【正文】 ? for large contract customers, the authorization system eliminates paper purchase orders, which typically cost corporations anywhere from $75 to $200 each to generate and process.? it is more easy to analyze the characteristics and trends in customers’ purchasing behavior.Barnes Nobel In order to pete with , Barnes Nobel established a pletely separate division, Barnesand , which ultimately spun off as a standalone pany. By breaking free of the existing anization, the online outfit gained many advantage.It was able to:– speed up its decision making– maintain a high degree of flexibility– create an entrepreneurial culture– attract quality management– tap into the vast pool of capital available to Inter startupsBut despite those benefits, has struggled. In January 2023, CEO Jonathan Bulkeley resigned after only a year on the job. In February, its stock price fell to an alltime low of , down more than 50% from its offering price of 18.DotCom Strategy? Achieving lowcost delivery in the new economy requires that panies bine their telemunications and Inter infrastructure with a physical logistics and service infrastructure.? Each time an Amazon customer accesses the pany’s website, the online bookseller provides remendations based not only on the customer’s previous purchases but also on the purchases of other people who have bought similar books.Five Steps to a DotCom Strategy (1)STEP 1: what’s your strategic vision for the DotCom operations?? Build on current business model? cost leadership? enhancing services? Create new business model? “new business models are those that offer, on a sustained basis, an orderof magnitude increase in value propositions to the customers pared to panies with traditional business models ”.? CASE: The big four in music marketplace, Universal, BMG, Warner EMI, and Sony, now control about 80% of industry sales. But MP3 format () is likely to create major disruption in the economic landscape. As more INTERNET sits support the downloading of music onto mp3patible devices, every major record label needs to rethink its business models.? Experiment with scenariosFive Steps to a DotCom Strategy (2)STEP 2:How to govern the dot business?? Two ends of the governance continuum? FIRST: decoupling dot operations and financesCONDITIONS? The pany is willing to explore new business models apart from the constraints of current operations? the subsidiary or spinoff can be created without being constrained by current technology and legacy operations? the pany bestows the subsidiary with the freedom to form alliances, raise capital, and attract new talents? SECOND: morphing old practices into new ones? there is no meaningful way to separate digital and physical operations without creating confusion in the minds of customers? senior management i。? it’s cheaper to reach customers through the WEB than through catalogs, which are expensive to print and mail, and also could not be continually changed。l在有利可圖的情形下實行許可證協(xié)議。l應(yīng)用產(chǎn)品路徑圖拓展與發(fā)展 產(chǎn)品族組合 。l認識與管理產(chǎn)品 /產(chǎn)品族的 生命周期 以及它們所支持的顧客。 