核心職能導(dǎo)向策略思考結(jié)構(gòu)圖

LEARNINGOUTCOMES

Afterreadingthischapter,Iwillbeableto:Defineplanning.Explainthepotentialbenefitsofplanning.Identifypotentialdrawbackstoplanning.Distinguishbetweenstrategicandtacticalplans.Recognizewhendirectionalplansarepreferredoverspecificplans.Definemanagementbyobjectivesandidentifyitscommonelements.1LEARNINGOUTCOMES(cont’d)

Afterreadingthischapter,Iwillbeableto:Outlinethestepsinthestrategicmanagementprocess.Describethefourgrandstrategies.ExplainSWOTanalysis.Describehowentrepreneursidentifyacompetitiveadvantage.2PlanningDefinedDefiningtheorganization’sobjectivesorgoalsEstablishinganoverallstrategyforachievingthosegoalsDevelopingacomprehensivehierarchyofplanstointegrateandcoordinateactivities

Planningisconcernedwithends(whatistobedone)aswellaswithmeans(howitistobedone).3〔一〕中心職能導(dǎo)向戰(zhàn)略思索結(jié)構(gòu)圖一、企業(yè)戰(zhàn)略思索之全貌(1.價值拋棄活動)(2.註記拋棄順序當(dāng)作權(quán)重，計算順位)(3.顧客需求調(diào)查)速度品質(zhì)服務(wù)顧客最重視之價值弱勢(W)Bottom-upApproach分析項目(內(nèi)部分析)

企業(yè)創(chuàng)造附加價值活動價值鏈(顧客需求導(dǎo)向)KSF勝利關(guān)鍵要素競爭優(yōu)勢/不敗競爭優(yōu)勢戰(zhàn)略/戰(zhàn)略地圖中心才干/中心技術(shù)/中心競爭力價值活動顧客重視價值企業(yè)艱苦問題根本戰(zhàn)略1.2.3.功能戰(zhàn)略1-12-13-11-22-23-21-32-33-3企業(yè)目前面臨最大的問題(1.Brainstorming想到就寫)(2.群體分類排序)問題之結(jié)構(gòu)目標(biāo)與實際績效指標(biāo)強(qiáng)勢(S)Bottom-upApproach分析項目(內(nèi)部分析)

機(jī)會(O)Top-downApproach分析項目(外部分析)

威脅(T)Top-downApproach分析項目(外部分析)

4〔二〕何謂戰(zhàn)略：艱苦資源分配資源原則〔三〕何謂戰(zhàn)略性思索：組織為提出艱苦資源分配指導(dǎo)原則，求得最正確發(fā)展條件，進(jìn)而展開全面性之衡外情、量己力，並進(jìn)行取捨抉擇之思索過程。一、企業(yè)戰(zhàn)略思索之全貌51.企業(yè)使命/願景/理念/目標(biāo)/戰(zhàn)略/戰(zhàn)略行動方向2.戰(zhàn)略管理是一連串抉擇並用以解決問題的過程3.戰(zhàn)略是為了有效達(dá)成任務(wù)落實、願景及使命之追求

〔四〕戰(zhàn)略思索之根源：一、企業(yè)戰(zhàn)略思索之全貌6(一)進(jìn)行產(chǎn)業(yè)活動之瞭解，構(gòu)成產(chǎn)業(yè)價值鏈1.顧客之需求分析2.企業(yè)價值活動之辨認(rèn)與描畫(二)分析價值鏈上活動之關(guān)鍵績效指標(biāo)(三)據(jù)目前企業(yè)資源分配方式及在績效指標(biāo)之表現(xiàn)，辨認(rèn)問題所在(四)進(jìn)行問題解決導(dǎo)向式之環(huán)境要素分析二、戰(zhàn)略思索構(gòu)成與戰(zhàn)略落實程序7(五)進(jìn)行環(huán)境趨勢導(dǎo)向式之環(huán)境要素分析(六)進(jìn)行SWOT及五力分析(七)辨認(rèn)關(guān)鍵勝利要素構(gòu)成戰(zhàn)略地圖(八)選擇最具優(yōu)勢之價值活動，投入資源，創(chuàng)造中心競爭利基二、戰(zhàn)略思索構(gòu)成與戰(zhàn)略落實程序8(九)發(fā)展有效之戰(zhàn)略方向及行動方案(十)落實戰(zhàn)略方案之執(zhí)行，並累積紀(jì)錄其執(zhí)行狀況(十一)進(jìn)行戰(zhàn)略執(zhí)行效果之定期檢討與調(diào)整(十二)以平衡計分概念檢視各戰(zhàn)略目標(biāo)之落實程度展開戰(zhàn)略規(guī)劃循環(huán)二、戰(zhàn)略思索構(gòu)成與戰(zhàn)略落實程序91、價值鏈之普通概念〔一〕企業(yè)之價值活動與產(chǎn)業(yè)價值鏈一、建構(gòu)價值鏈(1)界定產(chǎn)業(yè)價值鏈101、價值鏈之普通概念〔一〕企業(yè)之價值活動與產(chǎn)業(yè)價值鏈(2)價值鏈定義在提供顧客滿足過程中，能創(chuàng)造更大效益與價值的相關(guān)業(yè)、活動或流程。一、建構(gòu)價值鏈111、價值鏈之普通概念〔一〕企業(yè)之價值活動與產(chǎn)業(yè)價值鏈(3)壽險業(yè)價值鏈之範(fàn)例一、建構(gòu)價值鏈顧客需求之了解產(chǎn)品設(shè)計與開發(fā)銷售人員訓(xùn)練與養(yǎng)成產(chǎn)品之銷售與市場拓展收款付款系統(tǒng)之建立與管理客戶資料檔之建立與潛在需求開發(fā)客戶資料之分析企業(yè)資產(chǎn)之管理客戶申訴理賠處理顧客滿意度之調(diào)查121、價值鏈之普通概念〔一〕企業(yè)之價值活動與產(chǎn)業(yè)價值鏈(4)砂輪業(yè)價值鏈一、建構(gòu)價值鏈

