企業(yè)橫向戰(zhàn)略分析

第十二講橫向戰(zhàn)略的戰(zhàn)略分析1.TheGrowingImportanceofHorizontalStrategy2.IntrrelationshipsAmongBusinessUnits3.TheStepsofFormulatingHorizontalStrategy4.InterrelationshipsandDiversificationStrategy5.OrganizationalMechanismsforAchievingInterrelationships6.HowtoManageHorizontalOrganization?September20021*第一頁，共二十四頁。Horizontalstrategyisacoordinatedsetofgoalsandpoliciesacrossdistinctbutinterrelatedbusinessunits.Itisrequiredatthegroup,sector,andcorporatelevelsofadiversifiedfirm.Itdoesnotreplaceoreliminatetheneedforseparatebusinessand/orbusinessunitstrategies.Rather,horizontalstrategyprovidesforexplicitcoordinationamongbusinessunitsthatmakescorporateorgroupstrategymorethanthesumoftheindividualbusinessunitstrategies.September20022*第二頁，共二十四頁。1.TheGrowingImportanceofHorizontalStrategy⑴Diversificationphilosophyischanging⑵Emphasisisshiftingfromgrowthtoperformance⑶Technologicalchangeisproliferatinginterrelationshipsandmakingthemmoreachievable⑷MultipointcompetitionisincreasingSeptember20023*第三頁，共二十四頁。2.IntrrelationshipsAmongBusinessUnits⑴TangibleInterrelationships①ProcurementInterrelationships.Source:commonpurchasedinputs;Possibleformsofsharing:jointprocurement.②TechnologicalInterrelationships.Source:commonproduct(orprocess)technology,commontechnologyinothervalueactivities,oneproductincorporatedintoanother,interfaceamongproducts;Possibleformsofsharing:jointtechnologydevelopment,jointinterfacedesign.September20024*第四頁，共二十四頁。③InfrastructureInterrelationships.Source:commonfirminfrastructureneeds,commoncapital;Possibleformsofsharing:sharedraisingofcapital,sharedcashutilization,sharedaccounting,sharedlegaldepartment,sharedgovernmentrelations,sharedhiringandtraining,etc.④ProductionInterrelationships.Source:commonlocationofrawmaterials,identicalorsimilarfabrication(orassembly)process,identicalorsimilartesting/qualitycontrolprocedures,commonfactorysupportneeds;Possibleformsofsharing:sharedinboundlogistics,sharedcomponentfabrication,sharedassemblyfacilities,sharedtesting/qualitycontrolfacilities,sharedfactoryindirectactivities,sharedsiteinfrastructure.September20025*第五頁，共二十四頁。⑤MarketInterrelationships.Source:commonbuyer,commonchannel,commongeographicmarket;Possibleformsofsharing:sharedbrandname,crosssellingofproducts,bundledorpackagedselling,crosssubsidizationofcomplementaryproducts,sharedmarketingdepartment,sharedsalesforce,sharedservice/repairnetwork,sharedorderprocessingsystem,sharedphysicaldistributionsystem,sharedbuyerordistributorfinancingorganization.September20026*第六頁，共二十四頁。⑵IntangibleInterrelationshipsSources:①samegenericstrategy,②sametypeofbuyer(thoughnotthesamebuyer),③similarconfigurationofthevaluechain(e.g.,manydispersedsitesofmineralextractionandprocessing),④similarimportantvalueactivities(e.g.,relationswithgovernment).Althoughvalueactivitiescannotbeshared,thesesimilaritiesamongbusinessunitsmeanthatknow-howgainedinonebusinessunitisvaluableandtransferabletoanother.Testing:①Howsimilararethevalueactivitiesinthebusinessunits?②Howimportantarethevalueactivitiesinvolvedtocompetition?③Howsignificantistheknow-howthatwouldbetransferredtocompetitiveadvantageintherelevantactivities?September20027*第七頁，共二十四頁。⑶CompetitorInterrelationshipsTheystemfromtheexistenceofrivalsthatactuallyorpotentiallycompetewithafirminmorethanoneindustry.Thesemultipointcompetitorsnecessarilylinkindustriestogetherbecauseactionstowardtheminoneindustrymayhaveimplicationsinanother.September20028*第八頁，共二十四頁。3.TheStepsofFormulatingHorizontalStrategy⑴Identifyalltangibleinterrelationships.(seeFigure2A&B)Thefirststepindoingsoistoexaminevaluechainsofeachbusinessunitforactualandpossibleopportunitiesforsharing.Inadiversifiedfirmwithmanybusinessunits,tosimplifytheanalyticaltaskofidentifyinginterrelationships,itmaybepossibletobreakupadiversifiedfirmintoanumberofclustersofbusinessunitsthathavemanyinterrelationshipsamongthemselves,butrelativelyfewwithotherclusters.September20029*第九頁，共二十四頁。September200210*第十頁，共二十四頁。⑵Tracetangibleinterrelationshipsoutsidetheboundariesofthefirm.Afirmwillrarelycompeteinalltheindustriesthatarerelatedtoitscurrentbusinessunits.Thus,itisnecessarytoidentifyinterrelationshipsbetweenafirm’sexistingbusinessunitsandotherindustriesnotcurrentlyinitsportfolio.⑶Identifypossibleintangibleinterrelationships.Signalsofpotentialintangibleinterrelationshipsincludesimilaritiesingenericstrategy,buyertype,orvaluechainconfiguration.Manypotentialintangibleinterrelationshipsareusuallypresent,whichmakesscreeningthemtoaccesstheirimportancetocompetitiveadvantageanessentialtask.September200211*第十一頁，共二十四頁。⑷Identifycompetitorinterrelationships.(Figure1)Afirmmustidentifyallitsmultipointcompetitors,potentialmultipointcompetitors,andcompetitorspursuingdifferentpatternsofinterrelationships.