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六、Strategy - Coggle Diagram
六、Strategy
6.5 Corporate-level Strategy
def
choose which industries
3 dimensions
Products and services
Industry value chain
Geography(regional, national, or global markets)
Vertical integration
upstream- supply inputs
downstream-use the outputs
Vertical Value Chain
stage 1: Raw materials
Stage 2: compenents;intermediate goods
stage 3:final assembly; manufacturing
stage 4: marketing; sales
stage 5: after-sales services&suport
Diversification
def
enter into new business areas
Related diversity
Unrelated diversity
Benefits
Leveraging core competencies
Economies of scope
Superior internal governance
Diversification Failure
High and low levels of diversification= lower performance
Moderate levels of diversification= higher firm performance
6.1 Superior performance and
competitive advantage
Competitive advantage
Advantage obtained when a firm outperform its rivals.
Distinctive Competency
a unique strength that rivals lack
Sustainable Competitive Advantage
a distinctive competency that rivals can not easily match or immitate
6.4 Competitive tactics
Def
Actions managers take to try to outmaneuver rivals in the market.
Tactical Pricing Decisions
Price war/signaling
Ex: Razor and razor blade pricing
Tactical product decisions
Product proliferation（多品牌战略）
Bundling
6.2 Business Level Strategy
Def of Strategy
an action managers take to attain a goal of an organization
Types
Business-level strategy
how to compete within the industry
Low-cost Strategy
do everything to lower the cost
Example
Ford Model T
Differentiation Strategy
Increasing the value of products offering in the eys of consumers
Example
Tesla Model S
Segmenting the Market
Focus strategy
Broad market strategy
The Low Cost-Differentiation Frontier
Pushing Out the Efficiency Frontier through Value Innovation
6.3 Implementing business-level strategy
Configuring the Value Chain
Primary activities
activities having to do with the design, creation, and delivery of the product
its marketing
its support and after sales services
Support activities
provide inputs that allow the primary activities to occur
Organization architecture
organization structure
incentives
control systems
people
culture
Porter's Value Chain Analysis
Primary activities
Supply chain management
Operations
Distribution
Marketing&Sales
After-Sales Service
Support Activities
R&D
Information Systems
Human Resource
Accounting& Finance
Firm Infrastructure,incl. Processes, Policies &Procedures
Examples
Tiffany
Starbucks
