战略管理(第六章).ppt

Chapter 6 OBJECTIVES THE TALE OF NAPSTER THREE CAUSES OF DYNAMIC CONTEXTS PHASES OF COMPETITIVE INTERACTION THE SPECTRUM OF COMPETITIVE RESPONSES STRATEGIES CONTAINMENT NEUTRALIZATION SHAPING ABSORPTION ANNULMENT PROS AND CONS OF FIRST MOVERS A GALLERY OF FIRST-MOVERS AND FAST FOLLOWERS A GALLERY OF FIRST-MOVERS AND FAST FOLLOWERS (CONT.) EVALUATING A FIRM’S FIRST-MOVER DEPENDENCIESON INDUSTRY COMPLEMENTS STRATEGIES FOR MANAGING COMMODITIZATION EFFECT OF TECHNOLOGICAL DISRUPTION FOUR ACTIONS FRAMEWORK: KEY TO THE VALUE CURVE HIGH AND LOW-END DISRUPTION VALUE CURVE for U.S. WINE INDUSTRY – YELLOW TAIL CONVENTIONAL VS. NEW MARKET-CREATION STRATEGIC MINDSETS SOME WELL-KNOWN DISRUPTIONS CREATING OPTIONS FOR FUTURE COMPETITIVE ADVANTAGE AND PROFITABILITY IMPROVISATION AND SIMPLE RULES TACTICAL PROBING OPERATIONAL TACTICS CAN BECOME STRATEGICALLY IMPORTANT STAGING AND PACING IN THE REAL WORLD REAL OPTIONS – FIVE CATEGORIES THE VALUE OF REAL OPTIONS SUMMARY Unit of measure * Footnote Source: Source CONFIDENTIAL Document Date This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey Company. This material was used by McKinsey Company during an oral presentation; it is not a complete record of the discussion. Crafting Business Strategy for Dynamic Contexts Identify the challenges to sustainable competitive advantage in dynamic contexts 1 Understand the fundamental dynamics of competition 2 Evaluate the advantages and disadvantages of choosing a first-mover strategy 3 Analyze and develop strategies for managing industry evolution 4 Analyze and develop strategies for technological discontinuities 5 Analyze and develop strategies for high-speed environmental change 6 Explain the implications of a dynamic strategy for the strategy diamond and strategy implementation 7 So