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竞争论

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竞争论

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波特带来了一场知识革命:将管理与严密的经济学分析融为一炉,用真实案例详尽地说明经济学理论,从而创立了一门新学科,并同时启发了学者和企业家。
--《经济学人》杂志
迈克尔·波特一直是竞争力战略研究领域内的泰斗。波特将理论与实践结合的无与伦比的能力使得本书成为商界领袖、非盈利组织领导、决策者以及学者之必读。本书将波特的十余篇论著收集在一起,每一篇文章都体现了波特对竞争的丰富认识。
Content Description

迈克尔·波特一直是竞争力战略研究领域内的泰斗。波特将理论与实践结合的无与伦比的能力使得本书成为商界领袖、非盈利组织领导、决策者以及学者之必读。《竞争论》将波特的十余篇论著收集在一起,每一篇文章都体现了波特对竞争的丰富认识。
Author Description

迈克尔·波特,哈佛商学院终身教授,当今世界竞争战略和竞争力领域公认的第一权威,“竞争战略之父”,是当经最伟大的商业思想家之一。埃森哲公司和《时代》杂志对全球最有影响力的50位管理大师的排名中,迈克尔·波特位居第一。目前,他拥有瑞典、荷兰、法国等国大学的8个名誉博士学位。波特博士获得的崇高地位缘于他所提出的五种竞争力量、三种竞争战略理论。作为国际商学领域最备受推崇的大师之一,波特博士至今已出版了18本书籍。
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波特带来了一场知识革命:将管理与严密的经济学分析融为一炉,用真实案例详尽地说明经济学理论,从而创立了一门新学科,并同时启发了学者和企业家。
——《经济学人》杂志
Catalogue

第一篇 竞争与战略:核心概念
第一章 五力模型
第二章 什么是战略
第三章 如何利用信息形成竞争优势
第四章 战略与互联网
第五章 从竞争优势到公司战略

第二篇 地域的竞争力
第六章 国家竞争优势
第七章 产业簇群与竞争:企业、政府和机构的新议题
第八章 跨地域竞争:通过全球战略增强竞争优势

第三篇 以竞争力的方式来即决社会问题
第九章 绿色时代的新竞争力
第十章 市中心区的竞争优势
第十一章 重新定义医疗保健竞争

第四篇 战略、慈善事业与企业社会责任
第十二章 慈善事业的新课题:创造价值
第十三章 企业慈善事业的竞争优势
第十四章 战略与社会——竞争优势与企业社会责任之间的关系

