波特竞争战略理论概览

2.BCG Portfolio Matrix
BCG Growth-Share Matrix
Business Growth Rate (Percent)
10x 4x 2x
1.5x 1x
0.5x 0.4x 0.3x 0.2x 0.1x
Stars 22 20 18 16 14 12 10
Cash Cows 8 6 4 2 0
Porter Competitive Model
Potential New Entrants
• Foreign General Merchandisers or Discounters
• Established Retailer Shifting Strategy to Discounting or Megastores
Bargaining Power
of Suppliers
Intra-Industry Rivalry
Strategic Business Unit
Source: Michael E. Porter “Forces Governing Competition in Industry Harvard Business Review, Mar.-Apr. 1979
Differentiation
Cost Leadership
Differentiation
Broad Target
Competitive Scope
Narrow Target
Cost Focus
Focused Differentiation
Source: Reprinted with permission of The Free Press, an imprint of Simon & Schuster, from The Competitive Advantage of Nations by Michael E. Porter, p. 39. Copyright © 1990 by Michael E. Porter.
Substitute Products and Services
• Mail Order • Home Shopping Network • Electronic Shopping
• Telemarketing • Buying Clubs • Door-to-door Sales
• Consumers in Small Town U.S.A.
of an industry’s business environment. • Provides an understanding of competitive
threats to an industry.
Porter Competitive Model (Contd.)
Intraindustry Rivalry
Source: Michael E. Porter “Forces Governing Competition in Industry Harvard Business Review, Mar.-Apr. 1979
Porter Competitive Model
Potential New Entrants
Question Marks Dogs
Relative Competitive Position
Source: B. Hedley, “Strategy and the Business Portfolio,” Long Range Planning (February 1997), p. 12. Reprinted with permission.
Winners B
Average Businesses
F
C Question
Marks D
Losers
Low Profit
Producers
Losers G
H Losers
Strong
Average
Weak
Business Strength/Competitive Position
Source: Adapted from Strategic Management in GE, Corporate Planning and Development, General Electric Corporation. Used by permission of General Electric Company.
Bargaining Power
of Suppliers
Intra-Industry Rivalry
SBU: Wal-Mart Rivals: Kmart, Target, Toys R Us, Specialty Stores
Bargaining Power of Buyers
• U.S. Product Manufacturers • Foreign Manufacturers • Local Governments • I/T Product and Service Suppliers
Substitute Products and Services
Bargaining Power of Buyers
Figure 3-1
General Electric’s Business Screen
Industry Attractiveness
High
Winners A
Medium
Winners E
III. External Environment A. Societal B. Task (Industry) C. Opportunities and Threats (EFAS)
IV. Internal Environment A. Structure B. Culture C. Resources (Mkt, Fin, R&D, Etc.) D. Strengths and Weaknessess (IFAS)
Porter Competitive Model(Contd.)
Threat of Substitute Product or Services
-What are the substitutes and why will customers find them attractive?
*example: virtual shops
Bargaining Powers of Buyers
- Comes from customers within the industry. * who are the real customers, whether customer has
significant power, why do they have power, what benefits do they get from their power (Example: WalMart)
Proposed Outsourcing Matrix
Source: Adapted from Strategy Formulation: Functional Strategy and Strategic Choice, Anthony F. Chelte , Western New England College.
• Consumers in Metropolitans Areas in the U.S.
• Canadian and Mexican Consumers
• Other Foreign Consumers
Figure 3-2
Can Competitive Forces :
1. Build barriers to prevent a company from entering an industry?
Main Elements of Strategic Audit
I. Current Situation A. Performance B. Strategic Posture
II. Corporate Governance A. Board of Directors B. Top Management
波特竞争战略理论概览
Jeffrey Hou 2003.03
两个充满传奇色彩的波特
1.Porter’s Generic Competitive Strategies
Porter’s Generic Competitive Strategies
Competitive Advantage
Lower Cost
PorterBiblioteka BaiduCompetitive Model (Contd.)
Bargaining Power of Suppliers
- Refers to the key providers of products and services within the industry. * what is the nature of product or service provided? Is it unique? (Example: Intel)
V. Analysis of Strategic Factors A. SWOT Analysis (SFAS) B. Review Mission and Objectives
VI. Strategic Alternatives and Recommendations A. Alternatives B. Recommended Strategy
Porter Competitive Model
Potential New Entrants
Bargaining Power
of Suppliers
Intra-Industry Rivalry
Strategic Business Unit
Bargaining Power of Buyers
Substitute Products and Services
- Deals with nature and degree of competition among companies in the same industry.
* industry size, structure, market & financial performance, dominant companies, typical competitive strategies, core competencies, global implications, industry trends
VII. Implementation A. Programs B. Budgets C. Procedures
VIII. Evaluation and Control A. Adequate Information System B. Adequate Control Measures
Awareness of competitive forces can help a company stake out a position in its industry that is less vulnerable to attack.
Michael E. Porter Competitive Strategy
Porter Competitive Model
•Breaks an industry into logical parts, analyzes them and puts them back together.
• Avoids viewing the industry too narrowly. • Provides an understanding of the structure
Threat of New Entrants
- Represents the possibility of additional companies starting competing in the industry. * are there factors that would discourage entering competition?
2. Build in costs that would make it difficult for a customer to switch to another supplier?