戰(zhàn)略管理及戰(zhàn)略

戰(zhàn)略管理

StrategicManagement公共管理學(xué)院城市管理系

2003年秋第二講環(huán)境分析

一、環(huán)境分析的重要性信息收集和分析是戰(zhàn)略管理的重要因素，而環(huán)境分析正好滿足要求。

TheimportanceofenvironmentalanalysisAkeyelement,thetypeofenvironmentalinformationinthisphase.1、內(nèi)外分析

Internalandexternalforces,positiveornegativeimpact.Examples:Rateofproductinnovationvs.pricediscountingbya

competitor.

公共機(jī)構(gòu)重組、合并和私有化。GovernmentReengineering.2、努力和高效

ExhaustiveandProductive戰(zhàn)略管理重視外部環(huán)境（由內(nèi)到外）、長(zhǎng)期目標(biāo)和組織的未來。

環(huán)境分析的重要性趨勢(shì)或事件

促進(jìn)或阻礙

青蛙實(shí)驗(yàn)：反應(yīng)過激或反應(yīng)不足

變化--目標(biāo)沖突和多種力量的平衡。奶酪？

觀念：管制與控制，或開放與靈活

注意力：內(nèi)部或外部

一、內(nèi)部分析InternalAnalysis

（一）要點(diǎn)TheImportance自我分析LearnthecapabilitiesorwhattheorganizationcandoorcannotdobySelf-analysisandintrospection.(1)優(yōu)勢(shì)和弱勢(shì)是什么？Whattheorganization’sstrengthsandweaknessesare;(2)如何利用優(yōu)勢(shì)和避免弱勢(shì)?whatmustbedonetoeliminatetheweaknessesandcapitalizethestrengths.（二）分析框架：戰(zhàn)略制訂科層AnalyticalPerspective:

Thestrategy-makinghierarchy總體層（戰(zhàn)略層）Corporatelevel,事業(yè)層Businessleveland職能層（戰(zhàn)術(shù)層）Functionallevels(1)系統(tǒng)性Systematic—inalogicalandorderlyfashion;(2)綜合性Comprehensive—acoherentandcomprehensive,broadinscope;(3)可視性afullpictureoftheorganization’internaldynamics.（三）戰(zhàn)略制訂科層描述：

Strategy-MakingHierarchy1.總體層Thecorporatelevel董事會(huì)和高層管理Totalentity,directionTheboardofdirectors+topmanagement(CEO,President,othersupportofferssuchasCOO,CIO,CFO,CKOandstrategicplanners)(1)長(zhǎng)期視點(diǎn)Long-term：Financialandnon-financialobjectivesfortheentireorganization;(2)確定范圍Thecurrentbusiness:Divisionsorsubsidiaries.Keep+divestorliquidate+newmove;(3)分配資源allocatetheresourcesamongthebusinesses;(4)建立關(guān)系Therelationshipwiththepublicandimageinthecommunity.（三）戰(zhàn)略制訂科層描述：

Strategy-MakingHierarchy2.事業(yè)層

TheBusinesslevel

事業(yè)部（地理、產(chǎn)品或服務(wù)、服務(wù)對(duì)象等）強(qiáng)調(diào)競(jìng)爭(zhēng)能力

SBUs--StrategicBusinessUnits：DivisionsandsubsidiariesCompetitivecapacities

本科生、研究生；高科技、制造業(yè)、旅游業(yè)。3.職能層

Thefunctionallevel部門（人力、財(cái)務(wù)、技術(shù)、信息、生產(chǎn)、市場(chǎng)等）Departments—devisingappropriatestrategiestoachievetheobjectivesI.總體層Thecorporatelevel

(1)董事會(huì)、理事會(huì)、政務(wù)會(huì)、委員會(huì)TheBoardofDirectors,TheBoardoftrustees,Theboardofgovernors.股東和利益代表Stockholders(Taxpayersormembersoftheassociations)+theMedia.(2)高層管理團(tuán)隊(duì)TopManagement決策執(zhí)行主席和總裁CEOandothersupportiveofficers,directlyresponsibleforfashioningthestrategicpostureoftheorganization.角色和行為的系統(tǒng)評(píng)價(jià)Asystematicevaluationoftherolesandbehavior董事會(huì)

