战略管理(中英文)通用PPT课件

1、Chapter 8STRATEGICMANAGEMENT战略管理8-118 -Learning Objectives学习目的You should learn to你应该掌握:Explain the importance of strategic management解释战略管理的重要性Describe the steps in the strategic management process描述战略管理过程的步骤Explain SWOT analysis说明SWOT分析Differentiate corporate-, business-, and functional-level strat

2、egies区分公司层、事业层和职能层的战略Explain what competitive advantage is and why its important to organizations 说明什么是竞争优势以及为什么竞争优势对一个组织很重要8-228 -Learning Objectives (cont.)You should learn to:Describe the five competitive forces 描述五种竞争力量Identify the various competitive strategies 识别各种竞争优势8-338 -The Importance Of

3、Strategic Management战略管理的重要性What Is Strategic Management什么是战略管理?A set of managerial decisions and actions that determines the long-run performance of an organization一个组织从全局出发而作出的长期的总体性谋划等一系列的管理决策和行为Purposes of Strategic Management战略管理的目标involved in many decisions that managers make 设计许多管理决策companies

4、 with formal strategic management systems have higher financial returns than companies with no such system拥有正式战略管理系统的公司在财务收益方面要比没有这样的管理系统的公司要大。important in profit and not-for-profit organizations 在盈利性和非盈利性组织中都很重要。8-448 -The Strategic Management Process8-558 -68 -The Strategic Management Process1. Id

5、entifying the Organizations Current Mission, Objectives, and Strategies确定组织当前的宗旨、目标和战略Mission宗旨 - statement of the purpose of an organization组织的目的陈述important in profit and not-for-profit organizations在盈利性和非盈利性组织中都很重要。important to identify the goals currently in place and the strategies currently bei

6、ng pursued 确定当前的目标和当前追求的战略是非常重要的。8-778 -Components of a Mission Statement8-888 -The Strategic Management Process (cont.)2. Analyzing the Environment分析环境successful strategies are aligned with the environment 成功的战略大多是那些与环境相适应的战略。examine both the specific and general environments to determine what tren

7、ds and changes are occurring 必须审视具体环境和一般环境，把握即将要出现的环境变化和发展趋势及其对组织的重要影响。3. Identifying Opportunities and Threats发现机会和威胁Opportunities机会 - positive trends in the external environmental外部环境的积极的变化趋势Threats威胁 - negative trends in the external environment外部环境的消极变化趋势8-998 -The Strategic Management Process (

8、cont.)4. Analyzing the Organizations Resources and Capabilities分析组织的资源和能力examine the inside of the organization 视角从组织外部转向组织内部available resources and capabilities always constrain the organization in some way无论多么强大的组织，都在可用资源和技术能力方面受到某种限制。core competence - a unique and exceptional capability or resour

9、ce 核心能力独特技能或资源。the organizations major value-creating, competitive weapon 组织的主要创造价值的、竞争性武器8-10108 -The Strategic Management Process (cont.)5. Identifying Strengths and Weaknesses识别优势和劣势Strengths优势 - activities the organization does well or any unique resource组织成功运作的各种活动或任何独特的资源Weaknesses劣势 - activit

10、ies the organization does not do well or resources it needs but does not possess 组织不能成功运作的活动或组织需要的但又不能获得的资源organizations culture has its strengths and weaknesses 组织文化有其优势和劣势strong culture - new employees easily identify the organizations core competencies 强文化新雇员很容易识别组织的核心能力may serve as a barrier to

11、accepting change具有强文化的成功组织，可能成为它们过去成功的囚徒influence managers preferences for certain strategies 对于某些战略，文化的价值观影响管理当局的倾向性SWOT analysis - analysis of the organizations strengths, weaknesses, opportunities, and threats SWOT 分析组织优势、劣势、机会和威胁分析8-11118 -Identifying the Organizations Opportunities识别组织机会Organiz

12、ationsOpportunities组织的机会OrganizationsResources/Abilities组织资源/能力Opportunities inthe Environment环境变化出现的机会8-12128 -The Strategic Management Process (cont.)6. Formulating Strategies制定战略require strategies at the corporate, business, and functional levels of the organization 战略需要在公司层、事业层和职能层设立strategy for

13、mulation follows the decision-making process指定战略应遵循决策程序7. Implementing Strategies实施战略a strategy is only as good as its implementation 无论战略计划制定得多么有效，如果不能恰当地实施仍不会成功8. Evaluating Results评价结果control process to determine the effectiveness of a strategy 控制过程决定一个战略的效果8-13138 -Levels of Organizational Strat

14、egy Prentice Hall, 20028-14148 -158 -Types Of Organizational StrategiesCorporate-Level Strategy公司层战略determines 回答下述问题：what businesses a company should be in or wants to be in 公司应当从事一组什么样的事业？the direction that the organization is going组织行动方向如何?the role that each business unit will play 每一个组织单位将发挥什么作用

15、？Grand Strategy Stability总体战略稳定性（战略）no significant change is proposed很少发生重大变化organizations performance is satisfactory组织绩效令人满意environment appears to be stable and unchanging环境看上去将保持稳定，不会发生变化。few organizations today pursue this strategy 如今没有几个组织追求这种战略。8-16168 -Types Of Organizational Strategies (cont

16、.)Corporate-Level Strategy (cont.)Grand Strategy Growth总体战略增长（战略）seeks to increase the level of the organizations operations寻求提高组织经营的层次Concentration扩张 - growth through direct expansion of organizations own business operations通过组织自有商务经营的直接获得增长vertical integration纵向一体化 Backward向后 - become your own sup

