管理学课件第章战略管理(StrategicManagement)

1、1234 Prentice Hall, 200256Source: Based on F. David, Strategic Management, 11 ed. (Upper Saddle River, NJ: Prentice Hall, 2007), p.70.789SWOTSWOT分析表分析表10Sources: “Americas Most Admired Companies,” Fortune, February 22, 2006, p. 65; “The 100 Best Companies to Work For,” Fortune, January 11, 2006, p.

2、89; R. Alsop, “Ranking Corporate Reputations,” Wall Street Journal, December 6, 2005, p. B1; and “The 100 Top Brands,” BusinessWeek, August 1, 2005, p. 90.Interbrand/BusinessWeek 100 Top Global Brands (2011)1. Coca-Cola（US$71.9 billion ）2. IBM(US$ 69.9 billion)3. Microsoft(US$59.1 billion), Harris I

3、nteractive/Wall Street Journal National Corporate Reputation (2005)1. Johnson & Johnson2. Coca-Cola3. Google4. United Parcel Service5. 3M CompanyHay Group/Fortune Americas Most Admired Companies (2006)Great Place to Work Institute/Fortune100 Best Companies to Work For (2006)1. General Electric2.

4、 FedEx3. Southwest Airlines4. Procter & Gamble5. Starbucks1. Genentech2. Wegmans Food Markets3. Valero Energy4. Griffin Hospital5. W. L. Gore & Associates1112内部劣势内部劣势内部优势内部优势由稳定型向发展型由稳定型向发展型发展型战略发展型战略紧缩型战略紧缩型战略多元化战略多元化战略SWOTSWOT战略选择图战略选择图威胁威胁机会机会 131415161718密集化增长战略密集化增长战略是在一个特定市场的全部需求购买潜力尚未

5、到达极限时所存在的市场机会。密集化增长可以通过三种途径实现a. 市场渗透通过采取更加积极有效、更富进取精神的市场营销措施，努力在现有市场上扩大现有产品的销售量，从而实现企业业务的增长。b. 市场开发通过努力开拓新市场来扩大现有产品销售量，从而实现企业业务的增长。c. 产品开发通过向现有市场提供多种改型变异产品，满足不同顾客需求，从而扩大销售，实现企业业务的增长。19密集化增长战略密集化增长战略 现有市场 新市场1. 市场渗 透战略2. 产品开 发战略3. 市场开 发战略4. 多样化 战略 现有产品 新产品图5 三种密集型成长战略：安索夫的 产品 / 市场扩展方格图 20212223242526

6、27282930313233Source: Based on M.E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: The Free Press, 1980).34353637 Know whats happening with strategies currently being used by monitoring and measuring results. Encourage employees to be open about disclosing and sharing negative information. Get new ideas and perspectives from outside the organization. Have multiple alternatives when making strategic decisions. Learn from mistakes.Source: Based on K. Shimizu and M. A. Hitt, “Strategic Flexibility: Organizational Preparedness to Reve