某著名咨询公司企业战略培训资料PPT文档格式.ppt
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某著名咨询公司企业战略培训资料PPT文档格式.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
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