最新管理学课件完美版英文版-8

1EssentialsofManagementHaroldKoontzHeinzWeihrich8rd

ed.AnInternationalPerspectiveSurreyInternationalInstitute,DUFEZhenhuaLIU1EssentialsofManagementHarol2Chapter5SurreyInternationalInstitute,DUFEZhenhuaLIU2012.05Strategies,Policies,andPlanningPremises2Chapter5SurreyInternationalmgtppt@126.com

PW:7654321最新管理学课件完美版英文版-84CHAPTEROBJECTIVESThemission,strategies,andpolicies.Thestrategicplanningprocess.TheTOWSMatrixandthebusinessportfoliomatrix.Somemajorkindsofstrategies/policiesandthehierarchyofstrategies.Porter'sgenericstrategies.Thenatureofpremisesandforecasts.CHAPTEROBJECTIVES4CHAPTEROBJECTIVESThemissioDefinitionofStrategyandPoliciesStrategyisthedeterminationofthemission(orthefundamentalpurpose)andthebasiclong-termobjectivesofanenterprise,andtheadoptionofcoursesofactionandallocationofresourcesnecessarytoachievetheseaims.Policiesaregeneralstatementsorunderstandingsthatguidemanagers'thinkingindecisionmaking.DefinitionofStrategyandPolFig.5-1TheStrategicPlanningProcessFig.5-1TheStrategicPlanninTheStrategicPlanningProcess

(Figure5-1)InputstotheorganizationIndustryanalysisEnterpriseprofileOrientation,values,andvisionMission(purpose),majorobjectives,andstrategicintentPresentandfutureexternalenvironmentInternalenvironmentTheStrategicPlanningProcessTheStrategicPlanningProcess–cont.DevelopmentofalternativestrategiesEvaluationandchoiceofstrategiesMedium-andshort-rangeplanningImplementationthroughreengineering,staffing,leadership,andcontrolConsistencytestingandcontingencyplanningTheStrategicPlanningProcessMission,Objectives,andStrategicIntentMissionrelatestothekindofbusiness.Objectivesaretheendpointsforactivities.

Strategicintentisthecommitmenttowininthecompetitiveenvironment.

Mission,Objectives,andStratDefinitionoftheTOWSMatrixTheTOWSMatrixisaconceptualframeworkforasystematicanalysisthatfacilitatesmatchingtheexternalthreatsandopportunitieswiththeinternalweaknessesandstrengthsoftheorganization.

DefinitionoftheTOWSMatrixTFig.5-2TOWSMatrixforStrategyFormulationFig.5-2TOWSMatrixforStratTOWSMatrix:4AlternativeStrategiesSOstrategy: Maxi–MaxiWOstrategy: Mini–MaxiSTstrategy: Maxi–MiniWTstrategy: Mini–MiniTOWSMatrix:4AlternativeStrFig.5-3DynamicsoftheTOWSMatrixFig.5-3DynamicsoftheTOWS14SWOTAnalysis:EvaluatingBusinessUnitOpportunitiesSWOTanalysisStrengths,weaknesses,opportunities,andthreatsConsiderallissuessystematicallyFirst:lookintobusinessunitIdentifystrengthsandweaknessesThen:reviewoperatingenvironmentIdentifyopportunitiesandthreatspresentedTakeadvantageofopportunitiesBuildonstrengthsAvoidthreatsCompensateforweaknesses14SWOTAnalysis:EvaluatingBuE-Business,EighthEdition15E-Business,EighthEdition15Dell:“由于批发商的高价与用户得到服务有差距，这给我做直销创造了机会。”针对传统销售组织的不足之处，戴尔开始发自己的事业：把电脑直接销售到使用者手上，去除零售商的利润剥削，把这些省下来的钱回馈给消费者，从而改进电脑的销售过程。

