公司策略多角化购并及内部创业ppt课件.ppt

策略管理投影片(Steve Chang) * 临床医学于波心房选择性钠通道阻滞剂在房颤中的应用颅内非肿瘤性病变的影像学表现基础医学慢性鼻窦炎鼻息肉围手术期综合治疗的临床指引泌尿生殖道感染衣原体检测和支原体培养及药敏结果分析 第十章　公司策略：多角化，購併，及內部創業 壹、跨越單一產業(Expanding Beyond a Single Industry) 貳、經由多角化策略提升獲利(Increasing Profitability Through Diversification) 參、多角化的類型(Two Types of Diversification) 肆、多角化的限制(Disadvantages and Limits of Diversification) 伍、進入策略一：內部創業(Entry Strategy: Internal New Ventures) 陸、進入策略二：購併(Entry Strategy: Acquisitions) 柒、進入策略三：合資(Entry Strategy: Joint Ventures) 捌、企業重整(Restructuring) A diversified company (多角化公司) is one that is involved in two or more distinct business. The choices to execute a diversification strategy: Internal new venturing (內部創業) is about starting a new business from scratch (at the beginning); acquisitions (購併) involve buying an existing business; joint ventures (合資) typically establish a new business with the assistance of a partner. Restructuring (重整) refers to the process of reducing the scope of the company’s diversified operations by exiting from business areas. 相關名詞定義 壹、跨越單一產業(Expanding Beyond a Single Industry) 集中在單一事業（單一產業或市場） 適用時機：快速成長的產業, 需要公司投入大量資源；若公司能建立競爭優勢, 則績效斐然。 優點: (1) 火力集中, 集中其管理、財務、技術的實體資源及能力於單一領域中競爭; (2) 專精於本業(focused on what it knows and does best), 避免進入不熟悉或資源能力無法發揮的領域。 雖然此類廠商可以水平或垂直整合進入其他領域, 但其前景仍維繫在主要的事業領域上; 若此一產業衰退, 則其前景堪虞。 Because there is compelling evidence to suggest that firms that rest on their laurels (桂冠), do not ever-learning, and force themselves to stretch can lose out to active new competitors that come along with superior business models. Accordingly, so many argue that companies must leverage their resources and capabilities across market segments and industries if they are to survive and prosper. A Company as a Portfolio of Distinctive Competencies [Hamel Prahalad (1994) 的核心能力組合分析] Hamel Prahalad 指出, 在確認各種產品或市場機會時, 應把企業重新概念化 (re-conceptualize)為一個特異能力的組合, 而非不同事業的組合; 接著思考這些核心能力如何能夠應用在新的產業或提供新的產品。 他們進一步指出, 確認現有的核心能力, 是公司從事多角化分析以確定進入那一個新事業機會的首要步驟。 核心能力分析矩陣圖(p.334, 圖10.1), 建構出四個策略象限 Fill in the bl