战略管理导论

Strategic Management
In essence, the strategic plan is a company’s game plan.
Strategic Management achieves a firm’s success through integration --
Management Finance/Accounting Research & Development
Integrating Intuition and Analysis
Intuition is based on: Past experiences Judgment Feelings
Intuition is Useful for decision making Conditions of great uncertainty Conditions with little precedent
战略规划思想占主流时，战略就是规划未来； 环境适应学派占主流时，战略就是讨论企业如何适应环境； 产业组织论占主流时，战略就是讨论如何定位于有吸引力 的行业并通过成本领先和差异化来赢得竞争优势。 资源基础论流行时，战略就变成挖掘和培养公司有价值的、 无法仿制的、又难以替代的资源了。 战略的范式还在演进，因为新的理论与经济环境还在 不断涌现和变化，企业盈利模式的实践还在不断的进行， 总有一天，一个新的战略范式又将展现在我们面前。管理 教育家不可能去实践每个战略范式，但至少要清楚掌握它 的来龙去脉及发展趋势。
Strategy Implementation
Annual Objectives Policies Employee Motivation Resource Allocation
Strategy Implementation
Action Stage of Strategic Management – Most difficult stage Mobilization of employees & managers Interpersonal skills critical Consensus on goal pursuit
“Anything that a firm does especially well compared to rival firms”
Achieving Sustained Competitive Advantage
1. Adapting to change in external trends, internal capabilities and resources
New Business opportunities Businesses to abandon Allocation of resources Expansion or diversification International markets Mergers or joint ventures Avoidance of hostile takeover
战略管理任务
——确定拟做什么 确定拟做什么 阐明企业存在理由， 阐明企业存在理由， 考虑动态、灵活、 考虑动态、灵活、 整体。 整体。 • 可做：机会 可做： • 该做：约束 该做： • 能做：实力 能做： 想做： 想做：偏好 • 敢做：魄力 敢做： 敢做 拟做： 拟做：战略 拟做：战略 可做 能做
“If you don’t have a strategy you will be . . . part of somebody else’s strategy.”
- Alvin Toffler
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QUESTIONS FOR DISCUSSION
QUESTION ONE: What we are studying strategic management for ? QUESTION TWO: What do you know about strategic management? QUESTION THREE: How can you think of the term “thinking strategically”? QUESTION FOUR: What differences between strategic management and the management course?
Integrating Intuition and Analysis
The strategic management process attempts to organize quantitative and qualitative information under conditions of uncertainty.
一、战略规划学派
耗子问猫：“请问我该从哪走？”群猫回答：“这要看您想 到哪里去。” 战略：确定目标并根据目标决定行动方向。 耗子再问：我该怎么走？
属规划学派的猫甲：你应先订好计划再走。 属适应学派的猫乙：你可摸索着走吧，有错就换一条路。 属产业组织学派的猫丙：你为什么要去那？是否换一个目的地。 属资源基础学派的猫丁：你应先培养走路的能力，然后再去。
Marketing Production/Operations MIS
The Stage of Strategic Management
Strategy Formulation
Strategy Implementation
Strategy Evaluation
Strategy Formulation
中国企业战略管理中常见的问题和误区
• 流浪汉现象 • 追星族现象 • 计划代替战略现象 • 战术代替战略现象 • 个人意志代替战略现象 • 不变应万变现象 • 航母情结现象 • 旧瓶装新酒现象 • 赶鸭子上架现象 • 见异思迁现象 • 事后诸葛亮现象 • 见树不见林现象 2011-12-21 10
战略管理的目的
天 一般环境 知天知地 知利危
战略原则
地
行业环境 扬长避短
彼 竞争对手 知彼知己 识长短 企业自身 己 趋利避害
适应外部环境
培育内部能力 实现可持续竞争优势
彼得.德鲁克 彼得 德鲁克
Do Right Things Do Things Right Do Things Faster
快速而正确地做正确 的事情
Strategy Evaluation
Internal Review External Review Performance Metrics Corrective Actions
Strategy Evaluation
Final Stage of Strategic Management Subject to future modification Today’s success no guarantee of future success New & different problems Complacency leads to demise
2. Effectively formulating, implementing & evaluating strategies
Chapter 1 The Nature of Strategic Management
Strategic Management: Concepts & Cases 10th Edition Fred David
Presented by Dr. Shuangli Cai
蔡双立：管理学博士、 蔡双立：管理学博士、工商管理博士后
(C)2000ICP备 (C)2000-2006 中国营销传媒控股有限公司 版权所有 不得转载 (豫ICP备000059)
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CHAPTER OBJECTIVES
Describe the strategic-management process. Explain the need for integrating analysis and intuition in strategic management. Define and give examples of key terms in strategic management. Discuss the nature of strategy formulation, implementation, and evaluation activities. Describe the benefits of good strategic management. Explain why good ethics is good business in strategic management. Explain the advantages and disadvantages of entering global markets. Discuss how a firm may achieve sustained competitive advantage.
天津财经大学商学院教授 ，博士生导师 天津财经大学瑞讯金融管理研究院院长 《现代财经》—天津财经大学学报主编 现代财经》 天津财经大学学报主编
主持过的国家和省部级项目： 主持过的国家和省部级项目：
国家自然基金项目：成长性中小企业战略网络中的关系资本构建与关 国家自然基金项目： 系资源整合研究 天津市柜台交易市场战略研究 天津市公用事业融资模式与渠道设计 自主创新创造自我品牌战略研究
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CASE STUDY
THERE IS NO FREE LANCH IN THIS WORLD
HAIER, an innovate prospector strategy BOEING PK AIRBUS
Strategic Management – Defined
Art & science of formulating, implementing, and evaluating, cross-functional decisions that enable an organization to achieve its objectives.
Vision & Mission External Opportunities & Threats Internal Strengths & Weaknesses Long-Term Objectives Alternative Strategies Strategy Selection
Issues in Strategy Formulation
主讲人简介
主持过的企业项目
• 驻马店商业银行战略规划
• 信阳银行战略规划 • 鹤壁银行战略规划 • 安阳商业银行战略规划 • 民生银行产品创新培训 • 石家庄农信联社战略规划
羚锐制药股份公司战略规划 上海复兴实业战略规划 濮阳商业银行战略规划 泉州商业银行人力资源规划 宁夏银行绩效管理设计 沧州融信农商行战略规划设计
Intuitive Thinking
Adapting to Change
Organizations must monitor events
On-going process Internal and external events Timely changes
Strategic Management is Gaining and Maintaining Competitive Advantage
Integrating Intuition & Analysis
Intuition & Judgment
Involve Management at all levels
Influence all Analyses
Integrating Intuition & Analysis
Analytical Thinking
想做
该做
Prime Task of Strategic Management
Peter Drucker: -- think through the overall mission of a business. Ask the key question: “What is our Business?”