第七章战略管理

1、第七章 战略管理 (Strategic Management)Apple一年售出3200万个数字音乐播放器（每秒1个）每花费3美元用于iPod(其中)就有1美元花费在(它的)配件上IPAD的销量预计将超过每年20亿美元Sold 32 million digital music players in a year (1 per second)Every $3 spent on an iPod leads to $1 spent on accessoriesIPAD sales expected to be more than $2 billion per year(图)战略管理的过程(The S

2、trategic Management Process) 第一步：分析外部和内部环境第二步：战略意图和使命第三步：战略规划第四步：战略实施步骤五：战略结果Step One: Analyze External and Internal EnvironmentStep Two: Strategic Intent and MissionStep Three: Strategy FormulationStep Four: Strategy ImplementationStep Five: Strategic Outcomes战略结果(Strategic Outcomes)预期的结果 （Intended

3、 results）1. 更高的利润 （Higher profit）2. 更专注于产品和服务（More focus on products and services）3. 提高股票价格 （Increased stock price）非预期的结果（Unintended results）1. 较低的客户响应 （Lower customer responsiveness）2. 成本较高 （Higher cost）3. 生产率的提高 （Improved productivity）第一步：分析外部和内部环境(Step One: Analyze External and Internal Environme

4、nt)SWOT分析法 (SWOT Analysis)优势 (Strengths)劣势 (Weaknesses)机遇 (Opportunities)威胁 (Threats)(图)外部分析(External Analysis) External Environment构成要素Components1. Scanning2. Monitoring3. Forecasting4. Assessing适用范围Scope 1. General Environment2. The Industry Environment3. Strategic groups4. Direct competitors审视(Sc

5、anning)分析一般环境因素，可能有关于公司的未来Analysis of general environmental factors that may be relevant to the firms future监测(Monitoring)在一个连续的基础上观察环境变化来决定，不论是否出现一种明显的趋势Observing environmental changes on a continuous basis to determine whether a clear trend is emerging预测(Forecasting)这家公司试图预测什么是未来可能发生的事The firm att

6、empts to predict what is likely to happen in the future#评估(Assessing)Evaluation of environmental data received to study the implications for the firm环境数据的评估 研究对公司的影响环境数据的评估 收到 研究对公司的影响外部分析的范围(Scope of the External Analysis)总体环境(The General Environment)1. 人口趋势 (Demographic trends)2. 经济条件 (Economic co

7、nditions)3. 政治/法律效力 (Political/legal forces)4. 社会文化条件 (Sociocultural conditions)5. 技术变革 (Technological changes)6. 全球化 (Globalization)产业环境(The Industry Environment)1. 新进入者的威胁 (The threat of new entrants)2. 替代者的威胁 (The threat of new entrants)3. 供应商 (Suppliers)4. 竞争者之中的强烈竞争(Intensity of rivalry among c

8、ompetitors)(图)内部分析Internal Analysis内部环境(Internal Environment)资源类型Resource types1. 有形的资源 (Tangible resources)2. 无形资源 (Intangible resources)公司的能力Firm Capabilities1. 功能 (Functional)2. 价值链 (Value-chain)3. 标杆学习 (Benchmarking)内部环境(The Internal Environment)资源类型(Resource types)有形的资源(Tangible resources)1. 财务

9、的 (Financial)2. 物质的 ( Physical)3. 工人 (Workers)无形资源(Intangible resources)1. 声誉 (Reputation)2. 技术 (Technology)3. 人力资本 (Human capital)分析公司的能力(Analyzing the Firms Capabilities)1. 功能分析 (Functional Analysis)2. 价值链分析 (Value-chain analysis)3. 标杆学习 (Benchmarking)功能分析(Functional Analysis)1. 企业管理 (Corporate ma

10、nagement)2. 信息管理 (Information management)3. 研究与开发 (Research and development)4. 制造 (Manufacturing)5. 产品设计 (Product design)6. 营销 (Marketing)7. 销售和分销 (Sales and distribution)#(图) 第二步：战略意图和任务(Step Two: Strategic Intent and Mission)意图：公司要如何使用 (Intent: How firm would like to use)1. 资源 (Resources)2. Capabi

11、lities3. 核心能力 (Core competencies)任务：确定该公司的外部重点(Mission: Determine the firms external focus on) 1. 产品 (Products)2. 市场 (Markets)(图)第三步：战略规划(Step Three: Strategy Formulation)战略的规划Strategy Formulation公司层面(Corporate level)1. 投资组合分析 (Portfolio analysis)2. 多元化类型 (Diversification type)3. 多元化的过程 (Diversifica

12、tion process)业务单元层面(Business-unit Level)1. 成本领先 (Cost leadership)2. 差异化战略 (Differentiation strategy)战略的规划(Strategy Formulation)公司层战略 (Corporate level strategy)投资组合分析1. 麦肯锡-通用电气组合分析矩阵（GE矩阵）2. 波士顿咨询集团的发展-波士顿矩阵Portfolio analysis-McKinsey-General Electric Portfolio Analysis Matrix-Boston Consulting Grou

13、ps Growth-Share Mix(图)麦肯锡-通用电气组合分析矩阵(McKinsey-General Electric Portfolio Analysis Matrix)(图)波士顿咨询集团的发展-波士顿矩阵(Boston Consulting Groups Growth-Share Mix)多元化类型(Types of Diversification)1. 集中战略 (Concentration strategy)2. 纵向一体化战略 (Vertical integration strategy)3. 同心多元化战略 (Concentric diversification strat

14、egy)4. 集团多元化 (Conglomerate diversification)多元化的过程(Process of diversification)1. 并购和重组战略(Acquisition and restructuring strategies)2. 国际战略(International strategies)业务层战略(Business-Level Strategy)1. 成本领先战略 (Cost leadership strategy)2. 差异化战略 (Differentiation strategy)(图)第四步：战略实施(Step Four: Strategy Imple

15、mentation)战略实施 (Strategy implementation)战略领导 (Strategic leadership)组织控制 (Organizational controls)组织结构 (Organizational structures)合作策略 (Cooperative strategies)全球战略 (Global strategies)人力资源策略 (Human resource strategies)企业创业与创新 (Corporate entrepreneurship and innovation)(图)步骤五：战略结果(Step Five: Strategic Out