(一)核心职能导向策略思考结构图

LEARNINGOUTCOMES

Afterreadingthischapter,Iwillbeableto:Defineplanning.Explainthepotentialbenefitsofplanning.Identifypotentialdrawbackstoplanning.Distinguishbetweenstrategicandtacticalplans.Recognizewhendirectionalplansarepreferredoverspecificplans.Definemanagementbyobjectivesandidentifyitscommonelements.1LEARNINGOUTCOMES(cont’d)

Afterreadingthischapter,Iwillbeableto:Outlinethestepsinthestrategicmanagementprocess.Describethefourgrandstrategies.ExplainSWOTanalysis.Describehowentrepreneursidentifyacompetitiveadvantage.2PlanningDefinedDefiningtheorganization’sobjectivesorgoalsEstablishinganoverallstrategyforachievingthosegoalsDevelopingacomprehensivehierarchyofplanstointegrateandcoordinateactivities

Planningisconcernedwithends(whatistobedone)aswellaswithmeans(howitistobedone).3（一）核心職能導向策略思考結構圖

一、企業策略思考之全貌(1.價值拋棄活動)(2.註記拋棄順序當作權重，

計算順位)(3.顧客需求調查)速度品質服務顧客最重視之價值弱勢(W)Bottom-upApproach

分析項目(內部分析)企業創造附加價值活動價值鏈(顧客需求導向)

KSF成功關鍵因素競爭優勢/不敗競爭優勢策略/策略地圖核心能力/核心技術/核心競爭力價值活動顧客重視價值企業重大問題基本策略1.2.3.功能策略1-12-13-11-22-23-21-32-33-3企業目前面臨最大的問題(1.Brainstorming想到就寫)(2.群體分類排序)問題之結構目標與實際績效指標強勢(S)Bottom-upApproach

分析項目(內部分析)機會(O)Top-downApproach

分析項目(外部分析)威脅(T)Top-downApproach

分析項目(外部分析)4（二）何謂策略：重大資源分配資源原則

（三）何謂策略性思考：組織為提出重大資源分配指導原則，求得最佳發展條件，進而展開全面性之衡外情、量己力，並進行取捨抉擇之思考過程。一、企業策略思考之全貌5

1.企業使命/願景/理念/目標/策略/策略行動方向

2.策略管理是一連串抉擇並用以解決問題的過程

3.策略是為了有效達成任務落實、願景及使命之追求

（四）策略思考之根源：一、企業策略思考之全貌6

(一)進行產業活動之瞭解，形成產業價值鏈

1.顧客之需求分析

2.企業價值活動之辨認與描述

(二)分析價值鏈上活動之關鍵績效指標

(三)據目前企業資源分配方式及在績效指標之表現，辨認問題所在

(四)進行問題解決導向式之環境要素分析二、策略思考形成與策略落實程序7(五)進行環境趨勢導向式之環境要素分析(六)進行SWOT及五力分析(七)辨認關鍵成功因素形成策略地圖(八)選擇最具優勢之價值活動，投入資源，創造核心競爭利基二、策略思考形成與策略落實程序8

(九)發展有效之策略方向及行動方案

(十)落實策略方案之執行，並累積紀錄其執行狀況(十一)進行策略執行成效之定期檢討與調整(十二)以平衡計分概念檢視各策略目標之落實程度展開策略規劃循環

二、策略思考形成與策略落實程序91、價值鏈之一般概念（一）企業之價值活動與產業價值鏈

一、建構價值鏈(1)界定產業價值鏈

101、價值鏈之一般概念（一）企業之價值活動與產業價值鏈

(2)價值鏈定義

在提供顧客滿足過程中，能創造更大效益與價值的相關業、活動或流程。

一、建構價值鏈111、價值鏈之一般概念（一）企業之價值活動與產業價值鏈

(3)壽險業價值鏈之範例

一、建構價值鏈顧客需求之了解產品設計與開發銷售人員訓練與養成產品之銷售與市場拓展收款付款系統之建立與管理客戶資料檔之建立與潛在需求開發客戶資料之分析企業資產之管理客戶申訴理賠處理顧客滿意度之調查121、價值鏈之一般概念（一）企業之價值活動與產業價值鏈

