策略管理起源

1、策略管理起源Chapter Objectives1.Describe the strategic management process.2.Explain the need for integrating analysis and intuition in strategic management.3.Define and give examples of key terms in strategic management.4.Describe the benefits of good strategic management. What is Strategic Management? De

2、fining Strategic Management “the art and science of formulating, implementing, and eva-luating cross-functional decisions that enable an organiza- tion to achieve its objectives”What is strategy? (theoretical review of definition of strategy)Chandler(1962): strategy is the determination of the basic

3、 long-term goals of an enterprise, the adoption of courses of action and the allocation of resources necessary for carrying out these goals.Mintzberg(1979):Strategy is a mediating force between the organization and its environment: consistent patterns in stre-ams of organizational decisions to deal

4、with the environment.Quinn(1980): a strategy is the pattern or plan that integrate an organizations major goals, policies, and action sequence into a cohesive wholePrahalad(1993): strategy is more than just fit and allocation of resources. It is stretch and leveraging of resources.Teece(1994): the e

5、ssence of strategy is the search for rents. Strategic, management is or can and should be the study of rent-seeking by the enterprise.Definition of Strategy明茨伯格(Mintzberg) 的整合觀：戰(zhàn)略是計(jì)劃 plan；戰(zhàn)略是計(jì)謀 ploy；戰(zhàn)略是模式 pattern；戰(zhàn)略是定位 position；戰(zhàn)略是觀念 perspective;Definition of StrategyStrategies are the means by whic

6、hlong-term objectives will be achieved.Definition of Strategyexample: table 1-1Definition of StrategyHow to make a precise and inspiring corporate strategic statement for a particular company?討論題（評(píng)價(jià)該戰(zhàn)略表述）發(fā)展目標(biāo)雅戈?duì)柕哪繕?biāo)是“創(chuàng)國(guó)際品牌，鑄百年企業(yè)”，目前雅戈?duì)柕闹鲗?dǎo)產(chǎn)品襯衫、西服已連續(xù)多年穩(wěn)居全國(guó)市場(chǎng)綜合占有率榜首，產(chǎn)品系列不斷豐富，各板塊的發(fā)展齊頭并進(jìn)。未來(lái)幾年里，雅戈?duì)枌⒅肿龊靡韵鹿?/p>

7、作：加快產(chǎn)業(yè)結(jié)構(gòu)調(diào)整，形成以紡織服裝、房產(chǎn)、國(guó)際貿(mào)易為核心多元發(fā)展的格局，強(qiáng)化核心競(jìng)爭(zhēng)力。調(diào)整品牌戰(zhàn)略，使之與國(guó)際、國(guó)內(nèi)市場(chǎng)的需求相適應(yīng)。發(fā)展雅戈?duì)栂盗校_(kāi)發(fā)新的品牌系列，逐步形成一個(gè)定位準(zhǔn)確、產(chǎn)品細(xì)化、能夠滿足不同的消費(fèi)群體需要的品牌系列。調(diào)整、提升國(guó)內(nèi)的營(yíng)銷(xiāo)網(wǎng)點(diǎn)，加強(qiáng)窗口商場(chǎng)和大型專(zhuān)賣(mài)店的布局、建設(shè)和管理。利用信息技術(shù)強(qiáng)化物流、資金流、信息流的管理，增強(qiáng)企業(yè)對(duì)市場(chǎng)的應(yīng)變能力。加強(qiáng)國(guó)際交流與合作。積極尋求與國(guó)際知名服裝企業(yè)的合作交流，推進(jìn)品牌國(guó)際化進(jìn)程。 討論題（評(píng)價(jià)該戰(zhàn)略表述）某公司的戰(zhàn)略陳述:充分利用國(guó)內(nèi)外畜禽業(yè)和農(nóng)業(yè)蓬勃發(fā)展的外部機(jī)會(huì)，依托公司多年以來(lái)在獸農(nóng)藥生產(chǎn)領(lǐng)域所形成的技術(shù)和市場(chǎng)

