管理学第8章战略管理(StrategicManagement)ppt课件

1、Strategic Management战略管理What managers do to develop the organizations strategies.Strategies 战略The decisions and actions that determine the long-run performance of an organization. 1Strategic Management (contd)Business ModelIs a strategic design for how a company intends to profit from its strategies

2、, work processes, and work activities.Focuses on two things:Whether customers will value what the company is providing.Whether the company can make any money doing that.2Why is Strategic Management ImportantIt results in higher organizational performance.It requires that managers examine and adapt t

3、o business environment changes.It coordinates diverse organizational units, helping them focus on organizational goals.It is very much involved in the managerial decision-making process.3Exhibit 81The Strategic Management Process战略管理过程4战略管理过程 Prentice Hall, 20025Strategic Management Process 战略管理过程St

4、ep 1: Identifying the organizations current mission, goals, and strategies确定组织当前的使命、目的和战略Mission: the firms reason for beingThe scope of its products and servicesGoals: the foundation for further planningMeasurable performance targetsStep 2: Doing an external analysis外部分析The environmental scanning o

5、f specific and general environmentsFocuses on identifying opportunities and threats6Exhibit 82Components of a Mission Statement使命陈说构成要素Source: Based on F. David, Strategic Management, 11 ed. (Upper Saddle River, NJ: Prentice Hall, 2007), p.70.7战略目的、目的与义务陈说1.用户：公司的用户是谁？(比如SANYI公司的停车设备、远大的整体浴室？-是决议市场战

6、略的根底)2.产品或效力：公司的主要产品或效力工程是什么？3.市场：公司在哪些地域竞争？4.技术：公司的技术能否是最新的？5.对生存、增长、盈利的关切：公司能否努力实现业务的增长 和良好财务情况？6.观念：公司的根本信心、价值观、志向和品德倾向是什么？7.自我认知：公司最独特的才干或最主要的竞争优势是什么？ 8.对公司笼统的关切：公司能否对社会、社区和环境担任？9.对员工的关怀：公司能否视员工为珍贵的资产？8Strategic Management Process (contd)Step 3: Doing an internal analysis内部分析Assessing organizati

7、onal resources, capabilities, and activities:Strengths create value for the customer and strengthen the competitive position of the firm.Weaknesses can place the firm at a competitive disadvantage.Analyzing financial and physical assets is fairly easy, but assessing intangible assets (employees skil

8、ls, culture, corporate reputation, and so forth) isnt as easy.Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats)9SWOT分析表10Exhibit 83Corporate Rankings (partial lists)Sources: “Americas Most Admired Companies, Fortune, February 22, 2006, p. 65; “The

9、 100 Best Companies to Work For, Fortune, January 11, 2006, p. 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 (2021)1. Coca-ColaUS$71.9 billion 2. I

10、BM(US$ 69.9 billion)3. Microsoft(US$59.1 billion), Harris Interactive/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

11、 Best Companies to Work For (2006)1. General Electric2. FedEx3. Southwest Airlines4. Procter & Gamble5. Starbucks1. Genentech2. Wegmans Food Markets3. Valero Energy4. Griffin Hospital5. W. L. Gore & Associates11Strategic Management Process (contd)Step 4: Formulating strategies构造战略Develop and evaluat

12、e strategic alternativesSelect appropriate strategies for all levels in the organization that provide relative advantage over competitorsMatch organizational strengths to environmental opportunitiesCorrect weaknesses and guard against threats12内部优势内部优势由稳定型向开展型开展型战略紧缩型战略多元化战略SWOT战略选择图要挟时机13Strategic

13、Management Process (contd)Step 5: Implementing strategies实施战略Implementation: effectively fitting organizational structure and activities to the environment.The environment dictates the chosen strategy; effective strategy implementation requires an organizational structure matched to its requirements

