Strategic Management(战略管理-中英文)

LeadershipinEnterpriseforAsianDevelopment亚洲发展中的企业领导LeonardD.VanDrunenJune2008StrategicManagement战略管理WhatIsStrategicManagement?

什么是战略管理Theprocesscompaniesuseto:企业用于达到目标的过程Formavision–viewofhowthecurrentfirmwilllookinthefuture形成愿景—当前企业如何展望未来

Analyzetheirexternalenvironmentandtheirinternalenvironment分析企业的内外部环境Selectoneormorestrategiestocreatevaluefortheirstakeholde

rs选择一种或多种战略为股东创造价值StrategicManagementProcess

战略管理过程Vision愿景Leadership领导Environments:环境Internal内部External外部Rivalry:竞争Businesslevelstrategies经营层次战略Multiproductstrategies产品多元化战略Mergers&acquisitions并购Marketentry:市场进入Acrossborders跨国Alliances联盟Entrepreneurship创业Competingvia竞争方式

…StrategicManagementProcess

战略管理过程Vision愿景Leadership领导Environments:环境Internal内部External外部Rivalry:竞争Businesslevelstrategies经营层次战略Multiproductstrategies产品多元化战略Mergers&acquisitions并购Marketentry:市场进入Acrossborders跨国Alliances联盟Entrepreneurship创业Competingvia竞争方式

…StrategicLeadership

战略领导Developingavisionforthefirm为企业制定愿景Designingstrategicactionstoachievethisvision设计战略行动来达成愿景Empoweringotherstocarryoutthosestrategicactions赋能授权他人来执行战略行动StrategicleadershipactionsManageresourceportfolio管理资源档案夹Buildentrepreneurialculture建设企业文化Promoteintegrityandethics人格与伦理Effectivecontrols有效控制Establishvisionandmission建立目标与使命Developmanagementteam发展管理团队培养管理团队管理资源提升诚信与道德建立愿景与使命StrategicManagementProcess

战略管理过程Vision愿景Leadership领导Environments:环境Internal内部External外部Rivalry:竞争Businesslevelstrategies经营层次战略Multiproductstrategies产品多元化战略Mergers&acquisitions并购Marketentry:市场进入Acrossborders跨国联盟Entrepreneurship创业Competingvia竞争方式

…Economic经济Socio-cultural社会文化Global全球Political/Legal政治/法律Technological技术Demographic人口构成CompetitorAnalysis分析竞争对手Rivalry竞争ExternalEnvironmentAnalysis外部环境分析Suppliers供应商PotentialEntrants潜在竞争对手SubstituteProducts替代产品Buyers客户GeneralEnvironment总体环境IndustryEnvironment工业环境Economic经济Socio-cultural社会文化Global全球Political/Legal政治/法律Technological技术Demographic人口构成ExternalEnvironmentAnalysis外部环境分析GeneralEnvironment大环境Porter’sFiveForces五力模型CompetitorAnalysis竞争者分析PotentialEntrants潜在对手Supp-liers供应商SubstProducts替代产品Buyers买方Rivalry对手IndustryEnvironment工业环境Porter’sFiveForces五力模型PotentialEntrantsCompetitorAnalysis竞争者分系PotentialEntrants潜在对手Supp-liers供货商SubstProducts替代品Buyers买方Rivalry竞争IndustryEnvironment产业环境Barrierstoentry:进入壁垒Economiesofscale规模经济Capitalrequirements资本要求Switchingcosts转换成本Differentiation差异化Accesstodistribution经销渠道Governmentpolicy政府政策PotentialEntrantsCompetitorAnalysis分析竞争对手PotentialEntrants潜在对手Supp-liers供应商SubstProducts替代品Buyers买方Rivalry竞争IndustryEnvironment工业环境Rivalryincreasesdueto:竞争增加是因为Degreeofdifferentiation差异化程度Switchingcosts转换成本Numerousorequallybalancedcompetitors竞争者多或竞争者力量相当Slowindustrygrowth产业增长慢Highstrategicstakes战略风险高Highfixedcostsorhighstoragecosts固定成本高或仓储成本高Highexitbarriers退出壁垒高Porter’sFiveForces五力模型Economic经济Socio-cultural社会文化Global全球Political/Legal政治/法律Technological技术Demographic人口构成CompetitorAnalysisRivalry竞争ExternalEnvironmentAnalysisSuppliersPotentialEntrants潜在对手SubstituteProducts替代品Buyers客户GeneralEnvironment大环境IndustryEnvironment产业环境StrategicManagementProcess

