[新版]Strategic Management(战略管理-中英文).ppt.ppt
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战略管理英文版最新版教学课件第8章
LO 8-3 Describe two types of vertical integration along the industry value chain: backward and forward vertical integration.
LO 8-4 Identify and evaluate benefits and risks of vertical integration. LO 8-5 Describe and examine alternatives to vertical integration. LO 8-6 Describe and evaluate different types of corporate diversification. LO 8-7 Apply the core competence – market matrix to derive different
• Economies of scope
➢ Savings that come from producing more outputs or providing different services at less cost
❖ Ex: Amazon range of products & services
➢ Explains and predicts the scope of the firm ➢ "Market vs. firms" have differential costs
• Transaction costs
➢ Costs associated with economic exchanges
➢ Competitive bidding process ➢ Less than one-year term ➢ Lower prices cost advantages
LO 8-4 Identify and evaluate benefits and risks of vertical integration. LO 8-5 Describe and examine alternatives to vertical integration. LO 8-6 Describe and evaluate different types of corporate diversification. LO 8-7 Apply the core competence – market matrix to derive different
• Economies of scope
➢ Savings that come from producing more outputs or providing different services at less cost
❖ Ex: Amazon range of products & services
➢ Explains and predicts the scope of the firm ➢ "Market vs. firms" have differential costs
• Transaction costs
➢ Costs associated with economic exchanges
➢ Competitive bidding process ➢ Less than one-year term ➢ Lower prices cost advantages
归纳Strategic Management(战略管理-中英文).ppt
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Market entry: 市场进入 •Across borders 跨国 •Alliances 联盟
•Entrepreneurship 创业
3
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
Strategic Management 战略管理
Leadership in Enterprise for Asian Development 亚洲发展中的企业领导
Leonard D. Van Drunen June 2008
..........
1
What Is Strategic Management? 什么是战略管理
4
Strategic Leadership 战略领导
– Developing a vision for the firm – 为企业制定愿景 – Designing strategic actions to achieve this vision – 设计战略行动来达成愿景 – Empowering others to carry out those strategic
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
•Mergers & acquisitions 并购
Market entry: 市场进入 •Across borders 跨国 •Alliances 联盟
•Entrepreneurship 创业
3
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
Strategic Management 战略管理
Leadership in Enterprise for Asian Development 亚洲发展中的企业领导
Leonard D. Van Drunen June 2008
..........
1
What Is Strategic Management? 什么是战略管理
4
Strategic Leadership 战略领导
– Developing a vision for the firm – 为企业制定愿景 – Designing strategic actions to achieve this vision – 设计战略行动来达成愿景 – Empowering others to carry out those strategic
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
•Mergers & acquisitions 并购
战略管理英文版最新版教学ppt课件第1章
What Is Strategy and Why Is It Important?
Part 1 Strategy Analysis 1-2
LO 1-1 Define competitive advantage, sustainable competitive advantage, competitive disadvantage, and competitive parity.
LO 1-7 Critically evaluate the role that different stakeholders play in the firm’s quest for competitive advantage.
1-8
EXHIBIT 1.1 Industry, Firm, and Other Effects Explaining Superior Firm Performance
❖ Yahoo buys Overture for its own search product
• Microsoft launches its own search in 2009
➢ Bing now partnered with Yahoo
1-4
Microsoft and Google – Online Search
• What’s happening in our chapter opener?
➢ Why might Microsoft have acted the way it did?
➢ If they had not killed Keywords, would Microsoft have beat Google to search and linked ads?
Part 1 Strategy Analysis 1-2
LO 1-1 Define competitive advantage, sustainable competitive advantage, competitive disadvantage, and competitive parity.
LO 1-7 Critically evaluate the role that different stakeholders play in the firm’s quest for competitive advantage.
1-8
EXHIBIT 1.1 Industry, Firm, and Other Effects Explaining Superior Firm Performance
❖ Yahoo buys Overture for its own search product
• Microsoft launches its own search in 2009
➢ Bing now partnered with Yahoo
1-4
Microsoft and Google – Online Search
• What’s happening in our chapter opener?
➢ Why might Microsoft have acted the way it did?
➢ If they had not killed Keywords, would Microsoft have beat Google to search and linked ads?
