公司战略管理 翻译 第一章
战略管理翻译
案例研究------开发获胜竞争战略目录：一、行政管理概述二、研究背景1、宏观条件2、工业大小与市场3、五个有利的案例4、工业的关键成功因素5、竞争条件三、分析内在的商业因素1、财经回报2、SWOT分析四、战略计划1、预设2、任务实施过程3、价值4、指导战略5、功能战略6、竞争战略五、树立目标1、战略目标2、金融目标六、计划B七、推荐、建议一、总述1、回顾：Glo—Bus是一个制造数码相机的全球性公司，这家公司成立于2005年在Hanel的1号工厂，它的零售连锁店遍及四大洲：欧、非、亚、拉丁美洲和北美洲。
在意大利米兰、新加坡、巴西、圣保罗、加拿大多伦多年度销售为2亿零六百万美元。
季度产值前三个季度为20%，第四季度为40%，以JIT为基础的产量。
2、SWOT分析：强项：控制着顾客并定向销售。
一、在世界许多国家和地区有售；二、对于零售者通过价格、广告成本及折扣竞争；三、通过对顾客服务例如：担保时间、态度温和、名誉、技术支持而获得竞争实力。
弱项：在某些市场上有缺口（尤其在拉美地区）业绩不如竞争者高，（无论在初级市场或在多功能数码相机部分）机会：具备开发新产品的能力当市场在五年内以大约8%--10%的速度平稳上升时有扩展市场的可行性；在当地销售方面，为多功能相机开拓市场。
挑战：在不同国家法律与规章制度的影响；市场需求具有季节性；由于文化差异，在不同国家或许会有反动的行动。
策略：预设：成为统领世界的数码相机制造商，用我们的数码产品和技术服务使顾客满意。
实施过程：我们的办法是向全世界的顾客提供最先进的现代数码产品以及产品种类最多的数码相机。
用此目标来成为数码相机领域的领袖，我们将经常投入资本及技术研究，革新及应用方面，用人们满腔的激情热忱及创造力来创造高品质的产品。
战略方向：具有产生具有利益和高ROT的能力，确保该公司在全球市场的领先地位。
功能性策略：市场战略：提升公司的服务质量开发公告项目并为顾客提供直接的支持以季度或周为单位，启动专门的营销宣传活动，按批发价算出此类宣传的折扣率。
企业战略管理(第一章)
第二节 战略管理的演进
一、科学管理先驱法约尔和泰罗对企业计划的贡献 法国古典管理理论学家兼企业家亨 利·法约尔(Henri Fayol，1841～1925)被
公认为是古典管理理论的主要代表人之一，
亦为管理过程学派的创始人。后人普遍认 为：法约尔的贡献在于提出管理的一般原
则即十四项原则以及明确管理工作的五大
3. 企业长期规划的主要活动 这一时期，企业长期规划的主要活动集中于通过合并而实行企业经营 多元化的计划和组织、跨国经营、向前一体化 发展、产品—市场的革新 等战略措施。 4. 技术应用前提 （1）认为促使环境变化的主动权掌握在企业本身，企业对环境变化 具有很大的影响力； （2） 认为外部环境是可以预测的，企业总可以制定计划以应对未来 的变化。
从而制定出长期规划以应对这些变化。
三、战略规划时代（20世纪60年代初—70年代初） 战略规划作为一种管理技术或系统，首先对企业的外部环境进行分析， 找出发展的趋势，发现对企业发展构成的威胁以及新的发展机会，以使 潜在的利润最大化。战略规划的目的是寻找外部环境和企业的最佳联合， 其侧重点是制定企业的战略或规划企业的行动方案。 资源配置不仅是社会的任务，也是企业等经济组织的任务经济组织的 战略任务就是配置资源，也就是资源与机遇的匹配过程。战略规划的步 骤包括：研究外部环境条件、发展趋势、组织内部的独特能力。
以适应环境变化， 以主动应对环境突变 制定长远发展战 及出现的机会和威胁， 略为重点 制定和实施战略并重 为重点 认为环境发展趋 势和变化均需预 测和了解；环境 变化的主动权在 企业 周期性程序 单纯周期性计划不能 完全适应环境变化的 需要，企业能力是个 变数 因地制宜与周期性程 序并存
前提
管理的程序
图1-1
《战略管理(第一章)》PPT课件
愿景陈述与任务
我们要成为什么样的企业〔vision〕 区别一个企业与其他类似企业的持久性
目的陈述,我们的业务是什么
Ch. MA Bechellaoui - IFV - Banque
Mission
Overriding purpose in line with the values or expectations of stakeholders
Combination of resources, processes and competencies to put strategy into effect The monitoring of action steps to: • assess effectiveness of strategies and
Ch. MA Bechellaoui - IFV - Banque
建立企业内部人员沟通的环境与条件 为明确个人的责任提供了基础 鼓励前瞻式思维 提供了对待问题和机会的合作的、综合
的工作方法和积极的工作态度 鼓励对变化采取积极的态度 加强企业管理纪律和正规化
Ch. MA Bechellaoui - IFV - Banque
##、哲学、伦理、战略的基本问题比较
##：人从何来？最终到哪去？为什么？ 哲学：人是什么？应该是什么？为什么？ 伦理：道德是什么？应该是什么？为什么？ 战略：业务是什么？应该是什么？为什么？ 说明：对于这些基本问题的思考都涉及人、
事、物存在意义的探索,这是企业及人生存在 的最本质问题.
Ch. MA Bechellaoui - IFV - Banque
没有实施战略管理原因
缺乏奖励机制 忙于应付日常事务 浪费时间 过于昂贵 懒惰 自满 惧怕失败 过分自信
战略管理(中英文)
Components of a Mission Statement
8-8
The Strategic Management Process (cont.)
