均衡 驅(qū)動(dòng)力量 競爭戰(zhàn)略 產(chǎn)品戰(zhàn)略 技術(shù)戰(zhàn)略 在恰當(dāng)?shù)臅r(shí)機(jī)加速新技術(shù)的引入，創(chuàng)造出市場不連續(xù)性（躍遷點(diǎn)），并努力開發(fā)相關(guān)的市場機(jī)會(huì) 技術(shù)定位 ： ?根據(jù)時(shí)間 、 生命周期階段 、 產(chǎn)品與工藝技術(shù)的知識(shí)產(chǎn)權(quán)狀況來開拓與保護(hù)市場空間 。 產(chǎn)品定位 ： 集中關(guān)注網(wǎng)絡(luò)與過程 ?從層次結(jié)構(gòu)向 網(wǎng)絡(luò)結(jié)構(gòu) 轉(zhuǎn)變，既強(qiáng)調(diào)過程，也強(qiáng)調(diào)產(chǎn)品團(tuán)隊(duì)成員之間的關(guān)系。 ?學(xué)習(xí)如何學(xué)習(xí) 。 ?運(yùn)用 戰(zhàn)略聯(lián)盟 與 經(jīng)濟(jì)網(wǎng)絡(luò) 抵消企業(yè)經(jīng)營與技術(shù)價(jià)值鏈的不足之處 。 ?理解 產(chǎn)業(yè)邊界與競爭規(guī)則的變遷 ， 及其促成的市場機(jī)會(huì) 。 ?要意識(shí)到基于資本的經(jīng)營方式所存在的局限性；意識(shí)到追求單位成本最小化的盲目性 。 ?訓(xùn)練與委托下一代經(jīng)理創(chuàng)建愿景 ， 投資建立核心能力并發(fā)展需 要的未來能力 。連續(xù)性 ?過程 ?控制 ? 技術(shù)只是提供解決方案，決定最終的產(chǎn)品形式還是顧客，因此，要密切結(jié)合經(jīng)營價(jià)值鏈與技術(shù)價(jià)值鏈 ： 經(jīng)營價(jià)值鏈 原材料 研究 設(shè)計(jì) 工程化 裝配 營銷 分銷 服務(wù) 技術(shù)價(jià)值鏈 戰(zhàn)略目標(biāo) 戰(zhàn)略要素 投資 平臺(tái) 成套產(chǎn)品 能力 技能 確定技術(shù) 設(shè)備層次 、 技術(shù) 技術(shù)源 Focus of Customers 企 業(yè) 能夠影響但沒有必要控制經(jīng)營價(jià)值鏈活動(dòng)的結(jié)果 Focus of Firms 企 業(yè) 既能夠選擇也能夠控制技術(shù)價(jià)值鏈活動(dòng)的結(jié)果 MATI戰(zhàn)略模型 戰(zhàn)略 信息流 技術(shù)價(jià)值鏈 經(jīng)營價(jià)值鏈 結(jié)構(gòu) 績效 文化 ? 技術(shù)領(lǐng)先者戰(zhàn)略 (technological pioneering strategy) Jack Welch（ 1989） , Chairman and CEO of General Electric ? To succeed in today39。在信息市場中，減少平均成本的關(guān)鍵在于增加銷量，通過反復(fù)使用和銷售來增加銷量，減少平均成本。市場最先接受的產(chǎn)品，其后的占有率會(huì)更多。 縮短產(chǎn)品開發(fā)周期的方法 ? Three Concepts – RD cycle time – New Product Development Cycle – Lead Time ? “ fuzzy front end” of the RD cycle: defined as “ the period before specific customer and business requirements are fully defined and or before specific technical solutions are available” . – Mechanics and Impact Diagnostic Matrix (Robert E. Burkart, IRI) – Lead User method ? NPD cycle time – concurrent engineering – crossfunctional teamwork – early involvement mechanism 技術(shù)戰(zhàn)略管理 ? 技術(shù)戰(zhàn)略的重要推動(dòng)因素 （ driven force） – 使 RD符合市場需要（大約 85%） – 縮短新產(chǎn)品進(jìn)入市場的時(shí)間（大約 75%） – 在有限資源下管理 RD（大約 70%）： RD投入強(qiáng)度 ? 技術(shù)戰(zhàn)略與企業(yè)經(jīng)營戰(zhàn)略之間的整合 – Peteraf (1994) ~ LDCs – 技術(shù)戰(zhàn)略與經(jīng)營戰(zhàn)略的聯(lián)結(jié)人物 ? CEO（ 70%公司） ? RD副總裁（約 60%） ? 高層技術(shù)主管（ CTO） ? 財(cái)務(wù)主管（ 1/3日本公司） ? 