公司级战略(1)

[e-mail][e-mail]-LevelStrategy(CompanywideStrategy)-lowcost-differentiation-integratedlowcost/differentiation-focusedlowcost-focuseddifferentiationHowtocreatecompetitiveadvantageineachbusinessinwhichthecompanycompetes1.Business-LevelStrategy(CompetitiveStrategy)[e-mail]orporationbein?2.Howshouldthecorporateofficemanagethearrayofbusinessunits?CorporateStrategyiswhatmakesthecorporatewholeadduptomorethanthesumofitsbusinessunitparts(2+2=5)KeyQuestionsofCorporateStrategyLevelsandTypesofDiversificationLowLevelsofDiversificationModeratetoHighLevelsofDiversificationVeryHighLevelsofDiversificationRelatedlinked(mixed)70%ofrevenuesfromdominantbusiness,andonlylimitedlinksexistABCSinglebusiness95%ofrevenuesfromasinglebusinessunitADominantbusinessBetween70%and95%ofrevenuesfromasinglebusinessunitBAUnrelated-DiversifiedBusinessunitsnotcloselyrelatedABC70%ofrevenuesfromdominantbusiness;allbusinessesshareproduct,tec[e-mail],Incentives,andResourcesforDiversificationMotivestoEnhanceStrategicCompetitivenessEconomiesofScopeMarketPower[e-mail]swithNeutralEffectsofStrategicCompetitivenessAnti-TrustRegulationTaxLawsLowPerformanceUncertainFutureCashFlowsFirmRiskReductionTangibleResourcesIntangibleResourcesManagerialMotivesResourcesIncentivesMotives,Incentives,[e-mail]ingValueReductionDiversifyingManagerialEmploymentRiskIncreasingManagerialCompensationManagerialMotivesResourcesIncentivesMotives,Incentives,[e-mail]tionshipBetweenFirmPerformanceandDiversificationDiver[e-mail]icationDiversificationmosteffectivelyaddsvaluebyeitheroftwomechanisms:Bydevelopingeconomiesofscopebetweenbusinessunitsinthefirmswhichleadstosynergisticben[e-mail]ationStrategiesRelatedDiversificationStrategiesUnrelatedDiversificationStrategiesSharingActivitiesTransferringCoreCompetencie[e-mail]:Example:UsingacommonphysicaldistributionsystemandsalesforcesuchasProcter&Gamble’sdisposablediaperandpapertoweldivisionsExample:GeneralElectric’scoststoadvertise,sellandservicemajorappliancesarespreadovermanydifferentproductsSharingActivitiesAlternativeDiversificationStrategiesAchieveseconomiesofscaleBoostsefficiencyofutilizationHelpsmovemorerapidlydownLearningCurveSharingActivitiesoftenlowerscostsorraisesdifferentiationSharingActivitiescanlowercostsifit:[e-mail]:Procter&Gamble’ssharingofsalesandphysicaldistributionfordisposablediapersandpapertowelsiseffectivebecausetheseitemsaresobulkyandcostlytoshipKeyCharacteristics:SharingActivitiesAlternativeDiversificationStrategiesSharingActivitiescanenhancepotentialfororreducethecostofdifferentiationMus[e-mail]:SharingActivitiesAlternativeDiversificationStrategiesStrongsenseofcorporateidentityClearcorporatemissionthatemphasizestheimportanceofintegratingbusinessunitsIncenti[e-mail]ationStrategiesRelatedDiversificationStrategiesUnrelatedDiversificationStrategiesSharingActivitiesTransferringCoreCompetencie[e-mail]:TransferringCoreCompetenciesAlternativeDiversificationStrategiesIdentifyabilitytotransferskillsorexpertiseamongsimilarvaluechainsExploitabilitytotransferactivitiesExploitsInter[e-mail]:TransferringCoreCompetenciesleadstocompetitiveadvantageonlyifthesimilaritiesamongbusinessunitsmeetthefollowingconditions:ActivitiesinvolvedinthebusinessesaresimilarenoughthatsharingexpertiseismeaningfulTransferofskillsinvolvesactivitieswhichareimportanttocompetitiveadvantageTheskillstransferredrepresentsignificantsourcesofcompetitiveadvantageforthereceivingunitTransferri[e-mail]ationStrategiesRelatedDiversificationStrategiesUnrelatedDiversificationStrategiesSharingActivitiesTransferringCoreCompetencie[e-mail]:Firmspursuingthisstrategyfrequentlydiversifybyacquisition:EfficientInternalCapitalMarketAllocationAlternativeDiversificationStrategiesAcquiresound,attractivecompaniesAcquiringcorpora