17、plier成为你自己的供应商Forward向前 - become your own distributor成为你自己的horizontal integration横向一体化 - grow by combining with other organizations in the same industry合并同类企业获得增长needs approval by U.S. Federal Trade Commission 需要获得美国联邦贸易委员会的同意8-17178 -Types Of Organizational Strategies (cont.)Corporate-Level Strateg

18、y (cont.)Grand Strategy - Growth (cont.)related diversification相关多元化（战略） - grow by merging with or acquiring firms in different, but related, industries在不同而又相关联的行业兼并或重组企业以获得增长“strategic fit”战略适中unrelated diversification无关联多元化（战略） - grow by merging with or acquiring firms in different and unrelated i

19、ndustries 在不同而又不相关联的行业兼并或重组企业以获得增长8-18188 -Types Of Organizational Strategies (cont.)Corporate-Level Strategy (cont.)Grand Strategy - Growth (cont.)Retrenchment收缩（战略） - designed to address organizational weaknesses that are leading to performance declines为了应付导致绩效下降的组织劣势（而采取的战略）intended to意在:stabiliz

20、e operations稳定经营revitalize organizational resources and capabilities重新激活组织资源和能力prepare to compete once again 准备再次参与竞争8-19198 -SWOT Analysis And Grand StrategiesCorporateGrowthStrategiesCorporateStabilityStrategiesCorporateRetrenchmentStrategiesAbundantEnvironmentalOpportunitiesCriticalEnvironmentalT

21、hreatsCorporateStabilityStrategiesCriticalWeaknessesValuableStrengthsEnvironmental StatusFirm Status8-20208 -Types of Organizational Strategies (cont.)Corporate-Level Strategy (cont.)Corporate Portfolio Analysis公司业务组合分析 - used when corporate strategy involves a number of business在公司战略涉及许多业务组合时就需要使用这

22、种分析Boston Consulting Group (BCG) matrix波斯顿咨询集团矩阵 - provides a framework for understanding diverse businesses提供一种理解多元化业务组合的框架helps managers establish priorities for making resource allocation decisions在资源配置决策方面帮助管理当局建立优先选择的次序方案businesses classified in terms of根据以下条件归类业务：market share 市场份额anticipated m

23、arket growth预计市场增长率8-21218 -The BCG Matrix（BCG矩阵）Stars吉星CashCows现金牛Dogs瘦狗QuestionMarks问号Market Share市场份额High高Low低High高Low低AnticipatedGrowthRate预计的增长率8-22228 -Types of Organizational Strategies (cont.)Corporate-Level Strategy (cont.)BCG matrix (cont.)strategic implications of the matrix矩阵的战略说明cash co

24、ws现金牛 - “milk” 挤出更多的“奶”use cash to invest in stars and question marks 使用现金投资“吉星”和“问号”Stars吉星 - require heavy investment需加大投资eventually will become cash cows 最终也将成为现金牛question marks问号 - two strategies两种战略invest to transform them into stars投资使其转向吉星divest 出售dogs - sold off or liquidated出售或套现8-23238 -Ty

25、pes Of Organizational Strategies (cont.)Business-Level Strategy事业层战略determines how an organization should compete in each of its businesses确定组织在其每一项事业中应该如何展开竞争。strategic business units战略事业单位 - independent businesses that formulate their own strategies构成独立战略的事业单位Role of Competitive Advantage竞争优势的角色co

26、mpetitive advantage竞争优势 - sets an organization apart by providing a distinct edge 以明显的界限把一个组织同其他组织区分开来comes from the organizations core competencies 来源于组织的核心竞争力not every organization can transform core competencies into a competitive advantage 不是每个组织都能把核心竞争力转化成竞争优势的once created, must be able to sust

27、ain it 一旦形成，必须能够可持续发展8-24248 -Types Of Organizational Strategies (cont.)Business-Level Strategy (cont.)Competitive Strategies竞争战略Michael Porter买克尔波特 - industry analysis based on five competitive forces基于五种竞争力量的产业分析Threat of new entrants新进入者的威胁 - affected by barriers to entry进入障碍的影响Threat of substitu

28、tes替代威胁 - affected by buyer loyalty and switching costs受到购买者忠诚和转换成本的影响Bargaining power of buyers购买者的讨价能力 - affected by number of customers, availability of substitute products受到购买者数量、可供选择的替代产品这样一些因素的影响。8-25258 -Business-Level Strategy (cont.)Competitive Strategies (cont.)Porters competitive forces a

29、nalysis (cont.)Bargaining power of suppliers供应商的讨价能力 - affected by degree of supplier concentration受到供应商集中程度的影响Existing rivalry现有竞争者之间的力量 - affected by industry growth rate, demand for firms product or service, and product differences受到产业增长率、对企业产品的需求程度以及产品差异的影响Types Of Organizational Strategies (con

30、t.)8-26268 -Current RivalryIndustryCompetitorsForces In The Industry AnalysisSuppliersNewEntrantsBuyersSubstitutesThreat ofNew EntrantsThreat ofSubstitutesBargainingPower orBuyersBargainingPower orSuppliers8-27278 -288 -Types of Organizational Strategies (cont.)Business-Level Strategy (cont.)Competi

31、tive strategies (cont.)Porters three generic strategies波特三种基本战略cost leadership成本领先战略 - goal is to become the lowest-cost producer in the industry 目标是成为产业中成本最低的生产者tries to identify efficiencies in all operations 努力提高组织运作效率overhead kept to a minimum 低人工成本product or service must be perceived to be of comparabl