⑸Assesstheimportanceofinterrelationshipstocompetitiveadvantage.Thenetcompetitiveadvantagefromatangibleinterrelationshipisafunctionoftheadvantagefromsharing,thecostsofsharing,andthedifficultyofmatchingtheinterrelationships.Thechallengeistoisolatetheimportantones.September200212*第十二頁，共二十四頁。⑹Developacoordinatedhorizontalstrategytoachieveandenhancethemostimportantinterrelationships.(inavarietyofways)①Shareappropriatevalueactivities.②Coordinatestrategicposturesofrelatedbusinessunits.③Distinguishthegoalsofbusinessunits.④Coordinateoffensiveanddefensivestrategiesagainstmultipointcompetitorsandcompetitorswithdifferentinterrelationships.⑤ExploitimportantintangibleinterrelationshipsthroughformalprogramsforexchangingKnow-How.September200213*第十三頁，共二十四頁。⑥D(zhuǎn)iversifytostrengthenimportantinterrelationshipsorcreatenewones.⑦Sellbusinessunitsthatdonothavesignificantinterrelationshipswithothersorthatmaketheachievementofimportantinterrelationshipsmoredifficult.⑺CreatehorizontalorganizationalmechanismstoassureimplementationSeptember200214*第十四頁，共二十四頁。4.InterrelationshipsandDiversificationStrategyTangibleinterrelationshipsshouldbethestartingpointforformulatingdiversificationstrategy.Thepresenceofinterrelationshipsperseisnotsufficientjustificationforenteringanindustryunlesstheyallowafirmtotransformanunattractiveindustryintoanattractiveone.Seekingindustrieswithbothanattractivestructureandinterrelationshipsthatwillyieldthefirmacompetitiveadvantageincompetinginthoseindustriesarethedualguidestodiversificationstrategy.September200215*第十五頁，共二十四頁。⑴DiversificationBasedonTangibleInterrelationshipsAmarket-orienteddiversificationstrategyaimstosellnewproductstocommonbuyers,channels,orgeographicmarketsinordertoreapthebenefitsofmarketinterrelationships.Aproduct-orienteddiversificationstrategyaimstoproducesimilarproductswithsharedproductionvalueactivities.Procurementinterrelationshipsoftenstemfromproductioninterrelationships.Atechnology-orienteddiversificationstrategy

aimstodeveloporenternewindustriesbasedonsimilarcoretechnologies,thatinvolveproductssoldtoeitherexistingornewmarkets.September200216*第十六頁，共二十四頁。⑵DiversificationThroughBeachheads(intangibleinterrelationships)Akeytestofdiversificationopportunitiesbasedonintangibleinterrelationshipsistheirpotentialasabeachhead.⑶DiversificationandCorporateResourcesDiversificationisameanstowidenafirm’sstockofassetsandskillsbyexpandingtheperimeterofthevalueactivitiesinwhichitparticipates.Thebestdiversificationisthatwhichdoesboth----itreinforcesthefirm’sexistingstrengthsandcreatesthebasisfornewones.September200217*第十七頁，共二十四頁。5.OrganizationalMechanismsforAchievingInterrelationships⑴HorizontalStructureHorizontalstructurereferstotemporaryorpermanentorganizationalentitiesthatcutacrossbusinessunitboundaries,supplementingthebusinessunitstructure.①GroupingBusinessUnits.Groups(andsectors)shouldbeconstructedaroundtheinterrelationshipsthataremostsignificantforcompetitiveadvantage,growingoutofasystematiclookatalltheinterrelationshipswithinthefirm.Unlessoneformofinterrelationshipisdominantthroughoutanentirefirm,differentgroupsshouldbebasedondifferenttypesofinterrelationships.September200218*第十八頁，共二十四頁。②PartialCentralization.Itmaybeappropriatetocentralizevalueactivitiesbecauseofimportantinterrelationships,whilestillmaintainingtheprofitresponsibilityofbusinessunits.③OtherCross-BusinessUnitOrganizationMechanisms.⒈MarketFocusCommittees.⒉Technology,ChannelandOtherInterrelationshipCommittees.⒊TemporaryTaskForces.④GrouporCorporateInterrelationshipChampions.Afinalstructuraldeviceistheappointmentofexecutivesatthegroup,sector,orcorporateleveltoactaschampionsforinterrelationships.September200219*第十九頁，共二十四頁。⑵HorizontalSystems①HorizontalStrategicPlanning.First,thecorporateplanningdepartmentcanacceptresponsibilityforidentifyinginterrelationshipsandinitiatingstepstoexploitthem.Second,groupandsectorexecutivescanbegivenresponsibilityforhorizontalstrategyandthecontentofthegroupplanshouldconcentrateoninterrelationships.Athirdapproachistoaddaninterrelationshipssectiontobusinessunitplans.②HorizontalProcedures.③HorizontalIncentives.September200220*第二十頁，共二十四頁。⑶HorizontalHumanResourcePractices①PersonnelRotationamongBusinessUnits.②SomeFirmwideRoleinHiringandTraining.③PromotionfromWithin.④Cross-BusinessUnitForumsandMeetings.⑤EducationonInterrelationshipconcepts.⑷HorizontalConflictResolutionProcessesSeniormanagementalwaysplaysanimportantrolebysettingthetoneforhowbusinessunitsshouldinteractandbyactingasfinalarbitersofanydisputes.September200221*第二十一頁，共二十四頁。6.HowtoManageHorizontalOrganization?⑴Aboutcorporaterole.Apurelybottom-upapproachtointerrelationshipsrarelysucceeds.Chiefexecutiveofficerscan