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ID:68133920
大小:1.67 MB
页数:53页
时间:2022-05-01
《公司层战略(二).pptx》由会员上传分享,免费在线阅读,更多相关内容在工程资料-天天文库。
1、PART2:FORMULATIONOFSTRATEGICACTIONSCHAPTER6CORPORATE-LEVELSTRATEGYIRELAND
2、HOSKISSON
3、HITTTHEMANAGEMENTOFSTRATEGYCONCEPTSANDCASES10ELevelsandTypesofDiversification多元化的原因表6.1多元化的原因ReasonsforDiversificationAnumberofreasonsexistfordiversificationincludingValue-creatingOperationalrelatedne
4、ss:sharingactivitiesbetweenbusinessesCorporaterelatedness:transferringcorecompetenciesintobusinessValue-neutralValue-reducingChapter6:Corporate-LevelStrategyOverview:SixcontentareasDefineanddiscussdiversificationstrategyDifferentlevelsofdiversificationThreeprimaryreasonsfirmsdiversify
5、Valuecreation:relateddiversificationstrategyValuecreation:unrelateddiversificationstrategyIncentivesandresourcesencouragingdiversification4.TYPESOFDIVERSIFICATION矩阵分类法纵坐标:OperationalRelatedness:Sharingactivities经营层面相关性:行为资源共享横坐标:CorporateRelatedness:Corecompetencytransfer公司层面相关性:传递核心竞
6、争力公司范围共享设备、后勤、采购共享技术共享经营资源传递品牌价值传递管理、经验和专门技术。共享客户共享渠道共享……传递技术知识传递特有技能传递……价值创造的多元化战略图6.2价值创造的多元化战略:经营层面和公司层面的相关性Relatedconstrained(相关约束型)Related-linked(相关联系型)Unrelated(非相关型)BothOperationalandCorporateRelatedness(既有经营层面又有公司层面的相关性)Value-CreatingDiversification(VCD):RelatedStrategies1.Ope
7、rationalRelatedness:SharingactivitiesCangaineconomiesofscopeShareprimaryorsupportactivities(invaluechain)RiskyastiescreatelinksbetweenoutcomesRelatedconstrainedshareactivitiesinordertocreatevalue1经营层面相关性:行为(资源)共享共享价值链上的主要活动(如物流系统)和辅助活动(如采购活动)行为共享也是有风险的,因为不同业务之间的这种关系会影响到最终的产出。需要在业务间进行仔
8、细地协调如共享:产品(物品和服务)技术分销渠道Value-CreatingDiversification(VCD):RelatedStrategies2.CorporateRelatedness:CorecompetencytransferComplexsetsofresourcesandcapabilitieslinkingdifferentbusinessesthroughmanagerialandtechnologicalknowledge,experienceandexpertiseTwosourcesofvaluecreationExpenseincur
9、redinfirstbusinessandknowledgetransferreducesresourceallocationforsecondbusinessIntangibleresourcesdifficultforcompetitorstounderstandandimitate,soimmediatecompetitiveadvantageovercompetition公司层面相关性:传递核心竞争力是与不同业务相关联的资源和能力的综合,主要包括管理和技术知识、经验和专门技术。公司创造价值的两种途径:如果公司在一项业务的核心竞争力的塑造中支付了大量的费用,
10、那么可以将
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