2. Analyzing the Environment分析环境 – successful strategies are aligned with the environment 成功的战略大多是那些与环境相适应的战略。 – examine both the specific and general environments to determine what trends and changes are occurring 必须审视具体环境和一般环境，把握即将要出现的 环境变化和发展趋势及其对组织的重要影响。 3. Identifying Opportunities and Threats发现机会和威胁 – Opportunities机会 - positive trends in the external environmental外部环境的积极的变化趋势 – Threats威胁 - negative trends in the external environment外部环境的消极变化趋势
• strong culture - new employees easily identify the organization’s core competencies 强文化——新雇员很容易识别组织的核心能力
– may serve as a barrier to accepting change具有强文化的成 功组织，可能成为它们过去成功的囚徒 • influence managers’ preferences for certain strategies 对于某些 战略，文化的价值观影响管理当局的倾向性 – SWOT analysis - analysis of the organization’s strengths, weaknesses, opportunities, and threats SWOT 分析—组织优势、 劣势、机会和威胁分析
战略管理双语资料
Chapter 1 Strateg ic Ma n a gem e nt a nd Str a tegic Com pe titiven e ss (3)1.1Strategic Management Process (3)1.1.1 The Rational Model (3)1.1.2 The critique of the rational model (4)1.2 The New Competitive Landscape (5)1.2.1The Globalized Competition (5)1.2.2Technological Changes (5)1.3The I/O model of Above-average Returns (7)1.4The Resource-based Model of Above-average Returns (8)1.5Strategic Intent and Strategic Mission (9) (10)1.7Organizational Strategists (10)复习题 (11)Chapter 2 The External Environment: Opportunities, Threats, Industry Environment, and Competitor Analysis (12)2.1External Environmental Analysis (12)2.2 Segments of the General Environment: The PEST Analysis (13)2.3 Industry Environment Analysis: The Five Forces Model (14)2.4 Strategic Group Analysis (17)2.5 Competitor Analysis (17)复习题 (17)Chapter 3 The Internal Environment: Resources, Capabilities, and Core Competencies (19)3.1 The importance of Internal Analysis (19)3.2 Resources, Capabilities, and Core Competencies (20)3.2.1 Resources (20)3.2.2 Capabilities (21)3.2.3 Core Competencies (22)3.3 Steps in a Resource-based Strategic Analysis (22)3.4 Value Chain Analysis (25)复习题 (26)Chapter 4 Business-Level Strategy (27)4.1 Customers: Who, What, and How (27)4.1.1 Who: Determining the customers to serve (27)4.1.2 What: Determining the customer needs to satisfy (28)4.1.3 How: Determining core competencies necessary to satisfy customers’ needs (28)4.2 Types of Business-level Strategy (28)4.3 Cost Leadership Strategy (29)4.4 Differentiation Strategy (30)4.5 Focus Strategies (31)4.6 Integrated Low-Cost/Differentiation Strategy (32)复习题 (33)Chapter 5 Corporate-Level Strategy (35)5.1 Corporate-level Strategy and Levels of Diversification (35)5.2 Reasons for Diversification (36)5.3 Techniques for Analyzing Diversified Companies’ Portfolios (36)复习题 (37)Chapter 6 Acquisition and Restructuring Strategies (38)6.1 Reasons for Acquisitions and Problems in Achieving Success (38)6.2 Attributes of Successful Acquisitions (38)6.3 Restructuring (39)复习题 (39)Chapter 7 International Strategy (41)7.1 Opportunities and Outcomes of International Strategy (41)7.2 International Business-level Strategy (43)复习题 (44)Chapter 8 Cooperative Strategy (45)8.1Types of and Reasons for Cooperative Strategies (45)8.2Business-level and Corporate-level Cooperative Strategies (46)8.2.1 Business-Level Cooperative Strategies (46)8.2.2 Corporate-Level Cooperative Strategies (47)8.3Network Strategies (47)8.4Competitive Risks with Cooperative Strategies (48)Chapter 9 Corporate Governance (50)9.1 Corporate Governance Mechanisms (50)9.2 Separation of Ownership and Managerial Control (51)9.3 Five Governance Mechanisms (53)9.3.1 Ownership Concentration (53)9.3.2 Board of Directors (54)9.3.3 Executive Compensation (54)9.3.4 The Multidivisional Structure (55)9.3.5 Market for Corporate Control (56)复习题 (56)Chapter 10 Organizational Structure and Controls (57)10.1 Evolutionary Patterns of Strategy and Organizational Structure (57)10.1.1 Simple Structure (58)10.1.2 Functional Structure (59)10.1.3 Multidivisional Structure (60)10.2 Implementing International Strategies: Organizational Structure and Control (64)10.2.1 Using the Worldwide Geographic Area Structure to Implement theMulti-domestic Strategy (64)10.2.2 Using the Worldwide Product Divisional Structure to Implement the GlobalStrategy (66)复习题 (67)Chapter 11 Corporate Entrepreneurship and Innovation (67)11.1 Innovation and Corporate Entrepreneurship (67)11.2Internal Corporate V enturing (69)复习题 (71)Chapter 1 Strateg ic Ma n a gem e nt a nd Str a tegic Com pe titiven e ssLea r n i ng Objec t ivesAfter reading t h i s chapter, you should be a ble to·Defining strategic competitiveness, competitive advantage, and above-average returns.·Discuss the challenge of strategic management.·Describe the new competitive landscape and how it is being shaped by global and technological changes.·Use the industrial organization(I/O) model to explain how firms can earn above-average returns.·Use the resource-based model to explain how firms can earn above-average returns.·Describe strategic intent and strategic mission and discuss their value to the strategic management process.·Define stakeholders and describe the three primary stakeholder groups’ability to influence organizations.·Describe the work of strategists.·Explain the strategic management process.Strategic Management ProcessThe Rational ModelStrategic competitiveness(战略竞争力)is achieved when a firm successfully formulates and implements a value-creating strategy. When a firm implements a value-creating strategy of which other companies are unable to duplicate the benefits or find it too costly to imitate, this firm has a sustained or sustainable competitive advantage(持续的或可持续的竞争优势). The speed with which competitors are able to acquire the skills needed to duplicate the benefits of a firm’s value-creating strategy determines how long a competitive advantage will last. Understanding how to exploit its competitive advantage is necessary for a firm to earn above-average returns. Above-average returns(高于平均的或超额回报) are returns in excess of what an investor expects to earn from other investment with a similar amount of risk. Risk(风险) is an investor’s uncertainty about the economic gains or losses that will result from a particular investment. Firms that are without a competitive advantage or that are not competing in an attractive industry earn, at best, only average returns. Average returns〔平均回报〕are returns equal to those an investor expects to earn from other investments with a similar amount of risk. In the long run, an inability to earn at least average returns results in failure. Failure occurs because investors will choose to invest in firms that earn at least average returns and will withdraw their investments from firms that earn less.Dynamic in nature, the strategic management process (战略管理过程)is the full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above-average returns. It is used to match the conditions of an ever-changing market and competitive structure with a firm’s continuously evolving resources, capabilities, and competencies.Figure 1.1 The Strategic Management ProcessNotes:the letter S in SWOT denotes strengths, W weaknesses, O opportunities, T threats.The critique of the rational model1.Setting objectives is the cornerstone of strategic planning. But, incentive un-compatibility〔鼓励不相容〕 usually leads to inconsistency between objectives that the firm has stated and objectives that the managers are actually pursuing.2.The predictability of the environment is the core assumption of strategic planning. But, irreversibility and uncertainty〔不确定性〕usually lead to the unpredictability of the environment.3.Another assumption of strategic planning is that strategists are rational. Virtually,strategists’ rationality is bounded(战略家的理性是有限的)and strategic formulation reflects the internal politics of the organization.The New Competitive LandscapeThe Globalized CompetitionThe fundamental nature of competition in many of the world’s industries is changing. The pace of this change is relentless and is increasing. Even determining the boundaries of an industry or a firm〔行业或企业的边界〕has become challenging. Consider, for example, how advances in interactive computer networks and telecommunications have blurred the definition of the “television〞industry. Conventional sources of competitive advantage(传统的竞争优势的源泉) such as economies of scale(规模经济) and huge advertising budgets(巨额广告预算) are not as effective in the new competitive