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2023年12月21日发(作者:郑州前端培训机构哪个好)
(完整)Porter’s Generic Strategies 波特的一般竞争战略
Porter's Generic Strategies
If the primary determinant of a firm’s 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 optimally positioned can generate superior returns。
A firm positions itself by leveraging its strengths. Michael Porter has argued that a
firm’s strengths ultimately fall into one of two headings: cost advantage and
differentiation。 By applying these strengths in either a broad or narrow scope, three
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
Porter’s generic strategies:
Porter’s Generic Strategies
Advantage
Target Scope
Low Cost
Product
Uniqueness
Broad
(Industry Wide)
Cost
Leadership
Strategy
Differentiation
Strategy
Narrow
(Market
Segment)
Focus
Strategy
(low cost)
Focus
Strategy
(differentiation)
Cost Leadership Strategy
This generic strategy calls for being the low cost producer in an industry for a given
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 market
share。 In the event of a price war, the firm can maintain some profitability while the
competition suffers losses. Even without a price war, as the industry matures and prices
(完整)Porter’s Generic Strategies 波特的一般竞争战略
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 unique access to a large source of lower cost materials, making optimal
outsourcing and vertical integration 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 succeed 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 example, 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。 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 as 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。 The 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 product's unique attributes, if suppliers increase their
prices the firm 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 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 strategies may be
(完整)Porter’s Generic Strategies 波特的一般竞争战略
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 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 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 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 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。 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 successful 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 often 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 not 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 entered the market with a lower-quality product that better met
the overall needs of the customers.
(完整)Porter’s Generic Strategies 波特的一般竞争战略
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 generic
strategies in the context of the Porter's five forces.
Generic Strategies and Industry Forces
Industry
Force
Cost Leadership
Generic Strategies
Differentiation
Focus
Ability to cut
price in Customer loyalty Focusing develops core
Entry
retaliation can discourage competencies that can
Barriers
deters potential potential entrants.
act as an entry barrier.
entrants。
Large buyers have
Ability to offer less power to
lower price to negotiate because
powerful buyers.
of few close
alternatives。
Large buyers have less
power to negotiate
because of few
alternatives。
Buyer
Power
Suppliers have power
Better able to pass because of low volumes,
Better insulated
Supplier on supplier price but a differentiation-from powerful
Power
increases to focused firm is better
suppliers。
customers。
able to pass on supplier
price increases。
Customer's become
Can use low attached to
Specialized products &
Threat of price to defend differentiating
core competency protect
Substitutes
against attributes,
against substitutes.
substitutes。
reducing threat of
substitutes。
Rivalry
Better able to Brand loyalty to Rivals cannot meet
compete on keep customers from differentiation—focused
price.
rivals.
customer needs.
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