什么是戰(zhàn)略管理

StrategicManagement戰(zhàn)略管理

Module1:第一章WhatisStrategicManagement?什么是戰(zhàn)略管理?1UnitObjectives

課程目標(biāo)UnderstandthecriticalimportanceofStrategicManagementtobusiness理解戰(zhàn)略管理對企業(yè)的重要性AppreciatethecontextofStrategicManagement領(lǐng)會戰(zhàn)略管理的環(huán)境/背景ApplysystemsthinkingtoStrategicManagement將系統(tǒng)思想觀點(diǎn)應(yīng)用于戰(zhàn)略管理Compare&contrastkeytheoriesandapproachestoStrategicManagement比較和對比各種戰(zhàn)略管理重要理論和方法2ComprehensiveStrategicManagementModel

綜合戰(zhàn)略管理模型(P27)Vision&MissionStatements愿景及使命陳述Chapter2ExternalAudit外部分析Chapter3第3章InternalAudit內(nèi)部分析Chapter4第4章Long-TermObjectives長期目標(biāo)Chapter5第5章Generate,Evaluate,SelectStrategies制定,評價(jià)和選擇戰(zhàn)略Chapter6第6章ImplementStrategies:MgmtIssues實(shí)施戰(zhàn)略:管理問題Chapter7第7章ImplementStrategies:Marketing,Fin/Acct,R&D,CIS實(shí)施戰(zhàn)略:營銷,財(cái)務(wù)/會計(jì),計(jì)算機(jī)信息系統(tǒng)Chapter8第8章Measure&EvaluatePerformance度量與評估績效Chapter9第9章3WhyStrategicManagement?

為什么要戰(zhàn)略管理?Assistbusinessadapttorelevantenvironmentalchanges幫助企業(yè)適應(yīng)相應(yīng)的環(huán)境變化Refocusandenergisemanagersandemployeessenseofpurpose

重新加強(qiáng)和激發(fā)經(jīng)理和員工們的目標(biāo)意識Ensureorganisation’sdirectionsreflectitsvalues確保組織方向反映出其價(jià)值觀Revieweffectivenessofcurrentstrategies

重新審視當(dāng)前戰(zhàn)略的效能4

KeyStrategicAgendas

重要戰(zhàn)略議程Globalconsiderationsimpactvirtuallyallstrategicdecisions.全球性思考對整體戰(zhàn)略決策產(chǎn)生實(shí)質(zhì)性影響.E-commerce/ITprocessesavitalstrategicmanagementtool.電子商務(wù)/信息技術(shù)成為極為重要的戰(zhàn)略管理工具.Sustainingtheenvironmentnewstrategicissue.面臨環(huán)境新戰(zhàn)略問題5StrategicManagementDefined

戰(zhàn)略管理定義

Strategyisasetofguidelinescharacterisedby

戰(zhàn)略是一整套指導(dǎo)方針,其特點(diǎn)是:longtermfocus長期著重點(diǎn)（重心）decisionmaking決策integrationofbusinessfunctions企業(yè)職能的整合implementation(Mintzberg1991)實(shí)施執(zhí)行(Mintzberg1991)Equalssustainablecompetitiveadvantage?等于可持續(xù)性競爭優(yōu)勢?6Exercise1

練習(xí)1Whatdoesyourbusinessdoaboutstrategicmanagement?關(guān)于戰(zhàn)略管理你的企業(yè)有何舉措?Whodoesit?Howoften?Howisitused?誰負(fù)責(zé)制定?頻率?怎么投入使用的?Discussinsmallgroupsandfeedbacktotheclass分小組討論,向全班匯報(bào).7KeyTerms關(guān)鍵術(shù)語Strategicmanagement戰(zhàn)略管理Refersto指的是:Strategyformulation戰(zhàn)略制定Strategyimplementation戰(zhàn)略實(shí)施Strategyevaluation戰(zhàn)略評估Strategicplanning戰(zhàn)略計(jì)劃Refersto指的是:Strategyformulation戰(zhàn)略制定8History歷史

1950sTermstrategicplanningoriginates戰(zhàn)略計(jì)劃術(shù)語的起源時(shí)期Eraoffinancialplanning,annualbudgets,functionalfocus,operationalcontrol

財(cái)務(wù)計(jì)劃,年度預(yù)算,職能中心,運(yùn)作管理的時(shí)代1960s–1970sStrategicplanningincreasinglypopular戰(zhàn)略計(jì)劃日漸流行Periodofforecastandexternallyorientedplanning預(yù)測時(shí)期及以外部為導(dǎo)向的計(jì)劃Viewedassolutiontoorganisationalproblems被視為組織問題的解決方案Moreeffectiveplanningforgrowth更有效的增長計(jì)劃Environmentalanalysis環(huán)境分析Staticallocationofresources靜態(tài)的資源配置9BriefHistory簡要?dú)v史

