戰(zhàn)略管理(中英文)

1、Chapter 8STRATEGICMANAGEMENT戰(zhàn)略管理Learning Objectives學(xué)習(xí)目的You should learn to你應(yīng)該掌握: Explain the importance of strategic management解釋戰(zhàn)略管理的重要性 Describe the steps in the strategic management process描述戰(zhàn)略管理過(guò)程的步驟 Explain SWOT analysis說(shuō)明SWOT分析 Differentiate corporate-, business-, and functional-level strategi

2、es區(qū)分公司層、事業(yè)層和職能層的戰(zhàn)略 Explain what competitive advantage is and why its important to organizations 說(shuō)明什么是競(jìng)爭(zhēng)優(yōu)勢(shì)以及為什么競(jìng)爭(zhēng)優(yōu)勢(shì)對(duì)一個(gè)組織很重要Learning Objectives (cont.)You should learn to: Describe the five competitive forces 描述五種競(jìng)爭(zhēng)力量 Identify the various competitive strategies 識(shí)別各種競(jìng)爭(zhēng)優(yōu)勢(shì)The Importance Of Strategic Mana

3、gement戰(zhàn)略管理的重要性What Is Strategic Management什么是戰(zhàn)略管理? A set of managerial decisions and actions that determines the long-run performance of an organization一個(gè)組織從全局出發(fā)而作出的長(zhǎng)期的總體性謀劃等一系列的管理決策和行為Purposes of Strategic Management戰(zhàn)略管理的目標(biāo) involved in many decisions that managers make 設(shè)計(jì)許多管理決策 companies with forma

4、l strategic management systems have higher financial returns than companies with no such system擁有正式戰(zhàn)略管理系統(tǒng)的公司在財(cái)務(wù)收益方面要比沒(méi)有這樣的管理系統(tǒng)的公司要大。 important in profit and not-for-profit organizations 在盈利性和非盈利性組織中都很重要。 Prentice Hall, 2002 Prentice Hall, 200268 -The Strategic Management Process1. Identifying the Or

5、ganizations Current Mission, Objectives, and Strategies確定組織當(dāng)前的宗旨、目標(biāo)和戰(zhàn)略 Mission宗旨宗旨 - statement of the purpose of an organization組織的目的陳述 important in profit and not-for-profit organizations在盈利性和非盈利性組織中都很重要。 important to identify the goals currently in place and the strategies currently being pursued

6、確定當(dāng)前的目標(biāo)和當(dāng)前追求的戰(zhàn)略是非常重要的。 Prentice Hall, 2002The Strategic Management Process (cont.)2. Analyzing the Environment分析環(huán)境 successful strategies are aligned with the environment 成功的戰(zhàn)略大多是那些與環(huán)境相適應(yīng)的戰(zhàn)略。 examine both the specific and general environments to determine what trends and changes are occurring 必須審視具體環(huán)

7、境和一般環(huán)境，把握即將要出現(xiàn)的環(huán)境變化和發(fā)展趨勢(shì)及其對(duì)組織的重要影響。3. Identifying Opportunities and Threats發(fā)現(xiàn)機(jī)會(huì)和威脅 Opportunities機(jī)會(huì)機(jī)會(huì) - positive trends in the external environmental外部環(huán)境的積極的變化趨勢(shì) Threats威脅威脅 - negative trends in the external environment外部環(huán)境的消極變化趨勢(shì)The Strategic Management Process (cont.)4. Analyzing the Organizations

8、Resources and Capabilities分析組織的資源和能力 examine the inside of the organization 視角從組織外部轉(zhuǎn)向組織內(nèi)部 available resources and capabilities always constrain the organization in some way無(wú)論多么強(qiáng)大的組織，都在可用資源和技術(shù)能力方面受到某種限制。 core competence - a unique and exceptional capability or resource 核心能力獨(dú)特技能或資源。 the organizations

9、major value-creating, competitive weapon 組織的主要?jiǎng)?chuàng)造價(jià)值的、競(jìng)爭(zhēng)性武器The Strategic Management Process (cont.)5. Identifying Strengths and Weaknesses識(shí)別優(yōu)勢(shì)和劣勢(shì) Strengths優(yōu)勢(shì)優(yōu)勢(shì) - activities the organization does well or any unique resource組織成功運(yùn)作的各種活動(dòng)或任何獨(dú)特的資源 Weaknesses劣勢(shì)劣勢(shì) - activities the organization does not do wel

