【文章內(nèi)容簡介】 ， Clusters） Core Competence ? Praharad and Hamel：企業(yè)擁有的獨特技能、智力資本和隱性知識，是創(chuàng)造顧客價值和企業(yè)創(chuàng)新的源泉，決定了企業(yè)的競爭優(yōu)勢和可持續(xù)發(fā)展能力 Identify core petence ? Great contribution to final product, perceivable to customers（ Dell的銷售模式） ? Hard for petitors to copy（ Honda的發(fā)動機） ? Hard to substitute ? Enter broad market by this petence（ canon的光學(xué)技術(shù)） Sources of core petence ? Combination of unique technologies（沃爾瑪） ? Intelligence capital（風(fēng)險投資中的智力股份） ? Tacit knowledge（ 3M參觀者的遺憾） Session 4 Business Portfolio Analysis Business portfolio ? Assess the suitability of current business portfolio. Allocate resources according to the portfolio, finally reach the strategic goals ? 1960s, BCG, McKinsey, and other consulting firms ? Business selection for multibusiness and crossindustry panies ? Family portfolio – Comparison between China and Japan ? Cases – 雞鳴狗盜 – Institutional environment: for business (finance sector) and family (social security) BCG Matrix ? According to – The potential of the businesses – The position of the pany in these businesses ? Judge – The suitability of current business portfolio – The cash contribution of different businesses ? Decide the future portfolio and development strategy ? BCG Matrix ?Circle ： revenue ?Sector in circles： profit ?Relationship among different businesses Question mark Dog Cash Cow Star Relative market share Industrial growth ％ 1 0 average rate low high high Basic principles for BCG analysis ? Reasonable businesses bination ? Reasonable cash flow among different businesses(德隆 ) ? The importance of STAR（ GE’s ,2） ? Avoid the lack of certain kind of business – dog業(yè)務(wù)是否一定不需要呢？ ? Proper moving speed among boxes ? Case: 上海焊接器材有限公司 Critiques to BCG Matrix ? The difficulty of defining market, market share and growth rate – Scope of industry – Focusing on past not future, leading to time lag. (百合的種植 ) ? Too simple to label the status high or low ? Focusing on the surface not the potential (innovation capability and so on) size ROR scale peting specialization scattered The market share and the rate of return (the change of GE’s NO ) Business statusindustry attractiveness matrix ? Factors reflecting industry attractiveness – Market growth rate, industry size and profitability. Such as market growth rate, industry size and profit, petition, technology, social environment and etc. ? Factors reflecting business petitive advantage – Market share, profit rate, petitiveness, technology, management leader struggle question leader decline decline hopeless watch Cash supplier Industrial attractiveness Business status Weak (100%) Strong (100%) Unattractive (100%) Attractive (100%) Productlifecycle analysis Productmarket phases Competitive status mature developing excluding entering decline strong normal weak 什么樣的行業(yè)是衰退的行業(yè)？ 紡織業(yè)？鋼鐵？煤炭？ 高科技與食品（洞察力） startup develop mature declining Rate of return Funds transferred 100% 200% 100% 0 20% 10% 80% The funds transfer among SBUs Session 5 Corporate Strategies 71 Corporate Strategies ? Maintenance strategies （不選擇也是一種選擇） ? Development strategies – 一體化戰(zhàn)略（ integration strategies） – 加強型戰(zhàn)略（ intensive strategies） – 多元化戰(zhàn)略（ diversification strategies） ? Defense Strategies ：緊縮、撤資 ? Withdrawal strategies ：清算 ? Generic strategies of Michael Porter 72 Integration Strategies ? Forward integration – Control the sales channel by ownership or contract – Case： “雷允上” 開設(shè)連鎖 藥房 – If A is a manufacturing pany and sells its products through B’s work. When should A acquire B or set up its own sales work? ? Suitable when – Current sales partner not efficient, or not reliable, or could not meet its need, or gets a large profit – High growth rate of the industry – Have the funds and HR for that action – Know the customer’s needs, and expand its business 73 ? Backward integration – Control the suppliers by ownership or contract – 例：華能集團與中煤能源集團合作 – If A is a manufacturing pany and purchases materials from B. When should A acquire B or set up its own material business? ? Suitable when – The current suppliers not very economical, or not reliable, or could not meet its need, or get a high profit – Too few suppliers, but a lot of petitors – High growth rate of the industry – Have the funds, technology and HR to do this business – Stable price is critical for the industry 74 ? Horizontal integration – Control the petitors by ownership or contract – Case：惠普與康派，克萊斯勒和奔馳 – If A and B are petitors, when do you think A should merge B? ? Suitable when – Monopolize the market in certain area – Great growth potential of the industry – Scale economy – Have the necessary funds and HR 75 Intensive Strategies ? Market peration – Increase the market share by more marketing efforts – Case：廣告、代理商、產(chǎn)品使用指南等 ? Market development – Entering new market by current products and services – Case： China as the most promising emerging market ? Product development – Increase sales by modifying the current products or developing new products – Case：上海通用的 卡迪拉克 ， HP的掌上電腦 76 Diversification Strategies ? Concentric diversification – Add new but related products or services – Case： Sony進入游戲行業(yè) ? Suitable when – The new products will improve the sales of current products – Balance seasonal fluctuation – Current products at the declining stage 77 ? Horizontal diversification – Add new and unrelated products for current customers – Case： AMT進入培訓(xùn)市場 (ERP培訓(xùn)到戰(zhàn)略培訓(xùn) ) ? Suitable when – The new products will increase the sales of current products – Provide new product by using current channel – Balanced sales fluctuation ? Relat