landscape. Moreover, the traditional managerial mind-set(传统的管理者心态) cannot lead a firm to strategic competitiveness in the new competitive landscape. In its place, managers must adopt a new mind-set——one that values flexibility, speed, innovation, integration, and the challenges that evolve from constantly changing conditions(看重灵活性、速度、创新、整合和从不断变化的环境中产生的挑战的心态). Strategic flexibility(战略的敏捷性) is a set of capabilities firms use to respond to various demands and opportunities that are a part of dynamic and uncertain competitive environments. Such flexibility means that a firm can match quickly its resources with an environmental opportunity(快速地使其资源与环境的机遇匹配).A global economy(全球经济) is one in which goods, services, people, and ideas move freely across geographic borders. It significantly expands and complicates a firm’s competitive environment. To achieve strategic competitiveness in the global economy, a firm must view the world as its marketplace.In globalized markets(全球化的市场) and industries, financial capital might be obtained in one national market and used to buy raw materials in another one. Manufacturing equipment bought from a third national market can be used to produce products that are sold in a fourth market. Thus, globalization increases the range of opportunities for firms competing in the new competitive landscape.The internationalization of markets and industries makes it increasingly difficult to think of some firms as domestic companies(本国公司).Global competition has increased performance standards(绩效标准) in many dimensions, including those of quality, cost, productivity, production introduction time, and smooth, flowing operations.The development of newly industrialized countries(新兴工业化国家) is changing the global competitive landscape and significantly increasing competition in global markets. The economic development of Asian countries outside of Japan is increasing the significance of Asian markets. In the new competitive landscape, firms are challenged to develop the optimal level of globalization(最优的全球化水平).Technological ChangesThere are three categories of technological trends and conditions through which technology is significantly altering the nature of competition(竞争的性质).·Increasing rate of technological change and diffusion(不断上升的技术变迁率和扩散率) Both the rate of technology changes and the speed at which new technologies become available and are used have increased substantially over the last 20 years. Perpetual innovation(持续的创新) is a term used to describe how rapidly and consistently new, information-intensive technologies 〔信息密集的技术〕replace older ones. The shorter product life cycles(产品生命周期) resulting from these rapid diffusions of new technologies place a competitive premium on being able to quickly introduce new goods and services into the marketplace. In fact, when products become somewhat indistinguishable because of the widespread and rapid diffusion of technologies, speed to market(产品进入市场的速度) may be the only source of competitive advantage. Some evidence suggests that after only 12 to 18 months, companies likely will have gathered information about their competitors’R&D and product decisions. Often, merely a few weeks pass before a new American-made product introduced in U.S. markets is copied, manufactured, and shipped to the United States by one or more companies in Asia.Today’s rate of technological diffusion stifles the protection firms possessed previously through their patents(专利). Patents are now thought by many to be an effective way of protecting proprietary technology(专利技术) primarily in the pharmaceutical and chemical industries only. Many firms competing in the electronics industry often do not apply for patents to prevent competitors from gaining access to the technological knowledge included in the patent application(包含在专利申请中的技术知识).·The Information Age(信息时代)Dramatic changes in information technology have occurred in recent years. Personal computers, cellular phones, artificial intelligence〔人工智能〕, virtual reality(虚拟现实), and massive databases are a few examples of how information is used differently as a result of technological developments. Someone believes that electronic mail (E-mail) systems are the first manifestation of a revolution in the flow and management of information in companies throughout the world. An important outcome of these changes is that the ability to access and effectively use information has become an important source of competitive advantage in virtually all industries.·Increasing Knowledge Intensity(不断提高的知识密度)Knowledge is the basis of technology. In the new competitive landscape, knowledge is a critical organizational resource and is increasingly a valuable source of competitive advantage. Because of this, many companies now strive to transmute the accumulated knowledge of individual employees into a corporate asset(把个体性员工积累起来的知识转变成公司的资产).Figure 1.2 The New Competitive LandscapeThe I/O model of Above-average ReturnsFrom the 1960s through the 1980s, the external environment was thought to be the primary determinants of strategies firms selected. The industrial organization model explains the dominant influence of the external environment on firms’strategic actions. This model specifies that the industry chosen in which to compete has a stronger influence on a firm’s performance than do the choices managers make inside their organizations. Firm performance is believed to be predicted primarily by a range of an industry’s properties(行业属性), including economies of scale〔规模经济〕, barriers to entry(进入壁垒), diversification(产品多元化), product differentiation(产品差异), and the degree of concentration(行业集中度).The I/O model has four underlying assumptions. First, the external environment is assumed to impose pressures and constraints that determine the strategies that would result in above-average returns. Second, most firms competing within a particular industry are assumed to control similar strategically relevant resources and pursue similar strategies. Third, it is assumed that resources used to implement strategies are highly mobile across firms. Because of resource mobility, any resource differences that might develop between firms will be short lived. Fourth, organizational decision makers are assumed to be rational and committed to acting in the firm’s best interests as shown by their profit maximizing behavior(利润最大化行为).The I/O model challenges firms to locate the most attractive industry in which to compete. Competitiveness generally can be increased only when firms find the industry with the highest profit potential(具有最高的利润潜能的行业) and learn how to use their resources to implement the strategy required by the structural characteristics in that industry(行业的结构特征所要求的战略). The five forces model of competition(竞争的五力模型) is an analytical tool used to help firms with this task. This model suggests that an industry’s potential profitability(行业的潜在的赢利性) is a function of interactions among five forces. A firm can use this model to understand an industry’s profit potential and the strategy that should be implemented to establish a defensible competitive position(可防卫的竞争位置). Typically, this model suggests that firms can earn above-average returns by implementing a cost leadership strategy(本钱领先战略) or a differentiation strategy(差异化战略).Figure 1.3 The I/O Model of Superior ReturnsThe Resource-based Model of Above-average ReturnsThe resource-based model(基于资源的模型) assumes that each organization is a bundle of unique resources and capabilities that provides the basis for its strategy and is the primary source of its returns. According to this model, differences in firms’performances across time are driven primarily by organization’s unique resources and capabilities rather than by an industry’s structural characteristics(企业绩效的跨时差异主要是由组织的独特的资源的能力而非行业的特征驱动的).This model also assumes that over time, firms acquire different resources and develop unique capabilities. As such, all firms competing within a particular industry may not possess the same strategically relevant resources and capabilities. Another assumption of this model is that resources may not be highly mobile across firms. The differences in resources(资源上的差异) form the basis of competitive advantage.Resources (资源)are inputs into a firm’s production process, such as capital equipment, the skills of individual employees, patents, finance, and talented managers. In general, a firm’s resources can be