1980sStrategicplanningchallenged戰(zhàn)略計(jì)劃受到挑戰(zhàn)Planningmodelsdidnotyieldhigherreturns計(jì)劃模型不能產(chǎn)生更高回報(bào)Organisingallresourcestocreatecompetitiveadvantage組織所有資源創(chuàng)造競爭優(yōu)勢Developmentofstrategicmanagementapproaches戰(zhàn)略管理方法的發(fā)展1990s–today1990s至今Revivalofstrategicplanningandmanagement戰(zhàn)略計(jì)劃和戰(zhàn)略管理的復(fù)興Widelypracticedacrossallindustries廣泛應(yīng)用于各行各業(yè)Creativeflexibleprocesses既具有創(chuàng)造性而又靈活的方法步驟Supportivevaluesystemandclimate支持性的價(jià)值體系和氛圍Linkedtoglobalenvironment與全球環(huán)境相聯(lián)系10Currentchallenges當(dāng)前的挑戰(zhàn)By90snewfocusonorganisationalcultureandinternalpoliticsinstrategicmanagementprocess到了90年代，組織文化和內(nèi)部政治成為戰(zhàn)略管理流程新的中心Proceduresandtechniquescanservetocreateaframeworkforstrategicthinking

程序和技巧有助于戰(zhàn)略思維框架的創(chuàng)造Managerswhothinkstrategicallydealmoreeffectivelywiththefuture能從戰(zhàn)略高度思考的經(jīng)理們能更有效應(yīng)對未來Newinterestinmanagingforuncertainty!(Sars,internationalpolitics,terrorismetc)

應(yīng)對不確定事件的新興趣(非典,國際政治,恐怖主義等)11IsStrategyProcesslinear?

戰(zhàn)略過程是直線式的嗎?SequentialProcess:strategyanalysis,formulationandimplementation?順序流程:戰(zhàn)略分析,制定和實(shí)施?Linear,rational&comprehensive?線性的,理性的及廣泛的?Strategicthinking:imagination&judgement,involvesthinking&action戰(zhàn)略思維:想象和判斷涉及思考和行動(dòng)Linking/overlappingiterativeprocessesofthinking,formulating&implementing思考,制定和實(shí)施的連接/重疊反復(fù)過程12Exercise2練習(xí)2Wholeadsstrategicmanagementinyourorganisation?你的組織誰來領(lǐng)導(dǎo)戰(zhàn)略管理?Whoisinvolvedintheplanning?誰參與計(jì)劃?Whoisresponsiblefortheimplementation?誰負(fù)責(zé)實(shí)施?Shareyourknowledgewithyoursmallgroup,andthenkeylearningswiththeclass和你的小組分享知識,然后將關(guān)鍵知識與全班共享.13Strategylevels戰(zhàn)略層次Eachstrategyuniqueanddifferentissuesatdifferentlevels:每一戰(zhàn)略在各個(gè)層次上獨(dú)特的、不同的問題。Operational運(yùn)作層次Business業(yè)務(wù)層次CorporateandBoard

公司和董事會層次Interfirm

公司間層次14StrategyContextiscritical

戰(zhàn)略環(huán)境是至關(guān)重要的Processandcontentissuesareembeddedinparticularstrategycontext流程和內(nèi)容是根植在特定的戰(zhàn)略環(huán)境之中的Everycontextunique每一環(huán)境都是獨(dú)特的Strategyprocessandcontentneedtoadapttothecontext戰(zhàn)略流程需要與環(huán)境適應(yīng)Process,content&contextnotseparate,rather3dimensionsoftask流程、內(nèi)容及環(huán)境不是相互分離的，而是一項(xiàng)任務(wù)的三個(gè)方面15StrategyasArtorScience?

戰(zhàn)略是藝術(shù)還是科學(xué)？3Viewsincurrentliterature現(xiàn)代文獻(xiàn)的三種觀點(diǎn)StrategyasArt戰(zhàn)略作為一門藝術(shù)StrategyasScience戰(zhàn)略作為一門科學(xué)StrategyasArtandScience戰(zhàn)略既是藝術(shù)又是科學(xué)Whatdoyouthink?你怎么認(rèn)為？16BusinessParadigms

商業(yè)范例Easternprocessesmoreintuitiveandcreative東方流程更直觀、更富創(chuàng)造性Challengeofhowtocopewithgreateruncertainty如何應(yīng)對更大的不確定性的挑戰(zhàn)Towhatextentdoweuseintuitionandanalysis?我們使用直覺和分析的程度如何把握？Howcanamanagerbestdevelopcreativity&cognitivemaps?經(jīng)理如何能制定出最具創(chuàng)造性的認(rèn)知圖？17

Whoarethestrategists?