战略管理英文版最新版教学ppt课件第2章
• PRODUCT-ORIENTED MISSIONS • Define the firm in terms of products or services
➢ U.S. Railroads: "Safest… N. American railroad”
❖ Missed the chance to move into delivery before UPS & Federal Express
➢ Delight our customers, employees, and shareholders by relentlessly delivering the platform and technology advancements that become essential to the way we work and live
LO 2-4 Critically evaluate the relationship between mission statements and competitive advantage.
LO 2-5 Explain why anchoring a firm in ethical values is essential for long-term success.
LO 2-6 Compare and contrast strategic planning, scenario planning, and strategy as planned emergence, and discuss strategic implications.
2-3
ChapterCase 2 Teach For America: Inspiring Future Leaders • TFA Mission: Eliminate educational inequality
➢ U.S. Railroads: "Safest… N. American railroad”
❖ Missed the chance to move into delivery before UPS & Federal Express
➢ Delight our customers, employees, and shareholders by relentlessly delivering the platform and technology advancements that become essential to the way we work and live
LO 2-4 Critically evaluate the relationship between mission statements and competitive advantage.
LO 2-5 Explain why anchoring a firm in ethical values is essential for long-term success.
LO 2-6 Compare and contrast strategic planning, scenario planning, and strategy as planned emergence, and discuss strategic implications.
2-3
ChapterCase 2 Teach For America: Inspiring Future Leaders • TFA Mission: Eliminate educational inequality
战略管理(中英文)
8-7
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
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
战略管理英文版最新版教学课件第12章
➢ Forced to resign
❖ With $45 million severance package
12-4
HP’s CEO Mark Hurd Resigns amid Ethics Scandal
• What are the key issues in the opening case? • Was the board of directors decision right or
➢ Accounting scandals: Enron, WorldCom, Tyco… ➢ Global financial crisis: real estate bubble burst
• Lessons
➢ Managerial actions affect economy
❖ Ethical business produces wealth but unethical practices destroy it
and ethics.
LO 12-6 Describe the different roles that strategic leaders play and
12-16
Corporate Social Responsibility
• Milton Friedman circa 1962:
➢ “the only social responsibility of business is … to increase profits so long as it stays within the rules of the game”
12-9
Stakeholder Strategy
• Stakeholder theory
❖ With $45 million severance package
12-4
HP’s CEO Mark Hurd Resigns amid Ethics Scandal
• What are the key issues in the opening case? • Was the board of directors decision right or
➢ Accounting scandals: Enron, WorldCom, Tyco… ➢ Global financial crisis: real estate bubble burst
• Lessons
➢ Managerial actions affect economy
❖ Ethical business produces wealth but unethical practices destroy it
and ethics.
LO 12-6 Describe the different roles that strategic leaders play and
12-16
Corporate Social Responsibility
• Milton Friedman circa 1962:
➢ “the only social responsibility of business is … to increase profits so long as it stays within the rules of the game”
12-9
Stakeholder Strategy
• Stakeholder theory
战略管理课件英文版
Organizing Themes
• Global considerations impact virtually all strategic decisions.
• E-commerce has become a vital strategic management tool.
• The natural environment has become an important strategic issue.
▪ Widely viewed as panacea for problems
Brief History
• 1980s
➢ Strategic planning cast aside
▪ Planning models did not yield higher returns
• 1990s–2000
➢ Revival of strategic planning
• Strategic planning
➢Refers to:
▪ Strategy formulation
Brief History
• 1950s
➢ Term strategic planning originates
1960s – 1970s ➢ Strategic planning very popular
1. Strategists 2. Vision statements 3. Mission statements 4. External opportunities and threats 5. Internal strengths and weaknesses
Key Strategic Management Terms (Cont’d)
归纳Strategic Management(战略管理-中英文).ppt
Value Chain价值链
Value chain analysis helps firms understand how activities contribute to creating value for customers and what costs are incurred to complete each activity.
Select one or more strategies to create value for their stakeholde rs 选择一种或多种战略为股东创造价值
..........
2
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Suppliers 供货商
Rivalry 竞争
Competitor Analysis 竞争者分系
Industry
Environment 产业环境
Buyers 买方
..........
