事业层策略英文

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Business-Level Strategy,Michael A. Hitt,R. Duane Ireland,Robert E. Hoskisson,Chapter 4,1,2003 Southwestern Publishing Company,Strategy Implementation,Chapter 11,Organizational,Structure and,Controls,Chapter 10,Corporate,Governance,Chapter 12,Strategic,Leadership,Strategy Formulation,Chapter 4,Business-Level,Strategy,Strategic,Competitiveness,Above-Average,Returns,Strategic Intent,Strategic Mission,Chapter 2,The External,Environment,Chapter 3,The Internal,Environment,The Strategic Management Process,Feedback,Strategic Inputs,Strategic Actions,Strategic Outcomes,Chapter 13,Strategic,Entrepreneurship,2,Business-Level Strategy,Business-level strategy,: an integrated and coordinated set of,commitments and actions,the firm uses,to gain a competitive,advantage,by exploiting,core competencies,in,specific product markets,3,Core Competencies and Strategy,The,resources,and,capabilities,that have been determined to be a source of competitive advantage for a firm,over its rivals,An integrated and coordinated set of actions taken to exploit core competencies and gain a competitive advantage,Actions taken to provide value to customers and gain a competitive advantage by exploiting core competencies,in specific, individual product markets,Business-level,strategy,Strategy,Core,competencies,4,Key Issues of Business-Level Strategy,What good or service,to offer customers,How to manufacture or create,the good or service,How to distribute,the good or service in the marketplace,5,The Central Role of Customers,In selecting a business-level strategy, the firm determines,1.,who,it will serve,2.,what,needs those target customers have that it will satisfy,3.,how,those needs will be satisfied,6,策略事業單位的確認,Strategic business unit,SBU,事業競爭策略管理的單位,事業單位的界定,顧客群,顧客需要,核心能力,7,Managing Relationships With Customers,Customer relationships,are strengthened by offering them,superior value,help customers to,develop a new competitive advantage,enhance the value of,existing competitive advantages,8,Managing Relationships With Customers,Establish a competitive advantage along these dimensions:,Reach,the firms access and connection to customers,Richness,the,depth and detail of the two-way flow of information,between the firm and customers,Affiliation,facilitating useful interactions with customers,9,顧客分析,企業服務的對象是誰? (,WHO),目標顧客想要獲得滿足是什麼?(,WHAT),企業如何以選定的策略滿足顧客需求?(,HOW),不斷重新思考顧客是誰,和顧客保持密切與經常的接觸,決定如何利用對手無法仿效的核心能力來創造價值,設計合宜策略,10,Customers,Market Segmentation,Consumer,Markets,Industrial,Markets,11,企業服務的對象是誰? (,WHO),區隔市場,人口統計變數,地理變數,生活型態,個人特質,消費模式,產業結構特性,組織規模,市場區隔中的市場區隔,利用資訊科技,大規模顧客化(,mass,customerization,),的效益,12,Market Segmentation:,Consumer Markets,Demographic factors,Consumer,Markets,Socioeconomic factors,Geographic factors,Psychological factors,Consumption patterns,Perceptual factors,Dem.,Soc.,Geo.,Psy.,Con.,Per.,13,Market Segmentation:,Industrial Markets,Industrial,Markets,End-use segments,Product segments,Geographic segments,Common buying factor segments,Customer size segments,End,Pro.,Geo.,Buy.,Size,14,目標顧客想要什麼?(,WHAT),確認與了解目標顧客的需求,預測目標顧客未知(發現)的需求,在顧客之前,在對手有行動之前(第一行動者優勢),設法利用本身之核心能力以滿足顧客的需求,15,Types of Business-Level Strategies,Business-level strategies are,intended to create differences,between the firms position relative to those of its rivals,To position itself, the firm must decide whether it intends to perform activities differently or to perform different activities as compared to its rivals,16,競爭策略的選擇,在特定產業中事業單位針對所選定的市場區隔,如何以競爭策略改善其產品或服務的競爭地位,並建立可持久的競爭優勢,策略選擇的考慮因素,產業長期獲利率水準與影響獲利之因素,產業中企業的相對競爭地位,17,Five Generic Strategies,Competitive Advantage,Competitive