式*1Industrial

Dynamics

and

Market/Competitor單擊此處Ana編lys輯is母in版a

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C擊on此cep處ts:編Dy輯na母mic版s,副Ind標ust題ry樣,Competition,

Globalisation

Knowledge,Analysis,

InternetOverview

of

the

BlockTheories

of

Industrial

Dynamism

and

Industry

Analysis

Theories

of

Competition

and

Implications

for

Strategies

oInternational

FirmsInternational

Market

KnowledgeThe

InternetThe

Concept

of

Industrial

DynamicsIndustrialOrganisation(IO)EconomicsTheS-C-PmodelPorter’sFiveForcesTheoriesofCompetitionPerfectcompetitionIndependenceandcompetitiverivalryResource-AdvantageTheoryCompetitiveDynamicsCompetitionisevolutionary Firmstrategiesaredisequilibriumprovoking(cf.Schumpeter’screativedestruction)The

PlayersThe

focal

industryCustomers’

industry/industriesSuppliers’

industry/industriesThe

environment

as

the

playing

fieldThe

Role

of

ICT

in

Changing

the

Rules

of

theGameICT

engineered

competitors

-

new

entrantsICT

as

a

strategic

toolICT

as

chain

facilitatorsUpstreamDownstreamMigatronic

-”The

Rolling

Case”Testing

Theory-Practice

fitCharacteristics

of

Migatronic’s

industryNature

and

degree

of

competitive

dynamicsAppropriatness

of

the

S-C-P

modelStrategic

Orientation

of

MigatronicKnowledge

Acquisition

and

ManagementPossible

role

of

ICT

Alternative

business

development

strategies

forMigatronic-Some

Key

Concept

&

TheoriesDynamic

CompetitionDynamic

EfficiencyCompetence-based

theoryResource-base

theory

Alternative

approaches

to

business

knowledgemanagement

(East

and

West)ICT

and

International

Business

ManagementCompetence-based

TheoryThe

Concept

of

Core

CompetenceDynamics

of

Firm

competenceCreating

competenceLeveraging

competenceRenewing

competenceThe

concept

of

organisational

capabilitiesStrategic

Implications

of

the

Competence-based

TheoryEnvironmental

scanningIdentifying

opportunities

and

threatsAchieving

strategic

fitManagement

ForesightProactive

strategiesTeaching

MethodsLecturesReading

AssignmentsWorkshopMini

project單擊此處編輯母版副標題樣式*1Inte單rn擊at此io處na編l

M輯ar母ke版t標An題al樣ys式isAims

and

ApproachesAims

Insight

into

alternative

approaches

to

international

market

knowledgegeneration

and

disseminationAwareness

of

problems

and

solutions

to

market

analysisImprove

skills

in

undertaking

market

analysisApproacheslectures

and

discussionsExercisesSeminar/joint

learningMarket

Analysis

and

Organisational

View

ofthe

EnvironmentObjectively

analyzableCannot

be

influencedRoutine

analysis,

formal

data,

interpretation

within

traditional

boundariesPassive

responsesCan

be

influencedDiscovering,

formal

search,

surveys

etc.Active

detection

and

response

behaviourSelf

constructed/Not

objectively

analyzableCannot

be

influencedInterpretation

based

on

informal

data,

hunches,

rumourResponses

guided

by

chance,

opportunitiesCan

be

influencedEnacting,

experimentation,

testing,

coercion,

innovation,

learning

by

doingAssumptions

Underlying

KnowledgeAcquisitionThe

western

perspectiveKnowledge

is

acquired,

not

createdRationalismExistence

of

absolute

truth

that

can

be

deduced

from

logical,rational

reasoningEmpiricismKnowledge

is

best

derived

from

empirical

sensoryexperience/evidence

(inductive

approach

to

knowledge

acquisition)Attempts

at

synthesisImplications

for

Market

KnowledgeAcquisitionObjective

view

of

the

market

environmentAnalytical

synthetic

approach

to

market

analysisSelective

focus

on

”relevant”

knowledgeSeparation

of

analyst

from

the

user

of

knowledgeEmphasis

on

explicit

knowledgeCodification

in

models

and

reportsThe

asian

perspectiveOneness

of

person

and

the

environmentOneness

of

body

and

mindImplicationsCreation

of

knowledge

through

interactionEnactment

of

the

environmentHolistic

(non-fragmentary)

view

of

knowledgeEmphasis

on

tacit

knowledgeHolistic

commitment

to

break

away

from

the

pastCreating

and

managing

changeThree

Types

of

Productive

OrganisationalLearningSingle

loop

learning(negative

feedback/first

order

learning)Instrumental

learning

-

learning

to

do

the

same

thing

better

-

efficiencyDoes

not

challenge

the

underlying

assumptions

of

tasksChange

only

action

parametersUnderlying

assumptionsThere

is

a

right

answerInvestigations

will

reveal

this

answerAnswer

can

be

successfully

applied

to

the

given

situationDouble

loop

learningLearning

to

do

things

differently

-

effectivenessUnderlying

assumptionsThere

are

many

right

answersEmployees

have

the

creative

capacity

to

find

the

right

answersLearning

while

doingMultiple

Loop

Learning

(Learning

to

learn)Combining

single

and

double

loop

learningTypes

of

Marketing

IntelligenceOffensiveMarketIntelligence·MarketopportunityanalysisDefensiveMarketIntelligenceMarketmonitoringtoavoidsurprisesInformationoncurrentandpotentialcompetitors(eg.verticalintegrationofcustomersMarketIntelligenceforInternalManagementPerfomanceappraisaltoolInformationonperformanceoftheindustryandkeycompetitorsThe

