【正文】 ed K5 chip to pete against Intel’ s Pentium. When K5 proved disappointing, AMD realized it needed a new design approach for subsequent generations of microprocessors. AMD undertook extensive due diligence to ensure that the target had the right capability. AMD’ s managers and internal technical staff assess NexGen’ s technological petence and design concept. They were soon exited by the gifted engineering team and its promising new methodology for chip design, both of which could be employed for making successive product generations. AMD also ascertained that the developed chip concept could be supported by its existing marketing capabilities. Finally, AMD found that the panies shared an engineeringteamdominated environment, with a relatively open culture that encouraged interaction. And NexGen passionately shared AMD’ s vision of beating Intel. Apart from ensuring that AMD was getting the capability it needed, this indepth investigation convinced the people at NexGen that joining AMD was a good idea. NexGen was a young pany struggling with cash flow, and its people appreciated the opportunity to ramp up the development of their ideas and bring them to fruition. Their agreement paved the way for a smooth integration and lead to the successful redesign and launch of the K6 microprocessor. Early reports on the K7 chip, which is based on a new architecture, suggest that it actually outperforms Intel’ s forthing Katmai chip. Get the Right Mix of Bricks Clicks (1) ? Success in the new economy will go to those who can execute clicksandmortar strategies that bridge the physical and the virtual worlds. CASE: Office Depot’ s Seamless Strategy 。 技術(shù)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(dòng)力量 競(jìng)爭(zhēng)戰(zhàn)略 產(chǎn)品戰(zhàn)略 技術(shù)戰(zhàn)略 在恰當(dāng)?shù)臅r(shí)機(jī)加速新技術(shù)的引入，創(chuàng)造出市場(chǎng)不連續(xù)性（躍遷點(diǎn)），并努力開發(fā)相關(guān)的市場(chǎng)機(jī)會(huì) 技術(shù)定位 ： ?根據(jù)時(shí)間 、 生命周期階段 、 產(chǎn)品與工藝技術(shù)的知識(shí)產(chǎn)權(quán)狀況來(lái)開拓與保護(hù)市場(chǎng)空間 。 ?運(yùn)用財(cái)務(wù)信息幫助改進(jìn)過(guò)程。 產(chǎn)品定位 ： 集中關(guān)注網(wǎng)絡(luò)與過(guò)程 ?從層次結(jié)構(gòu)向 網(wǎng)絡(luò)結(jié)構(gòu) 轉(zhuǎn)變，既強(qiáng)調(diào)過(guò)程，也強(qiáng)調(diào)產(chǎn)品團(tuán)隊(duì)成員之間的關(guān)系。 ?對(duì)經(jīng)營(yíng)價(jià)值鏈與技術(shù)價(jià)值鏈進(jìn)行管理 ， 而不只是數(shù)字游戲 。 ?學(xué)習(xí)如何學(xué)習(xí) 。 競(jìng)爭(zhēng)定位 ： ?從質(zhì)量 、 全球化 、 品牌 、 差異性 、 及時(shí)性和定價(jià)等方面為顧客創(chuàng)造附加價(jià)值 。 ?運(yùn)用 戰(zhàn)略聯(lián)盟 與 經(jīng)濟(jì)網(wǎng)絡(luò) 抵消企業(yè)經(jīng)營(yíng)與技術(shù)價(jià)值鏈的不足之處 。 ?構(gòu)建 顧客資本的價(jià)值 。 ?理解 產(chǎn)業(yè)邊界與競(jìng)爭(zhēng)規(guī)則的變遷 ， 及其促成的市場(chǎng)機(jī)會(huì) 。 驅(qū)動(dòng)力量 產(chǎn)品技術(shù)路徑圖 戰(zhàn)略意圖 戰(zhàn)略均衡 驅(qū)動(dòng)力量 競(jìng)爭(zhēng)戰(zhàn)略 產(chǎn)品戰(zhàn)略 技術(shù)戰(zhàn)略 全球競(jìng)爭(zhēng)規(guī)則已經(jīng)改變，顧客需求和期望要實(shí)時(shí)地重新確定，它們是企業(yè)優(yōu)勢(shì)飛逝而去的原因。 ?要意識(shí)到基于資本的經(jīng)營(yíng)方式所存在的局限性；意識(shí)到追求單位成本最小化的盲目性 。 