战略管理过程Vision愿景Leadership领导Environments:环境Internal内部External外部Rivalry:竞争Businesslevelstrategies经营层次战略Multiproductstrategies产品多元化战略Mergers&acquisitions并购Marketentry:市场进入Acrossborders跨国联盟Entrepreneurship创业Competingvia竞争方式

…Resources资源Tangibleandintangible有形与无形ResourcesusedforcompetitiveadvantageCapabilities能力Whatthefirmcandowithitsresources企业处理自己资源的能力CoreCompetencies核心竞争力Capabilitiesthefirmisespeciallygoodat企业强项Competitiveadvantages竞争优势Corecompetenciesthatare:核心竞争力1)Valuable有价值2)Rare稀有3)Difficulttoimitate难以仿制4)Nonsubstitutable

不可替代ValueChain价值链RawmaterialsInventory原材料账目Operations运作Finishedgoods成品Marketing市场Distribution推广Customer客户

Service服务边际价值ValueMarginResearch&development研发Purchasing采购Accounting会计Humanresources人力资源Supportactivities辅助任务Primaryactivities基本任务Valuechainanalysishelpsfirmsunderstandhowactivitiescontributetocreatingvalueforcustomersandwhatcostsareincurredtocompleteeachactivity.价值链分析帮助企业理解如何为顾客创造价值，以及完成某项任务的成本。Outsourcing外包Potentialproblemswithoutsourcing:外包可能产生的问题Joblossesforthefirm’scommunities.企业岗位减少Hardtoreverseoutsourcingdecisions.外包决策难以收回Benefitsofoutsourcing:外包益处Samequalityorbetteratalowercost.同等或较好的品质，但成本较低。Higherqualitybecauseofsupplierspecialization.供货商专业，品质较好。Economiesofscalethatthespecializationproduces.专业化产生的经济比Increasedflexibility,reducedrisks,decreasedcapitalrequirements.机动性增加，风险降低，资本需求降低Allowsthefirmtofocusonitscorecompetencies.发展核心竞争力Usinganexternalsuppliertoprovidepartofthevaluechain利用外埠供货商来达成部分价值链

StrategicManagementProcess

战略管理过程Vision愿景Leadership领导Environments:环境Internal内部External外部Rivalry:竞争Businesslevelstrategies经营层次战略Multiproductstrategies产品多元化战略Mergers&acquisitions并购Marketentry:市场进入Acrossborders跨国联盟Entrepreneurship创业Competingvia竞争方式

…FiveBusinessLevelStrategies

五种经营层次战略CostLeadership成本领先Differentiation差异化FocusCostLeadership焦点成本领先FocusedDifferentiation集中差异化IntegratedCostLeadership/Differentiation综合成本领先/差异化CompetitiveAdvantage竞争优势Cost成本Uniqueness独特点CompetitiveScope竞争范围BroadTarget大目标NarrowTarget小目标Anactionplanthatdescribeshowafirmwillcompeteinitschosenindustryormarketsegment企业在选择的工业与市场面如何竞争的行动计划Examples例子Lowcost低成本Whattypeofvaluechainactivitiesshouldthefirmfocusonandwithwhatorganizationalstructure?企业应重点注意何种价值链行动？何种组织结构？Differentiation差异化Whattypeofvaluechainactivitiesshouldthefirmfocusonandwithwhatorganizationalstructure?企业应重点注意何种价值链行动？何种组织结构？StrategicManagementProcess

