策略之定義課件

Chapter6StrategicManagementChapter6StrategicManagement1LearningObjectivesDefinestrategy策略之定義Explaintheroleofenvironmentalanalysisinstrategyformulation

解釋環(huán)境分析在策略規(guī)劃的角色Explainthestrategicplanningprocess

解釋策略規(guī)劃的過程Utilizestrategicplanningtools,suchastheproductlifecyclemodel,portfoliomatrix,andSWOTanalysis.

利用策略規(guī)劃工具，如產(chǎn)品生命週期模型、組合矩陣及SWOT分析Afterstudyingthischapter,youshouldbeableto:?2005PrenticeHallLearningObjectivesDefinestraLearningObjectivesDescribestrategyimplementationtoolssuchastheSevenSModel.

描述如SevenSModel的履行工具Describethedifferencesbetweenintendedandemergentstrategies.

描述預(yù)期和突發(fā)策略的相異性Afterstudyingthischapter,youshouldbeableto:?2005PrenticeHallLearningObjectivesDescribestCompetitiveAdvantageCompetitiveadvantage競爭性優(yōu)點(diǎn)Theabilityofafirmtowinconsistentlyoverthelongterminacompetitivesituation.

公司贏得長期競爭的能力Competitiveadvantageiscreatedthroughtheachievementoffivequalities

由五大品質(zhì)達(dá)成所形成的競爭性優(yōu)點(diǎn)Non-substitutability不可代換性Appropriability專屬性Superiority優(yōu)越性Inimitability不可模仿性Durability耐久性?2005PrenticeHallCompetitiveAdvantageCompetitiFiveQualitiesthatLeadtoCompetitiveAdvantageSuperiority優(yōu)越性Areyousignificantlybetterthanyourcompetitors?

是否優(yōu)於你的競爭者Atwhatthingsareyoubetter?

贏在何處Superiority?2005PrenticeHallFiveQualitiesthatLeadtoCoInimitabilityFiveQualitiesthatLeadtoCompetitiveAdvantageInimitability不可模仿性Managersmustcreatebarriersthatmakeithardforotherstocopytheirsuperiorityadvantages

管理者必須障礙來使他人不易複製其優(yōu)越性的優(yōu)點(diǎn)Culture文化Productdesign產(chǎn)品設(shè)計Marketingstrategy行銷策略Andothers其他項目Superiority?2005PrenticeHallInimitabilityFiveQualitiesthDurabilityFiveQualitiesthatLeadtoCompetitiveAdvantageDurability(longlasting)耐久性Legallyprotected法律保障Patents專利權(quán)Copyrights智慧財產(chǎn)權(quán)Brandnames品牌專利Well-established信譽(yù)保障Brandimage品牌形象Reputationforquality名聲的保證SuperiorityInimitability?2005PrenticeHallDurabilityFiveQualitiesthatFiveQualitiesthatLeadtoCompetitiveAdvantageNon-substitutability不可代換性Canthecustomer’sneedthatyoufulfillcanbemetbyalternativemeans?

你所滿足的顧客需求有其他方法替代嗎ErmationavailabilityontheInternet

百科全書vs.網(wǎng)路可取得的資訊Movietheaterentertainmentvs.concertbandentertainment

電影院vs.管樂團(tuán)SuperiorityInimitabilityDurabilityNon-substitutability?2005PrenticeHallFiveQualitiesthatLeadtoCoFiveQualitiesthatLeadtoCompetitiveAdvantageAppropriability不可代換性Canyouactuallycapturetheprofitsthatcanbemadeinthebusiness?

