企业战略管理-环境分析

企业战略管理--环境分析第二讲环境分析一、环境分析的重要性信息收集和分析是战略管理的重要因素，而环境分析正好满足要求。TheimportanceofenvironmentalanalysisAkeyelement,thetypeofenvironmentalinformationinthisphase.1、内外分析Internalandexternalforces,positiveornegativeimpact.Exles:Rateofproductinnovationvs.pricediscountingbyacompetitor.公共机构重组、合并和私有化。GovernmentReengineering.2、努力和高效ExhaustiveandProductive战略管理重视外部环境（由内到外）、长期目标和组织的未来。

环境分析的重要性趋势或事件

促进或阻碍

青蛙实验：反应过激或反应不足

变化--目标冲突和多种力量的平衡。奶酪？观念：管制与控制，或开放与灵活注意力：内部或外部

（三）战略制订科层描述：

Strategy-MakingHierarchy1.总体层Thecorporatelevel董事会和高层管理Totalentity,directionTheboardofdirectors+topmanagement(CEO,President,othersupportofferssuchasCOO,CIO,CFO,CKOandstrategicplanners)(1)长期视点Long-term：Financialandnon-financialobjectivesfortheentireorganization;(2)确定范围Thecurrentbusiness:Divisionsorsubsidiaries.Keep+divestorliquidate+newmove;(3)分配资源allocatetheresourcesamongthebusinesses;(4)建立关系Therelationshipwiththepublicandimageinthecommunity.（三）战略制订科层描述：

Strategy-MakingHierarchy2.事业层TheBusinesslevel

事业部（地理、产品或服务、服务对象等）强调竞争能力

SBUs--StrategicBusinessUnits：DivisionsandsubsidiariesCompetitivecapacities本科生、研究生；高科技、制造业、旅游业。3.职能层

Thefunctionallevel部门（人力、财务、技术、信息、生产、市场等）Departments—devisingappropriatestrategiestoachievetheobjectives董事会

TheBoardofDirectorsWhy?政治局，常委会，人民代表大会，国务院务会，政务会，理事会。确定使命Definethemission;检查和询问有关决策执行Examineandquestionsubsidiaries’plan;制订全面规划Formanoverallplan;激励高层管理者Motivatethemanagementtoperform;监控偏差Monitorperformanceandactswherethereisfailuretoachieveobjectives.评判高层管理者的绩效JudgetheperformanceofTopmanagement,reward,punish,orreplacetheexecutives.董事会分析要点

Focusoftheboard’sanalysis(1)存在的理由WhyBoardsExist----法律要求Alegalmandate:atleastthreemembers;----内在要求Internalcomplexityandexternalchanges;outsidersadvices;(2)董事会成员的资格QualificationsofDirectors----经验Experienceintheindustry;----政治和经济系统Economicalandpoliticalsystemofthecountry;----勇气和客观Courageandobjectivityinarticulatingviews;----判断能力强Soundjudgment;----诚信Integrity;----时间充足Timeavailability;(3)董事会的责任BoardResponsibilities----保护成员利益Toprotecttheinterestsofthestockholders;----维护资产安全tosafeguardtheassets。(4)董事会的职能BoardFunctions(governancenotmanagement)治理非管理----决定执行者Hiring,evaluating,replacingtheexecutives;----批准高层人事RatifyingtheCEO’sselection;----政策的核准Approving,modifyingorrejectingthepolicies;----薪酬水平Settingthesalarylevels;----通过审计保持连续性ensuringtheintegrityoftopmanagementthroughcontinuousauditing;---保障长远发展Assuringthelong-runsurvivalandsuccessoftheorganizationC.董事会的组成BoardComposition