TheBoardofDirectorsWhy?政治局，常委會(huì)，人民代表大會(huì)，國(guó)務(wù)院務(wù)會(huì)，政務(wù)會(huì)，理事會(huì)。確定使命Definethemission;檢查和詢問有關(guān)決策執(zhí)行Examineandquestionsubsidiaries’plan;制訂全面規(guī)劃Formanoverallplan;激勵(lì)高層管理者M(jìn)otivatethemanagementtoperform;監(jiān)控偏差Monitorperformanceandactswherethereisfailuretoachieveobjectives.評(píng)判高層管理者的績(jī)效JudgetheperformanceofTopmanagement,reward,punish,orreplacetheexecutives.董事會(huì)分析要點(diǎn)

Focusoftheboard’sanalysis

(1)存在的理由WhyBoardsExist----法律要求Alegalmandate:atleastthreemembers;----內(nèi)在要求Internalcomplexityandexternalchanges;outsidersadvices;(2)董事會(huì)成員的資格QualificationsofDirectors----經(jīng)驗(yàn)Experienceintheindustry;----政治和經(jīng)濟(jì)系統(tǒng)Economicalandpoliticalsystemofthecountry;----勇氣和客觀Courageandobjectivityinarticulatingviews;----判斷能力強(qiáng)Soundjudgment;----誠(chéng)信Integrity;----時(shí)間充足Timeavailability;(3)董事會(huì)的責(zé)任BoardResponsibilities----保護(hù)成員利益Toprotecttheinterestsofthestockholders;----維護(hù)資產(chǎn)安全tosafeguardtheassets。(4)董事會(huì)的職能BoardFunctions(governancenotmanagement)治理非管理----決定執(zhí)行者Hiring,evaluating,replacingtheexecutives;----批準(zhǔn)高層人事RatifyingtheCEO’sselection;----政策的核準(zhǔn)Approving,modifyingorrejectingthepolicies;----薪酬水平Settingthesalarylevels;----通過審計(jì)保持連續(xù)性ensuringtheintegrityoftopmanagementthroughcontinuousauditing;---保障長(zhǎng)遠(yuǎn)發(fā)展Assuringthelong-runsurvivalandsuccessoftheorganizationB.相相關(guān)委員員會(huì)Boardcommittees(1)執(zhí)執(zhí)行ExecutiveCommittees:WTO，人大大(2)審審計(jì)Auditcommittees(3)補(bǔ)補(bǔ)償Compensationcommittees:recommending;(4)提提名Nominatingcommittees:recommending;(5)財(cái)財(cái)政Financecommittees(6)戰(zhàn)戰(zhàn)略Strategycommittees(7)其其它othercommittees----社會(huì)責(zé)責(zé)任socialresponsibilitycommittee----貢獻(xiàn)contributioncommittee----合并mergeandacquisitioncommittee----公共政政策publicpolicycommittee----股票期期權(quán)stockoptioncommitteeC.董董事會(huì)的的組成BoardComposition(1)管管理董董事Managementdirectors:president,financeandmanufacturingdivision;(2)附附屬董董事Affiliatednon-managementdirectors:customer,creditor,investmentbanker.(3)獨(dú)獨(dú)立董董事Independentdirectors:executivesofanotherorganizations,aprofessor,acommunityleader.(4)外外部董董事Outsidersoutnumberinsiders:----advantagesanddisadvantagesofInsiders;----advantagesanddisadvantagesofoutsiders;知識(shí)Knowledge溝通Communication時(shí)間的許許可Availabilityoftimecontinuity+creation+objectivejudgment+experiences.D.董董事會(huì)的的類型TypesofBoards依法型Constitutionalboards:“small,new,lowtechnology,closelyownedfirms”橡皮圖章章型Rubberstampboards:a.sharetheexecutives’views,andb.notknownforcourage.監(jiān)控型Oversightboards:playanactiveroleinreviewing,approving,modifying,orrejectingmanagement’sdecisionsconcerningthecompany’’smissions,objectives,strategies,andpolicies.刺激型Catalystboards:aninitiatorofaction,taketheleadingroleinestablishingandmodifyingthemission,objectives,strategy,andpolicies.2.高高層管理理TheTopManagementA.CEO在管管理中的的重要性性WhyCEO’sAnalysis(1)靈靈魂Thesouloftheorganization:shapingthestrategicdirection.(2)塑塑造特性性moldingthecharacteroftheexecutiveteam.(3)樂樂隊(duì)指揮揮、戰(zhàn)地地指揮官官、球隊(duì)隊(duì)教練、、船長(zhǎng)likeanorchestraconductor,amilitaryfieldcommander,afootballcoach,ashipcaptain.B.