第三講：戰(zhàn)略與執(zhí)行力

第3講：戰(zhàn)略與計劃成功戰(zhàn)略Long-term,simpleandagreed目標Profoundunderstandingofthecompetitiveenvironment競爭環(huán)境Objectiveappraisalofresources資源I成功戰(zhàn)略的基本要素有效的戰(zhàn)略實施戰(zhàn)略的特征Important.Involveasignificantcommitmentofresources.Noteasilyreversible.TheBasicFramework

Strategy:theLinkbetweentheFirmanditsEnvironment

企業(yè)：Goals&ValuesResources&CapabilitiesStructure&Systems行業(yè)環(huán)境：CompetitorsCustomersSuppliersSTRATEGY戰(zhàn)略戰(zhàn)略:是設(shè)計還是過程?設(shè)計PlanningandrationalchoiceINTENDEDSTRATEGYManydecisionmakersrespondingtomultitudeofexternalandinternalforces切實可行的戰(zhàn)略EMERGENTSTRATEGY過程Mintzberg’sCritiqueofFormalStrategicPlanning:Thefallacyofprediction–

thefutureisunknownThefallacyofdetachment--impossibletodivorceformulationfromimplementationThefallacyofformalization--inhibitsflexibility,spontaneity,intuitionand

learning.行業(yè)分析ProfitabilityofUSIndustries,1985-97產(chǎn)業(yè)結(jié)構(gòu)的區(qū)分ConcentrationEntryandExitBarriersProductDifferentiationInformationPerfectCompetitionMonopolisticcompetitionMonopolyManyfirmsAfewfirmsTwofirmsOnefirmNobarriersSignificantbarriersHighbarriersHomogeneousProductPotentialforproductdifferentiationPerfectInformationflowImperfectavailabilityofinformationOligopolySUPPLIERSPOTENTIALENTRANTSSUBSTITUTESBUYERSINDUSTRYCOMPETITORSRivalryamongexistingfirmsBargainingpowerofsuppliersBargainingpowerofbuyersThreatofnewentrantsThreatofsubstitutesCOMPLEMENTSThesuppliersofcomplementscreatevaluefortheindustryandcanexercisebargainingpower波特模型的擴展行業(yè)利潤率的決定因素產(chǎn)品對顧客的價值Thevalueoftheproducttocustomers競爭的激烈程度Theintensityofcompetition價值鏈上利益相關(guān)者的談判能力Relativebargainingpoweratdifferentlevelswithinthevaluechain.3keyinfluences:價值鏈TECHNOLOGYPRODUCTDESIGNMANUFACTURINGMARKETINGDISTRIBUTIONSERVICE波特價值鏈FIRMINFRASTRUCTUREHUMANRESOURCEMANAGEMENTTECHNOLOGYDEVELOPMENTPROCUREMENTINBOUND OPERATIONS OUTBOUND MARKETING SERVICELOGISTICS LOGISTICS &SALESPRIMARYACTIVITIESSUPPORT

ACTIVITIES二獲得競爭優(yōu)勢競爭優(yōu)勢的產(chǎn)生Howdoescompetitiveadvantageemerge?Externalsourcesofchangee.g.:ChangingcustomerdemandChangingpricesTechnologicalchangeInternalsourcesofchangeResourceheterogeneityamongfirmsmeansdifferentialimpactSomefirmsfasterandmoreeffectiveinexploitingchangeSomefirmshavegreatercreativeandinnovativecapability競爭優(yōu)勢的來源COSTADVANTAGEDIFFERENTIATIONADVANTAGE競爭優(yōu)勢SimilarproductatlowercostPricepremiumfromuniqueproduct波特的通用競爭戰(zhàn)略