產(chǎn)品戰(zhàn)略 產(chǎn)品技術(shù)路徑圖戰(zhàn)略意圖戰(zhàn)略均衡驅(qū)動力量競爭戰(zhàn)略產(chǎn)品戰(zhàn)略技術(shù)戰(zhàn)略把對顧客和市場需求的理解轉(zhuǎn)化為創(chuàng)新性的產(chǎn)品和系統(tǒng)，它們具有最高的可感知價值（ perceived value）。l要先發(fā)制人。l學(xué)習(xí)如何創(chuàng)造和獲取知識。對經(jīng)營環(huán)境的響應(yīng) 理解能力分析當前與未來環(huán)境選擇可實現(xiàn)的機會評估技術(shù)部門、 BLGs與戰(zhàn)略部門確定未來定位挑戰(zhàn)與選擇執(zhí)行與監(jiān)督計劃戰(zhàn)略主導(dǎo)管理團隊設(shè)計項目與目標設(shè)置執(zhí)行項目監(jiān)督、控制與修正執(zhí)行戰(zhàn)略部門、職能BLGs與核心部門 競爭戰(zhàn)略 產(chǎn)品技術(shù)路徑圖戰(zhàn)略意圖戰(zhàn)略均衡驅(qū)動力量競爭戰(zhàn)略產(chǎn)品戰(zhàn)略技術(shù)戰(zhàn)略如果企業(yè)只是做其他企業(yè)都在做的事情，那么，它所能獲得的最佳結(jié)果只可能是產(chǎn)業(yè)平均競爭優(yōu)勢。l把能力與顧客需求相匹配。l提前理解和把握 戰(zhàn)略顧客群 剛剛浮現(xiàn)的需求。注重顧客價值 ： 發(fā)現(xiàn)與維持戰(zhàn)略性的、可盈利的、忠誠的顧客l傾聽顧客的聲音 (voice of customers)。l識別與追蹤產(chǎn)業(yè)中新的財富創(chuàng)造源泉。l注意運用財務(wù)信息以及 智力資本的創(chuàng)造與價值 。l避免結(jié)構(gòu)化的解決方案以及其他剛性限制，在企業(yè)的核心層尤 其要這樣。獎勵Lucent戰(zhàn)略過程 產(chǎn)品技術(shù)路徑圖戰(zhàn)略差距關(guān)鍵成功因素能力價值鏈暫時優(yōu)勢執(zhí)行經(jīng)驗曲線原因RD創(chuàng)新效率競爭方式評估競爭定位顧客需求前景分析市場細分戰(zhàn)略意圖所希望的未來定位戰(zhàn)略均衡績效 vs 增長驅(qū)動力量顧客需求規(guī)則變化市場機會競爭戰(zhàn)略差異化 /質(zhì)量定價及時性全球化競爭空間產(chǎn)品戰(zhàn)略產(chǎn)品品種平臺擴展/發(fā)展產(chǎn)品路徑圖技術(shù)戰(zhàn)略知識產(chǎn)權(quán)尋源生命周期全球化技術(shù)路徑圖 戰(zhàn)略意圖 (Strategic Intention) 產(chǎn)品技術(shù)路徑圖戰(zhàn)略意圖戰(zhàn)略均衡驅(qū)動力量競爭戰(zhàn)略產(chǎn)品戰(zhàn)略技術(shù)戰(zhàn)略戰(zhàn)略愿景與領(lǐng)先意識戰(zhàn)略意圖l學(xué)會 “超出歷史問題的界限 ”。高標準定位167。融合167。連續(xù)性167。共享價值觀167。聯(lián)系167?；顒?67。過程167。源泉167。優(yōu)先序167。影響167。控制167。市場細分167。能力167。使命167。技術(shù)只是提供解決方案，決定最終的產(chǎn)品形式還是顧客，因此，要密切結(jié)合經(jīng)營價值鏈與技術(shù)價值鏈 ： 經(jīng)營價值鏈原材料研究設(shè)計工程化裝配營銷分銷服務(wù)技術(shù)價值鏈 戰(zhàn)略目標 戰(zhàn)略要素 投資 平臺 成套產(chǎn)品 能力 技能 確定技術(shù) 設(shè)備層次、 技術(shù) 技術(shù)源Focus of Customers 企業(yè)能夠影響但沒有必要控制經(jīng)營價值鏈活動的結(jié)果Focus of Firms 企業(yè)既能夠選擇也能夠控制技術(shù)價值鏈活動的結(jié)果MATI戰(zhàn)略模型 戰(zhàn)略 信息流技術(shù)價值鏈經(jīng)營價值鏈結(jié)構(gòu) 績效文化167。 success in one is not a guaranttee for achieving the other.[CASE] IBM a system integrator in PC industry: APPLE技術(shù)領(lǐng)先者戰(zhàn)略(technological pioneering strategy)Antecedents and Outes of Technological Pioneering資料來源： Shaker A. Zahra, Sarah Nash, and Deborah J. Bickford, Creating a petitive advantage from technological pioneering, IEEE EMR, Spring 1994, RD Expenditures of the Top Ten Electrical Engineering Companies, 1997/98Company RD expenditure in percent of salesSiemens %IBM %Hitachi %Matrushita %HP %Ericsson %Fujitsu %NEC %Toshiba %Sony %NOTE: The data do not include external RD orders and public funding.Source: Siemens AG, ZU S W ().技術(shù)領(lǐng)先者戰(zhàn)略(technological pioneering strategy)Succeeding with Technological Pioneeringturning technological pioneering into market leadership1. acquire a market leadership position– redefining the industry’s boundaries and rules of petition is an important means of building market leadership.– Establishing the technology as the industry standard positions the pioneer for market leadership.– Protecting intellectual rights is important for achieving market leadership.– Achieving and using economies of scale can lead to market leadership.– Building customer loyalty is a milestone in achieving market leadership. 2. 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