战略管理与战略竞争力

1、1The Management of Strategy(Concepts and Cases)战略管理：概念与案例Part I: Strategic Management Inputs第篇: 战略管理的输入Chapter 1: What is Strategic Management第1章: 战略管理和战略竞争力2Chapter 1: What is Strategic Management第1章: 战略管理和战略竞争力nOverview: Eight content areas 概要: 八大领域 nNature of Competition 战略竞争力的特性战略竞争力的特性nThe 21st

2、 Century Competitive Landscape 21世纪的竞争格局nI/O Model of Above-Average Returns (AAR) 超额利润的行业组织模型nResource-Based Model of AAR 超额利润的资源基础模型Overview: Eight content areas (contd) 概要: 八大领域 (续）nStrategic Vision and Mission 战略愿景和使命nStakeholders 利益相关者nStrategic Leaders 战略领导者4Case study: Nature of Competition: B

3、oeing vs. Airbus案例分析-竞争力的特性: 波音与空中客车nBoeing 波音nHistorically a global leader in airplane manufacturing历史上飞机生产的全球领先者nRevenue from commercial aircraft division & govt contracts收入主要来源于商用飞机生产和政府合同nRegained supremacy in 2006: more 787 super jumbo orders vs. Airbuss more efficient A-380 n2006年重新夺回霸权: 波

4、音787超大型飞机 vs. 空中客车的A-380飞机nChanged strategy and design 改变战略和设计nDifferent production process 不同的生产过程 nSmaller plane (787 Dreamliner) 更小的飞机 (787 梦想系列) Case study: Nature of Competition: Boeing vs. Airbus案例分析-竞争力的特性: 波音与空中客车nAirbus 空中客车nEU Government owned and subsidized 欧洲政府拥有所有权并为其提供补贴nWon competitor

5、 battle with Boeing between 2001 & 20052001-2005年赢得与波音公司的竞争nResponded to customer demands with more efficient A-380 aircraft用更具效率的A-380飞机来满足顾客的需求61. Nature of Competition: Basic concepts竞争力的特性: 基本概念n Strategic Competitiveness 战略竞争力nAchieved when a firm formulate & implements a value-creating

6、 strategyn当一个公司成功地制定和执行价值创造的战略时获得nStrategy 战略nIntegrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantagen设计用来开发核心竞争力、获取竞争优势的一系列综和的、协调的约定和行动1. Nature of Competition: Basic concepts竞争力的特性: 基本概念nCompetitive Advantage (CA) 竞争优势 (CA)nI

7、mplemented strategy that competitors are unable to duplicate or find too costly to imitaten实施的战略竞争对手不能复制或因成本太高而无法模仿nAbove Average Returns 超额利润nReturns in excess of what investor expects in comparison to other investments with similar riskn一项投资的利润超过投资者预期能从其他相同风险的投资项目获得的利润81. Nature of Competition: Ba

8、sic concepts竞争力的特性: 基本概念nRisk 风险nInvestors uncertainty about economic gains/losses resulting from a particular investmentn一项特定投资的盈亏的不确定性nAverage Returns平均利润nReturns equal to what investor expects in comparison to other investments with similar riskn一项投资的盈利水平与投资者预期从其他形同风险的项目获得的利润相同的情况下产生的利润nStrategic

9、 Management Process (SMP)战略管理过程 (SMP)nFull set of commitments, decisions and actions required for a firm to achieve strategic competitiveness and earn above average returnsn一家公司想要获取竞争力和超额利润而采用的一整套约定、决策和行动92. The Strategic Management Process102. 战略管理过程1121st Century Competitive Landscape 21世纪竞争格局3.1

10、Introduction: The Competitive Landscape (CL) 概述: 竞争格局 (CL)3.1.1 Pace of change is rapid 变化速度快3.1.2 Partnerships created by mergers & acquisitions (M&As) 通过合并和购买形成合作关系 (M&As)3.1.3 Other CL characteristics: Economies of scale, advertising budgets not as effective as before, change in manag

11、erial mind-set from “traditional” to more flexible and innovative 竞争格局的其他特点: 经济规模, 广告语段已经不想以前那么有效, 管理思维模式从“传统”向更加柔性和创新性转变1221st Century Competitive Landscape 21世纪竞争格局3.1.4 Hypercompetition extremely intense rivalry among competing firms, characterized by 超级竞争 竞争公司之间的异常激烈的较量, 特征包括： nEscalating &

12、increasingly aggressive competitive moves 不断提升和增加的具有侵略性的竞争推动力nAssumptions of market stability replaced with notion of INstability and change 市场稳定的假设已经被不稳定和变化的观念所取代3. 21st Century Competitive Landscape 21世纪竞争格局3.2 Two primary drivers of the competitive landscape: 竞争格局的两个主要推动力 3.2.1 The global economy

