产业动态与全球市场分析

IndustrialDynamicsandMarket/CompetitorAnalysisinaGlobalContextKeyConcepts:Dynamics,Industry,Competition,GlobalisationKnowledge,Analysis,InternetOverviewoftheBlock•TheoriesofIndustrialDynamismandIndustryAnalysis•TheoriesofCompetitionandImplicationsforStrategiesofInternationalFirms•InternationalMarketKnowledge•TheInternetTheConceptofIndustrialDynamics•IndustrialOrganisation(IO)Economics•TheS-C-Pmodel•Porter’sFiveForces•TheoriesofCompetition•Perfectcompetition•Independenceandcompetitiverivalry•Resource-AdvantageTheory•CompetitiveDynamics•Competitionisevolutionary•Firmstrategiesaredisequilibriumprovoking(cf.Schumpeter’screativedestruction)ThePlayers•Thefocalindustry•Customers’industry/industries•Suppliers’industry/industries•TheenvironmentastheplayingfieldTheRoleofICTinChangingtheRulesoftheGame•ICTengineeredcompetitors-newentrants•ICTasastrategictool•ICTaschainfacilitators•Upstream•DownstreamMigatronic-”TheRollingCase”•TestingTheory-Practicefit•CharacteristicsofMigatronic’sindustry•Natureanddegreeofcompetitivedynamics•AppropriatnessoftheS-C-Pmodel•StrategicOrientationofMigatronic•KnowledgeAcquisitionandManagement•PossibleroleofICT•AlternativebusinessdevelopmentstrategiesforMigatronic-SomeKeyConcept&Theories•DynamicCompetition•DynamicEfficiency•Competence-basedtheory•Resource-basetheory•Alternativeapproachestobusinessknowledgemanagement(EastandWest)•ICTandInternationalBusinessManagementCompetence-basedTheory•TheConceptofCoreCompetence•DynamicsofFirmcompetence•Creatingcompetence•Leveragingcompetence•Renewingcompetence•TheconceptoforganisationalcapabilitiesStrategicImplicationsoftheCompetence-basedTheory•Environmentalscanning•Identifyingopportunitiesandthreats•Achievingstrategicfit•ManagementForesight•ProactivestrategiesTeachingMethods•Lectures•ReadingAssignments•Workshop•MiniprojectInternationalMarketAnalysisAimsandApproaches•Aims•Insightintoalternativeapproachestointernationalmarketknowledgegenerationanddissemination•Awarenessofproblemsandsolutionstomarketanalysis•Improveskillsinundertakingmarketanalysis•Approaches•lecturesanddiscussions•Exercises•Seminar/jointlearningMarketAnalysisandOrganisationalViewoftheEnvironment•Objectivelyanalyzable–Cannotbeinfluenced•Routineanalysis,formaldata,interpretationwithintraditionalboundaries•Passiveresponses–Canbeinfluenced•Discovering,formalsearch,surveysetc.•Activedetectionandresponsebehaviour•Selfconstructed/Notobjectivelyanalyzable–Cannotbeinfluenced•Interpretationbasedoninformaldata,hunches,rumour•Responsesguidedbychance,opportunities–Canbeinfluenced•Enacting,experimentation,testing,coercion,innovation,learningbydoingAssumptionsUnderlyingKnowledgeAcquisition•Thewesternperspective•Knowledgeisacquired,notcreated–Rationalism•Existenceofabsolutetruththatcanbededucedfromlogical,rationalreasoning–Empiricism•Knowledgeisbestderivedfromempiricalsensoryexperience/evidence(inductiveapproachtoknowledgeacquisition)–AttemptsatsynthesisImplicationsforMarketKnowledgeAcquisition•Objectiveviewofthemarketenvironment•Analyticalsyntheticapproachtomarketanalysis•Selectivefocuson”relevant”knowledge•Separationofanalystfromtheuserofknowledge–Emphasisonexplicitknowledge–CodificationinmodelsandreportsTheasianperspective•Onenessofpersonandtheenvironment•Onenessofbodyandmind•Implications–Creationofknowledgethroughinteraction–Enactmentoftheenvironment–Holistic(non-fragmentary)viewofknowledge–Emphasisontacitknowledge–Holisticcommitmenttobreakawayfromthepast–CreatingandmanagingchangeThreeTypesofProductiveOrganisationalLearning•Singlelooplearning(negativefeedback/firstorderlearning)–Instrumentallearning-learningtodothesamethingbetter-efficiency–Doesnotchallengetheunderlyingassumptionsoftasks–Changeonlyactionparameters•Underlyingassumptions–Thereisarightanswer–Investigationswillrevealthisanswer–Answercanbesuccessfullyappliedtothegivensituation•Doublelooplearning–Learningtodothingsdifferently-effectiveness•Underlyingassumptions–Therearemanyrightanswers–Employeeshavethecreativecapacitytofindtherightanswers–Learningwhiledoing•MultipleLoopLearning(Learningtolearn)–CombiningsingleanddoublelooplearningTypesofMarketingIntelligence•OffensiveMarketIntelligenceMarketopportunityanalysis•DefensiveMarketIntelligence•MarketmonitoringtoavoidsurprisesInformationoncurrentandpotentialcompetitors(eg.verticalintegrationofcustomers)•MarketIntelligenceforInternalManagementPerfomanceappraisaltoolInformationonperformanceoftheindustryandkeycompetitorsTheEmicandEticDebate•Emic(Inside-Out)–Pros•Knowledgeofcompanyobjective,decisionmakingprocedures,culture•Assesstocompanydatabaseanddatapreferences•Greatercommitment–Cons•Routinisedbehaviour,single-looplearning,•Etic(Outside-In)–Pros•Greaterchancesfornovelideas,triggeringorganisationalchange–Cons•Irrelevantdata;maybecostlytocollect•DatamaybecollectedtolegitimisetopmanagementdecisionStudyingtheCompany•Espousedtheoriesvs.Theories-in-use•Organisationalmindset•Corerigiditiesandroutinizedbehaviour•Researcher-ManagementRelationship•Theissueoftrust•HiddenagendaofTopManagementRespondentSele