管理学课件第8章战略管理(StrategicManagement)

8–1StrategicManagement（战略管理）•Whatmanagersdotodeveloptheorganization’sstrategies.Strategies（战略）•Thedecisionsandactionsthatdeterminethelong-runperformanceofanorganization.8–2StrategicManagement(cont’d)•BusinessModelIsastrategicdesignforhowacompanyintendstoprofitfromitsstrategies,workprocesses,andworkactivities.Focusesontwothings:Whethercustomerswillvaluewhatthecompanyisproviding.Whetherthecompanycanmakeanymoneydoingthat.8–3WhyisStrategicManagementImportant1.Itresultsinhigherorganizationalperformance.2.Itrequiresthatmanagersexamineandadapttobusinessenvironmentchanges.3.Itcoordinatesdiverseorganizationalunits,helpingthemfocusonorganizationalgoals.4.Itisverymuchinvolvedinthemanagerialdecision-makingprocess.8–4Exhibit8–1TheStrategicManagementProcess（战略管理过程）8–5战略管理过程©PrenticeHall,2002确定组织当前的使命、目标和战略分析环境识别机会和威胁分析组织的资源和能力识别优势和劣势构造战略实施战略评估结果ＳＷＯＴ分析１２３４５６７８确定组织当前的使命、目标和战略分析环境识别机会和威胁分析组织的资源和能力识别优势和劣势构造战略实施战略评估结果ＳＷＯＴ分析１２３４５６７８8–6StrategicManagementProcess（战略管理过程）•Step1:Identifyingtheorganization’scurrentmission,goals,andstrategies（确定组织当前的使命、目标和战略）Mission:thefirm’sreasonforbeingThescopeofitsproductsandservicesGoals:thefoundationforfurtherplanningMeasurableperformancetargets•Step2:Doinganexternalanalysis（外部分析）TheenvironmentalscanningofspecificandgeneralenvironmentsFocusesonidentifyingopportunitiesandthreats8–7Exhibit8–2ComponentsofaMissionStatement（使命陈述构成要素）Source:BasedonF.David,StrategicManagement,11ed.(UpperSaddleRiver,NJ:PrenticeHall,2007),p.70.8–8战略目标、宗旨与任务陈述1.用户：公司的用户是谁？(比如SANYI公司的停车设备、远大的整体浴室？---是决定市场战略的基础)2.产品或服务：公司的主要产品或服务项目是什么？3.市场：公司在哪些地域竞争？4.技术：公司的技术是否是最新的？5.对生存、增长、盈利的关切：公司是否努力实现业务的增长和良好财务状况？6.观念：公司的基本信念、价值观、志向和道德倾向是什么？7.自我认知：公司最独特的能力或最主要的竞争优势是什么？8.对公司形象的关切：公司是否对社会、社区和环境负责？9.对员工的关心：公司是否视员工为宝贵的资产？8–9StrategicManagementProcess(cont’d)•Step3:Doinganinternalanalysis（内部分析）Assessingorganizationalresources,capabilities,andactivities:Strengthscreatevalueforthecustomerandstrengthenthecompetitivepositionofthefirm.Weaknessescanplacethefirmatacompetitivedisadvantage.Analyzingfinancialandphysicalassetsisfairlyeasy,butassessingintangibleassets(employee’sskills,culture,corporatereputation,andsoforth)isn’taseasy.•Steps2and3combinedarecalledaSWOTanalysis.