Porter’s-Generic-Strategies-波特的一般竞争战略
![Porter’s-Generic-Strategies-波特的一般竞争战略_第1页](https://file2.zhuangpeitu.com/fileroot2/2022-3/12/3784bc8c-cc47-4438-8d37-1ba96200fac3/3784bc8c-cc47-4438-8d37-1ba96200fac31.gif)
![Porter’s-Generic-Strategies-波特的一般竞争战略_第2页](/images/s.gif)
![Porter’s-Generic-Strategies-波特的一般竞争战略_第3页](/images/s.gif)
《Porter’s-Generic-Strategies-波特的一般竞争战略》由会员分享,可在线阅读,更多相关《Porter’s-Generic-Strategies-波特的一般竞争战略(3页珍藏版)》请在装配图网上搜索。
1、精选优质文档-倾情为你奉上Porters Generic StrategiesIf the primary determinant of a firms profitability is the attractiveness of the industry in which it operates, an important secondary determinant is its position within that industry. Even though an industry may have below-average profitability, a firm that is
2、 optimally positioned can generate superior returns.A firm positions itself by leveraging its strengths. Michael Porter has argued that a firms strengths ultimately fall into one of two headings: cost advantage and differentiation. By applying these strengths in either a broad or narrow scope, three
3、 generic strategies result: cost leadership, differentiation, and focus. These strategies are applied at the business unit level. They are called generic strategies because they are not firm or industry dependent. The following table illustrates Porters generic strategies: Porters Generic Strategies
4、Target ScopeAdvantageLow CostProduct UniquenessBroad(Industry Wide)Cost LeadershipStrategyDifferentiationStrategyNarrow(Market Segment)FocusStrategy(low cost)FocusStrategy(differentiation)Cost Leadership Strategy This generic strategy calls for being the low cost producer in an industry for a given
5、level of quality. The firm sells its products either at average industry prices to earn a profit higher than that of rivals, or below the average industry prices to gain . In the event of a price war, the firm can maintain some profitability while the competition suffers losses. Even without a price
6、 war, as the industry matures and prices decline, the firms that can produce more cheaply will remain profitable for a longer period of time. The cost leadership strategy usually targets a broad market.Some of the ways that firms acquire cost advantages are by improving process efficiencies, gaining
7、 unique access to a large source of lower cost materials, making optimal outsourcing and decisions, or avoiding some costs altogether. If competing firms are unable to lower their costs by a similar amount, the firm may be able to sustain a competitive advantage based on cost leadership.Firms that s
8、ucceed in cost leadership often have the following internal strengths: Access to the capital required to make a significant investment in production assets; this investment represents a barrier to entry that many firms may not overcome. Skill in designing products for efficient manufacturing, for ex
9、ample, having a small component count to shorten the assembly process. High level of expertise in manufacturing process engineering. Efficient distribution channels.Each generic strategy has its risks, including the low-cost strategy. For example, other firms may be able to lower their costs as well
10、. As technology improves, the competition may be able to leapfrog the production capabilities, thus eliminating the competitive advantage. Additionally, several firms following a focus strategy and targeting various narrow markets may be able to achieve an even lower cost within their segments and a
11、s a group gain significant market share. Differentiation Strategy A differentiation strategy calls for the development of a product or service that offers unique attributes that are valued by customers and that customers perceive to be better than or different from the products of the competition. T
12、he value added by the uniqueness of the product may allow the firm to charge a premium price for it. The firm hopes that the higher price will more than cover the extra costs incurred in offering the unique product. Because of the products unique attributes, if suppliers increase their prices the fi
13、rm may be able to pass along the costs to its customers who cannot find substitute products easily. Firms that succeed in a differentiation strategy often have the following internal strengths: Access to leading scientific research. Highly skilled and creative product development team. Strong sales
14、team with the ability to successfully communicate the perceived strengths of the product. Corporate reputation for quality and innovation.The risks associated with a differentiation strategy include imitation by competitors and changes in customer tastes. Additionally, various firms pursuing focus s
