波特三大通用战略Potters three general strategies.docx
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波特三大通用战略Potters three general strategies.docx
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波特三大通用战略Pottersthreegeneralstrategies
波特三大通用战略(Potter'sthreegeneralstrategies)
First,Potter'sthreegeneralstrategies
Costleadershipin"one"
Coreidea
Foralongtime,inthevaluechainoftheenterpriseproductcostandkeeptheleadinglevelinthesameindustry,andtakeaseriesofmeasuresinaccordancewiththisgoal,toenableenterprisestogainmorethantheindustryaverageprofit.
Lowcostlogic
Economiesofscale,highmarketshare,highreturns,renewalofequipment,additionofpersonnel,economiesofscale
Thecharacteristicsoflowcostleadingstrategy
1.strategicobjectives:
awiderangeofmarkets
2.thebasisofcompetitiveadvantage:
lowerthanthetotalcostofcompetitors
3.productline:
agoodbasicproductwithacertainamountofadjustment(acceptablequalityandlimitedchoice)
4.productfocus:
continuetostudycostreductionmethods,butcannotsacrificeacceptablequalityandnecessarycharacteristics
5.marketingfocus:
makefulluseoftheadvantagesofproductcharacteristics,sothatthecostisreduced
6.strategicSustainability:
economicprice/goodproduct;destinationisthestrategiccomponentofasustainablecostadvantage-thekeyistoreducethecostofthebusinessyearafteryearandineveryfieldofoperation
Characteristicsoflowcostproviders
1.companyculturewithstrongcostconsciousness
2.totalparticipationincostcontrol
3.continuetopursueandsurpassthebenchmarkcost
4.carefulstudyofbudgetrequirements
5.developaplanforcontinuousimprovementofcoststatus
Prerequisitesforimplementation
1.,pricecompetitionisfierce
2.productsarestandardizedoreasytoobtainfrommultiplesuppliers
3.,therearenotmanywaystorealizedifferentiation
4.mostcustomersusetheproductinthesameway
5.customerswitchingcostsarelow
6,alargenumberofcustomers,withgreatbargainingpower
Lookingforandcontrollingcostdrivers(Potterview)
1.scale
2.learning
3.utilizationofproductioncapacity:
case:
processchange
4.thelinkbetweenvalueactivitiesinthevaluechain:
Kanbanmanagement
5.verticallinksofvaluechain:
example:
Integration
6.horizontallinkagesofvaluechain
7.internalpolicy
8timingchoice
9.geographicalposition
10.governmentandothergeneralenvironmentalfactors
Restructuringthevaluechaintoformstructuralchanges
Marginalprofit:
informationsystem,paperlessoffice,flat,simpleplanningsystem
Emphasizingtheefficiencyandskillsalarysystem,highlightingthecostorientedhumanresourcedevelopment
Technologyinputtoensurethereductionofproductioncosts,imitationorfollow-updevelopment
Canfindcheaprawmaterialsprocurementprocedures,encouragetheuseoflow-costsupplybusinessassessmentmethods
Establishasystemconnectedwithsuppliers
Scaleproduction,experiencecurve,efficientequipmentforproduction
Lowcostdistribution,lowpricemodeoftransportation
Asmall,welltrainedsalesforce;abletoformalotofprices
Productinstallationefficiency,avoidrepeatedmaintenance
Eight.Advantagesofcostleadershipstrategy
1.relyonpricecompetition,bringhighmarketshare
2.lowcostprovidessomeprotectioninfrontofbargainingpowerwithpowerfulcustomers
3.lowcost,strongsupplier,strongabilitytowithstandunstableeconomicfactors
4.thepricingpowerofferedbylowcostcanbeusedasabarriertopreventpotentialentrants
5.lowcostmakesthecompanyinapositiontouselowpricesasadefensivealternativetooffensivemeans
Nine.Defectsofcostleadershipstrategy
1.largeinvestmentsarerequiredtoinvestinadvancedequipmentinordertomaintainhighproductivity
2.lowcostmethodsareeasilyimitatedbyrivals
3.technologicaladvanceshavebroughtcompetitorsintolowercosts,threateningtheoriginalfirm
4.paytoomuchattentiontocostreductionandignoreit:
Qualityandcharacteristics
Changesincustomerneedsandpreferences;
Thesensitivityofcustomerstopriceisdeclining;
Customer'sinterestinproductdifferentiation
5.highbarrierstoexit,outdatedequipment
Ten.Thedifferencebetweenoptimalcostandcostleadershipstrategy
Aimatlowcoststrategy
Lowercoststhanothercompetitorswithintheindustry
Aimingatthebestcoststrategy
Atthesametime,itcostslessthanotherproductswithsimilarpropertiesandattributes,
Setahighervaluelimit
Afirmwithoptimalcoststrategycannotbeanabsolutecostleaderintheindustry,becausetheintegrationofadditionalproductperformanceandattributesisnotavailabletotheproductofalow-costleader
Productdifferentiationof"two"
Byvirtueoftechnologyandmanagement,theproductsandservicesprovidedbyenterpriseshaveuniquecharacteristicsintheindustry.
