企业战略管理英文版
战略管理英文版最新版教学课件第8章
LO 8-4 Identify and evaluate benefits and risks of vertical integration. LO 8-5 Describe and examine alternatives to vertical integration. LO 8-6 Describe and evaluate different types of corporate diversification. LO 8-7 Apply the core competence – market matrix to derive different
• Economies of scope
➢ Savings that come from producing more outputs or providing different services at less cost
❖ Ex: Amazon range of products & services
➢ Explains and predicts the scope of the firm ➢ "Market vs. firms" have differential costs
• Transaction costs
➢ Costs associated with economic exchanges
➢ Competitive bidding process ➢ Less than one-year term ➢ Lower prices cost advantages
战略管理课件英文版Ch6CorporateLevelStrategy48P
21
Levels and Types of Diversification
Moderate to High Levels of Diversification
Related Constrained
<70% of revenues from dominant business; all businesses share product, technological and distribution linkages
28
Managerial Motives to Diversify
Managers have motives to diversify:
– diversification increases size; size is associated with executive compensation
– diversification reduces employment risk – effective governance mechanisms may restrict
7
This is what Pepsi used to look like
8
Pepsi’s experiment with fast food
Pepsi acquires Pizza Hut in 1977, Taco Bell in 1978 and KFC in 1986.
In 1997, Pepsi spins off all three as Tricon ($11B with 29,000 restaurants). They are now part of Yum! Brands.
企业战略管理英文PPT第四章
© 2006 by Nelson, a division of Thomson Canada Limited.
4-10 *
an
The Resource-Based Model of Superior Returns Action required:
Resources Capability Competitive Inputs to a firm’s Advantage Attractive Capacity for an An production process. integrated set of Strategy Industry resourcesAbility of a firm to Formulation and to Location of outperform its integratively perform a rivals an ind. with opportunities Implementation task or activity. Select strategy that best exploits res.& capabilities relative to opportunities in environments.
© 2006 by Nelson, a division of Thomson Canada Limited.
4-4
The Resource-Based model of Above Average Returns
• Capabilities evolve and must be managed dynamically in pursuit of above-average returns.
• Firms acquire different resources and develop unique capabilities. These resources may not be mobile across firms and that the differences in resources are the basis of competitive advantage.
战略管理(中英文)
The Strategic Management Process
8-5
© Prentice Hall, 2002
8 6
The Strategic Management Process
1. Identifying the Organization’s Current Mission, Objectives, and Strategies确定组织当前的宗旨、 目标和战略 – Mission宗旨 - statement of the purpose of an organization组织的目的陈述 • important in profit and not-for-profit organizations在盈利性和非盈利性组织中都 很重要。 • important to identify the goals currently in place and the strategies currently being pursued 确定当前的目标和当前追求的战略是非常重 要的。
8-3
The Importance Of Strategic Management 战略管理的重要性
What Is Strategic Management什么是战略管理?
– A set of managerial decisions and actions that determines the longrun performance of an organization一个组织从全局出发而
8-12
The Strategic Management Process (cont.)
6. Formulating Strategies制定战略 – require strategies at the corporate, business, and functional levels of the organization 战略需要在公司层、事业层和职能层设立 – strategy formulation follows the decision-making process 指定战略应遵循决策程序 7. Implementing Strategies实施战略 – a strategy is only as good as its implementation 无论战略计划制定得多么有效，如果不能恰当地实施 仍不会成功 8. Evaluating Results评价结果 – control process to determine the effectiveness of a strategy 控制过程决定一个战略的效果
businessstrategy企业战略管理英文版(上海财经大学董
• 中国期刊网 • Proquest • Ebscon • 国研网 • 中经网 • Google and others
8
Session One
History, Concept, and Process
9
• After your graduation, …… • Suitable for individuals, family, company, government and
– Typical – failure or success – Action of one company or relation among
several companies – In english
4
Course Grading
• Final exam
50％
• Presentation and report 40%
3. Assessment of cases
– Content – Format – Effect
4. Deadline: the 8th week
3
• Examples
– 盛大网络 – Canon – DELL – 网络游戏产业 – Textile industry – Others
• Should be
4. Business portfolio and choosing strategies
5. Corporate strategies
6. Competitive strategy (and game theory)
7. Balanced scorecard and emergency management
• 迈克尔·波特：《竞争战略》，华夏出版社
战略管理(英文版)
名词解释：1、Strategy: An integrated and coordinated set of commitments & actions designed to exploit core competencies and gain a competitive advantage.2、Strategic Management: Strategic Management is the process through which organizations analyze and learn from their internal and external environments, establish strategic direction, create strategies that are intended to help achieve established goals, and execute those strategies, all in an effort to satisfy key organizational stakeholders.3、Strategic Management consists of the analysis, decisions and actions an organization undertakes in order to create and sustain competitive advantages.4、The strategic management process includes the activities of internal and external analysis, establishment of strategic direction, development