最新管理學(xué)課件完美版英文版-8

1EssentialsofManagementHaroldKoontzHeinzWeihrich8rd

ed.AnInternationalPerspectiveSurreyInternationalInstitute,DUFEZhenhuaLIU1EssentialsofManagementHarol2Chapter5SurreyInternationalInstitute,DUFEZhenhuaLIU2012.05Strategies,Policies,andPlanningPremises2Chapter5SurreyInternationalmgtppt@126.com

PW:7654321最新管理學(xué)課件完美版英文版-84CHAPTEROBJECTIVESThemission,strategies,andpolicies.Thestrategicplanningprocess.TheTOWSMatrixandthebusinessportfoliomatrix.Somemajorkindsofstrategies/policiesandthehierarchyofstrategies.Porter'sgenericstrategies.Thenatureofpremisesandforecasts.CHAPTEROBJECTIVES4CHAPTEROBJECTIVESThemissioDefinitionofStrategyandPoliciesStrategyisthedeterminationofthemission(orthefundamentalpurpose)andthebasiclong-termobjectivesofanenterprise,andtheadoptionofcoursesofactionandallocationofresourcesnecessarytoachievetheseaims.Policiesaregeneralstatementsorunderstandingsthatguidemanagers'thinkingindecisionmaking.DefinitionofStrategyandPolFig.5-1TheStrategicPlanningProcessFig.5-1TheStrategicPlanninTheStrategicPlanningProcess

(Figure5-1)InputstotheorganizationIndustryanalysisEnterpriseprofileOrientation,values,andvisionMission(purpose),majorobjectives,andstrategicintentPresentandfutureexternalenvironmentInternalenvironmentTheStrategicPlanningProcessTheStrategicPlanningProcess–cont.DevelopmentofalternativestrategiesEvaluationandchoiceofstrategiesMedium-andshort-rangeplanningImplementationthroughreengineering,staffing,leadership,andcontrolConsistencytestingandcontingencyplanningTheStrategicPlanningProcessMission,Objectives,andStrategicIntentMissionrelatestothekindofbusiness.Objectivesaretheendpointsforactivities.

Strategicintentisthecommitmenttowininthecompetitiveenvironment.

Mission,Objectives,andStratDefinitionoftheTOWSMatrixTheTOWSMatrixisaconceptualframeworkforasystematicanalysisthatfacilitatesmatchingtheexternalthreatsandopportunitieswiththeinternalweaknessesandstrengthsoftheorganization.

DefinitionoftheTOWSMatrixTFig.5-2TOWSMatrixforStrategyFormulationFig.5-2TOWSMatrixforStratTOWSMatrix:4AlternativeStrategiesSOstrategy: Maxi–MaxiWOstrategy: Mini–MaxiSTstrategy: Maxi–MiniWTstrategy: Mini–MiniTOWSMatrix:4AlternativeStrFig.5-3DynamicsoftheTOWSMatrixFig.5-3DynamicsoftheTOWS14SWOTAnalysis:EvaluatingBusinessUnitOpportunitiesSWOTanalysisStrengths,weaknesses,opportunities,andthreatsConsiderallissuessystematicallyFirst:lookintobusinessunitIdentifystrengthsandweaknessesThen:reviewoperatingenvironmentIdentifyopportunitiesandthreatspresentedTakeadvantageofopportunitiesBuildonstrengthsAvoidthreatsCompensateforweaknesses14SWOTAnalysis:EvaluatingBuE-Business,EighthEdition15E-Business,EighthEdition15Dell:“由于批發(fā)商的高價與用戶得到服務(wù)有差距，這給我做直銷創(chuàng)造了機會?！贬槍鹘y(tǒng)銷售組織的不足之處，戴爾開始發(fā)自己的事業(yè)：把電腦直接銷售到使用者手上，去除零售商的利潤剝削，把這些省下來的錢回饋給消費者，從而改進電腦的銷售過程。

