战略管理起源

If a man takes no thought about what is distant, he will find sorrow near at hand. He who will not worry about what is far off will soon find something worse than worry. Confucius STRATEGIC MANAGEMENT: Concepts and Cases u1.Describe the strategic management process. u2.Explain the need for integrating analysis and intuition in strategic management. u3.Define and give examples of key terms in strategic management. u4.Describe the benefits of good strategic management. u Defining Strategic Management “the art and science of formulating, implementing, and eva- luating cross-functional decisions that enable an organiza- tion to achieve its objectives” What is strategy? (theoretical review of definition of strategy) Chandler(1962): strategy is the determination of the basic long-term goals of an enterprise, the adoption of courses of action and the allocation of resources necessary for carrying out these goals. uMintzberg(1979):Strategy is a mediating force between the organization and its environment: consistent patterns in stre- ams of organizational decisions to deal with the environment. uQuinn(1980): a strategy is the pattern or plan that integrate an organizations major goals, policies, and action sequence into a cohesive whole uPrahalad(1993): strategy is more than just fit and allocation of resources. It is stretch and leveraging of resources. uTeece(1994): the essence of strategy is the search for rents. Strategic, management is or can and should be the study of rent-seeking by the enterprise. u明茨伯格 (Mintzberg) 的整合观： 战略是计划 plan； 战略是计谋 ploy； 战略是模式 pattern； 战略是定位 position； 战略是观念 perspective; uStrategies are the means by which long-term objectives will be achieved. example: table 1-1 How to make a precise and inspiring corporate strategic statement for a particular company? u发展目标 雅戈尔的目标是 “ 创国际品牌，铸百年企业 ” ，目前雅戈尔的主 导产品衬衫、西服已连续多年稳居全国市场综合占有率榜首，产 品系列不断丰富，各板块的发展齐头并进。 u未来几年里，雅戈尔将着手做好以下工作： 1.加快产业结构调整，形成以纺织服装、房产、国际贸易为核心多 元发展的格局，强化核心竞争力。 2.调整品牌战略，使之与国际、国内市场的需求相适应。发展雅戈 尔系列，开发新的品牌系列，逐步形成一个定位准确、产品细化 、能够满足不同的消费群体需要的品牌系列。 3.调整、提升国内的营销网点，加强窗口商场和大型专卖店的布局 、建设和管理。 4.利用信息技术强化物流、资金流、信息流的管理，增强企业对市 场的应变能力。 5.加强国际交流与合作。积极寻求与国际知名服装企业的合作交流 ，推进品牌国际化进程。 某公司的战略陈述 : 充分利用国内外畜禽业和农业蓬勃发展的外部 机会，依托公司多年以来在兽农药生产领域所 形成的技术和市场优势，以产品经营夯实产业 基础，以资本经营扩张产业规模，积极拓展海 内外市场，将公司建设成为国内规模最大、实 力最强的高科技兽药生产企业和国内一流的农 药生产基地。 u企业战略的现实表述要素： 1. 时间：从 *年 -*年； 2. 途径：业务定位和组合； 3. 企业愿景或使命； 4. 目标（长期目标：领导任期） ： 定性：含有强烈的价值观（产 业报国、民族振兴等）和企业 成长意识的非财务指标 定量：市场占有率、产值、销 售额、利润等财务指标 uDimensions of corporate strategic statement: 1. Horizontal ( at least five years); 2. Approach: business positioning and business portfolio; 3. Business vision and mission; 4. Long-term objectives: 4.1 Qualitative measurements 4.2 Quantitative measurements ？ Question: whats the relationship between strategy and plan? 战略 （形神兼备） 强调愿景、价值观； 注重从未来看现在 （ managing the realities based on looking into the future; inside-out ） 计划 （有形无神） 强调目标和步骤； 注重从现在看未来 （ thinking the future based on current situations; outside-in） uThe kind of strategy (level) Corporate-level strategy Functional-level strategy Competitive-level strategy Corporate-level strategy Competitive-level strategy Functional-level strategy u现实中有些企业，对企业 战略趋之若骛，喜欢在一 些名词后面加上 “ 战略 ” 二字，如人才战略、广告 战略、营销战略，等等。 如何冷静地看待这些热点 现象？ u企业是否都同时具备这三 种战略呢？如果具备，需 要哪些条件？如果不具备 ，那是怎样的表现形式？ 原因何在？ uProcess view of Strategic Management Strategic formulation includes developing a vision and mission; SWOT ; establishing long-term objectives; generating alternative strategies; choosing particular strategies to pursue The differences with strategic formation Strategic implementation includes organizational design and resources allocation Characteristic: integration; the most difficult stage Strategic evaluation: reviewing, measuring, correcting Three fundamental activities: corporate, division or stra- tegic business unit, functional strategic formulation strategic implementation strategic evaluation