你可以在工作中確實獲得利潤嗎Supernormalreturns超常的利潤Profitsthatareabovetheaverageforacomparablesetoffirms

利潤會好過公司所給的平均值Primarilyafunctionofgreater?than?averagecost?pricemargins

基本作用的平均比比成本價格限度高

SuperiorityInimitabilityDurabilityNon-substitutabilityAppropriability?2005PrenticeHallFiveQualitiesthatLeadtoCoStrategicManagementProcess:

SettingDirectionStrategicmanagementprocessisaplanningprocessinwhichmanagers管理者在策略管理過程中的計劃過程為下Settheorganization'sgeneraldirectionandobjectives

設(shè)立組織的大方向及目標(biāo)Formulateaspecificstrategy

規(guī)劃一個具體策略Planandcarryoutthestrategy’simplementation

計畫實行策略的履行Monitorresultsandmakenecessaryadjustments

觀看結(jié)果並做出必要的改進(jìn)?2005PrenticeHallStrategicManagementProcess:StrategicManagementProcessDeterminestrategicintentDefineorganizationalmissionAnalyzeenvironmentSetobjectivesDeterminerequirementsAssessresourcesDevelopactionplansImplementplansMonitoroutcomesStrategicPlanningFeedbackAdaptedfromExhibit6.1:StrategicManagementProcess?2005PrenticeHallStrategicManagementProcessDeStrategicManagementProcess:

SettingDirectionStrategicintent:whattheorganizationultimatelywantstobeanddo策略的目的：公司最後所要完成的事情Generalidentity,direction,andlevelofaspirationsoftheorganization

主體、方向、及公司目的的之程度Akeyobjectiveistoinspire

重要的目標(biāo)有激勵的作用Shouldpaintageneralpictureofaspirationandengenderastrongemotionalresponseinjustafewwords

繪出大致的目的藍(lán)圖及簡述說明來產(chǎn)生強(qiáng)烈情感回應(yīng)StrategicIntent?2005PrenticeHallStrategicManagementProcess:

StrategicManagementProcess:

SettingDirectionMissionstatementarticulatesthefundamentalpurposeoftheorganization任務(wù)表達(dá)出了公司基本的目的Companyphilosophy公司哲學(xué)Companyidentity,orself-concept公司特性及自我觀點(diǎn)Principalproductsorservices主要產(chǎn)品及服務(wù)Customersandmarkets消費(fèi)者與市場Geographicfocus地理上的焦點(diǎn)Obligationstoshareholders對股東的義務(wù)Commitmenttoemployees委任給員工Mission?2005PrenticeHallStrategicManagementProcess:MissionStatementfortheInternalRevenueServiceTheIRSmissionisto“provideAmerica’staxpayerstopqualityservicebyhelpingthemunderstandandmeettheirtaxresponsibilitiesandbyapplyingthetaxlawwithintegrityandfairnesstoall.”AdaptedfromExhibit6.2MissionStatementfortheInternalRevenueService?2005PrenticeHallMissionStatementfortheInteStrategicManagementProcess:

SettingDirectionStrategicobjectivestranslatethestrategicintentandmissionofthefirmintoconcreteandmeasurablegoals策略目標(biāo)說明了策略的意圖和將公司任務(wù)變成具體及重要之目的Facilitatesafirm'sabilitytoAllocateresourcesappropriately 適當(dāng)?shù)胤峙滟Y源Reachasharedunderstandingofpriorities

達(dá)到對優(yōu)先權(quán)共有的理解Delegateresponsibilities 委託責(zé)任Holdpeopleaccountableforresults

讓人們對結(jié)果有所了解StrategicObjectives?2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

SettingDirectionStrategicobjectivesaddressmanyissues,suchasRevenuegrowth利益的成長率Profitability利益率Customersatisfaction顧客滿意Marketshare市場分紅Financialreturns(e.g.,returnonequity,returnonassets)財務(wù)回饋

Technologicalleadership技術(shù)的領(lǐng)導(dǎo)地位Cashflow金錢流動Operatingefficiency(e.g.,costsperunit,expenseperemployee)

執(zhí)行效率StrategicObjectives?2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

FormulatingaStrategyCompetitivestrategy:determininghowthecompanyisgoingtocompeteandachieveitsstrategicobjectives,mission,andultimatestrategicintent

