产品竞争要素分析(3)

TheAnalysisofDrivingForcesofIndustryCompetition产业竞争要素分析MichaelE.Porter麦克E.波特ProfessorofHarvardBusinessSchool哈佛商学院教授Objectives目的Introducetheconceptofstructuralanalysisasaframeworkforunderstandingthefundamentalforcesofcompetitioninanindustry介绍行业竞争要素分析的结构性框架Learningyouandyourchannel’sconditionsmoreEfficientlyandAccurately更准确、有效地理解相关公司及渠道状况Agenda议程Themythsaboutcompetitionenvironment有关竞争环境的误区5structuraldeterminantsoftheintensityofcompetition5种行业竞争要素Myths误区Myth1:Competitionlocatesonlyinsidetheindustry误区1：竞争只存在于行业公司之间Reality:Competitionlocateseverywhere—Suppliers/Co-workers/Co-operators/…现实：竞争来自于一切相关者：供应商、同事、合作者Myth2:CustomerisGod误区2：顾客就是上帝Costomerisyourco-competitior现实：顾客是“合作竞争者”ComComComComComTheRealEnvironment真实的环境IndustryCompetitors行业内的竞争者替代产品供应商客户潜在的进入者5DrivingForcesofIndustryCompetition5种产业竞争的驱动因素ThreatofEntry进入威胁RivalryAmongExistingFirms现有的业内竞争BargainingPowerofSuppliers供应方的侃价实力BargainingPowerofBuyers需求方的侃价实力ThreatofSubstituteProducts/Services替代威胁BarrierstoEntry进入壁垒EconomiesofScale规模经济ProductofDifferentiation产品歧异性CapitalRequirements资金要求SwitchingCosts转换成本AccesstoDistributionChannels渠道到达BarrierstoEntry(2)CostDisadvantagesIndependentofScale非规模的成本劣势–Proprietarytechnology专利技术–Favorableaccesstorawmaterials独有的原材料–Favorablelocations有利的位置–Governmentsubsides政府补贴–Learning/experienceCurve学习/经验曲线GovernmentPolicy政府政策IntensityofRivalryAmongExistingCompetitorsg现有业内竞争NumerousorEquallyBalancedCompetitors众多势均力敌的竞争者SlowIndustryGrowth行业增长缓慢HighFixed/StorageCosts高固定/贮存成本LackofDifferentiationorSwitchingCosts缺乏歧异性或转换成本CapacityAugmentedinLargeIncrements竞争能力大幅度增强DiverseCompetitors竞争者类型众多IntensityofRivalryAmongExistingCompetitors(2)HighStrategicStakes高策略性投入HighExitBarriers高退出壁垒–Specializedassets特殊资产–Fixedcostsofexit高退出成本–Strategicinterrelationships策略性关系–Emotionalbarriers感情障碍–Government&socialrestrictions政府&社会限制ShiftingRivalry竞争转移BargainingPowerofBuyersItisConcentratedorpurchaseslargevolumesrelativetosellersales购买量较大Theproductsitpurchasesfromtheindustryrepresentasignificantfractionofthebuyer’scostorpurchases占据买方成本构成的比例较大Theproductsitpurchasesfromtheindustryarestandardorundifferentiatied产品是标准化的、非歧异性的Itfacesfewswitchingcosts面临较少转换成本BargainingPowerofBuyers(2)Itearnslowprofits买方利润较低Buyersposeacrediblethreatofbackwardintegration买方表现出后向整合的威胁Theindustry’sproductisunimportanttothequalityofthebuyers’product/service产品对买方的重要性较少Thebuyerhasfullinformation买方拥有充分信息BargainingPowerofSuppliersItisdominatedbyafewcompaniesandismoreconcentratedthantheindustryitsellsto卖方的行业中公司较少并且集中Itisnotobligedtocontendwithothersubsituteproductsforsaletotheindustry没有明显的替代产品Theindustryisnotanimportantcustomerofthesuppliergroup该行业不是卖方集团的主要客户BargainingPowerofSuppliers(2)Thesuppliers’productisanimportantinputtothebuyer’sbusiness卖方产品对买方的业务非常重要Thesuppliergroup’sproductsaredifferentiatedorithasbuiltupswitchingcosts卖方产品具有歧异性或已建立转换成本Thesuppliergroupposesacrediblethreatofforwardintegration卖方表现出前向整合的威胁TheThreatofSubstitutionTherelativevalue/priceofasubstitutecomparedtoanindustry’sproduct替代品相对于原产品的性能/价格比Usagerate使用频率Financingcost财务成本Relativevariabilityofpriceoravailability成本或可能性的相对变化Directcostsofuse直接使用成本Numberoffunctions功能的数量Cost&performanceofcomplementaryproducts整体的成本&性能Uncertainty不确定性Perceptionofvalue感知价值TheThreatofSubstitution(2)Thecostofswitchingtothesubstitute替代品的转换成本Identifying&Qualifyingsources资源的确认&质检Costofredesignorreformulation重设计/重规范成本Retrainingorrelearningcost重培训/重学习成本Changingroleoftheuser使用者角色转变Riskoffailure失败的风险Newancillaryproducts新的辅助成本Switchingcostvs.Switching-Backcosts转换成本vs.再转换成本TheThreatofSubstitution(3)Thebuyer’spropensitytoswitch买方的转换意愿Resources资源Riskprofile对风险的认识程度Technologyorientation技术倾向Previoussubstitutions以往的替代IntensityofRivalry竞争的强度Genericstrategy总体的策略建议阅读麦克.波特《竞争优势》麦克.波特《竞争战略》