教學課件-管理學專業(yè)英語教程

ModernManagementMovement管理學專業(yè)英語教材

FudanUniversityOutlines——approachestomodernmanagement123456Processapproach

Systemapproach

Contingencyapproach

Strategicmanagementapproach

Japanesestylemanagementapproach

Excellenceapproach

FudanUniversityOutlines

——frameworkofthemodernmanagementmovement123ClassicaltheoryBehavioraltheoryQuantitativetheory4systemsandcontingencymanagementtheoryFudanUniversityHarodKoontz

ManagementjungletheoryVariances

intheprocessapproachFudanUniversityProcessApproach

FudanUniversityProcessApproach

PlanningOrganizingLeadingControllingDefininggoalsestablishingstrategy,anddevelopingplanstocoordinateactivitiesDeterminingwhatneedstobedone,howitwillbedone,andwhoistodoitMotivating,leading,andanyotheractionsinvolvedindealingwithpeopleMonitoringactivitiestoensurethattheyareaccomplishedasplanned

LeadtoAchievingtheorganization’sstatedpurposesProcessapproachproposedbyFayol

FudanUniversitySystemApproach

Twobasictypes——focusonproductionandefficiency※Closedsystem

notinfluencedbyanddonotinteractwiththeirenvironment

e.g.Taylor’sscientificmanagement,Weber’sbureaucratictheory,etc.※

Opensystemrecognizeandrespondtotheirenvironmente.g.humanrelationsschool,organizationaldevelopment,etc.FudanUniversitySystemApproach

VonBertalanffy“system”

connectedpartsjoinedtoformawholeinwhichthecoordinatedandcombinedeffectofthesubsystemscreatessynergyInternalbehavior

peopleinsideorganizationsperformtheirindividualandgrouptasksExternalbehavior

integratesorganizationaltransactionswithotherorganizationsandinstitutions

FudanUniversitySystemApproach

DistinctpurposeDeliberatestructurePeople

organizationClosedsystem

routinetaskstaskspecializationclassspecificationchainofcommandformalhierarchySpanof8Employees=512Managers(level1-3)=73FudanUniversitySystemApproach

systemenvironmentenvironmentOpensystem★non-routinetaskperformance

★interactionbetweenstaffandemployeesbothverticallyandhorizontally

★prestigeisexternalized(reputation,knowledge)Theorganizationtakesresources(inputs)fromthelargersystem(environment),andreturnsthemtotheenvironmentinchangedform(outputs)FudanUniversityContingencyApproach

SimplisticprinciplesareincompleteContingencyapproachisproposedbyorganizationaltheorists(Lawrence,LorschandSchein)Contingencymanagementstressestheneedforappraisalandanalysisoftheentiremanagerialenvironmentwithintheorganization.ContingencyapproachpromotesorganizationaleffectivenessItsetscentersonthebestcontingencyplayThereisanappropriatepatternforrelationshipswhichexistsfororganizationsAgreementexistsbetweenorganizationsandtheirinternalandexternalenvironments,andbetweenthemanagementsystemanditsvariouscomponents.FudanUniversityContingencyApproach

ThreePrincipleSetsStrategicmanagementisconcernedprimarilywiththedecision-makingprocessandactionswhichdetermineanorganization’slong-runperformanceItemphasizesmonitoringandevaluatingexternalandinternalenvironmentalopportunitiesandcontrolsinviewofanorganization’sstrengthsandweaknesses(case1:SWOT)FudanUniversityStrategicmanagementApproach

FudanUniversity

InternalExternalUtilizeImproveOpportunitiesCSRawarenessFavorablepoliciesandenvironmentTechnologicaladvantageAdvantageinmarketingchannelsCompatibilityabilityLong-establishedcompanywithsignificantexperienceinmarketingandgoodrelationshipwithmanufacturers.HavenotyetfullytakenthelargeimmatureemergingAsianmarket.Cross-industryadvantageGovernmentpriceceilingsSynergyWeakregionalportabilityExpansionbarrierMonitorEliminateThreats100%oftheshareholdersin3EuropeancountriesandmajoritiesinotherEuropeancountries.Lowfeesforcallsmadeoutsidethehomecountry）voiceusage.EarningrateofprimarybusinesstoohighEffectofinternationalfinancialcrisisCompetitionpressureIncompatibilitywithlocalcommunicationstandardsHardtodifferentiatedifferentfirmsStrengthWeakness

