REVIEWPOINTAcompany’sstrategy-makinghierarchyCorporateStrategyThecompanywidegameplanformanagingasetofbusiness

BusinessStrategyHowtostrengthenmarketpositionandbuildcompetitiveAdvantage-ActionstobuildcompetitivecapabilitiesFunctional-areastra-tegieswithineachbusiness-Addrelevantdetailtothehowsofoverallbusinessstrategy-Provideagameplanformanag.aparticularactivityinwaysthatsupporttheoverallbusinessstrategyOperatingstrategywithineachbusinessAdddetailandcompletenesstobusinessandfunctionalstrategyProvideagameplanformanagingspecificlower-echelonactiviteswithstrategicsignificanceCorporateStrategyThecompanywide

gameplanformanagingagroupofbusinessInthesingle-business,nothisoneSWOTanalysisisasimplebutpowerfultoolforsizingupacompany'sstrengthsandweaknesses,itsmarketopportunitiesandexternalthreatstoitswell-being.SWOT分析

是一個簡單而有效的工具，可以用來評估公司資源能力的優(yōu)劣，市場機(jī)會和影響企業(yè)未來發(fā)展的外部威脅。1、SWOT分析法SWOTAnalysisChart

STRENGTHS優(yōu)勢OPPORTUNITIES機(jī)會WEAKNESSES劣勢THREATS威脅Figure4.2:TheThreeStepsofSWOTAnalysis4-5企業(yè)SWOT分析步驟STRENGTHSWEAKNESSESOPPORTUNITIESTHREATS將優(yōu)勢、劣勢與機(jī)會、威脅相組合，形成SO、ST、WO、WT策略對SO、ST、WO、WT策略經(jīng)行甄選，確定組織目前應(yīng)采取的具體戰(zhàn)略列出組織內(nèi)部的優(yōu)勢、劣勢，外部可能的機(jī)會、威脅3.3MostCommonDriversofIndustryChangeChangesinthelong-termindustrygrowthrateIncreasingglobalizationChangesinwhobuystheproductandhowtheyuseitTechnologicalchangeEmergingnewInternetcapabilitiesandapplicationsProductandmarketinginnovation7.Entryorexitofmajorfirms8.Diffusionoftechnicalknow-howacrosscompaniesandcountries9.Improvementsinefficiencyinadjacent

markets10.Reductionsinuncertaintyandbusinessrisk11.Regulatoryinfluencesandgovernmentpolicychanges12.Changingsocietalconcerns,attitudes,andlifestylesQUESTION6:WHATARETHEKEYFACTORSFORFUTURECOMPETITIVESUCCESS?KeySuccessFactors(KFS)

arethestrategyelements,productandserviceattributes,operationalapproaches,resources,andcompetitivecapabilitieswiththegreatestimpactoncompetitivesuccessinthemarketplace.Varyfromindustrytoindustry,andovertimewithinthesameindustry,asdriversofchangeandcompetitiveconditionschange.SUBSTITUTESBargainingpowerofbuyersThreatofsubstitutesPOTENTIALENTRANTSThreatofnewentrantsPorter’sFiveForcesofCompetitionFrameworkSUPPLIERSINDUSTRYCOMPETITORSBargainingpowerofsuppliersRivalryamongexistingfirmsBUYERSCompetitivePressuresThatActtoIncreasetheRivalryamongCompetingSellersBuyerdemandgrowinglowcostforbuyerstoswitchbrands.Similarindustryproducts.highfixedcosts,highstoragecosts.Thenumberofcompetitors,moreequalinsizeandcompetitivestrength.Highexitbarriersstopfirmsfromexitingtheindustry.3.4CompetitivePressuresAssociated

withtheThreatofNewEntrantsEntryThreatConsiderations:StrengthofbarrierstoentryExpectedreactionofincumbentfirmsAttractivenessofaparticularmarket’sgrowthindemandandprofitpotentialCapabilitiesandresourcesofpotentialentrantsEntryofexistingcompetitorsintomarketsegmentsinwhichtheyhavenocurrentpresenceMarketEntryBarriersFacingNewEntrantsEconomiesofscaleinproduction,distribution,advertising,orotherareasofoperationExperienceandlearningcurveeffectsUniquecostadvantagesofindustryincumbentsStrongbrandpreferencesandcustomerloyaltyStrong“networkeffects”incustomerdemandHighcapitalrequirementsBuildinganetworkofdistributorsordealersandsecuringadequatespaceonretailers’shelvesRestrictivegovernmentpoliciesHowstrongarethecompetitivepressurescomingfromthethreatsfrom

