第四讲创新战略1.pptVIP

* * * 创新战略-市场细分和差异化战略的下的创新 * 大纲 导言 Porter 竞争理论 创新战略选择 海尔, 蒙牛,中兴通讯的创新战略分析 讨论 * 导言:创新的竞争意义 A fundamentally different way of competing in an industry by breaking the rules of the game and thinking of new ways to compete. 打破规范 Using innovative strategies by inventing new business models or breaking through traditional boundaries to create new market spaces. 创造新的商业模式/突破传统界线，开辟一片新的市场领域. Essentially, it is rethinking the basis of competition for any company in any industry. 竞争基础的再思考 * 战略创新的结果 A significant departure in one of three major areas: Design of the end-to-end value chain architecture (NEW business models 新商业模式) Conceptualization of delivered customer value (Increased value价值提升) Identification of potential customers (NEW markets新市场) * 从新定义本身的业务 Question the mental models, the industry thinking that governs the industry behavior. 美国的铁路运输衰败的原因，因为他认为自己是管理铁路运输，而不是为大众解决运输的问题 The good and the bad of mental models: They help us process information faster and make decisions. They can hinder active thinking and the adoption of new ideas. * 从新定义本身的业务(2) Future market focus. Greater emphasis in market research on future customers and competitors未来的客户和竞争者。 Avoid the conventional planning mind-set. 避免老套 Assumption: Reliable predictability. Accountability is engrained. The performance expectation is sacred. Embrace theory-focused planning 以理论为焦点的计划 * Porter 的竞争力五力或钻石理论 Porter (Harvard University): 企业的赢利能力是由外部竞争压力决定的. 1980S年代提出. 竞争压力来自5个方面: 3个是横向的: 来自替代者(substitutes)的竞争 新进入者Entrants 现有的竞争者Established rivals 2个是纵向的. 供应商的谈判能力Bargaining power of suppliers 购买者的谈判能力 buyers * PORTER的竞争力理论 * PORTER 5力理论 替代者: 取决于价格弹性和性能价格比.如,小灵通与移动电话. 石油:没有其它替代能源. 进入者: 只有产业赢利能力,必有进入者. 关键在于门槛的高低.垄断可以筑起高门槛,如电信, 银行. 规模: 银行,电信. 营销配送网络. 政府和法律等. 竞争者: 与垄断程度相关. 购买者: 企业要从市场上购买原材料, 部件, 金融和劳动力. 谈判能力(规模, 信息和自制能力)很关键. 取决于: 价格敏感性, 产品的差异性, 如WAL-MART的谈判能力就很强. 联想对Intel? 供应商: 如劳工协会与农民工. 技术在五力中的作用? 对每一个力都有影响. * 衍生的实用战略与创新 业务单元的战略(波特): 成本优势 产品差异化(differentiation):提供与众不同的产品, 减少可替代性. 利基战略(niche):服