MPA《戰(zhàn)略管理》中英文

1、公共管理學(xué)院公共管理學(xué)院 城市管理系城市管理系 2003年年9月月第三講第三講 戰(zhàn)略匹配戰(zhàn)略匹配 Strategic MatchStrategic MatchI.內(nèi)外條件的分類內(nèi)外條件的分類 Classification of Internal and External ConditionsII.優(yōu)勢優(yōu)勢Strengths: 競爭優(yōu)勢競爭優(yōu)勢 competitive advantage+stable and healthy internal atmosphere（穩(wěn)定、健康的條件）穩(wěn)定、健康的條件）.III.弱勢弱勢Weaknesses: 競爭弱勢競爭弱勢competitive disadva

2、ntages+an unstable and unhealthy internal atmosphere（不穩(wěn)定的內(nèi)部條件）不穩(wěn)定的內(nèi)部條件）一、優(yōu)勢和弱勢一、優(yōu)勢和弱勢Strengths and Weaknessesw 1. 優(yōu)勢優(yōu)勢Strengthsw (1) 核心競爭力核心競爭力Distinctive competency (leverage): product design, low cost, high efficiency, leadership in product innovation, ability to influence legislation, control of

3、cost and other, massive availability of capital, CRM-customer relations management.w Examples: Toyotaquality; Benzimage, IBMservice; Coca Colainternational brand recognition; HPinnovation; AT&Ttechnological expertise.w 開發(fā)開發(fā)Developing a distinctive competencyw 利用利用Exploiting distinctive competenc

4、yw 保護(hù)保護(hù)Protecting distinctive competency1. 優(yōu)勢優(yōu)勢 Strengthsw (2)穩(wěn)定器穩(wěn)定器 stabilizers: maintenance strengthw Fair wages and salaries; good working conditions;efficient employee hiring practices, promotion from within, a clear sense of mission, efficient work flow, availability of executive training progr

5、am, effective superior-subordinate communication.w 組織正常運(yùn)作的必要條件。組織正常運(yùn)作的必要條件。2. 2. 弱勢弱勢 Weaknessesw (1) 下沉者下沉者 Sinkersw 關(guān)鍵點(diǎn)出現(xiàn)大問題，災(zāi)難來臨。關(guān)鍵點(diǎn)出現(xiàn)大問題，災(zāi)難來臨。w large hole in the ship structurew Shoddy workmanship or defective merchandise; poor customer service; bad location; disloyal employees, lack of product

6、innovation, poor credit line; lack of leadership and managerial skills at the corporate level.w (2) 動蕩者動蕩者Destabilizers 保證順利航行保證順利航行w 內(nèi)部權(quán)責(zé)不清內(nèi)部權(quán)責(zé)不清Lack of clear job descriptions, wide span of supervision, deviation from the companys policy of promotion from within; poor working condition; inadequate

7、executive training program.3 3、如何判斷優(yōu)勢和弱勢？、如何判斷優(yōu)勢和弱勢？w 1、歷史的標(biāo)準(zhǔn) Historical Criterionw 特定條件下，將現(xiàn)在與過去的績效進(jìn)行比較。w 2、競爭的標(biāo)準(zhǔn) Competitive Criterionw 和第一名相比，處于何種地位。w 3、名義的標(biāo)準(zhǔn) Normative Criterionw “How things ought to be” instead of with “how things are”w 與最新的理論研究成果相比。二、機(jī)會和威脅二、機(jī)會和威脅 Opportunities and ThreatsOpport

8、unities and Threatsw 1. 機(jī)會機(jī)會 Opportunitiesw 市場增長等Growth of customer; exit of competitor; increases of suppliers, abundances of labor; few government regulations, population growth, cultural changes, lower inflation， favorable technological breakthroughs, improved political relations between a countr

9、y and foreign nation with large market.w 2. 威脅威脅Threatsw Decline in the size of the customer base, entry of a powerful competitor into the industry, decrease in the number of suppliers, increase in the cost of raw materials, shortage of labor, greater government regulations, adverse cultural trends,

10、 higher inflation rates, recession, higher unemployment rates, deterioration in the political relations between two countries, and so on. 1. 機(jī)會機(jī)會 Opportunities w (1) 未來的機(jī)會未來的機(jī)會 Future Opportunitiesw Early detectionw (2) 現(xiàn)在的機(jī)會現(xiàn)在的機(jī)會 Current Opportunitiesw -漸進(jìn)性漸進(jìn)性evolved opportunities;w -突發(fā)性突發(fā)性sudden o

11、pportunities;w -潛在潛在hidden opportunities.2. 威脅威脅 Threats(1) 未來的威脅 Future Threats(2) 現(xiàn)在的威脅 Current Threats(3) -漸進(jìn)的 evolved threats(4) -突發(fā)的 sudden threats(5) -潛在的 hidden threats (6) 3. 變威脅為機(jī)會變威脅為機(jī)會 Turning threats to (7) opportunities 決斷力決斷力 Early recognition三、戰(zhàn)略匹配三、戰(zhàn)略匹配 Strategic Matchw 1. 杠桿力杠桿力 Leverage-Strengths to Opportunitiesw -Strategic window (window of opportunity）w 2. 維持力維持力 Maintenance-Strengths to Threatsw -maintain or protect their market positionw 3. 局限力局限力 Constraint-Weaknesses to opportun