煙草行業(yè)的事業(yè)層策略(英文版)-在線瀏覽
2025-03-22 13:16本頁面
【正文】 訊系統(tǒng)更了解顧客 推行全面品管 創(chuàng)新獎勵辦法 強調(diào)非客觀性績效評量 人員訓(xùn)練 注重基礎(chǔ)研究與產(chǎn)品創(chuàng)新 發(fā)展容易取得高品質(zhì)原料的系統(tǒng) 採購高品質(zhì)零件 妥善處理進料以維持高品質(zhì) 迅速反應(yīng)顧客需求 生產(chǎn)足以吸引顧客的產(chǎn)品 正確與快速處理顧客訂單 迅速送達貨品 安排各種信用交易 與顧客及供應(yīng)商保持密切關(guān)係 訓(xùn)練顧客正確使用產(chǎn)品 保留完整零件庫存 37 Differentiation Strategy and the Five Forces of Competition Rivalry Among Competing Firms Can defend against petition because: ? brand loyalty to differentiated product offsets price petition Bargaining Power of Suppliers Five Forces of Competition 38 Differentiation Strategy and the Five Forces of Competition Bargaining Power of Buyers Can mitigate buyer power because: ? well differentiated products reduce customer sensitivity to price increases Bargaining Power of Suppliers Five Forces of Competition 39 Differentiation Strategy and the Five Forces of Competition Bargaining Power of Suppliers Can mitigate suppliers’ power by: ? absorbing price increases due to higher margins ? passing along higher supplier prices because buyers are loyal to differentiated brand Bargaining Power of Suppliers Five Forces of Competition 40 Differentiation Strategy and the Five Forces of Competition Threat of New Entrants Can defend against new entrants because: ? new products must surpass proven products or, ? new products must be at least equal to performance of proven products, but offered at lower prices Bargaining Power of Suppliers Five Forces of Competition 41 Differentiation Strategy and the Five Forces of Competition Threat of Substitute Products Well positioned relative to substitutes because: ? brand loyalty to a differentiated product tends to reduce customers’ testing of new products or switching brands Bargaining Power of Suppliers Five Forces of Competition 42 Major Risks of Differentiation Strategy ? Customers may decide that the price differential between the differentiated product and the cost leader’s product is too large ? Means of differentiation may cease to provide value for which customers are willing to pay ? 續(xù)下頁 43 Major Risks of Differentiation Strategy ? Experience may narrow customer’s perceptions of the value of differentiated features of the firm’s products ? Makers of counterfeit goods may attempt to replicate differentiated features of the firm’s products仿冒品 44 Focused BusinessLevel Strategies A focus strategy must exploit a narrow target’s differences from the balance of the industry by: – isolating a particular buyer group – isolating a unique segment of a product line – concentrating on a particular geographic market – finding their “niche” 45 Factors That May Drive Focused Strategies ? Large firms may overlook small niches ? Firm may lack resources to pete in the broader market ? May be able to serve a narrow market segment more effectively than can larger industrywide petitors ? Focus may allow the firm to direct resources to certain value chain activities to build petitive advantage 46 Major Risks of Focused Strategies ? Firm may be “outfocused” by petitors ? Large petitor may set its sights on your niche market ? Preferences of niche market may change to match those of broad market 47 Advantages of Integrated Strategy A firm that successfully uses an integrated cost leadership/differentiat
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