Subst Products 替代品
11
Porter’s Five Forces 五力模型
Rivalry increases due to: 竞争增加是因为
• Degree of differentiation 差异化程度
• SwitchiPngotceonsttisal • 转换成E本ntrants
• Numerous or equally balanced competitors
• 竞争者多或竞争者力量 相当
• Slow industry growth • 产业增长慢
工业环境 ..........
Suppliers 供应商
Strategic Management(战略管理-中英文)
The process companies use to: 企业用于达到目标的过程 Form a vision – view of how the current firm will look in the future 形成愿景—当前企业如何展望未来
Analyze their external environment and their internal environment 分析企业的内外部环境
Market entry: 市场进入 Across borders 跨国 Alliances 联盟 Entrepreneurship 创业
Strategic Leadership 战略领导
– Developing a vision for the firm – 为企业制定愿景 – Designing strategic actions to achieve this vision – 设计战略行动来达成愿景 – Empowering others to carry out those strategic actions 赋能授权他人来执行战略行动
Strategic Management 战略管理
Leadership in Enterprise for Asian Development 亚洲发展中的企业领导
Leonard D. Van Drunen June 2008
What Is Strategic Management? 什么是战略管理
Support activities 辅助任务
Human resources 人力资源
Primary activities 基本任务
Outsourcing外包
Using an external supplier to provide part of the value chain 利用外埠供货商来达成部分价值链 Benefits of outsourcing: 外包益处 Same quality or better at a lower cost. 同等或较好的品质，但成本 较低。 Higher quality because of supplier specialization.供货商专业，品 质较好。 Economies of scale that the specialization produces. 专业化产生的经济比 Increased flexibility, reduced risks, decreased capital requirements.
Analyze their external environment and their internal environment 分析企业的内外部环境
Market entry: 市场进入 Across borders 跨国 Alliances 联盟 Entrepreneurship 创业
Strategic Leadership 战略领导
– Developing a vision for the firm – 为企业制定愿景 – Designing strategic actions to achieve this vision – 设计战略行动来达成愿景 – Empowering others to carry out those strategic actions 赋能授权他人来执行战略行动
Strategic Management 战略管理
Leadership in Enterprise for Asian Development 亚洲发展中的企业领导
Leonard D. Van Drunen June 2008
What Is Strategic Management? 什么是战略管理
Support activities 辅助任务
Human resources 人力资源
Primary activities 基本任务
Outsourcing外包
Using an external supplier to provide part of the value chain 利用外埠供货商来达成部分价值链 Benefits of outsourcing: 外包益处 Same quality or better at a lower cost. 同等或较好的品质，但成本 较低。 Higher quality because of supplier specialization.供货商专业，品 质较好。 Economies of scale that the specialization produces. 专业化产生的经济比 Increased flexibility, reduced risks, decreased capital requirements.
Strategic Management战略管理课件
• 3，这里的“方法”是指企业整个战略作 业的方法，它兼有在拟定战略计划或在 计划之前的战略思考、战略远景构想或 环境分析的方法，以及计划本身的方法 或在计划方案择定以后的实施方法等涵 义。在战略作战中，能够选择正确的方 法，是保证企业“做正确的事（效能）” 以及“把正确的事做好（效率）”的关 键。因此，用“方法”定义战略，以提 示在众多方法之中，如何因地、因时、 因事、因人地选择方法是战略作业成败 的前提性条件。
• 2，在市场竞争中，与对手争夺的当然是顾客 （用户），这是市场竞争不同于其他博亦活动 的显著特征。企业要提高自己的市场占有率， 不可避免地就要与竞争者发生冲突，在一切环 境变量中，竞争者是最为能动性的变量。
• 企业要提高自己的市场占有率，就不可 避免地要与竞争者发生冲突，这一点在 零和市场上，表现得更为明显。因此， 战略的根本性任务就是在企业所择定的 经营领域里，建立比对手更为强大的竞 争优势，以抗拒竞争者的生存威胁，保 障企业自身的安全。
• 战略就是我们与对手争夺顾客的方法。 这一定义恰好包括战略三角形的全部三
相要素（企业、竞争者、顾客），而且 还包括了这三项要素间的相互关系。
• Webster (韦伯斯特)大辞典对战略的定义是： “对作为一个整体的组织来说首要的、普遍性 的、持久重要的计划或行动方向”。
• 转引自：Arthur Sharplin, Strategy Management, N.Y.:McGraw-Hill,1985,p.6.