誰是戰(zhàn)略制定者（戰(zhàn)略家）（P22）？Strategistsatdifferentlevelsoftheorganisation組織中不同層次的戰(zhàn)略家們They:他們：Helporganizationgather,analyze,andorganizeinformation

幫助組織收集、分析和整理信息

Trackindustryandcompetitivetrends追蹤行業(yè)和競爭的趨勢Developforecastingmodels建立預(yù)測模型Evaluatecorporateanddivisionalperformance評價(jià)公司與部門績效Specialists/consultantsbroughtintoaddspecificnecessaryskillsets專家、咨詢顧問的參與，增加特殊所需的配套技能18Strategyisorganisationalpurpose

戰(zhàn)略是組織目的StrategicManagementissuccessfulmanagement戰(zhàn)略管理是成功的管理Strategyameanstoreachinggoals戰(zhàn)略是達(dá)到目的的手段Purposeisreasonabusinessexists目的指的是一個(gè)企業(yè)存在的理由Organisationpurposeisinclusiveofworkforce,shareholders,stakeholders,community組織目的包括勞動(dòng)力、股東、利益相關(guān)者、社區(qū)Widerdebatesaroundgovernance圍繞著監(jiān)管而廣泛展開的爭論Criticalsuccessfactors

關(guān)鍵成功因素19CorporateGovernance企業(yè)監(jiān)管（P23）Vision=thefuture,strategicintent目標(biāo)（愿景）=未來，戰(zhàn)略意向Mission=whybusinessexists,itsphilosophyguidingstrategicchoiceandoverallpurpose任務(wù)（使命）＝為什么企業(yè)生存，指導(dǎo)戰(zhàn)略選擇和總體目標(biāo)的理念CorporateGovernance=accountabilitytoallstakeholderseg.Determinesvisionandmissionandensuresstrategiesaligned企業(yè)監(jiān)管＝對所有利益相關(guān)者負(fù)責(zé)，例如：確立愿景和使命以及確保戰(zhàn)略聯(lián)盟20Exercise3

練習(xí)3WhatroledoesGovernanceplayinStrategicManagementinyourfirm?在你的公司監(jiān)管在戰(zhàn)略管理中擔(dān)當(dāng)角色？Selectoneexamplefromyourgrouptosharewiththeclass從你的小組挑選一個(gè)例子與全班分享。21ExternalAuditFactors外部分析要素beyondcontrolofasingleorganization

超出一個(gè)單一組織的控制Economic經(jīng)濟(jì)的Social社會的Cultural文化的Demographic人口的Environmental環(huán)境的Political政治的Governmental政府的Technological科技的Competitivetrends&events競爭趨勢及活動(dòng)

Keyconcepts重要概念22InternalAuditFactors/ExternalAuditFactors外部/內(nèi)部分析要素Controllableactivities,performedwellorpoorlyrelativetocompetitors可控制的活動(dòng)，與競爭對手相比績效好或差Basedonfunctionalanalysisofactivitiesin:基于對活動(dòng)的職能性分析，表現(xiàn)在：Management管理Marketing營銷Finance/accounting財(cái)務(wù)、會計(jì)Production/operations生產(chǎn)/營運(yùn)Researchanddevelopment研發(fā)Informationsystems信息系統(tǒng)

Keyconcepts重要概念23Strategies戰(zhàn)略

Potentialactionsthatrequiretopmanagementdecisionsandresources一些可能行動(dòng)需要高層決策和投入資源Mechanismsbywhichlong-termobjectivesrealized實(shí)現(xiàn)長期目標(biāo)的機(jī)制Geographicexpansion地域擴(kuò)張Diversification多元化Acquisition收購Productdevelopment產(chǎn)品開發(fā)Marketpenetration市場滲透Retrenchment減縮開支Divestiture剝離Liquidation清算Jointventure合資

KeyConceptsKeyconcepts

重要概念24AnnualObjectives年度目標(biāo)Short-termmilestonesnecessarytoachievelong-termobjectives.為了取得長期目標(biāo)需要短期里程碑Representbasisforallocatingresources闡明分配資源的基本原則Establishedatcorporate,divisional,andfunctionallevels

在公司、部門及職能層次已確立

StrategicManagementTerms

戰(zhàn)略管理術(shù)語25Policies政策Importantinstrategyimplementationasmeansbywhichobjectivesachieved通過戰(zhàn)略實(shí)施實(shí)現(xiàn)目標(biāo)很重要Guidetodecisionmakingandongoingissues指導(dǎo)決策和當(dāng)前問題Establishedatcorporate,divisional,orfunctionallevels在公司、部門和職能層次確立Allowconsistency&coordinationwithinandbetweenorganizationaldepartments能夠在組織部門間取得一致與協(xié)調(diào)

StrategicManagementTerms

管理術(shù)語26FinancialBenefits財(cái)務(wù)收益Moreprofitableandsuccessful更多盈利，更大成功Improvementsinsales,profitability,andproductivity增加銷售、盈利提高及生產(chǎn)率High-PerformingFirms高績效公司Systematicplanning系統(tǒng)計(jì)劃Fluctuationsinexternalandinternalenvironments

內(nèi)外部環(huán)境的波動(dòng)

BenefitsofStrategicManagement

戰(zhàn)略管理的益處27NonfinancialBenefits非財(cái)務(wù)收益Awarenessofexternalthreats對外部環(huán)境的認(rèn)識Understandcompetitors’strategies了解競爭者戰(zhàn)略Increaseemployeeproductivity提高雇員生產(chǎn)率Reduceresist