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【正文】 accounts receivable both benefit from valuechain control. Business China 12/07/98 2020/7/6 William A. Fischer 36 Industry Restructuring amp。 Hoenig 2020/7/6 William A. Fischer 28 Comparing High amp。 it follows. It is losing market share, it is losing capabilities, it has the wrong set of petencies, it is demoralized, its activities have little impact. In fact, all around us we can observe panies that are in a state worse than death they have joined the living dead, aware (or not) that whatever they do makes little difference to their situation, and yet they feel pelled to keep on acting, producing, carrying on. Death is most often a long drawn out affair. Even with inept management, it still takes a long time to destry a large pany with once strong, if currently obsolete capabilities. Death is no stranger to the ranks of once powerful manufacturing panies. Every industry has its share of the dead, as well as the terminally ill and the walking wounded. Tom Vollmann: 2020/7/6 William A. Fischer 22 Death Signals of the nonpetitive ? staying level of falling behind the petition ? risk aversion ? bureaucracy ? losing capabilities ? erosion of what were once distinctive petencies ? internal focusing of corporate attention ? limited knowledge of the customer ? panic decisions to reduce shortrun costs ? not developing people ? ? Tom Vollmann 2020/7/6 William A. Fischer 23 In Hyperpetitive Markets Such as those characterizing global markets in the late 20th century, that are filled with 搒 urprises? 1. the ability to navigate from one product generation to another is the basis for sustained petitive advantage. Think about Wang! 2. great anizations are necessary to produce great products (more than once), while great products do not guarantee great anizations. 3. 揌 igh returns are not sustainable in a particular market, but the process of generating high returns can be sustainable. last quote is from: Capon, Farley amp。2020/7/6 William A. Fischer 1 Lessons from Competitve Experiences . Fischer CEIBS, Shanghai February 1, 1999 2020/7/6 William A. Fischer 2 Understanding Rivalry: The Heart of the Competitive Equation 2020/7/6 William A. Fischer 3 The Nature of Economic Inquiry ?the focus of economics [from a Western, marketoriented perspective] has largely been on how well an economy allocates resources, given preferences and technologies. Richard R. Nelson especially where firms are the principal allocating agents 2020/7/6 William A. Fischer 4 The Nature of the Players ?economists tend to see firms as players in a multiactor economic game ... Richard R. Nelson 2020/7/6 William A. Fischer 5 The Nature of Rivalry The essence of rivalry is a striving for potentially inpatible positions ? Frederic M. Scherer ?the jockeying for share by firms within a market. Besanko, Dranove amp。 Hoenig 2020/7/6 William A. Fischer 24 Early Lessons from In Search of
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