浙江大學(xué)-戰(zhàn)略管理研究生版本

1、Dr. Wei Jiang Strategy Management,1,企業(yè)戰(zhàn)略管理,浙江大學(xué)管理學(xué)院,魏 江,Dr. Wei Jiang Strategy Management,2,課程總體要求及說(shuō)明,Dr. Wei Jiang Strategy Management,3,1.1 課程簡(jiǎn)介,企業(yè)戰(zhàn)略管理是系統(tǒng)整合各個(gè)職能戰(zhàn)略基礎(chǔ)上，從管理學(xué)層面分析和揭示“企業(yè)為什么能夠獲得回報(bào)”和“如何獲得持續(xù)回報(bào)”的基本經(jīng)濟(jì)學(xué)命題

2、。,核心問題企業(yè)“可以做什么”、“應(yīng)該做什么”、“為什么”,核心內(nèi)容發(fā)展目標(biāo)確定業(yè)務(wù)發(fā)展選擇持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì),思考范疇總體長(zhǎng)遠(yuǎn)發(fā)展,Dr. Wei Jiang Strategy Management,4,小處著手 能認(rèn)知、體會(huì)到戰(zhàn)略與每一員工行為是融合在一 起的，戰(zhàn)略貫穿在企業(yè)生產(chǎn)經(jīng)營(yíng)活動(dòng)的全過程。,1.2 課程目標(biāo),大處著眼 管理學(xué)知識(shí)系統(tǒng)整合起來(lái)考慮戰(zhàn)略問題，能把 市場(chǎng)營(yíng)銷、人力資源、生產(chǎn)運(yùn)作和研究開

3、發(fā)等 職能戰(zhàn)略與企業(yè)總體戰(zhàn)略結(jié)合起來(lái)系統(tǒng)分析。 結(jié)合企業(yè)內(nèi)外部環(huán)境，從長(zhǎng)遠(yuǎn)發(fā)展高度概括、 總結(jié)，提出可操作性思路； 系統(tǒng)規(guī)劃持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)和核心競(jìng)爭(zhēng)能力。,Dr. Wei Jiang Strategy Management,5,（1）能夠融會(huì)貫通管理學(xué)基本理論，系統(tǒng)思考 職能戰(zhàn)略，領(lǐng)會(huì)“資源有效配置，企業(yè)整 體優(yōu)化和持續(xù)發(fā)展”（2）能結(jié)合企業(yè)實(shí)際分析“企業(yè)為什么能夠獲 得回報(bào)和如何獲

4、得回報(bào)”（3）結(jié)合三個(gè)核心問題，運(yùn)用戰(zhàn)略管理理論， 分析并制定具體戰(zhàn)略思路和手段：戰(zhàn)略目 標(biāo)、業(yè)務(wù)發(fā)展和選擇、企業(yè)持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)、 職能戰(zhàn)略和管理體系匹配（4）認(rèn)識(shí)到戰(zhàn)略制定和實(shí)施過程中，不能讓戰(zhàn) 略成為裝飾品，而是一個(gè)能夠?qū)崒?shí)在在指 導(dǎo)具體行為的思路,1.3 總體學(xué)習(xí)要求,Dr. Wei Jiang Strategy Management,6,1.4 具體要求,Previous

5、background Management & fundamental theories operational management, finance, marketing, HRM, basic economics Assessment ---- final test ---- case report (including PowerPoint making) ---- written es

6、say (including strategy design) ---- presentation ---- participation Necessary preparation Proofreading, teamworking, writing, etc More than 1/3 absentee, no qualification. Others,Dr. Wei Jiang Strategy Man

7、agement,7,Part I Introduction,Dr. Wei Jiang Strategy Management,8,What is the strategy?,Dr. Wei Jiang Strategy Management,9,Strategy is the direction and scope of an organization over the long-term: which achieves