理念非常简单：按照客户要求制造计算机，并向客户直接发货，使戴尔公司能够最有效和明确地了解客户需求，继而迅速做出回应。

DellOnlineDell:“由于批发商的高价与用户得到服务有差距，这戴尔，究竟代表了什么，或者说能够给我们提供什么？戴尔不但提供面向客户和面向企业的硬件产品，同时还提供相应的技术服务，IT解决方案，其中包括虚拟化,智能数据管理,成本控制等服务.涵盖多个方面,涉及制造,电子商务,视频流媒体,金融证券投资等行业的解决方案。DellOnline戴尔，究竟代表了什么，或者说能够给我们提供什么？DellODellComputer供应商物流合作伙伴Internet制造合作伙伴InternetInternet顾客利用Web查询信息，提出要求或确定定单DellOnline在Texas组装美国PC；在Ireland组装欧洲PC；在Malaysia和中国组装亚洲PC。UPSCPU：intel;硬盘：maxtor主板：SelectionDellComputer供应商物流合作伙伴InternetSWOT?DellOnlineSWOT?DellOnlineE-Business,EighthEdition20E-Business,EighthEdition20ApplicationoftheTOWSMatrixforMergers,Acquisitions,JointVentures,andAlliancesDevelopaTOWSMatrixforbothcompaniesbeforethemerger,etc.DevelopaTOWSMatrixofthejointcompanyafterthemerger,etc.SeeIllustrationofDaimlerChryslermergerintheclosingsectionofPart2ApplicationoftheTOWSMatrixBlueOceanStrategybyKim&MauborgneandTOWSMatrixbyWeihrichExploreopportunitiesinuncontestedmarkets(OpportunitiesintheTOWSMatrix)Example:SouthwestAirlineBeawareofcompetitioninredoceanmarkets(bloodycompetition).Example,today’spersonalcomputersValueinnovation:totalcompanycommitmenttocreatevalueforthecustomerBlueoceanstrategyandtheTOWSMatrix(SOorWOstrategiesinuncontestedmarkets)BlueOceanStrategybyKim&MFig.5-4BusinessPortfolioMatrixFig.5-4BusinessPortfolioMaBusinessPortfolioMatrixTwodimensionsRelativecompetitiveposition(marketshare)BusinessgrowthrateFourpositionsQuestionmarksStarsCashcowsDogsBusinessPortfolioMatrixTwodMajorKindsofStrategiesandPoliciesProductsorServicesWhataresomeofthekeyquestionstoask?MarketingWhataresomeofthekeyquestionstoask?MajorKindsofStrategiesandHierarchyofCompanyStrategiesThecorporate-levelstrategy.Executivescrafttheoverallstrategyforadiversifiedcompany.Businessstrategiesaredevelopedusuallybythegeneralmanagerofabusinessunit.Functionalstrategies.Theaimistosupportthebusinessandcorporatestrategies.HierarchyofCompanyStrategieFiveForcesinIndustryAnalysisThecompetitionamongcompaniesThethreatofnewcompaniesenteringthemarketThepossibilityofusingsubstituteproductsorservicesThebargainingpowerofsuppliersThebargainingpowerofthebuyersorcustomersFiveForcesinIndustryAnalysPorter’sGenericStrategiesOverallCostLeadershipStrategyDifferentiationStrategyFocusedStrategy(lowcostordifferentiation)Porter’sGenericStrategiesOvePremisingandForecastingPlanningpremisesaretheanticipatedenvironmentsinwhichplansareexpectedtooperate.EnvironmentalForecastingValuesandareasofforecastingForecastingwiththeDelphitechniqueWhatarethetypicalstepsofthetechnique?PremisingandForecastingPlannKEYIDEASANDCONCEPTSFORREVIEWStrategyPolicyTacticsKeyelementsinthestrategicplanningprocessTOWSMatrixbyWeihrichTOWSMergerMatrixBlueoceanstrategyPortfoliomatrixbytheBostonConsultingGroupMajorkindsofstrategiesHierarchyofstrategiesPorter’sgenericstrategiesPlanningpremisesEnvironmentalforecastingDelphitechniqueKEYIDEASANDCONCEPTSFORREV31EssentialsofManagementHaroldKoontzHeinzWeihrich8rd

ed.AnInternationalPerspectiveSurreyInternationalInstitute,DUFEZhenhuaLIU1EssentialsofManagementHarol32Chapter5SurreyInternationalInstitute,DUFEZhenhuaLIU2012.05Strategies,Policies,andPlanningPremises2Chapter5SurreyInternationalmgtppt@126.com

PW:7654321最新管理学课件完美版英文版-834CHAPTEROBJECTIVESThemission,strategies,andpolicies.Thestrategicplanningprocess.TheTOWSMatrixandthebusinessportfoliomatrix.Somemajorkindsofstrategies/policiesandthehierarchyofstrategies.Porter'sgenericstrategies.Thenatureofpremisesandforecasts.CHAPTEROBJECTIVES4CHAPTEROBJECTIVESThemissioDefinitionofStrategyandPoliciesStrategyisthedeterminationofthemission(orthefundamentalpurpose)andthebasiclong-termobjectivesofanenterprise,andtheadoptionofcoursesofactionandallocationofresourcesnecessarytoachievetheseaims.Policiesaregeneralstatementsorunderstandingsthatguidemanagers'thinkingindecisionmaking.DefinitionofStrategyandPolFig.5-1TheStrategicPlanningProcessFig.5-1TheStrategicPlanninTheStrategicPlanningProcess

(Figure5-1)InputstotheorganizationIndustryanalysisEnterpriseprofileOrientation,values,andvisionMission(purpose),majorobjectives,andstrategicintentPresentandfutureexternalenvironmentInternalenvironmentTheStrategicPlanningProcessTheStrategicPlanningProcess–cont.DevelopmentofalternativestrategiesEvaluationandchoiceofstrategiesMedium-andshort-rangeplanningImplementationthroughreengineering,staffing,leadership,andcontrolConsistencytestingandcontingencyplanningTheStrategicPlanningProcessMission,Objectives,andStrategicIntentMissionrelatestothekindofbusiness.Objectivesaretheendpointsforactivities.