CASE1:SWOT

analysisonDIZZcompanyFudanUniversityStrategicmanagementApproach

Strategicmanagementinvolvesfourbasiccomponents:(1)environmentalscanning;(2)strategyformulation;(3)strategyimplementation;(4)evaluationand

control.e.g.Porter’s5competitiveforcesanalysisFudanUniversityStrategicmanagementApproach

VonNeumannand

MorgensterntheydefinedstrategyasaseriesofactionstakenbyacorporationwhicharedecidedonaccordingtotheparticularsituationDruckerdescribesstrategyasameansofanalyzingthepresentsituationandchangingitifnecessaryChandlerstrategyisthatitdeterminesthebasiclong-termgoalsofacorporationAnsoffexaminedstrategy,fromaprogrammaticandanalyticapproachHoferandSchendelMintzbergstrategyasamediatingforcebetweenanorganizationanditsenvironmentStrategicmanagementApproach

Deming,1950,introducedacomprehensivemanagementsystemwhichisthemodelforJapanese-stylemanagement,ortotalqualitymanagement(TQM)TQMusesstatisticstoanalysesvariabilityinproductionprocessesinordertoimprovetheproductqualitycontinuouslyFudanUniversitystructuredannualimprovements1majortrainingprograms2uppermanagementleadership3FudanUniversityStrategicmanagementApproach

Juranthefirsttodealwiththebroadmanagementfeaturesofquality,whichdistinguisheshimfromthosewhoadvocatespecifictechniques,statisticalorotherwise.Heincludedthreebasicstepstoprogress:StrategicmanagementApproach

Crosby

conceptofzerodefects

qualityisconformancetorequirementsanditcanonlybemeasuredbythecostofnon-conformance

threecomponentsthancanbeusedbyorgznizationstopreventnon-conformances---determination,educationandimplementation.OuchiTheoryZcorporationsgeneratedcloserelationshipswiththeiremployeesandevenmadelong-termemploymentcommitmentstothenewhiresTheyalsodevelopedtheiremployees’talentsandfocusedonteamworkthroughlateraljobrotationsandcollectivedecisionmaking.FudanUniversityFudanUniversityExcellenceApproach

PetersandWatermanThemajorfocusofexcellencemanagementisimprovingmanagementinordertogainormaintainexcellencewithinacorporation.effectiveorganizationscontinuetostriveforimprovement.FudanUniversityReferences

Management

（9thedition）,StephenP.Robbins&MaryCoulterPracticeofManagement,Drucker1954TheArtofJapaneseManagement,Pascale&Athos,1981InSearchofExcellence,Peters&WatermanWhatIsStrategy?管理學專業(yè)英語教材

FudanUniversity1245FudanUniversity

OutlinesBackgroundIntroduction

OperationalEffectiveness

OperationEffectivenessVSStrategicPositioningStrategyRestsonUniqueActivities3

ProductivityFrontier

Foralmosttwodecades,managershavebeenlearningtoplaybyanewsetofrules:Companiesmustbeflexibletorespondrapidlytocompetitiveandmarketchanges.Theymustbenchmarkcontinuouslytoachievebestpractice.

Theymustoutsourceaggressivelytogainefficiencies.

Theymustnurtureafewcorecompetenciesintheracetostayaheadofrivals.FudanUniversityBackgroundIntroduction

FudanUniversityBackgroundIntroduction

BarriersCopymarketpositionGlobalizationPositioning---oncetheheartofstrategy---isrejectedastoostaticfortoday’sdynamicmarketsandchangingtechnologies.Accordingtothenewdogma,rivalscanquicklycopyanymarketposition,andcompetitiveadvantageis,atbest,temporary.Somebarrierstocompetitionarefallingasregulationeasesandmarketsbecomeglobal.Companieshaveproperlyinvestedenergyinbecomingleanerandmorenimble.FudanUniversityBackgroundIntroduction

Butthosebeliefsaredangeroushalf-truths,andtheyareleadingmoreandmorecompaniesdownthepathofmutuallydestructivecompetition.Inmanyindustries,however,whatsomecallhyper-competitionisaself-inflictedwound,nottheinevitableoutcomeofachangingparadigmofcompetition.Therootoftheproblemisthefailuretodistinguishbetweenoperationaleffectivenessandstrategy.OperationalEffectivenessStrategy≠Why?FudanUniversityTheprobableanswer：Thequestforproductivity,quality,andspeedhasspawnedaremarkablenumberofmanagementtoolsandtechniques:totalqualitymanagement,benchmarking,time-basedcompetition,outsourcing,partnering,reengineering,changemanagement.Althoughtheresultingoperationalimprovementshaveoftenbeendramatic,manycompanieshavebeenfrustratedbytheirinabilitytotranslatethosegainsintosustainableprofitability.

