【文章內(nèi)容簡介】 o work and leisure? Consumerism? Levels of educationEconomic factors? Business cycles? GDP trends? Interest rates? Money supply? Inflation? Unemployment? Disposable ine? Energy availability and costTechnological? Government spending on research? Government and industry focus on technological effort? New discoveries/development? Speed of technology transfer? Rates of obsolescence 61風(fēng)險且高收益 風(fēng)險和低收益穩(wěn)定且高收益 穩(wěn)定且低收益 高 進(jìn)入障礙 低高退出障礙低進(jìn)入障礙：規(guī)模經(jīng)濟(jì)、產(chǎn)品差異性、資本需求、 轉(zhuǎn)移成本、促銷渠道、政府政策退出障礙：資產(chǎn)專一性、內(nèi)部戰(zhàn)略關(guān)系、情感 障礙、政府和社會制約62GlobalStrategy? Trade policy? Technical standard? Host government policies? Scale economics? Sourcing efficiency? Country specific cost? High product Development cost? Interdependence? Competitors global? High ex/imports? Similar customer need? Global customers? Transferable mktingGlobal petitionGlobal marketconvergenceGovernment influencesCost advantage6364 Procedures? Identifying the key changes in the anization’s environment (no more than 78 points)? Identifying the key variables in terms of the resource profile and petences of the anization (8 ps)? Illustrating the analysis by keeping to quite specific points, rather than overgenerising analysis ? Providing some useful strategic foresights 65Strengths WeaknessMain strengthsCapacity for inno. + + ++ + ++ 7 0Good GP links + + + + + 5 0 Committed employees + + + 0 + 4 0Good joint working with social services + 0 + + 3 1Main weaknessesLack of oute measures 0 5Information mea surement systems 0 6Providerdominated agenda 0 ++ 2 6No financial growth + + 2 3+ 5 3 5 3 7 2 5 5 5 4 Key Issues in the EnvironmentPolitics/ New Tech Rising Demo Competitivelegislation nologies public graphic market + expectation trends66行業(yè)內(nèi)企業(yè)供應(yīng)商 用戶潛在進(jìn)入者替代品ThreatThreatBargain Bargain67資源供方：員工、社會、股東—— 企業(yè)運(yùn)行基礎(chǔ)替代品廠商 同行業(yè)廠商 互補(bǔ)品廠商 潛在進(jìn)入者企業(yè)企業(yè)中間買方：企業(yè)外部配送體系最終買方顧客：企業(yè)生存之本買方 買方潛在顧客 企業(yè)品牌顧客 競爭品牌顧客 流動顧客68‘Best in class’? Thinking? Practice? Competitors? Cooperators? Coordinators objectivesExisting level? resources? capabilitiesRoad 2 Road 1 Road 3Road 3: leapfroggingRoad 2: integrationRoad 1: imitation69Level of Benchmarking Through Examples of MeasuresResources Resource audit Quantity of resources, . ? revenue/employee ? capital intensity Quality of resources, . ? qualifications of employees ? age of machinery ? uniqueness (. patents)Competences in Analysing ? Sales calls per salespersonseparate activities activities ? Output per employee ? Materials wastageCompetences Analysing overall ? Market sharethrough managing performances ? Profitabilitylinkage ? Productivity7071 總體要求不管維持原狀、收縮，或擴(kuò)張，企業(yè)都需在業(yè)務(wù)上作戰(zhàn)略性調(diào)整。本章重點(diǎn)要求分析企業(yè)如何根據(jù)內(nèi)外環(huán)境條件的變化，來選擇相應(yīng)的業(yè)務(wù)發(fā)展戰(zhàn)略，以及在選擇相應(yīng)戰(zhàn)略時應(yīng)考慮具備的條件。 具體目標(biāo)? 業(yè)務(wù)展開途徑選擇? 縱向整合拓展戰(zhàn)略? 橫向多元發(fā)展戰(zhàn)略? 業(yè)務(wù)組合重構(gòu)戰(zhàn)略72業(yè)務(wù)范圍集約戰(zhàn)略整合戰(zhàn)略多元戰(zhàn)略橫向整合縱向整合相關(guān)多元無關(guān)多元前向整合后向整合點(diǎn)線網(wǎng)業(yè)務(wù)范圍進(jìn)入戰(zhàn)略退出戰(zhàn)略調(diào)整戰(zhàn)略購并、自創(chuàng)、聯(lián)盟出售、轉(zhuǎn)讓、關(guān)閉整頓、緊縮、重構(gòu)73 難整合難度 易快 慢進(jìn)入速度內(nèi)部開發(fā)合并或收購聯(lián)合開發(fā)和 戰(zhàn)略聯(lián)盟? 合資企業(yè)? 聯(lián)營? 網(wǎng)絡(luò)組織? 特許 /許可證并購、自創(chuàng)、聯(lián)盟？問題：并購、自創(chuàng)和聯(lián)盟各自條件？74業(yè)務(wù)發(fā)展方向市市場場當(dāng)前新? 退出? 鞏固? 市場滲透 ? 產(chǎn)品開發(fā)? 市場開發(fā)市場開發(fā) ? 差別化（ B）（ C） 產(chǎn)品產(chǎn)品 當(dāng)前當(dāng)前 新新(A) 相關(guān)發(fā)展后向前向水平(B)相關(guān)多元化財務(wù)技能風(fēng)險其它(C)無關(guān)多元化75原材料生產(chǎn) 零部件生產(chǎn) 產(chǎn)品 /工藝研究 /開發(fā)機(jī)器生產(chǎn)原材料供應(yīng) 零部件供應(yīng) 機(jī)器供應(yīng) 財 務(wù)運(yùn) 輸互補(bǔ)產(chǎn)品競爭產(chǎn)品 制造商副產(chǎn)品副產(chǎn)品營銷信息運(yùn) 輸分銷分部 售后服務(wù)前向一體化水平一體化后向一體化76討論題 以下面情況為例 ,說明制定縱向整合決策需要考慮哪些因素的作用 ?摩托車銷售企業(yè)向摩托生產(chǎn)發(fā)展 (后向整 合一體化 )洗衣機(jī)廠自行生產(chǎn)控制電路板 (后向整合 )傳呼機(jī)生產(chǎn)公司向傳呼業(yè)務(wù)發(fā)展 (前向整 合一體化 )77Strategy:Buy orMake?Horizontal Market Structure? How much the buyers?? How much the sellers?Frequency of Transactions? High frequency?? Low frequency?Industrial Competitiveness? Exit and exit obstacles?? Competitive interaction?? More profit?Management Control? Direct or virtual control? Horizontal integration or spinoff?Industrial Development? Competitive chaos?? Market maturity?? Industrial scenarios78? 涉及因素： 設(shè)置成本、交易費(fèi)用 交易風(fēng)險、協(xié)調(diào)可能? 必要性： 出現(xiàn)以下情況，由于交易不確定、 有限理性、投機(jī)性，可考慮縱向整合 —— 買主與賣主數(shù)量很少； —— 對交易依賴性強(qiáng) (資產(chǎn)高度專用性 ) —— 交易十分頻繁? 可能性： 市場進(jìn)入障礙、現(xiàn)有企業(yè)反應(yīng)、 跨地區(qū)文化沖突79討論題? 某生產(chǎn)醫(yī)藥中間體的化工企業(yè)兼并了水泥廠后，推行原來的管理機(jī)制和模式，并由兼并前水泥廠廠長擔(dān)任總經(jīng)理，第一年 (1999)贏利 120萬元；于是， 2023/3公司