某酒业战略管理及企业文化建设(ppt 16页)

新天国际葡萄酒业有限公司营销及管理体系咨询第四期之（战略方向和企业文化建设)新华信管理咨询公司2001年7月06日上海多元化战略的业务选择注：匹配程度是将泸州老窖可能进军行业的关键成功因素与泸州老窖企业特征相比较，从而判断出匹配程度创造价值可能性是通过泸州老窖的企业特征，判断泸州老窖最可能为某行业企业创造价值的可能性。5432154321核心业务边缘业务现金流业务陷阱业务包袱业务饮料中成药生物制药创造价值可能性匹配程度低高低高业务类型描述泸州老窖企业特征与进军行业的关键成功因素之间的匹配性泸州老窖企业特征为目标企业创造价值的可能性不匹配核心业务边缘业务现金流业务陷阱业务包袱业务很大较大较小较大较小非常匹配基本匹配基本匹配不匹配优先考虑重点考虑效果很难判断不考虑尽量回避能为多元化企业带来稳定现金流能为多元化企业带来稳定现金流能为多元化企业带来稳定现金流很难为多元化企业带来稳定现金流很难为多元化企业带来稳定现金流对环境具有较强适应能力对环境具有一定适应能力对环境适应能力较弱对环境适应能力较弱对环境具有一定适应能力业务特征业务类型考虑因素结论分销/分销物流售后服务价值链分析用法界定价值链的长度主要取决于分析项目目的行业价值链:公司价值链:重要活动链:研发采购/采购物流制造/运行营销及销售材料预备功能转变组装成形品质保证包装供应(供应商)转变(制造商)流通(经销商/零售商)消费(最终用户)战略供应商成本分析竞争差异化行业划分再造成本分析竞争差异化项目成本领先DifferentiationCompanyBsellssameproductascompanyAbutearnstwicethelevelofprofitperunitCompanyCproduces,atthesamecostascompanyD,aproductthatcustomersvaluemoreandhaveahigherwillingness-to-pay.CompanyCearnstwicethelevelofprofitperunit售价PricepremiumTwoViableStrategies成功的资合企业必须同时关注三个层面的业务第一层面核心业务第二层面新兴业务第三层面候选业务没有开发未来：没有第三层面源源不断提出新待开发项目，第二层面业务会逐渐枯竭，最后是第一层面业务丧失，无法增长风险投资符合新华信的战略：高边际收益、领先半步、客户导向AlternativesAttractiveindustriestoenterIndustriesfromwhichweshouldexitIncreaseandmaintaincompetitiveadvantageincurrentbusinessEstablishsustainablecompetitiveadvantageinanewbusinessParticipateinanindustrywithaboveaverageprofitpotentialAchievesuperiorreturnsinanyindustryPortfolioStrategyCompetitiveStrategyStrategicAlternativesCoreCompetencyBusinessABusinessBBusinessCBusinessDCoreCompetenciesMajorbusinessesarebasedonthecompany’scorecompetencyorarecloselyaroundit.BusinessDefinitionThebusinessdefinitiondelineateseconomicboundaries.Costsharingandcustomersharingaretheprimarydeterminantsofdefiningabusiness.HighCostSharingLowLowHighCustomerSharingOnebusiness(chargecardsandcreditcards)Onebusinesswithpotentialfordifferentiationornicheposition(CrosspensandBICpens)Separatebusinesseswithpotentialforcostleadership(oilandrefineryby-products)Separatebusinesses(beeranddistilledspirits)Separatebusinesseswithpotentialforbundling(touringqualitymicrophonesandspeakers)Onebusinesswithpotentialforsubstitution(milkcartonsandglassmilkbottles)BusinessDefinitionCorecompetencyfallswithinonebusinessofkeyadvantagesorseparatebusinessesofmajoradvantages.HighCostSharingLowLowHighCustomerSharingSeparateBusinessesofSignificantAdvantagesSeparateBusinessesOneBusinessSeparateBusinessesofMajorAdvantagesCompanyPositioningGainingshare30%30%15%15%CompanyGrowthMarketGrowthLosingshareClientPlayer%ofmarketsizeCompetitorAClient$100MM100%CompetitorBCompetitorCOthersCompetitorACompetitorBCompetitorCRMS(log)ROSLowHighSalesBusinessABusinessBIfkeybusinessesfalloutofnormativeband,Companiesshouldimproveitsperformancefirstinsteadofenteringotherbusinesses.ROS/RMSMatrixGrowth/ShareMatrixMarketGrowthMarketShareStarCowDog?LowHighLowHighBusinessABusinessBItisextremelyimportanttounderstandstrategicpositionsofbusinesses.ConsiderationsofBusinessDiversificationandExpensationBusinessMarketSizeCriteriaMarketGrowthRMSCompanyGrowthCostPositionABCDCoreCorebusinessRelevantbusinessRelevantbusinessNonocre/relevantLargeSmallSlowMarketLeaderFasterthanmarketCostleaderMarketShareLarge品牌战略“高价位产品”所占比例“徒步履行者”（慢速增长）几个强大的竞争者（价格伞）跟随者小的价值分割战略：别把穿打翻了跟随领导价格通过创新获取份额“高速路”优势市场份额小的价值分割消费者忠诚度高战略：最大化利润pool和利润pool份额保持/提高价格向消费者提供新型产品“低速路”高价位垄断性份额大的价格细分通常是地域性业务战略：扩大高价位产品与价格相比，较低的VA成本采用不同的广告促销方式获取地区性的业务“死路”价格战低忠诚度战略：彻底重新思考彻底改变成本或重新评估参与种类相对市场份额低高低高