(Strengths,Weaknesses,Opportunities,andThreats)8–10企业内部条件企业外部条件优势⒈技术先进⒉质量管理好⒊职工素质高⒋管理基础工作好机会⒈有出口可能⒉原材料价格下降劣势⒈资金不足⒉设备老化⒊企业规模小威胁⒈竞争和对手增多⒉信贷紧缩SWOT分析表8–11Exhibit8–3CorporateRankings(partiallists)Sources:“America’sMostAdmiredCompanies,”Fortune,February22,2006,p.65;“The100BestCompaniestoWorkFor,”Fortune,January11,2006,p.89;R.Alsop,“RankingCorporateReputations,”WallStreetJournal,December6,2005,p.B1;and“The100TopBrands,”BusinessWeek,August1,2005,p.90.Interbrand/BusinessWeek100TopGlobalBrands(2011)1.Coca-Cola（US$71.9billion）2.IBM(US$69.9billion)3.Microsoft(US$59.1billion),HarrisInteractive/WallStreetJournalNationalCorporateReputation(2005)1.Johnson&Johnson2.Coca-Cola3.Google4.UnitedParcelService5.3MCompanyHayGroup/FortuneAmerica’sMostAdmiredCompanies(2006)GreatPlacetoWorkInstitute/Fortune100BestCompaniestoWorkFor(2006)1.GeneralElectric2.FedEx3.SouthwestAirlines4.Procter&Gamble5.Starbucks1.Genentech2.Wegman’sFoodMarkets3.ValeroEnergy4.GriffinHospital5.W.L.Gore&Associates8–12StrategicManagementProcess(cont’d)•Step4:Formulatingstrategies（构造战略）DevelopandevaluatestrategicalternativesSelectappropriatestrategiesforalllevelsintheorganizationthatproviderelativeadvantageovercompetitorsMatchorganizationalstrengthstoenvironmentalopportunitiesCorrectweaknessesandguardagainstthreats8–13内部劣势内部优势由稳定型向发展型发展型战略紧缩型战略多元化战略SWOT战略选择图威胁机会ⅠⅡⅢⅣ8–14StrategicManagementProcess(cont’d)•Step5:Implementingstrategies（实施战略）Implementation:effectivelyfittingorganizationalstructureandactivitiestotheenvironment.Theenvironmentdictatesthechosenstrategy;effectivestrategyimplementationrequiresanorganizationalstructurematchedtoitsrequirements.•Step6:Evaluatingresults（评估结果）Howeffectivehavestrategiesbeen?Whatadjustments,ifany,arenecessary?8–15TypesofOrganizationalStrategies•CorporateStrategies（公司战略）Topmanagement’soverallplanfortheentireorganizationanditsstrategicbusinessunits•TypesofCorporateStrategies（公司战略类型）Growth:expansionintonewproductsandmarketsStability:maintenanceofthestatusquoRenewal:redirectionofthefirmintonewmarkets8–16Exhibit8–4LevelsofOrganizationalStrategy8–17CorporateStrategies•GrowthStrategy（增长战略）Seekingtoincreasetheorganization’sbusinessbyexpansionintonewproductsandmarkets.•TypesofGrowthStrategies（增长战略的类型）Concentration（集中化）Verticalintegration（垂直一体化）Horizontalintegration(水平一体化)Diversification(多元化)8–18GrowthStrategies•Concentration（集中方式-密集性增长战略）Focusingonaprimarylineofbusinessandincreasingthenumberofproductsofferedormarketsserved.8–19密集化增长战略——是在一个特定市场的全部需求购买潜力尚未到达极限时所存在的市场机会。密集化增长可以通过三种途径实现a.市场渗透——通过采取更加积极有效、更富进取精神的市场营销措施，努力在现有市场上扩大现有产品的销售量，从而实现企业业务的增长。b.市场开发——通过努力开拓新市场来扩大现有产品销售量，从而实现企业业务的增长。c.产品开发——通过向现有市场提供多种改型变异产品，满足不同顾客需求，从而扩大销售，实现企业业务的增长。8–20密集化增长战略现有市场新市场1.市场渗透战略2.产品开发战略3.市场开发战略4.多样化战略现有产品新产品图5三种密集型成长战略：安索夫的产品/市场扩展方格图8–21一体化增长战略•VerticalIntegration（纵向一体化）Backwardverticalintegrat