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Ifamantakesnothoughtaboutwhatisdistant,hewillfindsorrownearathand.Hewhowillnotworryaboutwhatisfaroffwillsoonfindsomethingworsethanworry.——ConfuciusSTRATEGICMANAGEMENT:ConceptsandCases1.Describethestrategicmanagementprocess.2.Explaintheneedforintegratinganalysisandintuitioninstrategicmanagement.3.Defineandgiveexamplesofkeytermsinstrategicmanagement.4.Describethebenefitsofgoodstrategicmanagement.DefiningStrategicManagement“theartandscienceofformulating,implementing,andeva-luatingcross-functionaldecisionsthatenableanorganiza-tiontoachieveitsobjectives”Whatisstrategy?(theoreticalreviewofdefinitionofstrategy)Chandler(1962):strategyisthedeterminationofthebasiclong-termgoalsofanenterprise,theadoptionofcoursesofactionandtheallocationofresourcesnecessaryforcarryingoutthesegoals.Mintzberg(1979):Strategyisamediatingforcebetweentheorganizationanditsenvironment:consistentpatternsinstre-amsoforganizationaldecisionstodealwiththeenvironment.Quinn(1980):astrategyisthepatternorplanthatintegrateanorganization’smajorgoals,policies,andactionsequenceintoacohesivewholePrahalad(1993):strategyismorethanjustfitandallocationofresources.Itisstretchandleveragingofresources.Teece(1994):theessenceofstrategyisthesearchforrents.Strategic,managementisorcanandshouldbethestudyofrent-seekingbytheenterprise.明茨伯格(Mintzberg)的整合观:战略是计划plan;战略是计谋ploy;战略是模式pattern;战略是定位position;战略是观念perspective;Strategiesarethemeansbywhichlong-termobjectiveswillbeachieved.example:table1-1Howtomakeapreciseandinspiringcorporatestrategicstatementforaparticularcompany?发展目标雅戈尔的目标是“创国际品牌,铸百年企业”,目前雅戈尔的主导产品衬衫、西服已连续多年稳居全国市场综合占有率榜首,产品系列不断丰富,各板块的发展齐头并进。未来几年里,雅戈尔将着手做好以下工作:1.加快产业结构调整,形成以纺织服装、房产、国际贸易为核心多元发展的格局,强化核心竞争力。2.调整品牌战略,使之与国际、国内市场的需求相适应。发展雅戈尔系列,开发新的品牌系列,逐步形成一个定位准确、产品细化、能够满足不同的消费群体需要的品牌系列。3.调整、提升国内的营销网点,加强窗口商场和大型专卖店的布局、建设和管理。4.利用信息技术强化物流、资金流、信息流的管理,增强企业对市场的应变能力。5.加强国际交流与合作。积极寻求与国际知名服装企业的合作交流,推进品牌国际化进程。某公司的战略陈述:充分利用国内外畜禽业和农业蓬勃发展的外部机会,依托公司多年以来在兽农药生产领域所形成的技术和市场优势,以产品经营夯实产业基础,以资本经营扩张产业规模,积极拓展海内外市场,将公司建设成为国内规模最大、实力最强的高科技兽药生产企业和国内一流的农药生产基地。企业战略的现实表述要素:1.时间:从****年---****年;2.途径:业务定位和组合;3.企业愿景或使命;4.目标(长期目标:领导任期):①定性:含有强烈的价值观(产业报国、民族振兴等)和企业成长意识的非财务指标②定量:市场占有率、产值、销售额、利润等财务指标Dimensionsofcorporatestrategicstatement:1.Horizontal(atleastfiveyears);2.Approach:businesspositioningandbusinessportfolio;3.Businessvisionandmission;4.Long-termobjectives:4.1Qualitativemeasurements4.2Quantitativemeasurements?Question:what’stherelationshipbetweenstrategyandplan?