13、 经济全球化 3.2.2 Technology 科学技术143. 21st Century Competitive Landscape 21世纪竞争格局3.2.1 The Global Economy全球经济1) Goods, services, people, skills and ideas move freely across geographic borders货物、服务、人员、技术和观念超越地理界限自由流通2) Europe, through the European Union (EU) is the worlds largest single market欧洲, 欧盟 (EU)

14、成为世界上最大的单一市场 nEU vs U.S. GDP: 35% higher欧盟和其他西欧国家的GDP超过美国35% 3) Emerging major competitive forces: China & India新生的主要竞争力: 中国 & 印度 In summary: globalization increased economic interdependence among countries as reflected in the flow of goods and services, financial capital, and knowledge acro

15、ss country borders总之: 全球化是指反映在产品、服务、金融资本和知识跨国界流动中的国家间日益增长的经济相互依赖性15 3. 21st Century Competitive Landscape 21世纪竞争格局3.2.2 Technology and Technological Changes 技术和技术进步n3 categories 三种趋势n1) Technology diffusion & disruptive technologies 技术扩散和突破性技术n2) The information age 信息时代n3）Increasing knowledge i

16、ntensity不断增加的知识密度 16 3. 21st Century Competitive Landscape 21世纪竞争格局3.2.2 Technology and Technology Changes (Contd) 技术和技术进步1) Technology diffusion技术扩散 nPerpetual innovation: describes how new information-intensive technologies are replacing older forms持续创新: 形容信息密集型的新技术如何快速和有效地替代旧技术nSpeed to market ma

17、y be primary competitive advantage进入市场的速度几乎成为最主要的竞争优势n12 18 month timeframe to gather info re: competitor R&D只要12 18 个月同行企业就能收集到竞争者的研发和产品决策信息3. 21st Century Competitive Landscape 21世纪竞争格局nDisruptive technologies突破性技术nTechnologies that突破性技术是 Destroy value of existing technology破坏原有技术的价值 Create ne

18、w markets产生新的市场18 3. 21st Century Competitive Landscape 21世纪竞争格局3.2.2 Technology and Technology Changes (Contd)技术和技术进步2) The information age信息时代信息时代 nDramatic changes over last several years过去几年，信息技术发生翻天覆地的变化nMajor technological developments: computers, phones, artificial intelligence, virtual reali

19、ty主要技术发展: 个人电脑,手机，人工智能，虚拟世界nInternet provides infrastructure for information anytime, anywhere互联网提供了一个允许信息在世界任何地方的电脑间传递的平台n 3. 21st Century Competitive Landscape 21世纪竞争格局3） Increasing knowledge intensity不断增加的知识密不断增加的知识密度度nDefined as information, intelligence & expertise and is the basis of techn

20、ology and its application知识也可以称为信息、智能、经验，是技术以及技术应用的基础nGained through experience, observations and inferences通过观察、经验和推论得到nStrategic Flexibility set of capabilities used to respond to various demands and opportunities existing in a dynamic and uncertain competitive environment战略柔性 公司用来应对不断变化的竞争环境所带来的各

21、种需求和机遇的一系列能力 20 Industrial Organizational (I/O) Model of Above-Average Returns (AAR)超额利润的行业组织模型(AAR)21 超额利润的行业组织模型(AAR)22Industrial Organizational (I/O) Model of Above-Average Returns (AAR)超额利润的行业组织模型(AAR)4.1 Basic Premise to explain the dominant influence of the external environment on a firms stra

22、tegic actions and performance 基本前提 揭示外部环境外部环境对公司战略行为的决定性影响234. Industrial Organizational (I/O) Model of Above-Average Returns (AAR)超额利润的行业组织模型(AAR)4.2 Underlying Assumptions基本假设1) External environment imposes pressures and constraints that determine the strategies resulting in AAR外部环境表现为影响超额利润战略决定的压

23、力和限制2) Most firms compete within a particular industry/segment大多数在同一行业或行业内相同领域竞争的公司 nControl similar strategically relevant resources掌握着类似的相关战略资源 nPursue similar strategies in light of those resources并因此采取相似的战略 4. Industrial Organizational (I/O) Model of Above-Average Returns (AAR)超额利润的行业组织模型(AAR)3)

24、 Resources for implementing strategies are highly mobile across firms实施战略所需的资源在公司间具有高度的流动性nTherefore any resource differences between firms will be short-lived因此公司间的资源差异不会维持太久4) Organizational decision makers are rational and committed to acting in the firms best interests, as shown by their profit-

