第三讲：战略与执行力

第3讲：战略与计划成功战略Long-term,simpleandagreed目标Profoundunderstandingofthecompetitiveenvironment竞争环境Objectiveappraisalofresources资源I成功战略的基本要素有效的战略实施战略的特征Important.Involveasignificantcommitmentofresources.Noteasilyreversible.TheBasicFramework

Strategy:theLinkbetweentheFirmanditsEnvironment

企业：Goals&ValuesResources&CapabilitiesStructure&Systems行业环境：CompetitorsCustomersSuppliersSTRATEGY战略战略:是设计还是过程?设计PlanningandrationalchoiceINTENDEDSTRATEGYManydecisionmakersrespondingtomultitudeofexternalandinternalforces切实可行的战略EMERGENTSTRATEGY过程Mintzberg’sCritiqueofFormalStrategicPlanning:Thefallacyofprediction–

thefutureisunknownThefallacyofdetachment--impossibletodivorceformulationfromimplementationThefallacyofformalization--inhibitsflexibility,spontaneity,intuitionand

learning.行业分析ProfitabilityofUSIndustries,1985-97产业结构的区分ConcentrationEntryandExitBarriersProductDifferentiationInformationPerfectCompetitionMonopolisticcompetitionMonopolyManyfirmsAfewfirmsTwofirmsOnefirmNobarriersSignificantbarriersHighbarriersHomogeneousProductPotentialforproductdifferentiationPerfectInformationflowImperfectavailabilityofinformationOligopolySUPPLIERSPOTENTIALENTRANTSSUBSTITUTESBUYERSINDUSTRYCOMPETITORSRivalryamongexistingfirmsBargainingpowerofsuppliersBargainingpowerofbuyersThreatofnewentrantsThreatofsubstitutesCOMPLEMENTSThesuppliersofcomplementscreatevaluefortheindustryandcanexercisebargainingpower波特模型的扩展行业利润率的决定因素产品对顾客的价值Thevalueoftheproducttocustomers竞争的激烈程度Theintensityofcompetition价值链上利益相关者的谈判能力Relativebargainingpoweratdifferentlevelswithinthevaluechain.3keyinfluences:价值链TECHNOLOGYPRODUCTDESIGNMANUFACTURINGMARKETINGDISTRIBUTIONSERVICE波特价值链FIRMINFRASTRUCTUREHUMANRESOURCEMANAGEMENTTECHNOLOGYDEVELOPMENTPROCUREMENTINBOUND OPERATIONS OUTBOUND MARKETING SERVICELOGISTICS LOGISTICS &SALESPRIMARYACTIVITIESSUPPORT

ACTIVITIES二获得竞争优势竞争优势的产生Howdoescompetitiveadvantageemerge?Externalsourcesofchangee.g.:ChangingcustomerdemandChangingpricesTechnologicalchangeInternalsourcesofchangeResourceheterogeneityamongfirmsmeansdifferentialimpactSomefirmsfasterandmoreeffectiveinexploitingchangeSomefirmshavegreatercreativeandinnovativecapability竞争优势的来源COSTADVANTAGEDIFFERENTIATIONADVANTAGE竞争优势SimilarproductatlowercostPricepremiumfromuniqueproduct波特的通用竞争战略

