某著名咨询公司企业战略培训资料.ppt

某著名咨询公司企业战略培训资料.ppt

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THECONCEPTOFSTRATEGYHENDERSONSCENTRALIDEAS.RealUnitCostCumulativeExperience（85%slope）.ProfitMarketShareTheExperienceCurveTheValueofMarketShareTheCorporatePortfolioRelativeMarketShareMarketGrowth-3-IconStandardizationPORTERSCENTRALIDEASEntryBarriersEconomiesofscaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostdifferences:

ProprietarylearningcurveAccesstoinputsProductdesignGovernmentpolicyExpectedretaliationSupplierPowerInputdifferentiationSellerswitchingcostsPresenceofsubstitutesSupplierconcentrationImportanceofvolumeCostrelativetototalpurchasesThreatofforwardintegrationIndustryRivalryIndustrygrowthFixedcost/valueaddedIntermittentovercapacityProductdifferencesBrandidentitySwitchingcostsConcentration&balanceInformationcomplexityDiversityCorporatestakesExitbarriersBuyerPowerBargainingleverageBuyerconcentrationBuyervolumeBuyerswitchingcostsBuyerinformationAbilitytobackwardintegrateSubstituteproductsPull-throughPricesensitivitySubstitutionThreatRelativeprice/performanceofsubstitutesSwitchingcostsStrategicAdvantageStrategicTargetBroadNarrowLowCostDifferentiationBroadCostFocusCostBroadDifferentiationFocusDifferentiationTheValueChainSuccessivestagesofvalue-addedJockeyingforpositionamongcurrentcompetitorsTheindustryThreatofnewentrantsThreatofsubstituteproductsBargainingpowerofcustomersBargainingpowerofsuppliersSources:

PortersWritings-4-IconStandardizationStructureversusBehaviorWHYSTRUCTURALSEGMENTSMATTERThePremisesofTraditionalCompetitiveTheoryStructuralsegmentscanbeidentifiedobjectivelyTheycanbemeasuredTheyarestableTheydifferentiateamongcompetitorsDifferencesinstructuralsegmentsexplaindifferencesinprofitsThevalueofdominatingstructuralsegmentscanbespecifiedThemethodfordominatingstructuralsegmentscanbespecified-5-IconStandardizationDIFFERENCESBETWEENBCGSANDPORTERSCONCEPTSOFSTRATEGYBCG:

TheMissionaryPrescriptiveRefutableSpecificChallengingGeneralizingfromtheisolatedexperimentPorter:

TheSchoolmanDescriptiveTautologicalGeneralResonatingSynthesizingfrommultipleinstances-6-IconStandardizationTheStructuralParadigmofStrategyContentSEGMENTPOSITIONINGWEProductsWhiteSpace（Pre-empt）（Identify）DisputedSpaceEnclosedSpace（Consolidate）THEYTHEYTHEYProducts.CumulativeExperience.ExperienceCurveMultidimensionalScalingSupplyCurveABC-7-IconStandardizationTheStructuralParadigmofManagementADDITIVITYTheperformanceofasystemcanbestbeunderstoodanalytically,asthesumoftheperformancesofsub-units.Throughdisaggregationofprofitabilityandofthevalue-chainRelyinglargelyonaccountingmeasuresofperformanceOrganizationsshouldbedesignedusing:

MarketswhereinformationexchangeisoflowvalueorlowcostHierarchieswhereinformationexchangeisofhighvalueandhighcostHencethephilosophyofdecentralizedprofitcentersandcorporatecontrolIncludingtheanalysisofshareholdervaluebybusinessandtheapparentnullityofcorporatestrategyHence,also,theemphasisonaccountabilityandindividualmotivation-8-IconStandardizationTheStructuralParadigmofChangeDESIGNStrategyformulationisaprocessofcontrolledandconsciousthoughtStrategyisformulatedbytheCEO（orbyasmallgroup）StrategyissimpleStrategyshouldbeuniqueStrategyemergesfromthisthoughtprocessfully-formedStrategyshouldbeexplicitandarticulatedImplementationoccursonlyafterformulationiscomplete-9-IconStandardizationChallengestotheStructuralParadigmsCOUNTER-EXAMPLESHonda,Motorola,NEC,Wal-Mart,anddozensofothers:

Scoredspectacularreversesagainstcorporationspracticing/exemplifyingthethreestandardparadigmsRarelyhaveexplicitstrategies,exceptatthecrudestlevelAttackedcompetitorshead-oninsteadofsegmentingawayfromthemDeliberatelymismatchgoalsagainstcurrentstrengths&weaknessesFormulatestrategyincrementallyamongmiddlemanagement,ratherthanthroughaneliteanddeliberativeprocessEvolvecontinuouslyinresponsetosuccessorfailureP&G,GMSaturn,anddozensofothers:

Attemptedbigattacks,andfailed-10-IconStandardizationChallengestotheStructuralParadigmsSEVENTRENDSExhaustionoftheincrementaladvantagefromstructuralplaysVarietyDemandedatanypointintimesmallersegmentsOfferedthroughtimebriefersegmentsFastertechnologychangeGlobalizationRedefinesmarketshareInformationtechnologiesPermitfinerunderstandingandgreaterflexibilityImplementationgapBCGsownpracticeRejectionofthemachinebureaucracy-11-IconStandardizationTheNewParadigm:

BehaviorTHENEWLOCUSOFCOMPETITIVEADVANTAGEThekeycompetitiveadvantageliesincreasinglywithbehavior,ratherthanstructureLess:

factorcost,product,segment,location-whatyouhaveAndmore:

innovation,speed,quality,customerresponse,understandingcustomerneeds-whatyoudoAndthebehaviorthatresultsfrom