战略管理过程Vision愿景Leadership领导Environments:环境Internal内部External外部Rivalry:竞争Businesslevelstrategies经营层次战略Multiproductstrategies产品多元化战略Mergers&acquisitions并购Marketentry:市场进入Acrossborders跨国联盟Entrepreneurship创业Competingvia竞争方式

…MultiproductStrategy产品多元化战略Anactionplanthatafirmdevelopstocompeteindifferentproductmarkets企业用来竞争的不同产品市场的行动计划Whydofirmsdothis?原因Growrevenuesandprofits增加收入与利润Reduceriskviaproductdiversification减少风险Applycorecompetenciesinnewways以新的方式来利用核心竞争力Developeconomiesofscope发展规模经济Extendthefirm’sbrandintoadditionalproductareas扩展产品使用企业品牌的领域TypesofMultiproductStrategies产品多元化战略类型Singlebusiness:

单一业务型

Morethan95percentofrevenuecomesfromasinglebusiness.超过95%收入来自一种业务Dominantbusiness:

主导业务型

Between70and95percentofrevenuecomesfromasinglebusiness.75%---95%收入来自一种业务Relatedconstrained:

相关-限制型

Lessthan70percentofrevenuecomesfromthedominantbusiness,andallbusinessesshareproduct,technological,anddistributionlinkages. 低于70%的收入来自主导业务，所有业务共同使用产品，技术与市场链Relatedlinked(mixedrelatedandunrelated):

相关-关联型（相关的和不相关的）

Lessthan70percentofrevenuecomesfromthedominantbusiness,andonlylimitedlinksexistbetweenbusinesses.低于70%的收入来自主导业务，业务之间仅有有限链接。Unrelated:无关型

Lessthan70percentofrevenuecomesfromthedominantbusiness,andnocommonlinksexistbetweenbusinesses.低于70%的收入来自主导业务，业务之间没有链接Low低Moderate中High高VeryHigh很高LevelofdiversificationMultiproductstrategy产品多元化战略

Corporateandoperationalrelatedness

公司与运作关联性RelatedConstrainedDiversification相关-限制型多样化BothOperationalandCorporateRelatedness运筹与企业相关型UnrelatedDiversification无关多样化RelatedLinkedDiversification相关-关联型多样化CorporateRelatedness整体关联性Low低High高OperationalRelatedness运作关联High高Low低Howdoacompany’sproductareasrelateorconnecttoeachother?公司产品领域如何连接？MultiproductStrategiesImplementation产品多元化战略的执行Multidivisional(M-form)Structure.多种部门结构Anorganizationalstructureinwhichthefirmisorganizedtogenerateeithereconomiesofscopeorfinancialeconomies.企业组织来产生经济规模与财务效益

ThreeVariationsoftheMultidivisionalStructure三种多种部门结构CooperativeFormoftheMultidivisionalStructurefor

ImplementingtheRelatedConstrainedStrategy

用以执行相关-限制型战略的多部门结构的合作形式SBUFormoftheMultidivisionalStructureforImplementingtheRelatedLinkedStrategy

用以执行相关-限制型战略的多部门结构的SBU形式CompetitiveFormoftheMultidivisionalStructurefor

ImplementingtheUnrelated-DiversificationStrategy

多部门结构的竞争形式

实行不相关多元化战略StrategicManagementProcess

战略管理过程Vision愿景Leadership领导Environments:环境Internal内部External外部Rivalry:竞争Businesslevelstrategies经营层次战略Multiproductstrategies产品多元化战略Mergers&acquisitions并购Marketentry:市场进入Acrossborders跨国联盟Entrepreneurship创业Competingvia竞争方式

…TargetScreening目标评估TargetNegotiation目标谈判DueDiligence尽职调查AcquisitionIntegration收购整合MergerandAcquisitionProcess并购过程Decisionmakingphase决策阶段Reasonsforacquisitions:收购理由Gainmarketpower赢得市场竞争力Increasegrowth发展Reducecost降低成本Buildcapabilities增加实力Managerisk风险管理Executionphase执行阶段Pitfalls:缺点Inadequateevaluation估价不当Paytoomuch出价太高Takeontoomuchdebt负债太多Overdiversification多样化过度Managerswithdealfever管理者急于成交StrategicManagementProcess