of strategies for the corporate and business levels of the organization, development and execution of an implementation plan, and the establishment of strategic controls.5、Vertical integration: The term is used to describe the extent to which a firm is involved in several stages of the industry supply chain.6、Horizontal integration: The process of acquiring or merging with industry competitors to achieve the competitive advantages that arise from a large size and scope of operations.7、Diversification strategy describes the scope of the firm in terms of the industries and markets in which it competes.8、Related diversification implies organizational involvement in activities that are somehow related to the dominant or “core” business of the organization, often through common markets or similar technologies.9、Unrelated diversification does not depend on any pattern of relatedness. Unrelated diversification has lower profitability and higher risks than those pursuing other corporate-level strategies such as concentration or related diversification.10、Organizational fit: When two organizations or business units are merged or acquisition happened, and the organizational management processes, cultures, system, and structures are matching(similar), this is organizational fit.11、Marketing strategy: Marketing strategy is the plan for investing marketing efforts and resources (advertising, branding, distribution, etc.)to achieve business goals.To support growth strategiesTo support a stability or retrenchment strategy12、Economies of scale: Economies of scale refers to the cost advantages that an enterprise obtains due to expansion. There are factors that cause a producer’s average cost per unit to fall as the scale of output is increased. "Economies of scale" is a long run concept and refers to reductions in unit cost as the size of a facility and the usage levels of other inputs increase.（1）Economies of scale. Unit cost reductions associated with a large scale of output •Larger production runs•Larger facilities•Allocating fixed costs（2）Diseconomies of scale. Unit cost increases associated with a large scale of output•Increased bureaucracy associated with large-scale enterprises•Resulting managerial inefficiencies13、True economies of scale are cost advantages associated with large-sized facilities rather than with increased volume through an existing facility.14、Life cycle of an industry: Refers to the stages of Introduction, Growth, Maturity and Decline, portrays how salesvolume for a product or an entire industry changes over its lifetime and helps to understand the dynamic nature of strategy.15、So-called product life cycle: Refers to the product from entering the market ,the market cycle, until final out of the market experience.简答论述：一、潜在竞争者出现面临的障碍都有哪些障碍并举例(Potential competitors∕Entry Barriers P31)Potential competitors∕Entry Barriers: Forces that keep new entrants out, providing a level of protection for existing competitors, are called entry barriers.Examples of entry barriers commonly found in many industries include the following:1、Economies of scale, which occur when it is more efficient to produce a product in a large facility at higher volume.2、Large capital requirements,also known as start-up costs ,can prevent a small competitor from entering an industry.3、High levels of products differentiation ,which means that some firms enjoy a loyal customer base, making it harder for a new firm to draw away customers.4、High switching costs ,applying not only to suppliers, can be used to preserve established firms in an industry.5、Limited access to distribution channels,which may prevent new companies from getting their products to market.6、Government policies and regulations that limit entry into industry,effectively preventing new competition.7、Existing firm procession of resources that are difficult to duplicate in the short term. Such as patents, favorable locations, proprietary product technology, government subsidies, or access to scarce raw materials.(Cost disadvantages independent of scale)8、A past history of aggressive retaliation by industry competitors toward new entrants.（Threat of new entries）二、什么样资源、能力能使企业形成持续核心竞争力？（Sustainable competitive advantage P46 ）Internal resources and capabilities fall into five: human, physical, financial, knowledge, and organizational.In general, capabilities and resource become strengths with the potential to create a competitive advantage if two conditions are met.1.The resource or capabilities are value.2.The resource or capabilities are unique.In addition, a unique and valuable resources or capability actually becomes a competitive advantage if the following additional conditions are met:1.The organization is suited to exploitation of the resourceor capability.2.T he firm’s managers are aware of the potential of theresource or capability to lead to a competitive advantageand have taken steps to realize the advantage.Finally, a resource or capability can be a source of sustainable competitive advantage if two additional conditions are met:1.The resource or capabilities are difficult or expensive to imitate.2.No readily available substitutes exist.