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1、第十二讲横向战略的战略分析 1 TheGrowingImportanceofHorizontalStrategy2 IntrrelationshipsAmongBusinessUnits3 TheStepsofFormulatingHorizontalStrategy4 InterrelationshipsandDiversificationStrategy5 OrganizationalMechanismsforAchievingInterrelationships6 HowtoManageHorizontalOrganization Horizontalstrategyisacoordin
2、atedsetofgoalsandpoliciesacrossdistinctbutinterrelatedbusinessunits Itisrequiredatthegroup sector andcorporatelevelsofadiversifiedfirm Itdoesnotreplaceoreliminatetheneedforseparatebusinessand orbusinessunitstrategies Rather horizontalstrategyprovidesforexplicitcoordinationamongbusinessunitsthatmakes
3、corporateorgroupstrategymorethanthesumoftheindividualbusinessunitstrategies 1 TheGrowingImportanceofHorizontalStrategy Diversificationphilosophyischanging Emphasisisshiftingfromgrowthtoperformance Technologicalchangeisproliferatinginterrelationshipsandmakingthemmoreachievable Multipointcompetitionis
4、increasing 2 IntrrelationshipsAmongBusinessUnits TangibleInterrelationships ProcurementInterrelationships Source commonpurchasedinputs Possibleformsofsharing jointprocurement TechnologicalInterrelationships Source commonproduct orprocess technology commontechnologyinothervalueactivities oneproductin
5、corporatedintoanother interfaceamongproducts Possibleformsofsharing jointtechnologydevelopment jointinterfacedesign InfrastructureInterrelationships Source commonfirminfrastructureneeds commoncapital Possibleformsofsharing sharedraisingofcapital sharedcashutilization sharedaccounting sharedlegaldepa
6、rtment sharedgovernmentrelations sharedhiringandtraining etc ProductionInterrelationships Source commonlocationofrawmaterials identicalorsimilarfabrication orassembly process identicalorsimilartesting qualitycontrolprocedures commonfactorysupportneeds Possibleformsofsharing sharedinboundlogistics sh
7、aredcomponentfabrication sharedassemblyfacilities sharedtesting qualitycontrolfacilities sharedfactoryindirectactivities sharedsiteinfrastructure MarketInterrelationships Source commonbuyer commonchannel commongeographicmarket Possibleformsofsharing sharedbrandname crosssellingofproducts bundledorpa
8、ckagedselling crosssubsidizationofcomplementaryproducts sharedmarketingdepartment sharedsalesforce sharedservice repairnetwork sharedorderprocessingsystem sharedphysicaldistributionsystem sharedbuyerordistributorfinancingorganization IntangibleInterrelationshipsSources samegenericstrategy sametypeof
9、buyer thoughnotthesamebuyer similarconfigurationofthevaluechain e g manydispersedsitesofmineralextractionandprocessing similarimportantvalueactivities e g relationswithgovernment Althoughvalueactivitiescannotbeshared thesesimilaritiesamongbusinessunitsmeanthatknow howgainedinonebusinessunitisvaluabl
10、eandtransferabletoanother Testing Howsimilararethevalueactivitiesinthebusinessunits Howimportantarethevalueactivitiesinvolvedtocompetition Howsignificantistheknow howthatwouldbetransferredtocompetitiveadvantageintherelevantactivities CompetitorInterrelationshipsTheystemfromtheexistenceofrivalsthatac
11、tuallyorpotentiallycompetewithafirminmorethanoneindustry Thesemultipointcompetitorsnecessarilylinkindustriestogetherbecauseactionstowardtheminoneindustrymayhaveimplicationsinanother 3 TheStepsofFormulatingHorizontalStrategy Identifyalltangibleinterrelationships seeFigure2A B Thefirststepindoingsoist
12、oexaminevaluechainsofeachbusinessunitforactualandpossibleopportunitiesforsharing Inadiversifiedfirmwithmanybusinessunits tosimplifytheanalyticaltaskofidentifyinginterrelationships itmaybepossibletobreakupadiversifiedfirmintoanumberofclustersofbusinessunitsthathavemanyinterrelationshipsamongthemselve
13、s butrelativelyfewwithotherclusters Tracetangibleinterrelationshipsoutsidetheboundariesofthefirm Afirmwillrarelycompeteinalltheindustriesthatarerelatedtoitscurrentbusinessunits Thus itisnecessarytoidentifyinterrelationshipsbetweenafirm sexistingbusinessunitsandotherindustriesnotcurrentlyinitsportfol
14、io Identifypossibleintangibleinterrelationships Signalsofpotentialintangibleinterrelationshipsincludesimilaritiesingenericstrategy buyertype orvaluechainconfiguration Manypotentialintangibleinterrelationshipsareusuallypresent whichmakesscreeningthemtoaccesstheirimportancetocompetitiveadvantageanesse
15、ntialtask Identifycompetitorinterrelationships Figure1 Afirmmustidentifyallitsmultipointcompetitors potentialmultipointcompetitors andcompetitorspursuingdifferentpatternsofinterrelationships Assesstheimportanceofinterrelationshipstocompetitiveadvantage Thenetcompetitiveadvantagefromatangibleinterrel
16、ationshipisafunctionoftheadvantagefromsharing thecostsofsharing andthedifficultyofmatchingtheinterrelationships Thechallengeistoisolatetheimportantones Developacoordinatedhorizontalstrategytoachieveandenhancethemostimportantinterrelationships inavarietyofways Shareappropriatevalueactivities Coordinatestrategicposturesofrelatedbusinessunits Distinguishthegoalsofbusinessunits Coordinateoffensiveanddefensivestrategiesagainstmultipointcompetitorsandcompetitorswithdifferentinterrelationships Exploiti
