Strategic Management(戰(zhàn)略管理-中英文)

LeadershipinEnterpriseforAsianDevelopment亞洲發(fā)展中的企業(yè)領(lǐng)導(dǎo)LeonardD.VanDrunenJune2008StrategicManagement戰(zhàn)略管理WhatIsStrategicManagement?

什么是戰(zhàn)略管理Theprocesscompaniesuseto:企業(yè)用于達(dá)到目標(biāo)的過程Formavision–viewofhowthecurrentfirmwilllookinthefuture形成愿景—當(dāng)前企業(yè)如何展望未來

Analyzetheirexternalenvironmentandtheirinternalenvironment分析企業(yè)的內(nèi)外部環(huán)境Selectoneormorestrategiestocreatevaluefortheirstakeholde

rs選擇一種或多種戰(zhàn)略為股東創(chuàng)造價(jià)值StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導(dǎo)Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進(jìn)入Acrossborders跨國Alliances聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導(dǎo)Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進(jìn)入Acrossborders跨國Alliances聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…StrategicLeadership

戰(zhàn)略領(lǐng)導(dǎo)Developingavisionforthefirm為企業(yè)制定愿景Designingstrategicactionstoachievethisvision設(shè)計(jì)戰(zhàn)略行動(dòng)來達(dá)成愿景Empoweringotherstocarryoutthosestrategicactions賦能授權(quán)他人來執(zhí)行戰(zhàn)略行動(dòng)StrategicleadershipactionsManageresourceportfolio管理資源檔案夾Buildentrepreneurialculture建設(shè)企業(yè)文化Promoteintegrityandethics人格與倫理Effectivecontrols有效控制Establishvisionandmission建立目標(biāo)與使命Developmanagementteam發(fā)展管理團(tuán)隊(duì)培養(yǎng)管理團(tuán)隊(duì)管理資源提升誠信與道德建立愿景與使命StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導(dǎo)Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進(jìn)入Acrossborders跨國聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…Economic經(jīng)濟(jì)Socio-cultural社會(huì)文化Global全球Political/Legal政治/法律Technological技術(shù)Demographic人口構(gòu)成CompetitorAnalysis分析競爭對手Rivalry競爭ExternalEnvironmentAnalysis外部環(huán)境分析Suppliers供應(yīng)商PotentialEntrants潛在競爭對手SubstituteProducts替代產(chǎn)品Buyers客戶GeneralEnvironment總體環(huán)境IndustryEnvironment工業(yè)環(huán)境Economic經(jīng)濟(jì)Socio-cultural社會(huì)文化Global全球Political/Legal政治/法律Technological技術(shù)Demographic人口構(gòu)成ExternalEnvironmentAnalysis外部環(huán)境分析GeneralEnvironment大環(huán)境Porter’sFiveForces五力模型CompetitorAnalysis競爭者分析PotentialEntrants潛在對手Supp-liers供應(yīng)商SubstProducts替代產(chǎn)品Buyers買方Rivalry對手IndustryEnvironment工業(yè)環(huán)境Porter’sFiveForces五力模型PotentialEntrantsCompetitorAnalysis競爭者分系PotentialEntrants潛在對手Supp-liers供貨商SubstProducts替代品Buyers買方Rivalry競爭IndustryEnvironment產(chǎn)業(yè)環(huán)境Barrierstoentry:進(jìn)入壁壘Economiesofscale規(guī)模經(jīng)濟(jì)Capitalrequirements資本要求Switchingcosts轉(zhuǎn)換成本Differentiation差異化Accesstodistribution經(jīng)銷渠道Governmentpolicy政府政策PotentialEntrantsCompetitorAnalysis分析競爭對手PotentialEntrants潛在對手Supp-liers供應(yīng)商SubstProducts替代品Buyers買方Rivalry競爭IndustryEnvironment工業(yè)環(huán)境Rivalryincreasesdueto:競爭增加是因?yàn)镈egreeofdifferentiation差異化程度Switchingcosts轉(zhuǎn)換成本Numerousorequallybalancedcompetitors競爭者多或競爭者力量相當(dāng)Slowindustrygrowth產(chǎn)業(yè)增長慢Highstrategicstakes戰(zhàn)略風(fēng)險(xiǎn)高Highfixedcostsorhighstoragecosts固定成本高或倉儲(chǔ)成本高Highexitbarriers退出壁壘高Porter’sFiveForces五力模型Economic經(jīng)濟(jì)Socio-cultural社會(huì)文化Global全球Political/Legal政治/法律Technological技術(shù)Demographic人口構(gòu)成CompetitorAnalysisRivalry競爭ExternalEnvironmentAnalysisSuppliersPotentialEntrants潛在對手SubstituteProducts替代品Buyers客戶GeneralEnvironment大環(huán)境IndustryEnvironment產(chǎn)業(yè)環(huán)境StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導(dǎo)Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進(jìn)入Acrossborders跨國聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…Resources資源Tangibleandintangible有形與無形ResourcesusedforcompetitiveadvantageCapabilities能力Whatthefirmcandowithitsresources企業(yè)處理自己資源的能力CoreCompetencies核心競爭力Capabilitiesthefirmisespeciallygoodat企業(yè)強(qiáng)項(xiàng)Competitiveadvantages競爭優(yōu)勢Corecompetenciesthatare:核心競爭力1)Valuable有價(jià)值2)Rare稀有3)Difficulttoimitate難以仿制4)Nonsubstitutable

