戰(zhàn)略管理起源

Chapter1

TheNatureof

StrategicManagementIfamantakesnothoughtaboutwhatisdistant,hewillfindsorrownearathand.Hewhowillnotworryaboutwhatisfaroffwillsoonfindsomethingworsethanworry.——ConfuciusSTRATEGICMANAGEMENT:ConceptsandCasesChapterObjectives1.Describethestrategicmanagementprocess.2.Explaintheneedforintegratinganalysisandintuitioninstrategicmanagement.3.Defineandgiveexamplesofkeytermsinstrategicmanagement.4.Describethebenefitsofgoodstrategicmanagement.WhatisStrategicManagement?

DefiningStrategicManagement“theartandscienceofformulating,implementing,andeva-luatingcross-functionaldecisionsthatenableanorganiza-tiontoachieveitsobjectives”Whatisstrategy?(theoreticalreviewofdefinitionofstrategy)Chandler(1962):strategyisthedeterminationofthebasiclong-termgoalsofanenterprise,theadoptionofcoursesofactionandtheallocationofresourcesnecessaryforcarryingoutthesegoals.Mintzberg(1979):Strategyisamediatingforcebetweentheorganizationanditsenvironment:consistentpatternsinstre-amsoforganizationaldecisionstodealwiththeenvironment.Quinn(1980):astrategyisthepatternorplanthatintegrateanorganization’smajorgoals,policies,andactionsequenceintoacohesivewholePrahalad(1993):strategyismorethanjustfitandallocationofresources.Itisstretchandleveragingofresources.Teece(1994):theessenceofstrategyisthesearchforrents.Strategic,managementisorcanandshouldbethestudyofrent-seekingbytheenterprise.DefinitionofStrategy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;DefinitionofStrategyStrategiesarethemeansbywhichlong-termobjectiveswillbeachieved.DefinitionofStrategyexample:table1-1DefinitionofStrategyHowtomakeapreciseandinspiringcorporatestrategicstatementforaparticularcompany?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)。未來幾年里，雅戈?duì)枌⒅肿龊靡韵鹿ぷ鳎杭涌飚a(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?，開發(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)銷網(wǎng)點(diǎn)，加強(qiáng)窗口商場(chǎng)和大型專賣店的布局、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)，依托公司多年以來在獸農(nóng)藥生產(chǎn)領(lǐng)域所形成的技術(shù)和市場(chǎng)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。DefinitionofStrategy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、銷售額、利潤(rùn)等財(cái)務(wù)指標(biāo)Dimensionsofcorporatestrategicstatement:Horizontal(atleastfiveyears);Approach:businesspositioningandbusinessportfolio;Businessvisionandmission;Long-termobjectives:4.1Qualitativemeasurements4.2QuantitativemeasurementsQuestion:what’’stherelationshipbetweenstrategyandplan?DefinitionofStrategy戰(zhàn)略（形神兼?zhèn)洌?qiáng)調(diào)愿景、價(jià)值觀；注重從未來看現(xiàn)在（managingtherealitiesbasedonlookingintothefuture;inside-out