15、trategies may be able to achieve even greater differentiation in their market segments. Focus Strategy The focus strategy concentrates on a narrow segment and within that segment attempts to achieve either a cost advantage or differentiation. The premise is that the needs of the group can be better
16、serviced by focusing entirely on it. A firm using a focus strategy often enjoys a high degree of customer loyalty, and this entrenched loyalty discourages other firms from competing directly. Because of their narrow market focus, firms pursuing a focus strategy have lower volumes and therefore less
17、bargaining power with their suppliers. However, firms pursuing a differentiation-focused strategy may be able to pass higher costs on to customers since close substitute products do not exist. Firms that succeed in a focus strategy are able to tailor a broad range of product development strengths to
18、 a relatively narrow market segment that they know very well. Some risks of focus strategies include imitation and changes in the target segments. Furthermore, it may be fairly easy for a broad-market cost leader to adapt its product in order to compete directly. Finally, other focusers may be able
19、to carve out sub-segments that they can serve even better. A Combination of Generic Strategies - Stuck in the Middle? These generic strategies are not necessarily compatible with one another. If a firm attempts to achieve an advantage on all fronts, in this attempt it may achieve no advantage at all
20、. For example, if a firm differentiates itself by supplying very high quality products, it risks undermining that quality if it seeks to become a cost leader. Even if the quality did not suffer, the firm would risk projecting a confusing image. For this reason, Michael Porter argued that to be succe
21、ssful over the long-term, a firm must select only one of these three generic strategies. Otherwise, with more than one single generic strategy the firm will be stuck in the middle and will not achieve a competitive advantage. Porter argued that firms that are able to succeed at multiple strategies o
22、ften do so by creating separate business units for each strategy. By separating the strategies into different units having different policies and even different cultures, a corporation is less likely to become stuck in the middle. However, there exists a viewpoint that a single generic strategy is n
23、ot always best because within the same product customers often seek multi-dimensional satisfactions such as a combination of quality, style, convenience, and price. There have been cases in which high quality producers faithfully followed a single strategy and then suffered greatly when another firm
24、 entered the market with a lower-quality product that better met the overall needs of the customers. Generic Strategies and Industry Forces These generic strategies each have attributes that can serve to defend against competitive forces. The following table compares some characteristics of the gene
25、ric strategies in the context of the Porters five forces. Generic Strategies and Industry ForcesIndustryForceGeneric StrategiesCost LeadershipDifferentiationFocusEntryBarriersAbility to cut price in retaliation deters potential entrants.Customer loyalty can discourage potential entrants.Focusing dev
26、elops core competencies that can act as an entry barrier.BuyerPowerAbility to offer lower price to powerful buyers.Large buyers have less power to negotiate because of few close alternatives.Large buyers have less power to negotiate because of few alternatives.SupplierPowerBetter insulated from powe
27、rful suppliers.Better able to pass on supplier price increases to customers.Suppliers have power because of low volumes, but a differentiation-focused firm is better able to pass on supplier price increases.Threat ofSubstitutesCan use low price to defend against substitutes.Customers become attached to differentiating attributes, reducing threat of substitutes.Specialized products & core competency protect against substitutes.RivalryBetter able to compete on price.Brand loyalty to keep customers from rivals.Rivals cannot meet differentiation-focused customer needs.专心-专注-专业
- 温馨提示:
1: 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
2: 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
3.本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
5. 装配图网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
最新文档
- 部编人教版语文三年级下册第八单元 方帽子店 ppt课件
- 微生物灭菌问题培训课件
- 廊坊房地产市场整合课件
- 廖小菲XXXX财务报告—利润表-课件
- 廊坊售后11月目标完成报告课件
- 部编人教版四年级语文上册《口语交际 我们与环境》优质ppt课件
- 延伸存取列表课件
- 部编人教版语文三年级下册第六单元 习作:身边那些有特点的人 ppt课件
- 廉颇蔺相如列传重点语句翻译上课-课件
- 廉颇蔺相如列传课件
- 廉颇蔺相如列传公开课优质课-课件
- 微生物活菌计数方法教学课件
- 部编人教版三年级数学下册第4课时 简单的路线图课件
- 廉洁行医秉公奉廉医疗卫生行业廉洁自律培训模板课件
- 部编人教版六年级道德与法制上册第8课《我们受特殊保护》 ppt课件完整版