战略经新教材济学(四)资料.pptVIP

Vertical Chain Begins with the acquisition of raw materials Ends with the sale of finished goods/services Includes support services such as finance and marketing Organizing the vertical chain is an important part of business strategy Vertical Boundaries of the Firm Which steps of the vertical chain are to be performed inside the firm? Which steps of the vertical chain to be out-sourced? Choice between the “invisible hand” of the market and the “visible hand” of the organization (Make or Buy) Vertically Integrated Firms In a vertically integrated firm, many of the steps in the vertical chain are performed in-house. Example: UIBE Some firms choose to outsource many of the vertical chain tasks and become vertically disintegrated. Example: Nike Make versus Buy Decision depends on the costs and benefits of using the market as opposed to performing the task in-house Outside specialists may perform a task better than the firm can Intermediate solutions are possible (Examples: Strategic alliances with suppliers, Joint ventures) 上游下游 Support Services Accounting Finance Legal Support Marketing Planning Human Resource Management Support Services Support services can be major sources of value creation UPS – Logistics Toyota – Human Resource Manager Nike - Marketing Defining Boundaries Firms need to define their vertical boundaries Considerations Economies of scale achieved by market firms Value of market discipline Ease of coordination of production flows in-house Transactions costs when dealing with market firms Some Make-or-Buy Fallacies Firm should make rather than buy assets that provide competitive advantages Outsourcing an activity eliminates the cost of that activity Backward integration captures the profit margin of the supplier Backward integration insures against the risk of high input prices It makes sense to tie up the distribution channel in order to deny access to the rivals Reasons to Buy rather than Make Market firms (outside specialists) may have pat