如如何分析析HowtoanalyzeCEO?(1)CEO的責(zé)任任TheCEO’sresponsibilities----清晰內(nèi)內(nèi)部能力力和外部部變化Makesurethecapabilityandchanges;----明確事事業(yè)范圍圍和目標(biāo)標(biāo)以及實(shí)實(shí)現(xiàn)策略略Definethebusinessandobjectivesandstrategiestoattainthoseobjectives;----創(chuàng)造氛氛圍Createtheconditionsnecessaryforsuccessfulimplementationofstrategies.----確定控控制機(jī)制制Establishaneffectivecontrolmechanism;----吸引和和留住優(yōu)優(yōu)秀人才才Attractandkeepthetalentexecutives;----權(quán)力和和制度的的有效傳傳達(dá)Power,institutionsfortransfersystem;----樹立良良好的組組織形象象ProjectagoodOrganizationimage(2)CEO的角色色TheCEO’sRoles----人際角角色I(xiàn)nterpersonalroles:afigurehead,aleader,andaliaison;名譽(yù)譽(yù)領(lǐng)袖、、領(lǐng)導(dǎo)者和聯(lián)聯(lián)絡(luò)者。。----信息角角色I(xiàn)nformationalroles:amonitor(internalandexternal),adisseminator,andaspokesperson;監(jiān)督督者、傳傳播者、、發(fā)言人人。----決策角角色Decisionalroles:anentrepreneur,adisturbancehandler,aresourceallocate,andanegotiator.創(chuàng)創(chuàng)業(yè)者、、危機(jī)處處理者、、資源分配配者和協(xié)協(xié)調(diào)者。。D.CEO的的管理模模式TheCEO’sManagerialModes冒險(xiǎn)或者保守？Riskaverseorriskprone創(chuàng)業(yè)型Theentrepreneurialmode----leaders,領(lǐng)先者growth.aproactive,risk-proneapproach,highlyimaginative,energeticindividuals,huntforandexploitationofenvironmentalopportunities.(2)適適應(yīng)型型Theadaptivemode----followers,追隨者者controllingtheexternalthreats.(3)混混合型型Thestrategicplanningmode----flexibility，應(yīng)變者。。E.CEO的決決策風(fēng)格格TheCEO’sDecision-MakingStyle獨(dú)裁式AutocraticStyle----威權(quán)unilaterally.Authoritarian.----正式formalauthority----優(yōu)點(diǎn)是是快速反反應(yīng)quicklyadapttochangesintheexternalenvironments.-----缺點(diǎn)點(diǎn)是maybringthepooranddevastating.(2)參參與式式ParticipativeStyle----咨詢consultwithsubordinates.Democratic.----優(yōu)點(diǎn)在在于信息息enoughinformation;----缺點(diǎn)是是慢而不不決mayslowandhardtogetagreement.F.CEO的價(jià)價(jià)值觀TheCEO’sValues(1)價(jià)價(jià)值要素素ComponentsofValues----理論要要素Theoreticalcomponent:empirical,criticalandrationalapproach.----經(jīng)濟(jì)要要素Economicalcomponent:profit,thecreationofwealth.----美學(xué)要要素Aestheticcomponent:formsymmetry,andharmony.----社會(huì)要要素Socialcomponent:warmhumanrelations,lovekindness,sympathy,andunselfishness.----政治要要素Politicalcomponent:Power,influence,andrecognition.----宗教要要素Religiouscomponent:unityandthecreationoftheuniverseTheCEOspersonallywanttheorganizationtodoortobeII.事事業(yè)層TheBusinessLevel中層、獨(dú)獨(dú)立的事事業(yè)分部部Middlelayer,StrategicBusinessUnits,Afreestandingbusiness分權(quán)運(yùn)動(dòng)動(dòng)SBU:1920-1960movementondivisionalizationanddecentralization.Theorganizationgrowth,diversity,andoverallcomplexity,semi-autonomousbusinesses.正式規(guī)劃劃1960s’formal(traditional)planning:overallpurposes,objectives,andenvironmentalassumptions.Overlyoptimisticorpessimistic,andprofitlessgrowth.通用的組組合理論論GE’sConcept:“portfolio””;uniquebusinessmissionorpurpose;haveidentifiablecompetitors,havemajorfunctions(production,financeetc.)1.戰(zhàn)戰(zhàn)略事業(yè)業(yè)單位策策略SBU’’sStrategies競(jìng)爭(zhēng)策略略competitivestrategy:akeyadvantage（1）成成本領(lǐng)先先Costleadership先發(fā)制人人，資本本能力強(qiáng)強(qiáng)，嚴(yán)格格監(jiān)督，，責(zé)任分分明，詳細(xì)報(bào)告告，定量量激勵(lì)。。