總體要求掌握內(nèi)外環(huán)境對(duì)企業(yè)戰(zhàn)略制定的作用,以及內(nèi)外環(huán)境的交互

1、 總體要求總體要求掌握內(nèi)外環(huán)境對(duì)企業(yè)戰(zhàn)略制定的作用，以及內(nèi)外掌握內(nèi)外環(huán)境對(duì)企業(yè)戰(zhàn)略制定的作用，以及內(nèi)外環(huán)境的交互匹配。重點(diǎn)在于理解環(huán)境分析思路和環(huán)境的交互匹配。重點(diǎn)在于理解環(huán)境分析思路和內(nèi)外環(huán)境作用價(jià)值，初步了解資源觀、能力觀、內(nèi)外環(huán)境作用價(jià)值，初步了解資源觀、能力觀、制度觀等理論背景和環(huán)境分析最新理論發(fā)展制度觀等理論背景和環(huán)境分析最新理論發(fā)展, , 并并掌握運(yùn)用環(huán)境分析工具掌握運(yùn)用環(huán)境分析工具SWOTSWOT分析、波特分析模分析、波特分析模型、六力互動(dòng)模型、內(nèi)部資源定位等。型、六力互動(dòng)模型、內(nèi)部資源定位等。具體目標(biāo)具體目標(biāo) 環(huán)境戰(zhàn)略互動(dòng)框架環(huán)境戰(zhàn)略互動(dòng)框架 內(nèi)部條件決定論內(nèi)部條件決定論 外部

2、環(huán)境影響論外部環(huán)境影響論 環(huán)境分析工具環(huán)境分析工具內(nèi)部環(huán)境內(nèi)部環(huán)境組織結(jié)構(gòu)組織結(jié)構(gòu)組織文化組織文化戰(zhàn)略資源戰(zhàn)略資源組織能力組織能力 外部環(huán)境外部環(huán)境社會(huì)環(huán)境社會(huì)環(huán)境特殊環(huán)境特殊環(huán)境（任務(wù)環(huán)境）（任務(wù)環(huán)境）行業(yè)分析行業(yè)分析優(yōu)勢(shì)與劣勢(shì)優(yōu)勢(shì)與劣勢(shì)機(jī)會(huì)與威脅機(jī)會(huì)與威脅業(yè)務(wù)和戰(zhàn)略的確定業(yè)務(wù)和戰(zhàn)略的確定組織外部組織外部主主觀觀解解釋釋客客觀觀資資源源組織外部組織外部市場(chǎng)市場(chǎng):進(jìn)入障礙、行業(yè)進(jìn)入障礙、行業(yè) 集中、產(chǎn)品差異集中、產(chǎn)品差異資源資源:有形資產(chǎn)有形資產(chǎn)亞文化亞文化:知識(shí)、信念、形象知識(shí)、信念、形象龐文化龐文化:信譽(yù)、認(rèn)知、成敗信譽(yù)、認(rèn)知、成敗行行業(yè)業(yè)范范圍圍響響應(yīng)應(yīng)企企業(yè)業(yè)戰(zhàn)戰(zhàn)略略構(gòu)構(gòu)思思資源分配資

3、源分配成敗界定成敗界定資源分配資源分配資源分配資源分配機(jī)遇總是垂青有準(zhǔn)備的人！機(jī)遇總是垂青有準(zhǔn)備的人！ 優(yōu)勢(shì)和劣勢(shì)的相對(duì)性和可轉(zhuǎn)化性優(yōu)勢(shì)和劣勢(shì)的相對(duì)性和可轉(zhuǎn)化性 機(jī)遇與威脅的相對(duì)性和可轉(zhuǎn)化性機(jī)遇與威脅的相對(duì)性和可轉(zhuǎn)化性 內(nèi)因是根本；外因是條件內(nèi)因是根本；外因是條件Organizational purpose Mission ObjectivesCorporate governance Whom should the organization serve?How should purposes be determined?Business ethics Which purposes should

4、 beprioritized? Why?Stakeholders Whom does the organization serve?Cultural context Which purposes are prioritized? Why?Resources andStrategic assetsCompetenciesand CapabilitiesAssess the nature of the environmentAudit environmental influencesIdentify key competitive forcesIdentify competitive positi

5、onIdentify key opportunitiesand threatsStrategic positionSimpleSimplestaticstaticDynamicDynamicComplexComplex Historical Analysis ForecastingDecentralizationof organization Experience & learning Scenario planningEnvironmental Condition What environmental factors are affecting the organization? W

