【正文】 /reputation Technological skill Manufacturing capability Innovation capability Financial resources Relative cost position Service capability Overall strength rating Unweighted CSAKSF/Smeasure own rival1 rival2Quality/product Image/reputation Technological skill Manufacturing capability Innovation capability Financial resources Relative cost position Customer service capability Overall strength rating IFE: Analysis ApproachesInternal factors evaluation(IFE) matrixThis strategicmanagement tool summarizes and evaluates the major strengths an weaknesses in the functional areas of a business , and it also provides a basis for identifying and evaluating relationships among those areas.IFE: Analysis Approaches The procedure and method are same with EFE and CPM.Analysis Approachl Internal factor evaluation(IFE)l Competitive strength assessments(CSA)l Value chain analysis(VCA)Analysis ApproachlStrategic cost analysis(SCA)lStrength and weakness and opportunities and threat (SWOT)專題五戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì)戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì) —— 戰(zhàn)略基本特征認(rèn)識(shí)戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì)l競(jìng)爭(zhēng)優(yōu)勢(shì)的基本含義和獲取l一體化戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì)l通用型戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì)l加強(qiáng)型戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì)l多元化戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì)戰(zhàn)略制定原則A wellconceived strategy aims at capturing a pany`s best growth opportunities and defending against external threats to its wellbeing and future performance.戰(zhàn)略制定原則lA pany`s strategy should be tailored to fit industry and petitive conditions.戰(zhàn)略制定原則lA pany`s strategy ought to be grounded in its resource strengths and in what it is good at doing(its petencies and petitive capabilities)。 likewise, it is perilous to craft a strategy whose success is dependent on resources and capabilities that a pany lacks.戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì)只要在吸引消費(fèi)者和抵御競(jìng)爭(zhēng)壓力方面擁有超過競(jìng)爭(zhēng)對(duì)手的優(yōu)勢(shì)，公司就具有了競(jìng)爭(zhēng)優(yōu)勢(shì)。A pany has petitive advantage whenever it has an edge over rivals in attractive customers and defending against petitive forces.戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì)l獲勝的戰(zhàn)略必然植根于公司的可持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)l有效的戰(zhàn)略制定和實(shí)施必然形成、增強(qiáng)公司的可持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì)的互動(dòng)競(jìng)爭(zhēng)優(yōu)勢(shì)競(jìng)爭(zhēng)優(yōu)勢(shì)戰(zhàn)略戰(zhàn)略 戰(zhàn)略戰(zhàn)略競(jìng)爭(zhēng)優(yōu)勢(shì)競(jìng)爭(zhēng)優(yōu)勢(shì)戰(zhàn)略戰(zhàn)略競(jìng)爭(zhēng)優(yōu)勢(shì)競(jìng)爭(zhēng)優(yōu)勢(shì)建立競(jìng)爭(zhēng)優(yōu)勢(shì)的途徑l 