SOURCEOFCOMPETITIVEADVANTAGE Lowcost Differentiation

Industry-wide COST DIFFERENTIATIONCOMPETITIVE

LEADERSHIPSCOPE

SingleSegment

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SYSTEM PRODUCTSERVICE COMMODITYSUPPORT(SOFTWARE)Differentiated Undifferentiated DifferentiatedMERCHANDISE(HARDWARE) Undifferentiated硬件与软件的差异化三、执行力管理I行动计划：执行的基础（1）Purposesofplanning（计划的目标）Planningisimportantandservesmanysignificantpurposes.A.Planninggivesdirection（方向）totheorganization.Notes:___________________________________________________________________B.Planningestablishescoordinatedeffort（协调努力）.Notes:__________________________________________________________C.Planningreducesuncertainty（不确定性）byanticipatingchange（预期市场变化）.Notes:___________________________________________________________________D.Planningclarifiestheconsequences（结果或收益）ofactionsmanagersmighttake.Notes:___________________________________________________________________E.Planningreducesoverlapping（重复）andwastefulactivities（无为的工作）.Notes:___________________________________________________________________F.Planningestablishesobjectivesorstandards（标准）thatfacilitatecontrol（便于控制）.Notes:___________________________________________________________________（2）Planningandperformance（计划与绩效关系）Researchhasshownwecannotassumeorganizationswithformalplanningprocessesalwaysoutperformthoseorganizationsthatdon’thaveformalplanningprocesses.A.Generallyspeaking,formalplanningisassociatedwithpositivefinancialresults（积极的财务结果）.Notes:___________________________________________________________________B.Thequalityoftheplanningprocessandappropriate（正确或恰当的）implementationprobablycontributemoretohighperformancethandoestheextentofplanning（泛泛的计划运营）.Notes:______________________________________________________________C.Whenformalplanninghasbeenshownnottoleadtohigherperformance,theenvironmentisusuallythereason（借口）.Notes:______________________________________________________________（3）MythsaboutplanningTherearesomecommonmisconceptionsaboutplanning.A.Planningthatprovesinaccurate（不合适或不准确）isawasteofmanagement’stime（浪费管理时间）.Theendresultofplanningisonlyoneofitspurposes.Theprocessitselfcanbevaluableeveniftheresultmiss（未实现）thedesiredtarget（期望的目标）.Notes:___________________________________________________________________B.Planningcaneliminate（消除）change.Planningcannoteliminatechange,butitcanhelpanticipatechanges.Notes:___________________________________________________________________C.Planningreducesflexibility（灵活性）.Sinceplanningisanongoingactivity.Itonlyisaconstrainifmanagersstopdoingit.Notes:___________________________________________________________________（4）TypesofplansPlanscanbedescribedbytheirbreadth,timeframe,specificity,andfrequencyofuse.Breadth(范围):strategic（战略）versusoperational（运营）plan.Strategicplansareplansthatareorganizationwide,establishoverallobjectives,andpositionanorganizationintermsofitsenvironment.Operationalplansareplansthatspecifydetailsonhoeoverallobjectivesaretobeachieved.Notes:_________________________________________________________Timeframe（时间）:short-term（短期）versuslong-term（长期）plans.Short-termplansareplansthatcoverlessthanoneyear.Long-termplansareplansthatextendbeyondfiveyears.Notes:_________________________________________C.Specificity（具体性）:specificversusdirectionalplans（具体与指导）.Specificplansareplansthatclearlydefinedandleavenoroomforinterpretation.Directionalplansareflexibleplansthatsetoutgeneralguidelines.Notes:__________________________________________________________D.Frequency（频率）ofuseSingle单一useversusstanding常设plans.Asingle-useplanisaonetimeplanthatisspecificallydesignedtomeettheneedsofauniquesituationandiscreatedinresponsibletononprogrammeddecisionsthatmanagersmake,Standingplans,ontheotherhand,areongoingplansthatprovideguidanceforactivitiesrepeatedlyperformedintheorganizationandthatarecreatedinresponsetoprogrammeddecisionsthatmanagersmake.Notes:_________________________________________（5）ContingencyfactorsinplanningSeveralcontingencyfactorsthateffectplanningcanbeidentified.A.Levelintheorganization（组织的层次）Operationsplanningusuallydominatestheplanningactivitiesoflower-levelmanagers.Asmanagersarepromotedthroughtheleveloforganization,theirplanningbecomesmorestrategic.Notes:___________________________________________________________________

B.Degreeofenvironmentaluncertainty（环境不确定性的程度）Thegreatertheenvironmentaluncertainty,themoreplansshouldbedirectionalandemphasisplacedontheshortterm.Notes:__________________________________________C.Lengthoffuturecommitments（未来承诺的期限）Thecommitmentconceptsaysthatplansshouldextendfarenoughtoseethroughcurrentcommitment.Notes:___________________________________________________________________II目标确定总结：目标制定、细化及评估

1、市场的获得2、原料的获得3、技术的获得4、技能的获得5、政府支持水平6、策略合适7、实施的容易程度8、风险的暴露9、盈利性10、成本/效益之比III基于目标管理的行动计划什么是目标管理？它的优点和弱项是什么？如何实施？目标管理的过程

1.设定目标并取得一致

制定初步的组织最高目标；明确阐述组织的宗旨；制定部门的目标；反复使用目标.2.目标实施(新的投入)阶段性的评价，正确的措施，较好的协助3.对绩效最后的评价。①

任务的立体定位在实际经营活动中，生产、营销与研制开发等可认定是一个立体结构。生产必须考虑销售能力及销费者的需求。研制开发必须满足生产能力的要求和公司推介新产品的水平。从组织分工上看，由于职能部门左右着计划、人力、资金等重要资源，很容易以居高临下的心态对生产与销售部门发号施令。但是，职能部门存在的理由在于最大限度地支持集团和二级子公司领导的工作，帮助、协调和督促营销与生产部门，使他们处于最佳的运转状态。网络（Network）

②

成功的关键因素的认定美国的麦当劳快餐，经营体系被概括为质量（Quality）、服务（Service）、卫生清洁（Cleanliness）和生活快节奏价值观（Value）。美国的IBM公司始创于二十世纪五十年代，通过生产通用电气公司的品牌产品，不断强化销售力量，大力推行售后服务，创立自己的品牌，成为世界顶级的电脑公司。在造纸业领域，成功的关键在于不断提高工艺水平，使纤维素的利用率达到新水平。在证券领域，成功的关键在于时间差和利率水平。③确定最优的水平所谓最优，就是人的能力所能达到的最高水平。无论做什么，都要考虑这件事的最佳效果是什么。只要努力达到最高水平，就会找到最佳的办法。目标水平的三个档次：A、上水平——在一般的经营中成果较好的水平。B、优水平——比上水平高出一个档次。C、最优水平——人的能力所能达到的最高水平。④找出障碍因素，明确克服困难的方案A、逐个地清除障碍因素，缩小最优水平与目前水平的差距。B、冷却障碍因素，使它的不利影响降低到最低水平。C、要有一个正确的心态和一定的韧劲，要执着地努力。D、问题的性质决定了问题的解决方案。有的是暂时的，有的则是恒久的，需要二年甚至五年。⑤任务实施A、实施的方案和任务必须是经过与各位有关的经理人和职员充分沟通的，不能一意孤行。B、任