8、優(yōu)勢(shì)，以產(chǎn)品經(jīng)營(yíng)夯實(shí)產(chǎn)業(yè)基礎(chǔ)，以資本經(jīng)營(yíng)擴(kuò)張產(chǎn)業(yè)規(guī)模，積極拓展海內(nèi)外市場(chǎng)，將公司建設(shè)成為國(guó)內(nèi)規(guī)模最大、實(shí)力最強(qiáng)的高科技獸藥生產(chǎn)企業(yè)和國(guó)內(nèi)一流的農(nóng)藥生產(chǎn)基地。Definition of Strategy企業(yè)戰(zhàn)略的現(xiàn)實(shí)表述要素：時(shí)間：從*年-*年；途徑：業(yè)務(wù)定位和組合；企業(yè)愿景或使命；目標(biāo)（長(zhǎng)期目標(biāo)：領(lǐng)導(dǎo)任期）：定性：含有強(qiáng)烈的價(jià)值觀（產(chǎn)業(yè)報(bào)國(guó)、民族振興等）和企業(yè)成長(zhǎng)意識(shí)的非財(cái)務(wù)指標(biāo)定量：市場(chǎng)占有率、產(chǎn)值、銷(xiāo)售額、利潤(rùn)等財(cái)務(wù)指標(biāo)Dimensions of corporate strategic statement:Horizontal ( at least five years);Approach

9、: business positioning and business portfolio;Business vision and mission;Long-term objectives:4.1 Qualitative measurements4.2 Quantitative measurementsQuestion:whats the relationship between strategy and plan?Definition of Strategy戰(zhàn)略（形神兼?zhèn)洌?qiáng)調(diào)愿景、價(jià)值觀；注重從未來(lái)看現(xiàn)在（managing the realities based on looking in

10、to the future;inside-out ）計(jì)劃（有形無(wú)神）強(qiáng)調(diào)目標(biāo)和步驟；注重從現(xiàn)在看未來(lái)（ thinking the future based on current situations;outside-in）Definition of Strategy戰(zhàn)略計(jì)劃關(guān)注點(diǎn)競(jìng)爭(zhēng)規(guī)則目前狀態(tài)制定過(guò)程高中低管理層之間的關(guān)系同心理狀態(tài)對(duì)待風(fēng)險(xiǎn)的態(tài)度同反映內(nèi)容組織利益最大化利益折中推動(dòng)力經(jīng)營(yíng)理念和戰(zhàn)略意圖資源Definition of Strategy 戰(zhàn)略計(jì)劃（規(guī)劃）存在狀態(tài)后天（排除“愿景驅(qū)動(dòng)型”企業(yè)）先天核心要素愿景目標(biāo)分析路徑昨天 今天 未來(lái) 昨天 今天 未來(lái) 視野向外向內(nèi)Definit

11、ion of StrategyDefinition of Strategy究竟用哪個(gè)名詞？戰(zhàn)略經(jīng)營(yíng)戰(zhàn)略規(guī)劃計(jì)劃發(fā)展戰(zhàn)略Definition of Strategy1戰(zhàn)略管理是否是管理規(guī)范的大型企業(yè)的專(zhuān)利？中小企業(yè)存在戰(zhàn)略管理嗎？2larger and well-established firms and SMEs;Think globally, do locally.The kind of strategy (level)Corporate-level strategyFunctional-level strategyCompetitive-level strategyDefinition o

12、f StrategyCorporate-level strategyCompetitive-level strategyFunctional-level strategyDefinition of StrategyDefinition of Strategy現(xiàn)實(shí)中有些企業(yè)，對(duì)企業(yè)戰(zhàn)略趨之若騖，喜歡在一些名詞后面加上“戰(zhàn)略”二字，如人才戰(zhàn)略、廣告戰(zhàn)略、營(yíng)銷(xiāo)戰(zhàn)略，等等。如何冷靜地看待這些熱點(diǎn)現(xiàn)象？企業(yè)是否都同時(shí)具備這三種戰(zhàn)略呢？如果具備，需要哪些條件？如果不具備，那是怎樣的表現(xiàn)形式？原因何在？Stages of Strategic ManagementProcess view of Strateg

