11. 技术团体大学芬兰政府分销商 用户群营销伙伴Nokia 手机当地政府Nokia
投资公司相互依存系统 – NOKIA合同商技术伙伴Motorola (Ixtreme technology)
CISCO (ATM-development)Texas instruments
SCIDortmund: development of qualification training
Peking: Internet technology R&D> USD 650 million under managementFounder of
WAP forum
Bluetooth special interest groupEarly deregulation of telecom industryAT&T (USA)
Mannesmann (Germany)
Mitsui (Japan)Club Nokia with
Careline
Events
News
Credits
Service10
13. 能力平台分析实物资产
位置/区域
营销网络
品牌
专利
关系BHP’s low-cost mines
Telecomm/media company with rights radio spectrum
Avon’s representatives
Coca-Cola
Pharmaceutical company with a "wonder drug”
"Favored nation" status with a key minister in liberalizing economy创新
内部协调
市场定位
成本/效率
人才管理3M with new products
McDonald’s with QSC&V
J&J with branded consumer health products
Emerson Electric’s Best Cost Producer program
P&G brand management program有利的资产(有形和无形)卓越的能力在行业中胜出所必备 的能力举例12
14. 四中程度的不确定直线型分叉型范围型混乱型123213
15. 四个不同的战略态势Play a leadership role in establishing how the industry operates
Structure/conduct
Processes/systems
Products/services塑造未来Invest sufficiently to stay in the game, but avoid premature commitments见机行事Win through speed, agility, and flexibility in recognizing and capturing opportunities紧跟行业老大Decide not to participate in the business going forward急流勇退14
16. 战略举措种类
种类举例“豪赌一吧" Purchase of PCS license in recent auction
Staples/Office Depot recent merger activities“绝对错不了" Generation cost reduction programs at U.S. electric utilities
Sales and marketing improvement programs for industrial customers at U.S. electric utilities“期权" B&Q’s warehouse store pilot program
Pharmaceutical staged R&D programs
17. TURNING STRATEGIC POSTURE INTO A SET OF ACTIONS Building blocks"Big bets""No regrets""Options"?Shape the futureReserve the right to playExamples Generation cost reduction programs at 4.5 electric utilities
Sales and marketing improvement programs for industrial customers of electric utilities B&Qs warehouse store pilot program
Pharmaceutical staged R&D programs Purchase of PCS license in recent auction
Staples/Office Depot recent merger activities
18. STRATEGIC POSTURES UNDER UNCERTAINTYLevels of uncertaintyShapeAdaptScenario-making strategy to make one discrete outcome more likely (e.g, JVC's VCR licensing strategy)Retain flexibility to stay in the game regardless of outcome, watching out for signposts and updating strategy as one course unfolds (e.g., Microsoft's application software strategy)123Commitment to establish industry standard/touchstone that creates order by superiority and/or self-fulfilling prophecy (e.g., Netscape)Emergent strategy development especially strategy as organization (e.g., Goldman Sachs, McKinsey)?Raise level of uncertainty and change the game (e.g, FedEx)Compete on structural advantage or frontline execution (concept of best fit)Active direction-setting strategy (e.g., Iridium)Emergent strategy development by continuous experimentation or by building organizational capabilities (strategy as organization)17