8、advantage for the organization through its configuration of resources within a changingenvironment, to meet the needs of markets and to fulfill stakeholder expectation. (Johnson G. and Scholes K., (1999) Explor

9、ing Corporate Strategy, 5th, Prentice Hall),1.5 Concept,Characteristics----long-term direction----advantage----scope of an organization’s activities----match activities with environment----bounded rationali

10、ty and resources scarcity ----values and expectation,Dr. Wei Jiang Strategy Management,10,Level 1: Corporate strategy in concerned with the overall purpose and scope of the organization to meet the expectation

11、s of owners or major stakeholders and add value to the different parts of the enterprise. Level 2: Strategic business strategy is about how to compete successfully in a particular market Level 3: operational

12、strategies are concerned with how the component parts of the organization in terms of resources, processes, people and their skills effectively deliver the corporate- and business-level strategies directio

13、n,1.6 Levels of strategy,Dr. Wei Jiang Strategy Management,11,1.7 Vocabulary of strategy,Dr. Wei Jiang Strategy Management,12,How strategies come about in practice?,Dr. Wei Jiang Strategy Management,13,Large firms

14、vs. Small firms Culture & Orthodox Resource vs. Scope/span Managerial styles vs. Industry Employer vs employee Manager vs subordinate Headquarter vs. Subsidiary National vs. MNCs …...,1.8 Strategic manageme

15、nt in different context,Dr. Wei Jiang Strategy Management,14,1.9 A Framework for Understanding Strategic Management in Practice,Dr. Wei Jiang Strategy Management,15,討論題根據(jù)戰(zhàn)略計(jì)劃學(xué)派和設(shè)計(jì)學(xué)派的觀點(diǎn)，企業(yè)可以而且應(yīng)該制定長(zhǎng)期發(fā)展的規(guī)劃。但由于環(huán)境的不確

16、定性和決策的有限理性，有觀點(diǎn)認(rèn)為企業(yè)要制定長(zhǎng)期戰(zhàn)略（如5年發(fā)展戰(zhàn)略）是不可能的。你認(rèn)為企業(yè)制定5年或更長(zhǎng)時(shí)間的發(fā)展戰(zhàn)略是可能的嗎？,Dr. Wei Jiang Strategy Management,16,1.10 戰(zhàn)略管理本質(zhì)和基本問題,戰(zhàn)略管理是“以不變應(yīng)萬(wàn)變”的藝術(shù) ——“經(jīng)”與“權(quán)”的統(tǒng)一 ——“學(xué)習(xí)”和“學(xué)習(xí)如何學(xué)習(xí)”的統(tǒng)一,戰(zhàn)略是確定性和不確定性之間的權(quán)衡 ——確定的什么？ ——不

17、確定的是什么？,戰(zhàn)略演變是系統(tǒng)進(jìn)化的過程 ——長(zhǎng)期、中期和短期戰(zhàn)略的統(tǒng)一 ——?jiǎng)討B(tài)性和靈活性的統(tǒng)一,,,問題1年、5年、10年戰(zhàn)略確定的什么？,Dr. Wei Jiang Strategy Management,17,企業(yè)的含義和存在的理由 ——企業(yè)為什么能夠得到回報(bào)？ ——企業(yè)的業(yè)務(wù)是什么？ ——應(yīng)該是什么？ ——為什么？,1.10 戰(zhàn)略管理本質(zhì)和基本問題,,Dr. Wei Jiang Stra

18、tegy Management,18,企業(yè)能夠得到回報(bào)的根本在于能創(chuàng)造并向社會(huì)提供獨(dú)特的價(jià)值。獨(dú)特價(jià)值的載體是獨(dú)特的產(chǎn)品和服務(wù)——業(yè)務(wù)；獨(dú)特的業(yè)務(wù)依賴于自身獨(dú)特的資源和能力，及其與外部環(huán)境的適應(yīng)；獨(dú)特能力來(lái)自于企業(yè)長(zhǎng)期的積累和戰(zhàn)略家的眼光。,1.10 戰(zhàn)略管理本質(zhì)和基本問題,Dr. Wei Jiang Strategy Management,19,戰(zhàn)略管理的本質(zhì)——闡明企業(yè)為什么能夠得到回報(bào)戰(zhàn)略管理的基本問題 ——

