September2002 NJU贾良定 1 第十二讲横向战略的战略分析 1 TheGrowingImportanceofHorizontalStrategy2 IntrrelationshipsAmongBusinessUnits3 TheStepsofFormulatingHorizontalStrategy4 InterrelationshipsandDiversificationStrategy5 OrganizationalMechanismsforAchievingInterrelationships6 HowtoManageHorizontalOrganization September2002 NJU贾良定 2 Horizontalstrategyisacoordinatedsetofgoalsandpoliciesacrossdistinctbutinterrelatedbusinessunits Itisrequiredatthegroup sector andcorporatelevelsofadiversifiedfirm Itdoesnotreplaceoreliminatetheneedforseparatebusinessand orbusinessunitstrategies Rather horizontalstrategyprovidesforexplicitcoordinationamongbusinessunitsthatmakescorporateorgroupstrategymorethanthesumoftheindividualbusinessunitstrategies September2002 NJU贾良定 3 1 TheGrowingImportanceofHorizontalStrategy Diversificationphilosophyischanging Emphasisisshiftingfromgrowthtoperformance Technologicalchangeisproliferatinginterrelationshipsandmakingthemmoreachievable Multipointcompetitionisincreasing September2002 NJU贾良定 4 2 IntrrelationshipsAmongBusinessUnits TangibleInterrelationships ProcurementInterrelationships Source commonpurchasedinputs Possibleformsofsharing jointprocurement TechnologicalInterrelationships Source commonproduct orprocess technology commontechnologyinothervalueactivities oneproductincorporatedintoanother interfaceamongproducts Possibleformsofsharing jointtechnologydevelopment jointinterfacedesign September2002 NJU贾良定 5 InfrastructureInterrelationships Source commonfirminfrastructureneeds commoncapital Possibleformsofsharing sharedraisingofcapital sharedcashutilization sharedaccounting sharedlegaldepartment sharedgovernmentrelations sharedhiringandtraining etc ProductionInterrelationships Source commonlocationofrawmaterials identicalorsimilarfabrication orassembly process identicalorsimilartesting qualitycontrolprocedures commonfactorysupportneeds Possibleformsofsharing sharedinboundlogistics sharedcomponentfabrication sharedassemblyfacilities sharedtesting qualitycontrolfacilities sharedfactoryindirectactivities sharedsiteinfrastructure September2002 NJU贾良定 6 MarketInterrelationships Source commonbuyer commonchannel commongeographicmarket Possibleformsofsharing sharedbrandname crosssellingofproducts bundledorpackagedselling crosssubsidizationofcomplementaryproducts sharedmarketingdepartment sharedsalesforce sharedservice repairnetwork sharedorderprocessingsystem sharedphysicaldistributionsystem sharedbuyerordistributorfinancingorganization September2002 NJU贾良定 7 IntangibleInterrelationshipsSources samegenericstrategy sametypeofbuyer thoughnotthesamebuyer similarconfigurationofthevaluechain e g manydispersedsitesofmineralextractionandprocessing similarimportantvalueactivities e g relationswithgovernment Althoughvalueactivitiescannotbeshared thesesimilaritiesamongbusinessunitsmeanthatknow howgainedinonebusinessunitisvaluableandtransferabletoanother Testing Howsimilararethevalueactivitiesinthebusinessunits Howimportantarethevalueactivitiesinvolvedtocompetition Howsignificantistheknow howthatwouldbetransferredtocompetitiveadvantageintherelevantactivities September2002 NJU贾良定 8 CompetitorInterrelationshipsTheystemfromtheexistenceofrivalsthatactuallyorpotentiallycompetewithafirminmorethanoneindustry Thesemultipointcompetitorsnecessarilylinkindustriestogetherbecauseactionstowardtheminoneindustrymayhaveimplicationsinanother September2002 NJU贾良定 9 3 TheStepsofFormulatingHorizontalStrategy Identifyalltangibleinterrelationships seeFigure2A B Thefirststepindoingsoistoexaminevaluechainsofeachbusinessunitforactualandpossibleopportunitiesforsharing Inadiversifiedfirmwithmanybusinessunits tosimplifytheanalyticaltaskofidentifyinginterrelationships itmaybepossibletobreakupadiversifiedfirmintoanumberofclustersofbusinessunitsthathavemanyinterrelationshipsamongthemselves butrelativelyfewwithotherclusters September2002 NJU贾良定 10 September2002 NJU贾良定 11 Tracetangibleinterrelationshipsoutsidetheboundariesofthefirm Afirmwillrarelycompeteinalltheindustriesthatarerelatedtoitscurrentbusinessunits Thus itisnecessarytoidentifyinterrelationshipsbetweenafirm sexistingbusinessunitsandotherindustriesnotcurrentlyinitsportfolio Identifypossibleintangibleinterrelationships Signalsofpotentialintangibleinterrelationshipsincludesimilaritiesingenericstrategy buyertype orvaluechainconfiguration Manypotentialintangibleinterrelationshipsareusuallypresent whichmakesscreeningthemtoaccesstheirimportancetocompetitiveadvantageanessentialtask September2002 NJU贾良定 12 Identifycompetitorinterrelationships Figure1 Afirmmustidentifyallitsmultipointcompetitors potentialmultipointcompetitors andcompetitorspursuingdifferentpatternsofinterrelationships Assesstheimportanceofinterrelationshipstocompetitiveadvantage Thenetcompetitiveadvantagefromatangibleinterrelationshipisafunctionoftheadvantagefromsharing thecostsofsharing andthedifficultyofmatchingtheinterrelationships Thechallengeistoisolatetheimportantones September2002 NJU贾良定 13 Developacoordinatedhorizontalstrategytoachiev