理念非常簡單：按照客戶要求制造計算機，并向客戶直接發(fā)貨，使戴爾公司能夠最有效和明確地了解客戶需求，繼而迅速做出回應(yīng)。

DellOnlineDell:“由于批發(fā)商的高價與用戶得到服務(wù)有差距，這戴爾，究竟代表了什么，或者說能夠給我們提供什么？戴爾不但提供面向客戶和面向企業(yè)的硬件產(chǎn)品，同時還提供相應(yīng)的技術(shù)服務(wù)，IT解決方案，其中包括虛擬化,智能數(shù)據(jù)管理,成本控制等服務(wù).涵蓋多個方面,涉及制造,電子商務(wù),視頻流媒體,金融證券投資等行業(yè)的解決方案。DellOnline戴爾，究竟代表了什么，或者說能夠給我們提供什么？DellODellComputer供應(yīng)商物流合作伙伴Internet制造合作伙伴InternetInternet顧客利用Web查詢信息，提出要求或確定定單DellOnline在Texas組裝美國PC；在Ireland組裝歐洲PC；在Malaysia和中國組裝亞洲PC。UPSCPU：intel;硬盤：maxtor主板：SelectionDellComputer供應(yīng)商物流合作伙伴InternetSWOT?DellOnlineSWOT?DellOnlineE-Business,EighthEdition20E-Business,EighthEdition20ApplicationoftheTOWSMatrixforMergers,Acquisitions,JointVentures,andAlliancesDevelopaTOWSMatrixforbothcompaniesbeforethemerger,etc.DevelopaTOWSMatrixofthejointcompanyafterthemerger,etc.SeeIllustrationofDaimlerChryslermergerintheclosingsectionofPart2ApplicationoftheTOWSMatrixBlueOceanStrategybyKim&MauborgneandTOWSMatrixbyWeihrichExploreopportunitiesinuncontestedmarkets(OpportunitiesintheTOWSMatrix)Example:SouthwestAirlineBeawareofcompetitioninredoceanmarkets(bloodycompetition).Example,today’spersonalcomputersValueinnovation:totalcompanycommitmenttocreatevalueforthecustomerBlueoceanstrategyandtheTOWSMatrix(SOorWOstrategiesinuncontestedmarkets)BlueOceanStrategybyKim&MFig.5-4BusinessPortfolioMatrixFig.5-4BusinessPortfolioMaBusinessPortfolioMatrixTwodimensionsRelativecompetitiveposition(marketshare)BusinessgrowthrateFourpositionsQuestionmarksStarsCashcowsDogsBusinessPortfolioMatrixTwodMajorKindsofStrategiesandPoliciesProductsorServicesWhataresomeofthekeyquestionstoask?MarketingWhataresomeofthekeyquestionstoask?MajorKindsofStrategiesandHierarchyofCompanyStrategiesThecorporate-levelstrategy.Executivescrafttheoverallstrategyforadiversifiedcompany.Businessstrategiesaredevelopedusuallybythegeneralmanagerofabusinessunit.Functionalstrategies.Theaimistosupportthebusinessandcorporatestrategies.HierarchyofCompanyStrategieFiveForcesinIndustryAnalysisThecompetitionamongcompaniesThethreatofnewcompaniesenteringthemarketThepossibilityofusingsubstituteproductsorservicesThebargainingpowerofsuppliersThebargainingpowerofthebuyersorcustomersFiveForcesinIndustryAnalysPorter’sGenericStrategiesOverallCostLeadershipStrategyDifferentiationStrategyFocusedStrategy(lowcostordifferentiation)Porter’sGenericStrategiesOvePremisingandForecastingPlanningpremisesaretheanticipatedenvironmentsinwhichplansareexpectedtooperate.EnvironmentalForecastingValuesandareasofforecastingForecastingwiththeDelphitechniqueWhatarethetypicalstepsofthetechnique?PremisingandForecastingPlannKEYIDEASANDCONCEPTSFORREVIEWStrategyPolicyTacticsKeyelementsinthestrategicplanningprocessTOWSMatrixbyWeihrichTOWSMergerMatrixBlueoceanstrategyPortfoliomatrixbytheBostonConsultingGroupMajorkindsofstrategiesHierarchyofstrategiesPorter’sgenericstrategiesPlanningpremisesEnvironmentalforecastingDelphitechniqueKEYIDEASANDCONCEPTSFORREV31EssentialsofManagementHaroldKoontzHeinzWeihrich8rd

ed.AnInternationalPerspectiveSurreyInternationalInstitute,DUFEZhenhuaLIU1EssentialsofManagementHarol32Chapter5SurreyInternationalInstitute,DUFEZhenhuaLIU2012.05Strategies,Policies,andPlanningPremises2Chapter5SurreyInternationalmgtppt@126.com

PW:7654321最新管理學(xué)課件完美版英文版-834CHAPTEROBJECTIVESThemission,strategies,andpolicies.Thestrategicplanningprocess.TheTOWSMatrixandthebusinessportfoliomatrix.Somemajorkindsofstrategies/policiesandthehierarchyofstrategies.Porter'sgenericstrategies.Thenatureofpremisesandforecasts.CHAPTEROBJECTIVES4CHAPTEROBJECTIVESThemissioDefinitionofStrategyandPoliciesStrategyisthedeterminationofthemission(orthefundamentalpurpose)andthebasiclong-termobjectivesofanenterprise,andtheadoptionofcoursesofactionandallocationofresourcesnecessarytoachievetheseaims.Policiesaregeneralstatementsorunderstandingsthatguidemanagers'thinkingindecisionmaking.DefinitionofStrategyandPolFig.5-1TheStrategicPlanningProcessFig.5-1TheStrategicPlanninTheStrategicPlanningProcess

(Figure5-1)InputstotheorganizationIndustryanalysisEnterpriseprofileOrientation,values,andvisionMission(purpose),majorobjectives,andstrategicintentPresentandfutureexternalenvironmentInternalenvironmentTheStrategicPlanningProcessTheStrategicPlanningProcess–cont.DevelopmentofalternativestrategiesEvaluationandchoiceofstrategiesMedium-andshort-rangeplanningImplementationthroughreengineering,staffing,leadership,andcontrolConsistencytestingandcontingencyplanningTheStrategicPlanningProcessMission,Objectives,andStrategicIntentMissionrelatestothekindofbusiness.Objectivesaretheendpointsforactivities.

