战略管理(中英文)

The Strategic Management Process
8-5
© Prentice Hall, 2002
8 6
The Strategic Management Process
1. Identifying the Organization’s Current Mission, Objectives, and Strategies确定组织当前的宗旨、 目标和战略 – Mission宗旨 - statement of the purpose of an organization组织的目的陈述 • important in profit and not-for-profit organizations在盈利性和非盈利性组织中都 很重要。 • important to identify the goals currently in place and the strategies currently being pursued 确定当前的目标和当前追求的战略是非常重 要的。
8-3
The Importance Of Strategic Management 战略管理的重要性
What Is Strategic Management什么是战略管理?
– A set of managerial decisions and actions that determines the longrun performance of an organization一个组织从全局出发而
8-12
The Strategic Management Process (cont.)
6. Formulating Strategies制定战略 – require strategies at the corporate, business, and functional levels of the organization 战略需要在公司层、事业层和职能层设立 – strategy formulation follows the decision-making process 指定战略应遵循决策程序 7. Implementing Strategies实施战略 – a strategy is only as good as its implementation 无论战略计划制定得多么有效，如果不能恰当地实施 仍不会成功 8. Evaluating Results评价结果 – control process to determine the effectiveness of a strategy 控制过程决定一个战略的效果
Chapter 8 STRATEGIC MANAGEMENTObjectives学习目的
You should learn to你应该掌握: – Explain the importance of strategic management解释战略管理的 重要性 – Describe the steps in the strategic management process描述战略 管理过程的步骤 – Explain SWOT analysis说明SWOT分析 – Differentiate corporate-, business-, and functional-level strategies 区分公司层、事业层和职能层的战略 – Explain what competitive advantage is and why it’s important to organizations
说明什么是竞争优势以及为什么竞争优势对一个组织很重要
8-2
Learning Objectives (cont.)
You should learn to: – Describe the five competitive forces 描述五种竞争力量 – Identify the various competitive strategies 识别各种竞争优势
8-10
The Strategic Management Process (cont.) 5. Identifying Strengths and Weaknesses识别优势和劣势
– Strengths优势 - activities the organization does well or any unique resource组织成功运作的各种活动或任何独特的资源 – Weaknesses劣势 - activities the organization does not do well or resources it needs but does not possess 组织不能成功运作的活 动或组织需要的但又不能获得的资源 – organization’s culture has its strengths and weaknesses 组织文化 有其优势和劣势
• 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
8-16
Types Of Organizational Strategies (cont.)
Corporate-Level Strategy (cont.) – Grand Strategy – Growth总体战略—增长（战略） • seeks to increase the level of the organization’s operations寻求 提高组织经营的层次 • Concentration扩张 - growth through direct expansion of organization’s own business operations通过组织自有商务经 营的直接获得增长 • vertical integration纵向一体化 – Backward向后 - become your own supplier成为你自己的 供应商 – Forward向前 - become your own distributor成为你自己的 • horizontal integration横向一体化 - grow by combining with other organizations in the same industry合并同类企业获得增长 – needs approval by U.S. Federal Trade Commission 需要获得美国联邦贸易委员会的同意 8-17
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
8-9
The Strategic Management Process (cont.)
4. Analyzing the Organization’s Resources and Capabilities分 析组织的资源和能力 – examine the inside of the organization 视角从组织外部转向组织内部 – available resources and capabilities always constrain the organization in some way无论多么强大的组织，都在 可用资源和技术能力方面受到某种限制。 – core competence - a unique and exceptional capability or resource 核心能力—独特技能或资源。 • the organization’s major value-creating, competitive weapon 组织的主要创造价值的、竞争性武器
– determines 回答下述问题： • what businesses a company should be in or wants to be in 公司应当从事一组什么样的事业？ • the direction that the organization is going组织行动方向如何? • the role that each business unit will play 每一个组织单位将发挥什么作用？ – Grand Strategy – Stability总体战略——稳定性（战略） • no significant change is proposed很少发生重大变化 • organization’s performance is satisfactory组织绩效令人满意 • environment appears to be stable and unchanging环境看上去 将保持稳定，不会发生变化。 • few organizations today pursue this strategy 如今没有几个组织追求这种战略。