管理學(xué)課件第8章戰(zhàn)略管理(StrategicManagement)

1、8182838485 Prentice Hall, 20028687Source: Based on F. David, Strategic Management, 11 ed. (Upper Saddle River, NJ: Prentice Hall, 2007), p.70.8889810SWOTSWOT分析表分析表811Sources: “Americas Most Admired Companies,” Fortune, February 22, 2006, p. 65; “The 100 Best Companies to Work For,” Fortune, January

2、11, 2006, p. 89; R. Alsop, “Ranking Corporate Reputations,” Wall Street Journal, December 6, 2005, p. B1; and “The 100 Top Brands,” BusinessWeek, August 1, 2005, p. 90.Interbrand/BusinessWeek 100 Top Global Brands (2011)1. Coca-Cola（US$71.9 billion ）2. IBM(US$ 69.9 billion)3. Microsoft(US$59.1 billi

3、on), Harris Interactive/Wall Street Journal National Corporate Reputation (2005)1. Johnson & Johnson2. Coca-Cola3. Google4. United Parcel Service5. 3M CompanyHay Group/Fortune Americas Most Admired Companies (2006)Great Place to Work Institute/Fortune100 Best Companies to Work For (2006)1. Gener

4、al Electric2. FedEx3. Southwest Airlines4. Procter & Gamble5. Starbucks1. Genentech2. Wegmans Food Markets3. Valero Energy4. Griffin Hospital5. W. L. Gore & Associates812813內(nèi)部劣勢內(nèi)部劣勢內(nèi)部優(yōu)勢內(nèi)部優(yōu)勢由穩(wěn)定型向發(fā)展型由穩(wěn)定型向發(fā)展型發(fā)展型戰(zhàn)略發(fā)展型戰(zhàn)略緊縮型戰(zhàn)略緊縮型戰(zhàn)略多元化戰(zhàn)略多元化戰(zhàn)略SWOTSWOT戰(zhàn)略選擇圖戰(zhàn)略選擇圖威脅威脅機會機會 814815816817818819密集化增長戰(zhàn)略密集化增長

5、戰(zhàn)略是在一個特定市場的全部需求購買潛力尚未到達(dá)極限時所存在的市場機會。密集化增長可以通過三種途徑實現(xiàn)a. 市場滲透通過采取更加積極有效、更富進取精神的市場營銷措施，努力在現(xiàn)有市場上擴大現(xiàn)有產(chǎn)品的銷售量，從而實現(xiàn)企業(yè)業(yè)務(wù)的增長。b. 市場開發(fā)通過努力開拓新市場來擴大現(xiàn)有產(chǎn)品銷售量，從而實現(xiàn)企業(yè)業(yè)務(wù)的增長。c. 產(chǎn)品開發(fā)通過向現(xiàn)有市場提供多種改型變異產(chǎn)品，滿足不同顧客需求，從而擴大銷售，實現(xiàn)企業(yè)業(yè)務(wù)的增長。820密集化增長戰(zhàn)略密集化增長戰(zhàn)略 現(xiàn)有市場 新市場1. 市場滲 透戰(zhàn)略2. 產(chǎn)品開 發(fā)戰(zhàn)略3. 市場開 發(fā)戰(zhàn)略4. 多樣化 戰(zhàn)略 現(xiàn)有產(chǎn)品 新產(chǎn)品圖5 三種密集型成長戰(zhàn)略：安索夫的 產(chǎn)品 /

6、市場擴展方格圖 821822823824825826827828829830831832833834Source: Based on M.E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: The Free Press, 1980).835836837838 Know whats happening with strategies currently being used by monitoring and measuring results. Encou

7、rage employees to be open about disclosing and sharing negative information. Get new ideas and perspectives from outside the organization. Have multiple alternatives when making strategic decisions. Learn from mistakes.Source: Based on K. Shimizu and M. A. Hitt, “Strategic Flexibility: Organizational Preparedness to Revers