19、業(yè)務(wù)確定過程 Can do! (Opportunity) Should do! (Constraints) Be able to do! (Potentials),1.10 戰(zhàn)略管理本質(zhì)和基本問題,Dr. Wei Jiang Strategy Management,20,管理就是“讓人做事以取得預(yù)期的成果?！保℉arold Koontz, Heinz Weihrich）讓：獨(dú)裁、民主、啟發(fā)、放任（如何讓

20、？）人：知人善任，用人所長(zhǎng)，容人所短（誰(shuí)？）做：規(guī)則型還是非規(guī)則型；結(jié)構(gòu)化還是非結(jié) 構(gòu)化？是否容許自由創(chuàng)新？（如何做？）事：正確的事還是錯(cuò)誤的事？目標(biāo)還是過程？,1.11 戰(zhàn)略管理的性質(zhì),管理的含義,Dr. Wei Jiang Strategy Management,21,戰(zhàn)略管理 管理科學(xué)性+藝術(shù)性+戰(zhàn)略性= 如何讓人高效愉快做事以取得預(yù)期成果。,科學(xué)性：如何讓人高效地做事；藝術(shù)性：如何讓人愉快地做事；戰(zhàn)略性

21、：如何讓人有效益地做事。,1.11 戰(zhàn)略管理的性質(zhì),Dr. Wei Jiang Strategy Management,22,Chapter 2 Framing Strategic Management,Dr. Wei Jiang Strategy Management,23,總體要求 戰(zhàn)略管理課程體系有總體認(rèn)識(shí)； 理解戰(zhàn)略管理本質(zhì)和基本問題； 建立解決問題整體思路框架; 明確該思路框架的假設(shè)前提.,具體要求

22、 戰(zhàn)略管理體系前提 戰(zhàn)略管理整體框架 戰(zhàn)略管理過程分析 戰(zhàn)略管理根本任務(wù),Dr. Wei Jiang Strategy Management,24,2.1 戰(zhàn)略管理體系前提,Dr. Wei Jiang Strategy Management,25,Environment analysis(環(huán)境分析)(SWOT) Strength（內(nèi)部?jī)?yōu)勢(shì)） Weak（內(nèi)部弱點(diǎn)）； Opportunity（外部機(jī)會(huì)） Th

23、reats（外部威脅）---業(yè)務(wù)環(huán)境分析,2.1 戰(zhàn)略管理體系前提:三基本假設(shè),Organizational special mission(特殊使命)---業(yè)務(wù)選擇戰(zhàn)略,Core competency(核心能力)----競(jìng)爭(zhēng)優(yōu)勢(shì)和互動(dòng)戰(zhàn)略,Dr. Wei Jiang Strategy Management,26,第一部分 戰(zhàn)略管理總論,第三部分：競(jìng)爭(zhēng)優(yōu)勢(shì)戰(zhàn)略競(jìng)爭(zhēng)優(yōu)勢(shì)源泉 競(jìng)爭(zhēng)優(yōu)勢(shì)獲取競(jìng)爭(zhēng)優(yōu)勢(shì)持續(xù) 競(jìng)爭(zhēng)合作互動(dòng),第二

24、部分：業(yè)務(wù)選擇與發(fā)展目標(biāo)與使命 業(yè)務(wù)選擇環(huán)境 業(yè)務(wù)發(fā)展戰(zhàn)略選擇,第四部分：戰(zhàn)略實(shí)施措施戰(zhàn)略方案評(píng)選、資源組織優(yōu)化、實(shí)施過程控制,,,,,2.2 Framework of Strategic Management,Dr. Wei Jiang Strategy Management,27,What is the process of strategic management?,Dr. Wei Jiang Strat

