产业组织与分析课程2.pptx
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QualitativeresearchQualitativeresearchersaimtogatheranin-depthunderstandingofhumanbehaviorandthereasonsthatgovernsuchbehavior.Thequalitativemethodinvestigatesthewhyandhowofdecisionmaking,notjustwhat,where,when.Hence,smallerbutfocusedsamplesaremoreoftenusedthanlargesamples.Intheconventionalview,qualitativemethodsproduceinformationonlyontheparticularcasesstudied,andanymoregeneralconclusionsareonlypropositions(informedassertions).Quantitativemethodscanthenbeusedtoseekempiricalsupportforsuchresearchhypotheses.1.TheFiveForcesthatshapeanIndustryTheComplicatedVersion:
FiveForcesModelandKeyFactorsSource:
MichaelPorteradaptedbyCheriSpeierDeficitsoftheFiveForcesNeglectssocietaltrendsNeglectsnewregulationNeglectsmacro-economicperspectiveNeglectsorganizationalidiosyncraciesNeglectstechnologicalissuesNeglectsthepeoplesideofanindustryConclusion:
TheIndustryStructurePerspectiveSaysthatSuccessfulStrategiesShould:
Minimizebuyerpower(e.g.,buildcustomerloyalty)Offsetsupplierpower(e.g.,alternativesource(s)Avoidexcessiverivalry(e.g.,attackemergingvsentrenchedsegments)Raisebarrierstoentry(e.g.,makepreemptiveinvestments)Reducethethreatofsubstitution(e.g.,incorporatetheirbenefits)2.IndustryStructuresContinuumofIndustryStructuresFragmentedFragmentedManyfirms,Manyfirms,nodominantnodominantfirmfirmFewfirms,Fewfirms,shareddominanceshareddominance(oligopoly,duopoly)(oligopoly,duopoly)ConsolidatedConsolidatedOnefirmoroneOnefirmoronedominantfirmdominantfirm(monopoly)(monopoly)Source:
CharlieCookConcentrationEntryandExitBarriersProductDifferentiationInformationPerfectCompetitionManyfirmsNobarriersHomogeneousProductPerfectInformationflowOligopolyDuopolyMonopolyAfewfirms2firmsOnefirmSignificantbarriersHighbarriersPotentialforproductdifferentiationImperfectavailabilityofinformationTheSpectrumofIndustryStructuresSource:
Grant;GSBTechnologyCenter3.MarketStructures:
BCGsStrategicEnvironmentsMatrixSmallBigSIZEOFADVANTAGEManyFewSOURCESOFADVANTAGEFRAGMENTEDSPECIALIZATIONapparel,housebuildingpharmaceuticals,luxurycarsjewelryretailing,sawmillschocolateconfectionerySTALEMATEVOLUMEbasicchemicals,volumejetengines,foodsupermarketsgradepaper,motorcycles,standardwholesalebankingmicroprocessorsSource:
BCG,GSBTechnologyCenterBCGsAnalysisoftheStrategicCharacteristicsofSpecializationBusinesseshighlowENVIRONMENTALVARIABILITYABILITYTOSYSTEMATIZElowhighCREATIVEEXPERIMENTALfashion,toiletries,magazinesgeneralpublishingfoodproductsPERCEPTIVEANALYTICALhightechluxurycars,confectionerypapertowelsSource:
BCG,GSBTechnologyCenter4.StrategicGroupsWithinIndustriesTheconceptofstrategicgroupsWithinanindustry,acompetitorgroupingusingsimilarstrategiesthatdifferfromotherindustrygroups.ImplicationsofstrategicgroupsTheclosestindustrycompetitorsarethoseinthegroup.Thevariousindustrygroupsaredifferentiallyandcompetitivelyadvantagedandpositioned.Mobilitybarriersinhibitthemovementofcompetitorsfromonestrategicgrouptoanother.Source:
CharlieCookTheConceptofStrategicGroupsSource:
Heene2002StrategicGroupExample:
PharmaceuticalSource:
CharlieCookStrategicGroupFramework(axesandbubbledimensionmayvary)SimpleStrategicGroupExamples:
FashionIndustryStrategicGroup:
ComputerResellers5.GartnerMagicQuadrantTheGartnerMagicQuadrant(MQ)isthebrandnameforaseriesofmarketresearchreportspublishedbyGartnerInc.,aUS-basedresearchandadvisoryfirm.AccordingtoGartner,theMagicQuadrantaimstoprovideaqualitativeanalysisintoamarketanditsdirection,maturityandparticipants.Theiranalysesareconductedforseveralspecifictechnologyindustriesandareupdatedevery12years.PositioningTechnologyPlayersWithinaSpecificMarketWhoarethecompetingplayersinthemajortechnologymarkets?
Howaretheypositionedtohelpyouoverthelonghaul?
GartnerMagicQuadrantsareaculminationofresearchinaspecificmarket,givingyouawide-angleviewoftherelativepositionsofthemarketscompetitors.Byapplyingagraphicaltreatmentandauniformsetofevaluationcriteria,aGartnerMagicQuadrantquicklyhelpsyoudigesthowwelltechnologyprovidersareexecutingagainsttheirstatedvision.GartnerGroupMagicQuadrantsHowDoMagicQuadrantsWork?
MagicQuadrantsprovideagraphicalcompetitivepositioningoffourtypesoftechnologyproviders,wheremarketgrowthishighandproviderdifferentiationisdistinct:
Leadersexecutewellagainsttheircurrentvisionandarewellpositionedfortomorrow.Visionariesunderstandwherethemarketisgoingorhaveavisionforchangingmarketrules,butdonotyetexecutewell.NichePlayersfocussuccessfullyonasmallsegment,orareunfocusedanddonotout-innovateoroutperformothers.Challengersexecutewelltodayormaydominatealargesegment,butdonotdemonstrateanunderstandingofmarketdirection.LargeSmallDiversifiedGartnerGigaIDCTowerDurlacherForresterJupiterMMXNielsenGfKFraunhoferLinkCapGeminiErnst&YoungMetaComputerwireOvumDatamonitorYankeeGroupBurtonButlerAberdeenZonaHurwitzSeyboldITLabDelphiKPMGDieboldPricewaterhouseCoopersAccentureITAnalystIndustry:
GartnerCompetitorsSpecializedBERLECONRESEARCHTheRadicatiGroupFrost&SullivanSemaGroupDeloitte&ToucheTe