14、.Step 6: Evaluating results评价结果How effective have strategies been?What adjustments, if any, are necessary?14Types of Organizational StrategiesCorporate Strategies公司战略Top managements overall plan for the entire organization and its strategic business unitsTypes of Corporate Strategies公司战略类型Growth: ex

15、pansion into new products and marketsStability: maintenance of the status quoRenewal: redirection of the firm into new markets15Exhibit 84Levels of Organizational Strategy16Corporate StrategiesGrowth Strategy增长战略Seeking to increase the organizations business by expansion into new products and market

16、s.Types of Growth Strategies增长战略的类型Concentration集中化Vertical integration垂直一体化Horizontal integration(程度一体化)Diversification(多元化)17Growth StrategiesConcentration集中方式-密集性增长战略Focusing on a primary line of business and increasing the number of products offered or markets served.18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

17、到达极限时所存在的市场时机。密集化增长可以经过三种途径实现a. 市场浸透经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展现有产品的销售量，从而实现企业业务的增长。b. 市场开发经过努力开辟新市场来扩展现有产品销售量，从而实现企业业务的增长。c. 产品开发经过向现有市场提供多种改型变异产品，满足不同顾客需求，从而扩展销售，实现企业业务的增长。19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 三种密集型生长战略：安索夫的 产品 / 市场扩展方格图 20一体化增长战略Vertical Int

18、egration纵向一体化Backward vertical integration 后向一体化 : attempting to gain control of inputs (become a self-supplier).Forward vertical integration横向一体化: attempting to gain control of output through control of the distribution channel or provide customer service activities (eliminating intermediaries).Hor

19、izontal Integration程度一体化Combining operations with another competitor in the same industry to increase competitive strengths and lower competition among industry rivals.21多角化增长战略Related Diversification相关多元化Expanding by combining with firms in different, but related industries that are “strategic fits

20、.Unrelated Diversification非相关多元化Growing by combining with firms in unrelated industries where higher financial returns are possible.22多元化的定义1.低度多元化: 单一产品: 95% 以上的销售总额来自同一产品; 主导产品: 70-95%的销售总额来自同一产品; 2.中等程度多元化: 相关多元化: 公司销售总额的70% 以上来自不同产品, 而且各个产品之间在技术, 消费, 渠道等方面具有相互 联络的特征; 3.高度多元化: 非相关多元化: 公司销售额的70% 以

21、上来自不同产品, 而且公司产品之间没有任何联络.23Growth Strategies (contd)Stability Strategy(稳定战略)A strategy that seeks to maintain the status quo to deal with the uncertainty of a dynamic environment, when the industry is experiencing slow- or no-growth conditions, or if the owners of the firm elect not to grow for perso

22、nal reasons.24Growth Strategies (contd)Renewal Strategies紧缩战略Developing strategies to counter organization weaknesses that are leading to performance declines.Retrenchment: focusing of eliminating non-critical weaknesses and restoring strengths to overcome current performance problems.Turnaround: ad

23、dressing critical long-term performance problems through the use of strong cost elimination measures and large-scale organizational restructuring solutions.25Corporate Portfolio Analysis公司业务组合分析Managers manage portfolio (or collection) of businesses using a corporate portfolio matrix such as the BCG

24、 Matrix.BCG Matrix BCG矩阵Developed by the Boston Consulting GroupConsiders market share and industry growth rateClassifies firms as:Cash cows: low growth rate, high market shareStars: high growth rate, high market shareQuestion marks: high growth rate, low market shareDogs: low growth rate, low marke

25、t share26Exhibit 85The BCG Matrix27Business or Competitive StrategyBusiness (or Competitive) Strategy公司层战略A strategy focused on how an organization should compete in each of its SBUs (strategic business units).28BCG矩阵的局限性 科尔尼咨询公司对BCG矩阵的局限性评价是仅仅假设公司的业务开展依托的是内部融资，而没有思索外部融资。举债等方式筹措资金并不在BCG矩阵的思索之中。 另一方面