三、企业的社会责任感的概念以及包含哪些重点内容？(Social responsibility P15上课补充的)Social responsibility:the expectation that businesses or individuals will strive to improve the overall welfare of society.1、Economic responsibility. Such as the obligation to beproductive and profitable and meet the consumer needs of society.2、Legal responsibility.To achieve economic goals withinthe confines of established laws.3、Moral obligations. To abide by unwritten codes, norms,and values implicitly derived from society.4、Discretionary responsibility. Volitional or philanthropicin nature.四、怎么实现低成本战略?How to Realize the Low-costStrategy （Cost leadership P95）Low-cost leadership allows a firm to compete by lowering prices when needed without becoming unprofitable.Firms pursuing a low-cost strategy will typically employ one or more of the following factors to create their low-cost position:1.High capacity utilization.When customer demand is highand the firm’s capacity is full utilized, fixed costs are spread over more units, lowering unit cost.2.Economic of scale. True economies of scale are costadvantages associated with large-sized facilities rather than with increased volume through an existing facility.3.Technological panies making investments incost-saving technologies are often trading an increase in fixed costs for a reduction in variable costs.4.Learning/experience effects.The learning curve effect saysthat the time required to complete a task will decrease as a predictable function of the number of times the task is repeated.Experience effects are the same thing as learning effects but relate to indirect labor as well as direct production labor.五、功能性（职能）战略的概念，发展比较好应具备什么特点？(Functional strategies P137)Functional strategies: Functional strategies are the plans for matching those skills, resources, and capabilities to the business and corporate strategies of the organization.The well-developed Functional strategies should have the following Characters:1.Decisions made within each function will be consistent with each other.2.Decisions made within one function will be consistent with those in other functions.3.Decisions made within functions will be consistent with the strategies of the business.六、改善组织学习质量、提高组织学习数量，控制系统应该具备什么特征?（To enhance the quality of organizational learning ,these control systems should have the following characters ）a) Information generated by the control system should be an important and recurring item to be addressed by the highest levels of management.b) The control process should also be given frequent and regular attention from operating managers at all levels of the organization.c) Data from the system should be interpreted and discussed inface-to-face meeting among superiors and subordinates.d) The success of the control process relies on the continual challenge and debate of underlying data, assumptions, and strategies.小论文：多元化战略，结合实际认识，优缺点，对企业发展的影响。
公司战略管理英语原文及翻译(1)
Corporate structure and strategy: the case of Nike(lecture prepared by Deron Ferguson, Department of Geography; see sources in notes at end) Why are contemporary corporations forced to restructure, and how are they doing it?How is the structure of a corporation related to its long-term competitive strategy?What are the geographic implications of this relationship with regard to multinational corporations and transnational production?In today's lecture, we will address these questions by looking at the case of Nike. (references for this material)SETTING THE CONTEXT:Post-Fordism, Flexibility, and the athletic footwear industryBefore looking at the relationship between Nike's corporate structure and competitive strategy, it will help to review the changing business environment faced by large and small firms alike. The changing business environment faced by firms in advanced capitalist economies and societies is grounded in the transition from Fordism to post-Fordism. The chart below reviews the basic characteristics of this transition.The general trend over the past two decades has been a movement from a "standardized" to a "flexible" economy (Stutz & deSouza, pp. 358-361). Many exceptions can be found to this conception of how economies are changing (e.g., the recent acquisition of McDonnell Douglas by Boeing), but elements of it can be found virtually everywhere, depending on the type of industry involved.In this example, we will look at the athletic footwear industry. In particular, we can focus on the athletic footwear market as an example of the formation of new, highly volatile, competitive markets. Changes in the footwear industry can be summarized as:∙footwear production has grown rapidly //Overhead Fig 2∙intense competition and market volatility are indicated by the explosion in the number of "styles" of athletic shoes, and competition among brands //Overhead Fig 1∙ a key to success in the industry is innovation and the rapid turn-around of design and production∙however, the production of shoes