競爭性策略：公司如何去競爭及達(dá)成自我的策略目標(biāo)、任務(wù)及策略的最後目的Genericstrategies一般策略Techniquesandtools技術(shù)和工具?2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

FormulatingaStrategyGenericstrategies

一般策略Costleadership

成本領(lǐng)導(dǎo)策略Differentiation

變異化策略Scope

範(fàn)圍策略?2005PrenticeHallStrategicManagementProcess:StrategyScopeGeneral FocusedDifferentiationCostLeadershipGenericStrategiesandScopeGeneralplayerwhoseproductorservicefeaturescommandpremiumpricesandwhosecostsareattheindustryaverage.Example:SonyNicheplayerwithaveragecostsbutcommandingpremiumpricesthatfocusesonthehighendandcustomersinageneralorspecificgeography.Example:MorganMotorsGeneralplayerwhoseproductorservicefeaturescommandindustryaveragepricesbutwhosecostsaresignificantlybelowtheindustryaverage.Example:Wal-martNicheplayerwithaveragepricesandbelow-averagecoststhatfocusesonasegmentofcustomersoraspecificgeography.Example:ColumbiaSportsAdaptedfromExhibit6.3:GenericStrategiesandScope?2005PrenticeHallStrategyScopeGeneral FocusedDiStrategicManagementProcess:

FormulatingaStrategyInternalandexternalanalysis內(nèi)部及外部分析Toolsandconcepts工具及概念Environmentalanalysis環(huán)境分析Valueproposition價值主張Organizationalanalysis公司分析Valuechain價值鏈Fiveprimaryactivities五大主要活動Foursupportactivities四項支援活動?2005PrenticeHallStrategicManagementProcess:ReliabilityHighLowLowHighPriceValuePropositionforThreeCarCompaniesEqualvaluelineCompanyACompanyBCompanyCBestValueAdaptedfromExhibit6.4:ValuePropositionforThreeCompanies?2005PrenticeHallReliabilityHighLowLowHighPriceTheValueChainPrimaryActivitiesSupportActivitiesFirminfrastructure(e.g.,Finance,Planning)HumanresourcemanagementTechnologydevelopmentProcurementInboundlogisticsOperationsOutboundlogisticsMarketingandsalesAfter-saleserviceAdaptedfromExhibit6.5:TheValueChain?2005PrenticeHallTheValueChainPrimaryActivitStrategicManagementProcess:

FormulatingaStrategyLeveragingthevaluechain影響價值鍊Determinewhereinyourvaluechainyouhavethepotentialtoaddthegreatestvalue

在價值鏈中，哪一段能得到最大價值Segmentbusinessactivities,seetheimportantlinkagesandmakeadjustments

在商業(yè)活動中，找尋其重要關(guān)聯(lián)並做調(diào)整Resource-basedapproach資源為基礎(chǔ)的方法Recognizeandexploitinternalstrengthsofthecompany

辨別及找出公司內(nèi)部的長處?2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

FormulatingaStrategyCorecompetencies核心競爭力Areinterrelatedsetsofactivitiesthatdelivercompetitiveadvantagesintheshort-termandlong-term

有相互關(guān)係行動的配置可以在長期及短期間傳達(dá)競爭的優(yōu)點(diǎn)Provideaccesstoawidevarietyofmarkets

提供進(jìn)入不同廣大市場的方法Significantlycontributetoperceivedcustomerbenefitsoftheendproductsorservices

