《{烟草行业管理}烟草行业的事业层策略英文版)》由会员分享，可在线阅读，更多相关《{烟草行业管理}烟草行业的事业层策略英文版)（62页珍藏版）》请在金锄头文库上搜索。
1、Business-Level Strategy,Michael A. Hitt R. Duane Ireland Robert E. Hoskisson,Chapter 4,1,2003 Southwestern Publishing Company,Strategy Implementation,Chapter 11 Organizational Structure and Controls,Chapter 10 Corporate Governance,Chapter 12 Strategic Leadership,Strategy Formulation,Chapter 4 Busine
2、ss-Level Strategy,Strategic Competitiveness Above-Average Returns,Strategic Intent Strategic Mission,Chapter 2 The External Environment,Chapter 3 The Internal Environment,The Strategic Management Process,Feedback,Strategic Inputs,Strategic Actions,Strategic Outcomes,Chapter 13 Strategic Entrepreneur
3、ship,2,Business-Level Strategy,Business-level strategy: an integrated and coordinated set of commitments and actions the firm uses to gain a competitive advantage by exploiting core competencies in specific product markets,3,Core Competencies and Strategy,The resources and capabilities that have bee
4、n determined to be a source of competitive advantage for a firm over its rivals,An integrated and coordinated set of actions taken to exploit core competencies and gain a competitive advantage,Actions taken to provide value to customers and gain a competitive advantage by exploiting core competencie
5、s in specific, individual product markets,4,Key Issues of Business-Level Strategy,What good or service to offer customers How to manufacture or create the good or service How to distribute the good or service in the marketplace,5,The Central Role of Customers,In selecting a business-level strategy,
6、the firm determines 1. who it will serve 2.what needs those target customers have that it will satisfy 3.how those needs will be satisfied,6,策略事業單位的確認,Strategic business unit,SBU 事業競爭策略管理的單位 事業單位的界定 顧客群 顧客需要 核心能力,7,Managing Relationships With Customers,Customer relationships are strengthened by offe
7、ring them superior value help customers to develop a new competitive advantage enhance the value of existing competitive advantages,8,Managing Relationships With Customers,Establish a competitive advantage along these dimensions: Reach the firms access and connection to customers Richness the depth
8、and detail of the two-way flow of information between the firm and customers Affiliation facilitating useful interactions with customers,9,顧客分析,企業服務的對象是誰? (WHO) 目標顧客想要獲得滿足是什麼?(WHAT) 企業如何以選定的策略滿足顧客需求?(HOW),不斷重新思考顧客是誰 和顧客保持密切與經常的接觸 決定如何利用對手無法仿效的核心能力來創造價值 設計合宜策略,10,Customers,Market Segmentation,Consume
9、r Markets,Industrial Markets,11,企業服務的對象是誰? (WHO),區隔市場 人口統計變數 地理變數 生活型態 個人特質 消費模式 產業結構特性 組織規模 市場區隔中的市場區隔 利用資訊科技 大規模顧客化(mass customerization)的效益,12,Market Segmentation: Consumer Markets,Demographic factors,Consumer Markets,Socioeconomic factors,Geographic factors,Psychological factors,Consumption patt
10、erns,Perceptual factors,Dem.,Soc.,Geo.,Psy.,Con.,13,Market Segmentation: Industrial Markets,Industrial Markets,End-use segments,Product segments,Geographic segments,Common buying factor segments,Customer size segments,End,Pro.,Geo.,Buy.,Size,14,目標顧客想要什麼?(WHAT),確認與了解目標顧客的需求 預測目標顧客未知(發現)的需求 在顧客之前 在對手有
11、行動之前(第一行動者優勢) 設法利用本身之核心能力以滿足顧客的需求,15,Types of Business-Level Strategies,Business-level strategies are intended to create differences between the firms position relative to those of its rivals To position itself, the firm must decide whether it intends to perform activities differently or to perform
12、different activities as compared to its rivals,16,競爭策略的選擇,在特定產業中事業單位針對所選定的市場區隔,如何以競爭策略改善其產品或服務的競爭地位,並建立可持久的競爭優勢 策略選擇的考慮因素 產業長期獲利率水準與影響獲利之因素 產業中企業的相對競爭地位,17,Five Generic Strategies,Competitive Advantage,Competitive Scope,Cost,Uniqueness,Broad target,Narrow target,Cost Leadership,Differentiation,Focus
13、ed Cost Leadership,Focused Differentiation,Integrated Cost Leadership/ Differentiation,18,產品/市場/核心能力/競爭策略,19,Cost Leadership Strategy,An integrated set of actions designed to produce or deliver goods or services at the lowest cost, relative to competitors with features that are acceptable to custome
14、rs relatively standardized products features acceptable to many customers lowest competitive price,20,Cost Leadership Strategy,Cost saving actions required by this strategy: building efficient scale facilities tightly controlling production costs and overhead minimizing costs of sales, R&D and servi
15、ce building efficient manufacturing facilities monitoring costs of activities provided by outsiders simplifying production processes,21,How to Obtain a Cost Advantage,Cost Drivers,Value Chain,Determine and control,Reconfigure, if needed,Alter production process,Change in automation,New distribution
16、channel,Direct sales in place of indirect sales,New advertising media,New raw material,Backward integration,Forward integration,Change location relative to suppliers or buyers,22,Product features Performance Mix & variety of products Service levels Small vs. large buyers Process technology Wage levels Hiring, training, motivation,Factors That Drive Costs,Economies of scale Asset utilization Capacity utilization pattern Seasonal, cyclical Interrelationships Order proce