entryofnewrivalsCompetitivePressuresfromtheSellers

ofSubstituteProductsSubstituteProductsConsiderations:ReadyavailabilityofsubstitutesPricing,quality,performance,andotherrelevantattributesofsubstitutesSwitchingcoststhatbuyersincurIndicatorsofSubstitutes’CompetitiveStrength:IncreasingrateofgrowthinsalesofsubstitutesSubstituteproducersaddingoutputcapacityIncreasingprofitabilityofsubstituteproducersSubstitutesSubstituteproducts:thegoodsorservicesofdifferentbusinessorindustriesthatcansatisfysimilarcustomerneeds;Coffee/tea,coladrink;Typewriter/PC,wordprocessingsoftwareHowstrongarethecompetitivepressurescomingfromsustitutesproductsfrom

outsideofindustryCompetitivePressuresStemmingfromSupplierBargainingPowerSupplierBargainingPowerConsiderations:ReadyavailabilityofsupplierproductsCriticalityofsupplierproductsasindustryinputsNumberofsuppliersofstandard\commodityitemsBuyers’costsforswitchingamongsuppliersAvailabilityofsubstitutesforsuppliers’productsFractionofsuppliersalesduetoindustrydemandRatioofsuppliersrelativetoindustrybuyersBackwardintegrationintosuppliers’industryHowstrongarethecompetitivepressuresstemmingfromsupplierbargainingpowerCompetitivePressuresStemmingfromBuyer

BargainingPowerandPriceSensitivityBuyerBargainingPowerConsiderations:BuyercostsforswitchingtocompetingsellersDegreetowhichindustryproductsarecommoditizedNumberandsizeofbuyersrelativetosellersStrengthofbuyerdemandforsellers’productsBuyerknowledgeofproducts,costsandpricingBackwardintegrationofbuyersintosellers’industryBuyerdiscretionindelayingpurchasesBuyerpricesensitivityduetolowprofits,sizeofpurchase,andconsequencesofpurchaseHowstrongarethecompetitivepressuresstemmingfrombuyerbargainingpowerDeterminingtheCompetitive

PowerofaCompanyResource

Forsustainablecompetitiveadvantage,a“resource”mustpass4tests:1.有價值的能力2.稀有的能力3.難以模仿的能力4.不可替代的能力Figure4.3:ARepresentativeCompanyValueChain4-29ChapterRoadmapThebriefofFiveCompetitiveStrategiesLow-CostProviderStrategiesBroadDifferentiationStrategiesFocusedStrategies(low-cost&Differentiation)Best-CostProviderStrategiesASummary

oftheFiveGeneric

CompetitiveStrategies:WhyDoCompaniesExpand

intoForeignMarkets?1、Gainaccesstonewcustomers2、Achievelower

costsandenhancecompetitiveness3、Tofutherexploititscorecompetencies5、Spreadbusinessriskacrosswider

marketbase4、Obtainvaluablenatural

resources7-31StrategyOptionsfor

CompetinginInternationalMarketsExporting出口Licensing許可\授權(quán)Franchising特許經(jīng)營Strategicalliancesor

jointventures—戰(zhàn)略聯(lián)盟或者合資InvolveusingdomesticplantsasaproductionbaseforexportingtoforeignmarketsExcellentinitialstrategyto

pursueinternationalsalesAdvantagesConservativewaytotestinternationalwatersMinimizesbothriskandcapitalrequirementsMinimizesdirectinvestmentsinforeigncountriesAnexportstrategyisvulnerablewhenManufacturingcostsinhomecountryarehigher

thaninforeigncountrieswhererivalshaveplantsHighshippingcostsareinvolvedAdversefluctuationsincurrencyexchangeratesoccurE