战略管理课程课件

路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索08 七月 2024战略管理课程战略管理课程13 八月 2023战略管理课程1路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Chapter 1:An Introduction To Strategic ManagementSTRATEGY2Chapter 1:An Introduction To2路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Section 1:What is StrategylInGreece:Strategosmeansartsandsciencethatageneralcommandanddirectarmy.lInAncientChinaBesiegeWeirescueZhaoPretendtoadvancealongonepathwhilesecretlygoingalonganother;doonethingundercoverofanother.3Section 1:What is StrategyIn G3路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Classification of StrategyMacrolevelEnterpriselevelNationalEconomyLocalEconomyIndustrialEconomyCorporateStrategySBUsStrategyFunctionalStrategy4Classification of StrategyMacr4路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索The Three Levels of StrategyCorporateSBUsFunctions5The Three Levels of StrategyCo5路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Which businesses to be in？How to run them?Thewayacompanycreatesvaluethroughtheconfigurationandcoordinationofitsmulti-marketactivities.CorporateStrategyis?AddresstheQuestions？6Which businesses to be in？How6路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Howtoachievesustainablecompetitiveadvantageingivenproduct/marketWhereshouldwecompete？（Whichmarkets，andwhichsegmentsshouldweconcentrateon？）CompetitiveStrategyWhatproductsshouldwecompetewith？Howwillwegainsustainablecompetitiveadvantageinthesechosenmarkets？?1237How to achieve sustainable com7路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索isconcernedwithinterpretingtheroleofthefunctionordepartmentindeliveringthecompetitivestrategyFunctional strategyMarketingstrategyFinancialstrategyPersonnelstrategyAndsoforthEveryCompetitiveStrategyCanbeTranslatedintoCongruentXStrategies8is concerned with interpreting8路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Section 2:Definitions of StrategylKennethR.AndrewslH.I.AnsofflH.MintzberglOurdefinition9Section 2:Definitions of Stra9路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Kenneth RAndrews DefinitionlThe Concept of Corporate Strategy,1971lStrategyistarget,intent,purpose,andthemodelofwhichafirmformulatesmainpoliciesandplaninordertoachievingthetarget.Themodeldefinesthebusinessscopewhichthefirmisdoing,andshoulddo.Themodelalsodefinesthebusinesstypewhichthefirmisin,andshouldbein.10Kenneth RAndrews DefinitionT10路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索H.Igor.Ansoff DefinitionlCorporate Strategy,1965lThestrategyisacommonbusinesslinethroughoutthefirmsbusiness,productsandmarket.Itdefinesthebasicnatureofthebusinessthatafirmisdoing,andplanstodo.See More11H.Igor.Ansoff DefinitionCorpo11路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Four Elements of StrategylMarketandProductslGrowthVectorlCompetitiveAdvantagelSynergy:Totaloutcomearemorethansumofallparts.12Four Elements of StrategyMarke12路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Understanding SynergySupposeOiCostofProductiSiSalesofProducti(ROI)-ReturnonInvestmentSupposeROIofCompanyiproductPi isasfollowROI=Si-OiIi13Understanding SynergySupposeOi13路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索ST=S1+S2+S3+SnOT=O1+O2+O3+OnIT=I1+I2+I3+In(ROI)T=ST-OTITSS=STIsITOsOTScaleEffect(ROI)S (ROI)TST，OT，ITisSumofSmallcompanyssales,costandinvestmentSs，Os，IsSales,costandinvestmentofbigfirmSuppose14ST=S1+S2+S3+SnOT=14路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Type of SynergylSalesSynergy:fromsharebrand,channellOperatingSynergylInvestmentSynergylManagementSynergy15Type of SynergySales Synergy:15路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索H.Mintzbergs DefinitionlThe Rise and Fall of Strategic Planning,1994lPlanlPloylPatternlPositionlPerspective16H.Mintzbergs DefinitionThe Ri16路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Definition of StrategylAstrategyisanintegratedandcoordinatedsetofcommitmentsandactionsdesignedtoexploitcorecompetenciesandgainacompetitiveadvantage.17Definition of StrategyA strate17路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Section 3:Strategic Management ProcessStrategyFormulationStrategyImplementationSee Detail18Section 3:Strategic