原料生產(chǎn)廢料進(jìn)口磁土生產(chǎn)磁土進(jìn)口磁土研磨磁土存貨配方配合成型加壓燒製修整廢品存貨品牌銷售經(jīng)銷131、價值鏈之普通概念〔一〕企業(yè)之價值活動與產(chǎn)業(yè)價值鏈(5)汽車零件業(yè)一、建構(gòu)價值鏈◎產(chǎn)品設(shè)計及研發(fā)(定義)試造及樣品確認(rèn)客戶核可及量產(chǎn)導(dǎo)人產(chǎn)品交貨及收款系統(tǒng)◎售後服務(wù)顧客滿意度調(diào)查持續(xù)不斷之改善及成果回饋市場分析銷售預(yù)測製作業(yè)務(wù)檢討及訂單獲得CoreProductsProcessesPPAP14五、中心競爭力之構(gòu)成結(jié)構(gòu)圖(一)結(jié)構(gòu)圖15Strategicmanagementprocess16StrategicManagementProcess

Anine-stepprocessthatinvolvesstrategicplanning,implementation,andevaluationEXHIBIT3.5171.Theorganization’scurrentidentityMissionstatementDefinesthepurposeoftheorganizationObjectivesStrategicplanAdocumentthatexplainsthebusinessfoundersvisionanddescribesthestrategyandoperationsofthatbusiness.2.&4EnvironmentalscanningScreeninglargeamountsofinformationtodetectemergingtrendsandcreateasetofscenarios3.&5CompetitiveintelligenceAccurateinformationaboutcompetitorsthatallowsmanagerstoanticipatecompetitors’actionsratherthanmerelyreacttothemStrategicManagementProcess18SWOT:Identifying

