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1、September2002 NJU贾良定 1 第十二讲横向战略的战略分析 1 TheGrowingImportanceofHorizontalStrategy2 IntrrelationshipsAmongBusinessUnits3 TheStepsofFormulatingHorizontalStrategy4 InterrelationshipsandDiversificationStrategy5 OrganizationalMechanismsforAchievingInterrelationships6 HowtoManageHorizontalOrganization Septe
2、mber2002 NJU贾良定 2 Horizontalstrategyisacoordinatedsetofgoalsandpoliciesacrossdistinctbutinterrelatedbusinessunits Itisrequiredatthegroup sector andcorporatelevelsofadiversifiedfirm Itdoesnotreplaceoreliminatetheneedforseparatebusinessand orbusinessunitstrategies Rather horizontalstrategyprovidesfore
3、xplicitcoordinationamongbusinessunitsthatmakescorporateorgroupstrategymorethanthesumoftheindividualbusinessunitstrategies September2002 NJU贾良定 3 1 TheGrowingImportanceofHorizontalStrategy Diversificationphilosophyischanging Emphasisisshiftingfromgrowthtoperformance Technologicalchangeisproliferating
4、interrelationshipsandmakingthemmoreachievable Multipointcompetitionisincreasing September2002 NJU贾良定 4 2 IntrrelationshipsAmongBusinessUnits TangibleInterrelationships ProcurementInterrelationships Source commonpurchasedinputs Possibleformsofsharing jointprocurement TechnologicalInterrelationships S
5、ource commonproduct orprocess technology commontechnologyinothervalueactivities oneproductincorporatedintoanother interfaceamongproducts Possibleformsofsharing jointtechnologydevelopment jointinterfacedesign September2002 NJU贾良定 5 InfrastructureInterrelationships Source commonfirminfrastructureneeds
6、 commoncapital Possibleformsofsharing sharedraisingofcapital sharedcashutilization sharedaccounting sharedlegaldepartment sharedgovernmentrelations sharedhiringandtraining etc ProductionInterrelationships Source commonlocationofrawmaterials identicalorsimilarfabrication orassembly process identicalo
7、rsimilartesting qualitycontrolprocedures commonfactorysupportneeds Possibleformsofsharing sharedinboundlogistics sharedcomponentfabrication sharedassemblyfacilities sharedtesting qualitycontrolfacilities sharedfactoryindirectactivities sharedsiteinfrastructure September2002 NJU贾良定 6 MarketInterrelat
8、ionships Source commonbuyer commonchannel commongeographicmarket Possibleformsofsharing sharedbrandname crosssellingofproducts bundledorpackagedselling crosssubsidizationofcomplementaryproducts sharedmarketingdepartment sharedsalesforce sharedservice repairnetwork sharedorderprocessingsystem sharedp
9、hysicaldistributionsystem sharedbuyerordistributorfinancingorganization September2002 NJU贾良定 7 IntangibleInterrelationshipsSources samegenericstrategy sametypeofbuyer thoughnotthesamebuyer similarconfigurationofthevaluechain e g manydispersedsitesofmineralextractionandprocessing similarimportantvalu
10、eactivities e g relationswithgovernment Althoughvalueactivitiescannotbeshared thesesimilaritiesamongbusinessunitsmeanthatknow howgainedinonebusinessunitisvaluableandtransferabletoanother Testing Howsimilararethevalueactivitiesinthebusinessunits Howimportantarethevalueactivitiesinvolvedtocompetition
11、Howsignificantistheknow howthatwouldbetransferredtocompetitiveadvantageintherelevantactivities September2002 NJU贾良定 8 CompetitorInterrelationshipsTheystemfromtheexistenceofrivalsthatactuallyorpotentiallycompetewithafirminmorethanoneindustry Thesemultipointcompetitorsnecessarilylinkindustriestogether
12、becauseactionstowardtheminoneindustrymayhaveimplicationsinanother September2002 NJU贾良定 9 3 TheStepsofFormulatingHorizontalStrategy Identifyalltangibleinterrelationships seeFigure2A B Thefirststepindoingsoistoexaminevaluechainsofeachbusinessunitforactualandpossibleopportunitiesforsharing Inadiversifi
13、edfirmwithmanybusinessunits tosimplifytheanalyticaltaskofidentifyinginterrelationships itmaybepossibletobreakupadiversifiedfirmintoanumberofclustersofbusinessunitsthathavemanyinterrelationshipsamongthemselves butrelativelyfewwithotherclusters September2002 NJU贾良定 10 September2002 NJU贾良定 11 Tracetang
14、ibleinterrelationshipsoutsidetheboundariesofthefirm Afirmwillrarelycompeteinalltheindustriesthatarerelatedtoitscurrentbusinessunits Thus itisnecessarytoidentifyinterrelationshipsbetweenafirm sexistingbusinessunitsandotherindustriesnotcurrentlyinitsportfolio Identifypossibleintangibleinterrelationshi
15、ps Signalsofpotentialintangibleinterrelationshipsincludesimilaritiesingenericstrategy buyertype orvaluechainconfiguration Manypotentialintangibleinterrelationshipsareusuallypresent whichmakesscreeningthemtoaccesstheirimportancetocompetitiveadvantageanessentialtask September2002 NJU贾良定 12 Identifycom
16、petitorinterrelationships Figure1 Afirmmustidentifyallitsmultipointcompetitors potentialmultipointcompetitors andcompetitorspursuingdifferentpatternsofinterrelationships Assesstheimportanceofinterrelationshipstocompetitiveadvantage Thenetcompetitiveadvantagefromatangibleinterrelationshipisafunctionoftheadvantagefromsharing thecostsofsharing andthedifficultyofmatchingtheinterrelationships Thechallengeistoisolatetheimportantones September2002 NJU贾良定 13 Developacoordinatedhorizontalstrategytoachiev
