4事业层策略

©2003SouthwesternPublishingCompany1Business-LevelStrategyMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter42StrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationChapter4Business-LevelStrategyStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter13StrategicEntrepreneurship3Business-LevelStrategyBusiness-levelstrategy:anintegratedandcoordinatedsetofcommitmentsandactionsthefirmusestogainacompetitiveadvantagebyexploitingcorecompetenciesinspecificproductmarkets4CoreCompetenciesandStrategyTheresourcesandcapabilitiesthathavebeendeterminedtobeasourceofcompetitiveadvantageforafirmoveritsrivalsAnintegratedandcoordinatedsetofactionstakentoexploitcorecompetenciesandgainacompetitiveadvantageActionstakentoprovidevaluetocustomersandgainacompetitiveadvantagebyexploitingcorecompetenciesinspecific,individualproductmarketsBusiness-levelstrategyStrategyCorecompetencies5KeyIssuesofBusiness-LevelStrategyWhatgoodorservicetooffercustomersHowtomanufactureorcreatethegoodorserviceHowtodistributethegoodorserviceinthemarketplace6TheCentralRoleofCustomersInselectingabusiness-levelstrategy,thefirmdetermines1.whoitwillserve2.whatneedsthosetargetcustomershavethatitwillsatisfy3.howthoseneedswillbesatisfied7策略事業單位的確認Strategicbusinessunit,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8ManagingRelationshipsWithCustomersCustomerrelationshipsarestrengthenedbyofferingthemsuperiorvalue–helpcustomerstodevelopanewcompetitiveadvantage–enhancethevalueofexistingcompetitiveadvantages9ManagingRelationshipsWithCustomersEstablishacompetitiveadvantagealongthesedimensions:Reach–thefirm’saccessandconnectiontocustomersRichness–thedepthanddetailofthetwo-wayflowofinformationbetweenthefirmandcustomersAffiliation–facilitatingusefulinteractionswithcustomers10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11CustomersMarketSegmentationConsumerMarketsIndustrialMarkets12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(masscustomerization)的效益13MarketSegmentation:ConsumerMarketsDemographicfactorsConsumerMarketsSocioeconomicfactorsGeographicfactorsPsychologicalfactorsConsumptionpatternsPerceptualfactorsDem.Soc.Geo.Psy.Con.Per.14MarketSegmentation:IndustrialMarketsIndustrialMarketsEnd-usesegmentsProductsegmentsGeographicsegmentsCommonbuyingfactorsegmentsCustomersizesegmentsEndPro.Geo.Buy.Size15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16TypesofBusiness-LevelStrategiesBusiness-levelstrategiesareintendedtocreatedifferencesbetweenthefirm’spositionrelativetothoseofitsrivalsTopositionitself,thefirmmustdecidewhetheritintendstoperformactivitiesdifferentlyortoperformdifferentactivitiesascomparedtoitsrivals17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18FiveGenericStrategiesCompetitiveAdvantageCompetitiveScopeCostUniquenessBroadtargetNarrowtargetCostLeadershipDifferentiationFocusedCostLeadershipFocusedDifferentiationIntegratedCostLeadership/Differentiation19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20CostLeadershipStrategyAnintegratedsetofactionsdesignedtoproduceordelivergoodsorservicesatthelowestcost,relativetocompetitorswithfeaturesthatareacceptabletocustomers–relativelystandardizedproducts–featuresacceptabletomanycustomers–lowestcompetitiveprice21CostLeadershipStrategyCostsavingactionsrequiredbythisstrategy:–buildingefficientscalefacilities–tightlycontrollingproductioncostsandoverhead–minimizingcostsofsales,R&Dandservice–buildingefficientmanufacturingfacilities–monitoringcostsofactivitiesprovidedbyoutsiders–simplifyingproductionprocesses22HowtoObtainaCostAdvantageCostDriversValueChainDetermineandcontrolReconfigure,ifneeded•Alterproductionprocess•Changeinautomation•Newdistributionchannel•Directsalesinplaceofindirectsales•Newadvertisingmedia•Newrawmaterial•Backwardintegration•Forwardintegration•Changelocationrelativetosuppliersorbuyers23ProductfeaturesPerformanceMix&varietyofproductsServicelevelsSmallvs.largebuyersProcesstechnologyWagelevelsHiring,training,motivationFactorsThatDriveCostsEconomiesofscaleAssetutilizationCapacityutilizationpattern•Seasonal,cyclicalInterrelationshipsOrderprocessinganddistributionValuechainlinkages•Advertising&sales•Logistics&operations24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25QuestionsLeadingtoLowerCosts1.Howcananactivitybeperformeddifferentlyoreveneliminated?2.Howcanagroupoflinkedvalueactivitiesberegroupedorr