Emic

and

Etic

DebateEmic

(Inside-Out)ProsKnowledge

of

company

objective,

decision

making

procedures,

cultureAssess

to

company

database

and

data

preferencesGreater

commitmentConsRoutinised

behaviour,

single-loop

learning,Etic

(Outside-In)ProsGreater

chances

for

novel

ideas,

triggering

organisational

changeConsIrrelevant

data;

may

be

costly

to

collectData

may

be

collected

to

legitimise

top

management

decisionStudying

the

CompanyEspousedtheoriesvs.Theories-in-useOrganisationalmindsetCorerigiditiesandroutinizedbehaviourResearcher-ManagementRelationshipTheissueoftrustHiddenagendaofTopManagementRespondent

SelectionRespondentsasrepresentativeofanorganizationSpeakfortheorganisationorunit Respondentsasprivateindividuals,i.e.intheirpersonacapacitySpeakoftheorganisationorunitRespondent’spersonalagendaTopmanagementcontrolofrespondentselectionSelectionbasedonrecommendationsProblemsofoverorunder-representationThe

Concept

of

Market

KnowledgeRational

-

Emotional

KnowledgeDeclarative

knowledge

(facts)SkillsCognitive

/perceptual

knowledgeSubjective

wisdom,

non-causality,

affective

behaviourIndividual-Collective

Knowledgetrained

capacity

(incapacity)group

norms,

rules

and

values;

“community

of

practices”organisational

mindset

(

“core

capabilities”

or

“core

rigidities”Explicit

-

Tacit

Knowledgecodification

of

knowledge

----

experienced

based

knowledge”O(jiān)rganisational

Dissemination

of

MarketKnowledgeProblems

of

knowledge

conversionIs

face-to-face

interaction

necessary?Problems

of

computer

mediated

disseminationFunctional/Departmental

knowledge

preferencesIndividual

knowledge

preferencesCulture-based

preference

in

multicultured

organisationsHistory-based

preferenceRule-based

constraintsAnalysis

Of

New

Market

OpportunitiesTOYNE

AND

WALTER’S

CLASSIFICATIONincipient

demand markets

expected

to

exist

inthe

futurelatent

demand

represents

an

untapped

demandcurrent

demand.Analysis

Of

New

Market

OpportunitiesClassification

of

markets

Potential

market

–

customers

who

have

shown

interest

but

lackpurchasing

power

Available

market

-

customers

who

have

shown

interest

and

havethe

purchasing

power

Target

market

–

the

market

segment

that

the

vendor

is

preparedto

servepenetrated

(served)

marketunpenetrated,

(un-served)

marketAnsoff’s

Product-Market

FrameworkAnalysis

of

current

market

situationsChanges

in

market

segment

configurationChanges

in

competitor

situationsMarketing

mix

gap

analysisCustomer

value

analysisAnalysis

of

new

market

situationsIndustry

changesCountry

economic,

political,

social

changesSegmentation

analysisAnalysis

of

new

product

situationsBenchmarkingPotential

customer

needs/value

analysisAnalysis

of

opportunities

for

diversificationMarket

Selection

and

Pruning

DecisionsConventional

ApproachesExpansive

ApproachExperimental

and

experiential

knowledge

acquisitionContractible

ApproachConventional

analysis,

screening

modelGlobalised

MarketingThe

Born

globalsShrinking

market

lag,

global

market

segmentsConvergence-Divergence

debateConversion

to

E-businessProblems

of

double

track

strategiesselling

global

without

global

capacitycompeting

with

distributorsCriteria

for

Market

SelectionCorporate

objectives

and

goals

for

the

market

Profit?

Market

share?

Long

term

presence?

Product

knowledgeacquisition?

Deterence

of

competitors/first

mover

advantage?Marketing

requirementsExisting

marketing

facilities

in

the

countryCorporate

resourcesPotential

competitor

responseWhat

likely

moves

or

strategy

shifts

will

key

competitors

make?Where

is

the

competitor

vulnerable?Consideration

Regarding

PruningMarket

growth

rate

and

share

of

marketIs

market

penetration

possible

for

us?Are

marketing

costs

increasing

more

than

revenue?Are

there

opportunities

for

our

other

products

on

the

market?Share

of

key

customers’

purchasing

budgetAre

our

customers’

businesses

growing

or

declining?Are

our

customers

loyal

to

us?

