企業(yè)戰(zhàn)略管理的理論與方法

1、企業(yè)戰(zhàn)略治理的理論和方法Theories and Methodologies in Strategic Management Chapter 1 Introduction of Strategic Management Outline of this chapter1. Definition of strategic management (SM).2. Some key trems uesed in SM 3. Model of SM.4. Aims of SM.5. Functions and benefits of SM6. Reasons for not doing SM.7. Gui

2、ldlines or principles for an effective SM.8. Methodologies of SM9. Abilities learned and practiced in SM. 1.1 definition of SM( or SMP). Strategic management process is the full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above average

3、 returns. And more specifically, SM can be defined as an art and science of formulating, implementing and evaluating overall decisions that enable an business organization (BO) to achieve its long term objectives.1.2 some key terms often used in SMA. strategists: CEO, president（總裁）, chair of the boa

4、rd（董事長）, executive director（執(zhí)行董事）, or entrepreneur（企業(yè)家）, who are responsible for making strategic decision and who will also take most responsibility for failure and success of a BO. B. mission（使命）and vision（愿景）. a. Mission : which identify the business scope for a BO. b. Vision : which set the ulti

5、mate objectives and prospects for a BO. C. long term objective: refers to specific results, which a BO *strives to achieve within a period longer than one year.D. annual objective (*manage)E. Strategy: refers to the means which is used by a BO to achieve its long term objectives. e.g focus（專業(yè)化）, acq

6、uisition（收購）, diversification（多元化）, retrenchment（收縮）.F. policy: refers to the means which is used by a BO to guide its day to day operation, e.g compensation policy, motivation policy, business rules, cost control regulation, customer service policy, ect. The policy often reflect the business ethics

7、 and values of a BO and its top management.1.3 model of SMSteps 1: strategic analysis,which can be further divided into following steps:external analysis, internal analysis. Step 2: strategy formulation, which can be further divided into following steps:strategic position i.e developing vision and m

8、ission for a business organization,and strategy selection, which mainly focus on selecting proper strategies to achieve the long term objective of a BO.Steps 3:strategy implementation,which can be further divided into following steps :establishing objectives,managing to achieve objectives.Steps 4: s

9、trategy evaluation, which can be further divided intio following steps:evaluating strategy,adjusting strategy. 1.4 aim of SM When we conduct SM, all of SM activities should be aimed at long term benefits rather than short term interests, and theories and methods used in SM are also developed and pra

10、cticed on the basis of long term objectives . Therefore, in the long run, the aim of SM as well as the whole BO is to provide customer satisfaction and constantly compete to be the best among many other competitors. So the fundamental business ethics is the altruim. 1.5 functions and benefits of SM

11、The major function or benefit of SM is to provide a clear direction and paths for the future development of a BO. 1.6 why some BOs do not conduct SM.a. firefighting managementb. waste of timec. too expensived. fear of failuree. overconfident1.7 GUIDELINE OF SMA. Forward thinking. B. Fullsight thinki

12、ng. C. Trend thinking. D. Rational thinking. E. Path thinking.1.8 methodology used in SMA. the first methodology is binary analysis or dialectics, which analyse two sides of the issue and try to make comprehensive conclusion of the targeted issue. Some typical binary analysis include external and in

13、ternal analysis, SW, OT, gain or loss, ect. B. The second one is gain or loss, or benefit or harm analysis, which list and evaluate the major benefits and losses of certain actions and thereby make a final decision. C. The third one is objective orientation.Which means in SM, we always put objective

14、 as the top priority, and make strategic decisions in accordance with the objective. So before we take any action, it is important to make clear what is your purpose and what is your final goal of taking this action. D. The fourth one is the result or effect orientation, which means we evaluate the

15、effectiveness of a certain strategy according to its final results or its actual effects it has produced. E. The fifth one is systematic plan or comprehensive management, which means in SM, we should see a BO as a whole system, each department or division has its independent functions and duties, an

16、d each department is also an indispensible part of the wholeorganization, and they are all committed to the same mission of the whole organization, and this kind of relationship between different department is called strategic partner. The other meanning of systematic plan is that each separate step

17、s of business management are related to each other, and we should make the first step conducive and productive to the second step. 1.9 ABILITIES NEEDED TO CONDUCTING EFFECTIVE SM Conducting effective SM, a strategist will need to have several essential abilities, which include:A. Ability of foresigh

18、tful and insightful analysis, which is needed to conduct an effctive strategic analysis.B. Ability of making a decisive judgement, which is needed when making strategic selection.C. Ability of comprehesive planning, which is needed when formulating a strategic plan. D. Ability of thougthful practici

19、ng, which is needed when implementing the strategy.E. Ability of flexibility and adaptiveness, which is needed when facing a constantly changing enviornment in which a business organization may frequently encounter. Chapter 2 external analysis in strategic analysisObjectives:A.describe a framework o

