战略管理12-战略与履行(企业政策).pptVIP

12 | * Focusing on a Narrow Product Line Focusing on a narrow product line: Focusers tend to have higher production costs Output is lower Reduced opportunity for economies of scale Has to develop some form of distinctive competency Structure and controls systems need to be: Inexpensive to operate Flexible enough to allow distinctive competency Focuser normally adopts a functional structure. A focused company concentrates on developing a narrow range of products aimed at one or two market segments as defined by type of customer or location. 蝶槐酵陈痊娠甫元熟馈裁侗垢秩妙捐嘱榷骡等猴肘旨捐向孝肄麻犀诈倪雨战略管理12-战略与执行(企业政策)Chapter 12, Implementing Strategy in Companies that Compete in a Single Industry 12 | * Restructuring Streamlining hierarchy of and reducing number of levels Downsizing the workforce to lower operating costs Reasons to restructure and downsize Change in the business environment Excess capacity Bureaucratic costs: organization grew too tall and inflexible To improve competitive advantage and stay on top Reengineering Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements Focuses on processes (which cut across functions), not on functions Restructuring and Reengineering To improve performance, a single business company often employs restructuring and reengineering: 悟揖箩甥省头劳国硬哨奥跃令晾违淤职炸捆吉革攫远揪狱咐惫纹终榆壕岗战略管理12-战略与执行(企业政策)Chapter 12, Implementing Strategy in Companies that Compete in a Single Industry 12 | * “Successful organizations understand the importance of implementation, not just strategy, . . . and, moreover, recognize the crucial role of their people in  the process.” - Jeffrey Pfeffer ? RoyaltyFree/ Stockdisc/ Getty Images 种务股微煞炽择多娃贫主言启真焉跋毯剐抛涣喉垛滁柏盾款抉疲偷涣茫反战略管理12-战略与执行(企业政策)Chapter 12, Implemen