Organizational

OpportunitiesEXHIBIT3.6SWOTanalysisAnalysisofanorganization’sstrengths,weaknesses,opportunities,andthreatsinordertoidentifyastrategicnichethattheorganizationcanexploit19SWOTAnalysisStrengths(strategic)InternalresourcesthatareavailableorthingsthatanorganizationdoeswellCorecompetency:auniqueskillorresourcethatrepresentsacompetitiveedgeWeaknessesResourcesthatanorganizationlacksoractivitiesthatitdoesnotdowellOpportunities(strategic)PositiveexternalenvironmentalfactorsThreatsNegativeexternalenvironmentalfactors207.FormulatestrategiesGrandStrategiesGrowthstrategyAstrategyinwhichanorganizationattemptstoincreasethelevelofitsoperations;RetrenchmentstrategyAstrategycharacteristicofacompanythatisreducingitssize,usuallyinanenvironmentofdeclineCombinationstrategyThesimultaneouspursuitbyanorganizationoftwoormoreofgrowth,stability,andretrenchmentstrategiesStabilitystrategyAstrategythatischaracterizedbyanabsenceofsignificantchange21GrowthStrategiesMergerOccurswhentwocompanies,usuallyofsimilarsize,combinetheirresourcestoformanewcompanyAcquisitionOccurswhenalargercompanybuysasmalleroneandincorporatestheacquiredcompany’soperationsintoitsown22CompetitiveStrategiesStrategiesthatpositionanorganizationinsuchawaythatitwillhaveadistinctadvantageoveritscompetitionCost-leadershipstrategyBecomingthelowest-costproducerinanindustryDifferentiationstrategyAttemptingtobeuniqueinanindustrywithinabroadmarketFocusstrategyAttemptingtoestablishanadvantage(cost/differentiation)inanarrowmarketsegment23Typesofplans24TypesofPlansEXHIBIT3.2BREADTH TIME SPECIFICITY FREQUENCY OFUSE FRAME OFUSE Strategic Longterm Directional SingleuseTactical Shortterm Specific StandingShort-termplansPlansthatcoverlessthanoneyearLong-termplansPlansthatextendbeyondfiveyears25StrategicPlanningStrategicplansPlansthatareorganization-wide,establishoverallobjectives,andpositionanorganizationintermsofitsenvironmentApplybroadlytotheentireorganizationEstablishtheorganization’soverallobjectivesSeektopositiontheorganizationintermsofitsenvironmentProvidedirectiontodriveanorganization’seffortstoachieveitsgoals.Serveasthebasisforthetacticalplans.CoverextendedperiodsoftimeArelessspecificintheirdetails26TacticalPlanningTacticalplans(operationalplans)Plansthatspecifythedetailsofhowanorganization’soverallobjectivesaretobeachievedApplytospecificpartsoftheorganization.ArederivedfromstrategicobjectivesSpecifythedetailsofhowtheoverallobjectivesaretobeachieved.CovershorterperiodsoftimeMustbeupdatedcontinuouslytomeetcurrentchallenges27DirectionalversusSpecificPlansEXHIBIT3.328SpecificandDirectionalPlansSpecificplansPlansthathaveclearlydefinedobjectivesandleavenoroomformisinterpretation“What,when,where,howmuch,andbywhom〞(process-focus)DirectionalplansFlexibleplansthatsetoutgeneralguidelines“Gofromheretothere〞(outcome-focus)29Single-UseandStandingPlansSingle-useplans(單用計劃)AplanthatisusedtomeettheneedsofaparticularoruniquesituationSingle-daysalesadvertisementStandingplan(持續(xù)計劃)AplanthatisongoingandprovidesguidanceforrepeatedlyperformedactionsinanorganizationCustomersatisfactionpolicy30MBO31ManagementbyObjectivesManagementbyObjectives(MBO)Asysteminwhichspecificperformanceobjectivesarejointlydeterminedbysubordinatesandtheirsupervisors,progresstowardobjectivesisperiodicallyreviewed,andrewardsareallocatedonthebasisofthatprogress.LinksindividualandunitperformanceobjectivesatalllevelswithoverallorganizationalobjectivesFocusesoperationaleffortsonorganizationallyimportantresults.Motivatesratherthancontrols32CascadingofObjectivesEXHIBIT3.433ElementsofMBOGoalspecificityParticipativedecisionmakingExplicittimeperiodforperformancePerformancefeedback34SettingEmployeeObjectivesIdentifyanemployee’skeyjobtasks.Establishspecificandchallenginggoalsforeachkeytask.Allowtheemployeetoactivelyparticipate.Prioritizegoals.Buildinfeedbackmechanismstoassessgoalprogress.Linkrewardstogoalattainment.35BenchmarkingBenchmarkingThesearchforthebestpracticesamongcompetitorsornoncompetitorsthatleadtotheirsuperiorperformanceISO9000seriesStandardsdesignedbytheInternationalOrganizationforStandardizationthatreflectaprocesswherebyindependentauditorsattestthatacompany’sfactory,laboratory,orofficehasmetqualitymanagementstandards36AttainingSixSigmaQualitySixsigmaAphilosophyandmeasurementprocessdevelopedinthe1980satMotorola.Todesign,measure,analyze,andcontroltheinputsideofaproductionprocesstoachievethegoalofnomorethan3.4defectspermillionpartsorprocedures.Aphilosophyandmeasurementprocessthatattemptstodesigninqualityasaproductisbeingmade.37SixSigma12-ProcessStepsSelectthecritical-to-qualitycharacteristics.Definetherequiredperformancestandards.Validatemeasurementsystem,methods,andprocedures.Establishthecurrentprocessescapability.Defineupperandlowerperformancelimits.Identifysourcesofvariation.Screenpotentialcausesofvariationtoidentifythevitalfewvariablesneedingcontrol.Discovervariationrelationshipforthevitalvariables.Establishoperatingtolerancesoneachofthevitalvariables.Validatethemeasurementsystem’sabilitytoproducerepeatabledata.Determinethecapabilityoftheprocesstocontrolthevitalvariables.Implementstatisticalprocesscontrolonthevitalvariables.EXHIBIT3.7Source:CitedinD.HaroldandF.J.Bartos,“OptimizeExistingProcessestoAchieveSixSigmaCapability,〞reprintedwithpermissionfromControlEngineering,March1998,p.87,?CahnersBusinessInformation.3