Scope,Cost,Uniqueness,Broad target,Narrow target,Cost Leadership,Differentiation,Focused Cost Leadership,Focused Differentiation,Integrated Cost,Leadership/,Differentiation,18,產品/市場/核心能力/競爭策略,成本領導策略,差異化策略,集中化策略,產品差異化,低,(主要來自價格),高,(主要來自獨特性),低至高,(價格或獨特性),市場區隔化,低,(大市場),高,(許多個區隔市場),低,(一個或一些區隔市場),核心能力,製造與物料管理,研發/行銷,任何,19,Cost Leadership Strategy,An integrated set of actions designed to produce or deliver goods or services at the,lowest cost,relative to competitors,with features that are acceptable to customers,relatively standardized products,features acceptable to many customers,lowest competitive price,20,Cost Leadership Strategy,Cost saving actions required by this strategy:,building,efficient scale facilities,tightly controlling,production costs and overhead,minimizing costs,of sales, R&D and service,building,efficient manufacturing facilities,monitoring costs,of activities provided by,outsiders,simplifying,production processes,21,How to Obtain a Cost Advantage,Cost Drivers,Value Chain,Determine and control,Reconfigure, if needed,Alter production process,Change in automation,New distribution channel,Direct sales in place of indirect sales,New advertising media,New raw material,Backward integration,Forward integration,Change location relative to suppliers or buyers,22,Product features,Performance,Mix & variety of products,Service levels,Small vs. large buyers,Process technology,Wage levels,Hiring, training, motivation,Factors That Drive Costs,Economies of scale,Asset utilization,Capacity utilization pattern,Seasonal, cyclical,Interrelationships,Order processing,and distribution,Value chain linkages,Advertising & sales,Logistics & operations,23,支援性活動,基本活動,內部後勤,作業,外部後勤,行銷與銷售,服務,採購,技術發展,人力資源管理,企業的基礎建設,邊際,邊際,價值創造活動 -成本領導策略,組織扁平以減少間接成本 簡化規劃程序與成本,降低流動率 訓練員工以改善效率與效能,強調製程創新與改善 投資與致力於發展降低製造成本的活動,改善採購程序與對供應商關係以降低進貨成本 定期評估供應商績效,使供應商與生產程序密切配合,獲得規模經濟 設置可得效率規模的生產設施,降低送貨成本 選擇低成本的運送人,精簡銷售人員與提高素質 訂定具競爭力的價格,有效率與適當安裝以降低修理率,24,Questions Leading to Lower Costs,1.,How can an,activity,be,performed differently or even eliminated,?,2.How can a group of linked,value activities,be,regrouped or reordered,?,3.How might,coalitions with other firms,lower or eliminate costs?,25,Cost Leadership Strategy and the Five Forces of Competition,Rivalry Among Competing Firms,Can use cost leadership strategy to advantage since:,competitors avoid price wars with cost leaders, creating higher profits for the entire industry,Rivalry Among Competing Firms,Bargaining Power of Buyers,Bargaining Power of Suppliers,Threat of New Entrants,Threat of,Substitute Products,Five Forces of,Competition,26,Cost Leadership Strategy and the Five Forces of Competition,Bargaining Power of Buyers,Can mitigate buyers power by:,driving prices far below competitors,causing them to exit,and shifting power with buyers back to the firm,Rivalry Among Competing Firms,Bargaining Power of Buyers,Bargaining Power of Suppliers,Threat of New Entrants,Threat of,Substitute Products,Five Forces of,Competition,27,Cost Leadership Strategy and the Five Forces of Competition,Bargaining Power of Suppliers,Can mitigate suppliers power by:,being able to,absorb cost increases,due to low cost position,being able to,make very large purchases, reducing chance of supplier using power,Rivalry Among Competing Firms,Bargaining Power of Buyers,Bargaining Power of Suppliers,Threat of New Entrants,Threat of,Substitute Products,Five Forces of,Competition,28,Cost Leadership Strategy and the Five Forces of Competition,Rivalry Among Competing Firms,Bargaining Power of Buyers,Bargaining Power of Suppliers,Threat of New Entrants,Threat of,Substitute Products,Five Forces of,Competition,Threat of New