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论文大纲，目录 |
| 关键词搜索：handbook论文 澳大利亚 Australia论文 assignment guidelines |
ly invent a new industry
Pitfalls of mergers and acquisitions
Combining operations may result in
Resistance from rank-and-file employees
Hard-to-resolve conflicts in management styles and corporate cultures
Tough problems of integration
Greater-than-anticipated difficulties in
Achieving expected cost-savings
Sharing of expertise
Achieving enhanced competitive capabilities
Vertical integration strategies
Reasons for vertical integration
Building barriers to entry
Protecting product quality
Improved scheduling
Reasons against vertical integration
Cost disadvantages
Technological change
Demand uncertainty
Strategic managers need to consider the trade-off between value creation and the costs associated in this process
Vertical integration strategies (cont’d)
The viability of vertical integration as a strategic option depends on its
Ability to lower cost, build expertise, increase differentiation, or enhance performance of strategy-critical activities
Impact on investment cost, flexibility, and administrative overhead
Contribution to enhancing a firm’s competitiveness
Many companies are finding that de-integrating value chain activities is a more flexible and economic strategic option!
Outsourcing strategiesOutsourcing involves withdrawing from certain value chain activities and relying on outsiders to supply needed products, support services, or functional activities
Activities can be performed better or more efficiently by outside spe无忧论文 【http://www.uklunwen.com】cialists
Activity is not crucial to achieving a sustainable competitive advantage
Activity is not a core competency
Risk exposure to changing technology and/or changing buyer preferences is reduced
Firm can concentrate on “core” value chain activities that best suit its resource strengths
Strategic advantages of outsourcing
Obtain high quality and cheaper components or services
Innovate by interacting with “best-practice” suppliers
Enhances firm’s flexibility
Acquire diverse kinds of expertise speedily and efficiently
Firms can concentrate their resources on performing those activities internally which they can perform better than outsiders
Offensive and defensive strategies
Offensive Strategies
Used to build a new or stronger market position and/or create a competitive advantage
Defensive Strategies
Used to protect a competitive advantage (rarely used to create advantage)
Types of offensive strategies
1. Initiatives to match or exceed competitor strengths
2. Initiatives to capitalize on competitor weaknesses
3. Simultaneous initiatives on many fronts - price cuts, increased advertising, additional performance features
4. End-run offensives - capture unoccupied or less contested markets, change rules of competition etc.
5. Guerrilla offensives - use principles of surprise and hit-and-run (suitable for small challengers)
6. Preemptive strikes - moving first to secure an advantageous position
Using offensive strategy to achieve |
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