SOURCEOFCOMPETITIVEADVANTAGE Lowcost Differentiation

Industry-wide COST DIFFERENTIATIONCOMPETITIVE

LEADERSHIPSCOPE

SingleSegment

F

O

C

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S

SYSTEM PRODUCTSERVICE COMMODITYSUPPORT(SOFTWARE)Differentiated Undifferentiated DifferentiatedMERCHANDISE(HARDWARE) Undifferentiated硬件與軟件的差異化三、執(zhí)行力管理I行動計劃：執(zhí)行的基礎(chǔ)（1）Purposesofplanning（計劃的目標）Planningisimportantandservesmanysignificantpurposes.A.Planninggivesdirection（方向）totheorganization.Notes:___________________________________________________________________B.Planningestablishescoordinatedeffort（協(xié)調(diào)努力）.Notes:__________________________________________________________C.Planningreducesuncertainty（不確定性）byanticipatingchange（預(yù)期市場變化）.Notes:___________________________________________________________________D.Planningclarifiestheconsequences（結(jié)果或收益）ofactionsmanagersmighttake.Notes:___________________________________________________________________E.Planningreducesoverlapping（重復(fù)）andwastefulactivities（無為的工作）.Notes:___________________________________________________________________F.Planningestablishesobjectivesorstandards（標準）thatfacilitatecontrol（便于控制）.Notes:___________________________________________________________________（2）Planningandperformance（計劃與績效關(guān)系）Researchhasshownwecannotassumeorganizationswithformalplanningprocessesalwaysoutperformthoseorganizationsthatdon’thaveformalplanningprocesses.A.Generallyspeaking,formalplanningisassociatedwithpositivefinancialresults（積極的財務(wù)結(jié)果）.Notes:___________________________________________________________________B.Thequalityoftheplanningprocessandappropriate（正確或恰當?shù)模﹊mplementationprobablycontributemoretohighperformancethandoestheextentofplanning（泛泛的計劃運營）.Notes:______________________________________________________________C.Whenformalplanninghasbeenshownnottoleadtohigherperformance,theenvironmentisusuallythereason（借口）.Notes:______________________________________________________________（3）MythsaboutplanningTherearesomecommonmisconceptionsaboutplanning.A.Planningthatprovesinaccurate（不合適或不準確）isawasteofmanagement’stime（浪費管理時間）.Theendresultofplanningisonlyoneofitspurposes.Theprocessitselfcanbevaluableeveniftheresultmiss（未實現(xiàn)）thedesiredtarget（期望的目標）.Notes:___________________________________________________________________B.Planningcaneliminate（消除）change.Planningcannoteliminatechange,butitcanhelpanticipatechanges.Notes:___________________________________________________________________C.Planningreducesflexibility（靈活性）.Sinceplanningisanongoingactivity.Itonlyisaconstrainifmanagersstopdoingit.Notes:___________________________________________________________________（4）TypesofplansPlanscanbedescribedbytheirbreadth,timeframe,specificity,andfrequencyofuse.Breadth(范圍):strategic（戰(zhàn)略）versusoperational（運營）plan.Strategicplansareplansthatareorganizationwide,establishoverallobjectives,andpositionanorganizationintermsofitsenvironment.Operationalplansareplansthatspecifydetailsonhoeoverallobjectivesaretobeachieved.Notes:_________________________________________________________Timeframe（時間）:short-term（短期）versuslong-term（長期）plans.Short-termplansareplansthatcoverlessthanoneyear.Long-termplansareplansthatextendbeyondfiveyears.Notes:_________________________________________C.Specificity（具體性）:specificversusdirectionalplans（具體與指導(dǎo)）.Specificplansareplansthatclearlydefinedandleavenoroomforinterpretation.Directionalplansareflexibleplansthatsetoutgeneralguidelines.Notes:__________________________________________________________D.Frequency（頻率）ofuseSingle單一useversusstanding常設(shè)plans.Asingle-useplanisaonetimeplanthatisspecificallydesignedtomeettheneedsofauniquesituationandiscreatedinresponsibletononprogrammeddecisionsthatmanagersmake,Standingplans,ontheotherhand,areongoingplansthatprovideguidanceforactivitiesrepeatedlyperformedintheorganizationandthatarecreatedinresponsetoprogrammeddecisionsthatmanagersmake.Notes:_________________________________________（5）ContingencyfactorsinplanningSeveralcontingencyfactorsthateffectplanningcanbeidentified.A.Levelintheorganization（組織的層次）Operationsplanningusuallydominatestheplanningactivitiesoflower-levelmanagers.Asmanagersarepromotedthroughtheleveloforganization,theirplanningbecomesmorestrategic.Notes:___________________________________________________________________

