战略管理.希特.第四版ch04.pptVIP

Chapter 4 Business-Level Strategy 82 83 84 85 86 87 88 89 94 97 99 100 102 103 104 107 107 107 59 Firm may be “outfocused” by competitors Large competitor may set its sights on your niche market Preferences of niche market may change to match those of broad market Major Risks Involved With a Focused Differentiation Business Level Strategy Breadth of Competitive Scope Source of Competitive Advantage Broad Target Market Narrow Target Market Cost Cost Leadership Differen- tiation Generic Business Level Strategies Focused Differen- tiation Focused Low Cost Integrated Low Cost/ Differentiation Uniqueness Firms using an Integrated Strategy may: Integrated Low Cost/Differentiation Strategy Utilize Flexible Manufacturing Systems to create differentiated products at low costs Adapt more quickly Learn new skills and technologies Leverage core competencies through Information Networks across multiple business units Utilize Total Quality Management (TQM) to create high quality differentiated products which simultaneously driving down costs Recognize that the Integrated Low Cost/ Differentiation business level strategy involves a Compromise The risk is that the firm may become “Stuck in the Middle” lacking a strong commitment to or expertise with either type of generic strategy Integrated Low Cost/Differentiation Strategy Southwest Airlines Integrated Low Cost/Differentiation Strategy Use a single aircraft model (Boeing 737) Use secondary airports Fly short routes 15 minute turnaround time No meals No reserved seats No travel agent reservations Low Cost Focus on customer satisfaction New flight services for business travelers (phones and faxes) High level of employee dedication Differentiation 1 2 4 5 6 7 8 14 20 36 40 41 44 45 46 47 48 49 50 51 52 53 59 76 79 80 81 Effective Cost Leaders can remain profitable even when the Five Forces appear unattractive Threat of New Entrants Bargaining Power of Suppliers Threat of Substitute Products Can frighten off New Entrants due to the n