Strategicintentisthecommitmenttowininthecompetitiveenvironment.

Mission,Objectives,andStratDefinitionoftheTOWSMatrixTheTOWSMatrixisaconceptualframeworkforasystematicanalysisthatfacilitatesmatchingtheexternalthreatsandopportunitieswiththeinternalweaknessesandstrengthsoftheorganization.

DefinitionoftheTOWSMatrixTFig.5-2TOWSMatrixforStrategyFormulationFig.5-2TOWSMatrixforStratTOWSMatrix:4AlternativeStrategiesSOstrategy: Maxi–MaxiWOstrategy: Mini–MaxiSTstrategy: Maxi–MiniWTstrategy: Mini–MiniTOWSMatrix:4AlternativeStrFig.5-3DynamicsoftheTOWSMatrixFig.5-3DynamicsoftheTOWS44SWOTAnalysis:EvaluatingBusinessUnitOpportunitiesSWOTanalysisStrengths,weaknesses,opportunities,andthreatsConsiderallissuessystematicallyFirst:lookintobusinessunitIdentifystrengthsandweaknessesThen:reviewoperatingenvironmentIdentifyopportunitiesandthreatspresentedTakeadvantageofopportunitiesBuildonstrengthsAvoidthreatsCompensateforweaknesses14SWOTAnalysis:EvaluatingBuE-Business,EighthEdition45E-Business,EighthEdition15Dell:“由于批發(fā)商的高價與用戶得到服務(wù)有差距，這給我做直銷創(chuàng)造了機會?！贬槍鹘y(tǒng)銷售組織的不足之處，戴爾開始發(fā)自己的事業(yè)：把電腦直接銷售到使用者手上，去除零售商的利潤剝削，把這些省下來的錢回饋給消費者，從而改進電腦的銷售過程。

理念非常簡單：按照客戶要求制造計算機，并向客戶直接發(fā)貨，使戴爾公司能夠最有效和明確地了解客戶需求，繼而迅速做出回應(yīng)。

DellOnlineDell:“由于批發(fā)商的高價與用戶得到服務(wù)有差距，這戴爾，究竟代表了什么，或者說能夠給我們提供什么？戴爾不但提供面向客戶和面向企業(yè)的硬件產(chǎn)品，同時還提供相應(yīng)的技術(shù)服務(wù)，IT解決方案，其中包括虛擬化,智能數(shù)據(jù)管理,成本控制等服務(wù).涵蓋多個方面,涉及制造,電子商務(wù),視頻流媒體,金融證券投資等行業(yè)的解決方案。DellOnline戴爾，究竟代表了什么，或者說能夠給我們提供什么？DellODellComputer供應(yīng)商物流合作伙伴Internet制造合作伙伴InternetInternet顧客利用Web查詢信息，提出要求或確定定單DellOnline在Texas組裝美國PC；在Ireland組裝歐洲PC；在Malaysia和中國組裝亞洲PC。UPSCPU：intel;硬盤：maxtor主板：SelectionDellComputer供應(yīng)商物流合作伙伴InternetSWOT?DellOnlineSWOT?DellOnlineE-Business,EighthEdition50E-Business,EighthEdition20ApplicationoftheTOWSMatrixforMergers,Acquisitions,JointVentures,andAlliancesDevelopaTOWSMatrixforbothcompaniesbeforethemerger,etc.DevelopaTOWSMatrixofthejointcompanyafterthemerger,etc.SeeIllustrationofDaimlerChryslermergerintheclosingsectionofPart2ApplicationoftheTOWSMatrixBlueOceanStrategybyKim&MauborgneandTOWSMatrixbyWeihrichExploreopportunitiesinuncontestedmarkets(OpportunitiesintheTOWSMatrix)Example:SouthwestAirlineBeawareofcompetitioninredoceanmarkets(bloodycompetition).Example,today’spersonalcomputersValueinnovation:totalcompanycommitmenttocreatevalueforthecustomerBlueoceanstrategyandtheTOWSMatrix(SOorWOstrategiesinuncontestedmarkets)BlueOceanStrategybyKim&MFig.5-4BusinessPortfolioMatrixFig.5-4BusinessPortfolioMaBusinessPortfolioMatrixTwodimensionsRelativecompetitiveposition(marketshare)BusinessgrowthrateFourpositionsQuestionmarksStarsCashcowsDogsBusinessPortfolioMatrixTwodMajorKindsofStrategiesandPoliciesProductsorServicesWhataresomeofthekeyquestionstoask?MarketingWhataresomeofthekeyquestionstoask?MajorKindsofStrategiesandHierarchyofCompanyStrategiesThecorporate-levelstrategy.Executivescrafttheoverallstrategyforadiversifiedcompany.Businessstrategiesaredevel