6、hich of these are the most important at present time? In next year?Political/legal Monopolies legislation Environmental protection laws Taxation policy Foreign trade regulation Employment law Government stabilitySociocultural factors Population demographics Income distribution Social mobility Lifest

7、yle changes Attitudes to work and leisure Consumerism Levels of educationEconomic factors Business cycles GDP trends Interest rates Money supply Inflation Unemployment Disposable income Energy availability and costTechnological Government spending on research Government and industry focus on technol

8、ogical effort New discoveries/development Speed of technology transfer Rates of obsolescence風(fēng)險(xiǎn)且高收益 風(fēng)險(xiǎn)和低收益穩(wěn)定且高收益 穩(wěn)定且低收益 高高 進(jìn)入障礙進(jìn)入障礙 低低高高退出退出障礙障礙低低進(jìn)入障礙：規(guī)模經(jīng)濟(jì)、產(chǎn)品差異性、資本需求、進(jìn)入障礙：規(guī)模經(jīng)濟(jì)、產(chǎn)品差異性、資本需求、 轉(zhuǎn)移成本、促銷渠道、政府政策轉(zhuǎn)移成本、促銷渠道、政府政策退出障礙：資產(chǎn)專一性、內(nèi)部戰(zhàn)略關(guān)系、情感退出障礙：資產(chǎn)專一性、內(nèi)部戰(zhàn)略關(guān)系、情感 障礙、政府和社會(huì)制約障礙、政府和社會(huì)制約GlobalStrategy Trade po

9、licy Technical standard Host government policies Scale economics Sourcing efficiency Country specific cost High product Development cost Interdependence Competitors global High ex/imports Similar customer need Global customers Transferable mktingGlobal competitionGlobal marketconvergenceGovernment i

10、nfluencesCost advantage Procedures Identifying the key changes in the organizations environment (no more than 7-8 points) Identifying the key variables in terms of the resource profile and competences of the organization (8 ps) Illustrating the analysis by keeping to quite specific points, rather th

11、an overgenerising analysis Providing some useful strategic foresights Strengths &WeaknessMain strengthsCapacity for inno. + + + + + 7 0Good GP links + + + + + 5 0 Committed employees + + + 0 + 4 0Good joint working with social services + 0 + + - 3 1Main weaknessesLack of outcome measures - - - -

12、 - 0 5Information mea- surement systems - - - - - 0 6Provider-dominated agenda 0 - - - + 2 6No financial growth + - - - + 2 3+ 5 3 5 3 7+ 5 3 5 3 7- 2 5 5 5 4 - 2 5 5 5 4 Key Issues in the EnvironmentPolitics/ New Tech- Rising Demo- Competitivelegislation nologies public graphic market + -+ - expect

13、ation trends行業(yè)內(nèi)企業(yè)行業(yè)內(nèi)企業(yè)供應(yīng)商供應(yīng)商用戶用戶潛在進(jìn)入者潛在進(jìn)入者替代品替代品ThreatThreatBargainBargain資源供方：?jiǎn)T工、社會(huì)、股東資源供方：?jiǎn)T工、社會(huì)、股東企業(yè)運(yùn)行基礎(chǔ)企業(yè)運(yùn)行基礎(chǔ)替代品廠商替代品廠商同行業(yè)廠商同行業(yè)廠商互補(bǔ)品廠商互補(bǔ)品廠商潛在進(jìn)入者潛在進(jìn)入者中間買方：企業(yè)外部配送體系中間買方：企業(yè)外部配送體系最終買方顧客：企業(yè)生存之本最終買方顧客：企業(yè)生存之本買方買方買方買方潛在顧客潛在顧客 企業(yè)品牌顧客企業(yè)品牌顧客 競(jìng)爭(zhēng)品牌顧客競(jìng)爭(zhēng)品牌顧客流動(dòng)顧客流動(dòng)顧客Best in class Thinking Practice Competitors Co

14、operators Coordinators objectivesExisting level resources capabilitiesRoad 2Road 1Road 3Road 3: leapfroggingRoad 2: integrationRoad 1: imitationLevel of Benchmarking Through Examples of MeasuresResources Resource audit Quantity of resources, e.g. revenue/employee capital intensity Quality of resources, e.g. qualifications of employees age of machinery uniqueness (e.g. patents)