战略(形神兼备)强调愿景、价值观;注重从未来看现在(managingtherealitiesbasedonlookingintothefuture;inside-out)计划(有形无神)强调目标和步骤;注重从现在看未来(thinkingthefuturebasedoncurrentsituations;outside-in)战略计划关注点竞争规则目前状态制定过程高中低管理层之间的关系同心理状态对待风险的态度同反映内容组织利益最大化利益折中推动力经营理念和战略意图资源战略计划(规划)存在状态后天(排除“愿景驱动型”企业)先天核心要素愿景目标分析路径昨天今天未来昨天今天未来视野向外向内究竟用哪个名词?战略经营战略规划计划发展战略•战略管理是否是管理规范的大型企业的专利?•中小企业存在战略管理吗?1•largerandwell-establishedfirmsandSMEs;•Thinkglobally,dolocally.2Thekindofstrategy(level)Corporate-levelstrategyFunctional-levelstrategyCompetitive-levelstrategy•Corporate-levelstrategyCompetitive-levelstrategyFunctional-levelstrategy现实中有些企业,对企业战略趋之若骛,喜欢在一些名词后面加上“战略”二字,如人才战略、广告战略、营销战略,等等。如何冷静地看待这些热点现象?企业是否都同时具备这三种战略呢?如果具备,需要哪些条件?如果不具备,那是怎样的表现形式?原因何在?ProcessviewofStrategicManagementStrategicformulationincludesdevelopingavisionandmission;SWOT;establishinglong-termobjectives;generatingalternativestrategies;choosingparticularstrategiestopursueThedifferenceswithstrategicformationStrategicimplementationincludesorganizationaldesignandresourcesallocationCharacteristic:integration;themostdifficultstageStrategicevaluation:reviewing,measuring,correctingThreefundamentalactivities:corporate,divisionorstra-tegicbusinessunit,functionalstrategicformulationstrategicimplementationstrategicevaluationThestrategicprocessisdynamicandcontinuousComplexityinpracticeSomefactorsaffectingthismodel’sformality:Scaleandhistory;Environment;Businessscope.Case:IntelSLRP:StrategicLong-rangePlanning,(1987)Thestrategicmanagementprocessisnotcleanlydividedandneatlyperformedinpracticeasthestrategicmanagementmodelsuggests.Applicationofthestrategicmanagementprocessistypicallymoreformalinlargerandwell-establishedorganizations.TodealwithconditionofuncertaintyEnvironmentaluncertainty:dynamic,complex,unpredictableMintzberg&Waters(1985):Typesofstrategy:planned,entrepreneurial,ideological,umbrella,process,unconnected,consensus,imposedThefundamentaldifferencebetweendeliberateandemergentstrategyistheformerfocusesondirectionandcontrol—getdesiredthingsdone–thelatteropensupthisprocessNotionof“strategiclearning”.Strategyformationwalksontwofeet.Thatistosay,strategicformulationisbasedonintegratingintuitionandanalysis.Question:IntuitionInspirationImagination撞大运(serendipity)与战略偶然性和必然性材料1:20世纪60年代,3M公司正在生产和销售用作空调冷却液的碳氟化合物。有一次,一位研究人员一不小心把这种把这种化合物弄脏了鞋子,后来她又将咖啡洒到鞋子上,令她吃惊的是咖啡在鞋面上形成小水珠后滑了下去,没有像往常那样玷污鞋面。由此她想到,碳氟化合物可能有助于保护织物不受玷污,这就是ScotchGuard的来历,这个产品曾经成为3M公司最赚钱的产品,并把3M公司带入织物保护行业。材料2:1959年,一批本田公司的经理来到美国洛杉矶,其目标是销售排气量为250cc和350cc的摩托车,而不是风靡日本的50cc摩托车,因为他们认为美国市场的产品普遍比日本市场的体型更大、更加豪华。但是,最终的事实是美国市场更加青睐50cc摩托车。材料3
本文标题:战略管理起源
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