(4)砂輪業價值鏈

一、建構價值鏈

原料生產廢料進口磁土生產磁土進口磁土研磨磁土存貨配方配合成型加壓燒製修整成品存貨品牌銷售經銷131、價值鏈之一般概念（一）企業之價值活動與產業價值鏈

(5)汽車零件業一、建構價值鏈◎產品設計及研發(定義

)試造及樣品確認客戶核可及量產導人產品交貨及收款系統◎售後服務顧客滿意度調查持續不斷之改善及成果回饋市場分析銷售預測製作業務檢討及訂單取得CoreProductsProcessesPPAP14五、核心競爭力之形成結構圖(一)結構圖

15Strategicmanagementprocess16StrategicManagementProcess

Anine-stepprocessthatinvolvesstrategicplanning,implementation,andevaluationEXHIBIT3.5171.Theorganization’scurrentidentityMissionstatementDefinesthepurposeoftheorganizationObjectivesStrategicplanAdocumentthatexplainsthebusinessfoundersvisionanddescribesthestrategyandoperationsofthatbusiness.2.&4EnvironmentalscanningScreeninglargeamountsofinformationtodetectemergingtrendsandcreateasetofscenarios3.&5CompetitiveintelligenceAccurateinformationaboutcompetitorsthatallowsmanagerstoanticipatecompetitors’actionsratherthanmerelyreacttothemStrategicManagementProcess18SWOT:Identifying

Organizational

OpportunitiesEXHIBIT3.6SWOTanalysisAnalysisofanorganization’sstrengths,weaknesses,opportunities,andthreatsinordertoidentifyastrategicnichethattheorganizationcanexploit19SWOTAnalysisStrengths(strategic)InternalresourcesthatareavailableorthingsthatanorganizationdoeswellCorecompetency:auniqueskillorresourcethatrepresentsacompetitiveedgeWeaknessesResourcesthatanorganizationlacksoractivitiesthatitdoesnotdowellOpportunities(strategic)PositiveexternalenvironmentalfactorsThreatsNegativeexternalenvironmentalfactors207.FormulatestrategiesGrandStrategiesGrowthstrategyAstrategyinwhichanorganizationattemptstoincreasethelevelofitsoperations;RetrenchmentstrategyAstrategycharacteristicofacompanythatisreducingitssize,usuallyinanenvironmentofdeclineCombinationstrategyThesimultaneouspursuitbyanorganizationoftwoormoreofgrowth,stability,andretrenchmentstrategiesStabilitystrategyAstrategythatischaracterizedbyanabsenceofsignificantchange21GrowthStrategiesMergerOccurswhentwocompanies,usuallyofsimilarsize,combinetheirresourcestoformanewcompanyAcquisitionOccurswhenalargercompanybuysasmalleroneandincorporatestheacquiredcompany’soperationsintoitsown22CompetitiveStrategiesStrategiesthatpositionanorganizationinsuchawaythatitwillhaveadistinctadvantageoveritscompetitionCost-leadershipstrategyBecomingthelowest-costproducerinanindustryDifferentiationstrategyAttemptingtobeuniqueinanindustrywithinabroadmarketFocusstrategyAttemptingtoestablishanadvantage(cost/differentiation)inanarrowmarketsegment23Typesofplans24TypesofPlansEXHIBIT3.2BREADTH TIME SPECIFICITY FREQUENCY OFUSE FRAME OFUSE Strategic Longterm Directional SingleuseTactical Shortterm Specific StandingShort-termplansPlansthatcoverlessthanoneyearLong-termplansPlansthatextendbeyondfiveyears25StrategicPlanningStrategicplansPlansthatareorganization-wide,establishoverallobjectives,andpositionanorganizationintermsofitsenvironmentApplybroadlytotheentireorganizationEstablishtheorganization’soverallobjectivesSeektopositiontheorganizationintermsofitsenvironmentProvidedirectiontodriveanorganization’seffortstoachieveitsgoals.Serveasthebasisforthetacticalplans.CoverextendedperiodsoftimeArelessspecificintheirdetails26TacticalPlanningTacticalplans(operationalplans)Plansthatspecifythedetailsofhowanorganization’soverallobjectivesaretobeachievedApplytospecificpartsoftheorganization.ArederivedfromstrategicobjectivesSpecifythedetailsofhowtheoverallobjectivesaretobeachieved.CovershorterperiodsoftimeMustbeupdatedcontinuouslytomeetcurrentchallenges27DirectionalversusSpecificPlansEXHIBIT3.328SpecificandDirectionalPlansSpecificplansPlansthathaveclearlydefinedobjectivesandleavenoroomformisinterpretation“What,when,where,howmuch,andbywhom”(process-focus)DirectionalplansFlexibleplansthatsetoutgeneralguidelines“Gofromheretothere”(outcome-focus)29Single-UseandStandingPlansSingle-useplans(單用計劃)AplanthatisusedtomeettheneedsofaparticularoruniquesituationSingle-daysalesadvertisementStandingplan(持續計劃)AplanthatisongoingandprovidesguidanceforrepeatedlyperformedactionsinanorganizationCustomersatisfactionpolicy30MBO31ManagementbyObjectivesManagementbyObjectives(MBO)Asysteminwhichspecificperformanceobjectivesarejointlydeterminedbysubordinatesandtheirsupervisors,progresstowardobjectivesisperiodicallyreviewed,andrewardsareallocatedonthebasisofthatprogress.LinksindividualandunitperformanceobjectivesatalllevelswithoverallorganizationalobjectivesFocusesoperationaleffortsonorganizationallyimportantresults.Motivatesratherthancontrols32CascadingofObjectivesEXHIBIT3.433ElementsofMBOGoalspecificityParticipativedecisionmakingExplicittimeperiodforperformancePerformancefeedback34SettingEmployeeObjectivesIdentifyanemployee’skeyjobtasks.Establishspecificandchallenginggoalsforeachkeytask.Allowtheemployeetoactivelyparticipate.Prioritizegoals.Buildinfeedbackmechanismstoassessgoalprogress.Linkrewardstogoalattainment.35

