【正文】 假想的無(wú)線終端：高層產(chǎn)品硬件路徑圖用戶驅(qū)動(dòng)核心技術(shù)領(lǐng)域1997 1998 1999 2023 2023愿景 重要性 競(jìng)爭(zhēng)地位 技術(shù) M / B使用便利顯示 B用戶界面 B鍵盤板 B軟件 B談話時(shí)間電源管理 B基帶處理 M微型控制器 M混合信號(hào) B記憶模塊 B電池 B低成本無(wú)線電接收裝置 M天線 M有源放大B外殼 BP W B 技術(shù) B系統(tǒng)設(shè)計(jì)標(biāo)準(zhǔn) M接口 B話音質(zhì)量語(yǔ)音識(shí)別 M語(yǔ)音編碼 BL M H — 0 + C= 當(dāng)前 B = 購(gòu)買 決策點(diǎn) 已撥款 未撥款 F = 未來(lái) M = 開發(fā)FCCFCFCFCFCFCFCFCFCFCFCFCFCFCFCFCFCFCF 思 考 （ 1） Lucent技術(shù)戰(zhàn)略規(guī)劃方法有何特點(diǎn)和優(yōu)點(diǎn)？ （ 2） Lucent的技術(shù)路徑圖方法在實(shí)施過(guò)程中有那些需要注意的地方？ （ 3） 我國(guó)企業(yè)應(yīng)用 Lucent方法時(shí)應(yīng)作那些調(diào)整和改進(jìn) ？ 羅氏九方格矩陣方法（ 1） How to enter a new business ? 兩個(gè)問(wèn)題 （ 1）如何選擇新的 目標(biāo)產(chǎn)品市場(chǎng) /事業(yè)領(lǐng)域 ？、 （ 2）如何選擇 進(jìn)入策略 （ entry strategy）？ 風(fēng)險(xiǎn) 收益 ? 新度 （ newness）與 熟悉度 （ familiarity） ? 技術(shù)新度 與 市場(chǎng)新度 ? 技術(shù)熟悉度 與 市場(chǎng)熟悉度 ? 九種策略 – 第一組： ? internal development ? merge and acquisition – 第二組 ? franchise ? internal venturing ? jointventure or alliance – 第三組 ? venturing (window mechanism) ? educating, training, and recruit 企業(yè)參與程度 羅氏九方格矩陣方法（ 2） How to enter a new business J o i n t v e n t u r e V e n t u r i n gOrE T RV e n t u r i n gOrE T RI n t e r n a l m a r k e td e v e l o p m e n tOrM AOrJ o i n t V e n t u r eI n t e r n a l v e n t u r eOrM AOrF LV e n t u r i n gOrE T RI n t e r n a ld e v e l o p m e n tOrM AI n t e r n a l p r o d u c td e v e l o p m e n tOrM AOrF LN e w s t y l e j o i n tv e n t u r e base new but familiar new and unfamiliar New and unfamiliar new but familiar base 市場(chǎng)特征 技術(shù)特征 HighTech Acquisitions（ 1） The Focus – specific products – market share – technological capability tied to skilled people The Procedure – understanding your capability needs by using technology roadmap method – identifying the capability gap – determine the strategy in the specified time horizon Business Development Office – constantly look for new opportunities for the pany and new ways of creating and perating markets – each member is technological knowledgeable, usually with experience in one of the business unit – all work closely with general managers to understand capability needs – talking to customers, suppliers, industry analysts, investment bankers, venture capitalists, innovative engineers, and entrepreneurs to look for emerging and established technologies HighTech Acquisitions（ 2） The Three Stages of an HighTech Acquisition Corporate Management highlevel strategy and direction Business Development Business Unit 1. scan market developments 1. construct product and and available technology technology roadmap 2. identify potential targets 2. define capability requirements 3. buffer, make matches, 3. work with counterparts and monitor process in acquired panies 資料來(lái)源： Saikat Chaudhuri and Behnam Tabrizi, “ Capturing the real value in HighTech Acquisitions” , HBR, HBR, SeptemberOctober 1999. CASE: Baan’ s Acquisition In early 1998, when the Dutch vendor of ERP software was laying out its product road map, it saw that the ERP market was likely to consolidate in the next few years. Managers realized that only those petitors offering a plete supply chain package, from demand planning to manufacturing scheduling to distribution management, would succeed. They also saw that Baan’ s software suite was missing a key element: a logistics application. In conjunction with their engineers, Baan’ s managers outlined in detail the logistics petence that they needed. A good product a logistics program based on the Microsoft platform that could be easily integrated with Baan’ s existing suite of applications was only the first requirement. More important was a demonstrated expertise in optimization technology and its application in transportation planning, route selection, and delivery scheduling expertise that was essential for future development of this plex and highly customized product. Given the development process and the time constraints of the market, Baan’ s managers realized that they needed the capability within a year. While Baan’ s engineers assessed the potential for building the capability inhouse, its business development people discovered a logistics petence that could be acquired. The . Company Caps Logistics was a leading vendor of transportation planning and scheduling software in the logistics industry. By the end of the year, Baan acquired Caps Logistics, and it has now leveraged the new capability to bee the first in the industry to provide the plete suite of supply chain planning software. Rules for HighTech Acquisition ? You should be very careful in selecting the target that really owns the capability or petence required ? Besides checking a target for capabilities, it should also make sure that the key people would be fortable at the acquiring pany. The best capabilities are useless if they walk away from the purchase. ? stock option issue in high tech acquisition ? hostile takeovers almost never succeed in high tech because that the key people are automatically alienated from the acquirer. ? In order to capture the real value of hightech acquisition, sometimes that even the acquirer and the target have to fulfill a anization restructuring and cultural change. ? Northern Tele (CEO John Roth) Bay Networks (CEO Dave House) ==Nortel Networks CASE: AMDNexGen After many years of selling reverseengineered Intel clones, Advanced Micro Devices (AMD) had invested heavily in the selfdevelop