• 美国管理学家希克斯和西尔瓦说：“在任何一 个和对手博弈的场合——网球赛、象棋赛、太 空竞赛、企业竞争等——胜利总是属于在思想 上、计划上以及行动上比对手高出一筹的一方。 这样的思想、计划及行动可以理解为战略。”
Strategic Management（1）
战略管理课件(PPT 42页)
战略方向不明
23
战略管理模式的实际情况
战略规划型
23
组织学习型
渐进型
利用一个制定规划的程序将企业的战略意图变换成有形的可管理的文件及实际行动
未来是无知或不可知企业受外部因素影响太大经理无法制定计划
企业战略管理模式分布在规划型与渐进型两种极端状态之中
竞争的稳定性
竞争的复杂性
不稳定
复杂
简单
稳定
制定战略 与战略计划
23
战略管理理论研究的第六阶段
80年代中期，以波特（Porter)、古特与坎贝尔 (Goold&Compbell)和麦金塞(Mckinsey)等学者和咨询公司进一步归纳公司的战略类型、研究公司竞争优势的来源、公司的失误等问题。特别 是波特（Porter)等人，提出了战略分析的工具，如行业结构分析、价值链(Value-Chain)分析,区域域经济发展阶段和菱形钻石体系分析等.
（1979年） 5
企业经营目标的多样化
10
新古典模式——企业追求利润最大化市场价值模式——企业追求市场销售额现值最大大化代理成本模式——企业所有者要付出代理成本
企业高层管理人员工作重点的转移（变革）
10
面对企业当前的环境，全面介入企业的内部管理工作，并作出管理决策建立决策系统及决策手册以提高决策效率，用更多的时间考虑整个企业的问题制订预算，预测未来销售额及现金流，管理工作的重点放在预算控制上制订预算，运用目标管理（MBO）方法来严格控制预算制订长期计划并实施执行（忽略了各种因素的变动）制订第一代战略规划制订第二代战略规划动态地建立企业的竞争优势的战略思考
质量，利润，增长
多样化经营
分散性组织结构
对环境变化的战略响应：
事业领域重组强化激励政策
23
战略管理模式的实际情况
战略规划型
23
组织学习型
渐进型
利用一个制定规划的程序将企业的战略意图变换成有形的可管理的文件及实际行动
未来是无知或不可知企业受外部因素影响太大经理无法制定计划
企业战略管理模式分布在规划型与渐进型两种极端状态之中
竞争的稳定性
竞争的复杂性
不稳定
复杂
简单
稳定
制定战略 与战略计划
23
战略管理理论研究的第六阶段
80年代中期，以波特（Porter)、古特与坎贝尔 (Goold&Compbell)和麦金塞(Mckinsey)等学者和咨询公司进一步归纳公司的战略类型、研究公司竞争优势的来源、公司的失误等问题。特别 是波特（Porter)等人，提出了战略分析的工具，如行业结构分析、价值链(Value-Chain)分析,区域域经济发展阶段和菱形钻石体系分析等.
（1979年） 5
企业经营目标的多样化
10
新古典模式——企业追求利润最大化市场价值模式——企业追求市场销售额现值最大大化代理成本模式——企业所有者要付出代理成本
企业高层管理人员工作重点的转移（变革）
10
面对企业当前的环境，全面介入企业的内部管理工作，并作出管理决策建立决策系统及决策手册以提高决策效率，用更多的时间考虑整个企业的问题制订预算，预测未来销售额及现金流，管理工作的重点放在预算控制上制订预算，运用目标管理（MBO）方法来严格控制预算制订长期计划并实施执行（忽略了各种因素的变动）制订第一代战略规划制订第二代战略规划动态地建立企业的竞争优势的战略思考
质量，利润，增长
多样化经营
分散性组织结构
对环境变化的战略响应：
事业领域重组强化激励政策
战略管理英文版最新版教学课件第4章
• Brand valuation can be a major intangible resource for the firm
• Some product brands are so well established that the entire category of products (incl. competitors) may be called by the brand name ➢ In your small group, develop two or three examples of this happening in the marketplace.