classified into three categories: physical, human, and organizational capital(实物资本、人力资本和组织资本). Individual resources alone may not yield a competitive advantage. In general, it is through the combination and integration of sets of resources that competitive advantages are formed(竞争优势是通过组合和整合资源集形成的). A capability(能力) is the capacity for a set of resources to integratively perform a task or an activity. Through continued use, capabilities become stronger and more difficulty for competitors to understand and imitate(通过持续的使用，能力变得更强和更加难以被对手理解和模仿). As a source of competitive advantage, a resource should be valuable, rare, costly to imitate, and non-substitutable. Resources are valuable(有战略价值的) when they allow a firm to exploit opportunities and or/neutralize threats in its external environment; they are rare〔稀有的〕when possessed by few, if any, current and potential competitors; they are costly to imitate〔模仿代价高昂的〕when other firms either cannot obtain them or at a cost disadvantage to obtain them compared to the firm that already possesses them; they are non-substitutable〔不可替代的〕when they have no structural equivalents.The resource-based model of competitive advantage suggests that a firm’s unique resources and capabilities provide the basis for a strategy. The strategy chosen should allow the firm to best exploit its core competencies(最正确地利用其核心竞争力) relative to opportunities in the external environment. Core competencies(核心竞争力) are resources and capabilities that serve as a source of competitive advantage.Figure 1.4 The Resource-based Model of Superior Returns1.5Strategic Intent and Strategic MissionStrategic intent(战略意图) is the leveraging of a firm’s internal resources, capabilities, and core competencies to accomplish the firm’s goals in the competitive environment. Strategic intent reflects what a firm is capable of doing as a result of its core competencies and the unique ways they can be used to exploit a competitive advantage. The following examples are expression of strategic intent.“To become a high-performance multinational energy company——not the biggest, but the best.〞“Its our strategic intent that customers worldwide view us as their most valued pharmaceutical partner.〞“To be the top performer in everything.〞“To catch up with and beat Caterpillar.〞Strategic mission(战略使命) is a statement of a firm’s unique purpose and the scope of its operations in product and market terms. An effective strategic mission establishes a firm’s individuality and is exciting, inspiring, and relevant to all stakeholders(利害相关者). Together, strategic intent and strategic mission yield the insights required to formulate and implement the firm’s strategies(制定和执行企业战略所要求的洞见). When a firm is strategically competitive and earning above-average returns, it has the capacity to satisfy its stakeholders’interests(满足其利害相关者的利益).StakeholdersStakeholders(企业的利害相关者) are the individuals and groups who can affect and are affected by the strategic outcomes achieved and who have enforceable claims on a firm’s performance(对企业绩效的可实施的要求权). Claims against an organization’s performance are enforced through a stakeholder’s ability to withhold participation essential to a firm’s survival, competitiveness, and profitability. Stakeholders continue to support an organization when its performance meets or exceeds their expectations. However, every stakeholder does not have the same level of influence. The more critical and valued a stakeholder’s participation is, the greater a firm’s dependency on it. Greater dependence, in turn, results in more potential influence for the stakeholder over a firm’s commitments, decisions, and actions.The stakeholders involved with a firm’s operations can be separated into three groups. Each of these stakeholder groups expects those making strategic decisions in a firm to provide the leadership through which their valued objectives will be accomplished(提供有助于实现他们看重的目标的领导). But these groups’objectives often differ from one another, sometimes placing managers in situations where trade-offs have to be made(有时置经理于必须作出二难选择的情形中). It is important that those responsible for managing stakeholder relationships in a country outside their native land use a global mind-set. A global mind-set(全球心态) is the capacity to appreciate the beliefs, values, behaviors, and business practices of individuals and organizations from a variety of regions and cultures.The firm’s stakeholders and their interestsCapital market stakeholders Goals and Objectives•Shareholders dividends, profit rate•Creditors security of loanProduct market stakeholders:•Customers perceived value of the good or the service •Suppliers profitable sales, payment for goods, long-term relationship •Host communities pollution, employment, aids, taxinside-organization stakeholders•Employees monetary and non-monetary interests•Managers monetary and non-monetary interests Organizational StrategistsSmall organizations may have a single strategist. In many cases, this person owns the firm and is deeply involved with its daily operations. At the other extreme, large, diversified firms(多元化的企业) have many top-level managers. In addition to the CEO and other top-level officials(e.g., chief operating officer and chief financial officer操作总监和财务总监), they have managers who are responsible for the performance of individual business units(个体性业务单位〕.Typically, stakeholders have high expectations of top-level managers, particularly the CEO. Some believe that every organizational failure is actually a failure of those who hold the final responsibility for the quality and effectiveness of a firm’s decisions and actions.复习题1.解释以下概念：战略竞争力、高于平均的回报、平均回报、风险、战略管理过程、鼓励不相容、有限理性、战略的敏捷性、资源、能力、核心竞争力、战略意图、战略使命、企业的利害相关者2. 战略竞争力概念中所隐含的前提性假设是什么？企业获取可持续的战略竞争力的关键或曰前提是什么？什么决定着企业的战略竞争力可维持的时间的长短？3.战略管理过程的理性模型有何缺乏？为什么各国战略管理教材仍把它作为主要内容进行讲授？4.传统的企业竞争优势的源泉是什么？在新竞争情景中什么更重要？5.为什么说市场和行业的国际化使要把某些公司看本钱国公司越来越困难？6.为什么说在技术快速扩散和传播的情况下，产品进入市场的速度或许是竞争优势的唯一源泉？7.为什么药品行业和化学行业的企业比拟愿意申请专利，而电子行业的企业一般不愿意申请专利？8.为什么说获取和有效利用信息的能力已成为所有行业中的竞争优势的重要源泉？9.试述塑造新竞争情景的主要力量。
公司战略管理英语原文及翻译(1)
Corporate structure and strategy: the case of Nike(lecture prepared by Deron Ferguson, Department of Geography; see sources in notes at end) Why are contemporary corporations forced to restructure, and how are they doing it?How is the structure of a corporation related to its long-term competitive strategy?What are the geographic implications of this relationship with regard to multinational corporations and transnational production?In today's lecture, we will address these questions by looking at the case of Nike. (references for this material)SETTING THE CONTEXT:Post-Fordism, Flexibility, and the athletic footwear industryBefore looking at the relationship between Nike's corporate structure and competitive strategy, it will help to review the changing business environment faced by large and small firms alike. The changing business environment faced by firms in advanced capitalist economies and societies is grounded in the transition from Fordism to post-Fordism. The chart below reviews the basic characteristics of this transition.The general trend over the past two decades has been a movement from a "standardized" to a "flexible" economy (Stutz & deSouza, pp. 358-361). Many exceptions can be found to this conception of how economies are changing (e.g., the recent acquisition of McDonnell Douglas by Boeing), but elements of it can be found virtually everywhere, depending on the type of industry involved.In this example, we will look at the athletic footwear industry. In particular, we can focus on the athletic footwear market as an example of the formation of new, highly volatile, competitive markets. Changes in the footwear industry can be summarized as:∙footwear production has grown rapidly //Overhead Fig 2∙intense competition and market volatility are indicated by the explosion in the number of "styles" of athletic shoes, and competition among brands //Overhead Fig 1∙ a key to success in the industry is innovation and the rapid turn-around of design and production∙however, the production of shoes remains inherently a "Fordist," labor-intensive process ∙producers must have output and design flexibility∙producers must preserve proprietary information and technology, yet be organizationally flexibleNike has succeeded in competing in the footwear industry with the following strategy: remain flexible in a volatile market by using