26、，BCG矩阵还假设这些业务是独立的，但是许多公司的业务在严密联络在一同的。比如，假设金牛类业务和瘦狗类业务是互补的业务组合，假设放弃瘦狗类业务，那么金牛类业务也会遭到影响。 其实还有很多文章对BCG矩阵做了很多的评价。这里列举一部分：关于卖出“瘦狗业务的前提是瘦狗业务单元可以卖出，但面临全行业亏损的时候，谁会来接手；BCG矩阵并不是一个利润极大化的方式；市场占有率与利润率的关系并不非常固定；BCG矩阵并不注重综效，实行BCG矩阵方式时要进展SBU战略事业部重组，这要遭到许多组织的阻力；并没通知厂商如何去找新的投资时机 29The Role of Competitive AdvantageCom

27、petitive Advantage竞争优势An organizations distinctive competitive edge.Quality as a Competitive AdvantageDifferentiates the firm from its competitors.Can create a sustainable competitive advantage.Represents the companys focus on quality management to achieve continuous improvement and meet customers d

28、emand for quality.30The Role of Competitive Advantage (contd)Sustainable Competitive Advantage可继续竞争优势Continuing over time to effectively exploit resources and develop core competencies that enable an organization to keep its edge over its industry competitors.31Five Competitive ForcesThreat of New E

29、ntrants新进入者的要挟The ease or difficulty with which new competitors can enter an industry.Threat of Substitutes替代品的要挟The extent to which switching costs and brand loyalty affect the likelihood of customers adopting substitutes products and services.Bargaining Power of Buyers买方的讨价才干The degree to which bu

30、yers have the market strength to hold sway over and influence competitors in an industry. 32Five Competitive ForcesBargaining Power of Suppliers供应商的讨价讨价才干The relative number of buyers to suppliers and threats from substitutes and new entrants affect the buyer-supplier relationship.Current Rivalry现有竞

31、争者Intensity among rivals increases when industry growth rates slow, demand falls, and product prices descend.33Exhibit 86Forces in the Industry Analysis产业分析的五力模型Source: Based on M.E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: The Free Press, 1980).34

32、Types of Competitive StrategiesCost Leadership Strategy本钱领先战略Seeking to attain the lowest total overall costs relative to other industry competitors.Differentiation Strategy差别化战略Attempting to create a unique and distinctive product or service for which customers will pay a premium.Focus Strategy聚焦战略

33、Using a cost or differentiation advantage to exploit a particular market segment rather a larger market.35The Rule of ThreeSimilar to Porters generic competitive strategiesThe competitive forces in an industry will create a situation where three companies (full-line generalists) will dominate a mark

34、et.Some firms in the market become “super niche players and while others end up as “ditch dwellers.Firms unable to develop either a cost or differentiation advantage become “stuck in the middle and lack prospects for long-term success.A few firms successfully pursue both differentiation and cost adv

35、antages.36Strategic Management TodayStrategic FlexibilityNew Directions in Organizational Strategiese-businesscustomer serviceinnovation37Exhibit 87Creating Strategic FlexibilityKnow whats happening with strategies currently being used by monitoring and measuring results.Encourage employees to be op

36、en 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 Reverse

37、Ineffective Strategic Decisions, Academy of Management Executive, November 2004, pp. 4459.38How the Internet Has Changed Business The Internet allows businesses to:Create knowledge bases that employees can tap into anytime, anywhere.Turn customers into collaborative partners who help design, test, a

38、nd launch new products.Become virtually paperless in specific tasks such as purchasing and filing expense reports.Manage logistics in real timeChange the nature of work tasks throughout the organization. 39Strategies for Applying e-Business TechniquesCost Leadership本钱领先On-line activities: bidding, order processing, inventory control, recruitment and hiringDifferentiation差别化Internet-based knowledge systems, on-line ordering and custome