remains inherently a "Fordist," labor-intensive process ∙producers must have output and design flexibility∙producers must preserve proprietary information and technology, yet be organizationally flexibleNike has succeeded in competing in the footwear industry with the following strategy: remain flexible in a volatile market by using subcontracting relationships overseas in low labor-cost countries.NIKE'S STRUCTURE AND STRATEGY∙"Nike" began in 1964 as "Blue Ribbon Sports," a seller of Japanese-manufactured footwear∙In 1970, as the athletic footwear market grew, the Nike brand name was born∙In order to gain greater control over production and assembly, Nike opened a plant in New Hampshire in 1973 (which it closed in 1986). The bulk of its production, however,has always been overseas through subcontracting relationships of varying loyalty andintensity. //Overhead Fig 3Today, 100% of Nike's production is by subcontractors, or "production partners." Nike has three type of subcontracting relationships: //Overhead Fig 4∙Developed partners: These production partnerships were first in Japan, but are now in Taiwan and South Korea). These partners produce the "upper echelon" of shoes, orexpensive "statement" shoes, typically in smaller batches (10-25K pairs a day). They aremore likely to collaborate in innovations with Nike, many are vertically disintegratedthemselves, subcontracting "nonproprietary" shoe components and materials to otherlocal producers. Those partners which produce solely for Nike receive monthly ordersfrom Nike which don't vary more than 20% to preserve production stability.∙Volume partners: These are large factories producing large batches of standardized, lower-priced footwear (70-85K pairs a day). Production is routinized and serves multiple(often more than 10) companies, other than Nike (e.g., Reebok). These are "capacity"contractors--they absorb the market risk associated with cyclical demand. Thesefactories are typically more vertically integrated, owning their own leather tanneries andrubber factories. They are not where the most innovative or "state of the art" shoes areproduced, as these factories produce for multiple companies; for this reason,relationships between Nike and these companies are less loyal.∙Developing partners: These factories are located mostly in Thailand, Indonesia, and China. These locations offer Nike very low labor costs and a "hedge" against rising laborcosts in other factories or exchange rate risk. These factories are more loyal to Nike;often they are the product of a joint venture between Nike and its developed partners inTaiwan or South Korea. Often, the joint investment into these factories raises their ability to manufacture increasingly sophisticated products more rapidly than if they wereproducing unaided.Why does Nike pursue this organizational strategy?∙Shoe production is inherently labor intensive (although technology can vary). Thus, labor is an important input for footwear producers to consider, but the labor process remainslargely routine in the assembly of shoe components.∙Subcontracting relationships provide organizational flexibility, moving market risk to partners, even though production processes remain largely routine.∙Southeast Asia offers several locational advantages to Nike: i) it is a rapidly growing market; ii) low-wage, "semi-skilled" labor is plentiful; iii) governments encourageinvestment and transnational production by relaxing the enforcement of labor standards. Key points to walk away with..The business environment (that is, with respect to markets, regulation, competition, innovation) sets the context in which corporations must strategize to preserve their market share and market power. This strategy involves a careful choice of how best to flexibly structure the firm's organization and production, in which geography plays an important role. We have looked closely at this relationship--between corporate structure and strategy--by looking at Nike. By doing so, we have highlighted the fundamental relationship between geography, corporate structure and strategy, and transnational production.Concepts:corporate restructuringmultinational corporationstransnational productioncorporate strategycorporate structureflexibility (flexible production; flexible organization)Fordism, post-Fordismsubcontractingvertical disintegrationglobalizationNew International Division of Labormarket volatility企业结构与策略：耐克的情况下，（演讲准备德隆-弗格森，地理系;票据月底来源）为什么是当代公司被迫重组，以及他们是如何做的呢？相关法团结构，其长期的竞争策略是怎样的？这关系着跨国公司和跨国生产方面的地理意义是什么？在今天的讲座中，我们将看耐克的情况下解决这些问题（这种材料的引用）设置背景：后福特主义，灵活性，以及运动鞋产业在耐克的企业结构和竞争战略之间的关系，这将有助于审查大型和小型企业都面临的不断变化的业务环境。
企业战略管理英文PPT第五章
Marketing & Sales
Outbound Logistics
Inbound Logistics
Service
Value Creating Activities common to a Inbound Cost Leadership Business Level Strategy Logistics
Cost Effective MIS Systems
Firm Infrastructure
Support Activities
Support Activities
Simplified Planning Practices to Reduce Planning Costs
Relatively Few Management Layers to Reduce Overhead
5.
© 2006 by Nelson, a division of Thomson Canada Limited.