Managemen18路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索EnvironmentConditionStrategicIntentStrategicMissionStrategyFormulationStrategyImplementationCorporateLevelStrategyBusinessLevelStrategyOrganizationalStructureandControlsCorporateGovernanceStrategicCompetitivenessAbove-AverageReturnsfeedback19EnvironmentConditionStrategic 19路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Strategic Management Process ChartPerspectivesandEnterpriseCultureVisionMissionGoalsSWOTStrategyFormulationAlternativesSelectionStrategicPlanStrategyImple-mentationStrategicControlFeedbackPerformance20Strategic Management Process C20路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Strategic ManagementlChapter 1AnIntroductiontoCorporateStrategylChapter 2TheExternalEnvironmentlChapter 3TheInternalConditionlChapter 4 CorporateLevelStrategylChapter 5 AcquisitionandRestructuringStrategylChapter 6 BusinessLevelStrategylChapter 7 CooperativeStrategylChapter 8 CorporateGovernancelChapter 9 OrganizationalStructureandControlslChapter 10 CorporateEntrepreneurshipandInnovation21Strategic ManagementChapter 1 21路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索THE NEED FOR STRATEGYChapter1GlobalizationCompetitionPressuretoChangePhysicalresourcesHumanresourcesInformationresourcesWorldmarketCorebusinessesOutsourcingBPR22THE NEED FOR STRATEGYChapter1G22路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索TechnologyandTechnologicalChangesRapid technological changeRapid technology diffusionsDramatic changes in information technologiesIncreasing importance of knowledgeTheCompetitiveLandscapeTheGlobalEconomyPeople,goods,services,andideasmovefreelyacrossgeographicbordersSignificantopportunitiesemergeinmultipleglobalmarketsMarketsandIndustriesbecomemoreinternationalized23Technology and Technological C23路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Two modelslAfirmisviewedasabundleofmarketactivitiesandabundleofresources.(inthelesson)lMarketactivitiesareunderstoodthroughapplicationoftheI/Omodel.lThedevelopmentandeffectiveuseofafirmsresources,capabilities,andcompetenciesisunderstoodthroughapplicationoftheresources-basedmodel.lCombinationofthetwomodels,firmscanincreasetheprobabilityofachievingstrategiccompetitivenessandearningabove-averagereturns(AARs).24Two modelsA firm is viewed as 24路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索The I/O Model of AARslTheexternalenvironmentwasthoughttobetheprimarydeterminantofstrategiesfirmsselectedtobesuccessful.lIndustrychosenhasastrongerinfluenceonthefirmsperformancethandothechoicesmanagersmakeinsidetheirorganizations.25The I/O Model of AARsThe exter25路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索The External EnvironmentThegeneralenvironmentTheindustryenvironmentThecompetitiveenvironment1.Study the external environment,especially the industry environment.An Attractive IndustryAnindustrywhosestructuralcharacteristicssuggestAARsStrategy FormulationSelectionofastrategylinkedwithAARsinaparticularindustryAssets and SkillsAssetsandskillsrequiredtoimplementachosenstrategyStrategy ImplementationSelectionofstrategicactionslinkedwitheffectiveimplementationofthechosenstrategySuperior ReturnsEarningofAARs2.Locate an industry with high potential for AARs.3.Identify the strategy called for by the attractive industry to earn AARs.4.Develop or acquire assets and skills needed to implement the strategy.5.Use the firms strengths to implement the strategy.The I/O Model26The External Environment1.Stud26路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索The R/B Model of AARlEachorganizationisacollectionofuniqueresourcesandcapabilitiesthatprovidesthebasisforitsstrategyandistheprimarysourceofitsreturns.lThedifferencesinfirmsperformancesacrosstimearedrivenprimarilybyorganizationsuniqueresourcesandcapabilitiesratherthanbyanindustrysstructuralcharacteristics.lResourcesmaynotbehighlymobileacrossfirms.lThedifferencesinresourcesformthebasisofcompetitiveadvantage.27The R/B Model of AAREach organ27路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索ResourcesInputsintoafirmsproductionprocess1.Identify the firms resources.Study its strengths and weaknesses as compared to those of competitors.CapabilityCapacityofanintegratedsetofresourcestointegrativelyperformataskoractivityCompetitive AdvantageAbilityofafirmtooutperformitsrivalsAn Attractive IndustryAnindustrywithopportunitiesthatcanbeexploitedbythefirmsresourcesandcapabilitiesStrategy Formulation&ImplementationStrategicactionstakentoearnAARsSuperior ReturnsEarningofAARs2.Determine the firms capabilities.What do the capabilities allow the firm to do better than its competitors？