第七章战略管理

第七章战略管理(StrategicManagement)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Sold32milliondigitalmusicplayersinayear(1persecond)Every$3spentonaniPodleadsto$1spentonaccessoriesIPADsalesexpectedtobemorethan$2billionperyear(图)战略管理的过程(TheStrategicManagementProcess)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StepOne:AnalyzeExternalandInternalEnvironmentStepTwo:StrategicIntentandMissionStepThree:StrategyFormulationStepFour:StrategyImplementationStepFive:StrategicOutcomes战略结果(StrategicOutcomes)预期的结果（Intendedresults）1.更高的利润（Higherprofit）2.更专注于产品和服务（Morefocusonproductsandservices）3.提高股票价格（Increasedstockprice）非预期的结果（Unintendedresults）1.较低的客户响应（Lowercustomerresponsiveness）2.成本较高（Highercost）3.生产率的提高（Improvedproductivity）第一步：分析外部和内部环境(StepOne:AnalyzeExternalandInternalEnvironment)SWOT分析法(SWOTAnalysis)优势(Strengths)劣势(Weaknesses)机遇(Opportunities)威胁(Threats)(图)外部分析(ExternalAnalysis)ExternalEnvironment构成要素Components1.Scanning2.Monitoring3.Forecasting4.Assessing适用范围Scope1.GeneralEnvironment2.TheIndustryEnvironment3.Strategicgroups4.Directcompetitors审视(Scanning)分析一般环境因素，可能有关于公司的未来Analysisofgeneralenvironmentalfactorsthatmayberelevanttothefirm’sfuture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Observingenvironmentalchangesonacontinuousbasistodeterminewhetheracleartrendisemerging预测(Forecasting)这家公司试图预测什么是未来可能发生的事Thefirmattemptstopredictwhatislikelytohappeninthefuture#评估(Assessing)Evaluationofenvironmentaldatareceivedtostudytheimplicationsforthefirm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(ScopeoftheExternalAnalysis)总体环境(TheGeneralEnvironment)1.人口趋势(Demographictrends)2.经济条件(Economicconditions)3.政治/法律效力(Political/legalforces)4.社会文化条件(Socioculturalconditions)5.技术变革(Technologicalchanges)6.全球化(Globalization)产业环境(TheIndustryEnvironment)1.新进入者的威胁(Thethreatofnewentrants)2.替代者的威胁(Thethreatofnewentrants)3.供应商(Suppliers)4.竞争者之中的强烈竞争(Intensityofrivalryamongcompetitors)(图)内部分析InternalAnalysis内部环境(InternalEnvironment)资源类型Resourcetypes1.有形的资源(Tangibleresources)2.无形资源(Intangibleresources)公司的能力FirmCapabilities1.功能(Functional)2.价值链(Value-chain)3.标杆学习(Benchmarking)内部环境(TheInternalEnvironment)资源类型(Resourcetypes)有形的资源(Tangibleresources)1.财务的(Financial)2.物质的(Physical)3.工人(Workers)无形资源(Intangibleresources)1.声誉(Reputation)2.技术(Technology)3.人力资本(Humancapital)分析公司的能力(AnalyzingtheFirm’sCapabilities)1.功能分析(FunctionalAnalysis)2.价值链分析(Value-chainanalysis)3.标杆学习(Benchmarking)功能分析(FunctionalAnalysis)1.企业管理(Corporatemanagement)2.信息管理(Informationmanagement)3.研究与开发(Researchanddevelopment)4.制造(Manufacturing)5.产品设计(Productdesign)6.营销(Marketing)7.销售和分销(Salesanddistribution)#(图)第二步：战略意图和任务(StepTwo:StrategicIntentandMission)意图：公司要如何使用(Intent:Howfirmwouldliketouse)1.资源(Resources)2.Capabilities3.核心能力(Corecompetencies)任务：确定该公司的外部重点(Mission:Determinethefirm’sexternalfocuson)1.产品(Products)2.市场(Markets)(图)第三步：战略规划(StepThree:StrategyFormulation)战略的规划StrategyFormulation公司层面(Corporatelevel)1.投资组合分析(Portfolioanalysis)2.多元化类型(Diversificationtype)3.多元化的过程(Diversificationprocess)业务单元层面(Business-unitLevel)1.成本领先(Costleadership)2.差异化战略(Differentiationstrategy)战略的规划(StrategyFormulation)公司层战略(Corporatelevelstrategy)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Portfolioanalysis-McKinsey-GeneralElectricPortfolioAnalysisMatrix-BostonConsultingGroup’sGrowth-ShareMix(图)麦肯锡-通用电气组合分析矩阵(McKinsey-GeneralElectricPortfolioAnalysisMatrix)(图)波士顿咨询集团的发展-波士顿矩阵(BostonConsultingGroup’sGrowth-ShareMix)多元化类型(TypesofDiversification)1.集中战略(Concentrationstrategy)2.纵向一体化战略(Verticalintegrationstrategy)3.同心多元化战略(Concentricdiversificationstrategy)4.集团多元化(Conglomeratediversification)多元化的过程(Processofdiversification)1.并购和重组战略(Acquisitionandrestructuringstrategies)2.国际战略(Internationalstrategies)业务层战略(Business-LevelStrategy)1.成本领先战略(Costleadershipstrategy)2.差异化战略(Differentiationstrategy)(图)第四步：战略实施(StepFour:StrategyImplementation)战略实施(Strategyimplementation)战略领导(Strategicleadership)组织控制(Organizationalcontrols)组织结构(Organizationalstructures)合作策略(Cooperativestrategies)全球战略(Globalstrategies)人力资源策略(Humanresourcestrategies)企业创业与创新(Corporateentrepreneurshipandinnovation)(图)步骤五：战略结果(StepFive:StrategicOutcomes)1.观测结果对股票持有者的期望2.满足多个支持者的要求，他们是受企业行为的影响。3.评估短期和长期结果1.Observedresultsvs.expectationsofstockowners2.Meetingdesiresofmultipleconstituencieswhoareaffectedbyfirm'sactions3.Assessingshort-termandlong-rangeresults