论纵向一体化的战略分析(英文版).pptx

第十一讲 纵向一体化的战略分析;Vertical integration is the combination of technologically distinct production, distribution, selling, and/or other economic processes within the confines of a single firm. As such, it represents a decision by the firm to utilize internal or administrative transactions rather than market transactions to accomplish its economic purposes. In theory, all the functions we now expect a corporation to perform could be performed by a consortium of independent economic entities, each contracting with a central coordinator, which itself need be little more than a desk and a single manager.;1.Strategic Benefits of Vertical Integration;⑷OFFSET BARGAINING POWER AND INPUT COST DISTORTIONS ⑸ENHANCED ABILITY TO DIFFERENTIATE ⑹ELEVATE ENTRY AND MOBILITY BARRIERS ⑺ENTER A HIGHER RETURN BUSINESS ⑻DEFEND AGAINST FORECLOSURE ;2.Strategic Costs of Vertical Integration;⑸CAPITAL INVESTMENT REQUIREMENTS ⑹FORECLOSURE OF ACCESS TO SUPPLIER OR CONSUMER RESEACH AND /OR KNOW-HOW ⑺MAITAINING BALANCE ⑻DULLED INCENTIVES ⑼DIFFERING MANAGERIAL REQUIREMENTS;3.Particular Strategic Issues in Forward Integration;4.Particular Strategic Issues in Backward Integration;5.Contracts, Tapered Integration and Quasi-Integration;Advantages: ①Tapered integration results in less elevation in fixed costs than full integration. ②The degree of taper(the proportion of product or service purchased outside) can be adjusted to reflect the degree of risk in the market. ③Taper can also be used to guard against imbalance between stages. ④Tapered integration reduces the risk of locked-in relationships to the extent of the degree of taper. ⑤It also gives the firm some access to outside RD activities and can provide a partial solution to the problem of internal incentives. ⑥Tapered integration allows the firm to prove that a threat of full integration is credible, which provides a strong discipline on suppliers or customers and may avoid the necessity of full integration to offset bargaining power.;⑶QUASI-INTE