提供顧客在賣完產(chǎn)品或服務(wù)後的利益是值得注意的Aredifficultforcompetitorstoimitate

對手很難模仿?2005PrenticeHallStrategicManagementProcess:BirthGrowthMaturityDeclineHighLowTimeIntegratingInternalandExternalAnalysesProductLifeCycleAdaptedfromExhibit6.6:ProductLifeCycle?2005PrenticeHallBirthGrowthMaturityDeclineHighIntegratingInternalandExternalAnalysesProductLifeCycleAdaptedfromExhibit6.7:InternationalProductLifeCyclesHighLowTimeSales?2005PrenticeHallIntegratingInternalandExterBCGMatrixHighLowRelativeMarketShareMarketAttractivenessHighIntegratingInternalandExternalAnalysesPortfolioAnalysisAdaptedfromExhibit6.8:BCGMatrix?2005PrenticeHallBCGMatrixHighLowRelativeMarkBCGMatrixHighLowRelativeMarketShareMarketAttractivenessHighIntegratingInternalandExternalAnalysesPortfolioAnalysisAdaptedfromExhibit6.9:InternationalMatrixOurAbilityToCompete?2005PrenticeHallBCGMatrixHighLowRelativeMarkIntegratingInternalandExternalAnalysesInternalenvironment內(nèi)部環(huán)境Strengths優(yōu)勢Weaknesses劣勢Tools工具Corecompetenciesframework核心競爭力架構(gòu)Resourceanalysisframework

資源分析架構(gòu)Valuechainframework

價值鏈架構(gòu)SWOTAnalysisInternalEnvironmentSW?2005PrenticeHallIntegratingInternalandExterIntegratingInternalandExternalAnalysesExternalenvironment內(nèi)部環(huán)境Opportunities機(jī)會Threats威脅Tools工具Productlifecycleanalysis 產(chǎn)品生命週期Portfolioanalysis 報告分析Fiveforcesframework 五力架構(gòu)SWOTAnalysisExternalEnvironmentOTSW?2005PrenticeHallIntegratingInternalandExterStructure架構(gòu)Basicgroupingofreportingrelationshipsandactivities

簡報關(guān)係的基本編組及活動Linkingofseparateorganizationalentities

公司本質(zhì)區(qū)分的連結(jié)StrategicManagementProcess:

StrategyImplementationSevenS’sStrategy策略Planorcourseofaction

計畫或行動的過程Allocationoffirm’sresourcestoreachgoals

分配公司資源以達(dá)成目標(biāo)StrategyStructureAdaptedfromExhibit6.10:SevenSModel?2005PrenticeHallStructure架構(gòu)StrategicManagemeStrategicManagementProcess:

StrategyImplementationStrategySharedvaluesStructureSystemsSystems體制Formalprocessesandprocedures正式過程及程序Managementcontrolsystems管理控制制度Performancemeasurementandrewardsystems 績效評比與回饋制度Planningandbudgetingsystems計畫和編列預(yù)算系統(tǒng)Thewayspeoplerelatetothem人們與體制相關(guān)的方法SevenS’sSharedValues分享價值Significantmeaningsorguidingconcepts

重大意義或引導(dǎo)的概念A(yù)daptedfromExhibit6.10:SevenSModel?2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

StrategyImplementationStrategySharedvaluesStructureSystemsSkillsStyleStyle風(fēng)格Leadershipstyleofmanagement管理的領(lǐng)導(dǎo)風(fēng)格Operatingstyleoftheorganization公司的運(yùn)作風(fēng)格Reflectionofthenormspeopleactupon依據(jù)人們行為的反映規(guī)範(fàn)SevenS’sSkills技術(shù)Organizationalcompetencies

公司競爭力Othercapabilitiesresidingintheorganization

其餘屬於公司能力AdaptedfromExhibit6.10:SevenSModel?2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

StrategyImplementationStrategySharedvaluesStructureSystemsSkillsStyleStaffSevenS’sStaff員工Recruitment招募Selection遴選Development發(fā)展Socialization社會化Advancementofpeopleintheorganization人們在公司中的進(jìn)展AdaptedfromExhibit6.10:SevenSModel?2005PrenticeHallStrategicManagementProcess:Chapter6StrategicManagementChapter6StrategicManagement35LearningObjectivesDefinestrategy策略之定義Explaintheroleofenvironmentalanalysisinstrategyformulation

解釋環(huán)境分析在策略規(guī)劃的角色Explainthestrategicplanningprocess

解釋策略規(guī)劃的過程Utilizestrategicplanningtools,suchastheproductlifecyclemodel,portfoliomatrix,andSWOTanalysis.

利用策略規(guī)劃工具，如產(chǎn)品生命週期模型、組合矩陣及SWOT分析Afterstudyingthischapter,youshouldbeableto:?2005PrenticeHallLearningObjectivesDefinestraLearningObjectivesDescribestrategyimplementationtoolssuchastheSevenSModel.

描述如SevenSModel的履行工具Describethedifferencesbetweenintendedandemergentstrategies.

描述預(yù)期和突發(fā)策略的相異性Afterstudyingthischapter,youshouldbeableto:?2005PrenticeHallLearningObjectivesDescribestCompetitiveAdvantageCompetitiveadvantage競爭性優(yōu)點(diǎn)Theabilityofafirmtowinconsistentlyoverthelongterminacompetitivesituation.

公司贏得長期競爭的能力Competitiveadvantageiscreatedthroughtheachievementoffivequalities

由五大品質(zhì)達(dá)成所形成的競爭性優(yōu)點(diǎn)Non-substitutability不可代換性Appropriability專屬性Superiority優(yōu)越性Inimitability不可模仿性Durability耐久性?2005PrenticeHallCompetitiveAdvantageCompetitiFiveQualitiesthatLeadtoCompetitiveAdvantageSuperiority優(yōu)越性Areyousignificantlybetterthanyourcompetitors?

是否優(yōu)於你的競爭者Atwhatthingsareyoubetter?

贏在何處Superiority?2005PrenticeHallFiveQualitiesthatLeadtoCoInimitabilityFiveQualitiesthatLeadtoCompetitiveAdvantageInimitability不可模仿性Managersmustcreatebarriersthatmakeithardforotherstocopytheirsuperiorityadvantages

管理者必須障礙來使他人不易複製其優(yōu)越性的優(yōu)點(diǎn)Culture文化Productdesign產(chǎn)品設(shè)計Marketingstrategy行銷策略Andothers其他項目Superiority?2005PrenticeHallInimitabilityFiveQualitiesthDurabilityFiveQualitiesthatLeadtoCompetitiveAdvantageDurability(longlasting)耐久性Legallyprotected法律保障Patents專利權(quán)Copyrights智慧財產(chǎn)權(quán)Brandnames品牌專利Well-established信譽(yù)保障Brandimage品牌形象Reputationforquality名聲的保證SuperiorityInimitability?2005PrenticeHallDurabilityFiveQualitiesthatFiveQualitiesthatLeadtoCompetitiveAdvantageNon-substitutability不可代換性Canthecustomer’sneedthatyoufulfillcanbemetbyalternativemeans?

你所滿足的顧客需求有其他方法替代嗎ErmationavailabilityontheInternet

百科全書vs.網(wǎng)路可取得的資訊Movietheaterentertainmentvs.concertbandentertainment

電影院vs.管樂團(tuán)SuperiorityInimitabilityDurabilityNon-substitutability?2005PrenticeHallFiveQualitiesthatLeadtoCoFiveQualitiesthatLeadtoCompetitiveAdvantageAppropriability不可代換性Canyouactuallycapturetheprofitsthatcanbemadeinthebusiness?

你可以在工作中確實獲得利潤嗎Supernormalreturns超常的利潤Profitsthatareabovetheaverageforacomparablesetoffirms

利潤會好過公司所給的平均值Primarilyafunctionofgreater?than?averagecost?pricemargins

基本作用的平均比比成本價格限度高

SuperiorityInimitabilityDurabilityNon-substitutabilityAppropriability?2005PrenticeHallFiveQualitiesthatLeadtoCoStrategicManagementProcess:

SettingDirectionStrategicmanagementprocessisaplanningprocessinwhichmanagers管理者在策略管理過程中的計劃過程為下Settheorganization'sgeneraldirectionandobjectives

