Competitive Forces Model and Knowledge Management

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1 Competitive Forces Model and Knowledge Management
Jason C. H. Chen, Ph.D. Professor of MIS School of Business Administration Gonzaga University Spokane, WA 99223

2 Competitive Force Model
Entry barriers Economies of scale Proprietary product differences Brand identity Switching cost Capital requirements Access to distribution Government policy Expected retaliation Rivalry Determinants Industry growth Brand identity Switching cost…. New entrants Threat of new entrants Industry competitors Intensity of rivalry Bargaining power of buyers Bargaining power of suppliers Suppliers Buyers Determinants of buyer power Bargaining Leverage Price Sensitivity Buyer volume Brand identity Switching cost Product differences Buyer information Buyer profits …. Determinants of supplier power Importance of volume to supplier Presence of substitute inputs Switching cost ... Threat of substitutes Determinants of substitution threat Relative price/performance of substitutes Switching cost… Substitutes (Source: Porter, 1980)

3 竞争力模式 新进入者 供应商 买方 替代品 业内 竞争对手 新进入者 的威胁 买方的 议价能力 供应商的 竞争的 议价能力 激烈程度
进入障碍 规模经济 自有的产品差异化 品牌识别 转换成本 资本要求 有否分销渠道 政府政策 预期的报复 竞争决定因素 行业增长 品牌识别 转换成本…. 新进入者 新进入者 的威胁 业内 竞争对手 竞争的 激烈程度 买方的 议价能力 供应商的 议价能力 供应商 买方 买方议价能力的决定因素 议价的杠杆作用 价格敏感度 买方订货数量 品牌识别 转换成本 产品差异 买方信息 买方利润 …. 供应商议价能力的决定因素 数量对于供应商的重要程度 替代原料的存在与否 转换成本 ... 替代品的 威胁 替代品的威胁的决定因素 替代品的相关价格/表现 转换成本… 替代品 (Source: Porter, 1980)

4 波特的竞争五力模型 议价能力 威胁 新的市场 进入者 替代产品 和服务 公司 传统的竞争对手 供应商 客户
Will explain more about the forces: Contemporary strategic planning frameworks -- too narrow and pessimistic they were based on projections of market share and market growth. COMPETITIVE FORCES that SHAPE strategy - depends on the type of the industry The ability to mange complexity and responsiveness has become a powerful source of competitive advantage 供应商 客户 议价能力 N

5 波特的竞争五力模型 议价能力 威胁 新的市场 进入者 替代产品 和服务 公司 传统的竞争对手 供应商 客户 Internal Forces
1.customer focus 2.communication 3.core competencies 4.complexity 5.quality 公司 传统的竞争对手 Will explain more about the forces: Contemporary strategic planning frameworks -- too narrow and pessimistic they were based on projections of market share and market growth. COMPETITIVE FORCES that SHAPE strategy - depends on the type of the industry The ability to mange complexity and responsiveness has become a powerful source of competitive advantage 供应商 客户 议价能力 N

6 Competitive Forces Knowledge management is the main competitive force.
-- Quintas et al., 1997 Organizations should stratify the management of customers based on principles of quality (satisfaction), cost/profit, and future profitability potential. Source: Knowledge: the key to organisational survival, Raeside and Walker, the TQM Magazine, 2001, p.157

7 Competitive Forces (cont.)
The success does not necessarily go to the firms that know the most, but to the firms that can make the best use of what they know and know what is strategically most important to the firm and to the society. Therefore, firms should become “learning organizations” to maximize their knowledge base.

8 Key Performance Results Innovation and Learning
Modified European Quality Model: e-Learning Enablers Results People Results People Policy & Strategy Customer Results Processes Leadership Key Performance Results Partnership & Communities Society Results Content/ infrastructure IT & Resource Innovation and Learning Source: Knowledge: the key to organizational survival, Raeside and Walker, The TQM Magazine