Are

we

loyal

to

them?Can

we

supply

our

key

customers

with

other

products?Can

we

build

relationship

with

them?Rate

of

technological

change

within

the

marketCustomer

Value

Analysis

(CVA)

What

is

our

net

gain

in

serving

this

particularcustomer?

Create

a

profit

profile

comparing

the

profit

contributioneach

customer.Determine

the

source

of

the

profitAssess

the

value

elements

beyond

profits

Determine

the

overall

value

ranking

within

the

customergroup

Determine

the

marketing

requirements

for

serving

thecustomers

Develop

a

sales/marketing

programme

commensurate

withthe

customer’s

value

Assess

the

growth

(or

decline)

that

is

expected

to

occur

ieach

customer’s

demand

for

the

vendor’s

products

Assess

the

degree

of

market

risk

associated

with

eachcustomer

Assess

the

marketing

efforts

required

to

satisfy

the

needof

the

current

buyer

mixPreferences

for

Alternative

Approaches

toMarket

Knowledge

AcquisitionFirm

level

considerationsSizeDecision-making

traditionDegree

of

internationalisationTop

management

education

and

professional

backgroundIndustry/market

considerationsIndustry

traditionsCultural

determinantsConcepts

of

rationality

and

knowledgeTypes

of

International

Market

ResearchSingle

country

researchMulti-country

researchIndependent

multi-country

researchSequential

multi-country

researchSimultaneous

multi-country

researchA

Model

of

Market

Opportunity

AnalysisIssuesSize

of

marketMarketing

strategy

requirementsCompetitors’

market

strategies

and

customer

responsesRequirmentsDemand

analysisSegementation

analysisIndustry

analysisCompetitor

analysisChannel

analysisIndustry

AnalysisIndustry

growthoutput,

sales,

number

of

firms

etc.Common

operating

practicescredit

facilities

and

conditions

of

paymentIndustry

dynamicsentry

and

exit

barrierstempo

of

technological

changeDegree

of

concentrationDegree

of

internationalisationEstimating

Industry

Market

PotentialIndustry

market

potentialthe

total

sales

that

could

be

realised

in

a

geographic

area

and

time

period

if

theindustry

were

capable

of

fully

developing

all

demand

for

the

product

inquestion.IMPt

=

Nt

x

Rt(1whereIMPt

is

the

industry

market

potential

at

time

(t)Nt

is

the

number

of

potential

consumers

in

time

(t)Rt

is

the

usage

rate

for

the

product

in

time

(t)Industry

sales

forecastIndustry

sales

forecastthe

estimated

level

of

sales

that

will

actually

be

generated,

given

existingindustry

practices.ISFt

=

IMPt

X

IEt

(2)whereISFt

is

industry

sales

forecast

at

time

(t)IMPt

is

the

industry

market

potential

at

time

(t)

(already

estimated)IE

index

can

be

estimated

from

the

performance

of

the

industry

during

the

immediatepast.Estimating

a

Firm"s

Sales

PotentialThe

firm"s

sales

potentialSPt

=

ISFt

x

MMSt

-------------------

(3)whereSPt

is

the

firm"s

sales

potential

in

time

(t)ISFt

is

Industry

Sales

Forecast

in

time

(t)

(already

estimated)MMSt

is

the

firm"s

maximum

market

share

in

time

(t)

based

on

management"s

judgement.Company’s

sales

forecastCompany’s

sales

forecastSFt

=

ISFt

x

MSt

---------------------(4)whereSFt

is

your

firm"s

actual

sales

forecast

for

time

(t)ISFt

being

the

industry

sales

forecast

in

time

(t)MSt

being

your

firm"s

estimate

of

a

realistic

market

share.Analysis

of

market

sizeAnalysis

of

Aggregate

Demand

Analysis

of

factors

influencing

demand

for

the

industry

aa

whole.

Determining

the

portion

of

this

total

demand

that

isavailable

for

the

firm"s

particular

product

or

service.Summary

of

Estimating

EquationsIndustry

Market

Potential

IMPt

=

Nt

x

RtIndustry

Sales

ForecastFirm"s

Sales

PotentialFirm"s

Sales

ForecastISFt

=

IMPt

x

Iet

SPt

=

ISFt

x

MMSt

SFt

=

ISFt

x

MstMarket

Attractiveness

CriteriaMarket

SizeMarket

growth

rateStrength

of

competitionProfit

potentialNon-Economic

factorspolitical,

social,

legal,

culturalCompetitive

StrengthsMarket

ShareDifferential

advantagesCost

advantagesReputationDistribution

capabilitiesCore

competenciesProblems

Relating

to

International

MarketResearchLack

of

equivalence

of

conceptsLanguage

and

contextual

differences

Problems

of

finding

comparable

and

reliable

samplingframesDifferences

in

quality

and

reliability

of

secondary

data

Perceptual

differences

between

decision-makers

andmarket

researchersMulti-culturality

of

many

countriesInadequacy

of

funds

to

carry

out

surveysRationale

and

Styles

of

InterviewingFlexibility

and

adaptabilityTypes