第十二讲横向战略的战略分析 1 TheGrowingImportanceofHorizontalStrategy2 IntrrelationshipsAmongBusinessUnits3 TheStepsofFormulatingHorizontalStrategy4 InterrelationshipsandDiversificationStrategy5 OrganizationalMechanismsforAchievingInterrelationships6 HowtoManageHorizontalOrganization Horizontalstrategyisacoordinatedsetofgoalsandpoliciesacrossdistinctbutinterrelatedbusinessunits Itisrequiredatthegroup sector andcorporatelevelsofadiversifiedfirm Itdoesnotreplaceoreliminatetheneedforseparatebusinessand orbusinessunitstrategies Rather horizontalstrategyprovidesforexplicitcoordinationamongbusinessunitsthatmakescorporateorgroupstrategymorethanthesumoftheindividualbusinessunitstrategies 1 TheGrowingImportanceofHorizontalStrategy Diversificationphilosophyischanging Emphasisisshiftingfromgrowthtoperformance Technologicalchangeisproliferatinginterrelationshipsandmakingthemmoreachievable Multipointcompetitionisincreasing 2 IntrrelationshipsAmongBusinessUnits TangibleInterrelationships ProcurementInterrelationships Source commonpurchasedinputs Possibleformsofsharing jointprocurement TechnologicalInterrelationships Source commonproduct orprocess technology commontechnologyinothervalueactivities oneproductincorporatedintoanother interfaceamongproducts Possibleformsofsharing jointtechnologydevelopment jointinterfacedesign 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 MarketInterrelationships Source commonbuyer commonchannel commongeographicmarket Possibleformsofsharing sharedbrandname crosssellingofproducts bundledorpackagedselling crosssubsidizationofcomplementaryproducts sharedmarketingdepartment sharedsalesforce sharedservice repairnetwork sharedorderprocessingsystem sharedphysicaldistributionsystem sharedbuyerordistributorfinancingorganization IntangibleInterrelationshipsSources samegenericstrategy sametypeofbuyer thoughnotthesamebuyer similarconfigurationofthevaluechain e g manydispersedsitesofmineralextractionandprocessing similarimportantvalueactivities e g relationswithgovernment Althoughvalueactivitiescannotbeshared thesesimilaritiesamongbusinessunitsmeanthatknow howgainedinonebusinessunitisvaluableandtransferabletoanother Testing Howsimilararethevalueactivitiesinthebusinessunits Howimportantarethevalueactivitiesinvolvedtocompetition Howsignificantistheknow howthatwouldbetransferredtocompetitiveadvantageintherelevantactivities CompetitorInterrelationshipsTheystemfromtheexistenceofrivalsthatactuallyorpotentiallycompetewithafirminmorethanoneindustry Thesemultipointcompetitorsnecessarilylinkindustriestogetherbecauseactionstowardtheminoneindustrymayhaveimplicationsinanother 3 TheStepsofFormulatingHorizontalStrategy Identifyalltangibleinterrelationships seeFigure2A B Thefirststepindoingsoistoexaminevaluechainsofeachbusinessunitforactualandpossibleopportunitiesforsharing Inadiversifiedfirmwithmanybusinessunits tosimplifytheanalyticaltaskofidentifyinginterrelationships itmaybepossibletobreakupadiversifiedfirmintoanumberofclustersofbusinessunitsthathavemanyinterrelationshipsamongthemselves butrelativelyfewwithotherclusters Tracetangibleinterrelationshipsoutsidetheboundariesofthefirm Afirmwillrarelycompeteinalltheindustriesthatarerelatedtoitscurrentbusinessunits Thus itisnecessarytoidentifyinterrelationshipsbetweenafirm sexistingbusinessunitsandotherindustriesnotcurrentlyinitsportfolio Identifypossibleintangibleinterrelationships Signalsofpotentialintangibleinterrelationshipsincludesimilaritiesingenericstrategy buyertype orvaluechainconfiguration Manypotentialintangibleinterrelationshipsareusuallypresent whichmakesscreeningthemtoaccesstheirimportancetocompetitiveadvantageanessentialtask Identifycompetitorinterrelationships Figure1 Afirmmustidentifyallitsmultipointcompetitors potentialmultipointcompetitors andcompetitorspursuingdifferentpatternsofinterrelationships Assesstheimportanceofinterrelationshipstocompetitiveadvantage Thenetcompetitiveadvantagefromatangibleinterrelationshipisafunctionoftheadvantagefromsharing thecostsofsharing andthedifficultyofmatchingtheinterrelationships Thechallengeistoisolatetheimportantones Developacoordinatedhorizontalstrategytoachieveandenhancethemostimportantinterrelationships inavarietyofways Shareappropriatevalueactivities Coordinatestrategicposturesofrelatedbusinessunits Distinguishthegoalsofbusinessunits Coordinateoffensiveanddefensivestrategiesagainstmultipointcompetitorsandcompetitorswithdifferentinterrelationships Exploiti