3.Determine the potential of the firms resources and capabilities in terms of a competitive advantage.4.Locate an attractive industry.5.Select a strategy that best allows the firm to exploit its resources and capabilities relative to opportunities in the external environment.The R/B Model28Resources1.Identify the firm28路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Strategic IntentlStrategicintentistheleveragingofafirmsinternalresources,capabilities,andcorecompetenciestoaccomplishthefirmsgoalsinthecompetitiveenvironment.lStrategicintentimpliesasignificantstretchofanorganizationsresources,capabilities,andcorecompetencies.lStrategicintentexistswhenallemployeesandlevelsofafirmarecommittedtothepursuitofaspecificperformancecriterion.lItseemslikeadream,unrealisticgoal,imagination.29Strategic IntentStrategic inte29路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Examples of ExpressionlTobecomeahigh-performancemultinationalenergycompanynotthebiggest,butthebest.(UnocalCorporation)lTobethetopperformanceineverythingthecompanydoes.(PhilipsPetroleumCompany)lTocatchupwithandbeatCaterpillar.(Komatsus)lTobeatXerox.(Canon)lTobecomesecondFord.(Honda)30Examples of ExpressionTo becom30路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Strategic MissionlThestrategicmissionisastatementofafirmsuniquespurposeandthescopeofitsoperationsinproductandmarketterms.lInsomefirms,missioniscalledvision.31Strategic MissionThe strategic31路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Examples of ExpressionlToputacarineveryhome.(Ford)lAcomputerineveryhome.(Apple)lAcomputeroneverydesk,andeveryhome,runningonMicrosoftsoftware.(BillGates)lPortablecommunications.(Motorola)32Examples of ExpressionTo put a32路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Intent and MissionStrategic IntentWinningcompetitivebattlesthroughdecidinghowtoleverageresources,capabilities,andcorecompetenciesStrategic MissionAnapplicationofstrategicintentintermsofproductstobeofferedandmarketstobeserved33Intent and MissionStrategic In33路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Strategic ObjectiveslProfitability:lProductivity:lMarketStatus:lR&D:lOrganizationalChange:lHumanResourceslSocioResponsibilityMSAMS-AbsoluteMSRMS-RelativeMSSalesoftheindustryAMS=SalesofthecompanyX100%SalesofthelargestoneRMS=SalesofthecompanyX100%numeratorisunchangedDenominator:ifthecompanyssalesisthebiggest,thedenominatormustbethesecondone.34Strategic ObjectivesProfitabil34路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Objective SystemReturnonCapital12%ReturnonSales8%ReturnonSales8%TurnoverRateofCapital1.5TurnoverRateofCapital1.5ProfitProfitRevenue3mRevenue3mRevenueRevenueTotalCapital2mTotalCapital2mFixedAssetsFixedAssetsCurrentAssetsCurrentAssetsSalesSalesCostCostFixedCostFixedCostVariableCostVariableCostProfit&TaxProfit&TaxFixedCostFixedCostVariableCostVariableCostProfit&TaxProfit&Tax35Objective SystemReturn on Capi35路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索TheIdeasofStrategicManagementl1.TheIdeaofAdaptingEnvironmentl2.TheIdeaofCompetitiveAdvantagel3.TheIdeaofReengineeringl4.TheIdeaofStrategicAlliancel5.TheideaofOrganizationLearning36The Ideas of Strategic Managem36路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索1.Adapting EnvironmentGlobalizationNetworkPhysicalResourcesHumanResourcesInfo.ResourcesInternetWorldwideMarketGlobalProcurementGlobalLogistics371.Adapting EnvironmentGlobali37路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索2.The Idea of Competitive AdvantagelMichaelEPorterputforwardtotheconcept:itisfromlowcostordifferentiation.lTheadvantagescancomefrominternalandexternal.lBasedonexternalconditioninclude:naturalenvironment,naturalresources,transportation,informationcommunication,economicbase,publicrelation.lFormedbyinternal：decisionmakingabilityoftopmanagement,innovationabilityoftechnicianandengineers,marketingabilityofmarketer,competenceofemployee.382.The Idea of Competitive Adva38路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索3.The Idea of