10、l or resources it needs but does not possess 組織不能成功運(yùn)作的活動(dòng)或組織需要的但又不能獲得的資源 organizations culture has its strengths and weaknesses 組織文化有其優(yōu)勢(shì)和劣勢(shì) strong culture - new employees easily identify the organizations core competencies 強(qiáng)文化新雇員很容易識(shí)別組織的核心能力 may serve as a barrier to accepting change具有強(qiáng)文化的成功組織，可能成為它們

11、過(guò)去成功的囚徒 influence managers preferences for certain strategies 對(duì)于某些戰(zhàn)略，文化的價(jià)值觀影響管理當(dāng)局的傾向性 SWOT analysis - analysis of the organizations strengths, weaknesses, opportunities, and threats SWOT 分析分析組織優(yōu)勢(shì)、劣勢(shì)、機(jī)會(huì)和威脅分析Identifying the Organizations Opportunities識(shí)別組織機(jī)會(huì)OrganizationsOpportunities組織組織的機(jī)會(huì)的機(jī)會(huì)Organizat

12、ionsResources/Abilities組織組織資源資源/能力能力Opportunities inthe Environment環(huán)境環(huán)境變化變化出現(xiàn)的機(jī)會(huì)出現(xiàn)的機(jī)會(huì)The Strategic Management Process (cont.)6. Formulating Strategies制定戰(zhàn)略 require strategies at the corporate, business, and functional levels of the organization 戰(zhàn)略需要在公司層、事業(yè)層和職能層設(shè)立 strategy formulation follows the deci

13、sion-making process指定戰(zhàn)略應(yīng)遵循決策程序7. Implementing Strategies實(shí)施戰(zhàn)略 a strategy is only as good as its implementation 無(wú)論戰(zhàn)略計(jì)劃制定得多么有效，如果不能恰當(dāng)?shù)貙?shí)施仍不會(huì)成功8. Evaluating Results評(píng)價(jià)結(jié)果 control process to determine the effectiveness of a strategy 控制過(guò)程決定一個(gè)戰(zhàn)略的效果 Prentice Hall, 2002 Prentice Hall, 2002158 -Types Of Organiza

14、tional StrategiesCorporate-Level Strategy公司層戰(zhàn)略 determines 回答下述問(wèn)題： what businesses a company should be in or wants to be in 公司應(yīng)當(dāng)從事一組什么樣的事業(yè)？ the direction that the organization is going組織行動(dòng)方向如何? the role that each business unit will play 每一個(gè)組織單位將發(fā)揮什么作用？ Grand Strategy Stability總體總體戰(zhàn)略戰(zhàn)略穩(wěn)定性（戰(zhàn)略）穩(wěn)定性（戰(zhàn)略） n

15、o significant change is proposed很少發(fā)生重大變化 organizations performance is satisfactory組織績(jī)效令人滿意 environment appears to be stable and unchanging環(huán)境看上去將保持穩(wěn)定，不會(huì)發(fā)生變化。 few organizations today pursue this strategy 如今沒(méi)有幾個(gè)組織追求這種戰(zhàn)略。Types Of Organizational Strategies (cont.)Corporate-Level Strategy (cont.) Grand St

16、rategy Growth總體戰(zhàn)略總體戰(zhàn)略增長(zhǎng)（戰(zhàn)略）增長(zhǎng)（戰(zhàn)略） seeks to increase the level of the organizations operations尋求提高組織經(jīng)營(yíng)的層次 Concentration擴(kuò)張擴(kuò)張 - growth through direct expansion of organizations own business operations通過(guò)組織自有商務(wù)經(jīng)營(yíng)的直接獲得增長(zhǎng) vertical integration縱向縱向一體化一體化 Backward向后向后 - become your own supplier成為你自己的供應(yīng)商 Forwa

17、rd向前向前 - become your own distributor成為你自己的 horizontal integration橫向橫向一體化一體化 - grow by combining with other organizations in the same industry合并同類企業(yè)獲得增長(zhǎng) needs approval by U.S. Federal Trade Commission 需要獲得美國(guó)聯(lián)邦貿(mào)易委員會(huì)的同意Types Of Organizational Strategies (cont.)Corporate-Level Strategy (cont.) Grand Str