13、ic ManagementStrategic formulation includes developing a vision and mission; SWOT ; establishing long-term objectives; generating alternative strategies; choosing particular strategies to pursueThe differences with strategic formationStrategic implementation includes organizational design and resour

14、ces allocation Characteristic: integration; the most difficult stage Strategic evaluation: reviewing, measuring, correctingThree fundamental activities: corporate, division or stra-tegic business unit, functionalStages of Strategic Managementstrategic formulationstrategic implementationstrategic eva

15、luationThe strategic management modelThe strategic process is dynamic and continuousComplexity in practiceSome factors affecting this models formality:Scale and history;Environment;Business scope.Case: Intel SLRP: Strategic Long-range Planning , (1987)The strategic management modelThe strategic mana

16、gement process is not cleanly divided and neatly performed in practice as the strategic management model suggests.Application of the strategic management process is typically more formal in larger and well-established organizations.Integrating Intuition and Analysis To deal with condition of uncerta

17、intyEnvironmental uncertainty: dynamic, complex, unpredictableMintzberg & Waters(1985): Types of strategy: planned, entrepreneurial, ideological, umbrella, process, unconnected, consensus, imposedThe fundamental difference between deliberate and emergent strategy is the former focuses on direction a

18、nd controlget desired things done the latter opens up this processNotion of “strategic learning”.Strategy formation walks on two feet. That is to say, strategic formulation is based on integrating intuition and analysis.Integrating Intuition and AnalysisQuestion: Intuition Inspiration Imagination撞大運(yùn)

19、(serendipity)與戰(zhàn)略偶然性和必然性Integrating Intuition and Analysis材料1：20世紀(jì)60年代，3M公司正在生產(chǎn)和銷(xiāo)售用作空調(diào)冷卻液的碳氟化合物。有一次，一位研究人員一不小心把這種把這種化合物弄臟了鞋子，后來(lái)她又將咖啡灑到鞋子上，令她吃驚的是咖啡在鞋面上形成小水珠后滑了下去，沒(méi)有像往常那樣玷污鞋面。由此她想到，碳氟化合物可能有助于保護(hù)織物不受玷污，這就是Scotch Guard的來(lái)歷，這個(gè)產(chǎn)品曾經(jīng)成為3M公司最賺錢(qián)的產(chǎn)品，并把3M公司帶入織物保護(hù)行業(yè)。材料2： 1959年，一批本田公司的經(jīng)理來(lái)到美國(guó)洛杉磯，其目標(biāo)是銷(xiāo)售排氣量為250cc和350cc的

20、摩托車(chē)，而不是風(fēng)靡日本的50cc摩托車(chē)，因?yàn)樗麄冋J(rèn)為美國(guó)市場(chǎng)的產(chǎn)品普遍比日本市場(chǎng)的體型更大、更加豪華。但是，最終的事實(shí)是美國(guó)市場(chǎng)更加青睞50cc摩托車(chē)。材料3：曾經(jīng)的中央電視臺(tái)黃金時(shí)間段廣告播放的“標(biāo)王”：山東秦池（姬長(zhǎng)孔：1995年，我們每天向中央電視臺(tái)開(kāi)進(jìn)一輛桑塔納，開(kāi)出的是一輛豪華奧迪；今年（指1996年），我們每天要開(kāi)進(jìn)一輛豪華奔馳，爭(zhēng)取開(kāi)出一輛加長(zhǎng)林肯（投標(biāo)金額是3.2億）：廣東愛(ài)多VCDIntegrating Intuition and Analysis比爾蓋茨的幸運(yùn)突變把微軟公司帶入軟件產(chǎn)業(yè)領(lǐng)導(dǎo)地位的產(chǎn)品是MS-DOS，它是IBM電腦和IBM兼容機(jī)的操作系統(tǒng)。然而DOS軟件最初不