25、egy Management,28,制定、實(shí)施和評(píng)價(jià)使組織能夠達(dá)到其目標(biāo)的，跨功能決策的藝術(shù)和科學(xué)（Fred R. David, 1996),—認(rèn)清現(xiàn)狀：符合實(shí)際、相互協(xié)同 —采取行動(dòng)：上下同欲、積極投入 —確認(rèn)結(jié)果：動(dòng)態(tài)調(diào)整、靈活適用,2.3 戰(zhàn)略管理過程,Dr. Wei Jiang Strategy Management,29,2.3 Process,Dr. Wei Jiang Strategy Management,3

26、0,2.3 Process Description,Dr. Wei Jiang Strategy Management,31,2.4 戰(zhàn)略管理根本任務(wù),根據(jù)內(nèi)外環(huán)境分析, 解決擬做什么, 即戰(zhàn)略的根本任務(wù)。制定、實(shí)施和評(píng)價(jià)‘?dāng)M做’。,業(yè)務(wù)選擇和發(fā)展戰(zhàn)略 競(jìng)爭(zhēng)優(yōu)勢(shì)戰(zhàn)略 競(jìng)爭(zhēng)互動(dòng)戰(zhàn)略,,,Dr. Wei Jiang Strategy Management,32,Chapter 3 Vision and Mission,Dr.

27、 Wei Jiang Strategy Management,33,總體要求以“為顧客/用戶創(chuàng)造獨(dú)特的價(jià)值”為根本，確立企業(yè)愿景、使命和目標(biāo)，建立具有企業(yè)自身特征的目標(biāo)、使命表述，作為企業(yè)指導(dǎo)思想。具體內(nèi)容 業(yè)務(wù)選擇根本 價(jià)值導(dǎo)向理念 戰(zhàn)略目標(biāo)表述 企業(yè)使命表述,Dr. Wei Jiang Strategy Management,34,,企業(yè)未來(lái)境界,業(yè)務(wù)定義范圍,企業(yè)經(jīng)營(yíng)理念,戰(zhàn)略實(shí)施績(jī)效,戰(zhàn)略決策綱要,具體

28、行動(dòng)安排,,,,戰(zhàn)略制定,戰(zhàn)略 實(shí)施,,Strategic Process,Dr. Wei Jiang Strategy Management,35,Dr. Wei Jiang Strategy Management,36,RELATION AMONG MISSION, GOAL. OBJECTIVE, STRATEGY, AND ACTIONS,Dr. Wei Jiang Strategy Management,37

29、,3.1 業(yè)務(wù)選擇根本,討論題1 決定企業(yè)生產(chǎn)什么的最終因素是什么? 2 企業(yè)生產(chǎn)產(chǎn)品取得競(jìng)爭(zhēng)優(yōu)勢(shì)的根本保證是什么?3 用戶為什么要購(gòu)買你的產(chǎn)品?4 生產(chǎn)同樣產(chǎn)品的兩家企業(yè), 為什么1家能成功, 另一家則可能走向失敗?,Dr. Wei Jiang Strategy Management,38,用戶導(dǎo)向的基本理念“用戶需要什么？” “我能為用戶提供什么？”—“人所欲，施于人”—“人所欲，已所為”+“已所欲，施于人”,

30、3.1 業(yè)務(wù)選擇根本:用戶導(dǎo)向理念,企業(yè)與用戶關(guān)系的界定—顧客是上帝；—顧客永遠(yuǎn)是對(duì)的；—顧客總是對(duì)的—幫顧客排憂解難（急顧客之所急，憂顧客之所憂）—顧客是衣食父母；—顧客是給我們發(fā)工資的；—盡量讓顧客滿意。,Dr. Wei Jiang Strategy Management,39,滿足顧客價(jià)值 ----隨時(shí)站在對(duì)方立場(chǎng), 把對(duì)方的價(jià)值滿足作為首要問題；把這種思想融入自己的事業(yè)，那你終究會(huì)得到自己的幸福； --

