企业战略管理_第6章

Copyright2007PrenticeHallCh6-1Chapter6StrategyAnalysis&ChoiceStrategicManagement:Concepts&Cases11thEditionFredDavidCopyright2007PrenticeHallCh6-2ChapterOutlineTheNatureofStrategy&ChoiceAComprehensiveStrategy-FormulationFrameworkTheInputStageCopyright2007PrenticeHallCh6-3ChapterOutline(cont’d)TheMatchingStageTheDecisionStageCulturalAspectsofStrategyChoiceCopyright2007PrenticeHallCh6-4ChapterOutline(cont’d)ThePoliticsofStrategyChoiceGovernanceIssuesCopyright2007PrenticeHallCh6-5Toacquireornottoacquire,thatisthequestion–RobertJ.TerryStrategyAnalysis&ChoiceLifeisfulloflousyoptions–GeneralP.X.KelleyCopyright2007PrenticeHallCh6-6--Establishinglong-termobjectives--Generatingalternativestrategies--Selectingstrategiestopursue--Bestalternative-achievemission&objectivesNatureofStrategyAnalysis&ChoiceStrategyAnalysis&ChoiceCopyright2007PrenticeHallCh6-7VisionMissionObjectivesExternalauditInternalauditPastsuccessfulstrategiesStrategyAnalysis&ChoiceAlternativeStrategiesDeriveFrom--Copyright2007PrenticeHallCh6-8StrategyAnalysis&ChoiceGeneratingAlternatives--ParticipationingeneratingalternativestrategiesshouldbeasbroadaspossibleCopyright2007PrenticeHallCh6-9ComprehensiveStrategy-FormulationFrameworkStage1:TheInputStageStage2:TheMatchingStageStage3:TheDecisionStageCopyright2007PrenticeHallCh6-10Strategy-FormulationAnalyticalFrameworkInternalFactorEvaluationMatrix(IFE)ExternalFactorEvaluationMatrix(EFE)CompetitiveProfileMatrix(CPM)Stage1:TheInputStageCopyright2007PrenticeHallCh6-11Stage1:TheInputStageBasicinputinformationforthematching&decisionstagematricesRequiresstrategiststoquantifysubjectivityearlyintheprocessGoodintuitivejudgmentalwaysneededCopyright2007PrenticeHallCh6-12Strategy-FormulationAnalyticalFrameworkSWOTMatrixSPACEMatrixBCGMatrixIEMatrixGrandStrategyMatrixStage2:TheMatchingStageCopyright2007PrenticeHallCh6-13Stage2:TheMatchingStageMatchbetweenorganization’sinternalresources&skillsandtheopportunities&riskscreatedbyitsexternalfactorsCopyright2007PrenticeHallCh6-14Stage2:TheMatchingStageStrengthsWeaknessesOpportunitiesThreatsSWOTMatrixCopyright2007PrenticeHallCh6-15SWOTMatrixStrengths-Opportunities(SO)Weaknesses-Opportunities(WO)Strengths-Threats(ST)Weaknesses-Threats(WT)FourTypesofStrategiesCopyright2007PrenticeHallCh6-16SOStrategiesUseafirm’sinternalstrengthstotakeadvantageofexternalopportunitiesSOStrategiesStrengthsWeaknessesOpportunitiesThreatsSWOTCopyright2007PrenticeHallCh6-17WOStrategiesImprovinginternalweaknessesbytakingadvantageofexternalopportunitiesWOStrategiesStrengthsWeaknessesOpportunitiesThreatsSWOTCopyright2007PrenticeHallCh6-18STStrategiesUseafirm’sstrengthstoavoidorreducetheimpactofexternalthreatsSTStrategiesStrengthsWeaknessesOpportunitiesThreatsSWOTCopyright2007PrenticeHallCh6-19WTStrategiesDefensivetacticsaimedatreducinginternalweaknesses&avoidingenvironmentalthreatsWTStrategiesStrengthsWeaknessesOpportunitiesThreatsSWOTCopyright2007PrenticeHallCh6-20SWOTMatrixDevelopingtheSWOTListfirm’skeyinternalStrengthsListfirm’skeyinternalWeaknessesListfirm’skeyexternalOpportunitiesListfirm’skeyexternalThreatsCopyright2007PrenticeHallCh6-21SWOTMatrixLeaveBlankStrengths–SListStrengthsWeaknesses–WListWeaknessesOpportunities–OListOpportunitiesSOStrategiesUsestrengthstotakeadvantageofopportunitiesWOStrategiesOvercomingweaknessesbytakingadvantageofopportunitiesThreats–TListThreatsSTStrategiesUsestrengthstoavoidthreatsWTStrategiesMinimizeweaknessesandavoidthreatsCopyright2007PrenticeHallCh6-22Developanewemployeebenefitspackage=Strongunionactivity(threat)+Pooremployeemorale(weakness)Developnewproductsforolderadults=Decreasingnumbersofyoungadults(threat)+StrongR&D(strength)Pursuehorizontalintegrationbybuyingcompetitor'sfacilities=Exitoftwomajorforeigncompetitorsfromtheindustry(opportunity)+Insufficientcapacity(weakness)AcquireCellfone,Inc.=20%annualgrowthinthecellphoneindustry(opportunity)+Excessworkingcapacity(strength)KeyInternalFactorKeyExternalFactorResultantStrategyMatchingKeyFactorstoFormulateAlternativeStrategiesCopyright2007PrenticeHallCh6-23LimitationswithSWOTMatrixDoesnotshowhowtoachieveacompetitiveadvantageProvidesastaticassessmentintimeMayleadthefirmtooveremphasizeasingleinternalorexternalfactorinformulatingstrategiesCopyright2007PrenticeHallCh6-24Strategy-FormulationAnalyticalFrameworkSWOTMatrixSPACEMatrixBCGMatrixIEMatrixGrandStrategyMatrixStage2:TheMatchingStageCopyright2007PrenticeHallCh6-25SPACEMatrixStrategicPosition&ActionEvaluationMatrixAggressiveConservativeDefensiveCompetitiveCopyright2007PrenticeHallCh6-26SPACEMatrixTwoInternalDimensionsFinancialStrength(FS)CompetitiveAdvantage(CA)Copyright2007PrenticeHallCh6-27SPACEMatrixTwoExternalDimensionsEnvironmentalStability(ES)IndustryStrength(IS)Copyright2007PrenticeHallCh6-28SPACEFactorsEnvironmentalStability(ES)TechnologicalchangesRateofinflationDemandvariabilityPricerangeofcompetingproductsBarrierstoentryCompetitivepressurePriceelasticityofdemandEaseofexitfrommarketRiskinvolvedinbusinessFinancialStrength(FS)Retu