Andbitbybit,almostimperceptibly,managementtoolshavetakentheplaceofstrategy.Asmanagerspushtoimproveonallfronts,theymovefartherawayfromviable（feasible)competitivepositions.BackgroundIntroduction

FudanUniversityOperationalEffectivenessOperationalEffectiveness(OE)andstrategyarebothessentialtosuperiorperformance,whichafterall,istheprimarygoalofanyenterprise.Buttheyworkinverydifferentways.chargehigheraverageunitpricesgreaterefficiencyresultsinloweraverageunitcostsFudanUniversityOperationalEffectivenessUltimately,alldifferencesbetweencompaniesincostorpricederivefromthehundredsofactivities(e.g.therightchart)Costisgeneratedbyperformingactivities,andcostadvantagearisesfromperformingparticularactivitiesmoreefficientlythancompetitors.

Similarly,differentiationarisesfromboththechoiceofactivitiesandhowtheyareperformed.Activities,then,arethebasicunitsofcompetitiveadvantage.

Overalladvantageordisadvantageresultsfromallacompany’sactivities,notonlyafew.DifferencesinOEamongcompaniesarepervasiveSuchdifferencesinOEareanimportantsourceofdifferencesinprofitabilityamongcompetitorsbecausetheydirectlyaffectrelativecostpositionsandlevelsofdifferentiation.OperationalEffectivenessFudanUniversityeliminatewastedeffortemploymoreadvancedtechnologymotivateemployeesbetterhavegreaterinsightintomanagingparticularactivitiesorsetsofactivitiesImagineforamomentaproductivityfrontierthatconstitutesthesumofallexistingbestpracticesatanygiventime.Thinkofitasthemaximumvaluethatacompanydeliveringaparticularproductorservicecancreateatagivencost,usingthebestavailabletechnologies,skills,managementtechniques,andpurchasedinputs.Theproductivityfrontiercanapplytoindividualactivities,togroupsoflinkedactivitiessuchasorderprocessingandmanufacturing,andtoanentirecompany’sactivities.WhenacompanyimprovesitsOE,itmovestowardthefrontier.Doingsomayrequirecapitalinvestment,differentpersonnel,orsimplynewwaysofmanaging.ProductivityFrontierFudanUniversitythree-dimensionalproductivityfrontierplanarproductivityfrontierTheproductivityfrontierisconstantlyshiftingoutwardasnewtechnologiesandmanagementapproachesaredevelopedandasnewinputsbecomeavailable.Laptopcomputers,mobilecommunications,theInternet,andsoftwarehaveredefinedtheproductivityfrontierforsales-forceoperationsandcreatedrichpossibilitiesforlinkingsaleswithsuchactivitiesasorderprocessingandafter-salessupport.Similarly,leanproduction,whichinvolvesafamilyofactivities,hasallowedsubstantialimprovementsinmanufacturingproductivityandassetutilization.FudanUniversity*WecanuseMatlabtodrawmultidimensionalsituations*WealsocanusemultidimensionallinearregressiontocalculatedifferentinfluencesfromdifferentfactorsProductivityFrontierForatleastthepastdecade,managershavebeenpreoccupiedwithimprovingOE.Learningorganization:Hopingtokeepupwithshiftsintheproductivityfrontier,managershaveembracedcontinuousimprovement,empowerment,changemanagement.Thepopularityofoutsourcingandthevirtualcorporation:reflectthegrowingrecognitionthatitisdifficulttoperformallactivitiesasproductivelyasspecialists.Ascompaniesmovetothefrontier,theycanoftenimproveonmultipledimensionsofperformanceatthesametime.Forexample,manufacturersthatadoptedtheJapanesepracticeofrapidchangeoversinthe1980swereabletolowercostandimprovedifferentiationsimultaneously.FudanUniversityProductivityFrontierConstantimprovementinOEisnecessarytoachievesuperiorprofitability.However,itisnotusuallysufficient.FewcompanieshavecompetedsuccessfullyonthebasisofOEoveranextendedperiod,andstayingaheadofrivalsgetshardereveryday.Themostobviousreasonforthatistherapiddiffusionofbestpractices.Themostgenericsolutions---thosethatcanbeusedinmultiplesettings--diffusethefastest.Witnesstheproliferationofoperationalefficiencytechniquesacceleratedbysupportfromconsultants.FudanUniversityProductivityFrontierBarriersCopygenericsolutionsRapiddiffusionofbestpracticesThelater-comerssurpasstheformers:Lowercostforthemanagementtechniques,newtechnologies,inputimprovements,andsuperiorwaysofmeetingcustomers’needs.FudanUniversityOperationEffectivenesssimilaractivitiesbetterthanrivalsperformthem.includesbutisnotlimitedtoefficiencyreferstoanynumberofpracticesthatallowacompanytobetterutilizeitsinputsby,forexample,reducingdefectsinproductsordevelopingbetterproductsfaster.

