战略管理中英文

Chapter8STRATEGICMANAGEMENT战略管理8-1LearningObjectives学习目的Youshouldlearnto你应该掌握:Explaintheimportanceofstrategicmanagement解释战略管理的重要性Describethestepsinthestrategicmanagementprocess描述战略管理过程的步骤ExplainSWOTanalysis说明SWOT分析Differentiatecorporate-,business-,andfunctional-levelstrategies区分公司层、事业层和职能层的战略Explainwhatcompetitiveadvantageisandwhyit’simportanttoorganizations

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8-2LearningObjectives(cont.)Youshouldlearnto:Describethefivecompetitiveforces描述五种竞争力量Identifythevariouscompetitivestrategies识别各种竞争优势8-3TheImportanceOfStrategicManagement

战略管理的重要性WhatIsStrategicManagement什么是战略管理?Asetofmanagerialdecisionsandactionsthatdeterminesthelong-runperformanceofanorganization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PurposesofStrategicManagement战略管理的目标involvedinmanydecisionsthatmanagersmake设计许多管理决策companieswithformalstrategicmanagementsystemshavehigherfinancialreturnsthancompanieswithnosuchsystem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。importantinprofitandnot-for-profitorganizations在盈利性和非盈利性组织中都很重要。8-468-TheStrategicManagementProcess1.IdentifyingtheOrganization’sCurrentMission,Objectives,andStrategies确定组织当前的宗旨、目标和战略Mission宗旨-statementofthepurposeofanorganization组织的目的陈述importantinprofitandnot-for-profitorganizations在盈利性和非盈利性组织中都很重要。importanttoidentifythegoalscurrentlyinplaceandthestrategiescurrentlybeingpursued

确定当前的目标和当前追求的战略是非常重要的。8-7TheStrategicManagementProcess(cont.)2.AnalyzingtheEnvironment分析环境successfulstrategiesarealignedwiththeenvironment成功的战略大多是那些与环境相适应的战略。examineboththespecificandgeneralenvironmentstodeterminewhattrendsandchangesareoccurring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.IdentifyingOpportunitiesandThreats发现机会和威胁Opportunities机会-positivetrendsintheexternalenvironmental外部环境的积极的变化趋势Threats威胁-negativetrendsintheexternalenvironment外部环境的消极变化趋势8-9TheStrategicManagementProcess(cont.)4.AnalyzingtheOrganization’sResourcesandCapabilities分析组织的资源和能力examinetheinsideoftheorganization视角从组织外部转向组织内部availableresourcesandcapabilitiesalwaysconstraintheorganizationinsomeway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。corecompetence-auniqueandexceptionalcapabilityorresource核心能力—独特技能或资源。theorganization’smajorvalue-creating,competitiveweapon组织的主要创造价值的、竞争性武器8-10TheStrategicManagementProcess(cont.)5.IdentifyingStrengthsandWeaknesses识别优势和劣劣势Strengths优势-activitiestheorganizationdoeswelloranyuniqueresource组织成功运作作的各种种活动或或任何独独特的资资源Weaknesses劣势-activitiestheorganizationdoesnotdowellorresourcesitneedsbutdoesnotpossess组织不能成功功运作的的活动或或组织需需要的但但又不能能获得的的资源organization’’sculturehasitsstrengthsandweaknesses组织文化有其其优势和和劣势strongculture-newemployeeseasilyidentifytheorganization’’scorecompetencies强文化———新雇员很容容易识别别组织的的核心能能力mayserveasabarriertoacceptingchange具有强文化的的成功组组织，可可能成为为它们过过去成功功的囚徒徒influencemanagers’’preferencesforcertainstrategies对于某些战略略，文化化的价值值观影响响管理当当局的倾倾向性SWOTanalysis-analysisoftheorganization’’sstrengths,weaknesses,opportunities,andthreatsSWOT分析—组织优势、劣劣势、机机会和威威胁分析析8-11IdentifyingtheOrganization’sOpportunities识别组织机会会Organization’’sOpportunities组织的机会Organization’’sResources/Abilities组织资源/能能力OpportunitiesintheEnvironment环境变化出现的机机会8-12TheStrategicManagementProcess(cont.)6.FormulatingStrategies制定战略requirestrategiesatthecorporate,business,andfunctionallevelsoftheorganization战略需要在公公司层、、事业层层和职能能层设立立strategyformulationfollowsthedecision-makingprocess指定战略应遵遵循决策策程序7.ImplementingStrategies实施战略astrategyisonlyasgoodasitsimplementation无论战略计划划制定得得多么有有效，如如果不能能恰当地地实施仍仍不会成成功8.EvaluatingResults评价结果controlprocesstodeterminetheeffectivenessofastrategy控制过程决定定一个战战略的效效果8-13158-TypesOfOrganizationalStrategiesCorporate-LevelStrategy公司层战略determines回答下述问题题：whatbusinessesacompanyshouldbeinorwantstobein公司应当从事事一组什什么样的的事业？？thedirectionthattheorganizationisgoing组织行动方向向如何?therolethateachbusinessunitwillplay每一个组织织单位将将发挥什什么作用用？GrandStrategy––Stability总体战略———稳定性性（战略略）nosignificantchangeisproposed很少发生重大大变化organization’’sperformanceissatisfactory组织绩效令人人满意environmentappearstobestableandunchanging环境看上去将将保持稳稳定，不不会发生生变化。。feworganizationstodaypursuethisstrategy如今没有几个个组织追追求这种种战略。。8-16TypesOfOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)GrandStrategy––Growth总体战略略—增长（战战略）seekstoincreasetheleveloftheorganization’soperations寻求提高组织织经营的的层次Concentration扩张-growththroughdirectexpansionoforganization’sownbusinessoperations通过组织自有有商务经经营的直直接获得得增长verticalintegration纵向一体化Backward向后-becomeyourownsupplier成为你自己的的供应商商Forward向前-becomeyourowndistributor成为你自己的的horizontalintegration横向一体化-growbycombiningwithotherorganizationsinthesameindustry合并同类企业业获得增增长needsapprovalbyU.S.FederalTradeCommission需要获得美国国联邦贸贸易委员员会的同同意8-17TypesOfOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)GrandStrategy-Growth(cont.)relateddiversification相关多元化（（战略））-growbymergingwithoracquiringfirmsindifferent,butrelated,industries在不同而又又相关联联的行业业兼并或或重组企企业以获获得增长长“strategicfit”战略适中unrelateddiversification无关联多元元化（战战略）-growbymergingwithoracquiringfirmsindifferentandunrelatedindustries在不同而又又不相关关联的行行业兼并并或重组组企业以以获得增增长8-18TypesOfOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)GrandStrategy-Growth(cont.)Retrenchment收缩（战战略）-designedtoaddressorganizationalweaknessesthatareleadingtoperformancedeclines为了应付导致致绩效下下降的组组织劣势势（而采采取的战战略）intendedto意在:stabilizeoperations稳定经营revitalizeorganizationalresourcesandcapabilities重新激活组织资资源和能能力preparetocompeteonceagain准备再次参与与竞争8-19SWOTAnalysisAndGrandStrategiesCorporateGrowthStrategiesCorporateStabilityStrategiesCorporateRetrenchmentStrategiesAbundantEnvironmentalOpportunitiesCriticalEnvironmentalThreatsCorporateStabilityStrategiesCriticalWeaknessesValuableStrengthsEnvironmentalStatusFirmStatus8-20TypesofOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)CorporatePortfolioAnalysis公司业务组合分析析-usedwhencorporatestrategyinvolvesanumberofbusiness在公司战略涉及及许多业务组组合时就需要要使用这种分分析BostonConsultingGroup(BCG)matrix波斯顿咨询集团矩阵阵-providesaframeworkforunderstandingdiversebusinesses提供一种理解多元元化业务组合合的框架helpsmanagersestablishprioritiesformakingresourceallocationdecisions在资源配置决策策方面帮助管管理当局建立立优先选择的的次序方案businessesclassifiedintermsof根据以下条件归类业务：marketshare市场份额anticipatedmarketgrowth预计市场增长长率8-21TheBCGMatrix（BCG矩阵）Stars吉星CashCows现金牛Dogs瘦狗QuestionMarks问号MarketShare市场份额High高Low低High高Low低AnticipatedGrowthRate预计的增长率8-22TypesofOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)BCGmatrix(cont.)strategicimplicationsofthematrix矩阵的战略说明cashcows现金牛-“milk”挤出更多的“奶””usecashtoinvestinstarsandquestionmarks使用现金投资“吉吉星”和“问问号”Stars吉星-requireheavyinvestment需加大投资eventuallywillbecomecashcows最终也将成为现金金牛questionmarks问号-twostrategies两种战略investtotransformthemintostars投资使其转向吉星星divest出售dogs-soldofforliquidated出售或套现8-23TypesOfOrganizationalStrategies(cont.)Business-LevelStrategy事业层战略determineshowanorganizationshouldcompeteineachofitsbusinesses确定组织在其每一一项事业中应应该如何展开开竞争。strategicbusinessunits战略事业单位-independentbusinessesthatformulatetheirownstrategies构成独立战略的事事业单位RoleofCompetitiveAdvantage竞争优势的角色competitiveadvantage竞争优势-setsanorganizationapartbyprovidingadistinctedge以明显的界限把把一个组织同同其他组织区区分开来comesfromtheorganization’scorecompetencies来源于组织的核心竞竞争力noteveryorganizationcantransformcorecompetenciesintoacompetitiveadvantage不是每个组织都能能把核心竞争争力转化成竞竞争优势的oncecreated,mustbeabletosustainit一旦形成，必须能能够可持续发发展8-24TypesOfOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)CompetitiveStrategies竞争战略MichaelPorter买克尔·波特-industryanalysisbasedonfivecompetitiveforces基于五种竞争力量量的产业分析析Threatofnewentrants新进入者的威胁胁-affectedbybarrierstoentry进入障碍的影响Threatofsubstitutes替代威胁-affectedbybuyerloyaltyandswitchingcosts受到购买者忠诚和转换成成本的影响Bargainingpowerofbuyers购买者的讨价能力-affectedbynumberofcustomers,availabilityofsubstituteproducts受到购买者数量、、可供选择的的替代产品这这样一些因素素的影响。8-25Business-LevelStrategy(cont.)CompetitiveStrategies(cont.)Porter’scompetitiveforcesanalysis(cont.)Bargainingpowerofsuppliers供应商的讨价能力-affectedbydegreeofsupplierconcentration受到供应商集中程程度的影响Existingrivalry现有竞争者之间的的力量-affectedbyindustrygrowthrate,demandforfirm’sproductorservice,andproductdifferences受到产业增长率、、对企业产品品的需求程度度以及产品差差异的影响TypesOfOrganizationalStrategies(cont.)8-26CurrentRivalryIndustryCompetitorsForcesInTheIndustryAnalysisSuppliersNewEntrantsBuyersSubstitutesThreatofNewEntrantsThreatofSubstitutesBargainingPowerorBuyersBargainingPowerorSuppliers8-27288-TypesofOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)Competitivestrategies(cont.)Porter’sthreegenericstrategies波特三种基本战略略costleadership成本领先战略-goalistobecomethelowest-costproducerintheindustry目标是成为产业中中成本最低的的生产者triestoidentifyefficienciesinalloperations努力提高组织运作作效率overheadkepttoaminimum低人工成本productorservicemustbeperceivedtobeofcomparablequalitytothatofferedbycompetitors提供比竞争对手更具具竞争力的产产品质量和服服务质量。8-29TypesofOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)Competitivestrategies(cont.)Porter’sthreegenericstrategies(cont.)Differentiation差异化战略-offeruniqueproductsthatarewidelyvaluedby