MPA《战略管理》中英文

1、公共管理学院公共管理学院 城市管理系城市管理系 2003年年9月月第三讲第三讲 战略匹配战略匹配 Strategic MatchStrategic MatchI.内外条件的分类内外条件的分类 Classification of Internal and External ConditionsII.优势优势Strengths: 竞争优势竞争优势 competitive advantage+stable and healthy internal atmosphere（稳定、健康的条件）稳定、健康的条件）.III.弱势弱势Weaknesses: 竞争弱势竞争弱势competitive disadva

2、ntages+an unstable and unhealthy internal atmosphere（不稳定的内部条件）不稳定的内部条件）一、优势和弱势一、优势和弱势Strengths and Weaknessesw 1. 优势优势Strengthsw (1) 核心竞争力核心竞争力Distinctive competency (leverage): product design, low cost, high efficiency, leadership in product innovation, ability to influence legislation, control of

3、cost and other, massive availability of capital, CRM-customer relations management.w Examples: Toyotaquality; Benzimage, IBMservice; Coca Colainternational brand recognition; HPinnovation; AT&Ttechnological expertise.w 开发开发Developing a distinctive competencyw 利用利用Exploiting distinctive competenc

4、yw 保护保护Protecting distinctive competency1. 优势优势 Strengthsw (2)稳定器稳定器 stabilizers: maintenance strengthw Fair wages and salaries; good working conditions;efficient employee hiring practices, promotion from within, a clear sense of mission, efficient work flow, availability of executive training progr

5、am, effective superior-subordinate communication.w 组织正常运作的必要条件。组织正常运作的必要条件。2. 2. 弱势弱势 Weaknessesw (1) 下沉者下沉者 Sinkersw 关键点出现大问题，灾难来临。关键点出现大问题，灾难来临。w large hole in the ship structurew Shoddy workmanship or defective merchandise; poor customer service; bad location; disloyal employees, lack of product

6、innovation, poor credit line; lack of leadership and managerial skills at the corporate level.w (2) 动荡者动荡者Destabilizers 保证顺利航行保证顺利航行w 内部权责不清内部权责不清Lack of clear job descriptions, wide span of supervision, deviation from the companys policy of promotion from within; poor working condition; inadequate

7、executive training program.3 3、如何判断优势和弱势？、如何判断优势和弱势？w 1、历史的标准 Historical Criterionw 特定条件下，将现在与过去的绩效进行比较。w 2、竞争的标准 Competitive Criterionw 和第一名相比，处于何种地位。w 3、名义的标准 Normative Criterionw “How things ought to be” instead of with “how things are”w 与最新的理论研究成果相比。二、机会和威胁二、机会和威胁 Opportunities and ThreatsOpport

8、unities and Threatsw 1. 机会机会 Opportunitiesw 市场增长等Growth of customer; exit of competitor; increases of suppliers, abundances of labor; few government regulations, population growth, cultural changes, lower inflation， favorable technological breakthroughs, improved political relations between a countr

9、y and foreign nation with large market.w 2. 威胁威胁Threatsw Decline in the size of the customer base, entry of a powerful competitor into the industry, decrease in the number of suppliers, increase in the cost of raw materials, shortage of labor, greater government regulations, adverse cultural trends,

10、 higher inflation rates, recession, higher unemployment rates, deterioration in the political relations between two countries, and so on. 1. 机会机会 Opportunities w (1) 未来的机会未来的机会 Future Opportunitiesw Early detectionw (2) 现在的机会现在的机会 Current Opportunitiesw -渐进性渐进性evolved opportunities;w -突发性突发性sudden o

11、pportunities;w -潜在潜在hidden opportunities.2. 威胁威胁 Threats(1) 未来的威胁 Future Threats(2) 现在的威胁 Current Threats(3) -渐进的 evolved threats(4) -突发的 sudden threats(5) -潜在的 hidden threats (6) 3. 变威胁为机会变威胁为机会 Turning threats to (7) opportunities 决断力决断力 Early recognition三、战略匹配三、战略匹配 Strategic Matchw 1. 杠杆力杠杆力 Leverage-Strengths to Opportunitiesw -Strategic window (window of opportunity）w 2. 维持力维持力 Maintenance-Strengths to Threatsw -maintain or protect their market positionw 3. 局限力局限力 Constraint-Weaknesses to opportun