典型的技術(shù)戰(zhàn)略 – Technological leader strategy – Second mover strategy – Creative imitation strategy – Niche market strategy 網(wǎng)絡(luò)時(shí)代的經(jīng)濟(jì)游戲 90年代以來信息技術(shù)的革命，特別是互聯(lián)網(wǎng)的出現(xiàn)與廣泛地商業(yè)化應(yīng)用，使人們注意的焦點(diǎn)從 “貨幣財(cái)富”轉(zhuǎn)向“信息財(cái)富”。 ? 領(lǐng)先用戶 (lead user) （ 1）他們對(duì)技術(shù)產(chǎn)品的需求一般會(huì)成為整個(gè)行業(yè)的需求，但他們的需求比普通用戶提前數(shù)月甚至是數(shù)年； （ 2）他們期待能滿足自身的這些瓶頸需要，以獲取潛在的巨大利益。 ? 管理意義 – 通過理解創(chuàng)新的預(yù)期利潤是如何分配的 ， 我們可以預(yù)測創(chuàng)新的可能源； – 通過改變預(yù)期利潤的分布 ， 我們有可能改變創(chuàng)新源 。 創(chuàng)新的功能源 ? 創(chuàng)新的功能源 （ functional sources） 創(chuàng)新類型 用戶 制造商 供應(yīng)商 其他 NA(n) 總數(shù) (n) 科學(xué)儀器 77% 23% 0% 0% 17 111 半導(dǎo)體與印刷板工藝 67% 21% 0 12% 6 49 拉制成型工藝 90% 10% 0 0 0 10 牽引式鏟車及相關(guān)創(chuàng)新 6% 94% 0 0 0 16 工程塑料 10% 90% 0 0 0 5 塑料填加劑 8% 92% 0 0 4 16 工業(yè)氣利用 42% 17% 33% 8% 0 12 熱塑料利用 43% 14% 36% 7% 0 14 線路終端設(shè)備 11% 33% 56% 0 2 20 NOTE： NA案例不進(jìn)入表中的百分比計(jì)算。 產(chǎn)品族與產(chǎn)品平臺(tái)（ 5） 產(chǎn)品族 /產(chǎn)品平臺(tái)的測度指標(biāo) ? 效率 (platform efficiency) – the degree to which a platform allows economical generation of derivative products, which equal to the ratio of RD cost for derivative product to RD costs for platform version(Meyer, Terzakian, and Utterback,1997)。 ? Welldesigned platform for software products can provide substantial RD productivity benefits for development anization. ? Platform architecture can allow a software pany to bee a conduit for other individuals or panies building modules based on that architecture, ., bee the standard or basis of largescale innovation. 產(chǎn)品族與產(chǎn)品平臺(tái)（ 4） 產(chǎn)品平臺(tái)的變動(dòng)類型 ? Platform extension: (1)particular subsystems within the existing platform design are substantially changed and enhanced, and/or (2)new subsystems are added to the design without disturbing the primary subsystems and interfaces in the existing design. ? Platform renewal: the product design is rearchitected to incorporate major new subsystems and new subsystem interfaces. 產(chǎn)品平臺(tái)開發(fā)小組 ? 產(chǎn)品平臺(tái)開發(fā)小組的構(gòu)成： (1) central RD為主 。The platform also embraces the manufacturing technologies and processes employed in production (Meyer, Terzakian, and Utterback,1997)。 虞有澄 ， 《 我看英特爾 —— 華裔副總裁的現(xiàn)身說法 》 ， 北京：三聯(lián)書店 ， 1996年 。 由于使用