OperationEffectivenessVSStrategicPositioningStrategicPositioningperformingdifferentactivitiesfromrivals’orperformingsimilaractivitiesindifferentways.Noticethedifferences!FudanUniversityWhyoperationeffectivenessisinsufficient?OEcompetitionshiftstheproductivityfrontieroutward,effectivelyraisingthebarforeveryone.ButalthoughsuchcompetitionproducesabsoluteimprovementinOE,itleadstorelativeimprovementfornoone.

ThesecondreasonthatimprovedOEisinsufficient---competitiveconvergence---ismoresubtleandinsidious.Themorebenchmarkingcompaniesdo,themoretheylookalike.Themorethatrivalsoutsourceactivitiestoefficientthirdparties,oftenthesameones,themoregenericthoseactivitiesbecome.Asrivalsimitateoneanother’simprovementsinquality,cycletimes,orsupplierpartnerships,strategiesconvergeandcompetitionbecomesaseriesofracesdownidenticalpathsthatnoonecanwin.CompetitionbasedonOEaloneismutuallydestructive,leadingtowarsofattrition(消耗戰(zhàn)）thatcanbearrestedonlybylimitingcompetition.

OperationEffectivenessVSStrategicPositioningFudanUniversityTherecentwaveofindustryconsolidationthroughmergersmakessenseinthecontextofOEcompetition.Drivenbyperformancepressuresbutlackingstrategicvision,companyaftercompanyhashadnobetterideathantobuyupitsrivals.Thecompetitorsleftstandingareoftenthosethatoutlastedothers,notcompanieswithrealadvantage.AfteradecadeofimpressivegainsinOE,manycompaniesarefacingdiminishingreturns.Continuousimprovementhasbeenetchedonmanagers’brains.Butitstoolsunwittinglydrawcompaniestowardimitationandhomogeneity.Gradually,managershaveletOEsupplantstrategy.Theresultiszero-sumcompetition,staticordecliningprices,andpressuresoncoststhatcompromisecompanies’abilitytoinvestinthebusinessforthelongterm.

OperationEffectivenessVSStrategicPositioningCompetitivestrategyisaboutbeingdifferent.Itmeansdeliberatelychoosingadifferentsetofactivitiestodeliverauniquemixofvalue.Case:SouthwestAirlinesCompanyoffersshort-haul,low-cost,point-to-pointservicebetweenmidsizecitiesandsecondaryairportsinlargecitiesavoidslargeairportsanddoesnotflygreatdistances.Itscustomersincludebusinesstravelers,families,andstudents,sensitivecustomers,whootherwisewouldtravelbybusorcar,andconvenience-orientedtravelerswhowouldchooseafull-serviceairlineonotherroutes.FudanUniversityStrategyRestsonUniqueActivitiesFudanUniversity

StrategyRestsonUniqueActivitiesSouthwestAirlinesCompanyTailorsallitsactivitiestodeliverlow-cost,convenientserviceonitsparticulartypeofroute.Throughfastturnaroundsatthegateofonly15minutes,Southwestisabletokeepplanesflyinglongerhoursthanrivalsandprovidefrequentdepartureswithfeweraircraft.Southwestdoesnotoffermeals,assignedseats,interlinebaggagechecking,orpremiumclassesofservice.Automatedticketingatthegateencouragescustomerstobypasstravelagents,allowingSouthwesttoavoidtheircommissions.Astandardizedfleetof737aircraftbooststheefficiencyofmaintenance.Afull-serviceairlineConfiguredtogetpassengersfromalmostanypointAtoanypointB.Toreachalargenumberofdestinationsandservepassengerswithconnectingflights,full-serviceairlinesemployahub-and-spokesystemcenteredonmajorairports.Toattractpassengerswhodesiremorecomfort,theyofferfirst-classorbusiness-classservice.Toaccommodatepassengerswhomustchangeplanes,theycoordinateschedulesandcheckandtransferbaggage.Becausesomepassengerswillbetravelingformanyhours,full-serviceairlinesservemeals.FudanUniversityStrategyRestsonUniqueActivitiesStrategicpositionsemergefromthreedistinctsources,whicharenotmutuallyexclusiveandoftenoverlap.