ReengineeringCoreBusinessCustomerOrientationOrganizationFlatEnvironmentchangeBPRCompetitiveAdvantageResourcesFocusonCompetitionPressureVarietyofNeedsNetworkBPRBPRNothingchangedexceptintodayssociety.change393.The Idea of ReengineeringCo39路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索4.The Idea of Strategic AlliancelRCoasesaid：therearetwosystemscanbeusedtoconfigurationandcoordinationresources:lThroughmarket:byuseofthepriceasatooltoaccomplishasetofmarkettransactions.lThroughorganization:acoordinatorwithinorganizationtodirectproduction.lBothmechanismscostmoney.So,whichoneisuseddependsonwhichhasthelowercost.Whetheracompanywillexpandorreduceitsbusinessesdependonthesaveoftransactioncost.404.The Idea of Strategic Allia40路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索5.The idea of Organization Learning lTheFifthDisciplineArtsandPracticesofTheLearningOrganization(PeterSenge,1990)lTobringpeoplescreativityintoplayisthekeysuccessfulfactorinthe21st.Itisalsothekeypointofthemanagementefforts.lOrganizationlearningisanunremittingprocess.Itistheprocesswhichanorganizationceaselesslyacquirelore,andpassloreeachotherintheorganization,andcreatenewlorebyvariouswaysandmannersinordertoboostuporganizationalabilitiesandimproveorganizationalbehaviorandperformance.lThreeKeyPointsofOrganizationLearning：415.The idea of Organization Le41路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Three Key Points of Organization Learning1.Theorganizationcanceaselesslyacquireloreandaccumulatelore2.Theorganizationcanpassloreeachotherintheorganization3.Theorganizationcancreatenewlore42Three Key Points of Organizati42路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Bystudyingtheinternalenvironment,FirmsdetermineWhattheycandoBystudyingtheexternalenvironment,FirmsidentifyWhattheymightchoosetodolGeneralExternalEnvironmentalAnalysislIndustryEnvironmentAnalysisChapter 2 The External Environment43By studying the internal envir43路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索General EnvironmentCompetitorEnvironmentIndustryEnvironmentEconomicDemographicSocioculturalPolitical/LegalGlobalTechnologicalGeneralEnvironment44General EnvironmentCompetitor 44路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索lThegeneralenvironmentiscomposedofelementsinthebroadersocietythatcaninfluenceanindustryandthefirmswithinit.lTheindustryenvironmentisthesetoffactorsthethreatofnewentrants,suppliers,buyers,productsubstitutes,andtheintensityofrivalryamongcompetitorsthatdirectlyinfluencesafirmanditscompetitiveactionsandresponses.Definitionsofgeneralandindustryenvironment45The general environment is com45路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索The General Environment:Segments&ElementsDemographicSegmentPopulationsizeAgestructureGeographicdistributionEconomiccycleInterestandInflationratesTradedeficitsorsurplusesBudgetdeficitsorsurplusesAntitrustlawsTaxationlawsDeregulationphilosophiesWomenintheworkforceWorkforcediversityAttitudesaboutqualityofworklifeProductinnovationsProcessinnovationsApplicationsofknowledgeEconomicSegmentPolitical/LegalSegmentSocioculturalSegmentTechnologicalSegmentGlobalSegmentImportantpoliticaleventsCriticalglobalmarketsEthnicmixIncomedistributionPersonalsavingratesBusinesssavingratesGrossdomesticproductLabortraininglawsEducationalphilosophiesandpoliciesConcernsofenvironmentShiftsinwork&careerpreferancShiftsinpreferencesinproductsandservicecharacteristicsFocusofprivateandgovern-mentsupportedR&DexpenditurNewcommunicationtechnologyNewlyindustrializedcountriesDifferentculturalandinstitu-tionalattributes46The General Environment:Segme46路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Economic CyclelRevivelBoomlStagnancylCrisisABlRevivelBoomlWeaklSoftLandfall47Economic CycleReviveABRevive4747路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Components of the External AnalysislIdentifyingearlysignalsofenvironmentalchangesandtrendslDetectingmeaningthroughongoingobservationsofenvironmentalchangeandtrendslDevelopingprojectionsofanticipatedoutcomesbasedonmonitoredchangesandtrendslDeterminingthetimingandimportanceofenvironmentalchangesandtrendsforfirmsstrategiesandtheirmanagementScanningMonitoringForecastingAssessing48Components of the External Ana48路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索ExchangeandCommunicationofCross-culturesChinalNotdirectlymentionkeypointlAskquestionsorhaverequirementsbyasubtlewaylPraisinggrouplSayingwordstoboostharmoniouslSomething