英国某商学院的EMBA课程讲座PPT_Strategic Management 4

“Getthetools,breaktherules,makeadifference”:AconceptualmapofthecourseDefinitionandDynamicsofStrategy1.Whatisstrategy?2.Howcanyoubesureyouareaskingthe“right”strategyquestions?3.Howstrategydevelops:Context,Role-playing,Mentalmodels,andMetaphorsStrategyContent4.CompetitiveForcesinanIndustry5.IndustryEvolution6.ValuingFirmResources7.CapabilitiesforpositioningStrategyinAction8.ImplementingStrategy9.Institutionalstrategy:Canstrategymakeadifference?StrategicManagementSession4IndustryAnalysisIndustryAnalysisLasttimewesaidthattodevelopourstrategyfurtherweneedtoknowourcompetitiveenvironment.Knowingthiswecanestablish:Whatdoweneedtodotoshapethefutureactionofcompetitorsandotherindustryplayers?Howshouldwerespondtotheactionsofcompetitorsandotherindustryplayers?EraKeyFrameworksKeyTheoristsTheseframeworksformalizetheobservationthatmanagersprimarily:1950s,60sStrategicplanningSloan,ChandlerPlan1970sEarlyattemptsatintegrationoffirm&environmentAndrews,MintzbergCraft1980sIndustrystructureaffectsfirmconduct&performancePorterCalculateoptimalpositionmid1980s-Firmcompetencies(capabilities,resources,skills)matterWinter,RumeltAccumulateresources,replicateroutines1990sStretch,negotiation,virtualorganizations,individualizedcorporationPrahalad,Hamel,Ghoshal&BartlettInspire&mobilizeresourcesbasedoninternalknowledge2000sSocialdancing,CommunitiesofPracticeSeely-Brown,WengerDancetothetuneofacommunitybecausetheyrecognizethatknowledgeissocialandcontext-specific,buildrobustrhetoricalargumentsthatappealtothiscommunityThesourceofprofitabilityisevolvingandsoistheroleofthemanagerWhatfactorsexplainthesechanges?SustainingcompetitiveadvantageappearstobedifficultINDUSTRY1970sLeaders1980sLeaders1990sChallengers2000sWinners?AutomotiveGM,FordToyota,HondaVolkswagen?TelecomAT&T,ITTMCI,Alcatel,NECWorldComDoCoMo?ComputersIBM,BurroughsApple,DEC,Fujitsu,NEC,Sun,CompaqDell?PhotographyKodakFujiSony?PhotocopiersXeroxCanon??ConsumerElectronicsGE,PhilipsSony,Matsushita3GOMicrosoft?SemiconductorsTI,MotorolaNEC,Fujitsu,Intel,SamsungARM?TopTenU.STradedCompaniesbyMarketValue1.GE$494b2.Cisco$447b3.Intel$426b4.Microsoft$362b5.Walmart$307b6.Nokia$271b7.Exxon-Mobil$270b8.Lucent$228b9.IBM$196b10.Citigroup$187b1.IBM$37.6b2.AT&T$36.6b3.Exxon$24.2b4.GeneralMotors$14.5b5.Schlumberger$11.9b6.Amoco$11.8b7.Mobil$11.7b8.GE$11.5b9.Sohio$10.8b10.Chevron$9.6b19801.Exxon$62.5b2.GE$58.4b3.IBM$54.1b4.AT&T$48.9b5.PhilipMorris$38.7b6.Merck$30.6b7.Bristol-MyersSquibb$29.4b8.Dupont$28.1b9.Amoco$27.9b10.BellSouth$27.9b19902000IndustryPeriodPricechange(annual%avg.)SlowImitationCyclesHospitalRoom(perday)1970-81+5.8MedicalAppliances1983-89+4.9Entertainment1980-87+1.8CollegeTuition(top20privateschools)1975-83+1.6ResidentialConstruction1970-80+1.6AverageImitationCyclesPassengerCars1982-89+0.3WheeledTractors1982-890.0ElectricLamps1983-89–0.7GasolineEngines(under11hp.)1982-89–0.8HouseholdRefrigerators1981-89–0.9PaperProducts1933-66–1.8BroilerChickens1946-75–2.8FastImitationCyclesHomeElectronicEquipment1982-89–3.6MicrowaveOvens1982-89–4.6AnalogIntegratedCircuits1981-89–4.8DigitalPBXs1985-89–4.9IntegratedCircuits(memory)1981-89–6.0ElectronicWristwatches(LED/LCD)1973-83–10.0DigitalComputers1988-89–10.3EarlyPersonalComputers(Atari,T.I.,Commodore)1980-83–29.9Source:JeffreyWilliamsThenwhyaresomeindustriesabletosustainhigherprices?INDUSTRYRETURNONEQUITY(1985-'95)Drugs19.39Foodandkindredproducts13.85--ofwhichTobaccoproducts18.60Instrumentsandrelatedproducts11.24Printingandpublishing10.16Electrical,andelectronicequipment10.00Aircraft,guidedmissiles,andparts8.36Fabricatedmetalproducts8.15Rubberandmisc.plasticsproducts9.95Paperandalliedproducts8.47Retailtradecorporations8.37Petroleumandcoalproducts7.88Textilemillproducts7.25Wholesaletradecorporations6.23Stone,glassandclayproducts5.72Machinery,exc.electrical4.29Nonferrousmetals4.21Motorvehiclesandequipment2.61IronandSteel1.30Miningcorporations1.24Airlines(2.84)Whatdrivesprofitability?A:Intensityofcompetitioninanindustrywhich,inturn,isdeterminedbythestructureoftheindustryPharmaceuticalIndustryReturnonEquity05101520253035195819621966197019741978198219861990AveragePharma.Whyaresomeindustriesconsistentlymoreprofitablethanothers?BecausefirmsintheseindustriesconsistentlyfacelessintensecompetitionWhatexplainsprofitabilityvariation?41943100232BusinessuniteffectsCorporateparenteffectsIndustryeffectsYeareffectsNotexplainedbymodelTOTALEstimatesbyMcGahan&Porter1545n/a1002EstimatesbyRumelt38FromEnvironmentalAnalysistoIndustryAnalysisTHEINDUSTRYENVIRONMENT•Suppliers•Competitors•CustomersSocialstructure•TheIndustryEnvironmentliesatthecoreoftheMacroEnvironment.Thenational/internationaleconomyTechnologyGovernmentThenaturalenvironmentDemographicstructureSocialstructureTheSpectrumofIndustryStructuresConcentrationEntryandExitBarriersProductDifferentiationInformationPerfectCompetitionOligopolyDuopolyMonopolyManyfirmsAfewfirmsTwofirmsOnefirmNobarriersSignificantbarriersHighbarriersHomogeneousProductPotentialforproductdifferentiationPerfectInformationflowImperfectavailabilityofinf