21、是微軟開(kāi)發(fā)的，它的開(kāi)發(fā)商是西雅圖電腦公司（Seattle Computer），那時(shí)的名字叫Q-DOS（代表快速而粗糙的操作系統(tǒng)）。當(dāng)時(shí)IBM正著手尋找一種操作系統(tǒng)來(lái)支持最初的PC電腦，其中包括微軟公司。蓋茨當(dāng)時(shí)已經(jīng)是西雅圖計(jì)算機(jī)界的圈內(nèi)人，他知道西雅圖電腦公司的DOS軟件和IBM的購(gòu)買(mǎi)計(jì)劃后，立刻采取行動(dòng)：向他的父親借款5萬(wàn)美元。然后向西雅圖電腦公司提出購(gòu)買(mǎi)Q-DOS的意向，該公司恰好缺少現(xiàn)金，很快同意了這樁交易。蓋茨把這套系統(tǒng)改名為MS-DOS，進(jìn)行了一些修改，將其授權(quán)給IBM公司使用。此后的一切，用他們的話來(lái)說(shuō)，就是歷史本身了。蓋茨是幸運(yùn)兒?jiǎn)?？在微軟日后的發(fā)展中，他一直如此幸運(yùn)嗎？Inte

22、grating Intuition and Analysis工作越努力，運(yùn)氣就越好Adapting to changeThe strategic management process is dynamic.Itami(1992): dynamic strategic fitPorter(1996): selection and transformationStrategic changeCompetitive advantageDefinition: anything that a firm does especially well compared to rival firms.IO and

23、 RBVTwo effective measures:Firstly, continually adapting to changes;Secondly, capitalize changes in external trends and events and internal capabilities, competencies, and resources.Key terms in strategic managementStrategistDefinition of strategist (perspective of authorities): they are individuals

24、 who are most responsible for the success or failure of organization.Perspective of capabilities: strategic thinking and strategic implementationArtful exploiter.Key terms in strategic managementKey terms in strategic managementAre you a strategist or just a manager? Written by H. H. Hinterhuber & W

25、olfgang Popp,HBR,1992,1. Q 1: Do I have an entrepreneurial vision? Q 2: Do I have a corporate philosophy ? Q 3: Do I have competitive advantage? Q 4: Do my employees use their ability to act freely in the interest of the company? Q 5: Have I built an organization that implements my vision? Q 6: Are

26、the line managers involved in strategic planning? Q 7: Is the corporate culture in harmony with the strategy? Q 8: Do I point out directions and take new approaches Q 9: Have I been lucky in my life so far? Q10: Do I make a contribution to the development of society?M. Hitt, et al.(2001): strategic

27、entrepreneurship大前研一：企業(yè)家的戰(zhàn)略頭腦（The Mind of Strategist）項(xiàng)保華：SM商數(shù)測(cè)試（鏈接），供學(xué)員自我測(cè)驗(yàn)。Strategist 從相關(guān)的調(diào)查數(shù)據(jù)中可以發(fā)現(xiàn)，企業(yè)經(jīng)營(yíng)者對(duì)自己決策能力的自信，存在著高估的可能性。調(diào)查顯示，大多數(shù)企業(yè)經(jīng)營(yíng)者的決策能力需要提升。在現(xiàn)實(shí)中，經(jīng)常有企業(yè)家因?yàn)闆Q策失誤而事業(yè)失敗。2002年的調(diào)查中，對(duì)于“企業(yè)經(jīng)營(yíng)者最容易出現(xiàn)的問(wèn)題”，57.7%的人選擇“決策失誤”。有關(guān)研究表明，決策失誤是中國(guó)企業(yè)家最容易犯的錯(cuò)誤之一。在改革初期，企業(yè)經(jīng)營(yíng)者的決策方式大多屬于粗放型，但是，隨著市場(chǎng)越來(lái)越復(fù)雜，競(jìng)爭(zhēng)越來(lái)越激烈，很多企業(yè)的決策形式需要