Strategicintentisthecommitmenttowininthecompetitiveenvironment.

Mission,Objectives,andStratDefinitionoftheTOWSMatrixTheTOWSMatrixisaconceptualframeworkforasystematicanalysisthatfacilitatesmatchingtheexternalthreatsandopportunitieswiththeinternalweaknessesandstrengthsoftheorganization.

DefinitionoftheTOWSMatrixTFig.5-2TOWSMatrixforStrategyFormulationFig.5-2TOWSMatrixforStratTOWSMatrix:4AlternativeStrategiesSOstrategy: Maxi–MaxiWOstrategy: Mini–MaxiSTstrategy: Maxi–MiniWTstrategy: Mini–MiniTOWSMatrix:4AlternativeStrFig.5-3DynamicsoftheTOWSMatrixFig.5-3DynamicsoftheTOWS44SWOTAnalysis:EvaluatingBusinessUnitOpportunitiesSWOTanalysisStrengths,weaknesses,opportunities,andthreatsConsiderallissuessystematicallyFirst:lookintobusinessunitIdentifystrengthsandweaknessesThen:reviewoperatingenvironmentIdentifyopportunitiesandthreatspresentedTakeadvantageofopportunitiesBuildonstrengthsAvoidthreatsCompensateforweaknesses14SWOTAnalysis:EvaluatingBuE-Business,EighthEdition45E-Business,EighthEdition15Dell:“由于批发商的高价与用户得到服务有差距，这给我做直销创造了机会。”针对传统销售组织的不足之处，戴尔开始发自己的事业：把电脑直接销售到使用者手上，去除零售商的利润剥削，把这些省下来的钱回馈给消费者，从而改进电脑的销售过程。

理念非常简单：按照客户要求制造计算机，并向客户直接发货，使戴尔公司能够最有效和明确地了解客户需求，继而迅速做出回应。

DellOnlineDell:“由于批发商的高价与用户得到服务有差距，这戴尔，究竟代表了什么，或者说能够给我们提供什么？戴尔不但提供面向客户和面向企业的硬件产品，同时还提供相应的技术服务，IT解决方案，其中包括虚拟化,智能数据管理,成本控制等服务.涵盖多个方面,涉及制造,电子商务,视频流媒体,金融证券投资等行业的解决方案。DellOnline戴尔，究竟代表了什么，或者说能够给我们提供什么？DellODellComputer供应商物流合作伙伴Internet制造合作伙伴InternetInternet顾客利用Web查询信息，提出要求或确定定单DellOnline在Texas组装美国PC；在Ireland组装欧洲PC；在Malaysia和中国组装亚洲PC。UPSCPU：intel;硬盘：maxtor主板：SelectionDellComputer供应商物流合作伙伴InternetSWOT?DellOnlineSWOT?DellOnlineE-Business,EighthEdition50E-Business,EighthEdition20ApplicationoftheTOWSMatrixforMergers,Acquisitions,JointVentures,andAlliancesDevelopaTOWSMatrixforbothcompaniesbeforethemerger,etc.DevelopaTOWSMatrixofthejointcompanyafterthemerger,etc.SeeIllustrationofDaimlerChryslermergerintheclosingsectionofPart2ApplicationoftheTOWSMatrixBlueOceanStrategybyKim&MauborgneandTOWSMatrixbyWeihrichExploreopportunitiesinuncontestedmarkets(OpportunitiesintheTOWSMatrix)Example:SouthwestAirlineBeawareofcompetitioninredoceanmarkets(bloodycompetition).Example,today’spersonalcomputersValueinnovation:totalcompanycommitmenttocreatevalueforthecustomerBlueoceanstrategyandtheTOWSMatrix(SOorWOstrategiesinuncontestedmarkets)BlueOceanStrategybyKim&MFig.5-4BusinessPortfolioMatrixFig.5-4BusinessPortfolioMaBusinessPortfolioMatrixTwodimensionsRelativecompetitiveposition(marketshare)BusinessgrowthrateFourpositionsQuestionmarksStarsCashcowsDogsBusinessPortfolioMatrixTwodMajorKindsofStrategiesandPoliciesProductsorServicesWhataresomeofthekeyquestionstoask?MarketingWhataresomeofthekeyquestionstoask?MajorKindsofStrategiesandHierarchyofCompanyStrategiesThecorporate-levelstrategy.Executivescrafttheoverallstrategyforadiversifiedcompany.Businessstrategiesaredevel