Counter Strategies in Global Markets PDF
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Counter Strategies in Global Markets This page intentionally left blank Counter Strategies in Global Markets Olaf Ploetner ©OlafPloetner2012 Allrightsreserved.Noreproduction,copyortransmissionofthis publicationmaybemadewithoutwrittenpermission. Noportionofthispublicationmaybereproduced,copiedortransmitted savewithwrittenpermissionorinaccordancewiththeprovisionsofthe Copyright,DesignsandPatentsAct1988,orunderthetermsofanylicence permittinglimitedcopyingissuedbytheCopyrightLicensingAgency, SaffronHouse,6–10KirbyStreet,LondonEC1N8TS. Anypersonwhodoesanyunauthorizedactinrelationtothispublication maybeliabletocriminalprosecutionandcivilclaimsfordamages. Theauthorhasassertedhisrighttobeidentified astheauthorofthisworkinaccordancewiththeCopyright, DesignsandPatentsAct1988. Firstpublished2012by PALGRAVEMACMILLAN PalgraveMacmillanintheUKisanimprintofMacmillanPublishersLimited, registeredinEngland,companynumber785998,ofHoundmills,Basingstoke, HampshireRG216XS. PalgraveMacmillanintheUSisadivisionofStMartin’sPressLLC, 175FifthAvenue,NewYork,NY10010. PalgraveMacmillanistheglobalacademicimprintoftheabovecompanies andhascompaniesandrepresentativesthroughouttheworld. Palgrave®andMacmillan®areregisteredtrademarksintheUnitedStates, theUnitedKingdom,Europeandothercountries. ISBN 978-1-349-33695-1 ISBN 978-0-230-36295-6 (eBook) DOI 10.1057/9780230362956 Thisbookisprintedonpapersuitableforrecyclingandmadefromfully managedandsustainedforestsources.Logging,pulpingandmanufacturing processesareexpectedtoconformtotheenvironmentalregulationsofthe countryoforigin. AcataloguerecordforthisbookisavailablefromtheBritishLibrary. AcatalogrecordforthisbookisavailablefromtheLibraryofCongress. 10 9 8 7 6 5 4 3 2 1 21 20 19 18 17 16 15 14 13 12 PrintedandboundinGreatBritainby CPIAntonyRowe,ChippenhamandEastbourne C ONTENTS Listoffigures vii Prefaceandacknowledgments xi Chapter1 The new competition 1 Chapter2 On war and strategies 23 Chapter3 No-frills technology 47 Chapter4 Complex service solutions 89 Chapter5 Perspectives 135 Furtherreading 161 Index 167 v This page intentionally left blank F IGURES 1.1 ZPMCtransport vesselwithassembled cranes 3 1.2 Developmentofsuppliersinthetruck industry 12 1.3 ForecastofthedevelopmentofGDP 13 2.1 CarlvonClausewitz,VomKriege (OnWar) 24 2.2 Differentiation andcost-leadership strategies accordingtoPorter 29 2.3 Outpacingandproductivityfrontier approaches 30 2.4 Matrixillustrating Porter’sgenericstrategic approaches 32 2.5 ThefirstToyotaCorollainGermany(left) andtheToyotaLexustoday(right) 39 2.6 Expenditure onresearchanddevelopment activitiesasapercentageofGDP 40 2.7 Developmentofnationalpatent applications 41 2.8 Salesandprofitsofglobalchallengersand globalpeersbetween2000and2009 44 3.1 DistributionstructureforCerberusECOin China 50 3.2 Multi-brandpositioning intheAccor Group 54 3.3 RESALETradeFairwebsite 55 3.4 Short-nose truckfromMercedes 56 3.5 SiemensMagnetomStandard (left)and SiemensMagnetomESSENZA(right) 59 3.6 NFTproductconceptsforsuppliersof premiumproducts 64 3.7 AccorluxuryhotelSofitel(left)andAccor low-budgethotelEtap(right) 66 3.8 Kronesbottlingmachine 67 vii viii Figures 3.9 Lamborghini (left)andSkoda(right)atthe International MotorShowinFrankfurt 74 3.10 Overview:brandsofVolkswagen Corporation 78 3.11 BrandingoptionsforintroducingNFT 79 3.12 Polycentric organizational structures 86 4.1 AmachineofVoithPaper 90 4.2 ShareofservicesinGermany(left)and developmentofserviceshareinEurope (right)accordingtotheGermanFederal Statistical OfficeandEurostat 95 4.3 Comparison ofNarayanaHrudayalaya clinicwithleadingAmericanhospitals 98 4.4 IBMGlobalServicesearningscomparedto hardware 100 4.5 ThethreedimensionsofCSS 103 4.6 Schematic representationoftheSoarian workflow managementtool(basedon information ofSiemensAG) 104 4.7 Satellite imageofHongKong(left),anda convertedradarsatelliteimageof HongKong(right) 107 4.8 Thethreewavesofbusinessmodelsin technologycompanies 109 4.9 Schematic representationofaservice blueprint 113 4.10 Testofcreativity 116 4.11 Theoryofperceivedrisk 117 4.12 Shiftsinfocusfortraditionalsales processes 121 4.13 RequirementprofileforaCSSsupplier projectmanager 122 4.14 Abilitytoverifyproductqualities–based onPhillipNelson,MichaelDarby,andEdi Karni 124 4.15 McKinseyadvertisement 127 5.1 Modelshowinghowproductofferings developfollowingtechnicalinnovations 137 Figures ix 5.2 Mergerendgamesasillustratedby G.Deansetal. 142 5.3 Changeinshareofsalesamongthe Fortune 500companies 144 5.4 SiemensAG’sproduct-oriented organizational structure inJune2011 148 5.5 Numberoftransnational companies 152
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