31、--盡管顧客并不總是對(duì)的，但要讓他覺得是對(duì)的；價(jià)值定位：質(zhì)量、服務(wù)、成本、速度、創(chuàng)新服務(wù)顧客：目前和潛在留住顧客：回頭率和推薦率,3.2 用戶價(jià)值導(dǎo)向理念,Dr. Wei Jiang Strategy Management,40,3.3 企業(yè)立身之本,Dr. Wei Jiang Strategy Management,41,ROLES----DEVELOPING DIRECTION AND MAIN BU

32、SINESS TOPIC----COORDINATING INTERNAL AND EXTERNAL CONTRACTION----ESTABLISHING CUSTOMER- ORIENTATION,3.4 Firm's Mission,Dr. Wei Jiang Strategy Management,42,3.3 Firm's Mission,Mission statement:

33、 a generalized statement of the overriding purpose of the organization.,Visionary The main intentions and aspirations Main activities and the position to attain Key values of four agents The intention and capabilit

34、y to live up to the mission statement,Dr. Wei Jiang Strategy Management,43,STATEMENT----CUSTOMER----MARKET----PRODUCT/SERVICES----TECHNOLOGY----SURVIVAL/ ROWTH/PROFITABILITY ----PHILOSOPY ----SELF-CONCEPT

35、----CIS----CAREER,3.3 Firm's Mission,Dr. Wei Jiang Strategy Management,44,第一條[追求]華為的追求是在電子信息領(lǐng)域?qū)崿F(xiàn)顧客的夢(mèng)想，并依靠點(diǎn)點(diǎn)滴滴、鍥而不舍的艱苦追求，使我們成為世界級(jí)領(lǐng)先企業(yè)。為了使華為成為世界一流的設(shè)備供應(yīng)商，我們將永不進(jìn)入信息服務(wù)業(yè)。通過無(wú)依賴的市場(chǎng)壓力傳遞，使內(nèi)部機(jī)制永遠(yuǎn)處于激活狀態(tài)。第二條[員工]認(rèn)真負(fù)責(zé)和管理有

36、效的員工是華為最大的財(cái)富。尊重知識(shí)、尊重個(gè)性和不遷就有功的員工，是我們事業(yè)可持續(xù)成長(zhǎng)的內(nèi)在要求。第三條[技術(shù)]廣泛吸收世界電子信息領(lǐng)域的最新研究成果，虛心向國(guó)內(nèi)外優(yōu)秀企業(yè)學(xué)習(xí)，在獨(dú)立自主的基礎(chǔ)上，開放合作地發(fā)展領(lǐng)先的核心技術(shù)體系，用我們卓越的產(chǎn)品自立于世界通信列強(qiáng)之林。第四條[精神]愛祖國(guó)、愛人民、愛事業(yè)和愛生活的我們凝聚力的源泉。責(zé)任意識(shí)、創(chuàng)新精神和團(tuán)結(jié)合作精神的我們企業(yè)文化的精髓。實(shí)事求是是我們的行為準(zhǔn)則。,華為公

37、司核心價(jià)值觀,Dr. Wei Jiang Strategy Management,45,第五條[利益]華為主張?jiān)陬櫩汀T工與合作者之間結(jié)成利益共同體。努力探索按生產(chǎn)要素分配的內(nèi)部動(dòng)力機(jī)制。我們決不讓雷鋒吃虧，奉獻(xiàn)者定當(dāng)?shù)玫胶侠砘貓?bào)。第六條[文化]資源是會(huì)枯竭的，唯文化生生不息。一切工業(yè)產(chǎn)品都是人類智慧創(chuàng)造的。華為沒有可以依存的自然資源，唯有在人的頭腦中挖掘出大油田、大森林、大煤礦……。精神是可以轉(zhuǎn)化為物質(zhì)的，物質(zhì)文明有利

