战略管理—复习

1. 答题不要雷同，每个同学在做题时，可以自由发挥。

2. 把相关课本内容，熟看熟记熟背。

3. 认真复习，精心准备，考试题不留空白。

3. 有问题，请联系老师，祝同学们好运！QUESTION—1—第一个页码为课本后目录中的名词解释，第二个页码为课本中的内容原文—Strategy 战略P306、P1Benchmarking 标杆管理P289 倒数第二个、P100——标杆管理(Benchmarking)，又称基准管理。

标杆管理的概念可概括为：不断寻找和研究同行一流公司的最佳实践，并以此为基准与本企业进行比较、分析、判断，从而使自己企业得到不断改进，进入或赶超一流公司，创造优秀业绩的良性循环过程。

其核心是向业内或业外的最优秀的企业学习。

通过学习，企业重新思考和改进经营实践，创造自己的最佳实践，这实际上是模仿创新的过程。

Sustainability 持续性（稳定性）P307、P271——通常用来描述竞争优势或核心竞争力的持续性Continuous improvement 持续改进；持续改善P291、P215Belief systems信念系统、信念体系P289、P258Contingency theory权变理论P291、P10Control systems 控制系统P259、P258Human capital 人力资本P297、P184Competitive advantage 竞争优势P291、P141B2B 商家对商家P290、P18Corporate profile 公司简介；公司概况P292、P114Emergent strategy 应急战略（一种强调灵活应变的战略）P294、P8Competitor analysis 竞争对手分析P291、P157Social forces 社会因素P305、P81Smart goals SMART目标P305Global strategy 全球化战略P291、P157Culture (organisational) 企业文化（组织文化）P301、P222Physical resources 物质资源、实物资源、有形资源P302、P199、P204QUESTION—1第一问：运用波特理论分析案例P143—144 ————熟记熟背建议答题步骤如下：1，引用波特理论，即前2段话2，结合波特理论，对案例内容，做出评析首先，市场——细分市场：以成人观众为主，有别于传统马戏团其次，战略——差异化战略，强调表演节目新颖化、丰富化、创新化、多样化，别样的表演形式，较高的票价，较高的上座率，不同的表演场地，不同于传统马戏团，太阳马戏团抛弃了动物表演等等，……这些细节每个同学可以自由发挥。

案例中有多处语句涉及，老师仅粘贴几项如下，不一一列举。

总之，太阳马戏团采用了在细分市场上的差异化战略。

即是集中差异化的战略。

（在案例中，有所提到太阳马戏团放弃了传统马戏团成本高昂的动物表演节目，涉及低成本（成本领先）战略的内容，但是该内容篇幅很小，内容的意思不是很明显，所以，到底是集中低成本差异化战略？还是集中差异化战略呢？为稳妥起见，倾向于集中差异化战略。

集中指的是它面对的是一个细分市场，以成人为主，差异化指的是它的表演内容及表演形式，各位同学注意，在答题时，把握答题的灵活性、模糊性。

发挥主动性，也许可以地问问监考老师的倾向意思）。

第二问：运用波特理论的差异化驱动因素理论分析案例Ｐ１４５——熟记熟背（作为服务型企业，提供的表演即是一种服务，也是一种产品。

）推荐：第１点、第４点、第６点、第７点、第８点答题步骤：写出每点时，并做出简要分析。

第三问：运用Miles&Snow理论分析案例，并把太阳马戏团归类Ｐ153--154——熟记熟背P154—155是Miles&Snow提出的4种企业战略划分，探索者策略（Prospector）防御者策略（Defender）分析者策略（Analyzer）反应者策略（Reactor）根据案例的意思，马戏团应该属于探索者策略（Prospector），大家答题时，注意把案例内容与探索者策略（Prospector）理论结合起来回答。

注意层次性。

附文如下：供大家参考探索型企业（prospector）总是希望能后开发新的产品和市场。

防御型企业（defender）努力维持一定的市场占有率。

分析型企业（analyzer）介于前两者之间，既要努力维持现有的市场份额，又要希望自己的企业能够适应新的产品。

反应型企业（reactor）对市场和产品没有策略，只是被动的接受改变。

迈尔斯和斯诺（Miles&Snow 1978）依產品與市場的變動率將競爭策略區分為四種，茲分別說明如下：(1)防禦者策略（Defender）：防禦者擁有較狹窄且相對穩定的產品市場領域，屬於這一型態組織的高階管理者非常專精於該組織有限的領域中，但仍傾向於尋找所處領域之外的產品機會。