have not been express arealsoveryimportantlUsuallynottosay“No”，insteadofchangingothertopicorgiveablurryanswerlHaving a expression for the mostimportantthinginthelastlGuangxi is the first thing in allfirstlydiscussedtopicisaboutprivatethingsbeforediscussingbusinesslSynthesizingdifferentideas，struggletobeconsistentlPersonandmindcannotbeseparatedlDumbnessdoesnotmeandisagreeAmericanlDirectlymentionkeypointlBluntly discussing requirementsandproblembeingfacedlPraisingindividuallPrecisely saying what one wantstosaylWhat one say is the mostimportantlDirectlysay“No”lHavingaexpressionforthemostimportantthinginthebeginninglRules are the most important，firstly discussing business thanprivatelMakingideasdiversely，struggletohavethebestonelPersonandmindcanbeseparatedlDumbnessmeansdisagree49Exchange and Communication of 49路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Industry Environment AnalysislAnindustryisagroupoffirmsproducingproductsthatareclosesubstitutes.lTheindustryenvironmentisthesetoffactorsthethreatofnewentrants,suppliers,buyers,productsubstitutes,andtheintensityofrivalryamongcompetitorsthatdirectlyinfluencesafirmanditscompetitiveactionsandresponses.lIndustryenvironmenthasamoredirecteffectonstrategiccompetitivenessandAARs.50Industry Environment AnalysisA50路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索The Five Forces Model of CompetitionIndustryCompetitorsThe Threat of EntryAbsolutecostadvantagesGovernmentpolicyEconomiesofscaleCapitalrequirementsBrandidentitySwitchingcostsAccesstodistributionExpectedretaliationThe Threat of SubstituteRelativeprice/performanceSwitchingcostsBuyerpropensitytoSupplier PowerSupplierconcentrationImportanceofvolumetosupplierDifferentiationofinputsImpactofinputsoncostofdifferentSwitchingcostsofsupplier/firmsPresenceofsubstituteinputsThe Degree of RivalryIndustrygrowthProductdifferencesBrandidentitySwitchingcostExitbarriersInformationalcomplexity Buyer PowerBargaining leveragePrice sensitivityBuyerconcentrationPrice/TotalPurchasesBuyervolumeImpactonqualityBuyerinformationProductdifferencesBuyerswitchingcostBrandidentitySubstituteproductAbilitytobackwardint.51The Five Forces Model of Compe51路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Threat of New EntrantslThelikelihoodthatfirmswillenteranindustryisafunctionoftwofactors:BarrierstoentryTheretaliationexpectedfromcurrentindustryparticipants52Threat of New EntrantsThe like52路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Barriers to EntrylEconomiesofScalelExperienceCurvelProductDifferentiationlCapitalRequirementslSwitchingCostslAccesstoDistributionChannelslCostDisadvantagesIndependentofScalelGovernmentPolicylExpectedRetaliationUnitcosttendstodeclinefollowingthewaywithfixedratiowhenaccumulatedproductionincrease.53Barriers to EntryEconomies of 53路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Experience CurveAccumulated ProductionUnit CostCn=C1n-Accumulated ProductionUnit CostC2n=kCn54Experience CurveAccumulated Pr54路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Sources of ExperiencelExperienceaccumulatinglLearning55Sources of ExperienceExperienc55路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索ApplicationsoftheExperienceCurve lPredictcostmodelGuidepricingdifferenceActualForecastPriceCostPriceCost56Applications of the Experience56路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Exit BarrierlSpecializedassetslFixedcostsofexit(e.g.laboragreements)lStrategicinterrelationships(mutualdependencerelationships)lEmotionalbarriers(fearforonescareer)lGovernmentandsocialrestrictions57Exit BarrierSpecialized assets57路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Intensity of Rivalry Among CompetitorlNumerousorEquallyBalancedCompetitorslSlowIndustryGrowthlHighFixedorStorageCostlLackofDifferentiationorLowSwitchingCostslCapacityAugmentedinLargeIncrementslDiverseCompetitorslHighStrategicStakeslHighExitBarriers58Intensity of Rivalry Among Com58路漫漫其修远兮路漫漫其修远兮,吾将上下而求索吾将上下而求索Strategic GroupslMichaelS.Hunt,Competition in the major home appliance industry,1972,(Doctoraldissertation,HarvardUniversity)lAstrategicgroupisagroupoffirminanindustryfollowingthesameorasimilarstrategyalongthesamestrategicdimensions.59Strategic GroupsMichael S.Hun59路漫漫其修远兮路漫漫其修远兮,吾