38、于鞏固精神文明。我們堅(jiān)持以精神文明促進(jìn)物質(zhì)文明的方針。這里的文化，不僅僅包含知識(shí)、技術(shù)、管理、情操……，也包含了一切促進(jìn)生產(chǎn)力發(fā)展的無(wú)形因素。第七條[社會(huì)責(zé)任]華為以產(chǎn)業(yè)報(bào)國(guó)和科教興國(guó)為己任，為公司的發(fā)展為社區(qū)作出貢獻(xiàn)。為偉大祖國(guó)的繁榮昌盛，為中華民族的振興，為自己和家人的幸福而不懈努力。,華為公司核心價(jià)值觀（續(xù)）,Dr. Wei Jiang Strategy Management,46,Examples Of Miss

39、ion Definition,PARIOLD：PERFECTING AND MARKETING INSTANT PHOTOGRAPHY TO SATISFY THENEEDS OF MORE AFFLUENT U.S. AND WESTEUROPE FAMILIES FOR AFFECTION， FRIEND-SHIP，F(xiàn)OND MEMORIES， AND HUMOR,MCDONALD’S：在潔凈友好的餐館里為世界范圍內(nèi)廣泛的

40、快餐用戶提供有限種類的、迅速可口的、物有所值的熱食。,Examples: Mission definitions,Dr. Wei Jiang Strategy Management,47,DISCUSSIONWETHER THE PRODUCTIVITY IS THE GOAL?WETHER THE MARKET SHARE IS THE GOAL?WHAT IS THE FIRM’S GOAL?,3.4 Goals and

41、 Objectives,Dr. Wei Jiang Strategy Management,48,The ultimate GOAL is the profit (Finance terms).How to gain the profit?Three critical indicators: ----Net profit ----ROI (Return of investment) ----Cash fl

42、ow,哇，錢！,3.4 Goals and Objectives,Dr. Wei Jiang Strategy Management,49,COMPONENTS GOAL STATEMENT ----desirable level of effort (challenging).----flexible. ----measurable (operational).----consiste

43、nt in the long & short run.NATURE OF GOAL/OBJECTIVE SMART：Specific；Measurable； Attainable；Realistic；Time,3.4 Goals and Objectives,Dr. Wei Jiang Strategy Management,50,每組負(fù)責(zé)人代表全組匯報(bào)，但負(fù)責(zé)人要輪換，每位成員只能作

44、一次演講；每小組根據(jù)以下要求對(duì)演講和討論效果評(píng)分。演講要求：(1)演講內(nèi)容要具有系統(tǒng)性、邏輯性和條理性（問題只是提示，不能作“簡(jiǎn)答題”）（3分）;(2)演講內(nèi)容和回答問題的正確性和說(shuō)服力（2分）;(3)演講者具有良好的語(yǔ)言表達(dá)能力和技巧（2分）;(4)有具召感力和吸引力的非語(yǔ)言表達(dá)技巧（1分）;(5)小組成員之間的良好配合技能（2分）。,案例分析要求,Dr. Wei Jiang Strategy Management,

45、51,案例討論（一）“電影業(yè)發(fā)展前景”,電影業(yè)的使命是什么？業(yè)務(wù)是什么？中國(guó)電影業(yè)滑坡的根本原因是什么？電影業(yè)應(yīng)注重娛樂性還是藝術(shù)性？D先生的改革思路是否可行？向娛樂城方向發(fā)展的潛力如何？如何面對(duì)錄象、電視的沖擊？你認(rèn)為電影業(yè)發(fā)展的前景如何？出路何在？,Dr. Wei Jiang Strategy Management,52,Chapter 4 Analysing the Environment,Dr. Wei Jia