5-3
Core Competency, Strategy and Business Level Strategy
Core Competency
The resources and capabilities that are determined to be a source of competitive advantage for a firm over its rivals. An integrated & coordinated set of actions taken to exploit core competencies & gain a competitive advantage. Actions taken to provide customers value and gain a competitive advantage by exploiting core competencies in specific, individual product markets.
Corporate strategic management(企业战略管理)PPT课件
2021/5/18
5
Strategic management starts with three key questions:
(1) Where is the organization now?
(2) If no changes are made, where will the organization be in a few years?
2021/5/18
8
Four phases ohase 1. Basic financial planning: seeking better operational control by trying to meet annual budgets.
Phase 2. Forecase-based planning: seeking more effiective planning for growth by trying to predict the future beyond the next year.
2021/5/18
4
1.1 Why do we study corporation strategic
management
India’s Tata Steel yesterday predicted cost savings up to $350m annually after it won the battle for control of Anglo-Dutch steel maker Corus, with a £6.7bn bid that will make it the world’s fifth largest steel-maker.
After more than eight hours of head-to-head bidding in London against Companhia Siderúrgica Nacional of Brazil, Tata was declared the winner early yesterday morning with a bid of 608p a share in cash, against CSN’s highest bid of 603p a share.
战略管理(英文)
Strategy As an Emergent Process
Strategy making in an unpredictable world
❖ Creates the necessity for flexible strategic approaches.
Strategy making by lower-level managers
Engagement, explanation, and expectations
Planning for the present: Strategic Intent
❖ Recognition of the static nature of the strategic fit model. ❖ Strategic intent in focusing the organization on winning by
Success requires adapting strategy and structure to a changing world.
The feedback loop in strateБайду номын сангаасic planning.
Corporate
Operational
Business
Functional
14
Strategic Managers
Planning under uncertainty
❖ Scenario planning for dynamic environmental change
Ivory tower planning
❖ Lack of contact with operational realities ❖ The importance of involving operating managers ❖ Procedural justice in the decision-making process
企业战略英语
企业战略英语Corporate Strategy。
Strategic Planning Process。
1. Visioning: Define the company's ideal future state, including long-term goals, and objectives.2. Analysis: Conduct an analysis of the internal and external environment to identify strengths, weaknesses, opportunities, and threats.4. Implementation: Execute the strategic plan, monitor progress, and adjust course as needed.5. Evaluation and Control: Evaluate the results of the strategy and make modifications as needed.Strategic Models。
1. SWOT Analysis: A tool used to identify an organization's internal strengths and weaknesses, and external opportunities and threats.3. Porter's Value Chain: A model used to identify the value-generating activities in a business and to make strategic decisions on how to optimize these activities.4. Ansoff's Matrix: A strategic planning tool used to identify alternative growth strategies, such as marketpenetration, market development, product development, and diversification.Corporate Strategy Implementation。
企业战略管理英文版(第一章)
The Strategic Management Process
Strategic Objectives & Inputs
Ch. 1: Strat. Chapter 1: Chapter 3: Mgmt. & Com- The External Strategic Management Environment petitiveness Strategic Competitiveness Chapter 4: Ch. 2: Strat. The Internal Mgmt . & Performance Environment Strategic Mission & Strategic Intent
Chapter 10: Cooperative Strategy
© 2006 by Nelson, a division of Thomson Canada Limited.
1-6
What is Strategy?
• An integrated and coordinated set of commitments & actions designed to exploit core competencies and gain a competitive advantage.
© 2006 by Nelson, a division of Thomson Canada Limited.
1-11
an *
*
Resources and capabilities
that meet these four criteria become a source of:
战略管理英文版最新版教学课件第4章
• Some product brands are so well established that the entire category of products (incl. competitors) may be called by the brand name ➢ In your small group, develop two or three examples of this happening in the marketplace.
❖ Best Buy also having problems with this recently
4-5
INTERNAL ANALYSIS: Inside the Firm
• Comparing two firms in same industry: Internal focus
➢ Core Competencies
LO 4-5 Identify competitive advantage as residing in a network of firm activities.
LO 4-6 Outline how dynamic capabilities can help a firm sustain competitive advantage.
➢ Does such brand valuation give the leading brand a competitive advantage?
➢ Does it produce confusion in the market for all products or services in that category?