Entrants,Can frighten off new entrants due to:,their need to enter on a,large scale,in order to be cost competitive,the time it takes to move down the,learning curve,29,Cost Leadership Strategy and the Five Forces of Competition,Threat of Substitute Products,Cost leader is well positioned to:,make investments to be,first to create substitutes,buy patents,developed by potential substitutes,lower prices,in order to maintain value position,Rivalry Among Competing Firms,Bargaining Power of Buyers,Bargaining Power of Suppliers,Threat of New Entrants,Threat of,Substitute Products,Five Forces of,Competition,30,Major Risks of Cost Leadership Strategy,Dramatic technological change,could take away your cost advantage,Competitors may learn how to,imitate value chain,Focus on efficiency could cause cost leader to,overlook changes in customer preferences,31,Differentiation Strategy,An integrated set of actions designed by a firm to produce or deliver goods or services,(at an acceptable cost,) that customers perceive as being,different in ways that are important to them,price,for product can exceed what the firms target customers are willing to pay,nonstandardized,products,customers value differentiated features more,than they value low cost,32,Differentiation Strategy,Value provided by,unique features and value characteristics,Command premium price,溢價,High customer service,Superior quality,Prestige or exclusivity,Rapid innovation,33,Differentiation Strategy,Differentiation actions required by this strategy:,developing new systems and processes,shaping perceptions through advertising,quality focus,capability in R&D,maximize human resource contributions through low turnover and high motivation,34,How to Obtain a Differentiation Advantage,Cost Drivers,Value Chain,Control if needed,Reconfigure to maximize,customer perceptions of uniqueness,customer reluctance to switch to non-unique product,Raise performance of product or service,Lower buyers costs,Create sustainability through:,35,Factors That Drive Differentiation,Unique product features,Unique product performance,Exceptional services,New technologies,Quality of inputs,Exceptional skill or experience,Detailed information,36,支援性活動,基本活動,內部後勤,作業,外部後勤,行銷與銷售,服務,採購,技術發展,人力資源管理,企業的基礎建設,邊際,邊際,價值創造活動 -差異化策略,經由資訊系統更了解顧客 推行全面品管,創新獎勵辦法 強調非客觀性績效評量 人員訓練,注重基礎研究與產品創新,發展容易取得高品質原料的系統 採購高品質零件,妥善處理進料以維持高品質,迅速反應顧客需求 生產足以吸引顧客的產品,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 與顧客及供應商保持密切關係,訓練顧客正確使用產品 保留完整零件庫存,37,Differentiation Strategy and the Five Forces of Competition,Rivalry Among Competing Firms,Can defend against competition because:,brand loyalty,to differentiated product offsets price competition,Rivalry Among Competing Firms,Bargaining Power of Buyers,Bargaining Power of Suppliers,Threat of New Entrants,Threat of,Substitute Products,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,Rivalry Among Competing Firms,Bargaining Power of Buyers,Bargaining Power of Suppliers,Threat of New Entrants,Threat of,Substitute Products,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,Rivalry Among Competing Firms,Bargaining Power of Buyers,Bargaining Power of Suppliers,Threat of New Entrants,Threat of,Substitute Products,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,Rivalry Among Competing Firms,Bargaining Power of Buyers,Bargaining Power of Suppliers,Threat of New Entrants,Threat of,Substitute Products,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,Rivalry Among Competing Firms,Bargaining Power of Buyers,Bargaining Power of Suppliers,Threat of New Entrants,Threat of,Substitute Products,Five Forces of,Competition,42,Major Risks of Differentiation Strategy,Customers