❖ Best Buy also having problems with this recently
4-5
INTERNAL ANALYSIS: Inside the Firm
• Comparing two firms in same industry: Internal focus
➢ Core Competencies
LO 4-5 Identify competitive advantage as residing in a network of firm activities.
LO 4-6 Outline how dynamic capabilities can help a firm sustain competitive advantage.
➢ Does such brand valuation give the leading brand a competitive advantage?
➢ Does it produce confusion in the market for all products or services in that category?
• Some product brands are so well established that the entire category of products (incl. competitors) may be called by the brand name ➢ In your small group, develop two or three examples of this happening in the marketplace.
❖ Best Buy also having problems with this recently
4-5
INTERNAL ANALYSIS: Inside the Firm
• Comparing two firms in same industry: Internal focus
➢ Core Competencies
LO 4-5 Identify competitive advantage as residing in a network of firm activities.
LO 4-6 Outline how dynamic capabilities can help a firm sustain competitive advantage.
➢ Does such brand valuation give the leading brand a competitive advantage?
➢ Does it produce confusion in the market for all products or services in that category?
管理学课件第8章战略管理(StrategicManagement)
4
战略管理过程
２
３
１
确定组织 当前的使 命、目标
和战略
识别机会 分析环境 和威胁
ＳＷＯＴ分析
６
７
８
构造 战略
实施 战略
评估 结果
４
５
分析组织 的资源和
能力
识别优势 和劣势
© Prentice Hall, 2002
5
Strategic Management Process （战略管理过程）
• Step 1: Identifying the organization’s current mission, goals, and strategies（确定组织当前的使
1. It results in higher organizational performance. 2. It requires that managers examine and adapt
to business environment changes. 3. It coordinates diverse organizational units,
•
11、一个好的教师，是一个懂得心理 学和教 育学的 人。21.7.1503:54:2603:54Jul- 2115-J ul-21
•
12、要记住，你不仅是教课的教师， 也是学 生的教 育者， 生活的 导师和 道德的 引路人 。03:54:2603:54:2603:54Thur sday, July 15, 2021
•
15、一年之计，莫如树谷；十年之计 ，莫如 树木； 终身之 计，莫 如树人 。2021年7月上 午3时54分21.7.1503:54Jul y 15, 2021
•
16、提出一个问题往往比解决一个更 重要。 因为解 决问题 也许仅 是一个 数学上 或实验 上的技 能而已 ，而提 出新的 问题， 却需要 有创造 性的想 像力， 而且标 志着科 学的真 正进步 。2021年7月15日星期 四3时54分26秒03:54:2615 July 2021
战略管理过程
２
３
１
确定组织 当前的使 命、目标
和战略
识别机会 分析环境 和威胁
ＳＷＯＴ分析
６
７
８
构造 战略
实施 战略
评估 结果
４
５
分析组织 的资源和
能力
识别优势 和劣势
© Prentice Hall, 2002
5
Strategic Management Process （战略管理过程）
• Step 1: Identifying the organization’s current mission, goals, and strategies（确定组织当前的使
1. It results in higher organizational performance. 2. It requires that managers examine and adapt
to business environment changes. 3. It coordinates diverse organizational units,
•
11、一个好的教师，是一个懂得心理 学和教 育学的 人。21.7.1503:54:2603:54Jul- 2115-J ul-21
•
12、要记住，你不仅是教课的教师， 也是学 生的教 育者， 生活的 导师和 道德的 引路人 。03:54:2603:54:2603:54Thur sday, July 15, 2021
•
15、一年之计，莫如树谷；十年之计 ，莫如 树木； 终身之 计，莫 如树人 。2021年7月上 午3时54分21.7.1503:54Jul y 15, 2021
•
16、提出一个问题往往比解决一个更 重要。 因为解 决问题 也许仅 是一个 数学上 或实验 上的技 能而已 ，而提 出新的 问题， 却需要 有创造 性的想 像力， 而且标 志着科 学的真 正进步 。2021年7月15日星期 四3时54分26秒03:54:2615 July 2021
Strategic Management Process战略管理课件
1，低成本或者说成本领先（cost leadership）战略；