戰(zhàn)略均衡 產(chǎn)品技術(shù)路徑圖 戰(zhàn)略意圖 戰(zhàn)略均衡 驅(qū)動(dòng)力量 競(jìng)爭(zhēng)戰(zhàn)略 產(chǎn)品戰(zhàn)略 技術(shù)戰(zhàn)略 均衡 對(duì)增長(zhǎng)的投資 與 對(duì)股東即時(shí)回報(bào)的投資 戰(zhàn)略均衡 : 在績(jī)效與增長(zhǎng)之間形成一個(gè)新的平衡 ?理解與控制 共享價(jià)值觀 的形成和變遷 。 ?訓(xùn)練與委托下一代經(jīng)理創(chuàng)建愿景 ， 投資建立核心能力并發(fā)展需 要的未來(lái)能力 。高標(biāo)準(zhǔn)定位 ?連續(xù)性 ?聯(lián)系 ?過(guò)程 ?優(yōu)先序 ?控制 ?能力 ? 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(yíng)價(jià)值鏈與技術(shù)價(jià)值鏈 ： 經(jīng)營(yíng)價(jià)值鏈 原材料 研究 設(shè)計(jì) 工程化 裝配 營(yíng)銷 分銷 服務(wù) 技術(shù)價(jià)值鏈 戰(zhàn)略目標(biāo) 戰(zhàn)略要素 投資 平臺(tái) 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(méi)有必要控制經(jīng)營(yíng)價(jià)值鏈活動(dòng)的結(jié)果 Focus of Firms 企 業(yè) 既能夠選擇也能夠控制技術(shù)價(jià)值鏈活動(dòng)的結(jié)果 MATI戰(zhàn)略模型 戰(zhàn)略 信息流 技術(shù)價(jià)值鏈 經(jīng)營(yíng)價(jià)值鏈 結(jié)構(gòu) 績(jī)效 文化 ? 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(lái)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, 1997/98 Company RD expenditure in percent of sales Siemens % 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 Pioneering turning technological pioneering into market leadership 1. 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. Overing incumbent inertia – Adopting an orientation of continuous innovation protects the pioneer. – Developing closer ties to the market protect the pioneer’ s position. – Environmental scanning and technological forecasting reduce incumbent inertia. 3. Managing the duality of technological pioneering – Balancing the technology portfolio: emerging and existing technologies – Developing anizational capabilities. – Managing the administrative context: supportive and innovative anization 4. Speed up technological development and mercialization – Use simultaneous engineering designs. – Enhance crossfunctional collaborations. 5. Linking pioneering activities to petitive strategy 技術(shù)路徑圖方法（ 1） ( Technology Mapping ) 技術(shù)路徑圖方法 一種在美國(guó) Motorola公司首次應(yīng)用的 戰(zhàn)略性產(chǎn)品規(guī)劃方法 ? 目標(biāo) （ 1） 為企業(yè)獲取與維持競(jìng)爭(zhēng)優(yōu)勢(shì)提供規(guī)范的技術(shù)預(yù)測(cè)與戰(zhàn)略規(guī)劃工具； （ 2）鼓勵(lì)部門經(jīng)理正確地關(guān)注事業(yè)領(lǐng)域的技術(shù)發(fā)展趨勢(shì)； （ 3）為研究開發(fā)、產(chǎn)品設(shè)計(jì)以及市場(chǎng)人員提供有效的交流途徑； （ 4）在戰(zhàn)略制訂者 戰(zhàn)略實(shí)施者（包括高層管理者、技術(shù)人員、普通員工） 之間達(dá)成認(rèn)同 （ strategic vision） ? 類型 （ 1） 新技術(shù)路徑圖 （ emerging technology roadmap） （ 2） 產(chǎn)品技術(shù)路徑圖 （ product technology roadmap） 技術(shù)路徑圖方法（ 2） ( Technology Mapping ) ? 步驟 （ 1） mapping of technology ? 將所涉及的技術(shù)領(lǐng)域進(jìn)行分解 ? 將各個(gè)技術(shù)領(lǐng)域內(nèi)工程化研究及應(yīng)用的狀況按時(shí)序用圖示的方法表示 （ 2）將工程化產(chǎn)品（系統(tǒng)）分解成系統(tǒng)模塊 （ 3）確定系統(tǒng)設(shè)計(jì)時(shí)必須考慮的關(guān)鍵技術(shù)參數(shù) （ 4）確定個(gè)技術(shù)參數(shù)之間的關(guān)聯(lián)性，并對(duì)其未來(lái)發(fā)展趨勢(shì)進(jìn)行預(yù)測(cè) （ 5）評(píng)價(jià)產(chǎn)業(yè)競(jìng)爭(zhēng)力量： ? 銷售額增長(zhǎng)情況、潛在市場(chǎng)需求分析（市場(chǎng)容量）、市場(chǎng)競(jìng)爭(zhēng)者分析 （ 6）評(píng)價(jià)技術(shù)應(yīng)用的多樣性與可擴(kuò)展性： ? 現(xiàn)有應(yīng)用領(lǐng)域、潛在應(yīng)用領(lǐng)域、商業(yè)化成本與價(jià)格