B.Degreeofenvironmentaluncertainty（環(huán)境不確定性的程度）Thegreatertheenvironmentaluncertainty,themoreplansshouldbedirectionalandemphasisplacedontheshortterm.Notes:__________________________________________C.Lengthoffuturecommitments（未來承諾的期限）Thecommitmentconceptsaysthatplansshouldextendfarenoughtoseethroughcurrentcommitment.Notes:___________________________________________________________________II目標確定總結(jié)：目標制定、細化及評估

1、市場的獲得2、原料的獲得3、技術(shù)的獲得4、技能的獲得5、政府支持水平6、策略合適7、實施的容易程度8、風(fēng)險的暴露9、盈利性10、成本/效益之比III基于目標管理的行動計劃什么是目標管理？它的優(yōu)點和弱項是什么？如何實施？目標管理的過程

1.設(shè)定目標并取得一致

制定初步的組織最高目標；明確闡述組織的宗旨；制定部門的目標；反復(fù)使用目標.2.目標實施(新的投入)階段性的評價，正確的措施，較好的協(xié)助3.對績效最后的評價。①

任務(wù)的立體定位在實際經(jīng)營活動中，生產(chǎn)、營銷與研制開發(fā)等可認定是一個立體結(jié)構(gòu)。生產(chǎn)必須考慮銷售能力及銷費者的需求。研制開發(fā)必須滿足生產(chǎn)能力的要求和公司推介新產(chǎn)品的水平。從組織分工上看，由于職能部門左右著計劃、人力、資金等重要資源，很容易以居高臨下的心態(tài)對生產(chǎn)與銷售部門發(fā)號施令。但是，職能部門存在的理由在于最大限度地支持集團和二級子公司領(lǐng)導(dǎo)的工作，幫助、協(xié)調(diào)和督促營銷與生產(chǎn)部門，使他們處于最佳的運轉(zhuǎn)狀態(tài)。網(wǎng)絡(luò)（Network）

②

成功的關(guān)鍵因素的認定美國的麥當勞快餐，經(jīng)營體系被概括為質(zhì)量（Quality）、服務(wù)（Service）、衛(wèi)生清潔（Cleanliness）和生活快節(jié)奏價值觀（Value）。美國的IBM公司始創(chuàng)于二十世紀五十年代，通過生產(chǎn)通用電氣公司的品牌產(chǎn)品，不斷強化銷售力量，大力推行售后服務(wù)，創(chuàng)立自己的品牌，成為世界頂級的電腦公司。在造紙業(yè)領(lǐng)域，成功的關(guān)鍵在于不斷提高工藝水平，使纖維素的利用率達到新水平。在證券領(lǐng)域，成功的關(guān)鍵在于時間差和利率水平。③確定最優(yōu)的水平所謂最優(yōu)，就是人的能力所能達到的最高水平。無論做什么，都要考慮這件事的最佳效果是什么。只要努力達到最高水平，就會找到最佳的辦法。目標水平的三個檔次：A、上水平——在一般的經(jīng)營中成果較好的水平。B、優(yōu)水平——比上水平高出一個檔次。C、最優(yōu)水平——人的能力所能達到的最高水平。④找出障礙因素，明確克服困難的方案A、逐個地清除障礙因素，縮小最優(yōu)水平與目前水平的差距。B、冷卻障礙因素，使它的不利影響降低到最低水平。C、要有一個正確的心態(tài)和一定的韌勁，要執(zhí)著地努力。D、問題的性質(zhì)決定了問題的解決方案。有的是暫時的，有的則是恒久的，需要二年甚至五年。⑤任務(wù)實施A、實施的方案和任務(wù)必須是經(jīng)過與各位有關(guān)的經(jīng)理人和職員充分溝通的，不能一意孤行。B、任