producingasubsetofanindustry’sproductsorservicesservingmostoralltheneedsofaparticulargroupofcustomerssegmentingcustomerswhoareaccessibleindifferentwaysFudanUniversityStrategyRestsonUniqueActivitiesItisalsocalledvariety-basedpositioningbecauseitisbasedonthechoiceofproductorservicevarietiesratherthancustomersegments.Variety-basedpositioningmakeseconomicsensewhenacompanycanbestproduceparticularproductsorservicesusingdistinctivesetsofactivities.Producingasubsetofanindustry’sproductsorservices1FudanUniversityStrategyRestsonUniqueActivitiesCASE:VanguardCompanyVanguardprovidesanarrayofcommonstock,bond,andmoneymarketfundsthatofferpredictableperformanceandrock-bottomexpenses.Thecompany’sinvestmentapproachdeliberatelysacrificesthepossibilityofextraordinaryperformanceinanyoneyearforgoodrelativeperformanceineveryyear.Vanguardisknown,forexample,foritsindexfunds.Itavoidsmakingbetsoninterestratesandsteersclearofnarrowstockgroups.Fundmanagerskeeptradinglevelslow,whichholdsexpensesdown,inaddition,thecompanydiscouragescustomersfromrapidbuyingandsellingbecausedoingsodrivesupcostsandcanforceafundmanagertotradeinordertodeploynewcapitalandraisecashforredemptions.Vanguardalsotakesaconsistentlow-costapproachtomanagingdistribution,customerservice,andmarketing.ManyinvestorsincludeoneormoreVanguardfundsintheirportfolio,whilebuyingaggressivelymanagedorspecializedfundsfromcompetitors.ThepeoplewhouseVanguardarerespondingtoasuperiorvaluechainforaparticulartypeofservice.Avariety-basedpositioningcanserveawidearrayofcustomers,butformostitwillmeetonlyasubsetoftheirneeds.FudanUniversityStrategyRestsonUniqueActivitiesItisalsocalledneeds-basedpositioning,whichcomesclosertotraditionalthinkingabouttargetingasegmentofcustomers.Itariseswhentherearegroupsofcustomerswithdifferingneeds,andwhenatailoredsetofactivitiescanservethoseneedsbest.Somegroupsofcustomersaremorepricesensitivethanothers,demanddifferentproductfeatures,andneedvaryingamountsofinformation,support,andservices.Avariantofneeds-basedpositioningariseswhenthesamecustomerhasdifferentneedsondifferentoccasionsorfordifferenttypesoftransactions.Acriticalelementofneeds-basedpositioningisnotatallintuitiveandisoftenoverlooked.Differencesinneedswillnottranslateintomeaningfulpositionsunlessthebestsetofactivitiestosatisfythemalsodiffers.Ifthatwerenotthecase,everycompetitorcouldmeetthosesameneeds,andtherewouldbenothinguniqueorvaluableaboutthepositioningServingmostoralltheneedsofaparticulargroupofcustomers2FudanUniversityStrategyRestsonUniqueActivitiesCASE:BessemerTrustCompanyVSCitibankBessemerTrustCompanytargetsfamilieswithaminimumof$5millionininvestableassetswhowantcapitalpreservationcombinedwithwealthaccumulation.Byassigningonesophisticatedaccountofficerforevery14families,Bessemerhasconfigureditsactivitiesforpersonalizedservice.Meetings,forexample,aremorelikelytobeheldataclient’sranchoryachtthanintheoffice.Bessemeroffersawidearrayofcustomizedservices,includinginvestmentmanagementandestateadministration,oversightofoilandgasinvestments,andaccountingforracehorsesandaircraft.Loans,astapleofmostprivatebanks,arerarelyneededbyBessemer’sclientsandmakeupatinyfractionofitsclientbalancesandincome.Despitethemostgenerouscompensationofaccountofficersandthehighestpersonnelcostasapercentageofoperatingexpenses,Bessemer’sdifferentiationwithitstargetfamiliesproducesareturnonequityestimatedtobethehighestofanyprivatebankingcompetitor.Citibank’sprivatebank,ontheotherhand,servesclientswithminimumassetsofabout$250,000who,incontrasttoBessemer’sclients,wantconvenientaccesstoloans---fromjumbomortgagestodealfinancing.Citibank’saccountmanagersareprimarilylenders.Whenclientsneedotherservices,theiraccountmanagerrefersthemtootherCitibankspecialists,eachofwhomhandlesprepackagedproducts.Citibank’ssystemislesscustomizedthanBessemer’sandallowsittohavealowermanager-to-clientratioof1:125.Biannualofficemeetingsareofferedonlyforthelargestclients.BothBessemerandCitibankhavetailoredtheiractivitiestomeettheneedsofadifferentgroupofprivatebankingcustomers.Thesamevaluechaincannotprofitablymeettheneedsofbothgroups.FudanUniversityStrategyRestsonUniqueActivitiesItisalsocalledaccess-basedpositioning.Accesscanbeafunctionofcustomergeographyorcustomerscale---orofanythingthatrequiresadifferentsetofactivitiestoreachcustomersinthebestway.Segmentingbyaccessislesscommonandlesswellunderstoodthantheothertwobases.

