某著名咨询公司企业战略培训资料.ppt
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某著名咨询公司企业战略培训资料.ppt
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THECONCEPTOFSTRATEGY,HENDERSONSCENTRALIDEAS,.,.,.,.,.,.,.,.,.,.,RealUnitCost,CumulativeExperience,(85%slope),.,.,.,.,.,Profit,MarketShare,TheExperienceCurve,TheValueofMarketShare,TheCorporatePortfolio,RelativeMarketShare,MarketGrowth,PORTERSCENTRALIDEAS,EntryBarriersEconomiesofscaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostdifferences:
ProprietarylearningcurveAccesstoinputsProductdesignGovernmentpolicyExpectedretaliation,SupplierPowerInputdifferentiationSellerswitchingcostsPresenceofsubstitutesSupplierconcentrationImportanceofvolumeCostrelativetototalpurchasesThreatofforwardintegration,IndustryRivalryIndustrygrowthFixedcost/valueaddedIntermittentovercapacityProductdifferencesBrandidentitySwitchingcostsConcentration&balanceInformationcomplexityDiversityCorporatestakesExitbarriers,BuyerPowerBargainingleverageBuyerconcentrationBuyervolumeBuyerswitchingcostsBuyerinformationAbilitytobackwardintegrateSubstituteproductsPull-throughPricesensitivity,SubstitutionThreatRelativeprice/performanceofsubstitutesSwitchingcosts,StrategicAdvantage,StrategicTarget,Broad,Narrow,LowCost,Differentiation,BroadCost,FocusCost,BroadDifferentiation,FocusDifferentiation,TheValueChain,Successivestagesofvalue-added,Jockeyingforpositionamongcurrentcompetitors,Theindustry,Threatofnewentrants,Threatofsubstituteproducts,Bargainingpowerofcustomers,Bargainingpowerofsuppliers,Sources:
PortersWritings,StructureversusBehaviorWHYSTRUCTURALSEGMENTSMATTERThePremisesofTraditionalCompetitiveTheory,StructuralsegmentscanbeidentifiedobjectivelyTheycanbemeasuredTheyarestableTheydifferentiateamongcompetitorsDifferencesinstructuralsegmentsexplaindifferencesinprofitsThevalueofdominatingstructuralsegmentscanbespecifiedThemethodfordominatingstructuralsegmentscanbespecified,DIFFERENCESBETWEENBCGSANDPORTERSCONCEPTSOFSTRATEGY,BCG:
TheMissionaryPrescriptiveRefutableSpecificChallengingGeneralizingfromtheisolatedexperiment,Porter:
TheSchoolmanDescriptiveTautologicalGeneralResonatingSynthesizingfrommultipleinstances,TheStructuralParadigmofStrategyContentSEGMENTPOSITIONING,WE,Products,WhiteSpace,(Pre-empt),(Identify),DisputedSpace,EnclosedSpace,(Consolidate),THEY,THEY,THEY,Products,.,.,.,.,.,.,.,.,CumulativeExperience,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,ExperienceCurve,MultidimensionalScaling,SupplyCurve,A,B,C,TheStructuralParadigmofManagementADDITIVITY,Theperformanceofasystemcanbestbeunderstoodanalytically,asthesumoftheperformancesofsub-units.Throughdisaggregationofprofitabilityandofthevalue-chainRelyinglargelyonaccountingmeasuresofperformanceOrganizationsshouldbedesignedusing:
MarketswhereinformationexchangeisoflowvalueorlowcostHierarchieswhereinformationexchangeisofhighvalueandhighcostHencethephilosophyofdecentralizedprofitcentersandcorporatecontrolIncludingtheanalysisofshareholdervaluebybusinessandtheapparentnullityofcorporatestrategyHence,also,theemphasisonaccountabilityandindividualmotivation,TheStructuralParadigmofChangeDESIGN,StrategyformulationisaprocessofcontrolledandconsciousthoughtStrategyisformulatedbytheCEO(orbyasmallgroup)StrategyissimpleStrategyshouldbeuniqueStrategyemergesfromthisthoughtprocessfully-formedStrategyshouldbeexplicitandarticulatedImplementationoccursonlyafterformulationiscomplete,ChallengestotheStructuralParadigmsCOUNTER-EXAMPLES,Honda,Motorola,NEC,Wal-Mart,anddozensofothers:
Scoredspectacularreversesagainstcorporationspracticing/exemplifyingthethreestandardparadigmsRarelyhaveexplicitstrategies,exceptatthecrudestlevelAttackedcompetitorshead-oninsteadofsegmentingawayfromthemDeliberatelymismatchgoalsagainstcurrentstrengths&weaknessesFormulatestrategyincrementallyamongmiddlemanagement,ratherthanthroughaneliteanddeliberativeprocessEvolvecontinuouslyinresponsetosuccessorfailureP&G,GMSaturn,anddozensofothers:
Attemptedbigattacks,andfailed,ChallengestotheStructuralParadigmsSEVENTRENDS,ExhaustionoftheincrementaladvantagefromstructuralplaysVarietyDemandedatanypointintimesmallersegmentsOfferedthroughtimebriefersegmentsFastertechnologychangeGlobalizationRedefinesmarketshareInformationtechnologiesPermitfinerunderstandingandgreaterflexibilityImplementationgapBCGsownpracticeRejectionofthemachinebureaucracy,TheNewParadigm:
BehaviorTHENEWLOCUSOFCOMPETITIVEADVANTAGE,Thekeycompetitiveadvantageliesincreasinglywithbehavior,ratherthanstructureLess:
factorcost,product,segment,locationwhatyouhaveAndmore:
innovation,speed,quality,customerresponse,understandingcustomerneedswhatyoudoAndthebehaviorthatresultsfromthestrategybecomesindistinguishableforthatwhichformulatesit,Time,A,B,C,D,A,B,C,D,TheGlobalPharmaceuticalIndustrySTRUCTURALDRIVERSOFPROFITABILITY?
EconomiesofScale,R&DExpenditure,15,20,25,10,5,1500,2500,3500,4500,Sales(Average1985-1989),ReturnonSales(%),Upjohn,SK,Ciba,BM,Pfizer,Lilly,Merck,Glaxo,15,20,25,10,5,350,250,R&DExpenditure(Average1985-1989),ReturnonSales(%),Upjohn,SK,Ciba,BM,Pfizer,Lilly,Merck,Glaxo,450,550,500,400,300,l,l,l,l,l,l,l,l,0,5,10,15,20,25,30,0,2,4,6,8,10,12,TheGlobalPharmaceuticalIndustryBEHAVIORALDRIVERSOFPROFITABILITY,DrugDevelopmentTime,AbilitytoIdentifyHighPotentialCompounds,ReturnonSales(%),ReturnonSales(%),AveragetimefromUSINDtoNDAFiling(Index),AverageClinicalGainofDrugsExternallyLicenced(Index,asratedbytheFDA),Upjohn,SK,Ciba,Pfizer,Lilly,Merck,Glaxo,BristolMeyers,Upjohn,SK,Ciba,Pfizer,Lilly,Merck,Glaxo,BristolM,TheGlobalPharmaceuticalIndustryCOMPETITIVEPOSITIONINGINCAPABILITIESSPACE,ExternalInnovativenessIndex1,Squibb,Ciba,Merck,Pfizer,Bristol,SK,Schering,Upjohn,Glaxo,Roche,Lilly,1.Averageinnovativeness(asratedbytheFDA)oflicenseddrugsapprovedbytheFDAinthe1980s.2.TimefromU.S.INDfilingtoNDAfiling,TheGlobalPharmaceuticalIndustryCOMPETITIVEPOSITIONINGINCAPABILITIESSPACE,-80%,-60%,-40%,-20%,0%,20%,40%,60%,0,2,4,6,8,10,12,14,l,l,l,l,l,l,l,l,l,l,l,StructureversusBehaviorWHYCAPABILITIESMATTERThePremisesofNewCompetitiveTheory,CapabilitiescanbeidentifiedobjectivelyTheycanbemeasuredTheyarestableTheydifferentiateamongcompetitorsDifferencesincapabilitiesexplaindifferencesinprofitsThevalueofbuildingcapabilitiescanbespecifiedThemethodforbuildingcapabilitiescanbespecified,TheBehavioralParadigmofStrategyContentCAPABILITIES-BASEDPOSITIONING,WE,Products,WhiteSpace,(Pre-empt),(Identify),DisputedSpace,EnclosedSpace,(Consolidate),THEY,THEY,THEY,Capabilities,TheBehavioralParadigmofManagementNETWORK,InformationtechnologyenablesnodalinformationflowsTeamsaremoreeffectivethanmarketsandhierarchiesEmpowermentisworthmorethanaccountabilitySharedpurpose(vision)isworthmorethancontrolTheinformalorganizationismorevaluablethantheformalTheperformanceofasystemmustbeunderstoodholisticallySystemsdynamics,notaccountinganalysisAssetsmaybeadditive,butcapabilitiesaremultplicativeTheroleoforganizationistofacilitatetheflowofknowledgeamongnodes,TheBehavioralParadigmofChangeLEARNING,Theworldistoocomplexandtoofastmovingforcentralized,deliberatestrategiestobefeasibleorvalidforlongEmployeesatalllevelsneedandexpectchallenge,responsibilityandfreedomtoinnovateTheyneedtoownthestrategyAdaptationneedstooccur:
Continuously,notcontinuallyAtalllevelsoftheorganization,notjustthetopInresponsetoevents,notabstractedfromthemStrategyformulationandimplementationarecontinuousandmutuallymodifying,STRUCTURALVERSUSBEHAVIORALPARADIGMS,SegmentPositioningCompetitiveadvantageisachievedinproduct/marketspaceAdditivityTheperformanceofanorganizationisthesumoftheperformancesofitspartsDesignStrategyandimplementationareseparateprocesses,STRUCTURAL,STRATEGY,MANAGE-MENT,CHANGE,BEHAVIORAL,CapabilitiesPositioningCompetitiveadvantageisachievedincapabilitiesspaceNetworkTheperformanceofanorganizationdependsonitsbehaviorasasystemLearningThought,actionandexperienceareintertwined,notsequential,ANEXAMPLETimeBasedCompetition,SegmentPositioningTBCcannotbeunderstoodasanewsegmentAdditivityTheproblemaddressedbyTBCarisesfrommanagingeachvalue-addedsteporfunctionseparatelyDesignTBCcannotbeimplementedthroughagrandplan,CapabilitiesPositioningButitcanbeunderstoodasanewcapabilityNetworkButtheOEmethodologycomprisesmanagingthesystemasanintegratedwholeLearningButitcanbeimplementedthroughcollaborationandincrementalism,STRUCTURAL,BEHAVIORAL,STRATEGY,MANAGE-MENT,CHANGE,ANANALOGYTheAdventofMechanizedWarfare1916-1936,FROM:
Static,positional,defensiveInfrequent,majorassaultsConcentrationofstrengthPreparatorylogisticsFrontlinenumbersCentralizedstaffplanningDeterministicplanningFunctionaldivisions,TO:
Mobile,tactical,aggressiveContinuousoperationsSurprise,speedBattlefieldlogisticsIntelligence,technologyFieldcommandImprovisationalJointoperations,BCGsCONSULTINGMETHOD,Identifykeycapabilities&competencesrequiredinthebusinessMeasuretheclientscapabilitiesandcompetencesMapthecompetitivespaceIdentifyhowtrendswillchangethemapDevelopthestrategySpecifytheplatformsrequiredtoenablethestrategyAssessthecurrentplatformsinrelationtotheidealBuildthenewplatforms,BCGsCONSULTINGMETHOD,Identifythekeycapabilities&competencesrequiredinyourbusinessThos
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