不可替代ValueChain價(jià)值鏈RawmaterialsInventory原材料賬目Operations運(yùn)作Finishedgoods成品Marketing市場Distribution推廣Customer客戶

Service服務(wù)邊際價(jià)值ValueMarginResearch&development研發(fā)Purchasing采購Accounting會(huì)計(jì)Humanresources人力資源Supportactivities輔助任務(wù)Primaryactivities基本任務(wù)Valuechainanalysishelpsfirmsunderstandhowactivitiescontributetocreatingvalueforcustomersandwhatcostsareincurredtocompleteeachactivity.價(jià)值鏈分析幫助企業(yè)理解如何為顧客創(chuàng)造價(jià)值，以及完成某項(xiàng)任務(wù)的成本。Outsourcing外包Potentialproblemswithoutsourcing:外包可能產(chǎn)生的問題Joblossesforthefirm’scommunities.企業(yè)崗位減少Hardtoreverseoutsourcingdecisions.外包決策難以收回Benefitsofoutsourcing:外包益處Samequalityorbetteratalowercost.同等或較好的品質(zhì)，但成本較低。Higherqualitybecauseofsupplierspecialization.供貨商專業(yè)，品質(zhì)較好。Economiesofscalethatthespecializationproduces.專業(yè)化產(chǎn)生的經(jīng)濟(jì)比Increasedflexibility,reducedrisks,decreasedcapitalrequirements.機(jī)動(dòng)性增加，風(fēng)險(xiǎn)降低，資本需求降低Allowsthefirmtofocusonitscorecompetencies.發(fā)展核心競爭力Usinganexternalsuppliertoprovidepartofthevaluechain利用外埠供貨商來達(dá)成部分價(jià)值鏈

StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導(dǎo)Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進(jìn)入Acrossborders跨國聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…FiveBusinessLevelStrategies

五種經(jīng)營層次戰(zhàn)略CostLeadership成本領(lǐng)先Differentiation差異化FocusCostLeadership焦點(diǎn)成本領(lǐng)先FocusedDifferentiation集中差異化IntegratedCostLeadership/Differentiation綜合成本領(lǐng)先/差異化CompetitiveAdvantage競爭優(yōu)勢Cost成本Uniqueness獨(dú)特點(diǎn)CompetitiveScope競爭范圍BroadTarget大目標(biāo)NarrowTarget小目標(biāo)Anactionplanthatdescribeshowafirmwillcompeteinitschosenindustryormarketsegment企業(yè)在選擇的工業(yè)與市場面如何競爭的行動(dòng)計(jì)劃Examples例子Lowcost低成本W(wǎng)hattypeofvaluechainactivitiesshouldthefirmfocusonandwithwhatorganizationalstructure?企業(yè)應(yīng)重點(diǎn)注意何種價(jià)值鏈行動(dòng)？何種組織結(jié)構(gòu)？Differentiation差異化Whattypeofvaluechainactivitiesshouldthefirmfocusonandwithwhatorganizationalstructure?企業(yè)應(yīng)重點(diǎn)注意何種價(jià)值鏈行動(dòng)？何種組織結(jié)構(gòu)？StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導(dǎo)Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進(jìn)入Acrossborders跨國聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…MultiproductStrategy產(chǎn)品多元化戰(zhàn)略Anactionplanthatafirmdevelopstocompeteindifferentproductmarkets企業(yè)用來競爭的不同產(chǎn)品市場的行動(dòng)計(jì)劃Whydofirmsdothis?原因Growrevenuesandprofits增加收入與利潤Reduceriskviaproductdiversification減少風(fēng)險(xiǎn)Applycorecompetenciesinnewways以新的方式來利用核心競爭力Developeconomiesofscope發(fā)展規(guī)模經(jīng)濟(jì)Extendthefirm’sbrandintoadditionalproductareas擴(kuò)展產(chǎn)品使用企業(yè)品牌的領(lǐng)域TypesofMultiproductStrategies產(chǎn)品多元化戰(zhàn)略類型Singlebusiness:

單一業(yè)務(wù)型

Morethan95percentofrevenuecomesfromasinglebusiness.超過95%收入來自一種業(yè)務(wù)Dominantbusiness:

主導(dǎo)業(yè)務(wù)型

Between70and95percentofrevenuecomesfromasinglebusiness.75%---95%收入來自一種業(yè)務(wù)Relatedconstrained:

相關(guān)-限制型

Lessthan70percentofrevenuecomesfromthedominantbusiness,andallbusinessesshareproduct,technological,anddistributionlinkages. 低于70%的收入來自主導(dǎo)業(yè)務(wù)，所有業(yè)務(wù)共同使用產(chǎn)品，技術(shù)與市場鏈Relatedlinked(mixedrelatedandunrelated):

相關(guān)-關(guān)聯(lián)型（相關(guān)的和不相關(guān)的）

Lessthan70percentofrevenuecomesfromthedominantbusiness,andonlylimitedlinksexistbetweenbusinesses.低于70%的收入來自主導(dǎo)業(yè)務(wù)，業(yè)務(wù)之間僅有有限鏈接。Unrelated:無關(guān)型

Lessthan70percentofrevenuecomesfromthedominantbusiness,andnocommonlinksexistbetweenbusinesses.低于70%的收入來自主導(dǎo)業(yè)務(wù)，業(yè)務(wù)之間沒有鏈接Low低Moderate中High高VeryHigh很高LevelofdiversificationMultiproductstrategy產(chǎn)品多元化戰(zhàn)略

Corporateandoperationalrelatedness

公司與運(yùn)作關(guān)聯(lián)性RelatedConstrainedDiversification相關(guān)-限制型多樣化BothOperationalandCorporateRelatedness運(yùn)籌與企業(yè)相關(guān)型UnrelatedDiversification無關(guān)多樣化RelatedLinkedDiversification相關(guān)-關(guān)聯(lián)型多樣化CorporateRelatedness整體關(guān)聯(lián)性Low低High高OperationalRelatedness運(yùn)作關(guān)聯(lián)High高Low低Howdoacompany’sproductareasrelateorconnecttoeachother?公司產(chǎn)品領(lǐng)域如何連接？MultiproductStrategiesImplementation產(chǎn)品多元化戰(zhàn)略的執(zhí)行Multidivisional(M-form)Structure.多種部門結(jié)構(gòu)Anorganizationalstructureinwhichthefirmisorganizedtogenerateeithereconomiesofscopeorfinancialeconomies.企業(yè)組織來產(chǎn)生經(jīng)濟(jì)規(guī)模與財(cái)務(wù)效益

ThreeVariationsoftheMultidivisionalStructure三種多種部門結(jié)構(gòu)CooperativeFormoftheMultidivisionalStructurefor

ImplementingtheRelatedConstrainedStrategy

用以執(zhí)行相關(guān)-限制型戰(zhàn)略的多部門結(jié)構(gòu)的合作形式SBUFormoftheMultidivisionalStructureforImplementingtheRelatedLinkedStrategy

用以執(zhí)行相關(guān)-限制型戰(zhàn)略的多部門結(jié)構(gòu)的SBU形式CompetitiveFormoftheMultidivisionalStructurefor

ImplementingtheUnrelated-DiversificationStrategy

多部門結(jié)構(gòu)的競爭形式

實(shí)行不相關(guān)多元化戰(zhàn)略StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導(dǎo)Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進(jìn)入Acrossborders跨國聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…TargetScreening目標(biāo)評估TargetNegotiation目標(biāo)談判DueDiligence盡職調(diào)查AcquisitionIntegration收購整合MergerandAcquisitionProcess并購過程Decisionmakingphase決策階段Reasonsforacquisitions:收購理由Gainmarketpower贏得市場競爭力Increasegrowth發(fā)展Reducecost降低成本Buildcapabilities增加實(shí)力Managerisk風(fēng)險(xiǎn)管理Executionphase執(zhí)行階段Pitfalls:缺點(diǎn)Inadequateevaluation估價(jià)不當(dāng)Paytoomuch出價(jià)太高Takeontoomuchdebt負(fù)債太多Overdiversification多樣化過度Managerswithdealfever管理者急于成交StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導(dǎo)Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進(jìn)入Acrossborders跨國聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…Crossingbordersstrategies