46、ng Strategy Management,53,總體要求掌握內(nèi)外環(huán)境對(duì)企業(yè)戰(zhàn)略制定的作用，以及內(nèi)外環(huán)境的交互匹配。重點(diǎn)在于理解環(huán)境分析思路和內(nèi)外環(huán)境作用價(jià)值，初步了解資源觀、能力觀、制度觀等理論背景和環(huán)境分析最新理論發(fā)展, 并掌握運(yùn)用環(huán)境分析工具—SWOT分析、波特分析模型、六力互動(dòng)模型、內(nèi)部資源定位等。,具體目標(biāo) 環(huán)境戰(zhàn)略互動(dòng)框架 內(nèi)部條件決定論 外部環(huán)境影響論 環(huán)境分析工具,Dr. Wei Jiang

47、 Strategy Management,54,4.1 環(huán)境--戰(zhàn)略互動(dòng)框架,Dr. Wei Jiang Strategy Management,55,4.1 環(huán)境--戰(zhàn)略互動(dòng)框架,市場(chǎng):進(jìn)入障礙、行業(yè) 集中、產(chǎn)品差異,資源:有形資產(chǎn),亞文化:知識(shí)、信念、形象,龐文化:信譽(yù)、認(rèn)知、成敗,行業(yè)范圍響應(yīng),企業(yè)戰(zhàn)略構(gòu)思,資源分配,成敗界定,,資源分配,,資源分配,Dr. Wei Jiang Strategy Ma

48、nagement,56,機(jī)遇總是垂青有準(zhǔn)備的人！ 優(yōu)勢(shì)和劣勢(shì)的相對(duì)性和可轉(zhuǎn)化性 機(jī)遇與威脅的相對(duì)性和可轉(zhuǎn)化性 內(nèi)因是根本；外因是條件,4.2 內(nèi)部條件決定論,Dr. Wei Jiang Strategy Management,57,Internal analysis: Influences on organizational purposes,Organizational purpose Mission Objec

49、tives,Dr. Wei Jiang Strategy Management,58,4.3 外部環(huán)境影響論,Dr. Wei Jiang Strategy Management,59,Steps in outside environmental analysis,,Dr. Wei Jiang Strategy Management,60,Approaches to making sense of the environmen

50、t,Dr. Wei Jiang Strategy Management,61,A PEST analysis of environmental influences,What environmental factors are affecting the organization? Which of these are the most important at present time? In next year?,Politi

51、cal/legal Monopolies legislation Environmental protection laws Taxation policy Foreign trade regulation Employment law Government stabilitySociocultural factors Population demographics Income distribution Socia

52、l mobility Lifestyle changes Attitudes to work and leisure Consumerism Levels of education,Economic factors Business cycles GDP trends Interest rates Money supply Inflation Unemployment Disposable income Ener

53、gy availability and costTechnological Government spending on research Government and industry focus on technological effort New discoveries/development Speed of technology transfer Rates of obsolescence,Dr. Wei

54、Jiang Strategy Management,62,進(jìn)入障礙：規(guī)模經(jīng)濟(jì)、產(chǎn)品差異性、資本需求、 轉(zhuǎn)移成本、促銷渠道、政府政策退出障礙：資產(chǎn)專一性、內(nèi)部戰(zhàn)略關(guān)系、情感 障礙、政府和社會(huì)制約,行業(yè)環(huán)境分析與選擇,Dr. Wei Jiang Strategy Management,63,Divers of globalization,GlobalStrategy,Dr. Wei Jia

55、ng Strategy Management,64,4.4 環(huán)境分析常用工具,Dr. Wei Jiang Strategy Management,65,內(nèi)外環(huán)境匹配分析：SWOT,Procedures Identifying the key changes in the organization’s environment (no more than 7-8 points) Identifying the key v

56、ariables in terms of the resource profile and competences of the organization (<8 ps) Illustrating the analysis by keeping to quite specific points, rather than overgenerising analysis Providing some useful

57、 strategic foresights,Dr. Wei Jiang Strategy Management,66,Strengths &Weakness,Main strengthsCapacity for inno. + + ++ + ++ 7 0Good GP