segmentingcustomerswhoareaccessibleindifferentways3FudanUniversityStrategyRestsonUniqueActivitiesCASE:CarmikeCinemasItoperatesmovietheatersexclusivelyincitiesandtownswithpopulationsunder200,000.HowdoesCarmikemakemoneyinmarketsthatarenotonlysmallbutalsowon’tsupportbig-cityticketprices?Itdoessothroughasetofactivitiesthatresultinaleancoststructure.Carmike’ssmall-towncustomerscanbeservedthroughstandardized,low-costtheatercomplexesrequiringfewerscreensandlesssophisticatedprojectiontechnologythanbig-citytheaters.Thecompany’sproprietaryinformationsystemandmanagementprocesseliminatetheneedforlocaladministrativestaffbeyondasingletheatermanager.Carmikealsoreapsadvantagesfromcentralizedpurchasing,lowerrentandpayrollcosts(becauseofitslocations),androck-bottomcorporateoverheadof2%(theindustryaverageis5%).OperatinginsmallcommunitiesalsoallowsCarmiketopracticeahighlypersonalformofmarketinginwhichthetheatermanagerknowspatronsandpromotesattendancethroughpersonalcontacts.Bybeingthedominantifnottheonlytheaterinitsmarkets---themaincompetitionisoftenthehighschoolfootballteam---Carmikeisalsoabletogetitspickoffilmsandnegotiatebettertermswithdistributors.FudanUniversityStrategyRestsonUniqueActivitiesCASE:CarmikeCinemasRuralversusurban-basedcustomersareoneexampleofaccessdrivingdifferencesinactivities.Servingsmallratherthanlargecustomersordenselyratherthansparselysituatedcustomersareotherexamplesinwhichthebestwaytoconfiguremarketing,orderprocessing,logistics,andafter-saleserviceactivitiestomeetthesimilarneedsofdistinctgroupswilloftendiffer.FudanUniversityWhateverthebasis---variety,needs,access,orsomecombinationofthethree---positioningrequiresatailoredsetofactivitiesbecauseitisalwaysafunctionofdifferencesonthesupplyside;thatis,ofdifferencesinactivities.However,positioningisnotalwaysafunctionofdifferencesonthedemand,orcustomer,side.Varietyandaccesspositionings,inparticular,donotrelyonanycustomerdifferences.Inpractice,however,varietyoraccessdifferencesoftenaccompanyneedsdifferences.

producingasubsetofanindustry’sproductsorservicesservingmostoralltheneedsofaparticulargroupofcustomerssegmentingcustomerswhoareaccessibleindifferentwaysStrategyRestsonUniqueActivitiesIfthesamesetofactivitieswerebesttoproduceallvarieties,meetallneeds,andaccessallcustomers,companiescouldeasilyshiftamongthemandoperationaleffectivenesswoulddetermineperformance.Iftherewereonlyoneidealposition,therewouldbenoneedforstrategy.Companieswouldfaceasimpleimperative---wintheracetodiscoverandpreemptit.Theessenceofstrategicpositioningistochooseactivitiesthataredifferentfromrivals’.Strategyisthecreationofauniqueandvaluableposition,involvingadifferentsetofactivities.FudanUniversityWhatisstrategy?StrategyRestsonUniqueActivitiesWhyBusinessModelsMatter管理學專業(yè)英語教材

FudanUniversityBusinessmodelFudanUniversity“Businessmodel”wasoneofthegreatbuzzwordso