寻找价值和维护竞争优势
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寻找价值和维护竞争优 势
PPT文档演模板
2020/11/18
寻找价值和维护竞争优势
Sustainable competitive advantage
• The ultimate determinants of success and failure in the firm’s search for value.
• Why does the unsuccessful firm not bid for the executive(s) in charge of cost drivers from the successful firm?
These do happen: e.g. battle between General Motors and Volkswagen for the services of cost guru Mr. Lopez.
PPT文档演模板
寻找价值和维护竞争优势
Beyond Porter
• Does anyone offer a better explanation of the roots of business performance?
• In the 90’s a capabilities approach emerged as a ‘new orthodoxy’ leading to a distinctive ‘resource based view’ of the firm and strategy.
Finally, low cost/differentiation can’t be the ultimate source. The ultimate source is surely who or what produces the low cost/differentiation advantage.
BUT within industries firm performance varies,
So what determines relative firm performance?
In ‘Competitive Advantage’ he tried to answer this ?
PPT文档演模板
寻找价值和维护竞争优势
Porter, cont.
• ‘Competitive advantage’ argues that it depends on the firm’s ability to manage the cost drivers/ differentiation drivers so as to produce a cost advantage or a differentiation advantage.
PPT文档演模板
寻找价值和维护竞争优势
Porter’s recipe
If it is possible for Michael Porter to describe how to create and sustain competitive advantage then surely all firms have equal access to this knowledge once Porter has codified it. So can it be a source of SCA? Beware recipes!
• Why does the successful firm not sell its expertise in cost reducing to less successful firms?
• Why does the successful firm not cut its prices and drive its competitors out of business?
PPT文档演模板
寻找价值和维护竞争优势
Part 1: Porter’s approach
Porter’s five forces approach (industry attractiveness) sees industry performance as a function of industry structure/conduct. (P&S, table 10.1)
• Introduction:: an examination of the sources of sustainability of profits • Why are some firms able to sustain success over a long period? • Porter’s approach to business performance:: competitive advantage. • The capabilities approach to firm performance • The nature and significance of capabilities • Architecture, reputation, and innovation • The value of capabilities: • A resource based theory of firm performance:: Peteraf’s model. • Conclusions
• But this approach has problems and is incomplete.
PPT文档演模板
Biblioteka Baidu
寻找价值和维护竞争优势
Some questions about Porter
• Why does the successful firm not buy the unsuccessful and teach it how to minimise costs?
• Are there any useful generalisations to be made which can help to guide the strategy process?
PPT文档演模板
寻找价值和维护竞争优势
Sustainable competitive advantage and resource based theory
PPT文档演模板
2020/11/18
寻找价值和维护竞争优势
Sustainable competitive advantage
• The ultimate determinants of success and failure in the firm’s search for value.
• Why does the unsuccessful firm not bid for the executive(s) in charge of cost drivers from the successful firm?
These do happen: e.g. battle between General Motors and Volkswagen for the services of cost guru Mr. Lopez.
PPT文档演模板
寻找价值和维护竞争优势
Beyond Porter
• Does anyone offer a better explanation of the roots of business performance?
• In the 90’s a capabilities approach emerged as a ‘new orthodoxy’ leading to a distinctive ‘resource based view’ of the firm and strategy.
Finally, low cost/differentiation can’t be the ultimate source. The ultimate source is surely who or what produces the low cost/differentiation advantage.
BUT within industries firm performance varies,
So what determines relative firm performance?
In ‘Competitive Advantage’ he tried to answer this ?
PPT文档演模板
寻找价值和维护竞争优势
Porter, cont.
• ‘Competitive advantage’ argues that it depends on the firm’s ability to manage the cost drivers/ differentiation drivers so as to produce a cost advantage or a differentiation advantage.
PPT文档演模板
寻找价值和维护竞争优势
Porter’s recipe
If it is possible for Michael Porter to describe how to create and sustain competitive advantage then surely all firms have equal access to this knowledge once Porter has codified it. So can it be a source of SCA? Beware recipes!
• Why does the successful firm not sell its expertise in cost reducing to less successful firms?
• Why does the successful firm not cut its prices and drive its competitors out of business?
PPT文档演模板
寻找价值和维护竞争优势
Part 1: Porter’s approach
Porter’s five forces approach (industry attractiveness) sees industry performance as a function of industry structure/conduct. (P&S, table 10.1)
• Introduction:: an examination of the sources of sustainability of profits • Why are some firms able to sustain success over a long period? • Porter’s approach to business performance:: competitive advantage. • The capabilities approach to firm performance • The nature and significance of capabilities • Architecture, reputation, and innovation • The value of capabilities: • A resource based theory of firm performance:: Peteraf’s model. • Conclusions
• But this approach has problems and is incomplete.
PPT文档演模板
Biblioteka Baidu
寻找价值和维护竞争优势
Some questions about Porter
• Why does the successful firm not buy the unsuccessful and teach it how to minimise costs?
• Are there any useful generalisations to be made which can help to guide the strategy process?
PPT文档演模板
寻找价值和维护竞争优势
Sustainable competitive advantage and resource based theory