58、links + + + + + 5 0 Committed employees + + + 0 + 4 0Good

59、 joint working with social services + 0 + + - 3 1Main weaknessesLack of outcome measures - -

60、 - - - 0 5Information mea- surement systems - - - - -- 0 6Provider-dominate

61、d agenda 0 -- -- -- ++ 2 6No financial growth + - - - +

62、 2 3+ 5 3 5 3 7- 2 5 5 5 4,,Example of SWOT analysis,Dr. Wei Jiang Strategy Management,67,,,,,,,,,行業(yè)競(jìng)爭(zhēng)環(huán)境分析：波特模型,

63、Dr. Wei Jiang Strategy Management,68,六種競(jìng)爭(zhēng)力量模型,Dr. Wei Jiang Strategy Management,69,內(nèi)部條件分析：高標(biāo)定位(Benchmarking),‘Best in class’ Thinking Practice,Competitors Cooperators Coordinators,,objectives,Existing level reso

64、urces capabilities,,Road 2,Road 1,Road 3,Dr. Wei Jiang Strategy Management,70,資源和能力定位三層次,,Level of Benchmarking Through Examples of Measures,Dr. Wei Jiang Strategy Management,71,Chapter 5 Making Busin

65、ess Development Strategies,Dr. Wei Jiang Strategy Management,72,總體要求不管維持原狀、收縮，或擴(kuò)張，企業(yè)都需在業(yè)務(wù)上作戰(zhàn)略性調(diào)整。本章重點(diǎn)要求分析企業(yè)如何根據(jù)內(nèi)外環(huán)境條件的變化，來(lái)選擇相應(yīng)的業(yè)務(wù)發(fā)展戰(zhàn)略，以及在選擇相應(yīng)戰(zhàn)略時(shí)應(yīng)考慮具備的條件。,具體目標(biāo) 業(yè)務(wù)展開途徑選擇 縱向整合拓展戰(zhàn)略 橫向多元發(fā)展戰(zhàn)略 業(yè)務(wù)組合重構(gòu)戰(zhàn)略,Dr. Wei Jiang

66、 Strategy Management,73,5.1 業(yè)務(wù)展開途徑選擇,Dr. Wei Jiang Strategy Management,74,并購(gòu)、自創(chuàng)、聯(lián)盟？,,,5.1 業(yè)務(wù)展開途徑選擇,問題：并購(gòu)、自創(chuàng)和聯(lián)盟各自條件？,Dr. Wei Jiang Strategy Management,75,業(yè)務(wù)發(fā)展方向,5.2 縱向整合拓展戰(zhàn)略,Dr. Wei Jiang Strategy Management,76,,,Dr

67、. Wei Jiang Strategy Management,77,討論題 以下面情況為例,說(shuō)明制定縱向整合決策需要考慮哪些因素的作用?----摩托車銷售企業(yè)向摩托生產(chǎn)發(fā)展(后向整 合一體化)----洗衣機(jī)廠自行生產(chǎn)控制電路板(后向整合)----傳呼機(jī)生產(chǎn)公司向傳呼業(yè)務(wù)發(fā)展(前向整 合一體化),5.2 縱向整合拓展戰(zhàn)略,Dr. Wei Jiang Strategy Management,78,5

68、.2 縱向整合拓展戰(zhàn)略,Strategy:Buy orMake?,Dr. Wei Jiang Strategy Management,79,涉及因素：設(shè)置成本、交易費(fèi)用 交易風(fēng)險(xiǎn)、協(xié)調(diào)可能,5.2 縱向整合拓展戰(zhàn)略,必要性：出現(xiàn)以下情況，由于交易不確定、 有限理性、投機(jī)性，可考慮縱向整合 ——買主與賣主數(shù)量很少； ——對(duì)交易依賴性強(qiáng)(資產(chǎn)高度