Strategic Management(战略管理-中英文)
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方 式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略 •Mergers & acquisitions 并购
Competing via 竞争方 式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略 •Mergers & acquisitions 并购
Market entry: 市场进入 •Across borders 跨国 •Alliances 联盟 •Entrepreneurship 创业
Market entry: 市场进入 •Across borders 跨国 •联盟 •Entrepreneurship 创业
External Environment Analysis 外部环境分 析
Potential Entrants 潜在竞争 对手 General Environment 总体环境
机动性增加，风险降低，资本需求降低 Allows the firm to focus on its core competencies. 发展核心竞争 力
Potential problems with outsourcing: 外包可能产生的问题 Job losses for the firm’s communities. 企业岗位减少 Hard to reverse outsourcing decisions. 外包决策难以收回
企业战略管理 商务英语
Legal Department
Vice President C
a Manager
Lecture 12
b Manager
c Manager
d Manager
e Manager
f Manager
Lecture 12
Span & levels of management
Span of control vs. Hierarchical Levels
2 Structuring a Company
A Building blocks B Decision making hierarchy C Organizational structure
Lecture 12
Strategic Management Process
1. Mission Mission statement 2. Goals
Lecture 12
• Two forms of authority
• Line authority • Staff authority
HR Department
Line-staff organization
President & CEO
Vice President A
Vice President B
Lecture 12
Managing & Structuring Business Enterprises
Chapter 13
Contents
1 Managing a Company
A Strategic Management B Management functions C Management levels & skills
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示例：美国不同产业的资产收益率
policy
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structure
control
reform
16
公司战略 CorporateStrategy
（公司总部）
事业战略
事业战略
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事业战略
BusinessStrategy BusinessStrategy BusinessStrategy BusinessStrategy
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17
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18
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• 2:
• 1930s
•,
• ,,
•
11
• 3： • 1930s 1950s • , ’s , • • 4： • 1960s • () •,
Internal environment
15
Strategic choice
Long-term objective
General strategy Competitive strategy
implementation Yearly objective
Competitive strategy Functional strategy
12
•,
：
,, .
• （计划）
•
• （模式）
•
• （定位）
•
Байду номын сангаас
• (观念)
•
• （计谋）
•
13
Market structure
strategy
activity
Performance
profit
14
Strategic analysis
External environment
mission
SWOT
Strategic choice
•, , . •. • 与大型计算机 • 网上购物（） • 电视机的未来
•, • •. • 西方文化，东方文化与家庭装潢 • 日韩影视、游戏产业对中国的影响 • 夫妻共同工作与婴幼儿照顾（一个创意）
• 政权的稳定性 • • 法律、法规的健全程度（） • 人治与法治 • 中国的精英选拔机制 • 民选政府与超级女声 •
• • （） • 生态环境 • 巨大的环保市场 • 绿色经济学院？ • 中国的能源危机与企业的发展战略 • 燃气轿车的研制
• 信息化 • • • • •
2
• a, ?
• (组装电脑) ?
•
? ()
•
Potential entering
Bargaining power of suppliers
1
•: • ,, • • • • • () • •
2
•
•: •: • • • • 3.
3
• 盛大网络 •
• 网络游戏产业 •
•
•
•
4
•
50％
• 40%
•
10％
5
• A. . . : . , . 2001 • , , . . & , . 1996 戴维·贝赞可（等）：《公司战略经济学》，
北京大学出版社 • 王玉：《企业战略管理教程》 • 亨利·明茨伯格：《战略历程》，机械工业出版社 • 迈克尔·波特：《竞争战略》，华夏出版社 • 迈克尔·波特：《竞争优势》，华夏出版社 • 迈克尔·波特：《国家竞争优势》，华夏出版社 • 罗伯特·伯格曼：《技术与创新的战略管理》，机械工业出版社 • 加里·哈默：《战略柔性》，机械工业出版社 • 安德鲁·坎贝尔：《战略协同》，机械工业出版社
Current competition
Bargaining power of buyers
Substitute products
• • • • • 999 . • • 电信、有线电视的网络铺设战略 • ()
1
• • A （组装电脑） • • 投资周期长，固定成本高（航空业） • : (家电) •: • （专用性、互补性、情感）
• （电力）
•
（制药与药店）
•
,产业本身并非供应商的重要客户
4
• , 客户采购量大（沃尔玛）
•
•
, 产品在客户成本中的地位
• （关注车价行情的环保公司）
•
•
, 客户进行后向整合的能力
• , 替代品间的制衡（太阳能/燃气/电热，有线通/电 信宽带）
• , （电视机/投影仪） • • , 由获利较高的产业生产