Theycanbeshownin..:
1.products:
appearance,function,quality,brand,image;
2.salesmethods:
directselling,distribution,retail,salespromotionandsoon;
3.servicemethods:
supply,maintenance,value-added;
4.ortheircombinations.
Thereductionofsubstitutabilitymeanstheenhancementofmonopolyfactors.
Lookingfordifferencesinproduct/servicevaluethatcreatesvalueforconsumersandisnoteasilyimitatedandmatchedbycompetitorsatlowcost
Differenceandprice:
don'tpaytoomuchforthedifferencecharacteristic
Thecharacteristicsofdifferentiationstrategy
1.strategicobjectives:
awiderangeofmarkets
2.thebasisofcompetitiveadvantage:
theabilitytoprovidecustomerswithproductsthataredifferentfromtheircompetitors
3.productline:
awiderangeofproducts,awiderangeofchoice,withparticularemphasisonthecharacteristicsofthedifferencehasbeenselected
4.productfocus:
inventioncreatesvalueforcustomers;strivesforproductadvantage
5.marketingfocus:
establishthecharacteristicsofcustomerswillingtopay;askforpremium,recoverthecostofdifferentiatedproducts
6.strategiccontinuity:
communicatingdifferencesinacredibleway;emphasizingconstantimprovementandinnovationtostandbeforecompetitors;focusonafewkeydifferentiatedfeatures;createreputationandbrandpreferences
Implementationconditions
1.strongR&Dcapability
2.,veryhighvisibilityandreputation
Top3.marketingcapabilities
4.thefunctionaldepartmentshavegoodcoordination
Realizationway
Marketsegmentationtakesadvantageoffavorablecompetitionandadvocatesconceptualdifferentiation.
1.formuniqueconcepts"
2.formconceptualinnovationonthebasisoforiginalproducts
Guidethecompetitionmodeofenterprisesfrompricecompetitiontononpricecompetition,andrealizethedifferenceoftravel.
3.characteristicdifferentiation
1.packaging,pricing,trademarks,channels,promotions,servicesandsoon
4.qualitydifferentiation
1.performance,design,qualityandadditionalfunctions,etc.
5.technologydifferentiation
Strengthenproductdevelopmentanddesigncapabilities,andgraduallyformitsownbrandsystem,theimplementationofbranddifferentiation
Brandpositioningandbrandimagedifferentiation
Cultivatebrandconfidenceandformcompetitiveadvantage
Searchforandcontroldifferentiateddrivers(Potter'sview)
1.internalpolicyandopportunity
Synergybetween2.valuechains
3.linkswithinthevaluechain
4.verticalconnectionandverticalintegrationdegree
5.,thelinkbetweenoperatingunits
6.valuechaincharacteristics
7.politicalfactorsandposition
Restructuringvaluechain:
Highlydevelopedinformationsystemstobetterunderstandcustomerpreferences;emphasisonhighqualityisimportant.
Asalarysystemthatstimulatesemployeecreativityandproductivity;aproperincreaseinsubjectiveevaluation;ahighlevelofpersonneltraining
Strongbasicresearchabilityandtechnicalinputfordifferentiation
Findhighqualityrawmaterialsprocurementprocess,highqualityprocurementofsubstitutes
Heighttreatmentofpurchasedrawmaterials,
Continuousproductionofattractiveproducts;rapidresponsetocustomerspecialneeds
Accurateandquickresponsetoorderprocedures;rapiddistribution
Provideahighlevelofcommitmenttothebuyer'sreputationbasedpurchase;relationshipswithbuyersandsuppliers
Customertraining,sparepartsinventory
Advantages
1.meetthespecialrequirements,cultivatetrust
2.formingfunctionalbarriers
3.cultivatecustomerloyalty
4.increasethebargainingpowerofsuppliersandproducehighermarginalrevenue
5.antisubstituteentry
Insufficient?
1.costistoohigh
2.strongerdifferentiatedcustomerswitching
3.customersarealwayssensitivetoprice,makingitdifficulttohavebigsales
4.competitorslaunchedcheapproducts
5.,thedataoflivingconsumptionaremoreeffective
6.attention
1.,thereismarketsignificance
2.haverealvalue
3.don'teducatethemarket
4.,therearebarrierstocompetition
Five
Mentiontheculturallevel
6.fastoccupancy
7.extendingandupgradingintime
"Three"Potter'sthreegeneralstrategies
Focus/nichestrategy
Bysatisfyingthespecialneedsofaparticularconsumergrouporservingalimitedregionalmarket,thefirm'scompetitiveadvantageanditsmarketpositionareestablished.
Intensivemanagement
Betterservicetocustomersthancompetitors
Moresuitableforsmallandmedium-sizedenterprises
Itssuccessdependsonthedifferencebetweenthetargetmarketsegmentandtheothermarketsegments
Significantpreference
Specialrequirements?
Uniquedemand
Features
1.strategicobjectives:
anarrowmarketnichewherecustomerneedsandpreferencesaresignificantlydifferentfromthoseofothermarkets
2.thebasisofcompetitiveadvantage:
toservenicheatlowercostortoprovidenichecustomerswiththeirpreferencesandinterests
Productca
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