設(shè)立組織的大方向及目標(biāo)Formulateaspecificstrategy

規(guī)劃一個具體策略Planandcarryoutthestrategy’simplementation

計畫實行策略的履行Monitorresultsandmakenecessaryadjustments

觀看結(jié)果並做出必要的改進(jìn)?2005PrenticeHallStrategicManagementProcess:StrategicManagementProcessDeterminestrategicintentDefineorganizationalmissionAnalyzeenvironmentSetobjectivesDeterminerequirementsAssessresourcesDevelopactionplansImplementplansMonitoroutcomesStrategicPlanningFeedbackAdaptedfromExhibit6.1:StrategicManagementProcess?2005PrenticeHallStrategicManagementProcessDeStrategicManagementProcess:

SettingDirectionStrategicintent:whattheorganizationultimatelywantstobeanddo策略的目的：公司最後所要完成的事情Generalidentity,direction,andlevelofaspirationsoftheorganization

主體、方向、及公司目的的之程度Akeyobjectiveistoinspire

重要的目標(biāo)有激勵的作用Shouldpaintageneralpictureofaspirationandengenderastrongemotionalresponseinjustafewwords

繪出大致的目的藍(lán)圖及簡述說明來產(chǎn)生強(qiáng)烈情感回應(yīng)StrategicIntent?2005PrenticeHallStrategicManagementProcess:

StrategicManagementProcess:

SettingDirectionMissionstatementarticulatesthefundamentalpurposeoftheorganization任務(wù)表達(dá)出了公司基本的目的Companyphilosophy公司哲學(xué)Companyidentity,orself-concept公司特性及自我觀點(diǎn)Principalproductsorservices主要產(chǎn)品及服務(wù)Customersandmarkets消費(fèi)者與市場Geographicfocus地理上的焦點(diǎn)Obligationstoshareholders對股東的義務(wù)Commitmenttoemployees委任給員工Mission?2005PrenticeHallStrategicManagementProcess:MissionStatementfortheInternalRevenueServiceTheIRSmissionisto“provideAmerica’staxpayerstopqualityservicebyhelpingthemunderstandandmeettheirtaxresponsibilitiesandbyapplyingthetaxlawwithintegrityandfairnesstoall.”AdaptedfromExhibit6.2MissionStatementfortheInternalRevenueService?2005PrenticeHallMissionStatementfortheInteStrategicManagementProcess:

SettingDirectionStrategicobjectivestranslatethestrategicintentandmissionofthefirmintoconcreteandmeasurablegoals策略目標(biāo)說明了策略的意圖和將公司任務(wù)變成具體及重要之目的Facilitatesafirm'sabilitytoAllocateresourcesappropriately 適當(dāng)?shù)胤峙滟Y源Reachasharedunderstandingofpriorities

達(dá)到對優(yōu)先權(quán)共有的理解Delegateresponsibilities 委託責(zé)任Holdpeopleaccountableforresults

讓人們對結(jié)果有所了解StrategicObjectives?2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

SettingDirectionStrategicobjectivesaddressmanyissues,suchasRevenuegrowth利益的成長率Profitability利益率Customersatisfaction顧客滿意Marketshare市場分紅Financialreturns(e.g.,returnonequity,returnonassets)財務(wù)回饋

Technologicalleadership技術(shù)的領(lǐng)導(dǎo)地位Cashflow金錢流動Operatingefficiency(e.g.,costsperunit,expenseperemployee)

執(zhí)行效率StrategicObjectives?2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

FormulatingaStrategyCompetitivestrategy:determininghowthecompanyisgoingtocompeteandachieveitsstrategicobjectives,mission,andultimatestrategicintent

競爭性策略：公司如何去競爭及達(dá)成自我的策略目標(biāo)、任務(wù)及策略的最後目的Genericstrategies一般策略Techniquesandtools技術(shù)和工具?2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