may decide that the,price differential,between the differentiated product and the cost leaders product is too large,Means of differentiation may,cease to provide value,for which customers are willing to pay,續下頁,43,Major Risks of Differentiation Strategy,Experience,may narrow customers perceptions of the value of differentiated features of the firms products,Makers of counterfeit goods,may attempt to replicate differentiated features of the firms products,仿冒品,44,Focused Business-Level Strategies,A focus strategy must exploit a narrow targets 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 compete in the broader market,May be able to serve a narrow market segment more effectively than can larger industry-wide competitors,Focus may allow the firm to direct resources to certain value chain activities to build competitive advantage,46,Major Risks of Focused Strategies,Firm may be “outfocused” by competitors,Large competitor 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/differentiation strategy should be in a better position to:,adapt quickly to environmental changes,learn new skills and technologies more quickly,effectively leverage its core competencies while competing against its rivals,48,Benefits of Integrated Strategy,Successful firms using this strategy have above-average returns,Firm offers two types of values to customers,some differentiated features (but less than a true differentiated firm),relatively low cost (but now as low as the cost leaders price),49,Major Risks of Integrated Strategy,An integrated cost/differentiation business level strategy often involves compromises (neither the lowest cost nor the most differentiated firm),The firm may become “stuck in the middle” lacking the strong commitment and expertise that accompanies firms following either a cost leadership or a differentiated strategy,50,整合性低成本差異化策略的風險,企業若無法在自己所選定的競爭範疇中建立領導地位，或沒有明確的競爭優勢，便會遭遇夾在其中的風險,51,Holiday Inn,個案,Holiday Inn,的發展,創始人,Kemmons,Wilson,於1950年代出外渡假時發現當時旅館業服務品質差且價格不合理的現象,Wilson,發現市場尚未獲得滿足的需求,於是起了創業的念頭,標準化服務空調/製冰機與合理的房價,在1960年代結束前共有1000多家,住房率高達80%,市場出現變化,旅遊者對於飯店產品與服務的需求出現變化,導致市場變化的因素為何,競爭者掌握到市場的脈動,Hyatt,Motel 6,與,Days Inn,Holiday Inn,改變策略,52,基本競爭策略的實施條件,競爭策略,所需技術與資源,對組織的要求,成本領導,獲取資金,持續資本投資,製造工程技術,對人員嚴密監控,簡化產品設計技術,建立廉價配銷系統,嚴密成本控制,定期提出嚴謹的成本報告,明確的責任歸屬,以生產數量為獎勵重點,差異化,行銷能力強,產品具有創造力,基礎研究能力強,品質與技術卓越,配銷系統的密切配合,研發,產品發展與行銷的整合,吸引技術人員,科學家與具有創意的人員,以創意與品質為獎勵的重點,集中,兼具上述各項,針對一個狹小的市場區隔,兼具上述各項,針對一個狹小的市場區隔,53,事業層投資策略,事業投資策略的考慮,競爭地位,生命週期效應,54,事業投資策略,產業生命週期階段,強勢競爭地位,弱勢競爭地位,萌芽期,佔有率建立策略,佔有率建立策略,成長期,成長策略,市場集中策略,成長消退期,佔有率增加策略,市場集中或收割/清算策略,成熟期,維持或獲利策略,收割/清算或撤資策略,衰退期,市場集中或收割(減資)策略,轉向或清算撤資策略,55,事業投資策略,產業生命週期階段,強勢競爭地位,弱勢競爭地位,萌芽期,佔有率建立策略,佔有率建立策略,成長期,成長消退期,成熟期,衰退期,Share building strategy,目的在於發展出一個穩定與獨特的競爭優勢,需投資大量資金於研發/行銷/服務,大多數資金無法內部產生需仰賴外部投資者或創業投資者的援助,競爭企業不多,競爭地位不易區分,56,事業投資策略,產業生命週期階段,強勢競爭地位,弱勢競爭地位,萌芽期,成長期,成長策略,市場集中策略,成長消退期,成熟期,衰退期,Growth strategy,鞏固現有地位與提供成長消退期時的生存基礎,策略性群體在此時逐漸發展與明顯化,分,別追求不同的事業競爭策略,弱勢競爭地位的企業無法再繼續於廣泛的市場中全面競爭,而採市場集中策略,57,事業投資策略,產業生命週期階段,強勢競爭地位,弱勢競爭地位,成長消退期,佔有率增加策略,市場集中或收割/清算策略,成熟期,衰退期,此階段需求成長趨緩,企業在成長期時錯估市場需求的成長幅度,大肆擴大生產規模,產業出現產能過剩現象,競爭變得更為激烈,可能出現價格戰,強勢企業與弱勢企業的策略明顯不同,弱勢企業開始有退出市場的動作(退出障礙是一重要關鍵因素),58,事業投資策略,產業生命週期階段,強勢競爭地位,弱勢競爭地位,萌芽期,成長期,成長消退期,成熟期,維持或獲利策略,收割/清算或撤資策略,衰退期,市場集中或收割(減資)策略,轉向或清算撤資策略,Hold-maintain strategy,策略性群體已經明確形成,成,本領導群/差異化群,企業因為市場已漸趨飽和,需要強力防衛自己的市場與競爭地位,(強者)繼續優勢維持與建立的投資決策與行動,(弱者)退出市場的行動,59,事業投資策略,產業生命週期階段,強勢競爭地位,弱勢競爭地位,衰退期,市場集中或收割(減資)策略,轉向或清算撤資策略,Concentration strategy/asset reduction strategy/harvest strategy/liquidation strategy/turnaround strategy,轉向策略是指重新界定經營焦點與重新分配資源以獲得轉機,60,衰退期競爭強度的研判,市場衰退速度,退出障礙高度,固定成本高低,產品的一般特性,61,衰退產業的策略選擇,衰退產業的競爭強度,強,弱,企業在小市場區隔上的優勢,低,高,收割或撤資,撤資,利基或收割,領導或利基,62,