2，差异化（differentiation）战略；
3，集中化或者说聚焦（focusing）战略。
此外，在显著不同的产业发展阶段上， 可供选择的战略方案亦不同。例如：
处于萌芽期、 胎期的产业，建立先占优 势（first mover advantage）的必要性和 可能性；在成熟期产业里，市场警讯 （market signaling）、价格领导、维持 竞争优势的产品差异化等战略。
内部环境分，探 索竞争优势的来源，特别是能够产生竞 争优势的资源（resources）和潜能 （capabilities）,以及特异能力(distinctive
competencies)
SWOT分析的目的在于寻找能够使公司 的资源与潜能可以和所处市场环境相吻 合（fit,match or align）的战略。易言之， 经由SWOT分析所产生的战略方案，应 该是建立在公司的优势之上，充分利用 机会，避免劣势，对抗威胁。
structure
战略 执行 组织结构与战略控制
设计： Control system
战略管理程序由两大部分组成， 即：
1，战略的形成 2，战略的执行
Strategy formulation 战略形成
使命：说明组织存在的理由，界定组织 营运的范围，即组织应从事何种事业。
主要目标：明确指出组织所希望达成的 长期目标。营利组织多以层级目标的方 式来运作。如General Electric公司在Jack Welch执政时期，将“股东财富极大化” 摆在最高层，在目标层级的第二层上是
1，多国本土化（multidomestic）战略； 2, 国际化（international）战略；
2，差异化（differentiation）战略；
3，集中化或者说聚焦（focusing）战略。
此外，在显著不同的产业发展阶段上， 可供选择的战略方案亦不同。例如：
处于萌芽期、 胎期的产业，建立先占优 势（first mover advantage）的必要性和 可能性；在成熟期产业里，市场警讯 （market signaling）、价格领导、维持 竞争优势的产品差异化等战略。
内部环境分，探 索竞争优势的来源，特别是能够产生竞 争优势的资源（resources）和潜能 （capabilities）,以及特异能力(distinctive
competencies)
SWOT分析的目的在于寻找能够使公司 的资源与潜能可以和所处市场环境相吻 合（fit,match or align）的战略。易言之， 经由SWOT分析所产生的战略方案，应 该是建立在公司的优势之上，充分利用 机会，避免劣势，对抗威胁。
structure
战略 执行 组织结构与战略控制
设计： Control system
战略管理程序由两大部分组成， 即：
1，战略的形成 2，战略的执行
Strategy formulation 战略形成
使命：说明组织存在的理由，界定组织 营运的范围，即组织应从事何种事业。
主要目标：明确指出组织所希望达成的 长期目标。营利组织多以层级目标的方 式来运作。如General Electric公司在Jack Welch执政时期，将“股东财富极大化” 摆在最高层，在目标层级的第二层上是
1，多国本土化（multidomestic）战略； 2, 国际化（international）战略；
3MPA《战略管理》中英文
1. 机会 Opportunities
(1) 未来的机会 Future Opportunities Early detection (2) 现在的机会 Current Opportunities ----渐进性evolved opportunities; ----突发性sudden opportunities; ----潜在hidden opportunities.
专注今天，好好努力，剩下的交给时 间。20. 10.3020 .10.301 3:2613:26:381 3:26:38 Oct-20
牢记安全之责，善谋安全之策，力务 安全之 实。202 0年10 月30日 星期五1 时26分 38秒Fr iday , October 30, 2020
相信相信得力量。20.10.302020年10月 30日星 期五1 时26分3 8秒20. 10.30
3、如何判断优势和弱势？
1、历史的标准 Historical Criterion 特定条件下，将现在与过去的绩效进行比较。 2、竞争的标准 Competitive Criterion 和第一名相比，处于何种地位。 3、名义的标准 Normative Criterion “How things ought to be” instead of with
(1) 下沉者 Sinkers 关键点出现大问题，灾难来临。
large hole in the ship structure
Shoddy workmanship or defective merchandise; poor customer service; bad location; disloyal employees, lack of product innovation, poor credit line; lack of leadership and managerial skills at the corporate level.
战略管理(PPT33页)
Competing with a competitive advantage is more profitable than competing with no advantage
Competing with a competitive disadvantage nearly always results in below-average profitability
Its nice when a strategy produces a temporary competitive edge but a durable edge over rivals greatly enhances a company’s prospects for winning in the marketplace and realizing above-average profits
Business(es) to be in and market positions to stake out Buyer needs and groups to serve Direction to head
3. How should it get there?
A company’s answer to “how will we get there?” is its strategy
The Hows That Define a Firm's Strategy
How to grow the business How to please customers How to outcompete rivals
Strategy is HOW to . . .