FormulatingaStrategyGenericstrategies

一般策略Costleadership

成本領(lǐng)導(dǎo)策略Differentiation

變異化策略Scope

範(fàn)圍策略?2005PrenticeHallStrategicManagementProcess:StrategyScopeGeneral FocusedDifferentiationCostLeadershipGenericStrategiesandScopeGeneralplayerwhoseproductorservicefeaturescommandpremiumpricesandwhosecostsareattheindustryaverage.Example:SonyNicheplayerwithaveragecostsbutcommandingpremiumpricesthatfocusesonthehighendandcustomersinageneralorspecificgeography.Example:MorganMotorsGeneralplayerwhoseproductorservicefeaturescommandindustryaveragepricesbutwhosecostsaresignificantlybelowtheindustryaverage.Example:Wal-martNicheplayerwithaveragepricesandbelow-averagecoststhatfocusesonasegmentofcustomersoraspecificgeography.Example:ColumbiaSportsAdaptedfromExhibit6.3:GenericStrategiesandScope?2005PrenticeHallStrategyScopeGeneral FocusedDiStrategicManagementProcess:

FormulatingaStrategyInternalandexternalanalysis內(nèi)部及外部分析Toolsandconcepts工具及概念Environmentalanalysis環(huán)境分析Valueproposition價值主張Organizationalanalysis公司分析Valuechain價值鏈Fiveprimaryactivities五大主要活動Foursupportactivities四項支援活動?2005PrenticeHallStrategicManagementProcess:ReliabilityHighLowLowHighPriceValuePropositionforThreeCarCompaniesEqualvaluelineCompanyACompanyBCompanyCBestValueAdaptedfromExhibit6.4:ValuePropositionforThreeCompanies?2005PrenticeHallReliabilityHighLowLowHighPriceTheValueChainPrimaryActivitiesSupportActivitiesFirminfrastructure(e.g.,Finance,Planning)HumanresourcemanagementTechnologydevelopmentProcurementInboundlogisticsOperationsOutboundlogisticsMarketingandsalesAfter-saleserviceAdaptedfromExhibit6.5:TheValueChain?2005PrenticeHallTheValueChainPrimaryActivitStrategicManagementProcess:

FormulatingaStrategyLeveragingthevaluechain影響價值鍊Determinewhereinyourvaluechainyouhavethepotentialtoaddthegreatestvalue

在價值鏈中，哪一段能得到最大價值Segmentbusinessactivities,seetheimportantlinkagesandmakeadjustments

在商業(yè)活動中，找尋其重要關(guān)聯(lián)並做調(diào)整Resource-basedapproach資源為基礎(chǔ)的方法Recognizeandexploitinternalstrengthsofthecompany

辨別及找出公司內(nèi)部的長處?2005PrenticeHallStrategicManagementProcess:StrategicManagementProcess:

FormulatingaStrategyCorecompetencies核心競爭力Areinterrelatedsetsofactivitiesthatdelivercompetitiveadvantagesintheshort-termandlong-term

有相互關(guān)係行動的配置可以在長期及短期間傳達(dá)競爭的優(yōu)點(diǎn)Provideaccesstoawidevarietyofmarkets

提供進(jìn)入不同廣大市場的方法Significantlycontributetoperceivedcustomerbenefitsoftheendproductsorservices

提供顧客在賣完產(chǎn)品或服務(wù)後的利益是值得注意的Aredifficultforcompetitorstoimitate

對手很難模仿?2005PrenticeHallStrategicManagementProcess:BirthGrowthMaturityDeclineHighLowTimeIntegratingInternalandExternalAnalysesProductLifeCycleAdaptedfromExhibit6.6:ProductLifeCycle?2005PrenticeHallBirthGrowthMaturityDeclineHighIntegratingInternalandExternalAnalysesProductLifeCycleAdaptedfromExhibit6.7:InternationalProductLifeCyclesHighLowTimeSales?2005PrenticeHallIntegratingInternalandExterBCGMatrixHighLowRelativeMarketShareMarketAttractivenessHighIntegratingInternalandExternalAnalysesPortfolioAnalysisAdaptedfromExhibit6.8:BCGMatrix?2005PrenticeHallBCGMatrixHighLowRelativeMarkBCGMatrixHighLowRelativeMarketShareMarketAttractivenessHighIntegratingInternalandExternalAnalys