subcontracting relationships overseas in low labor-cost countries.NIKE'S STRUCTURE AND STRATEGY∙"Nike" began in 1964 as "Blue Ribbon Sports," a seller of Japanese-manufactured footwear∙In 1970, as the athletic footwear market grew, the Nike brand name was born∙In order to gain greater control over production and assembly, Nike opened a plant in New Hampshire in 1973 (which it closed in 1986). The bulk of its production, however,has always been overseas through subcontracting relationships of varying loyalty andintensity. //Overhead Fig 3Today, 100% of Nike's production is by subcontractors, or "production partners." Nike has three type of subcontracting relationships: //Overhead Fig 4∙Developed partners: These production partnerships were first in Japan, but are now in Taiwan and South Korea). These partners produce the "upper echelon" of shoes, orexpensive "statement" shoes, typically in smaller batches (10-25K pairs a day). They aremore likely to collaborate in innovations with Nike, many are vertically disintegratedthemselves, subcontracting "nonproprietary" shoe components and materials to otherlocal producers. Those partners which produce solely for Nike receive monthly ordersfrom Nike which don't vary more than 20% to preserve production stability.∙Volume partners: These are large factories producing large batches of standardized, lower-priced footwear (70-85K pairs a day). Production is routinized and serves multiple(often more than 10) companies, other than Nike (e.g., Reebok). These are "capacity"contractors--they absorb the market risk associated with cyclical demand. Thesefactories are typically more vertically integrated, owning their own leather tanneries andrubber factories. They are not where the most innovative or "state of the art" shoes areproduced, as these factories produce for multiple companies; for this reason,relationships between Nike and these companies are less loyal.∙Developing partners: These factories are located mostly in Thailand, Indonesia, and China. These locations offer Nike very low labor costs and a "hedge" against rising laborcosts in other factories or exchange rate risk. These factories are more loyal to Nike;often they are the product of a joint venture between Nike and its developed partners inTaiwan or South Korea. Often, the joint investment into these factories raises their ability to manufacture increasingly sophisticated products more rapidly than if they wereproducing unaided.Why does Nike pursue this organizational strategy?∙Shoe production is inherently labor intensive (although technology can vary). Thus, labor is an important input for footwear producers to consider, but the labor process remainslargely routine in the assembly of shoe components.∙Subcontracting relationships provide organizational flexibility, moving market risk to partners, even though production processes remain largely routine.∙Southeast Asia offers several locational advantages to Nike: i) it is a rapidly growing market; ii) low-wage, "semi-skilled" labor is plentiful; iii) governments encourageinvestment and transnational production by relaxing the enforcement of labor standards. Key points to walk away with..The business environment (that is, with respect to markets, regulation, competition, innovation) sets the context in which corporations must strategize to preserve their market share and market power. This strategy involves a careful choice of how best to flexibly structure the firm's organization and production, in which geography plays an important role. We have looked closely at this relationship--between corporate structure and strategy--by looking at Nike. By doing so, we have highlighted the fundamental relationship between geography, corporate structure and strategy, and transnational production.Concepts:corporate restructuringmultinational corporationstransnational productioncorporate strategycorporate structureflexibility (flexible production; flexible organization)Fordism, post-Fordismsubcontractingvertical disintegrationglobalizationNew International Division of Labormarket volatility企业结构与策略：耐克的情况下，（演讲准备德隆-弗格森，地理系;票据月底来源）为什么是当代公司被迫重组，以及他们是如何做的呢？相关法团结构，其长期的竞争策略是怎样的？这关系着跨国公司和跨国生产方面的地理意义是什么？在今天的讲座中，我们将看耐克的情况下解决这些问题（这种材料的引用）设置背景：后福特主义，灵活性，以及运动鞋产业在耐克的企业结构和竞争战略之间的关系，这将有助于审查大型和小型企业都面临的不断变化的业务环境。
战略管理(英文版)
名词解释：1、Strategy: An integrated and coordinated set of commitments & actions designed to exploit core competencies and gain a competitive advantage.2、Strategic Management: Strategic Management is the process through which organizations analyze and learn from their internal and external environments, establish strategic direction, create strategies that are intended to help achieve established goals, and execute those strategies, all in an effort to satisfy key organizational stakeholders.3、Strategic Management consists of the analysis, decisions and actions an organization undertakes in order to create and sustain competitive advantages.4、The strategic management process includes the activities of internal and external analysis, establishment of strategic direction, development of strategies for the corporate and business levels of the organization, development and execution of an implementation plan, and the establishment of strategic controls.5、Vertical integration: The term is used to describe the extent to which a firm is involved in several stages of the industry supply chain.6、Horizontal integration: The process of acquiring or merging with industry competitors to achieve the competitive advantages that arise from a large size and scope of operations.7、Diversification strategy describes the scope of the firm in terms of the industries and markets in which it competes.8、Related diversification implies organizational involvement in activities that are somehow related to the dominant or “core” business of the organization, often through common markets or similar technologies.9、Unrelated diversification does not depend on any pattern of relatedness. Unrelated diversification has lower profitability and higher risks than those pursuing other corporate-level strategies such as concentration or related diversification.10、Organizational fit: When two organizations or business units are merged or acquisition happened, and the organizational management processes, cultures, system, and structures are matching(similar), this is organizational fit.11、Marketing strategy: Marketing strategy is the plan for investing marketing efforts and resources (advertising, branding, distribution, etc.)to achieve business goals.To support growth strategiesTo support a stability or retrenchment strategy12、Economies of scale: Economies of scale refers to the cost advantages that an enterprise obtains due to expansion. There are factors that cause a producer’s average cost per unit to fall as the scale of output is increased. "Economies of scale" is a long run concept and refers to reductions in unit cost as the size of a facility and the usage levels of other inputs increase.（1）Economies of scale. Unit cost reductions associated with a large scale of output •Larger production runs•Larger facilities•Allocating fixed costs（2）Diseconomies of scale. Unit cost increases associated with a large scale of output•Increased bureaucracy associated with large-scale enterprises•Resulting managerial inefficiencies13、True economies of scale are cost advantages associated with large-sized facilities rather than with increased volume through an existing facility.14、Life cycle of an industry: Refers to the stages of Introduction, Growth, Maturity and Decline, portrays how salesvolume for a product or an entire industry changes over its lifetime and helps to understand the dynamic nature of strategy.15、So-called product life cycle: Refers to the product from entering the market ,the market cycle, until final out of the market experience.