第五篇 战略与领导力
第十五章 新任CEO们的七个意外
Book Abstract

从本质上讲,战略家的工作就是要去理解竞争和应对竞争。然而,经理人有时会过分狭义地理解竞争,认为竞争只会出现于现代社会中面对面的竞争者之间。其实,对于利润的竞争已经超越了传统产业,并涵盖了其他四种竞争力量:买方、供应商、新进入者和替代产品或服务。源自于这五种竞争力量扩展之后的竞争决定了产业结构,并且形成了产业内部竞争交互作用的特性。
正如不同产业之间表面上存在的不同一样,盈利能力的各种推动力之间也存在差异。比如,全球汽车产业看上去与全球艺术品市场或者制度严谨的欧洲保健品产业市场没有丝毫的共同点。然而,为了理解上述三种市场每一种市场中的产业竞争和企业盈利能力,我们必须按照五种竞争力量对基本产业结构进行分析
对于存在激烈竞争的产业,诸如航空、纺织和酒店产业,几乎没有哪家企业能够获得理想的投资收益率。如果竞争不激烈,诸如在软件、软饮料和化妆品产业,那么许多企业都会取得可观的利润。产业结构决定着竞争和盈利能力,不管这一产业产出的是产品还是服务,是刚刚兴起还是已经成熟,是否为高科技产业以及是否受到调控。许多因素(包括天气与产业周期)都能够在短期内影响到产业的盈利能力,而以竞争力量表现出来的产业结构却决定着产业的中长期盈利能力
对竞争力及其基本层面的理解有助于揭示出当前产业盈利能力的根本原因,同时也为长期预计和影响竞争(以及盈利能力)提供了一个概念框架。一个健康的产业结构应当与企业自有地位一样,为战略家所关注。对产业结构的深入理解对于高效率的战略定位也至关重要。我们将会看到,保护竞争力量并使它们满足企业的要求是制定战略的关键(参见本章插入的片段“实践中的产业分析”与“产业分析的典型步骤”)。
实践中的产业分析
好的产业分析都会密切关注盈利能力的结构性基础。首先要准确了解的是周期。产业分析的基本任务之一是将暂时性或者周期性变化与结构性变化区分开来。准确判断周期的一项良好的准则是特定产业的全部商业周期。对多数产业来讲,3~5年的周期是正常的,尽管在某些投入产出周期较长的产业(比如采矿业)中,周期会可能长达10年甚至更久。我们分析的焦点应该是产业周期内的平均盈利能力,而不是某个特定年度的平均盈利能力。
其次,产业分析的关键不是要指出一项产业是否具备吸引力,而是要弄清楚竞争的基础和产生盈利能力的本质原因。分析者应当定量地研究产业结构,而不是仅仅满足于一些定性的因素。五种竞争力量的许多元素都可以被量化:产品占买方总成本的百分比(为了理解买方价格的敏感性),为使企业满负荷运转或者高效运作物流网络所需的销售百分比(为了便于评估进入门槛),买方的转换成本(确定进入者或竞争对手向客户所必须提供的优惠条件)。
再次,竞争力的强度会影响价格、成本以及竞争所需的投资,因此竞争力直接关系到产业参与者的损益表和资产负债表的情况。产业结构决定着收入与成本之间的差异。比如,激烈的竞争会压低价格或者提高营销、研发、客户服务的成本,从而降低利润率。实力强大的供应商会抬高生产要素成本。买方的议价能力会压低价格或者提高满足买方要求(比如要求更多存货或者提供融资)的成本。具体数字是多少呢?低进入门槛或者近似替代品会限制价格的水平。具体数字又是多少呢?正是上述这些经济关系使战略者们对产业竞争有深入的认识。
最后,好的产业分析并不仅仅是列出增长或者降低的数据,而是以宏观、系统的观点看待一项产业。哪些因素能够促进(或者限制)目前的盈利能力呢?一种竞争力量的变化是如何引起另外几种竞争力量的变化呢?对这些问题的正确回答才能够形成真正的战略洞见。
资本回报率(ROIC)是对战略制定盈利能力的合理的衡量,这里权且不提权益投资者。销售回报率或者利润增长率无法解释产业竞争所需的资本。这里,我们以平均投资额减去超额现金所得的差为分母,以利息和税前盈利为分子,这样就是资本回报率的衡量方式。这种方式在各个企业和产业中对资本结构和税率进行了控制。
资料来源:标准普尔Compustat数据库和作者的计算
不同的产业,其平均资本回报率有很大差异。比如,1992~2006年,美国各产业的平均资本回报率低达零甚至负50%。而在同一阶段,诸如软饮料和标准化软件等高端产业的利润几乎是航空业利润的6倍之多。
构成竞争的力量
产业的不同,五种竞争力量的格局也不同。在商用飞机市场,空中客车和波音公司两大主要制造商之间的竞争异常激烈,大批量订购飞机的航空公司有很强的议价能力,而进入威胁、替代威胁和供应商的议价能力则和缓得多。在电影业中,娱乐形式替代的增加、制片人的议价能力、影片发行人以及关键生产要素都十分重要。
最强大的竞争力量决定着一个产业的盈利能力,并已成为对战略制定最为重要的因素。但最突出的力量却并不总是容易被人所发现。
比如,尽管商品产业中的竞争非常激烈,但这并不一定成为影响盈利能力的因素。例如,随着数字摄影这一超强替代产品的出现,胶片产业的资本回报率大幅下降,世界领先的胶片生产商柯达和富士也发现了这一点。在这种情况下,如何应对替代产品成为战略之首要任务。
产业结构来自于一整套经济和技术特征,正是这些特征决定着每一种竞争力量的强弱。在后文中,我们将会从既有企业或者产业公司的角度,对这些驱动因素进行阐述。同时,我们还会对潜在进入者所面临的挑战进行分析。
……

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