战略管理过程Vision愿景Leadership领导Environments:环境Internal内部External外部Rivalry:竞争Businesslevelstrategies经营层次战略Multiproductstrategies产品多元化战略Mergers&acquisitions并购Marketentry:市场进入Acrossborders跨国联盟Entrepreneurship创业Competingvia竞争方式

…Crossingbordersstrategies

跨过战略Globalstrategy:全球战略Singlemarket单一市场Standardizeproduct产品标准化TransnationalStrategy:过渡性战略Combineglobalefficiencywithlocalresponsiveness结合全球化效率与地方反应Multi-domesticstrategy:多种国内战略Independentsubsidiariesineachcountry各国自己的补贴Pressuresforlocalresponsivenessandflexibility地方反应程度与机动性压力Low低High高Pressuresforglobalefficiencies全球化效率的压力High高Low低Motives:动机Sourcingofresourcesandsupplies寻找资源与供应Expandintonewmarkets扩展新市场Competitiverivalry竞争对手Usecorecompetencies使用核心竞争力MethodstocrossbordersExporting出口Licensing授权Franchising连锁OtherContractModes其他合同方式ContractManufacturing按合同生产TurnkeyProjectManagementcontract管理合同ForeignDirectInvestment外国直接投资Strategicallianceandjointventure战略联合与合作GreenfieldventureAcquisition收购Whichmethodisbest?那种方法最佳？DecisionFactors:决策因素Firm-specificresources企业特定资源Needforcontrol控制需要Country-specific特定国家Location地理位置Internalcoordinationandadministration内部协调与管理StrategicManagementProcess

战略管理过程Vision愿景Leadership领导Environments:环境Internal内部External外部Rivalry:竞争Businesslevelstrategies经营层次战略Multiproductstrategies产品多元化战略Mergers&acquisitions并购Marketentry:市场进入Acrossborders跨国联盟Entrepreneurship创业Competingvia竞争方式

…StrategicAlliance战略联盟Arelationshipbetweenfirmsinwhichthepartnersagreetocooperateinwaysthatprovidebenefitstoeachfirm.合作伙伴企业彼此合作，互相受益。Reasonsforstrategicalliances战略联盟原因Gainaccesstoarestrictedmarket进入受限制的市场Developnewgoodsorservices发展新货品与服务Facilitatenewmarketentry配合新市场进入SharesignificantR&Dinvestments共同使用投资Sharerisksandbufferagainstuncertainty分担风险，防止不稳定Developmarketpower发展市场竞争力Gainaccesstocomplementaryresources得到补充性资源Buildeconomiesofscale建立规模经济Meetcompetitivechallenges面对竞争挑战Learnnewskillsandcapabilities学习新技巧与能力Outsourceforlowcostsandhighqualityoutput外包降低成本，提高质量Scopeofstrategicalliances战略联盟范围InternationalStrategicAlliances国际战略联合Prominentmeansofenteringforeignmarkets.进入外国市场的主要方法Manycountriesrequirethis.有关国家要求Foreignfirmsneedlocalknowledgeandotherresources.外国企业需要本地情况和其他资源Challenges挑战Corporate-LevelStrategicAlliances公司法人层次战略联合DiversificationbyAlliance多样化联合SynergybyAllianceEconomiesofscope.规模经济Franchising连锁Business-LevelStrategicAlliances经营层次联合VerticalStrategicAlliance-acrossthevaluechain.垂直战略联合-跨价值链HorizontalStrategicAlliance-samestageofthevaluechain水平战略联合-同一阶段价值链Legalstructureofalliance:联盟的法律结构Equity平等Jointventures合作Nonequityalliance非平等联盟StrategicManagementProcess

战略管理过程Vision愿景Leadership领导Env