How to manage each functional piece of the business (R&D, production, marketing, HR, finance, and so on)
Competing with a competitive disadvantage nearly always results in below-average profitability
Its nice when a strategy produces a temporary competitive edge but a durable edge over rivals greatly enhances a company’s prospects for winning in the marketplace and realizing above-average profits
Business(es) to be in and market positions to stake out Buyer needs and groups to serve Direction to head
3. How should it get there?
A company’s answer to “how will we get there?” is its strategy
The Hows That Define a Firm's Strategy
How to grow the business How to please customers How to outcompete rivals
Strategy is HOW to . . .
How to manage each functional piece of the business (R&D, production, marketing, HR, finance, and so on)
战略管理精要课件完整版
22
The hierarchy of strategy mgt
corporate strategy
business strategy
functional strategy
23
公司战略
询问 指导
建议 支持
经营战略
询问 指导
建议 支持
职能战略
24
Strategic decisions: the long-run future of the entire organization and have three characteristics different from other types of decisions:
• Strategic decisions are rare: Strategic decisions are unusual and typically
have no precedent to follow;
consequential: Strategic decisions commit
substantial resources and demand a great deal of commitment;
开展公益活动等
21
The hierarchy of strategy mgt • A large corporation tends to have three levels of strategy (corporate strategy, business strategy, and functional strategy) which form a hierarchy of strategy.
13
联想集团
• 2019年5月1日，联想正式宣布完成收购IBM全球PC业 务，任命杨元庆接替柳传志担任联想集团董事局主席， 柳传志担任非执行董事。前IBM高级副总裁兼IBM个人 系统事业部总经理斯蒂芬-沃德（Stephen Ward）出任 联想CEO及董事会董事。
The hierarchy of strategy mgt
corporate strategy
business strategy
functional strategy
23
公司战略
询问 指导
建议 支持
经营战略
询问 指导
建议 支持
职能战略
24
Strategic decisions: the long-run future of the entire organization and have three characteristics different from other types of decisions:
• Strategic decisions are rare: Strategic decisions are unusual and typically
have no precedent to follow;
consequential: Strategic decisions commit
substantial resources and demand a great deal of commitment;
开展公益活动等
21
The hierarchy of strategy mgt • A large corporation tends to have three levels of strategy (corporate strategy, business strategy, and functional strategy) which form a hierarchy of strategy.
13
联想集团
• 2019年5月1日，联想正式宣布完成收购IBM全球PC业 务，任命杨元庆接替柳传志担任联想集团董事局主席， 柳传志担任非执行董事。前IBM高级副总裁兼IBM个人 系统事业部总经理斯蒂芬-沃德（Stephen Ward）出任 联想CEO及董事会董事。
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Select one or more strategies to create value for their stakeholde rs 选择一种或多种战略为股东创造价值
优选
2
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
•Entrepreneurship 创业
3
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
Build entrepreneurial
culture
建设企业文化
Effective controls
Promote integrity and
ethics
有效控制
优选
人提格升与诚伦信理与道德
6
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Industry
Environment 工业环境
Economic 经济
Suppliers 供应商 Rivalry 竞争 Competitor Analysis 分析竞争对手
Buyers客户
优选Technological 技术
Substitute Products 替代产品
8
External Environment Analysis 外部环境分析
优选
Market entry: 市场进入 •Across borders 跨国 •联盟
•Entrepreneurship 创业
7
External Environment Analysis 外部环境分 析
General
Environment 总体环境
Potential
Entrants 潜在竞争 对手
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
•Mergers & acquisitions 并购
•Mergers & acquisitions 并购
优选
Market entry: 市场进入 Across borders 跨国 Alliances 联盟 Entrepreneurship 创业
4
Strategic Leadership 战略领导