28、變革。2007 年的調(diào)查顯示，對(duì)于“目前企業(yè)家最需要提升的方面”，“決策能力”排在第1 位。這表明企業(yè)經(jīng)營(yíng)者對(duì)提高決策能力有一定的緊迫感。 調(diào)查還顯示，我國(guó)多數(shù)企業(yè)對(duì)于制定企業(yè)長(zhǎng)遠(yuǎn)的發(fā)展戰(zhàn)略，包括創(chuàng)新戰(zhàn)略重視不夠。2004 年的調(diào)查中了解了企業(yè)是否有成文的企業(yè)戰(zhàn)略發(fā)展規(guī)劃，結(jié)果顯示，沒(méi)有戰(zhàn)略規(guī)劃的占6.4%，有1 年以?xún)?nèi)計(jì)劃的占15%，3 年以?xún)?nèi)規(guī)劃的占35.1%，5 年以?xún)?nèi)規(guī)劃的占30.4%，10 年以?xún)?nèi)規(guī)劃的占9.3%，10 年以上規(guī)劃的占3.8%。這表明，超過(guò)半數(shù)的企業(yè)只有三年以?xún)?nèi)的規(guī)劃。Strategist舉出具體的中外企業(yè)家的典型案例國(guó)外：松下幸之助國(guó)內(nèi)：柳傳志、張瑞敏浙商：魯冠球、

29、馬云StrategistStrategistCSO (Chief Strategy Officer)如果某企業(yè)沒(méi)有設(shè)置戰(zhàn)略管理部或者CSO職位，那么是否可以說(shuō)這家企業(yè)沒(méi)有戰(zhàn)略管理活動(dòng)？為什么？Vision and mission statementsVision statement: what do we want to become?Mission statement: what is our business?Collins and Porras(1996): HBRKey terms in strategic management External opportunities and t

30、hreats: OT Internal strengths and weakness: SWLong-term objectives (goals)Strategies Annual objectivesPolicies Benefits of Strategic ManagementBenefits: strategic management allows organization to be more proactive than reactive in shaping its own future.Strategic management provide the opportunity

31、of empowering individuals to decentralize the strategic management process.Communication is a key to successful strategic management.Decentralizing (empower) the strategic management process( Gary Hamel: Strategy as evolutionary.HBR,1996)Financial benefits and its relationship with firm growth.Nonfi

32、nancial benefits.重視戰(zhàn)略的企業(yè)績(jī)效一定優(yōu)于不重視戰(zhàn)略的企業(yè)嗎？Why some firms do no strategic planningPoor reward structuresFire-fighting (crisis management)Waster of timeToo expensiveLazinessContent with success: path-dependence ; lock inFear of failureOverconfidencePrior bad experienceSelf-interestFear of the unknownHon

33、est difference of opinionSuspicionWhy some firms do no strategic planning中國(guó)企業(yè)戰(zhàn)略管理的現(xiàn)狀一、真正執(zhí)行戰(zhàn)略管理的前提二、中國(guó)企業(yè)戰(zhàn)略管理的誤區(qū)1、重視戰(zhàn)術(shù)運(yùn)用 忽視戰(zhàn)略研究2、沒(méi)有遠(yuǎn)期規(guī)劃 追逐短期利益3、脫離外部環(huán)境 戰(zhàn)略不切實(shí)際4、自我認(rèn)識(shí)不足 目標(biāo)欲速不達(dá)5、盲目多元經(jīng)營(yíng) 喪失核心能力6、規(guī)模擴(kuò)張沖動(dòng) 管理工作滯后7、孤立看待戰(zhàn)略 忽視組織配套8、戰(zhàn)略實(shí)施到位 企業(yè)文化滯后9、戰(zhàn)略實(shí)施僵化 缺乏動(dòng)態(tài)調(diào)整10、力求戰(zhàn)略創(chuàng)新 創(chuàng)新脫離市場(chǎng)Pitfalls in strategic management(p17)Co

34、mmunication is insufficientKey employees are exclusive in strategic management.Change climate is weak.Flexibility and creativity are stifled.Guidelines for effective strategic managementSelf-reflective learning process is critical. Therefore, a key role of strategist is to facilitate continuous organizational learning and change.Open-mindedness.Trade-off: long-range vs. short-range consideration.Business ethics a