20、f external analysis.B. identify key factors in EAC. outline a general process of analysing each of the key factor . D. make a preliminary conclusion of EA 2.1 Introduction of EA2.1.1 a general definition of strategic analysis In SM, SA refers to a systematic and comprehensive analysis on the externa

21、l and internal factors, which will affect business operation of a BO. So SA include two parts of analysis, one is EA, and the other is IA. 2.1.2 the aim or function of SA Before making strategic decisions for a BO, srategist should carefully analyzing some essential factors that will affect the effe

22、ctiveness of these decisions. As an old Chinese saying said: without knowing your enemy and yourself, you can never win a war. The first strategic decision needed to be made for a BO is the mission and vision, which identify the main business scope and long term goals for a BO. Before making this de

23、cisions, strategists should know the long term profitibility of the selected business. Basically, the long term profitibility of an business are mainly determined by two factors. One is the average profitibility of the whole industry, and the other one is the earning capacity of the individual BO. T

24、herefore SA mainly focus on analyzing these two factors, among them, EA focus on industry analysis, and IA focus on enterprise analysis.2.1.3 methods used in EA Besides some basic principles in SM, we will also study some methodologies used in SM. In EA, there are some basic methods, which we will i

25、llustrate in detail in our later discussion. Here we will make a brief introduction about some of these methods.The first method is the method of key factors. This method is used in selecting factors, which will affect the long term profitibility of a certain industry. Since there are so many factor

26、s which can affect the profitibility of an industry, that we can put all of these factors into our consideration. What we can do is to select some key factors that have significant affact on the profitibility of an industry. In Chinese philosophy, this method is called catching the major contradicti

27、ons and major aspects of the major contradiction. The other method is trend analysis. As we said before in chapter 1, prediction about future events can not be made so precisely as some economic reports. But we still can make a basic prediction that could tell us the general trend of future events.2

28、.1.4 the model of EA The model here refer to the framework used in the EA, which are different in different SM theory.2.1.5 Five force modelA. force from competitorsB. force from new entrantsC. force from substitute productsD. froce from buyersE. force from supplyers 2.1.6 outline of industry analys

29、isA. total demandB. total supplyC. competition situationD. supply chain situationE. other related factors2.2 analysis on general demand2.2.1 the theory of market mechanism: total supply and total demand decide market price, and market price affect total supply and total demand, and thus affect alloc

30、ation of resources in the market. 2.2.2 the aim of analysis on general demand From the basic theory of market mechanism, we can know that total demand is one of the two factors, which decide market price. In a market economy, all business activities are aimed to satisfy a certain kind of demand, and

31、 to some extent, the profitibility of a industry are largely determind by the total demand in this industry. By analysing the current total demand and the general trend in a relatively longer period, we can get a basic conclusion on the profitibility of an industry.2.2.3 some major indicators used t

32、o analysize general demandA. current total demand for a product = per captia consumption of a product * quantity of total population B. Future demand for a product = per captia demand for a product in future * total population in futureC. the annual growth rate of total demand = (future demand curre

33、nt) / growing years 2.2.4 basic conclusion on total demand: four stages in products life cycle A. introduction stage B. growth stage C. maturity stage D. decline stage A. Main characteristics of introduction stage: -high growth rate-high profit margin*stars B. Main characteristics of growing stage -

34、high growth rate-medium or low profit margin*cash cowsC. Main characteristics of stable stage:-medium or low growth rate-medium or low profit margin*dogsD. Main characteristics of decling stage:-negative growth rate-low profit margin*questions 2.3 Analysis on general supply2.3.1 aims of general supp

35、ly ananlysis from theory of market mechanism we have known that, in addition to general demand, general supply is another determinant factor which will affect market price. Actually, it is the relationship between total demand and total supply that finally determine the market price. Just because in

36、 most cases, general demand usually is the initial factor that will change the equillibrium price, we put it in the first place in our discussion. In this section, will turn our focus on total supply analysis, and discuss how it will affact market price and thus profitibility in a certain industry.2

37、.3.2 indicators used in general supply analysisA. overall capacity of general supply relative to general demand: reflect current capacity(1) undercapacity(2) duecapacity(3) overcapacity B. Barrier of entering an industry: reflect possible capacity increase in the future(1) Investment barrier(2) tech

38、onology barrier(3) policy barrierC. Barrier of leaving an industry: reflect possible capacity decrease in the future(1) special equipment(2) large volume of investmemt 2.3.3 basic conclusion on total supplyA. undersupply: relatively high prifit marginB. saturate: medium profit marginC. oversupply: l

39、ow profit margin2.4 analysis on competing situation2.4.1 the aim of competing situation analysis In a market economy, theoratically, there are four different kinds of competition situation, which include pure competion, monopolistic competion, oligopoly, and monopoly. Generally, in each of these dif

40、ferent competition situation, the profit margin of a BO is different, so the competition situation is an important external factor which has significant influence on the profitibility of a industry as a whole. The aim of competition analysis is to analyze the current competition situation in a certa