BenchmarkingBenchmarkingThesearchforthebestpracticesamongcompetitorsornoncompetitorsthatleadtotheirsuperiorperformanceISO9000seriesStandardsdesignedbytheInternationalOrganizationforStandardizationthatreflectaprocesswherebyindependentauditorsattestthatacompany’sfactory,laboratory,orofficehasmetqualitymanagementstandards36AttainingSixSigmaQualitySixsigmaAphilosophyandmeasurementprocessdevelopedinthe1980satMotorola.Todesign,measure,analyze,andcontroltheinputsideofaproductionprocesstoachievethegoalofnomorethan3.4defectspermillionpartsorprocedures.Aphilosophyandmeasurementprocessthatattemptstodesigninqualityasaproductisbeingmade.37SixSigma12-ProcessStepsSelectthecritical-to-qualitycharacteristics.Definetherequiredperformancestandards.Validatemeasurementsystem,methods,andprocedures.Establishthecurrentprocessescapability.Defineupperandlowerperformancelimits.Identifysourcesofvariation.Screenpotentialcausesofvariationtoidentifythevitalfewvariablesneedingcontrol.Discovervariationrelationshipforthevitalvariables.Establishoperatingtolerancesoneachofthevitalvariables.Validatethemeasurementsystem’sabilitytoproducerepeatabledata.Determinethecapabilityoftheprocesstocontrolthevitalvariables.Implementstatisticalprocesscontrolonthevitalvariables.EXHIBIT3.7Source:CitedinD.HaroldandF.J.Bartos,“OptimizeExistingProcessestoAchieveSixSigmaCapability,”reprintedwithpermissionfromControlEngineering,March1998,p.87,©CahnersBusin