跨過戰(zhàn)略Globalstrategy:全球戰(zhàn)略Singlemarket單一市場Standardizeproduct產(chǎn)品標(biāo)準(zhǔn)化TransnationalStrategy:過渡性戰(zhàn)略Combineglobalefficiencywithlocalresponsiveness結(jié)合全球化效率與地方反應(yīng)Multi-domesticstrategy:多種國內(nèi)戰(zhàn)略Independentsubsidiariesineachcountry各國自己的補(bǔ)貼Pressuresforlocalresponsivenessandflexibility地方反應(yīng)程度與機(jī)動(dòng)性壓力Low低High高Pressuresforglobalefficiencies全球化效率的壓力High高Low低Motives:動(dòng)機(jī)Sourcingofresourcesandsupplies尋找資源與供應(yīng)Expandintonewmarkets擴(kuò)展新市場Competitiverivalry競爭對手Usecorecompetencies使用核心競爭力MethodstocrossbordersExporting出口Licensing授權(quán)Franchising連鎖OtherContractModes其他合同方式ContractManufacturing按合同生產(chǎn)TurnkeyProjectManagementcontract管理合同F(xiàn)oreignDirectInvestment外國直接投資Strategicallianceandjointventure戰(zhàn)略聯(lián)合與合作GreenfieldventureAcquisition收購Whichmethodisbest?那種方法最佳？DecisionFactors:決策因素Firm-specificresources企業(yè)特定資源Needforcontrol控制需要Country-specific特定國家Location地理位置Internalcoordinationandadministration內(nèi)部協(xié)調(diào)與管理StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導(dǎo)Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進(jìn)入Acrossborders跨國聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…StrategicAlliance戰(zhàn)略聯(lián)盟Arelationshipbetweenfirmsinwhichthepartnersagreetocooperateinwaysthatprovidebenefitstoeachfirm.合作伙伴企業(yè)彼此合作，互相受益。Reasonsforstrategicalliances戰(zhàn)略聯(lián)盟原因Gainaccesstoarestrictedmarket進(jìn)入受限制的市場Developnewgoodsorservices發(fā)展新貨品與服務(wù)Facilitatenewmarketentry配合新市場進(jìn)入SharesignificantR&Dinvestments共同使用投資Sharerisksandbufferagainstuncertainty分擔(dān)風(fēng)險(xiǎn)，防止不穩(wěn)定Developmarketpower發(fā)展市場競爭力Gainaccesstocomplementaryresources得到補(bǔ)充性資源Buildeconomiesofscale建立規(guī)模經(jīng)濟(jì)Meetcompetitivechallenges面對競爭挑戰(zhàn)Learnnewskillsandcapabilities學(xué)習(xí)新技巧與能力Outsourceforlowcostsandhighqualityoutput外包降低成本，提高質(zhì)量Scopeofstrategicalliances戰(zhàn)略聯(lián)盟范圍InternationalStrategicAlliances國際戰(zhàn)略聯(lián)合Prominentmeansofenteringforeignmarkets.進(jìn)入外國市場的主要方法Manycountriesrequirethis.有關(guān)國家要求Foreignfirmsneedlocalknowledgeandotherresources.外國企業(yè)需要本地情況和其他資源Challenges挑戰(zhàn)Corporate-LevelStrategicAlliances公司法人層次戰(zhàn)略聯(lián)合DiversificationbyAlliance多樣化聯(lián)合SynergybyAllianceEconomiesofscope.規(guī)模經(jīng)濟(jì)Franchising連鎖Business-LevelStrategicAlliances經(jīng)營層次聯(lián)合VerticalStrategicAlliance-acrossthevaluechain.垂直戰(zhàn)略聯(lián)合-跨價(jià)值鏈HorizontalStrategicAlliance-samestageofthevaluechain水平戰(zhàn)略聯(lián)合-同一階段價(jià)值鏈Legalstructureofalliance:聯(lián)盟的法律結(jié)構(gòu)Equity平等Jointventures合作Nonequityalliance非平等聯(lián)盟StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導(dǎo)Env