策略管理(2)(1)

©2003SouthwesternPublishingCompany1TheExternalEnvironment:Opportunities,Threats,andIndustryCompetition,andCompetitorAnalysisMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter22StrategyImplementationChapter13StrategicEntrepreneurshipChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationChapter6Corporate-LevelStrategyChapter9CooperativeStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategiesStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomes3GeneralEnvironmentSocioculturalTechnologicalTheExternalEnvironmentIndustryEnvironmentThreatofnewentrantsPowerofsuppliersPowerofbuyersProductsubstitutesIntensityofrivalryCompetitorEnvironment總體環境產業環境競爭者環境4ExternalEnvironmentalAnalysisAcontinuousprocesswhichincludesScanning掃瞄:IdentifyingearlysignalsofenvironmentalchangesandtrendsMonitoring監測:DetectingmeaningthroughongoingobservationsofenvironmentalchangesandtrendsForecasting預測:DevelopingprojectionsofanticipatedoutcomesbasedonmonitoredchangesandtrendsAssessing評價:Determiningthetimingandimportanceofenvironmentalchangesandtrendsforfirms’strategiesandtheirmanagement5ExternalEnvironmentalAnalysisStrategicIntentStrategicMissionTheExternalEnvironmentAnalysisofgeneralenvironmentAnalysisofindustryenvironmentAnalysisofcompetitorenvironmentTheExternalEnvironment6GeneralEnvironmentSocioculturalsegment社會文化面WomenintheworkplaceWorkforcediversity勞動力多元化Attitudesaboutqualityofworklife工作生活素質ConcernsaboutenvironmentShiftsinworkandcareerpreferencesShiftsinproductandservicepreferences7Economicsegment經濟面GeneralEnvironmentInflationratesInterestratesTradedeficitsorsurplusesBudgetdeficitsorsurplusesPersonalsavingsrateBusinesssavingsratesGrossdomesticproduct8GeneralEnvironmentPolitical/LegalSegment政治/法律面Antitrustlaws(公平交易法)TaxationlawsDeregulationphilosophies管制解除(鬆綁)理念LabortraininglawsEducationalphilosophiesandpolicies9GeneralEnvironmentTechnologicalSegment科技面ProductinnovationsApplicationsofknowledgeFocusofprivateandgovernment-supportedR&DexpendituresNewcommunicationtechnologies10GeneralEnvironmentGlobalSegment全球面ImportantpoliticaleventsCriticalglobalmarketsNewlyindustrializecountriesDifferentculturalandinstitutionalattributes11GeneralEnvironmentDemographicSegment人口統計面PopulationsizeAgestructureGeographicdistributionEthnicmixIncomedistribution12IndustryEnvironmentAsetoffactorsthatdirectlyinfluencesacompanyanditscompetitiveactionsandresponses.Interactionamongthesefactorsdetermineanindustry’sprofitpotential.ThreatofnewentrantsPowerofsuppliersPowerofbuyersProductsubstitutesIntensityofrivalry13FiveForcesModelofCompetitionIdentifycurrentandpotentialcompetitorsanddeterminewhichfirmsservethem.Conductcompetitiveanalysis.Recognizethatsuppliersandbuyerscanbecomecompetitors.Recognizethatproducersofpotentialsubstitutesmaybecomecompetitors.14BargainingPowerofBuyersFiveForcesModelofCompetitionFiveForcesofCompetition15ThreatofNewEntrantsBarrierstoentryEconomiesofscaleProductdifferentiationCapitalrequirementsSwitchingcosts轉換成本AccesstodistributionchannelsCostdisadvantagesindependentofscale無關規模之成本優勢GovernmentpolicyExpectedretaliation預期的報復行動16產業生命週期與進入障礙進入障礙萌芽期成長期成長消退期成熟期衰退期科技高至中中至低低低低規模經濟低低至中中至高中至高中至高品牌忠誠低低至中中至高中至高中至高產業生命週期進入障礙來源需求高度成長需求成長緩慢與停滯需求衰退17BargainingPowerofSuppliersAsuppliergroupispowerfulwhen:itisdominatedbyafewlargecompaniessatisfactorysubstituteproductsarenotavailabletoindustryfirmsindustryfirmsarenotasignificantcustomerforthesuppliergroupsuppliers’goodsarecriticaltobuyers’marketplacesuccesseffectivenessofsuppliers’productshascreatedhighswitchingcostssuppliersareacrediblethreattointegrateforwardintothebuyers’industry向前(向下)整合18BargainingPowerofBuyersBuyers(customers)arepowerfulwhen:theypurchasealargeportionofanindustry’stotaloutputthesalesoftheproductbeingpurchasedaccountforasignificantportionoftheseller’sannualrevenuestheycouldeasilyswitchtoanotherproducttheindustry’sproductsareundifferentiatedorstandardized,andbuyersposeacrediblethreatiftheyweretointegratebackwardintotheseller’sindustry向後(向上)整合19ThreatofSubstituteProductsProductsubstitutesarestrongthreatwhen:customersfacefewswitchingcostssubstituteproduct’spriceislower(廠商的財力)substituteproduct’squalityandperformancecapabilitiesareequaltoorgreaterthanthoseofthecompetingproduct20IntensityofRivalryIntensityofrivalryisstrongerwhencompetitors:arenumerousorequallybalancedexperienceslowindustrygrowth(產業生命週期)havehighfixedcostsorhighstoragecostslackdifferentiationorlowswitchingcostsexperiencehighstrategicstakes策略利害關係havehighexitbarriers21產業結構連續帶分散型–產業中企業家數眾多–並無相對較大且足以主導市場的企業–進入障礙低–產品不易差異化–價格戰容易形成–產業繁榮與衰退時期不斷更替結合型–企業家數甚少(寡占)或只有一家(獨占)–每一家企業都有主宰市場的力量–企業間高度相互依存–常出現價格領導行為–進行非價格戰爭–謹慎採取價格戰企業家數眾多只有一家企業22同業競爭