41、in industry, and thus make a preliminary assessment on the profitibility of a industry. 2.4.2 the major indicators used in competitive situation analysisA. the number of competitors in an industry.B. the market share of the leading competitors in this industry.2.4.3 basic conclusion on competiting a

42、nalysis A. pure competition: many competitors compete in a homogeneous product market, and no single competitor gain a notable market share.Conclusion: low profit margin B. monopolistic competition: many competitors compete in a heterogeneous product market with differentiated product features, and

43、no single competitor gain a dominant market share.Conclusion: relatively high profit margin.C. oligopoly: relatively fewer competitors compete in an identical product market or a differentiated product market, and each competitor has a remarkable market share.Conclusion: high profit marginD. monopol

44、y: only a single player in the market, or a single competitor has a dominant market share, say 80% or 90% of the total market share.Conclusion: controllable high profit margin. 2.5 analysis on supply chain2.5.1 the aim of supply chain analysis Besides the controllability in an industry that can grea

45、tly affect the profit margin of a BO, the supply chain before and after this BO will also play a role in the profit margin of this BO. These supply chain include suppliers which provide raw materials to the BO, and distributors which provide distribution channels to the BO. If the suppliers and the

46、distributors can provide their products or services at cheaper price to the BO, it can get a higher profit margin, otherwise it will have a lower profit margin. 2.5.2 indicators used in supply chain analysisA. monopolistic degree of supplier or distributor2.5.3 basic conclusion of supply chain analy

47、sisA. high monopolistic degree: low profit marginB. low monopolistic degree: medium or high profit margin 2.6 analysis on macroeconomy2.6.1 aims of macroeconomy analysis Besides those factors with the industry that will greatly affect the profitability of an industry, the factors outside the industr

48、y will also affect the profitability of the industry . Except those countercycle industry, in an expansion period, an industry generally get a high profit margin, and in a shrinking period, an industry generally has a low profit margin.2.6.2 indicators used in macroeconomy analysisA. economic growth

49、 rateB. inflation rate 2.6.3 basic conclusion on macroeconomy analysisA. high growth rate: high or medium profit marginB. low or nagetive growth rate:low profit margin Chapter 3 internal analysis3.1 introdution of internal analysis3.1.1 aims of internal analysis Although the general profitability in

50、 an industry has an influence on the profitability of a BO, we still can see a big difference on the profitability of different BOs in the same industry. As a matter of fact, it is the factors within a BO that finally determind the profitability. 3.1.2 key factors used in IA those factors which are

51、vitally important to the competitiveness of a BO, which include:A. resource factorsB. capability factorsC. organizational factors3.1.3 methods applied in IA-scarcity rating methodhigh scarcity: highly competitive, and high profitabilitylow scarcity: lowly competitive, and low profitability3.2 analys

52、is on resourse factors3.2.1 aims of resource analysis. The resources refer to the physical and nonphysical assets a BO possess or has actual controls. How much and how rare resources a BO own will greatly affect the earning capacity of a BO. 3.2.2 key factors applied in resources analysisA. physical

53、 resourceB. human resourceC. nonphysical resource3.2.3 scarcity on resource factors and preliminary conclusion of IA on resources factors:A. has no scarcity: low competitivenessB. has immitable scarcity: short term competitivenessC.has unimmitable or sustainable scarcity: long term competitiveness 3

54、.3 analysis on capabilities factors3.3.1 the aims of capabilities analysis The capabilities refer to any kinds of skill or capacity which a BO possess to make fully use of its various resources. Resources are only potential wealth, if they are not properly used. The capability to properly use the re

55、sources will greatly affact the value, which a certain kind of resource contribute to the profit of a BO. So the capabilities is another improtant fatctor which will greatly affect the profitability of a BO, and thus is needed carefully analysing. 3.3.2 Key factors in capability analysis. Different

56、industry and different market may repuire quite different capabilities to achive and maintian a highly profitable performance. In CA, analysts should first identify those key capabilities which are crucial to the success in market comptetition.In a typical manufaturing industry, thses capabilities m

57、ay include:A. R&D capabilityB. manufacturing capabilityC. marketing capabilityD. supplying capabilityE. distributing capabilityF. logistic capability3.3.3 the preliminary conclusion of CAA. has no a certain capability: disadvantagous competitiveness;B. has a certain capability,but with no scarcity:

58、average competitiveness.C. has a certain capability with immitable scarcity: short term advantageous competitiveness.D. Has a certain capability, with unimmitable scarcity: relatively long term competitive advantages.3.4 the analysis of organizational factors3.4.1 the aims of organizational analysis

59、 the organizational factors refer to the process and system by which a BO allocate and utilize its resources and capabilities. If a BO possess sufficient resources and excellent capabilities, but its does not have a efficient supporting system touse these resources and capabilites effectively, then

60、the overall performance will not be very good and thus the profit will not be very high. Actually, it is the organizational factors which will finally determind the efficiency of the use of resources and capabilities, and thus the earning capacity of a BO. The aim of OA is to assess the strength and