【文章內(nèi)容簡介】 y dimensions Variables?price/quality/image?geographic coverage?market sharesprice/quality/imagelowCar industry in 202338同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶Common Types of Key Successful Factors The essential requirements for peting in an industry ?TechnologyRelated KSFs? ManufacturingRelated KSFs? DistributionRelated KSFs? MarketingRelated KSFs? SkillRelated KSFs? Organizational Capacity? Other Types 39同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶Industry analysis – key issues Where is the industry now in terms of its evolution? what are the most important issue? where it will be ? And how it might take to go there? what are the implications to the firm? 40同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶Competitive analysispetitive force: pressures to pany’s profitability Five force modelDiscover the main sources of petitive pressure and how strong each petitive force is? a key analytical tool to analyze whether an industry is attractive or not41同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶What is petitive like and how strong are each of the petitive forces?COMPETING SELLERSSUPPLIERS OF KEY INPUTSSUBSTITUTESBUYERSPOTENTIALNEW ENTRANTSWin buyersAbility to exercise bargaining power and leverage Threat of entry of new rivalsBargaining power and leverage42同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶Rivalry intensity is likely to be high whenthe number of petitors increases and as petitors bee more equal in size and capabilitiesthe demand for the product is growing slowly industry conditions tempt petitors use price cuts etc to boost unit volume customers’ costs to switch brands are low one or more petitors are dissatisfied with market position exit cost is high43同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶Buyers are like to have higher bargaining power when low switch cost number of buyers are small a customer is particularly important to a seller they are well informed at sellers’ products, price, costs buyers pose a credible threat of integrating backward buyers have discretion in whether and when they purchase the products44同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶Supplier power tends to be higher if number of suppliers are small less substitutes available in the market supplier’s products are key to buyers significant switch cost for buyers supplier poses a credible threat of forward integration(porter, 1980)45同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶Entry barriers of potential entrantsGovernment regulations and policies economics of scale learning and experience curve effects technology Brand preference and customer loyalty capital requirement distribution channels……46同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶Competitive pressures from substitutes attractive price from substitutes better quality, performance, and other attributes low switching cost47同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶Strategic implications of fiveforceAs a rule, the stronger the collective impact of petitiveforces, the low the bined profitability of participant firms.48同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶 Unit 4 Case Study 閱讀三星案例，并討論該公司是否應(yīng)該投資主題公園項目？為什么？49同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶Unit 5 Evaluating Company Resources and petitive Capabilities How well is the pany’s present strategy working? What are the pany’s resource strengths and weaknesses and its external opportunities and threats? Are the pany’s prices and costs petitive? How strong is the pany’s petitive position relative to its rivals?What strategic issues does the pany face? SWOT analysis, shareholder value analysis, value chain analysis, strategic cost analysis and petitive strength assessment50同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶How well is the pany’s present strategy working??The firm’s market share in the industry rising, stable or declining ? profit margin ? trends in the firm’s profits, return on investment? pany’s overall financial strength and credit rating is improving or on the decline? trends in the pany’s stock price and shareholder value? firm’s sales growing faster or slower than the market as a whole? The firm’s image and reputation, product or service quality, customer satisfaction, employees capability and performance? the pany is regarded as a leader or not 51同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶What are the pany’s resource Strengths and Weaknesses and its external Opportunities and Threats?Provide a good overview of whether a firm’s business position is fundamentally healthy or unhealthy Concept: a strength is something a pany is good at doing or a characteristic that gives it enhanced petitiveness. Concept: a weakness is that a pany lacks or does poorly (in parison to others) or a condition that puts it at a disadvantage.52同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶Identify pany’s strengths and resource capabilities?Strengths: skills and expertise, collection of assets, petitive capabilities and market achievements?Forms of strengths:skill or expertisephysical assetshuman assetsanizational assetsintangible assetspetitive capabilitiesalliances or cooperative ventures53同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶DefinitionsResourcesStocks of available factors that are owned or controlled by a firmCapabilities (petency)A firm’s ability to utilize resource to achieve a desired end(Amit etc, 1993)54同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶Core petency?Core petencies: the ability to perform a petitively relevant activity very well (text book)?Core petencies are the collective learning in the anization, especially hoe to coordinate diverse production skills and integrate multiple streams of technologies (Prahalad and Hamel,1990)? is central to a pany’s petitiveness and profitability? skills, knowledge and capabilities? lies in a pany’s people, not in its assets on the balance sheet? empowers a pany to build petitive advantage? A firm normally needs to have about 5 single petencies to keep a sustainable petitive advantages (Aaker, 2023)55同濟大學(xué)經(jīng)濟與管理學(xué)院 俞秀寶Core petency and firm petitive advantageCore petenc