外国企业发展战略书

1MANAGEMENT:AGLOBALPERSPECTIVEWeihrichandKoontzChapter5.Strategies,Policies,andPlanningPremises21.Thedefinitionofstrategy;2.Thestrategicplanningprocess.3.TheTOWSMatrix★★★★4.Thebusinessportfoliomatrix★★★5.Thehierarchyofstrategies;★6.Theindustrialanalysis7.Porter'sgenericstrategies;★★8.Delphitechnique;Chapterobjectives31.DefinitionStrategyisthedeterminationofthemissionandthebasiclong-termobjectivesofanenterprise,followedbytheadoptionofcoursesofactionandallocationofresourcesnecessarytoachievetheseaims.Policiesaregeneralstatementsorunderstandingsthatguidemanagers'thinkingindecisionmaking.4UnderstandingofstrategyWherearewe?Wheredoyouwanttogo?Howcanwegetthere?5Casestudy1.WhatisthemajorbusinessofSamsung?2.WhatisthemainproblemofmostKoreanconglomerates?3.WhatisthebasicvalueofSamsung?4.Accordingtothebasicvalueanditsphilosophy,whichareemphasizedinSamsung?5.Whatcanwelearnfromthecase?★62.TheStrategicPlanningProcess7TheStrategicPlanningProcess1.Inputstotheorganization2.Industryanalysis3.Enterpriseprofile4.Developmentofalternativestrategies5.Evaluationandchoiceofstrategies6.Medium-andshort-rangeplanning7.Implementationthroughreengineering,staffing,leadership,andcontrol8.Consistencytestingandcontingencyplanning;82-1InputstotheorganizationPeople;Capital;Managementskills;Technicalskills;……Goalsofstakeholders;Employees;Consumers;Suppliers;Stockholders;Governments;Community;92-2Industryanalysis★Competitionwithinanindustry;Thepossibilityofnewfirms;Theavailabilityofsubstitute;Thebargainingpositionsofsuppliers;Thebargainingpositionsofbuyers102-3EnterpriseprofileMissionsorpurpose;Orientation,values,andvisionsofexecutives;Strategicintent;11ExternalenvironmentEconomicfactors;Socialfactors;Politicalfactors;Legalfactors;Demographicfactors;Technologicalfactors;Ecologicalfactors;12InternalenvironmentWeshouldanalyzethestrengthsandweaknessesofeachdepartment;Humanresources;Financialresources;Thecompanyimage;Organizationstructure;Organizationclimate;Planningandcontrolsystem;Publicrelations;132-4DevelopalternativesSpecializationorconcentration;Diversification;Internationalexpansion;Liquidationstrategy;Retrenchmentstrategy;14Casestudy---AlternativesofTunHeToestablishsubsidiaries;toformjointventureswithfamouscompanyinsoftdrinkToacquirealistedcompanyandcontrolitsmanagementandoperation?152-5EvaluationandchoiceofstrategyRisks;Timing;Thereactionofcompetitors;162-6/7ImplementationofstrategyStrategyshouldbetranslatedintomiddle-termorshort-termplans.Reengineeringtheorganization,staffing,andprovidingleadershipisrequiredinimplementationofthestrategy;173.theTOWSMatrix★★★★WhatistherelationshipbetweentheSWOTMatrixandtheTOWSMatrix?WhatisthemajorfunctionoftheTOWSMatrix?WhatdoesTOWSstandfor?HowmanyalternativestrategiesaccordingtotheTOWSMatrix?Elaborateeachalternativestrategyandillustrate18DefinitionoftheTOWSMatrixTheTOWSMatrixisaconceptualframeworkforasystematicanalysisTheTOWSfacilitatesmatchingtheexternalthreatsandopportunitieswiththeinternalweaknessesandstrengthsoftheorganization.19TOWSMatrix204AlternativeStrategies★★SOstrategy:Maxi–MaxiWOstrategy:Mini–MaxiSTstrategy:Maxi–MiniWTstrategy:Mini–Mini21烟台啤酒2003年结论—竞争关键因素：n销售模式n品牌与产品n人优势劣势²深度分销模式²纯生、黑生生产技术²烟台地区的品牌忠诚²系统的营销管理能力²区域化地名品牌²大的城市市场的销售营销经验少²资本扩张潜力小机会²啤酒消费的时尚性带来的个性化；²流通领域变革²中高档份额扩大²胶东地区是大集团的战略空白点²完善深度分销，保证烟台市场，提供资金流²加强品牌管理，利用地域情节巩固品牌忠诚²利用纯生、黑生扩大市场区域增加中高份额²创新销售模式，适应流通变革，进入城市市场；²创新时尚性中高档品牌进入中高端市场、个性市场威胁²啤酒产业集中带来的高竞争；²青岛啤酒的进入²行业竞争将从对生产转为对市场/人力资源的竞争²在烟威地区构建网络/品牌优势求得生存²营销管理机制的完善保证市场资源和人力资源²在区外利用周期性差异化产品/品牌创新求得发展22ThebodyshopStrengths…Weaknesses…Opportunities…SOstrategy…WOstrategy…Threats…STstrategy…WTstrategy…234.BusinessPortfolioMatrix★★24BusinessPortfolioMatrixTwodimensions;Fourquadrants;Howcanwedealwithdifferentbusiness?Howaboutthecashflowineachquadrant;Whatistheapplicationofthematrix?Commentsonthematrix25BusinessPortfolioMatrixTwodimensionsRelativecompetitiveposition(marketshare)BusinessgrowthrateFourpositionsQuestionmarksStarsCashcowsDogs265.HierarchyofCompanyStrategiesThecorporate-levelstrategy.Executivescrafttheoverallstrategyforadiversifiedcompany.Businessstrategiesaredevelopedusuallybythegeneralmanagerofabusinessunit.Functionalstrategies.Theaimistosupportthebusinessandcorporatestrategies.276.FiveForcesinIndustryAnalysisThecompetitionamongcompaniesThethreatofnewcompaniesenteringthemarketThepossibilityofusingsubstituteproductsorservicesThebargainingpowerofsuppliersThebargainingpowerofthebuyersorcustomers287.Porter’sGenericStrategies★★OverallCostLeadershipStrategyDifferentiationStrategyFocusedStrategy(lowcostordifferentiation)29HowcanwemakeoverallcostleadershipstrategyTransferplantsfromhigherlaborcostcountriestolowerlaborcostcountriesTosimplifythepackageTosimplifythefunctionsofproductsSacrificethequalityofproductsorservicesToreducethemarketingexpensesTolookforrawmaterialswithlowpriceToutilizethelatesttechnologiesToexpandtheproductionscale308.DelphiTechnique★ThebackgroundofDelphiTechniqueTheprocessofDelphiTe