【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)略與競爭優(yōu)勢戰(zhàn)略與競爭優(yōu)勢 —— 戰(zhàn)略基本特征認識戰(zhàn)略與競爭優(yōu)勢l競爭優(yōu)勢的基本含義和獲取l一體化戰(zhàn)略與競爭優(yōu)勢l通用型戰(zhàn)略與競爭優(yōu)勢l加強型戰(zhàn)略與競爭優(yōu)勢l多元化戰(zhàn)略與競爭優(yōu)勢戰(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)略與競爭優(yōu)勢只要在吸引消費者和抵御競爭壓力方面擁有超過競爭對手的優(yōu)勢，公司就具有了競爭優(yōu)勢。A pany has petitive advantage whenever it has an edge over rivals in attractive customers and defending against petitive forces.戰(zhàn)略與競爭優(yōu)勢l獲勝的戰(zhàn)略必然植根于公司的可持續(xù)競爭優(yōu)勢l有效的戰(zhàn)略制定和實施必然形成、增強公司的可持續(xù)競爭優(yōu)勢戰(zhàn)略與競爭優(yōu)勢的互動競爭優(yōu)勢競爭優(yōu)勢戰(zhàn)略戰(zhàn)略 戰(zhàn)略戰(zhàn)略競爭優(yōu)勢競爭優(yōu)勢戰(zhàn)略戰(zhàn)略競爭優(yōu)勢競爭優(yōu)勢建立競爭優(yōu)勢的途徑l 開發(fā)成為行業(yè)標準的產(chǎn)品l 提供上乘產(chǎn)品或服務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 商譽競爭優(yōu)勢的獲取與保護l采取進攻性戰(zhàn)略建立和獲取競爭優(yōu)勢l采取防御性戰(zhàn)略鞏固競爭優(yōu)勢l獲取先動者優(yōu)勢l獲取后發(fā)優(yōu)勢進攻性戰(zhàn)略與競爭優(yōu)勢 競爭優(yōu)勢幾乎總是通過成功的進攻性戰(zhàn)略行動獲取的，這些戰(zhàn)略行動努力建立成本優(yōu)勢、差異化優(yōu)勢，或資源能力優(yōu)勢。 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.進攻性戰(zhàn)略與競爭優(yōu)勢 防御性戰(zhàn)略職能保護競爭優(yōu)勢而很難建立競爭優(yōu)勢。 Defensive strategy can protect petitive advantage but rarely are the basis for creating the advantage.進攻性戰(zhàn)略與競爭優(yōu)勢 競爭優(yōu)勢幾乎總是借助于很難被競爭對手打敗的創(chuàng)造性進攻戰(zhàn)略來獲取。成功的戰(zhàn)略進攻產(chǎn)生巨大的競爭優(yōu)勢和和忙的競爭優(yōu)勢獲利期。 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.競爭優(yōu)勢生命周期l優(yōu)勢建立期l優(yōu)勢獲利期l優(yōu)勢蝕失期競爭優(yōu)勢生命周期建立 蝕失獲利 戰(zhàn)略性進攻行動的類型兵法與戰(zhàn)略性進攻行動，比如l 蛙跳攻擊l 攻其不備l 全面出擊戰(zhàn)略性進攻行動的基礎l 戰(zhàn)略性進攻行動的基礎：資源優(yōu)勢，尤其是公司的競爭優(yōu)勢：比如成本優(yōu)勢、財務資源等l 戰(zhàn)略性進攻行動與競爭優(yōu)勢的互動戰(zhàn)略性進攻行動的基礎lAt the very least, an offensive must be tied to a pany`s resource strengths, more optimally, it is grounded in petitive advantage.選擇被進攻者lMarket leaderslRunnerup firmslStruggling enterpriseslSmall local and regional firms防御性戰(zhàn)略與競爭優(yōu)勢防御性戰(zhàn)略的主要迷失捍衛(wèi)競爭優(yōu)勢，加強公司競爭地位。 The foremost purpose of defensive strategy is to protect petitive advantage and fortify the firm`s petitive position.防御性戰(zhàn)略與競爭優(yōu)勢l攻防兼?zhèn)鋖進退自如l攻防融合l攻防轉換先動者優(yōu)勢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.先動者優(yōu)勢pioneering image and reputation setting product standards setting advantages for supply, technique and process distribution channel, making cost shaping customer expectations后動者優(yōu)勢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分類的標準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)略與競爭優(yōu)勢l 進入新的領域l 依據(jù)新領域與原來領域的關聯(lián)性劃分l 集中多元化：產(chǎn)品服務（技術）相關l 橫向多元化：市場用戶（銷售）相關l 混合多元化：均不相關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 實施多元化戰(zhàn)略應考慮的因素：l 現(xiàn)有行業(yè)的盈利性與成長性l 進入新行業(yè)的難易 進入壁壘 原有廠家可能的反應 新行業(yè)的競爭結構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）戰(zhàn)略l 企業(yè)實施增長性戰(zhàn)略，可以是內涵的，也可能是外延的；可能是自己單獨干，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 無論是企業(yè)、產(chǎn)業(yè)、行業(yè)、城市、地區(qū)、國家的發(fā)展都應當樹立開放、互惠以及機會成本的觀點，克服封閉、狹隘的做法，適應全球化的潮流。防御性戰(zhàn)略l 防御性并非保守性、失敗性l 原來的經(jīng)營領域已經(jīng)衰退、多元化后的有進有退等都是發(fā)展性、進攻性的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：分享機會一體化戰(zhàn)略與競爭優(yōu)勢l 在與原來相同的領域（行業(yè)、產(chǎn)品）發(fā)展l 橫向一體化（ Horizontal integration） ：與原來的產(chǎn)品領域相同， 獲取規(guī)模、擴大市場占有率l 縱向一體化（ Vertical integration） ：與原來的行業(yè)領域相同，獲取對經(jīng)營過程的控制或者獲取原來的上下游的利潤一體化戰(zhàn)略l橫向一體化的應用條件 : 成長性行業(yè) 規(guī)模是主要的競爭優(yōu)勢 具有資本與人才一體化戰(zhàn)略l 縱向一體化的應用條件 :l 目前的供應商或分銷商昂貴、或者不可靠，沒有能力滿足企業(yè)需要l 縱向擴張?zhí)峁└偁巸?yōu)勢 l 行業(yè)處于成長階段l 目前的供應商或分銷商具有高利潤率縱向一體化縱向一體化： Vertical integration strategy: VIS l 進入產(chǎn)業(yè)價值鏈的多個階段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l強化公司競爭地位 l降低成本l后向一體化：消除供應不確定l前向一體化：消除分銷不確定性，能力沒有充分利用，公司具有良好聲譽縱向一體化的缺點縱向一體化的最大缺點：行業(yè)鎖定l 退出障礙與轉換成本l 過分依賴自身資源與活動l 要求不同的技能和商業(yè)能力、協(xié)調能力l 缺乏柔性選擇考慮l是否提升公司核心戰(zhàn)略活動的業(yè)績l是否影響投資成本、靈活性和對變化的響應度l是否增加公司的競爭優(yōu)勢戰(zhàn)略模式的新趨勢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、標準競爭戰(zhàn)略模式的新趨勢lArms – length model :contractual purely price – oriented relationshipslStrategic partners:cooperative relationship and alliance加強型戰(zhàn)略與競爭優(yōu)勢以產(chǎn)品與市場進行劃分（安索夫） 產(chǎn)