25、maximizing behaviors组织的决策者都是理性的，并致力于为公司谋取最大的利益，正如他们追求利润最大化的行为254. Industrial Organizational (I/O) Model of Above-Average Returns (AAR)超额利润的行业组织模型(AAR)4.3 Five-Forces Model (Michael Porter)竞争的五力模型 nThe 5 Forces includes5种力量包括nSuppliers, buyers, competitive rivalry, product substitutes and potential e

26、ntrants供应商、顾客、行业内现有竞争者、替代产品和潜在进入者nDetermines the nature/level of competition and profit potential in an industry决定竞争的层次和一个行业的潜在利润nSuggests an industrys profitability is an interaction between these 5 forces指出一个行业的收益性是五种力量相互作用的结果26The Resource-Based Model of AAR27超额利润的资源基础模型285. The Resource-Based Mo

27、del of AAR超额利润的资源基础模型5.1 Basic Premise - a firms unique internal resources & capabilities, in combination, is the basis for firm strategy and AAR基本前提 - 任何一个组织都是独特的资源和能力的组合组合, 这种独特性是企业战略和超额利润的基础nEach firms performance difference across time emerges (vs industrys structural characteristics)企业间经营业绩

28、的差异主要来源于它们的资源和能力 (而不是行业结构特征) nCombined uniqueness should define the firms strategic actions如何整合这些资源和能力决定一个企业的战略行动 nResources are tangible and intangible资源可分为有形和无形295. The Resource-Based Model of AAR超额利润的资源基础模型5.2 Resources资源5.2.1 Inputs into a firms production process 企业生产过程的投入部分nIncludes capital eq

29、uipment, employee skills, patents, high-quality managers, financial condition, etc.包括资本设备, 员工技能, 专利技术, 有才干的管理人员, 融资等. 5.2.2 Basis for competitive advantage: When resources are valuable, rare, costly to imitate and non-substitutable竞争优势的基础: 当资源是有价值的、稀缺的、难以模仿的并无法替代的时候5. The Resource-Based Model of AAR

30、超额利润的资源基础模型5.2.3 Internal/firm-specific resources (N=3) 内部的/公司的资源 nPhysical实物资源 Things you can touch/feel = tangible可以触摸或感受到的东西 = 有形的nHuman人力资源 People / employees人 / 员工nOrganizational capital组织资本 Relative to the firm itself与公司自身相关的 315. The Resource-Based Model of AAR超额利润的资源基础模型5.3 Capability 能力nCap

31、acity for a set of resources to perform a task or activity in an integrative manner将众多资源结合运用以完成一项任务或活动的才能5.4 Core Competency核心竞争力nA firms resources and capabilities that serve as sources of competitive advantage over its rival为企业战胜其竞争者提供竞争优势来源的资源和能力5. The Resource-Based Model of AAR超额利润的资源基础模型Summar

32、y总结n A firm has superior performance because of一个企业拥有良好的业绩是因为nUnique resources and capabilities, and the combination makes them different, and better, than their competition driving the competitive advantage独特的资源和能力, 以及整合这些资源使得它们不同于并且强于竞争者 即形成竞争优势336. Vision and Mission愿景和使命6.1 Vision愿景 nPicture of

33、what the firm wants to be描绘企业期望成为什么样子nWhat the firm ultimately wants to achieve企业最终想实现什么nAn effective vision statement is the responsibility of the leader who should work with others to form it一个有效地愿景描述应当由企业领导者与其他员工共同合作形成nFoundation for the mission使命的基础6. Vision and Mission愿景和使命6.2 Mission使命nSpecifi

34、cs business(es) in which firm intends to compete and customers it intends to serve一家企业意图参与竞争的一个或多个业务，以及所要服务的顾客nMore specific than the vision比愿景更加具体357. Stakeholders利益相关者7.1 Basis Premise a firm can effectively manage stakeholder relationships to create a competitive advantage and outperform its comp

35、etitors基本前提 一个企业能够有效地处理利益相关者之间的关系来形成竞争优势，并且业绩超过其他公司 7.2 Stakeholders are individuals and groups利益相关者是个人或群体nThey can affect, and are affected by, the strategic outcomes/performance a firm achieves他们能够影响企业的愿景和使命，同时受企业战略产出的影响nThree (3) classifications分为三类36The Three Stakeholder Groups37三类利益相关者387. Stak

36、eholders利益相关者nClassifications of Stakeholders分类 nCapital Market资本市场利益相关者nExpect returns commiserate with risk accepted by investments预期收益与风险程度成正比nHigher the dependency relationship, the more direct and significant firms response依赖关系越紧密，公司的反应就会越直接，越重视nProduct Market产品市场利益相关者nThe 4 groups benefit due to competitive battles四类群体从企业的竞争中获得利益nOrganizational组织利益相关者nThe employees员工398. Strategic Leaders战略领导者8.1 People located in different parts of the firm using the st