总体要求掌握内外环境对企业战略制定的作用,以及内外环境的交互

1、 总体要求总体要求掌握内外环境对企业战略制定的作用，以及内外掌握内外环境对企业战略制定的作用，以及内外环境的交互匹配。重点在于理解环境分析思路和环境的交互匹配。重点在于理解环境分析思路和内外环境作用价值，初步了解资源观、能力观、内外环境作用价值，初步了解资源观、能力观、制度观等理论背景和环境分析最新理论发展制度观等理论背景和环境分析最新理论发展, , 并并掌握运用环境分析工具掌握运用环境分析工具SWOTSWOT分析、波特分析模分析、波特分析模型、六力互动模型、内部资源定位等。型、六力互动模型、内部资源定位等。具体目标具体目标 环境战略互动框架环境战略互动框架 内部条件决定论内部条件决定论 外部

2、环境影响论外部环境影响论 环境分析工具环境分析工具内部环境内部环境组织结构组织结构组织文化组织文化战略资源战略资源组织能力组织能力 外部环境外部环境社会环境社会环境特殊环境特殊环境（任务环境）（任务环境）行业分析行业分析优势与劣势优势与劣势机会与威胁机会与威胁业务和战略的确定业务和战略的确定组织外部组织外部主主观观解解释释客客观观资资源源组织外部组织外部市场市场:进入障碍、行业进入障碍、行业 集中、产品差异集中、产品差异资源资源:有形资产有形资产亚文化亚文化:知识、信念、形象知识、信念、形象庞文化庞文化:信誉、认知、成败信誉、认知、成败行行业业范范围围响响应应企企业业战战略略构构思思资源分配资

3、源分配成败界定成败界定资源分配资源分配资源分配资源分配机遇总是垂青有准备的人！机遇总是垂青有准备的人！ 优势和劣势的相对性和可转化性优势和劣势的相对性和可转化性 机遇与威胁的相对性和可转化性机遇与威胁的相对性和可转化性 内因是根本；外因是条件内因是根本；外因是条件Organizational purpose Mission ObjectivesCorporate governance Whom should the organization serve?How should purposes be determined?Business ethics Which purposes should

4、 beprioritized? Why?Stakeholders Whom does the organization serve?Cultural context Which purposes are prioritized? Why?Resources andStrategic assetsCompetenciesand CapabilitiesAssess the nature of the environmentAudit environmental influencesIdentify key competitive forcesIdentify competitive positi

5、onIdentify key opportunitiesand threatsStrategic positionSimpleSimplestaticstaticDynamicDynamicComplexComplex Historical Analysis ForecastingDecentralizationof organization Experience & learning Scenario planningEnvironmental Condition What environmental factors are affecting the organization? W

6、hich of these are the most important at present time? In next year?Political/legal Monopolies legislation Environmental protection laws Taxation policy Foreign trade regulation Employment law Government stabilitySociocultural factors Population demographics Income distribution Social mobility Lifest

7、yle changes Attitudes to work and leisure Consumerism Levels of educationEconomic factors Business cycles GDP trends Interest rates Money supply Inflation Unemployment Disposable income Energy availability and costTechnological Government spending on research Government and industry focus on technol

8、ogical effort New discoveries/development Speed of technology transfer Rates of obsolescence风险且高收益 风险和低收益稳定且高收益 稳定且低收益 高高 进入障碍进入障碍 低低高高退出退出障碍障碍低低进入障碍：规模经济、产品差异性、资本需求、进入障碍：规模经济、产品差异性、资本需求、 转移成本、促销渠道、政府政策转移成本、促销渠道、政府政策退出障碍：资产专一性、内部战略关系、情感退出障碍：资产专一性、内部战略关系、情感 障碍、政府和社会制约障碍、政府和社会制约GlobalStrategy Trade po

9、licy Technical standard Host government policies Scale economics Sourcing efficiency Country specific cost High product Development cost Interdependence Competitors global High ex/imports Similar customer need Global customers Transferable mktingGlobal competitionGlobal marketconvergenceGovernment i

10、nfluencesCost advantage Procedures Identifying the key changes in the organizations environment (no more than 7-8 points) Identifying the key variables in terms of the resource profile and competences of the organization (8 ps) Illustrating the analysis by keeping to quite specific points, rather th

11、an overgenerising analysis Providing some useful strategic foresights Strengths &WeaknessMain strengthsCapacity for inno. + + + + + 7 0Good GP links + + + + + 5 0 Committed employees + + + 0 + 4 0Good joint working with social services + 0 + + - 3 1Main weaknessesLack of outcome measures - - - -

12、 - 0 5Information mea- surement systems - - - - - 0 6Provider-dominated agenda 0 - - - + 2 6No financial growth + - - - + 2 3+ 5 3 5 3 7+ 5 3 5 3 7- 2 5 5 5 4 - 2 5 5 5 4 Key Issues in the EnvironmentPolitics/ New Tech- Rising Demo- Competitivelegislation nologies public graphic market + -+ - expect

13、ation trends行业内企业行业内企业供应商供应商用户用户潜在进入者潜在进入者替代品替代品ThreatThreatBargainBargain资源供方：员工、社会、股东资源供方：员工、社会、股东企业运行基础企业运行基础替代品厂商替代品厂商同行业厂商同行业厂商互补品厂商互补品厂商潜在进入者潜在进入者中间买方：企业外部配送体系中间买方：企业外部配送体系最终买方顾客：企业生存之本最终买方顾客：企业生存之本买方买方买方买方潜在顾客潜在顾客 企业品牌顾客企业品牌顾客 竞争品牌顾客竞争品牌顾客流动顾客流动顾客Best in class Thinking Practice Competitors Co

14、operators Coordinators objectivesExisting level resources capabilitiesRoad 2Road 1Road 3Road 3: leapfroggingRoad 2: integrationRoad 1: imitationLevel of Benchmarking Through Examples of MeasuresResources Resource audit Quantity of resources, e.g. revenue/employee capital intensity Quality of resources, e.g. qualifications of employees age of machinery uniqueness (e.g. patents)