18、ategy - Growth (cont.) related diversification相關(guān)相關(guān)多元化（戰(zhàn)略）多元化（戰(zhàn)略） - grow by merging with or acquiring firms in different, but related, industries在不同而又相關(guān)聯(lián)的行業(yè)兼并或重組企業(yè)以獲得增長(zhǎng)“strategic fit”戰(zhàn)略適中 unrelated diversification無(wú)無(wú)關(guān)聯(lián)多元化（戰(zhàn)略）關(guān)聯(lián)多元化（戰(zhàn)略） - grow by merging with or acquiring firms in different and unrelate

19、d industries 在不同而又不相關(guān)聯(lián)的行業(yè)兼并或重組企業(yè)以獲得增長(zhǎng)Types Of Organizational Strategies (cont.)Corporate-Level Strategy (cont.) Grand Strategy - Growth (cont.) Retrenchment收縮（戰(zhàn)略）收縮（戰(zhàn)略） - designed to address organizational weaknesses that are leading to performance declines為了應(yīng)付導(dǎo)致績(jī)效下降的組織劣勢(shì)（而采取的戰(zhàn)略）intended to意在:stabil

20、ize operations穩(wěn)定經(jīng)營(yíng)revitalize organizational resources and capabilities重新激活組織資源和能力prepare to compete once again 準(zhǔn)備再次參與競(jìng)爭(zhēng)SWOT Analysis And Grand StrategiesCorporateGrowthStrategiesCorporateStabilityStrategiesCorporateRetrenchmentStrategiesAbundantEnvironmentalOpportunitiesCriticalEnvironmentalThreatsC

21、orporateStabilityStrategiesCriticalWeaknessesValuableStrengthsEnvironmental StatusFirm StatusTypes of Organizational Strategies (cont.)Corporate-Level Strategy (cont.) Corporate Portfolio Analysis公司公司業(yè)務(wù)組合分析業(yè)務(wù)組合分析 - used when corporate strategy involves a number of business在公司戰(zhàn)略涉及許多業(yè)務(wù)組合時(shí)就需要使用這種分析 Bos

22、ton Consulting Group (BCG) matrix波斯頓波斯頓咨詢集團(tuán)矩陣咨詢集團(tuán)矩陣 - provides a framework for understanding diverse businesses提供一種理解多元化業(yè)務(wù)組合的框架 helps managers establish priorities for making resource allocation decisions在資源配置決策方面幫助管理當(dāng)局建立優(yōu)先選擇的次序方案 businesses classified in terms of根據(jù)以下條件歸類業(yè)務(wù)： market share 市場(chǎng)份額 antici

23、pated market growth預(yù)計(jì)市場(chǎng)增長(zhǎng)率The BCG Matrix（BCG矩陣）Stars吉星CashCows現(xiàn)金牛Dogs瘦狗QuestionMarks問(wèn)號(hào)Market Share市場(chǎng)份額High高Low低High高Low低AnticipatedGrowthRate預(yù)計(jì)的增長(zhǎng)率Types of Organizational Strategies (cont.)Corporate-Level Strategy (cont.) BCG matrix (cont.) strategic implications of the matrix矩陣的戰(zhàn)略說(shuō)明 cash cows現(xiàn)金牛現(xiàn)金牛

24、 - “milk” 擠出更多的“奶” use cash to invest in stars and question marks 使用現(xiàn)金投資“吉星”和“問(wèn)號(hào)” Stars吉星吉星 - require heavy investment需加大投資 eventually will become cash cows 最終也將成為現(xiàn)金牛 question marks問(wèn)號(hào)問(wèn)號(hào) - two strategies兩種戰(zhàn)略 invest to transform them into stars投資使其轉(zhuǎn)向吉星 divest 出售 dogs - sold off or liquidated出售或套現(xiàn)Types