開發(fā)成為行業(yè)標(biāo)準(zhǔn)的產(chǎn)品l 提供上乘產(chǎn)品或服務(wù)l 低成本l 優(yōu)越的地理位置l 優(yōu)越的流程與分銷渠道l 商譽(yù)競(jìng)爭(zhēng)優(yōu)勢(shì)的獲取與保護(hù)l采取進(jìn)攻性戰(zhàn)略建立和獲取競(jìng)爭(zhēng)優(yōu)勢(shì)l采取防御性戰(zhàn)略鞏固競(jìng)爭(zhēng)優(yōu)勢(shì)l獲取先動(dòng)者優(yōu)勢(shì)l獲取后發(fā)優(yōu)勢(shì)進(jìn)攻性戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì) 競(jìng)爭(zhēng)優(yōu)勢(shì)幾乎總是通過成功的進(jìn)攻性戰(zhàn)略行動(dòng)獲取的，這些戰(zhàn)略行動(dòng)努力建立成本優(yōu)勢(shì)、差異化優(yōu)勢(shì)，或資源能力優(yōu)勢(shì)。 Competitive advantage in nearly always achieved by successful offensive strategic moves—moves calculated to yield a cost advantage, a differentiation advantage, or a resource or capability advantage.進(jìn)攻性戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì) 防御性戰(zhàn)略職能保護(hù)競(jìng)爭(zhēng)優(yōu)勢(shì)而很難建立競(jìng)爭(zhēng)優(yōu)勢(shì)。 Defensive strategy can protect petitive advantage but rarely are the basis for creating the advantage.進(jìn)攻性戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì) 競(jìng)爭(zhēng)優(yōu)勢(shì)幾乎總是借助于很難被競(jìng)爭(zhēng)對(duì)手打敗的創(chuàng)造性進(jìn)攻戰(zhàn)略來獲取。成功的戰(zhàn)略進(jìn)攻產(chǎn)生巨大的競(jìng)爭(zhēng)優(yōu)勢(shì)和和忙的競(jìng)爭(zhēng)優(yōu)勢(shì)獲利期。 Competitive advantage is usually acquired by a creative offensive strategy that ins`t easily thwarted by best strategic offensives produce big petitive advantages and long benefit period.競(jìng)爭(zhēng)優(yōu)勢(shì)生命周期l優(yōu)勢(shì)建立期l優(yōu)勢(shì)獲利期l優(yōu)勢(shì)蝕失期競(jìng)爭(zhēng)優(yōu)勢(shì)生命周期建立 蝕失獲利 戰(zhàn)略性進(jìn)攻行動(dòng)的類型兵法與戰(zhàn)略性進(jìn)攻行動(dòng)，比如l 蛙跳攻擊l 攻其不備l 全面出擊戰(zhàn)略性進(jìn)攻行動(dòng)的基礎(chǔ)l 戰(zhàn)略性進(jìn)攻行動(dòng)的基礎(chǔ)：資源優(yōu)勢(shì)，尤其是公司的競(jìng)爭(zhēng)優(yōu)勢(shì)：比如成本優(yōu)勢(shì)、財(cái)務(wù)資源等l 戰(zhàn)略性進(jìn)攻行動(dòng)與競(jìng)爭(zhēng)優(yōu)勢(shì)的互動(dòng)戰(zhàn)略性進(jìn)攻行動(dòng)的基礎(chǔ)lAt the very least, an offensive must be tied to a pany`s resource strengths, more optimally, it is grounded in petitive advantage.選擇被進(jìn)攻者lMarket leaderslRunnerup firmslStruggling enterpriseslSmall local and regional firms防御性戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì)防御性戰(zhàn)略的主要迷失捍衛(wèi)競(jìng)爭(zhēng)優(yōu)勢(shì)，加強(qiáng)公司競(jìng)爭(zhēng)地位。 The foremost purpose of defensive strategy is to protect petitive advantage and fortify the firm`s petitive position.防御性戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì)l攻防兼?zhèn)鋖進(jìn)退自如l攻防融合l攻防轉(zhuǎn)換先動(dòng)者優(yōu)勢(shì)lWhen to make a strategic move is often as crucial as what move to make.lThe effect of first – mover: Competitive advantage is often attached to when a move is made as well as to what move is made.