《企业战略识》课件.ppt
- 【下载声明】
1. 本站全部试题类文档,若标题没写含答案,则无答案;标题注明含答案的文档,主观题也可能无答案。请谨慎下单,一旦售出,不予退换。
2. 本站全部PPT文档均不含视频和音频,PPT中出现的音频或视频标识(或文字)仅表示流程,实际无音频或视频文件。请谨慎下单,一旦售出,不予退换。
3. 本页资料《《企业战略识》课件.ppt》由用户(晟晟文业)主动上传,其收益全归该用户。163文库仅提供信息存储空间,仅对该用户上传内容的表现方式做保护处理,对上传内容本身不做任何修改或编辑。 若此文所含内容侵犯了您的版权或隐私,请立即通知163文库(点击联系客服),我们立即给予删除!
4. 请根据预览情况,自愿下载本文。本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
5. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007及以上版本和PDF阅读器,压缩文件请下载最新的WinRAR软件解压。
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 企业战略识 企业战略 课件
- 资源描述:
-
1、Ch 5-1Chapter5 Strategic Generation,Evaluation,and SelectionHenan Agricultural University ZhengCh 5-2Chapter OutlineMichael Porters Generic StrategiesTypes of StrategiesIntegration StrategiesHenan Agricultural University ZhengCh 5-3Chapter Outline(contd)Intensive StrategiesDiversification Strategies
2、Defensive StrategiesHenan Agricultural University ZhengCh 5-4Corporate Level-Concentration strategynA firm directs its resources to the profitable growth of a single product,in a single market,with a single dominant technologynThe firm thoroughly develops and exploits its expertise in a delimited co
3、mpetitive arenaHenan Agricultural University ZhengCh 5-5Corporate Level-Concentration strategynConcentrated growth strategies lead to enhanced performance.qThe ability to assess market needs,knowledge of buyer behavior,customer price sensitivity and effectiveness of promotionqConcentrating in the pr
4、oduct-market segment it knows bestqGrowth that results from increased productivity,better coverage of its actual product-market segment,and more efficient use of its technologyHenan Agricultural University ZhengCh 5-6Risk and rewards of concentrated growthnUnder stable conditions,concentrated growth
5、 poses lower risk than any other grand strategy,but in a changing environment,a firm committed to concentrated growth faces high risksqa single product market makes a firm particularly vulnerable to changes in that segment qHigh opportunity costs that result from remaining in a specific market and i
6、gnoring other options that could employ the firms resources more profitableHenan Agricultural University ZhengCh 5-7Corporate Level Integration StrategiesVertical IntegrationStrategiesForward IntegrationBackwardIntegration HorizontalIntegration Henan Agricultural University ZhengCh 5-8Integration St
7、rategiesGain Control Over-DistributorsSuppliersCompetitorsHenan Agricultural University ZhengCh 5-9Forward Integration StrategiesGain Control Over-DistributorsRetailersgaining ownership or increased control over distributors or retailers Henan Agricultural University ZhengCh 5-10Forward Integration
8、StrategiesGuidelines-Current distributors expensive or unreliableAvailability of quality distributors limitedFirm competing in industry expected to grow markedlyFirm has both capital&HR to manage new business of distributionCurrent distributors have high profit marginsHenan Agricultural University Z
9、hengCh 5-11Backward Integration StrategiesOwnership or Control-Firms suppliersnBackward integration is a strategy of seeking ownership or increased control of a firms suppliers.This strategy can be especially appropriate when a firms current suppliers are unreliable,too costly,or cannot meet the fir
10、ms needs Henan Agricultural University ZhengCh 5-12Backward Integration StrategiesGuidelines-Current suppliers expensive or unreliableThe number of suppliers is small;The number of competitors is largeHigh growth in industry sectorFirm has both capital&HR to manage new businessStable prices(raw mate
11、rials&products)are importantCurrent suppliers have high profit marginsHenan Agricultural University ZhengCh 5-13Horizontal Integration StrategiesOwnership or Control-Firms competitorsnHorizontal integration refers to a strategy of seeking ownership of or increased control over a firms competitors.Th
12、e increased use of horizontal integration as a growth strategynMergers,acquisitions,and takeovers among competitors allow for increased economies of scale and enhanced transfer of resources and competencies Henan Agricultural University ZhengCh 5-14Horizontal Integration StrategiesGuidelines-Gain mo
