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1第六章竞争战略/经营单位战略Competitionstrategy/Business-levelstrategy2Checklist51.主要定价策略52.柔道策略三原则53.捆绑式经营的好处3买方市场Whatdocustomerswant?Contemporarymeasuresofperformance:CheaperBetterFaster4竞争战略：获取+维持竞争优势Concernedwithafirm’sindustrypositionrelativetothoseofcompetitors.PerformactivitiesdifferentlyorperformdifferentactivitiesFavorablypositionyourposition5Genericstrategies1.低成本战略(overall)costleadership2.差别化战略differentiation3.集聚战略focusedcostleadership/differentiation（市场同质性和异质性）6FourgenericstrategiesCompetitiveAdvantageCostUniquenessCostleadershipDifferentiationFocusedCostleadershipFocusedDifferentiationCompetitiveScopeBroadtargetNarrowtargetSegment(s)7谁好谁劣？影响因素成本领先差别化目标集聚顾客评价标准价格非价格价格/非价格市场同质性高低或高低企业实力强强弱8谁好谁劣？Noneisinherentlyoruniversallysuperiortotheothers.Onceselected,thestrategyshouldbeimplementedcarefullyandconsistently.Befullycommitted.9一、成本领先战略10成本领先战略Acostleadershipstrategyisanintegratedsetofactionsdesignedtoproduceordelivergoodsorservicesatthelowcost,relativetothatofcompetitors,withfeaturesthatareacceptabletocustomers.Oftensellingno-frills,standardizedgoodsorservicestothemosttypicalcustomers.11成本领先战略目的：足以说服/警告大多数对手，不要采取相同的战略模式--RivalshesitatetocompeteonthebasisofpriceCompeteagainstWal-MartorCarrefouronpricebasis?Moreservicesandconvenience:homedelivery,telephoneordering,childcare...12成本领先战略程度：在全行业范围内唯一的、明显的成本领先------Next-most-efficientindustrycompetitor范围：Itisinsufficienttobelowonlyononeortwocosts.Overallcostleadershipisrequired—cuteveryconceivablecost.如果几十家企业的成本水平都低于另外几十家企业，则往往意味着需要新一轮竞争13Case:EltronInternationalBarcodelabelprintermanufacturingwithgrossmarginofnearly50percent,whilelowestpricedintheindustryLocatedinaoverbuiltbusinessparkFacilitiesarereleasedFurnitureissecondhand,purchasedfromseveralfailedfinancialinstitutions14Case:EltronInternationalToolsarebroughtfrommanufactureswhoaredownsizingAnarrowrangeofsimpleproducts,onlyhavingseveralsideeffects,havingfewerpartstorepairorreplaceManagementteamwasrecruitedfromarangeoffiercelycost-competitiveindustries15成本领先的战略收益—应对5种竞争力量1.Existingcompetitors：顾客、资源2.Bargainingpowerofbuyers：买方为何不奢求降价3.Bargainingpowerofsuppliers:powerfulcostleadersmayforcesupplierstoholddowntheirprices!（规模优势和地位）16成本领先的战略收益—应对5种竞争力量1.Potentialentrants:longandcontinuouseffort—veryefficient—lowmargin2.Substitute:retaincustomer?MP3/CD/cassettetapes17成本控制与成本领先成本领先战略强调通过成本结构调整来实现成本领先，而不是单纯凭借严格的成本控制。