）計(jì)劃（有形無神）強(qiáng)調(diào)目標(biāo)和步驟；注重從現(xiàn)在看未來（thinkingthefuturebasedoncurrentsituations;outside-in）DefinitionofStrategy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DefinitionofStrategy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昨天今天未來視野向外向內(nèi)DefinitionofStrategyDefinitionofStrategy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DefinitionofStrategy1戰(zhàn)略管理是否是管理規(guī)范的大型企業(yè)的專利？中小企業(yè)存在戰(zhàn)略管理嗎？2largerandwell-establishedfirmsandSMEs;Thinkglobally,dolocally.Thekindofstrategy(level)Corporate-levelstrategyFunctional-levelstrategyCompetitive-levelstrategyDefinitionofStrategyCorporate-levelstrategyCompetitive-levelstrategyFunctional-levelstrategyDefinitionofStrategyDefinitionofStrategy現(xiàn)實(shí)實(shí)中中有有些些企企業(yè)業(yè)，，對(duì)對(duì)企企業(yè)業(yè)戰(zhàn)戰(zhàn)略略趨趨之之若若騖騖，，喜喜歡歡在在一一些些名名詞詞后后面面加加上上“戰(zhàn)略略”二字字，，如如人人才才戰(zhàn)戰(zhàn)略略、、廣廣告告戰(zhàn)戰(zhàn)略略、、營(yíng)營(yíng)銷銷戰(zhàn)戰(zhàn)略略，，等等等等。。如如何何冷冷靜靜地地看看待待這這些些熱熱點(diǎn)點(diǎn)現(xiàn)現(xiàn)象象？？企業(yè)業(yè)是是否否都都同同時(shí)時(shí)具具備備這這三三種種戰(zhàn)戰(zhàn)略略呢呢？？如如果果具具備備，，需需要要哪哪些些條條件件？？如如果果不不具具備備，，那那是是怎怎樣樣的的表表現(xiàn)現(xiàn)形形式式？？原原因因何何在在？？StagesofStrategicManagementProcessviewofStrategicManagementStrategicformulationincludesdevelopingavisionandmission;SWOT;establishinglong-termobjectives;generatingalternativestrategies;choosingparticularstrategiestopursueThedifferenceswithstrategicformationStrategicimplementationincludesorganizationaldesignandresourcesallocationCharacteristic:integration;themostdifficultstageStrategicevaluation:reviewing,measuring,correctingThreefundamentalactivities:corporate,divisionorstra-tegicbusinessunit,functionalStagesofStrategicManagementstrategicformulationstrategicimplementationstrategicevaluationThestrategicmanagementmodelThestrategicprocessisdynamicandcontinuousComplexityinpracticeSomefactorsaffectingthismodel’’sformality:Scaleandhistory;Environment;Businessscope.Case:IntelSLRP:StrategicLong-rangePlanning,(1987)ThestrategicmanagementmodelThestrategicmanagementprocessisnotcleanlydividedandneatlyperformedinpracticeasthestrategicmanagementmodelsuggests.Applicationofthestrategicmanagementprocessistypicallymoreformalinlargerandwell-establishedorganizations.IntegratingIntuitionandAnalysisTodealwithconditionofuncertaintyEnvironmentaluncertainty:dynamic,complex,unpredictableMintzberg&Waters(1985):Typesofstrategy:planned,entrepreneurial,ideological,umbrella,process,unconnected,consensus,imposedThefundamentaldifferencebetweendeliberateandemergentstrategyistheformerfocusesondirectionandcontrol—getdesiredthingsdone–thelatteropensupthisprocessNotionof““strategiclearning”.Strategyformationwalksontwofeet.Thatistosay,strategicformulationisbasedonintegratingintuitionandanalysis.IntegratingIntuitionandAnalysisQuestion:IntuitionInspirationImagination撞大運(yùn)(serendipity)與戰(zhàn)略偶然性和和必然性性IntegratingIntuitionandAnalysis材料1：20世紀(jì)60年代，3M公司正在在生產(chǎn)和和銷售用用作空調(diào)調(diào)冷卻液液的碳氟氟化合物物。有一一次，一一位研究究人員一一不小心心把這種種把這種種化合物物弄臟了了鞋子，，后來她她又將咖咖啡灑到到鞋子上上，令她她吃驚的的是咖啡啡在鞋面面上形成成小水珠珠后滑了了下去，，沒有像像往常那那樣玷污污鞋面。。由此她她想到，，碳氟化化合物可可能有助助于保護(hù)護(hù)織物不不受玷污污，這就就是ScotchGuard的來歷，，這個(gè)產(chǎn)產(chǎn)品曾經(jīng)經(jīng)成為3M公司最賺賺錢的產(chǎn)產(chǎn)品，并并把3M公司帶入入織物保保護(hù)行業(yè)業(yè)。材料2：1959年，一批批本田公公司的經(jīng)經(jīng)理來到到美國(guó)洛洛杉磯，，其目標(biāo)標(biāo)是銷售售排氣量量為250cc和350cc的摩托車車，而不不是風(fēng)靡靡日本的的50cc摩托車，，因?yàn)樗麄冋J(rèn)為為美國(guó)市市場(chǎng)的產(chǎn)產(chǎn)品普遍遍比日本本市場(chǎng)的的體型更更大、更更加豪華華。但是是，最終終的事實(shí)實(shí)是美國(guó)國(guó)市場(chǎng)更更加青睞睞50cc摩托車。。材料3：曾經(jīng)的的中央電電視臺(tái)黃黃金時(shí)間間段廣告告播放的的“標(biāo)王王”：山山東秦池池（姬長(zhǎng)長(zhǎng)孔：1995年，我們們每天向向中央電電視臺(tái)開開進(jìn)一輛輛桑塔納納，開出出的是一一輛豪華華奧迪；；今年（（指1996年），我我們每天天要開進(jìn)進(jìn)一輛豪豪華奔馳馳，爭(zhēng)取取開出一一輛加長(zhǎng)長(zhǎng)林肯（（投標(biāo)金金額是3.2億）：廣廣東愛多多VCDIntegratingIntuitionandAnalysis比爾·蓋茨的幸幸運(yùn)突變變把微軟公公司帶入入軟件產(chǎn)產(chǎn)業(yè)領(lǐng)導(dǎo)導(dǎo)地位的的產(chǎn)品是是MS-DOS，它是IBM電腦和IBM兼容機(jī)的的操作系系統(tǒng)。然然而DOS軟件最初初不是微微軟開發(fā)發(fā)的，它它的開發(fā)發(fā)商是西西雅圖電電腦公司司（SeattleComputer），那時(shí)時(shí)的名字字叫Q-DOS（代表快快速而粗粗糙的操操作系統(tǒng)統(tǒng)）。當(dāng)當(dāng)時(shí)IBM正著手尋尋找一種種操作系系統(tǒng)來支支持最初初的PC電腦，其其中包括括微軟公公司。蓋蓋茨當(dāng)時(shí)時(shí)已經(jīng)是是西雅圖圖計(jì)算機(jī)機(jī)界的圈圈內(nèi)人，，他知道道西雅圖圖電腦公公司的DOS軟件和IBM的購(gòu)買計(jì)計(jì)劃后，，立刻采采取行動(dòng)動(dòng)：向他他的父親親借款5萬美元。。然后向向西雅圖圖電腦公公司提出出購(gòu)買Q-DOS的意向，，該公司司恰好缺缺少現(xiàn)金金，很快快同意了了這樁交交易。蓋蓋茨把這這套系統(tǒng)統(tǒng)改名為為MS-DOS，進(jìn)行了了一些修修改，將將其授權(quán)權(quán)給IBM公司使用用。此后后的一切切，用他他們的話話來說，，就是歷歷史本身身了。蓋茨是幸幸運(yùn)兒?jiǎn)釂幔吭谖⑽④浫蘸蠛蟮陌l(fā)展展中，他他一直如如此幸運(yùn)運(yùn)嗎？