企業(yè)橫向戰(zhàn)略分析(英文版)-在線瀏覽
2025-03-18 12:11本頁面
【正文】 ing point for formulating diversification strategy. ? The presence of interrelationships per se is not sufficient justification for entering an industry unless they allow a firm to transform an unattractive industry into an attractive one. ? Seeking industries with both an attractive structure and interrelationships that will yield the firm a petitive advantage in peting in those industries are the dual guides to diversification strategy. September 2023 15 NJU 賈良定 ⑴ Diversification Based on Tangible Interrelationships – A marketoriented diversification strategy aims to sell new products to mon buyers, channels, or geographic markets in order to reap the benefits of market interrelationships. – A productoriented diversification strategy aims to produce similar products with shared production value activities. Procurement interrelationships often stem from production interrelationships. – A technologyoriented diversification strategy aims to develop or enter new industries based on similar core technologies, that involve products sold to either existing or new markets. September 2023 16 NJU 賈良定 ⑵ Diversification Through Beachheads(intangible interrelationships) – A key test of diversification opportunities based on intangible interrelationships is their potential as a beachhead. ⑶ Diversification and Corporate Resources – Diversification is a means to widen a firm’ s stock of assets and skills by expanding the perimeter of the value activities in which it participates. – The best diversification is that which does bothit reinforces the firm’ s existing strengths and creates the basis for new ones. September 2023 17 NJU 賈良定 Mechanisms for Achieving Interrelationships ⑴ Horizontal Structure – Horizontal structure refers to temporary or permanent anizational entities that cut across business unit boundaries, supplementing the business unit structure. – ① Grouping Business Units. ? Groups (and sectors) should be constructed around the interrelationships that are most significant for petitive advantage, growing out of a systematic look at all the interrelationships within the firm. ? Unless one form of interrelationship is dominant throughout an entire firm, different groups should be based on different types of interrelationships. September 2023 18 NJU 賈良定 – ② Partial Centralization. ? It may be appropriate to centralize value activities because of important interrelationships, while still maintaining the profit responsibility of business units. – ③ Other CrossBusiness Unit Organization Mechanisms. ? ⒈ Market Focus Commi
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