uThe strategic process is dynamic and continuous uComplexity in practice uSome factors affecting this models formality: Scale and history; Environment; Business scope. uCase: Intel SLRP: Strategic Long-range Planning , (1987) uThe strategic management process is not cleanly divided and neatly performed in practice as the strategic management model suggests. uApplication of the strategic management process is typically more formal in larger and well-established organizations. u To deal with condition of uncertainty uEnvironmental uncertainty: dynamic, complex, unpredictable uMintzberg Secondly, capitalize changes in external trends and events and internal capabilities, competencies, and resources. uStrategist Definition of strategist (perspective of authorities): they are individuals who are most responsible for the success or failure of organization. Perspective of capabilities: strategic thinking and strategic implementation Artful exploiter. uAre you a strategist or just a manager? Written by H. H. Hinterhuber & Wolfgang Popp,HBR,1992,1. Q 1: Do I have an entrepreneurial vision? Q 2: Do I have a corporate philosophy ? Q 3: Do I have competitive advantage? Q 4: Do my employees use their ability to act freely in the interest of the company? Q 5: Have I built an organization that implements my vision? Q 6: Are the line managers involved in strategic planning? Q 7: Is the corporate culture in harmony with the strategy? Q 8: Do I point out directions and take new approaches Q 9: Have I been lucky in my life so far? Q10: Do I make a contribution to the development of society? uM. Hitt, et al.(2001): strategic entrepreneurship u大前研一：企业家的战略头脑（ The Mind of Strategist） u项保华： SM商数测试（链接），供学员 自我测验。 从相关的调查数据中可以发现，企业经营者对自己决策能力的自信，存在 着高估的可能性。调查显示，大多数企业经营者的决策能力需要提升。在现实 中，经常有企业家因为决策失误而事业失败。 2002年的调查中，对于 “企业经 营者最容易出现的问题 ”， 57.7% 的人选择 “决策失误 ”。有关研究表明， 决策失 误是中国企业家最容易犯的错误之一 。在改革初期，企业经营者的决策方式大 多属于粗放型，但是，随着市场越来越复杂，竞争越来越激烈，很多企业的决 策形式需要变革。 2007 年的调查显示， 对于 “目前企业家最需要提升的方面 ”， “决策能力 ”排在第 1 位。 这表明企业经营者对提高决策能力有一定的紧迫感。 调查还显示，我国多数企业对于制定企业长远的发展战略，包括创新战略重 视不够。 2004 年的调查中了解了企业是否有成文的企业战略发展规划，结果显 示，没有战略规划的占 6.4% ，有 1 年以内计划的占 15% ， 3 年以内规划的占 35.1% ， 5 年以内规划的占 30.4% ， 10 年以内规划的占 9.3% ， 10 年以上规划的 占 3.8% 。这表明，超过半数的企业只有三年以内的规划。 u举出具体的中外企业家的典型案例 国外：松下幸之助 国内：柳传志、张瑞敏 浙商：鲁冠球、马云 uCSO (Chief Strategy Officer) u如果某企业没有设置战略管理部或者 CSO 职位，那么是否可以说这家企业没有战略 管理活动？为什么？ uVision statement: what do we want to become? uMission statement: what is our business? uCollins and Porras(1996): HBR l External opportunities and threats: OT l Internal strengths and weakness: SW lLong-term objectives (goals) lStrategies lAnnual objectives lPolicies uBenefits: strategic management allows organization to be more proactive than reactive in shaping its own future. Strategic management provide the opportunity of empowering individuals to decentralize the strategic management process. pCommunication is a key to successful strategic management. pDecentralizing (empower) the strategic management process( Gary Hamel: Strategy as evolutionary.HBR,1996) pFinancial benefits and its relationship with firm growth. pNonfinancial benefits. 重视战略的企业绩效一定 优于不重视战略的企业吗？ 中国企业战略管理的现状 一、真正执行战略管理的前提 二、中国企业战略管理的误区 1、重视战术运用 忽视战略研究 2、没有远期规划 追逐短期利益 3、脱离外部环境 战略不切实际 4、自我认识不足 目标欲速不达 5、盲目多元经营 丧失核心能力 6、规模扩张冲动 管理工作滞后 7、孤立看待战略 忽视组织配套 8、战略实施到位 企业文化滞后 9、战略实施僵化 缺乏动态调整 10、力求战略创新 创新脱离市场 uCommunication is insufficient uKey employees are exclusive in strategic management. uChange climate is weak. uFlexibility and creativity are stifled. uSelf-reflective learning process is critical. Therefore, a key role of strategist is to facilitate continuous organizational learning and change. uOpen-mindedness. uTrade-off: long-range vs. short-range consideration. Definition: principles of conduct within organizations that guide decision making and behavior. Internet and business ethics Business ethics need to permeate organization Business ethics create