IntegratingIntuitionandAnalysis工作越努努力，運(yùn)運(yùn)氣就越越好AdaptingtochangeThestrategicmanagementprocessisdynamic.Itami(1992):dynamicstrategicfitPorter(1996):selectionandtransformationStrategicchangeCompetitiveadvantageDefinition:anythingthatafirmdoesespeciallywellcomparedtorivalfirms.IOandRBVTwoeffectivemeasures:Firstly,continuallyadaptingtochanges;Secondly,capitalizechangesinexternaltrendsandeventsandinternalcapabilities,competencies,andresources.KeytermsinstrategicmanagementStrategistDefinitionofstrategist(perspectiveofauthorities):theyareindividualswhoaremostresponsibleforthesuccessorfailureoforganization.Perspectiveofcapabilities:strategicthinkingandstrategicimplementationArtfulexploiter.KeytermsinstrategicmanagementKeytermsinstrategicmanagementAreyouastrategistorjustamanager?WrittenbyH.H.Hinterhuber&WolfgangPopp,HBR,1992,1.Q1:DoIhaveanentrepreneurialvision?Q2:DoIhaveacorporatephilosophy?Q3:DoIhavecompetitiveadvantage?Q4:Domyemployeesusetheirabilitytoactfreelyintheinterestofthecompany?Q5:HaveIbuiltanorganizationthatimplementsmyvision?Q6:Arethelinemanagersinvolvedinstrategicplanning?Q7:Isthecorporatecultureinharmonywiththestrategy?Q8:DoIpointoutdirectionsandtakenewapproachesQ9:HaveIbeenluckyinmylifesofar?Q10:DoImakeacontributiontothedevelopmentofsociety?M.Hitt,etal.(2001):strategicentrepreneurship大前研一一：企業(yè)業(yè)家的戰(zhàn)戰(zhàn)略頭腦腦（TheMindofStrategist）項(xiàng)保華：：SM商數(shù)測(cè)試試（鏈接接），供供學(xué)員自自我測(cè)驗(yàn)驗(yàn)。Strategist從相關(guān)的的調(diào)查數(shù)數(shù)據(jù)中可可以發(fā)現(xiàn)現(xiàn)，企業(yè)業(yè)經(jīng)營(yíng)者者對(duì)自己己決策能能力的自自信，存存在著高高估的可可能性。。調(diào)查顯顯示，大大多數(shù)企企業(yè)經(jīng)營(yíng)營(yíng)者的決決策能力力需要提提升。在在現(xiàn)實(shí)中中，經(jīng)常常有企業(yè)業(yè)家因?yàn)闉闆Q策失失誤而事事業(yè)失敗敗。2002年年的調(diào)查查中，對(duì)對(duì)于“企企業(yè)經(jīng)營(yíng)營(yíng)者最容容易出現(xiàn)現(xiàn)的問題題”，57.7%的人人選擇““決策失失誤”。。有關(guān)研研究表明明，決策失誤誤是中國(guó)國(guó)企業(yè)家家最容易易犯的錯(cuò)錯(cuò)誤之一一。在改革革初期，，企業(yè)經(jīng)經(jīng)營(yíng)者的的決策方方式大多多屬于粗粗放型，，但是，，隨著市市場(chǎng)越來來越復(fù)雜雜，競(jìng)爭(zhēng)爭(zhēng)越來越越激烈，，很多企企業(yè)的決決策形式式需要變變革。2007年的的調(diào)查顯顯示，對(duì)于“目目前企業(yè)業(yè)家最需需要提升升的方面面”，““決策能能力”排排在第1位。。這表明企企業(yè)經(jīng)營(yíng)營(yíng)者對(duì)提提高決策策能力有有一定的的緊迫感感。調(diào)查還顯顯示，我我國(guó)多數(shù)數(shù)企業(yè)對(duì)對(duì)于制定定企業(yè)長(zhǎng)長(zhǎng)遠(yuǎn)的發(fā)發(fā)展戰(zhàn)略略，包括括創(chuàng)新戰(zhàn)戰(zhàn)略重視視不夠。。