简答论述：一、潜在竞争者出现面临的障碍都有哪些障碍并举例(Potential competitors∕Entry Barriers P31)Potential competitors∕Entry Barriers: Forces that keep new entrants out, providing a level of protection for existing competitors, are called entry barriers.Examples of entry barriers commonly found in many industries include the following:1、Economies of scale, which occur when it is more efficient to produce a product in a large facility at higher volume.2、Large capital requirements,also known as start-up costs ,can prevent a small competitor from entering an industry.3、High levels of products differentiation ,which means that some firms enjoy a loyal customer base, making it harder for a new firm to draw away customers.4、High switching costs ,applying not only to suppliers, can be used to preserve established firms in an industry.5、Limited access to distribution channels,which may prevent new companies from getting their products to market.6、Government policies and regulations that limit entry into industry,effectively preventing new competition.7、Existing firm procession of resources that are difficult to duplicate in the short term. Such as patents, favorable locations, proprietary product technology, government subsidies, or access to scarce raw materials.(Cost disadvantages independent of scale)8、A past history of aggressive retaliation by industry competitors toward new entrants.（Threat of new entries）二、什么样资源、能力能使企业形成持续核心竞争力？（Sustainable competitive advantage P46 ）Internal resources and capabilities fall into five: human, physical, financial, knowledge, and organizational.In general, capabilities and resource become strengths with the potential to create a competitive advantage if two conditions are met.1.The resource or capabilities are value.2.The resource or capabilities are unique.In addition, a unique and valuable resources or capability actually becomes a competitive advantage if the following additional conditions are met:1.The organization is suited to exploitation of the resourceor capability.2.T he firm’s managers are aware of the potential of theresource or capability to lead to a competitive advantageand have taken steps to realize the advantage.Finally, a resource or capability can be a source of sustainable competitive advantage if two additional conditions are met:1.The resource or capabilities are difficult or expensive to imitate.2.No readily available substitutes exist.三、企业的社会责任感的概念以及包含哪些重点内容？(Social responsibility P15上课补充的)Social responsibility:the expectation that businesses or individuals will strive to improve the overall welfare of society.1、Economic responsibility. Such as the obligation to beproductive and profitable and meet the consumer needs of society.2、Legal responsibility.To achieve economic goals withinthe confines of established laws.3、Moral obligations. To abide by unwritten codes, norms,and values implicitly derived from society.4、Discretionary responsibility. Volitional or philanthropicin nature.四、怎么实现低成本战略?How to Realize the Low-costStrategy （Cost leadership P95）Low-cost leadership allows a firm to compete by lowering prices when needed without becoming unprofitable.Firms pursuing a low-cost strategy will typically employ one or more of the following factors to create their low-cost position:1.High capacity utilization.When customer demand is highand the firm’s capacity is full utilized, fixed costs are spread over more units, lowering unit cost.2.Economic of scale. True economies of scale are costadvantages associated with large-sized facilities rather than with increased volume through an existing facility.3.Technological panies making investments incost-saving technologies are often trading an increase in fixed costs for a reduction in variable costs.4.Learning/experience effects.The learning curve effect saysthat the time required to complete a task will decrease as a predictable function of the number of times the task is repeated.Experience effects are the same thing as learning effects but relate to indirect labor as well as direct production labor.五、功能性（职能）战略的概念，发展比较好应具备什么特点？(Functional strategies P137)Functional strategies: Functional strategies are the plans for matching those skills, resources, and capabilities to the business and corporate strategies of the organization.The well-developed Functional strategies should have the following Characters:1.Decisions made within each function will be consistent with each other.2.Decisions made within one function will be consistent with those in other functions.3.Decisions made within functions will be consistent with the strategies of the business.六、改善组织学习质量、提高组织学习数量，控制系统应该具备什么特征?（To enhance the quality of organizational learning ,these control systems should have the following characters ）a) Information generated by the control system should be an important and recurring item to be addressed by the highest levels of management.b) The control process should also be given frequent and regular attention from operating managers at all levels of the organization.c) Data from the system should be interpreted and discussed inface-to-face meeting among superiors and subordinates.d) The success of the control process relies on the continual challenge and debate of underlying data, assumptions, and strategies.小论文：多元化战略，结合实际认识，优缺点，对企业发展的影响。
公司战略与风险管理第一章战略与战略管理PPT课件
引导案例：从“隆中对”看企业战略规划的重要性
后来，刘备在徐庶的举荐下，三顾茅庐，请出了诸葛亮。诸葛亮出山 后，针对刘备陷入困境、难于自立的状况，客观地分析了天下形势。他根据曹 操、孙权、刘备三人在政治、经济、军事上的各自优势与弱点，为刘备进行了 战略策划，定下了“隆中对”策。这就是：曹操拥有百万之众，“不可与争 锋”；孙权据有江东，已历三世，国险而民附，“可用为援而不可图”。而刘 备当时尚无立锥之地，因而，建立根据地就成为刘备争天下的先决条件。那么， 从何入手呢？当时可图的只有荆州和益州两地。荆州“北据汉沔，利尽南海， 东连吴会，西通巴、蜀，此用武之地，其主不能守。”益州“地势险要，沃野 千里，实为天府之国。”“待天下有变，则命一上将将荆州之兵以向宛洛，将 军身卒益州之众以出秦川。”这样，不但可以图谋中原，且“大业可成，汉室 可兴。”诸葛亮的“隆中对”，不仅为刘备精辟地分析了天下形势，提出了明 确的战略目标，且判定了联吴抗曹、先夺荆州后取益州的策略方法，使刘备豁 然开朗，为之折服，以为“吾之得孔明，犹鱼之得水也。”此后，形势急转直 下，刘备先后取得了博望烧屯、赤壁之战、夺荆州，进西川的胜利，终于成就 了霸王之业，然得与曹魏、孙吴鼎足而立。显然刘备得诸葛亮，这是他一生事 业转折的关键，是他成就霸王之业的重要原因，真是“隆中相对一席谈，三分 天下几十年”。
1.可选择的战略类型
总体战略
业务单位 战略
职能战略
发展战略
稳定战略
收缩战略
成本领先战略 差异化战略 集中化战略
侧重于企业内部 特定职能部门的 运营效率
是以扩张经营范围或规模为导向的战略，包括：一 体化战略、多元化战略、密集型成长战略。
是以巩固经营范围或规模为导向的战略，包括：暂 停战略、无变战略、维持利润战略。
战略管理(第八版)Chapter-1(中英)PPT课件
21st Century Competitive Landscape (Cont’d)
Hypercompetition – extremely intense rivalry among competing firms, characterized by Escalating & increasingly aggressive competitive moves Assumptions of market stability replaced with notion of instability and change
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组织结构与控制
战略领导力 战略型企业家
战略竞争力
超额利润
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战略管理：
安索夫 1976年 《从战略规划到战略管理》中最 早提出
最早的定义：战略管理是将企业的日常业务决策 同长期计划决策相结合而形成的一系列经营管理 业务。
实际上，战略管理的关键词不是战略也不是管理， 而是动态的管理。
定义：企业确定其使命，根据组织外部环境和内 部条件设定企业的战略目标，为保证目标的正确 落实和实现进行谋划，并依靠企业内部能力将这 种谋划和决策付诸实施，以及在实施过程中进行 控制的一个动态管理过程。
执行的重要决策，采取的途径和行动以及为实 现目标对企业主要资源分配的一种模式。
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在这其中，明茨伯格认为战略形式分为自发产 生的战略，已设计的战略，实现的战略等。
已设计的战略
准备实施的战略
没有实现的战略
自发形成的战略
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4、战略是一种定位（position）
战略管理第一章PPT教学课件
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第二阶段：古典战略理论阶段 （60~80年代）
主要贡献：
第一， 企业战略与外部环境变化的关系是战略问 题的重点。 企业战略就是要分析外部环境的机会和威胁，并根 据自身的优势、劣势，寻找外部环境和企业自身条 件的最佳结合点。 著名的安德鲁斯的四要素理论，波士顿矩阵SWOT 分析法都产生于这一时期。
法约尔提出了著名的企业管理五大职能：“计划、 组织、指挥、协调、控制”。计划是五大职能之首 。
强调了制定长期计划，并根据计划来配置资金预算 对企业实现增长的重要性。
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长期计划理论前提是，企业可以预测未来。
但是，五十年代以后，竞争加剧，企业外部 环境日益不稳定，外部环境变化加速，不可 测性加大，而且，外部环境的变化往往是企 业无法控制的。
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战略管理理论的历史演进一般划分为三 大阶段：
第一阶段：早期战略思想阶段。 第二阶段：古典战略理论阶段 第三阶段：竞争战略理论阶段
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第一阶段：早期战略思想阶段主要理论贡献：
对企业财务预算，长期计划技术的高度重视。
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什么是战略？P24
首先，什么是战略？至今并没有统一的、权威的定义。
二十世纪六十年代以来，战略理论经历了几个不同的发展阶 段———“三个阶段”P5
在不同的阶段，研究对象、目的不断变化；
在每一阶段又有许多不同的理论流派P24； 明茨博格对战略的解说—— 明兹伯格曾经对“古典战略理论阶段”各种流派概括为十大 流派：
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古典战略理论阶段的“十大流派”
流派名称
《公司战略与风险管理》课件第1章
案例
• 立白：以“亲戚牌”打下农村市场
创立于1994年的立白，起初为避开与外资日化 巨头正面较量，采取了“农村包围城市”的战术， 选择宝洁、联合利华一时难以触及的农村市场，一 个县一个县地发动营销战役，不找当地百货公司， 只找在当地有信誉、有实力的个体经销商。
• 立白的战略就体系了战略的现代概念的应变性、 竞争性和风险性。
课堂练习
• 【多选题】下列关于战略表述的选项中， 错误的有（ ）。【2013】
• A.现代的战略概念既包括企业终点也包括 途径
B.传统战略概念主要强调战略的计划性、 应变性和长期性
C.战略的核心在于预谋性 D.应变性是现代战略所强调的
（二）公司的目标（Strategic Objective）
战略目标与使命的关系： 企业在实现使命过程中所追求的结果，构成了企业的战略
目标，是对企业使命的进一步具体化。
例如：中国移动的企业“十五”规划战 略目标: “争创世界一流通信企业”， 根据公司的长远目标，也制定了包括经 济效益、业务发展、网络发展、网络服 务质量、技术发展等具体的目标。
（一）公司的使命——使命通常比较抽象，
主要展示公司主要战略方向。
公司的使命主要阐明企业组织的根本性质 与存在理由 ，一般包括三个方面。
生存、 发展、
获利
经营业 务范围、
定位
企业文化
知名企业的企业使命
公司
使命
IBM
通过专业的解决方案和业务，把先进的信息技术转化 为价值传递给我们的用户。
Microso ft 沃尔玛
企业战略管理英文版(第一章)
The Strategic Management Process
Strategic Objectives & Inputs
Ch. 1: Strat. Chapter 1: Chapter 3: Mgmt. & Com- The External Strategic Management Environment petitiveness Strategic Competitiveness Chapter 4: Ch. 2: Strat. The Internal Mgmt . & Performance Environment Strategic Mission & Strategic Intent
Chapter 10: Cooperative Strategy
© 2006 by Nelson, a division of Thomson Canada Limited.
