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1、GOM 2Global Strategy Industry Globalization Potential全球运营管理 2全球战略 产业全球化潜力GlobalizationlGlobalization (Thomas Friedman: Understanding Globalization: The Lexus and the Olive Tree)One overarching featureintegration, the world has become an increasingly interwoven placeDefining technologies: computeriza
2、tion, miniturization, digitization, satellite communications, fiber optics and the InternetRevolving around Moores lawlGerman Political theorist Carl Schmidt, the Cold War was a world of “friends” and “enemies”. The globalization world, by contrast, tends to turn all friends and enemies into “compet
3、itors”.全球化l全球化 (托马斯弗雷德曼：了解全球化：凌志汽 车与橄榄树)一个最重要的特征 一体化，整个世界愈发成为错 综交织的场所确定技术：计算机化、小型化、数字化、卫星通信、 光纤及互联网。围绕穆尔定律l德国政治理论家卡尔施密特称冷战是“朋友”和“敌 人”的世界。而相比之下，全球化世界似乎是要把 所有朋友和敌人都变成“竞争者”。GlobalizationlBuilt around three balances:The traditional balance between nation-statesBetween nation-states and global markets (c
4、onsists of Electrical Herd and Supermarkets)Between individuals and nation-states lEveryone now is in everyone elses businesslJoining the global economy and plugging into EH is the equivalent of taking your country public.lGlobalization is largely a technology-driven phenomenon, not a trade-driven o
5、ne.全球化l围绕三种平衡关系进行建设：传统意义上的国家之间的平衡国家与全球市场之间的平衡(由Electrical Herd与全球 超级市场组成)个人与国家之间的平衡l现在每个人均为他人的经营对象 l加入全球经济，投身EH相当于把你的国家推向市 场。l全球化很大程度上是一种受技术驱动而不是受贸 易驱动的现象。GlobalizationlGlobalization and History by Jeffrey Williamson and Kevin ORourkeGlobalization also flourished in the 19th c and then faltered.Rail
6、road and steamships, submarine telegraph cables and Suez Canal (1869) all encouraged a huge expansion of trade, global investment and migration. “By 1914, there was hardly a village or town anywhere on the globe whose prices were not influenced by distant foreign markets, whose infrastructure was no
7、t financed by foreign capital, whose engineering, manufacturing, and even business skills were not imported from abroad.”lThe danger now is “major economic players are divided by noneconomic issuesand have lost the ability to trust one another.lGovernments powerless in face of illegal trade in drugs
8、, arms, intellectual property, people and money.全球化l杰弗里威廉姆森与凯文欧鲁克合著的全球化 与历史全球化在19世纪也曾繁荣一时，但之后便停滞不前 。铁路与轮船 、海底电缆传送的电报及苏伊士运河 (1869年)都极大地促进了贸易、全球投资和移民。“ 到1914年，全球几乎无一村庄或乡镇的价格未受遥 远的国外市场影响，无一村庄和乡镇的基础设施未接 受外来资本，无一村庄或乡镇的工程、制造甚至商业 技术不是从国外引进。l目前的危险是：“重要的经济参与者是根据非经济 问题划分的 已失去相互信任的能力。l政府在毒品、武器、知识产权、人口和金钱等非 法交易
9、面前无能为力。GlobalizationNA intra-regional trade volume 421 billion USD, 6.8% of the global totalEuropean intra-regional trade volume 1,624 billion USD, 26.7% of the global totalAsia-Pacific Intra-regional Trade volume 807 billion USD, 13% of the global totalTrade between EU and Asia-Pacific region 477 b
10、illion USD, 7.7% Of the global totalTrade between NA and Asia-Pacific region 652 billion USD, 10.5% of the global totalTrade between EU and NA 469 billion USD, 7.4% of the global totalBalance between Globalization and Regionalization全球化北美地区内贸易额为 4210亿美元，占全球 总贸易额的6.8%。欧洲地区内贸易额为 16240亿美元，占全球 总贸易额的26.7
11、%。亚太地区内贸易额为 8070亿美元， 占全球总贸易额的13%。欧盟与亚太地区之间的贸易 额为4770亿美元，占全球总 贸易额的7.7%北美与亚太地区之间的贸 易额为6520亿美元，占全 球总贸易额的10.5%。欧盟与北美之间的贸易额 为4690亿美元，占全球总 贸易额的7.4%全球化与区域化 之间的平衡StrategyEconomic Logic StagingArenasVehiclesDifferentiatorsWhere will we be active?Which product categories? Which market segments? Which geograph
12、ic areas? Which core technologies? Which value-creation stages?What will be our speed and Sequence of moves?Speed of expansion? Sequence of initiatives?How will we obtain our returns?Lowest costs through scale advantages? Lowest costs through scope and replication advantages? Premium prices due to u
13、nmatchable service? Premium prices due to proprietary product features?How will we get there?Internal development? Joint ventures? Licensing/franchising? Acquisitions?How will we win?Image? Customization? Price? Styling? Product reliability?The Five Major Elements of Strategy战略经济逻辑分阶段竞争场所运载工具区别因素我们会
14、在何地活动？产品范畴都有哪些？ 市场分哪几个部分？ 有哪几个地域？ 有哪些核心技术? 创造价值的过程分哪几个阶段？我们的行动速度和顺序如何？扩张速度? 倡议提出的顺序?我们如何取得收益？通过规模优势使成本最低？ 通过范围和复制优势使成本最低？ 通过提供无与伦比的服务使产品价位较高？ 通过提供专有特色使产品价位较高？我们如何到达目的地？内部开发? 建立合资企业？ 许可贸易/特许专营? 收购?我们如何取胜？ 通过形象? 通过按客户要求制作？ 通过价格? 通过式样？ 通过产品可靠性？战略的五大要素StrategyEconomic Logic StagingArenasVehiclesDifferen
15、tiatorsArenasInexpensive contemporary furniture Young, white-collar customers WorldwideStagingRapid international expansion, by region Early footholds in each country; fill in laterVehiclesOrganic expansion Wholly owned storesEconomic LogicEconomies of scale (global, regional,and individual-store sc
16、ale) Efficiencies from replicationDifferentiatorsVery reliable quality Low price Fun, nonthreatening shopping experience Instant fulfillment IKEA StrategyIKEA is not only a retailer, but also Maintains control of product design to Ensure the integrity of its unique image And to accumulate unrivaled expertise in Designing for efficient manufacturingAn emphasis on low price, fun, contempo
