企业战略管理--环境分析
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The board of directors+top management (CEO, President, other support offers such as COO, CIO, CFO, CKO and strategic planners)
(1) 长期视点Long-term：Financial and non-financial objectives for the entire organization;
1、内外分析 Internal and external forces, positive or
negative impact. Examples: Rate of product innovation vs.
price discounting by a competitor. 公共机构重组、合并 和私有化。Government Reengineering. 2、努力和高效 Exhaustive and Productive
战略管理重视外部环境（由内到外）、长期目 标和组织的未来。
环境分析的重要性
趋势或事件 促进或阻碍
青蛙实验：反应过激或反应不足
变化--目标冲突和多种力量的平衡。奶酪？
观念：管制与控制，或开放与灵活 注意力：内部或外部
路漫漫其修远兮, 吾将上下而求索
一、内部分析 Internal Analysis
路漫漫其修远兮, 吾将上下而求索
systematic
evaluation of the roles and behavior
1. 董事会 The Board of Directors
路漫漫其修远兮, 吾将上下而求索
capacities
本科生、研究生；高科技、制造业、旅游业 。
Байду номын сангаас
3.职能层 The functional level
部门（人力、财务、技术、信息、生产、市场等）
Departments—devising appropriate
路漫漫其修远兮, 吾将上下而求索
I. 总体层 The corporate level
(2) 确定范围The current business: Divisions or subsidiaries. Keep+divest or liquidate+new move;
(3) 分配资源 allocate the resources among the businesses;
(4) 建立关系The relationship with the public and image in the community.
(3) 可视性 a full picture of the organization’ internal dynamics.
（三）战略制订科层描述： Strategy-Making Hierarchy
路漫漫其修远兮, 吾将上下而求索
1. 总体层 The corporate level
董事会和高层管理 Total entity, direction
（一）要点 The Importance
自我分析Learn the capabilities or what the organization can do or cannot do by Self-analysis and introspection.
(1) 优势和弱势是什么？What the organization’s strengths and weaknesses are;
(2) 高层管理 团队Top Management
决策执行主席和总裁CEO and other
supportive officers, directly responsible for
fashioning the strategic posture of the
organization.
角色和行为的系统评价A
总体层（战略层）Corporate level, 事业层Business level and 职能 层（战术层）Functional levels
(1) 系统性 Systematic—in a logical and orderly fashion;
(2) 综合性 Comprehensive—a coherent and comprehensive, broad in scope;
(1) 董事会、理事会、政务会、委员会
The Board of Directors, The Board of
trustees, The board of governors.
股东和利益代表Stockholders (Taxpayers or
members of the associations) + the Media.
(2)如何利用优势和避免弱势?what must be done to eliminate the weaknesses and capitalize the strengths.
（二）分析框架：战略制订科层Analytical Perspective: The strategy-making hierarchy
企业战略管理--环境分析
路漫漫其修远兮, 吾将上下而求索
2020年4月5日星期日
第二讲 环境分析
路漫漫其修远兮, 吾将上下而求索
一、环境分析的重要性 信息收集和分析是战略管理的重要因素，而 环境分析正好满足要求。
The importance of environmental analysis A key element, the type of environmental information in this phase.
（三）战略制订科层描述： Strategy-Making Hierarchy
路漫漫其修远兮, 吾将上下而求索
2. 事业层 The Business level
事业部（地理、产品或服务、服务对象等） 强调竞争能力 SBUs--Strategic Business Units ：Divisions and subsidiaries Competitive
(1) 长期视点Long-term：Financial and non-financial objectives for the entire organization;
1、内外分析 Internal and external forces, positive or
negative impact. Examples: Rate of product innovation vs.
price discounting by a competitor. 公共机构重组、合并 和私有化。Government Reengineering. 2、努力和高效 Exhaustive and Productive
战略管理重视外部环境（由内到外）、长期目 标和组织的未来。
环境分析的重要性
趋势或事件 促进或阻碍
青蛙实验：反应过激或反应不足
变化--目标冲突和多种力量的平衡。奶酪？
观念：管制与控制，或开放与灵活 注意力：内部或外部
路漫漫其修远兮, 吾将上下而求索
一、内部分析 Internal Analysis
路漫漫其修远兮, 吾将上下而求索
systematic
evaluation of the roles and behavior
1. 董事会 The Board of Directors
路漫漫其修远兮, 吾将上下而求索
capacities
本科生、研究生；高科技、制造业、旅游业 。
Байду номын сангаас
3.职能层 The functional level
部门（人力、财务、技术、信息、生产、市场等）
Departments—devising appropriate
路漫漫其修远兮, 吾将上下而求索
I. 总体层 The corporate level
(2) 确定范围The current business: Divisions or subsidiaries. Keep+divest or liquidate+new move;
(3) 分配资源 allocate the resources among the businesses;
(4) 建立关系The relationship with the public and image in the community.
(3) 可视性 a full picture of the organization’ internal dynamics.
（三）战略制订科层描述： Strategy-Making Hierarchy
路漫漫其修远兮, 吾将上下而求索
1. 总体层 The corporate level
董事会和高层管理 Total entity, direction
（一）要点 The Importance
自我分析Learn the capabilities or what the organization can do or cannot do by Self-analysis and introspection.
(1) 优势和弱势是什么？What the organization’s strengths and weaknesses are;
(2) 高层管理 团队Top Management
决策执行主席和总裁CEO and other
supportive officers, directly responsible for
fashioning the strategic posture of the
organization.
角色和行为的系统评价A
总体层（战略层）Corporate level, 事业层Business level and 职能 层（战术层）Functional levels
(1) 系统性 Systematic—in a logical and orderly fashion;
(2) 综合性 Comprehensive—a coherent and comprehensive, broad in scope;
(1) 董事会、理事会、政务会、委员会
The Board of Directors, The Board of
trustees, The board of governors.
股东和利益代表Stockholders (Taxpayers or
members of the associations) + the Media.
(2)如何利用优势和避免弱势?what must be done to eliminate the weaknesses and capitalize the strengths.
（二）分析框架：战略制订科层Analytical Perspective: The strategy-making hierarchy
企业战略管理--环境分析
路漫漫其修远兮, 吾将上下而求索
2020年4月5日星期日
第二讲 环境分析
路漫漫其修远兮, 吾将上下而求索
一、环境分析的重要性 信息收集和分析是战略管理的重要因素，而 环境分析正好满足要求。
The importance of environmental analysis A key element, the type of environmental information in this phase.
（三）战略制订科层描述： Strategy-Making Hierarchy
路漫漫其修远兮, 吾将上下而求索
2. 事业层 The Business level
事业部（地理、产品或服务、服务对象等） 强调竞争能力 SBUs--Strategic Business Units ：Divisions and subsidiaries Competitive