– Developing a vision for the firm – 为企业制定愿景 – Designing strategic actions to achieve this vision – 设计战略行动来达成愿景 – Empowering others to carry out those strategic
Buyers
Industry
买方
Environment
工业环境
优选
10
Porter’s Five Forces 五力模型
Barriers to entry: 进入壁垒
•Economies of scale •规模经济
•Capital requirements •••资S转w本换itc要成hPEin求本ongttceraonnsttitassl •Differentiation差异 化
Strategic Management 战略管理
Leadership in Enterprise for Asian Development 亚洲发展中的企业领导
Leonard D. Van Drunen June 2008
优选
1
What Is Strategic Management? 什么是战略管理
The process companies use to: 企业用于达到目标的过程
Form a vision – view of how the current firm will look in the future 形成愿景—当前企业如何展望未来
Analyze their external environment and their internal environment 分析企业的内外部环境
•Access to distribution 经销渠道
•Government policy •政府政策
Potential
Entrants 潜在对手
Suppliers 供货商
ቤተ መጻሕፍቲ ባይዱRivalry 竞争
Competitor Analysis 竞争者分系
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
•Mergers & acquisitions 并购
优选
Market entry: 市场进入 •Across borders 跨国 •Alliances 联盟
Economic 经济
General
Environment 大环境
优选Technological
9
技术
Porter’s Five Forces 五力模型
Suppliers 供应商
Potential Entrants 潜在对 手
Rivalry 对手
Competitor Analysis竞争 者分析
Subst Products 替代产 品
actions 赋能授权他人来执行战略行动
优选
5
Strategic leadership actions
Develop management
team
培发养展管管理理团团队队
Manage resource portfolio
管理资源档 案夹
Establish vision and
mission
建建立立目愿标景与与使 使命命
优选
2
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
•Entrepreneurship 创业
3
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
Build entrepreneurial
culture
建设企业文化
Effective controls
Promote integrity and
ethics
有效控制
优选
人提格升与诚伦信理与道德
6
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Industry
Environment 工业环境
Economic 经济
Suppliers 供应商 Rivalry 竞争 Competitor Analysis 分析竞争对手
Buyers客户
优选Technological 技术
Substitute Products 替代产品
8
External Environment Analysis 外部环境分析
优选
Market entry: 市场进入 •Across borders 跨国 •联盟
•Entrepreneurship 创业
7
External Environment Analysis 外部环境分 析
General
Environment 总体环境
Potential
Entrants 潜在竞争 对手
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
•Mergers & acquisitions 并购
•Mergers & acquisitions 并购
优选
Market entry: 市场进入 Across borders 跨国 Alliances 联盟 Entrepreneurship 创业
4
Strategic Leadership 战略领导
– Developing a vision for the firm – 为企业制定愿景 – Designing strategic actions to achieve this vision – 设计战略行动来达成愿景 – Empowering others to carry out those strategic
Buyers
Industry
买方
Environment
工业环境
优选
10
Porter’s Five Forces 五力模型
Barriers to entry: 进入壁垒
•Economies of scale •规模经济
•Capital requirements •••资S转w本换itc要成hPEin求本ongttceraonnsttitassl •Differentiation差异 化
Strategic Management 战略管理
Leadership in Enterprise for Asian Development 亚洲发展中的企业领导
Leonard D. Van Drunen June 2008
优选
1
What Is Strategic Management? 什么是战略管理
The process companies use to: 企业用于达到目标的过程
Form a vision – view of how the current firm will look in the future 形成愿景—当前企业如何展望未来
Analyze their external environment and their internal environment 分析企业的内外部环境
•Access to distribution 经销渠道
•Government policy •政府政策
Potential
Entrants 潜在对手
Suppliers 供货商
ቤተ መጻሕፍቲ ባይዱRivalry 竞争
Competitor Analysis 竞争者分系
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
•Mergers & acquisitions 并购
优选
Market entry: 市场进入 •Across borders 跨国 •Alliances 联盟
Economic 经济
General
Environment 大环境
优选Technological
9
技术
Porter’s Five Forces 五力模型
Suppliers 供应商
Potential Entrants 潜在对 手
Rivalry 对手
Competitor Analysis竞争 者分析
Subst Products 替代产 品
actions 赋能授权他人来执行战略行动
优选
5
Strategic leadership actions
Develop management
team
培发养展管管理理团团队队
Manage resource portfolio
管理资源档 案夹
Establish vision and
mission
建建立立目愿标景与与使 使命命