1-6
What is Strategy?
• An integrated and coordinated set of commitments & actions designed to exploit core competencies and gain a competitive advantage.
© 2006 by Nelson, a division of Thomson Canada Limited.
1-11
an *
*
Resources and capabilities
that meet these four criteria become a source of:
chap6战略管理英语版
Procter & Gamble’s Diversification Strategy
Procter & Gamble (P&G) (Cont’d) Synergy created with combining toothbrush and toothpaste businesses
10
Levels of Diversification (N=3)
1. Low Levels
Single Business Strategy
Corporate-level strategy in which the firm generates 95% or more of its sales revenue from its core business area
Builds synergy: value added by corporate office adds up to more than the value if different businesses in the portfolio were separate and independent
Dominant Business Diversification Strategy
Corporate-level strategy whereby firm generates 70-95% of total sales revenue within a single business area
11
Levels of Diversification (N=3)
2. Moderate to High Levels
战略管理中文版
天下风华 传递有思想的信息
3|8
竞争优势、价值创造和赢利能力
企业的赢利水平取决于三个基本因素 :
1. 顾客通过拥有企业产品中所获得的价值或效用 2. 企业为产品收取的价格 3. 生产产品的成本
? 消费者剩余是消费者效用“超过”所支付价格
的部分
基本法则：消费者从产品和服务中所获得的效用越大 ，企业的定价选择越多。
? 卓越效率
? 卓越品质
?卓越创新 ?卓越客户响应
天下风华 传递有思想的信息
3|3
内部分析：优势与劣势
内部分析 – 再加上外部分析 – 向管理者提供了选择战略 和商业模式、实现可持续的竞争优势所需要的信息
企业的优势
企业的劣势
是能够提高赢利能力 是导致赢利能力下降
的资产
的负债
天下风华 传递有思想的信息
? 标杆法
? 将企业绩效与竞争对手以及本企业过往的绩效进行对比
? 赢利能力的计算
? 投资资本回报率 (ROIC)
? ROIC
净利润 投资资本
=
税后净收益 权益 + 负债
? 净利润 =
净利润 = 总收入 – 总成本
天下风华 传递有思想的信息
3 | 21
基本会计术语的定义
Table 3.1
天下风华 传递有思想的信息
第三章
内部分析：独 特竞争力、竞 争优势与赢利
能力
“In preparing for battle I have
always found that plans are useless, but planning is indispensable .”
- Dwight D. Eisenhower
战略管理翻译版
简答题举例1．The Hows That Define a Firm’s Strategy：（公司战略的定义有哪几部分组成）•H ow to grow the business（如何发展业务）•H ow to please customers（如何满足顾客）•H ow to respond to changing market conditions（如何对变幻的市场环境进行回应）•H ow to manage each functional piece of the business and develop needed organizational capabilities（如何管理每一个业务模块和发展需要的组织能力）•H ow to achieve strategic and financial objectives（如何实现战略和财务上的目标）•H ow to out-compete rivals（如何战胜对手）2.Test of A Winning Strategy（成功战略的测试标准）a)How well is strategy matched to firm’s situation?（战略要在哪种程度上匹配公司的现状）b)Does strategy lead to sustainable competitive advantage?（战略会帮助企业获得可持续的竞争优势吗？）c)Does strategy boost firm performance?（战略会促进企业的绩效吗？）So, to be a real winner, a strategy must :（因此，要成为一个真正的赢家，战略必须：）a)Fit the enterprise’s internal &external situation 与企业的内外状况相一致b)Build sustainable competitive advantage 建立可持续的竞争优势c)Improve company performance提高企业绩效3. When making decision, what should a company take into consideration of the competition?（当要做出决定时，在竞争中公司要将什么要素考虑进去？）Reputation, Core competencies, Manufacturing capacity, Product range, Product designs, Quality, Distribution, Way of doing business（声望，核心竞争力，制造能力，产品范围，产品设计，质量，分销，做生意的方式。
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第一部分战略管理概述第一章战略管理的性质本章内容包括：战略管理的概述；介绍一个实用而综合的战略管理过程模型，定义战略管理的基本活动和术语；讨论商业道德的重要性。
本章将会给出渗入到本书各个部分的几个主题。
第一个主题是，全球因素影响着企业所有的战略决策。
局限于国内毫无疑问会影响我们的想象力，而站在别人的角度去看和欣赏世界已成为企业的存活之道。
战略管理以管理者充分理解竞争者、市场、价格、供应商、分销商、政府、债权人、股东和全球范围内的客户为基础。
企业产品和服务的价格和质量必须在全球范围内具有竞争力，而不仅仅是在国内。
“全球视野”在本书的各个部分都会提及，以此来强调全球因素在战略管理中的重要性。
第二个主题是，电子商务已成为战略管理的一个强大工具。
通过运用网络直接销售，并与分布在全球各地的供应商、用户、债权人、合作者、股东、客户、竞争者进行交流，从而获得竞争优势的企业已经越来越多了。
电子商务可以使企业直接销售商品、做广告、产品供应、减少中介、跟踪存货清单、减少纸面工作和共享资源。
总的来说，电子商务在做交易时能减少开支、节约时间、缩小距离和空间，以此来提供更高的客户服务水平、更高的效率、更高的产品质量和更高的盈利。
网络和个人电脑正在改变着我们的生活方式、居住习惯及我们与家人、朋友、邻居甚至我们自己的关系和交流方式。
网络促进的无穷的对比消费，使得全球客户可以聚集在一起要求打折，网络把这种权利从企业转移给了个人。
过去购买者要想获得最好的价格和服务，遇到的最大的障碍时没有时间和可比价格，但是现在顾客可以迅速的知道上百种产品的价格。
顾客还可以上像这样的网站上，那里提供了十几万种消费品的详细信息。
网络改变了几乎所有企业买和卖的核心和本质，也基本上改变了全球各个行业的市场经济。
