产业经济学案例

StrategyasStretchandLeveragebyGaryHamelandC.K.PrahaladReprint93204HarvardBusinessReviewHarvardBusinessReviewMARCH-APRIL1993ReprintNumberFREDERICKF.REICHHELDLOYALTY-BASEDMANAGEMENT93210GARYHAMELANDSTRATEGYASSTRETCHANDLEVERAGE93204C.K.PRAHALADCHARLESR.MORRISANDHOWARCHITECTUREWINSTECHNOLOGYWARS93203CHARLESH.FERGUSONWILLIAMTAYLORMESSAGEANDMUSCLE:93205ANINTERVIEWWITHSWATCHTITANNICOLASHAYEKJONR.KATZENBACHANDTHEDISCIPLINEOFTEAMS93207DOUGLASK.SMITHDAVIDJ.BRAILERANDHEALTHANDTHEWELFAREOFU.S.BUSINESS93201R.LAWRENCEVANHORNHBRCASESTUDYKATHLEENREARDONTHEMEMOEVERYWOMANKEEPSINHERDESK93209FOURCORNERSJOHNKAOTHEWORLDWIDEWEBOFCHINESEBUSINESS93206FIRSTPERSONGURCHARANDASLOCALMEMOIRSOFAGLOBALMANAGER93202INQUESTIONNANCYA.NICHOLSEFFICIENT?CHAOTIC?WHAT’STHENEWFINANCE?93208HARVARDBUSINESSREVIEWMarch-April1993Copyright©1993bythePresidentandFellowsofHarvardCollege.Allrightsreserved.GeneralMotorsversusToyota.CBSversusCNN.PanAmversusBritishAirways.RCAversusSony.Supposeyouhadbeenasked,10or20yearsago,tochoosethevictorineachofthesebattles.Wherewouldyouhaveplacedyourbets?Withhindsight,thechoiceiseasy.Butatthetime,GM,CBS,PanAm,andRCAallhadstrongerreputations,deeperpockets,greatertechnologicalriches,biggermarketshares,andmorepowerfuldistributionchannels.Onlyadreamercouldhavepredictedthateachwouldbedisplacedbyacompetitorwithfarfewerresources–butfargreateraspirations.Drivenbytheneedtounderstandthedynamicsofbattleslikethese,wehaveturnedcompetitive-nessintoagrowthindustry.Companiesandindus-trieshavebeenanalyzedinmind-numbingdetail,autopsiesperformed,andverdictsrendered.Yetwhenitcomestounderstandingwherecompeti-tivenesscomesfromandwhereitgoes,wearelikedoctorswhohavediagnosedaproblem–andhaveevenfoundwaystotreatsomeofitssymptoms–butwhostilldon’tknowhowtokeeppeoplefromgettingsickinthefirstplace.Considertheanalogy.Thefirststepinunder-standingcompetitivenessistoobservecompetitiveoutcomes:somecompaniesgainingmarketshare,otherslosingit,somecompaniesintheblack,oth-ersbleedingredink.Likedoctorstakingapatient’sbloodpressureortemperature,wecansaywhetherthepatientiswellorill,butlittlemore.Thenextstepistomovefromobservationtodi-agnosis.Todiagnosecompetitiveproblems,werelyonindustrystructureanalysis.Acompany’smar-ketposition–theparticularmarketsegmentsinwhichthecompanyparticipates–broadlydeter-minesthepotentialforprofitabilityandgrowth.Withinanyparticularmarketsegment,itisthecompany’srelativecompetitiveadvantagethatde-terminesactualprofitabilityandgrowth.Industrystructureanalysispointsustothewhatofcompetitiveness:whatmakesonecompanymoreprofitablethananother.Asnewwhatshavebeendiscovered,companieshavebeenexhortedtostriveforsixsigmaquality,competeontime,be-comecustomerled,andpursueahostofotherde-sirableadvantages.Indiagnosingaspecificcompet-itivedisease,wemayconcludethatacompanyisinCompetitivenessisborninthegapbetweenacompany’sresourcesanditsmanagers’goals.byGaryHamelandC.K.PrahaladGaryHamelisassociateprofessorofstrategicandin-ternationalmanagementattheLondonBusinessSchool.C.K.PrahaladisHarveyC.FruehaufProfessorofBusinessAdministrationattheUniversityofMichigan.TheirmostrecentarticleforHBRwas“CorporateImaginationandExpeditionaryMarketing”(July-August1991).STRATEGYASSTRETCH76HARVARDBUSINESSREVIEWMarch-April1993anunattractiveindustrysegmentwithacostdisad-vantageandsubparquality.Thisisabitlikedeter-miningthatapatienthasParkinson’sdisease:thediagnosismaypointtoacure,butitisn’tthecureitselfandcertainlywon’tpreventdisease.Tofindacure,themedicalresearchermustun-raveltheworkingsofdisease.Thecompetitiveanalogyliesinstudyingorganizationalstructureandprocess:Forexample,whataretheadministra-tiveattributesofaspeedyproduct-developmentprocessorasuccessfultotalqualitymanagementprogram?Buthoweverdeeplyweunderstandthevariouselementsofacompany’scompetitivead-vantage,wearestilladdressingthewhatofcompet-itiveness,notthewhy.Understandingthewhatofcompetitivenessisaprerequisiteforcatchingup.Understandingthewhyisaprerequisiteforgettingoutinfront.Whydosomecompaniescontinuallycreatenewformsofcompetitiveadvantage,whileotherswatchandfollow?Whydosomecompaniesredefinethein-dustriesinwhichtheycompete,whileotherstaketheexistingindustrystructureasagiven?Toanswerthesequestions,anotherlayerofun-derstandingmustbepeeledback.Ifthegoalofmedicineistopreventratherthansimplycuredis-ease,adoctormustsearchforthereasonsomepeoplefallillwhileothersdonot.Differencesinlife-styleanddiet,forinstance,predisposesometosicknessandotherstowellness.Acompany’sinsti-tutionalenvironmentistheindustrialcorollaryhere.Monetaryandfiscalpolicy,tradeandindustri-alpolicy,nationallevelsofeducation,thestructureofcorporateownership,andthesocialnormsandWecananalyzecompaniesinmind-numbingdetail,performautopsies,andrenderverdicts,butwearestilladdressingthewhatofcompetitiveness,notthewhy.valuesofaparticularnationallhaveanimpactonhowwellthatnation’sindustrieswillcompete.Butoftentoomuchattentionispaidtothesefac-tors,especiallybymanagerseagertoexternalizethecausesofcompetitivedecline–andtherespon-sibilityforit.Afterall,weregularlyseecompaniest