18实现成本领先的途径主要来源于价值链的效率控制价值活动的成本--成本驱动因素（不改变活动的内容，但改变活动的方式）重组价值链（改变活动的内容和方式）19SouthwestairlinesAconsistentmoney-maker1.Useofsecondaryairportsandterminals2.FCFSseatingsystem3.Fewfareoptions4.Smallercrewsflyingmorehours20SouthwestairlinesAconsistentmoney-maker5.Snack-onlyorno-mealflights6.Nodowntowntickets7.OnlyBoeing737initsfleet8.Runningtolandingplanes….21控制价值活动的成本多种因素决定一项活动的成本采购--扩大定货量，采购技巧，中间环节有些可能会对成本有着显著的和根本性的影响----结构性成本驱动因素。波特列出了10种成本驱动因素22单项活动的成本驱动因素1.规模：生产、采购、销售等2.学习（经验/学习曲线）：各个环节3.生产能力的利用方式：连续、均衡、饱满23价值链的联系4.价值链内价值活动之间的相互联系和利用程度，如看板管理，设计、生产与质量保证5.纵向联系、纵向一体化：和谐6.横向相互联系：共享经验、协调成本247.内部政策：模式、规定等8.时机选择：率先行动效益（先入为主）和追随效益，采购、招聘内部政策和时机的选择25可利用的外部选择9.地理位置：选址与布局10.政府等一般环境因素：环保，电力26电视机取得成本上的领先地位需要1.足够规模的显像管生产2.低成本劳力3.自动化组装4.有利于分摊研制费用的全球性销售规模。。。27邯钢的模拟市场价格由公司根据一定时期内市场上生铁、钢坯、能源及其他辅助材料的平均价格编制企业内部转移价格根据市场价格变化的情况每半年或一年作一次修订各分厂根据原材料的消耗量和“模拟市场价格”核算本分厂的产品制造成本以“模拟市场价格”向下道工序“出售”自己的产品。28邯钢的模拟市场价格（续）销售毛利作以下两项扣除：1.把公司管理费分配给分厂作销售毛利的扣除项，一般采用固定的数额（根据管理费年预算确定）；2.财务费用由分厂负担，一般根据分厂实际占用的流动资金额参考国家同期同类利率确定。扣除这两项后就形成本分厂的“内部利润”。29制定成本领先战略1.识别价值链，以及每项活动的成本驱动因素2.侦查竞争对手的价值链，以及成本差异的来源3.考虑每项活动的改进措施，形成初步方案30制定成本领先战略4.将所有措施合成为一个完整方案，剔除其中相互矛盾的内容（运输成本和远距离仓库）5.检验方案是否损害了企业已有的特色6.检验战略的持久性—资源、技术31Wal-MartRapidtransportationofgoodsReducedwarehousingcostsDirectshipmentfrommanufactures…32成本领先的决策误区1.单纯追求低成本而导致设备过时Obsolete2.过于专注于低成本而忽视顾客需求变化Detectsignificantchangesincustomerneeds,orincompetitor’seffortstodifferentiatewhathastraditionallybeenanundifferentiated,commodity-likeproduct33成本领先的决策误区3.牺牲顾客看重的质量和特色4.只关心某个环节而忽视其他环节-如生产/采购5.忽视间接的或规模小的活动34成本领先的决策误区3.错误判断成本驱动因素。如全国市场占有率最大、成本最低的企业可能会以为是这个占有率降低了成本4.无意中的交叉补贴，成本表现各有不同的部分/市场35成本领先战略的成功成本不会自动下降，也不会偶然下降。艰苦工作和持之以恒的重视成本节俭的结果取决于企业日复一日地实际实施该战略的技能。改善相对成本地位，与其说需要在战略上做出重大转变，还不如说需要管理人员更多的投入36ItisNotriskfree！Simplyreducingcostsisnotequivalenttoimplementingthecostleadershipstrategy.Simultaneouslyattendingtocustomerserviceandnewproductdemands.Technologyinnovation37ItisNotriskfree！LimitedcostreductionspaceCustomersmayacceptaslightincreaseinthecostoftheproductinreturnfortheconvenienceandservices.Lowmarginsandhighturnoveristherecipeforsuccess.38二差别化战略39LiptonYellowLabelTeaSirThomasLiptoncreatedthisworldfamousLiptonTeaover100yearsago.Sincethenitsboldyellowandreddesignhascometomeanqualityteatogenerationsofteadrinkers.Itisknownasarelaxingdrinkwhichsatisfiesboththeconnoisseurandthenewcomeratanytimeoftheday.TodaytheconsistentqualityofthisteaismaintainedbytheskillofLipton’sbuyersandblenderswhoselectonlythefinesttea.GreatcareistakentoensuretheperfectionofYellowLabelTea.40差别化战略Breakingtherulesofthegameandthinkingnewwaystocompete.Nottoplaythegamebetterthanthecompetitorsbuttodevelopandplayandifferentgame.41差别化战略Adifferentiationstra