事實上，他們會將注意力集中在提高專業領域中的效能，他們的產品線很窄、單一且致力於資本密集、成本控制。

(2)探勘者策略（Prospector）：探勘者不斷的尋找產品和市場的新機會，同時持續的在對新興起的市場趨勢的潛在反應做試驗。

探勘者的特徵包括了不同的產品線、多樣的技術、在產品或地理上做區隔的策略、較佳的研發技術及市場調查。

(3)分析者策略（Analyzer）：分析者通常在兩種產品市場中運作：一是相對穩定的領域，一是變革。

在相對穩定的領域中，這些組織會透過利用形式化的結構和流程來營運；在變革領域中，核心管理者嚴密監視競爭者的新主意，同時迅速的對較有前景的主意加以吸收。

(4)反應者策略（Reactor）：以不一致且不穩定的決策型態為特色之策略。

反應者策略只隨著外在環境的改變而盲目反應，毫無競爭優勢的策略型態可言。

Prospector strategyIt is the most aggressive of the four strategies. It typically inovlves active programs to expanc into new market and stimulate new opportunites.New productdevelopment is vigorously pursued and attacks on competitors are a common way of obtaining additional market share. They respond quickly to any signs of market opportunity, and do so with little research or analysis.A large proportion of their revenue comes from new products or new markets. They are often highly leveraged, sometimes with a substantial equity position held by venture capitalists. The risk of product failure or market rejection is high. Their market domain is constantly in flux as new opportunities arise and past product offerings atrophy. They value being the first in an industry, thinking that their “first mover advantage” will provide them with premium pricing opportunities and high margins. Price skimming is a common way of recapturing the cost of development. They can be opportunistic in headhunting key employees, both technical and managerial. Advertising, sales promotion, and personal selling costs are a high percentage of sales. Typically the firm will be structured with each strategic business unit havingconsiderable autonomy. The industry that they operate in tends to be in the introduction or growth stage of its life cycle with few competitors and evolving technologyDefender strategyThis strategy entails a decision not to aggressively pursue markets. As a result, they tend to do none of the things prospectors do. A defender strategy entails finding, and maintaining a secure and relatively stable market. Rather than being on the cutting edge of technological innovation, product development, and market dynamics, a defender tries to insulate themselves from changes wherever possible. In their attempt to secure this stable market they either keep prices low, keep advertising and other promotional costs low, engage in vertical integration, offer a limited range of products or offer better quality or service. They tend to be slower in making decisions and will only commit to a change after extensive research and analysis. Their goals tend to be efficiency oriented rather than effectiveness oriented. The industry tends to be mature with well defined technology, products, and market segments. Most sales tend to be repeat or replacement purchases. Individual strategic business units typically have moderate to low levels of autonomy.AnalyzerThe analyzer is in between the defender and prospector. They take less risk and make less mistakes than a prospector, but are less committed to stability than defenders. Most firms are analyzers. They are seldom a first mover in an industry but are often second or third place entrants. They tend to expand into areas close to their existing core competency. Rather than develop wholly new products, they make incremental improvements in existing products. Rather than expand into wholly new markets, they gradually expand existing markets. They try to maintain a balanced portfolio of products with some stable income generators and some potential winners. They watch closely the developments in their industry but don’t act until they are sure that the time is right.ReactorA reactor has no proactive strategy. They react to events as they occur. They respond only when they are forced to by macroenvironmental pressures. This is the least effective of the four strategies. It is without direction or focus.Miles, Snow et al (1978) have identified three reasons why organizations become Reactors: ∙Top Management may not have clearly articulated the organization's strategy.∙Management does not fully shape the organization's structure and processes to fit a chosen strategy.∙Tendency for Management to maintain the organization's current strategy-structure relationship despite overwhelming changes in environmental conditions.。