25、 Of Organizational Strategies (cont.)Business-Level Strategy事業(yè)層戰(zhàn)略 determines how an organization should compete in each of its businesses確定組織在其每一項(xiàng)事業(yè)中應(yīng)該如何展開(kāi)競(jìng)爭(zhēng)。 strategic business units戰(zhàn)略戰(zhàn)略事業(yè)單位事業(yè)單位 - independent businesses that formulate their own strategies構(gòu)成獨(dú)立戰(zhàn)略的事業(yè)單位 Role of Competitive Advantage競(jìng)爭(zhēng)競(jìng)

26、爭(zhēng)優(yōu)勢(shì)的角色優(yōu)勢(shì)的角色 competitive advantage競(jìng)爭(zhēng)優(yōu)勢(shì)競(jìng)爭(zhēng)優(yōu)勢(shì) - sets an organization apart by providing a distinct edge 以明顯的界限把一個(gè)組織同其他組織區(qū)分開(kāi)來(lái) comes from the organizations core competencies 來(lái)源于組織的核心競(jìng)爭(zhēng)力 not every organization can transform core competencies into a competitive advantage 不是每個(gè)組織都能把核心競(jìng)爭(zhēng)力轉(zhuǎn)化成競(jìng)爭(zhēng)優(yōu)勢(shì)的 once created,

27、 must be able to sustain it 一旦形成，必須能夠可持續(xù)發(fā)展Types Of Organizational Strategies (cont.)Business-Level Strategy (cont.) Competitive Strategies競(jìng)爭(zhēng)戰(zhàn)略競(jìng)爭(zhēng)戰(zhàn)略 Michael Porter買克爾買克爾波特波特 - industry analysis based on five competitive forces基于五種競(jìng)爭(zhēng)力量的產(chǎn)業(yè)分析Threat of new entrants新新進(jìn)入者的威脅進(jìn)入者的威脅 - affected by barriers to

28、entry進(jìn)入障礙的影響Threat of substitutes替代替代威脅威脅 - affected by buyer loyalty and switching costs受到購(gòu)買者忠誠(chéng)和轉(zhuǎn)換成本的影響B(tài)argaining power of buyers購(gòu)買者購(gòu)買者的討價(jià)能力的討價(jià)能力 - affected by number of customers, availability of substitute products受到購(gòu)買者數(shù)量、可供選擇的替代產(chǎn)品這樣一些因素的影響。Business-Level Strategy (cont.) Competitive Strategies (

29、cont.) Porters competitive forces analysis (cont.)Bargaining power of suppliers供應(yīng)商供應(yīng)商的討的討價(jià)能力價(jià)能力 - affected by degree of supplier concentration受到供應(yīng)商集中程度的影響Existing rivalry現(xiàn)有現(xiàn)有競(jìng)爭(zhēng)者之間的力量競(jìng)爭(zhēng)者之間的力量 - affected by industry growth rate, demand for firms product or service, and product differences受到產(chǎn)業(yè)增長(zhǎng)率、對(duì)企業(yè)產(chǎn)品

30、的需求程度以及產(chǎn)品差異的影響Types Of Organizational Strategies (cont.)Current RivalryIndustryCompetitorsForces In The Industry AnalysisSuppliersNewEntrantsBuyersSubstitutesThreat ofNew EntrantsThreat ofSubstitutesBargainingPower orBuyersBargainingPower orSuppliers Prentice Hall, 2002288 -Types of Organizational S

31、trategies (cont.)Business-Level Strategy (cont.) Competitive strategies (cont.) Porters three generic strategies波特三種基本戰(zhàn)略cost leadership成本成本領(lǐng)先戰(zhàn)略領(lǐng)先戰(zhàn)略 - goal is to become the lowest-cost producer in the industry 目標(biāo)是成為產(chǎn)業(yè)中成本最低的生產(chǎn)者tries to identify efficiencies in all operations 努力提高組織運(yùn)作效率overhead kept to

32、 a minimum 低人工成本product or service must be perceived to be of comparable quality to that offered by competitors提供比競(jìng)爭(zhēng)對(duì)手更具競(jìng)爭(zhēng)力的產(chǎn)品質(zhì)量和服務(wù)質(zhì)量。Types of Organizational Strategies (cont.)Business-Level Strategy (cont.) Competitive strategies (cont.) Porters three generic strategies (cont.)Differentiation差異化差異化戰(zhàn)略戰(zhàn)略 - offer unique products that are widely