lessonfromcompetitveexperience-資料下載頁(yè)
2025-05-21 16:10本頁(yè)面
【導(dǎo)讀】Whoarethese揻irms?and. whataretheirroles?thus,in搈odern?marketeconomy,wecanseparate. thepriceofagood.Buteveninsuchanon-plexsetting,marketsize[single-digit].
【正文】 cher 35 in China, value migration results in ... ? Focusing solely on transport costs may ignore 75% of the distribution costs. ? In China, nearly 2/3 of distribution costs es in product loss amp。 damage, and the associated inventory costs. ? Customer service amp。 accounts receivable both benefit from valuechain control. Business China 12/07/98 2020/7/6 William A. Fischer 36 Industry Restructuring amp。 Value Migration Value Migration is not new. Value migrated away Ford抯 vertically integrated, singlecarfocused business design toward GM抯 priceladdered business design in the 1920s. It moved from grocery store chains to supermarkets in the 1930s, from fragmented merchandisers to national catalogue sales in the 1890s (Sears), and to national merchandise chains in the 1920s (Sears again). Adrian J. Slywotzky There are always winners and losers in the Value Migration process. 2020/7/6 William A. Fischer 37 We Must Reetablish the Arena [there is a big difference between] defining petitors as 搕 hose panies that do the same thing that we do 厯 [and] defining them [instead] as those business designs that customers can choose from in satisfying their priorities. Adrian J. Slywotzky [Where] a business design is the totality of how a pany selects its customers, defines amp。 differentiates its offerings, defines the tasks it will perform ? configures its resources, goes to market, creates utility for its customers and earning a profit from that activity. 2020/7/6 William A. Fischer 38 The Broader Version of Rivalry Threat of New Entrants Customers Suppliers Substitutes Rivalry more of 搕 hose panies that do the same thing that we do 厯 those [other] business designs that customers can choose from in satisfying their priorities. 2020/7/6 William A. Fischer 39 Industry Policy amp。 Organizational Choices Much of the presentday debate over industrial policy is implicitly a debate over anizational patterns and structures. Richard N. Langlois amp。 Paul L. Robertson 2020/7/6 William A. Fischer 40 Determining Organizational Forms ?devising and learning to use effectively a significantly new anizational form involves much the same kind of uncertainty, experimental groping, and learning by making mistakes and correcting them that marks technological ?innovation. New modes of anization aren抰 simply 揷 hosen?when circumstances make them appropriate. They ?evolve in a manner that is foreseen only dimly. And even when a firm makes a conscious decision to change anization, it may take a long time before it is fortable and effective in its new suit of clothes. Richard R. Nelson 2020/7/6 William A. Fischer 41 The Nature of Rivalry Gee Stigler抯 Survival principle: ?petition of different sizes of firms sifts out the more efficient enterprises. Just as the fittest species surive in their natural environments, the fittest firms survive in their market environments.
教學(xué)課件相關(guān)推薦
鄂ICP備17016276號(hào)-1