《《精编》企业战略管理培训教程16》由会员分享，可在线阅读，更多相关《《精编》企业战略管理培训教程16（22页珍藏版）》请在金锄头文库上搜索。
1、第十七讲CompetitiveStrategyDuringtheTransitiontoIndustryMaturity 1 1IndustryChangesDuringtheTransitiontoMaturity1 2SomeStrategicImplicationsofIndustryTransition1 3StrategicPitfallsDuringtheTransitiontoMaturity1 4OrganizationalImplicationsofIndustryMaturity 1 1IndustryChangesDuringtheTransitiontoMaturity
2、 Aspartoftheirevolutionaryprocess manyindustriespassfromperiodsofrapidgrowthtothemoremodestgrowthofwhatiscommonlycalledindustrymaturity Industrymaturitydoesnotoccuratanyfixedpointinanindustrydevelopment anditcanbedelayedbyinnovationsorotherevents Moreover inresponsetostrategicbreakthroughs matureind
3、ustriesmayregaintheirrapidgrowthandtherebygothroughmorethanonetransitiontomaturity Importantchanges Slowinggrowthmeansmorecompetitionformarketshare Firmsintheindustryincreasinglyaresellingtoexperienced repeatedbuyers Competitionoftenshiftstowardgreateremphasisoncostandservice Thereisatopping outprob
4、leminaddingindustrycapacityandpersonnel Manufacturing marketing distributing selling andresearchmethodsareoftenundergoingchange Newproductsandapplicationsarehardertocomeby Internationalcompetitionincreases Industryprofitsoftenfallduringthetransitionperiod sometimestemporarilyandsometimespermanently
5、Dealers marginsfall buttheirpowerincreases 1 2 SomeStrategicImplicationsofIndustryTransition OverallCostLeadershipVersusDifferentiateVersusFocus theStrategicDilemmaMadeAcutebyMaturity Rapidgrowthtendstomaskstrategicerrorsandallowthatstrategicexperimentationbehighandawidevarietyofstrategiesbeabletoco
6、exist Strategicsloppinessisgenerallyexposedbyindustrymaturity however maturitymayforcecompaniestoconfront oftenforthefirsttime theneedtochooseamongthethreegenericstrategies Itbecomesamatterofsurvival SophisticatedCostAnalysisCostanalysisbecomesincreasinglyimportantinmaturitytorationalizetheproductmi
7、xandpricecorrectly Summary anenhancedlevelof financialconsciousness alongavarietyofdimensionsisoftennecessaryinmaturity whereasinthedevelopmentalperiodoftheindustryareassuchasnewproductsandresearchmayhaverightlyheldcenterstage ProcessInnovationandDesignforManufactureTherelativeimportanceofprocessinn
8、ovationsusuallyincreasesinmaturity asdoesthepayofffordesigningtheproductanditsdeliverysystemtofacilitatelower costmanufacturingandcontrol IncreasingScopeofPurchases BuyCheapAssets BuyerSelectionpurchasingneedsversuscompanycapacities growthpotential structuralposition intrinsicbargainingpower propens
9、itytoexercisethisbargainingpowerindemandinglowprices costofservicing DifferentCostCurves CompetingInternationally ShouldTransitionBeAttemptedAtAll 1 3StrategicPitfallsDuringtheTransitiontoMaturity Acompany sself perceptionsanditsperceptionoftheindustry Theself perceptions suchas wearethequalityleade
10、r weprovidesuperiorcustomerservice maybeincreasinglyinaccurateastransitionproceeds buyers prioritiesadjust competitorsrespondtonewindustryconditions Similarly firms assumptionsabouttheindustry competitors buyers andsuppliersmaybeinvalidatedbytransition Caughtinthemiddle Transitionoftensqueezesoutthe
11、slackthathasmadethisstrategyviableinthepast Thecashtrap investmentstobuildshareinamaturemarket Arelatedpitfallisplacingheavyattentiononrevenuesinthematuringmarketinsteadofonprofitability Givingupmarketsharetooeasilyinfavorofshort runprofits Inthefaceoftheprofitpressuresintransition thereseemstobeate
12、ndencyforsomecompaniestotrytomaintaintheprofitabilityoftherecentpast whichisdoneattheexpenseofmarketshareorbyforegoingmarketing R D andotherneededinvestments whichinturnhurtsfuturemarketposition Aperiodoflowerprofitsmaybeinevitablewhileindustryrationalizationoccurs andacoolheadisnecessarytoavoidover
13、reaction Resentmentandirrationalreactiontopricecompetition wearenotcompeteonprice Itisoftendifficultforfirmstoaccepttheneedforpricecompetitionafteraperiodinwhichithasnotbeennecessary thenavoidingitmayhavebeenasacredrule Somemanagersevenviewitasunseemlyorbeneaththeirdignity Thiscanbeadangerousreactio
14、ntotransition Resentmentandirrationalreactiontochangesinindustrypractices theyarehurtingtheindustry Theresistancecanputafirmseriouslybehindinadaptingtonewcompetitiveenvironment Overemphasison creative new productsratherthanimprovingandaggressivelysellingexistingones Theonsetofmaturityoftenmeansthatn
15、ewproductsandapplicationsarehardertocomeby Itisusuallyappropriatethatthefocusofinnovativeactivityshouldchange puttingstandardizationratherthannewnessandfinetuningatapremium Clingingto highquality asanexcusefornotmeetingaggressivepricingandmarketingmovesofcompetitors Highqualitycanbeacrucialcompanyst
16、rength butqualitydifferentialshaveatendencytoerodeasanindustrymatures Overhangingexcesscapacity 1 4OrganizationalImplicationsofIndustryMaturity Moreattentiontocosts customerservice andtruemarketing asopposedtoselling mayberequired Reducedattentiontointroducingnewproductsversusrefiningoldonesmaybenecessary Less creativity andmoreattentiontodetailandpragmatismisoftenwhatisneededinthematurebusiness Theseshiftsincompetitivefocusobviouslyrequirechangesinorganizationalstructureandsystemstosupportthem