（2）特特色優(yōu)勢(shì)勢(shì)Productiondifferentiation先發(fā)制人人或后發(fā)發(fā)制人：：敏銳的的創(chuàng)造鑒鑒別能力力，技術(shù)術(shù)領(lǐng)先，傳統(tǒng)統(tǒng)與獨(dú)特特相結(jié)合合，密切切合作，，創(chuàng)新文文化。（3）目目標(biāo)集聚聚Focus自我約束束，實(shí)力力不足，，追求效效率。（1）成成本領(lǐng)先先戰(zhàn)略CostLeadership擴(kuò)張、嚴(yán)嚴(yán)格控制制、成本本最小化化Efficientfacilities,tightoverheadcontrol,costminimization.優(yōu)點(diǎn)：對(duì)競(jìng)爭(zhēng)對(duì)對(duì)手、購(gòu)購(gòu)買方、、供應(yīng)方方在價(jià)格格方面具具有更高的的討價(jià)還還價(jià)能力力。缺點(diǎn)：技術(shù)變化化的沖擊擊，競(jìng)爭(zhēng)爭(zhēng)對(duì)手的的模仿，，忽視長(zhǎng)長(zhǎng)遠(yuǎn)利益，局局限于現(xiàn)現(xiàn)有技術(shù)術(shù)和戰(zhàn)略略。應(yīng)用：-需求彈性性大，市市場(chǎng)由價(jià)價(jià)格競(jìng)爭(zhēng)爭(zhēng)主導(dǎo)；；-差別化化不能為為購(gòu)買者者帶來顯顯著利益益；-大部分分購(gòu)買者者對(duì)產(chǎn)品品的使用用了如指指掌；(2)差差別化化戰(zhàn)略ProductDifferentiation品牌、技術(shù)、、特性、客戶戶服務(wù)、分銷銷網(wǎng)絡(luò)Brandimage,technology,features,customerservices,dealernetwork優(yōu)點(diǎn)：品牌忠誠(chéng)、利利潤(rùn)率高、進(jìn)進(jìn)入障礙Brandloyalty,profitmarginincrease,entrybarriers,bargainingpower缺點(diǎn)：高價(jià)格、多余余功能和競(jìng)爭(zhēng)爭(zhēng)者的模仿Customers’loss,competitors’imitation.應(yīng)用application--提供多種種差別化方式式Manyways,diverseneedsanduses;--用戶需求求多樣化--采取差別別化的競(jìng)爭(zhēng)者者不多Notmanyrivalfirmsarefollowingadifferentiationstrategy.(3)目標(biāo)標(biāo)專注策略Focus特定顧客、特特定區(qū)域，特特別產(chǎn)品Aspecialgroupofcustomers,anarrowgeographicarea,aparticularuseoftheproduct.Specializationleadstoproficiency優(yōu)點(diǎn)：開發(fā)特有的競(jìng)競(jìng)爭(zhēng)對(duì)手難以以模仿的技巧巧，新進(jìn)入者者門檻高，客客戶忠誠(chéng)度高高。+specialskills,entrybarriers,strongloyalty;缺點(diǎn)：競(jìng)爭(zhēng)者使用替替代品占領(lǐng)分分市場(chǎng)，在市市場(chǎng)容量小時(shí)時(shí)失去競(jìng)爭(zhēng)優(yōu)優(yōu)勢(shì)。應(yīng)用：--明顯需求求差別和方式式多樣化；--沒有競(jìng)爭(zhēng)爭(zhēng)者進(jìn)入--組織的資資源不允許擴(kuò)擴(kuò)展。2、戰(zhàn)略組合合法BCGMatrix（1）私人部部門----市場(chǎng)份份額和市場(chǎng)增增長(zhǎng)率MarketshareandMarketGrowth(圖））幼童—明星——金?！莨饭稱uestionMark—Star—CashCow—Dog（2）公共部部門----利益益相關(guān)者支持持度和可控性性Stakeholders’Accountability&Tractability黑馬—坐鴨——怒虎—睡狗狗DarkHorses—SittingDucks—AngryTiger——SleepingDog請(qǐng)思考幾個(gè)相相對(duì)應(yīng)的案例例幼童—高成長(zhǎng)長(zhǎng)低市場(chǎng)份額額明星—高成長(zhǎng)長(zhǎng)高市場(chǎng)份額額需要持續(xù)的的投資；金?！统砷L(zhǎng)長(zhǎng)高份額，減減少投資；瘦狗—低成長(zhǎng)長(zhǎng)低份額，撤撤退。黑馬—為嚴(yán)重重智力殘疾提提供生活自理理技能；坐鴨—道路安安全計(jì)劃怒虎—關(guān)心少少數(shù)民族教育育睡狗—愛滋病病的投資III.職職能層TheFunctionalLevel1.市場(chǎng)營(yíng)營(yíng)銷Marketing(ProductandServices)(1)產(chǎn)品品和服務(wù)Products:ideas,services,merchandise.----范圍圍thebreadthofproductionline;----質(zhì)量量thequalitylevel.(2)市場(chǎng)場(chǎng)研究MarketingResearch:customerneeds,values,buyinghabits,marketcharacteristics,growthpotentials,newproductacceptance,competitiveproducts.(3)目標(biāo)標(biāo)市場(chǎng)Targetmarket:undifferentiatedmarketing,concentratedmarketing,differentiatedmarketing.(4)市場(chǎng)場(chǎng)容量Salesvolume:(5)市場(chǎng)份額Marketshare:(6)定價(jià)Pricing:(7)分銷Distribution(8)廣廣告Advertising(9)促銷Promotion2.生產(chǎn)Production(1)地點(diǎn)點(diǎn)Locationoffacilities(2)更新新Newnessoffacilities(3)布局局Layoutoffacilities(4)質(zhì)量量控制Qualitycontrol----Function;Reliability,AestheticsandSafety.(5)生產(chǎn)產(chǎn)能力Productioncapacity(6)庫(kù)存存能力Inventory3.研究與與發(fā)展