先動(dòng)者優(yōu)勢(shì)pioneering image and reputation setting product standards setting advantages for supply, technique and process distribution channel, making cost shaping customer expectations后動(dòng)者優(yōu)勢(shì)Technological obsolescence riskAdroit late entrants learn from pioneers` mistakes. the nimble second mover deciding whether to be a firstmover, a fastfollower, or a cautious latemover戰(zhàn)略類型l分類的標(biāo)準(zhǔn)l不同戰(zhàn)略的特性l適用條件 戰(zhàn)略的分類l 一體化戰(zhàn)略： Integration strategyl 加強(qiáng)性戰(zhàn)略： Intensive strategyl 多元化戰(zhàn)略： Diversification strategyl 防御性戰(zhàn)略： Defensive strategyl 一般性戰(zhàn)略： Generic strategyl 組合性戰(zhàn)略： Combination strategy多元化戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì)l 進(jìn)入新的領(lǐng)域l 依據(jù)新領(lǐng)域與原來領(lǐng)域的關(guān)聯(lián)性劃分l 集中多元化：產(chǎn)品服務(wù)（技術(shù)）相關(guān)l 橫向多元化：市場(chǎng)用戶（銷售）相關(guān)l 混合多元化：均不相關(guān)l 多元化戰(zhàn)略的利與弊l 多元化戰(zhàn)略的誘惑與陷阱多元化戰(zhàn)略l 實(shí)施多元化戰(zhàn)略應(yīng)考慮的因素：l 現(xiàn)有行業(yè)的盈利性與成長(zhǎng)性l 進(jìn)入新行業(yè)的難易 進(jìn)入壁壘 原有廠家可能的反應(yīng) 新行業(yè)的競(jìng)爭(zhēng)結(jié)構(gòu)l 企業(yè)的資源與管理狀況發(fā)展戰(zhàn)略l 一體化戰(zhàn)略、加強(qiáng)性戰(zhàn)略、多元化戰(zhàn)略與一般性戰(zhàn)略通常被稱為發(fā)展（增長(zhǎng)）戰(zhàn)略l 企業(yè)實(shí)施增長(zhǎng)性戰(zhàn)略，可以是內(nèi)涵的，也可能是外延的；可能是自己?jiǎn)为?dú)干，也可能是合作干，還可能是用別人的力量干；可以是新建，也可以是兼并。l 無(wú)論是企業(yè)、產(chǎn)業(yè)、行業(yè)、城市、地區(qū)、國(guó)家的發(fā)展都應(yīng)當(dāng)樹立開放、互惠以及機(jī)會(huì)成本的觀點(diǎn)，克服封閉、狹隘的做法，適應(yīng)全球化的潮流。防御性戰(zhàn)略l 防御性并非保守性、失敗性l 原來的經(jīng)營(yíng)領(lǐng)域已經(jīng)衰退、多元化后的有進(jìn)有退等都是發(fā)展性、進(jìn)攻性的l 收縮：減少或停止投資l 剝離：部分放棄l 清算：全部放棄l 合資：分享機(jī)會(huì)一體化戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì)l 在與原來相同的領(lǐng)域（行業(yè)、產(chǎn)品）發(fā)展l 橫向一體化（ Horizontal integration） ：與原來的產(chǎn)品領(lǐng)域相同， 獲取規(guī)模、擴(kuò)大市場(chǎng)占有率l 縱向一體化（ Vertical integration） ：與原來的行業(yè)領(lǐng)域相同，獲取對(duì)經(jīng)營(yíng)過程的控制或者獲取原來的上下游的利潤(rùn)一體化戰(zhàn)略l橫向一體化的應(yīng)用條件 : 成長(zhǎng)性行業(yè) 規(guī)模是主要的競(jìng)爭(zhēng)優(yōu)勢(shì) 具有資本與人才一體化戰(zhàn)略l 縱向一體化的應(yīng)用條件 :l 目前的供應(yīng)商或分銷商昂貴、或者不可靠，沒有能力滿足企業(yè)需要l 縱向擴(kuò)張?zhí)峁└?jìng)爭(zhēng)優(yōu)勢(shì) l 行業(yè)處于成長(zhǎng)階段l 目前的供應(yīng)商或分銷商具有高利潤(rùn)率縱向一體化縱向一體化： Vertical integration strategy: VIS l 進(jìn)入產(chǎn)業(yè)價(jià)值鏈的多個(gè)階段l 縱向一體化的程度 完全縱向一體化 部分縱向一體化縱向一體化的優(yōu)點(diǎn)l強(qiáng)化公司競(jìng)爭(zhēng)地位 l降低成本l后向一體化：消除供應(yīng)不確定l前向一體化：消除分銷不確定性，能力沒有充分利用，公司具有良好聲譽(yù)縱向一體化的缺點(diǎn)縱向一體化的最大缺點(diǎn)：行業(yè)鎖定l 退出障礙與轉(zhuǎn)換成本l 過分依賴自身資源與活動(dòng)l 要求不同的技能和商業(yè)能力、協(xié)調(diào)能力l 缺乏柔性選擇考慮l是否提升公司核心戰(zhàn)略活動(dòng)的業(yè)績(jī)l是否影響投資成本、靈活性和對(duì)變化的響應(yīng)度l是否增加公司的競(jìng)爭(zhēng)優(yōu)勢(shì)戰(zhàn)略模式的新趨勢(shì)l從福特模式、豐田模式到微特爾模式l解束戰(zhàn)略或垂直解體（ Unbundling or vertical deintegration）與外包戰(zhàn)略l模塊化、標(biāo)準(zhǔn)競(jìng)爭(zhēng)戰(zhàn)略模式的新趨勢(shì)lArms – length model :contractual purely price – oriented relationshipslStrategic partners:cooperative relationship and alliance加強(qiáng)型戰(zhàn)略與競(jìng)爭(zhēng)優(yōu)勢(shì)以產(chǎn)品與市場(chǎng)進(jìn)行劃分（安索夫） 產(chǎn)