(1)管理董事Managementdirectors:president,financeandmanufacturingdivision;(2)附属董事Affiliatednon-managementdirectors:customer,creditor,investmentbanker.(3)独立董事Independentdirectors:executivesofanotherorganizations,aprofessor,acommunityleader.(4)外部董事Outsidersoutnumberinsiders:----advantagesanddisadvantagesofInsiders;----advantagesanddisadvantagesofoutsiders;知识Knowledge沟通Communication时间的许可Availabilityoftimecontinuity+creation+objectivejudgment+experiences.D.董事会的类型TypesofBoards依法型Constitutionalboards:“small,new,lowtechnology,closelyownedfirms”橡皮图章型Rubberstboards:a.sharetheexecutives’views,andb.notknownforcourage.监控型Oversightboards:playanactiveroleinreviewing,approving,modifying,orrejectingmanagement’sdecisionsconcerningthecompany’smissions,objectives,strategies,andpolicies.刺激型Catalystboards:aninitiatorofaction,taketheleadingroleinestablishingandmodifyingthemission,objectives,strategy,andpolicies.

2.高层管理TheTopManagementA.CEO在管理中的重要性WhyCEO’sAnalysis(1)灵魂Thesouloftheorganization:shapingthestrategicdirection.(2)塑造特性moldingthecharacteroftheexecutiveteam.(3)乐队指挥、战地指挥官、球队教练、船长likeanorchestraconductor,amilitaryfieldcommander,afootballcoach,ashipcaptain.B.如何分析HowtoanalyzeCEO?

(1)CEO的责任TheCEO’sresponsibilities----清晰内部能力和外部变化Makesurethecapabilityandchanges;----明确事业范围和目标以及实现策略Definethebusinessandobjectivesandstrategiestoattainthoseobjectives;----创造氛围Createtheconditionsnecessaryforsuccessfulimplementationofstrategies.----确定控制机制Establishaneffectivecontrolmechanism;----吸引和留住优秀人才Attractandkeepthetalentexecutives;----权力和制度的有效传达Power,institutionsfortransfersystem;----树立良好的组织形象ProjectagoodOrganizationimage

(2)CEO的角色

TheCEO’sRoles----人际角色Interpersonalroles:afigurehead,aleader,andaliaison;名誉领袖、领导者和联络者。----信息角色Informationalroles:amonitor(internalandexternal),adisseminator,andaspokesperson;监督者、传播者、发言人。----决策角色Decisionalroles:anentrepreneur,adisturbancehandler,aresourceallocate,andanegotiator.创业者、危机处理者、资源分配者和协调者。E.CEO的决策风格

TheCEO’sDecision-MakingStyle独裁式AutocraticStyle----威权unilaterally.Authoritarian.----正式formalauthority----优点是快速反应quicklyadapttochangesintheexternalenvironments.-----缺点是maybringthepooranddevastating.(2)参与式ParticipativeStyle----咨询consultwithsubordinates.Democratic.----优点在于信息enoughinformation;----缺点是慢而不决mayslowandhardtogetagreement.

F.CEO的价值观TheCEO’sValues

(1)价值要素ComponentsofValues----理论要素Theoreticalcomponent:empirical,criticalandrationalapproach.----经济要素Economicalcomponent:profit,thecreationofwealth.----美学要素Aestheticcomponent:formsymmetry,andharmony.----社会要素Socialcomponent:warmhumanrelations,lovekindness,sympathy,andunselfishness.----政治要素Politicalcomponent:Power,influence,andrecognition.----宗教要素Religiouscomponent:unityandthecreationoftheuniverseTheCEOspersonallywanttheorganizationtodoortobeII.事业层TheBusinessLevel中层、独立的事业分部Middlelayer,StrategicBusinessUnits,Afreestandingbusiness分权运动SBU:1920-1960movementondivisionalizationanddecentralization.Theorganizationgrowth,diversity,andoverallcomplexity,semi-autonomousbusinesses.正式规划1960s’formal(traditional)planning:overallpurposes,objectives,andenvironmentalassumptions.Overlyoptimisticorpessimistic,andprofitlessgrowth.通用的组合理论GE’sConcept:“portfolio”;uniquebusinessmissionorpurpose;haveidentifiablecompetitors,havemajorfunctions(production,financeetc.)（1）成本领先战略

CostLeadership

扩张、严格控制、成本最小化Efficientfacilities,tightoverheadcontrol,costminimization.优点：对竞争对手、购买方、供应方在价格方面具有更高的讨价还价能力。