ResearchandDevelopment(1)集中中Focus:Basicandapplied.(2)態(tài)勢(shì)勢(shì)Posture:----革新新Innovative:offensivelong-term;----保護(hù)護(hù)Protective:defensive;Catch-upandcombination.(3)預(yù)算算Budget:9%--0.8%;4.人力資資源HumanResources(1)持續(xù)續(xù)規(guī)劃Successionplanning(2)招聘聘與選擇Recruitmentandselection(3)訓(xùn)練練與開發(fā)Traininganddevelopment(4)績(jī)效效評(píng)估Performanceappraisal(5)補(bǔ)償償Compensation5.公共事事務(wù)PublicAffairsConcepts:communityaffairs,communityrelations,externalaffairs,externalcommunications,publicrelations.Functions:ethics,socialresponsibility,crisismanagement.(1)倫理理Ethics:perceptualdifference,competitivepressureandpsychologicaldisorders.(2)社會(huì)會(huì)責(zé)任Socialresponsibility:financialcontribution;(3)危機(jī)機(jī)管理CrisisManagement6.財(cái)務(wù)Finance/Accounting(1)現(xiàn)金金ManagementofCash(2)庫(kù)存存ManagementofInventory(3)ManagementofAccountsReceivable(4)ManagementofTotalAssets(5)ManagementofDebts(6)CapitalBudgetingIV.信息息收集方法Information-gatheringTools1.個(gè)人聯(lián)絡(luò)PersonalContacts:informalinterpersonalinteractions.2.觀察Observation:openanddisguised3.訪談和調(diào)查InterviewsandSurveyQuestionnaires4.報(bào)告Reports二、外部環(huán)境境分析ExternalAnalysis內(nèi)外分析是一一個(gè)硬幣的正反兩面，缺一不可可。Gatheringandexamininginformationontheforces.外部環(huán)境的變化多端，反應(yīng)應(yīng)緩慢帶來災(zāi)災(zāi)難。Long-termhealth,short-termsurprise.1、特定環(huán)境境Taskenvironment:immediateoroperating;inbothdirection;influenceandareinfluenced2、一般環(huán)境境Generalenvironment:Influencebutarenotbeinfluencedbytheorganization.特定環(huán)境分析析TheTaskEnvironmentalAnalysis(p8圖)(1)行業(yè)業(yè)分析Industry:agroupoffirmsofferingsimilarproducts(orservices).--行業(yè)結(jié)構(gòu)構(gòu)IndustryStructure:增長(zhǎng)率Growthrate+規(guī)規(guī)模Size+相對(duì)利潤(rùn)潤(rùn)Relativeprofitability--戰(zhàn)略小組組StrategicGroup(2)競(jìng)爭(zhēng)爭(zhēng)者Competitors----Forcesinfluencingcompetition(p12圖）1、特定環(huán)境境分析TheTaskEnvironmentalAnalysis(3)供應(yīng)應(yīng)者分析Suppliers:Rawmaterials,capitallabor.(4)顧客客分析Customers:Region,Income,Education..(5)工會(huì)會(huì)分析（其他利益相相關(guān)者）LaborUnions(6)政府府規(guī)則GovernmentRe