2004年的調(diào)查查中了解解了企業(yè)業(yè)是否有有成文的的企業(yè)戰(zhàn)戰(zhàn)略發(fā)展展規(guī)劃，，結(jié)果顯顯示，沒沒有戰(zhàn)略略規(guī)劃的的占6.4%，有1年以內(nèi)計(jì)計(jì)劃的占占15%，3年以內(nèi)規(guī)規(guī)劃的占占35.1%，5年以內(nèi)規(guī)規(guī)劃的占占30.4%，10年以內(nèi)規(guī)規(guī)劃的占占9.3%，10年以上規(guī)規(guī)劃的占占3.8%。這表明明，超過過半數(shù)的的企業(yè)只只有三年年以內(nèi)的的規(guī)劃。。Strategist舉出具具體的的中外外企業(yè)業(yè)家的的典型型案例例國(guó)外：：松下下幸之之助國(guó)內(nèi)：：柳傳傳志、、張瑞瑞敏浙商：：魯冠冠球、、馬云云StrategistStrategistCSO(ChiefStrategyOfficer)如果某某企業(yè)業(yè)沒有有設(shè)置置戰(zhàn)略略管理理部或或者CSO職位，，那么么是否否可以以說這這家企企業(yè)沒沒有戰(zhàn)戰(zhàn)略管管理活活動(dòng)？？為什什么？？VisionandmissionstatementsVisionstatement:whatdowewanttobecome?Missionstatement:whatisourbusiness?CollinsandPorras(1996):HBRKeytermsinstrategicmanagementExternalopportunitiesandthreats:OTInternalstrengthsandweakness:SWLong-termobjectives(goals)StrategiesAnnualobjectivesPoliciesBenefitsofStrategicManagementBenefits:strategicmanagementallowsorganizationtobemoreproactivethanreactiveinshapingitsownfuture.Strategicmanagementprovidetheopportunityofempoweringindividualstodecentralizethestrategicmanagementprocess.Communicationisakeytosuccessfulstrategicmanagement.Decentralizing(empower)thestrategicmanagementprocess(GaryHamel:Strategyasevolutionary.HBR,1996)Financialbenefitsanditsrelationshipwithfirmgrowth.Nonfinancialbenefits.重視戰(zhàn)略的的企業(yè)績(jī)效效一定優(yōu)于不重視視戰(zhàn)略的企企業(yè)嗎？WhysomefirmsdonostrategicplanningPoorrewardstructuresFire-fighting(crisismanagement)WasteroftimeTooexpensiveLazinessContentwithsuccess:path-dependence;lockinFearoffailureOverconfidencePriorbadexperienceSelf-interestFearoftheunknownHonestdifferenceofopinionSuspicionWhysomefirmsdonostrategicplanning中國(guó)企業(yè)戰(zhàn)戰(zhàn)略管理的的現(xiàn)狀一、真正執(zhí)執(zhí)行戰(zhàn)略管管理的前提提二、中國(guó)企企業(yè)戰(zhàn)略管管理的誤區(qū)區(qū)1、重視戰(zhàn)術(shù)術(shù)運(yùn)用忽忽視戰(zhàn)略略研究2、沒有遠(yuǎn)期期規(guī)劃追追逐短期期利益3、脫離外部部環(huán)境戰(zhàn)戰(zhàn)略不切切實(shí)際4、自我認(rèn)識(shí)識(shí)不足目目標(biāo)欲速速不達(dá)5、盲目多元元經(jīng)營(yíng)喪喪失核心心能力6、規(guī)模擴(kuò)張張沖動(dòng)管管理工作作滯后7、孤立看待待戰(zhàn)略忽忽視組織織配套8、戰(zhàn)略實(shí)施施到位企企業(yè)文化化滯后9、戰(zhàn)略實(shí)施施僵化缺缺乏動(dòng)態(tài)態(tài)調(diào)整10、力求戰(zhàn)略略創(chuàng)新創(chuàng)創(chuàng)新脫離離市場(chǎng)Pitfallsinstrategicmanagement(p17)CommunicationisinsufficientKeyemployeesareexclusiveinstrategicmanagement.Changeclimateisweak.Flexibilityandcreativityarestifled.GuidelinesforeffectivestrategicmanagementSelf-reflectivelearningprocessiscritical.Therefore,akeyroleofstrategististofacilitate