缺点：技术变化的冲击，竞争对手的模仿，忽视长远利益，局限于现有技术和战略。

应用：-需求弹性大，市场由价格竞争主导；-差别化不能为购买者带来显著利益；-大部分购买者对产品的使用了如指掌；

(2)差别化战略

ProductDifferentiation品牌、技术、特性、客户服务、分销网络Brandimage,technology,features,customerservices,dealernetwork优点：品牌忠诚、利润率高、进入障碍Brandloyalty,profitmarginincrease,entrybarriers,bargainingpower缺点：高价格、多余功能和竞争者的模仿Customers’loss,competitors’imitation.应用application--提供多种差别化方式Manyways,diverseneedsanduses;--用户需求多样化--采取差别化的竞争者不多Notmanyrivalfirmsarefollowingadifferentiationstrategy.(3)目标专注策略Focus特定顾客、特定区域，特别产品Aspecialgroupofcustomers,anarrowgeographicarea,aparticularuseoftheproduct.Specializationleadstoproficiency优点：开发特有的竞争对手难以模仿的技巧，新进入者门槛高，客户忠诚度高。+specialskills,entrybarriers,strongloyalty;缺点：竞争者使用替代品占领分市场，在市场容量小时失去竞争优势。应用：--明显需求差别和方式多样化；--没有竞争者进入--组织的资源不允许扩展。请思考几个相对应的案例幼童—高成长低市场份额明星—高成长高市场份额需要持续的投资；金牛—低成长高份额，减少投资；瘦狗—低成长低份额，撤退。黑马—为严重智力残疾提供生活自理技能；坐鸭—道路安全计划怒虎—关心少数民族教育睡狗—爱滋病的投资III.职能层TheFunctionalLevel1.市场营销Marketing(ProductandServices)

(1)产品和服务Products:ideas,services,merchandise.----范围thebreadthofproductionline;----质量thequalitylevel.(2)市场研究MarketingResearch:customerneeds,values,buyinghabits,marketcharacteristics,growthpotentials,newproductacceptance,competitiveproducts.(3)目标市场Targetmarket:undifferentiatedmarketing,concentratedmarketing,differentiatedmarketing.(4)市场容量Salesvolume:(5)市场份额Marketshare:(6)定价Pricing:(7)分销Distribution(8)广告Advertising(9)促销Promotion2.生产Production(1)地点Locationoffacilities(2)更新Newnessoffacilities(3)布局Layoutoffacilities(4)质量控制Qualitycontrol----Function;Reliability,AestheticsandSafety.(5)生产能力Productioncapacity(6)库存能力Inventory3.研究与发展

ResearchandDevelopment(1)集中Focus:Basicandapplied.(2)态势Posture:----革新Innovative:offensivelong-term;----保护Protective:defensive;Catch-upandcombination.(3)预算Budget:9%--0.8%;5.公共事务PublicAffairsConcepts:communityaffairs,communityrelations,externalaffairs,externalcommunications,publicrelations.Functions:ethics,socialresponsibility,crisismanagement.(1)伦理Ethics:perceptualdifference,competitivepressureandpsychologicaldisorders.(2)社会责任Socialresponsibility:financialcontribution;(3)危机管理CrisisManagement6.财务Finance/Accounting(1)现金ManagementofCash(2)库存ManagementofInventory(3)ManagementofAccountsReceivable(4)ManagementofTotalAssets(5)ManagementofDebts(6)CapitalBudgetingIV.信息收集方法

Information-gatheringTools1.个人联络PersonalContacts:informalinterpersonalinteractions.2.观察Observation:openanddisguised3.访谈和调查InterviewsandSurveyQuestionnaires4.报告Reports二、外部环境分析ExternalAnalysis内外分析是一个硬币的正反两面，缺一不可。Gatheringandexamininginformationontheforces.外部环境的变化多端，反应缓慢带来灾难。Long-termhealth,short-termsurprise.1、特定环境Taskenvironment:immediateoroperating;inbothdirection;influenceandareinfluenced2、一般环境Generalenvironment:Influencebutarenotbeinfluencedbytheorganization.1、特定环境分析

TheTaskEnvironmentalAnalysis(3)供应者分析Suppli