宽带、电子贸易、电子商务、网店和电子邮件已成为世界人民日常生活中必不可少的一部分。
BtoB模式的电子商务比BtoC模式多5倍。
有74%的美国人认为，电子商务给社会带来的改变比电话、电视加一起都多。
“电子商务视野”在本书的各个部分都会举例说明，以强调电子商务在战略管理过程中的强大作用。
第三，自然环境已成为一个重要的战略问题。
对企业和神会来讲，全球变暖、生化危机和越来越多的污染与持续的资源开发和自然环境的毁灭相比并不是最大的威胁。
Geroge Washington的Mark Straik说：“制止和扭转全球生态遭受破坏及恶化，是一个需要立即引起所有企业及管理者极大关注的战略问题。
”按ISO 和本书的定义，自然环境是指企业组织运营的周边环境，包括空气、水源、土地、自然资源、植物、动物、人以及他们之间的相互关系。
“自然环境视野”在本书的各个部分都会出现，并举例说明企业如何考虑自然环境。
1.·1 什么是战略管理从前，有在同一行业中竞争的两个公司的总裁，他们决定一起去露营来洽谈可能的两个公司合并。
当他们走到森林深处的时候，突然遇到了一只熊，这只熊直立起身子向他们吼叫。
这时，其中一个总裁迅速的取下背包拿出了一双跑鞋，另一个总裁看到说：“你根本跑不过那只熊！”他回答说：“或许我跑不过那只熊，但是我确实能跑得过你啊！”这个故事抓住了战略管理的理念，那就是实现和保持竞争优势。
1·1·1 战略管理的定义战略管理可以被定义为：制定、实施和评价使组织能够达到目标的，跨功能决策的艺术与科学。
战略管理的关键在于对市场营销、财务会计、生产作业、研究与开发及计算机信息系统进行综合的管理，以实现企业的成功。
在本书中，战略管理这一术语与战略规划同义。
后者被广泛应用于商界而前者则广泛应用于学术界。
战略管理一词是指战略的制定、实施和评估，而战略规划则仅仅指战略制定。
战略管理的目的在于，为明天的经营创造并利用新的和不同于以往的机会；而长期规划的目的则在于，为了明天的经营而优化今天的发展趋势。
战略规划一词起源于1950s并被广泛应用于1960s至1970s。
在这些年中人们曾普遍认为，战略管理可以解决所有的问题。
当时，很多企业都被战略管理所吸引。
然而，经过这一时期的高潮之后，到1980s，由于很多规划模型并没有给企业带来高额的回报，战略规划被放到一边了。
而到了1990s，战略规划得到复苏，直到现在还被商界广泛应用。
从本质上说，战略规划就是一个公司的“游戏规则”，就像一个足球队要有一个好的游戏规则才能有胜利的机会，同样一个公司要想在竞争中取胜，也必须有一个好的战略规划。
在各个行业中，利润率已经低到容不得企业在战略规划中出一点差错。
战略规划的产生，需要管理者从很多可行性方案，特殊的市场、政策、程序迹象，以及取代他人不太理想行为的行动中做出强硬的选择。
······1·1·2战略管理的阶段战略管理过程包括三个阶段：战略制定、战略实施、战略评价。
战略制定包括：确定企业任务、认定企业的外部机遇与威胁、认定企业的内部优势与劣势、建立长期目标、制定可选战略和选择特定的实施战略。
战略制定过程所要解决的问题包括：进入那种新产业？放弃那种产业？怎样分配资源？是否扩大经营和进行多元化经营？是否进入国际市场？是否进行合并和建立合资公司？怎样避免敌意的接管？由于没有任何企业会拥有无限的资源，战略制定者必须明确哪个可供选择的方案会使企业获益最大。
战略决策一旦做出就会使企业在相当长的一段时间与特定的产品、市场、资源和技术相联系。
决策决定了企业的长期竞争优势。
无论好坏，战略决策都会对企业产生较大的多元化和持久性的影响。
高级管理人员必须用最远大的目光来全面理解战略决策的影响，他们也有权配置实施战略所必须拥有的资源。
战略实施要求公司建立年度目标、制定政策、激励员工和分配资源，以使制定的战略得以实施。
战略实施活动包括：发展支持战略实施的企业文化、建立有效的组织结构、调整企业的市场努力方向、制定预算、建立和使用信息系统及将员工的报酬与组织的业绩挂钩。
战略实施往往被称为战略管理的行动阶段。
战略实施意味着动员员工和管理者将已制定的战略付诸于行动。
战略实施往往被认为是战略管理最艰难的阶段，它要求个人遵守纪律、有敬业和牺牲精神。
战略实施的成功取决于管理者激励员工的能力，它与其说是一门科学不如说是一种艺术。
已经制定的战略如果不实施便不会有任何实际的效果。
人际关系技能对战略实施的成功也尤其重要。
战略实施活动会影响到企业所有的员工和管理者。
每个分部和部门都必须回答像这样的问题，“为实施企业战略，我们必须做什么？”以及“我们如何才能将工作做的最好？”战略实施的挑战是，鼓励整个企业的员工和管理者充满自豪和热情的为实现既定目标而努力工作。
战略评估是战略管理的最后阶段。
管理者非常需要知道哪一特定战略阶段没有得到好的运转；而战略评估是获取这一信息的主要方法。
由于外部及内部环境在不断的变化，所以战略将面临不断的修改。
三项基本的战略评估活动包括：（1）重新审视内部和外部环境，这是决定现在战略的基础；（2）衡量业绩；（3）采取改善措施。
企业需要战略评估，因为今天的成功并不保证明天的成功！成功总是伴随着新的、各式各样的问题，自满的公司必然要经历失败。
在大型企业中，战略制定、实施和评估活动发生在三个层次：公司层次、分部层次或战略事业部层次、职能部门层次。
通过促进公司各个层次之间员工和管理之间的相互交流和作用，战略管理有助于公司作为一个竞争集体发挥作用。
绝大多数小企业和一些大企业没有设立分部层次或战略事业部层次，他们仅仅指分为公司层次和智能部门层次。
无论如何，处于这两个层次的员工和管理者也应该参与到企业战略管理活动中。
······1·1·3直觉和分析相结合战略管理进程可以被描述为一个企业做出重大决策的客观的、合逻辑的和系统的方法。
它试图整合定性和定量信息使企业在不确定的条件下做出重要的、有效的决策。
然而，战略管理并不是一种采用精确、紧凑、明晰的方法的纯粹科学。
基于过去的经验、判断和感觉，大多数人认为直觉对做出好的战略决策是至关重要的。
直觉在存在重大不确定性和很少有先例的情况下，对做出决策是特别重要的。
当存在很大不确定性和相互关联度很高的情况，或者是从几个可行方案中做出选择时，直觉也会是有帮助的。
一些企业的管理者和业主表示，自己具有使用直觉做出出色战略的超长能力。
······一些企业在今天能够成功是因为该企业有直觉天才来管理他，但大多数企业并没有这么幸运。
大多数组织能从战略管理中收益，是因为他们做决策时综合运用了直觉和分析。
选择直觉还是靠分析去做决策，不是一个非此即彼式的判断。
组织中各个层次的管理者在做决策分析时都会融入他们的直觉和判断。
直觉和分析的想法是相互补充的。
通过“我已经决定了我的想法，不要用事实来干扰我”的模式做事，不是通过直觉来管理，而是通过无知。
杜兰特说，“我仅仅相信有纪律约束的直觉。
······”······在某种意义上，战略管理过程是在试图复制懂得商业实际、具有良好直觉的出色管理者的思维方式，又是把这种思维方式与分析相联系。
1·1·4适应变化战略管理过程是基于这样的一种认识，即企业应连续不断的注视内外部的事件与趋势以便必要时作出及时的调整。
对企业产生影响的变化的速度和规模越来越引人注意。
考虑到诸如，电子商务、激光疗法、恐怖袭击、经济衰退、人口老龄化、安然公司丑闻和兼并狂潮等等。
为了生存，所欲企业都必须有迅速识别和适应变化的能力。
战略管理过程的目标在于使企业可以长期有效的适应变化。
······电子商务和全球化转变了当今经济和社会的外部变化条件。
在政治地图上，国界仍然很明显，但是在显示金融和工业竞争的地图上，国界在很大程度上已经消失。
信息的快速传播已冲破了国界，使得世界各地的人们都能亲眼看见其他人如何生活。
有更多的人到国外旅行：日本每年有1000万人出国旅行。
有更多人移民国外：例如，从德国移民到英国和从墨西哥到美国。
正如本章“全球视野”所表明的，美国企业在很多产业中都存在竞争者的挑战。
我们已经进入到了一个没有国界的世界，他的成员是全球公民、全球竞争者、全球顾客、全球供应商及全球销售商。
为了适应变化的需要，企业必须回答这些关键问题，如：我们想成为什么样的企业？我们是否在正确的领域？我们是否需要重整？什么样的竞争者正在进入我们的行业？我们应该采用何种策略？我们的顾客有什么变化？正在发展着的新技术会不会将我们淘汰？1·2 战略管理中的关键术语在进一步讨论战略管理之前，我们必须先定义一些关键术语：竞争优势、战略制定者、远景和任务陈述、外部机会和威胁、内部优势和劣势、长期目标、战略、年度目标和政策。