13、nopolistic characteristics Competes in growing industryIncreased economies of scale major competitive advantagesFaltering due to lack of managerial expertise or need for particular resourceHenan Agricultural University ZhengCh 5-15Diversification StrategiesLess Popular-More difficult to manage diver
14、se business activitiesHowever-The greatest risk of being in a single industry is having all your eggs in one basketHenan Agricultural University ZhengCh 5-16nTypes of StrategiesnDiversificationStrategiesnConcentricDiversificationnConglomerateDiversificationnHorizontalDiversificationHenan Agricultura
15、l University ZhengCh 5-17nDiversification StrategiesnLess Popular-More difficult to manage diverse business activitiesHenan Agricultural University ZhengCh 5-18nConcentric Diversification StrategiesnAddition-New&related products/servicesDell computer pursed concentric diversification by manufacturin
16、g and marketing consumer electronics products such as flat-panel televisions and MP3 playersHenan Agricultural University ZhengCh 5-19nConcentric Diversification StrategiesnGuidelines-Compete in no/slow growth industryNew&related products increases sales of current productsNew&related products offer
17、ed at competitive pricesCurrent productsdecline stage of product life cycleStrong management teamHenan Agricultural University ZhengCh 5-20nHorizontal Diversification StrategiesnAddition-New&unrelated products/services for current customersNot as risky as conglomerate diversification because a firm
18、already should be familiar with its present customersHospitals create miniature malls by offering banks,bookstores,coffee shops,restaurants,and other retail stores within their buildingsHenan Agricultural University ZhengCh 5-21nHorizontal Diversification StrategiesnGuidelines-Adding new products/se
19、rvices would significantly increase revenuesHighly competitive and/or no-growth industry;low margins&returnsCurrent distribution channels can be usedNew products have counter cyclical sales patternsHenan Agricultural University ZhengCh 5-22nConglomerate Diversification StrategiesnAddition-New&unrela
20、ted products/servicesBattery company Energizer Holdings,acquired the Schick-Wilkinson Sword razor businessthe second largest shaving products company with 18%global market share in the wet-shaving businessHenan Agricultural University ZhengCh 5-23nConglomerate Diversification StrategiesnGuidelines-D
21、eclining annual sales&profitsCapital&managerial ability to compete in new industryFinancial synergy between acquired and acquiring firmsCurrent markets for present products-saturatedHenan Agricultural University ZhengCh 5-24Mergers&AcquisitionsnA merger in business or economics refers to the combina
22、tion of two companies into one larger company.Such actions are commonly voluntary and often involve stock swap.In many instances a merger resembles a takeovernAcquisitions:A corporate action in which a company buys most,if not all,of the target companys ownership stakes in order to assume control of
23、 the target firm.nA takeover is technically the same as an acquisition,but the term is often taken to mean that the approach of the larger acquiring company is unwelcome from the point of view of the smaller target companyHenan Agricultural University ZhengCh 5-25Mergers&AcquisitionsProvide improved
24、 capacity utilizationBetter use of existing sales forceReduce managerial staffGain economies of scaleSmooth out seasonal trends in salesGain new technologyAccess to new suppliers,distributors,customers,products,creditorsHenan Agricultural University ZhengCh 5-26Risks for M&AsnNot all M&As are effect
25、ive and successfulnAbout half of mergers produced negative returns to shareholders-by Business Week and the Wall street Journals studynToo-high purchase price for the stock of an excellent company can undo the effects of a subsequent decade of favorable business development-Warren Buffett n Henan Ag
展开阅读全文