Strategic Management(战略管理-中英文)

LeadershipinEnterpriseforAsianDevelopment亚洲发展中的企业领导LeonardD.VanDrunenJune2008StrategicManagement战略管理WhatIsStrategicManagement?什么是战略管理Theprocesscompaniesuseto:企业用于达到目标的过程Formavision–viewofhowthecurrentfirmwilllookinthefuture形成愿景—当前企业如何展望未来Analyzetheirexternalenvironmentandtheirinternalenvironment分析企业的内外部环境Selectoneormorestrategiestocreatevaluefortheirstakeholders选择一种或多种战略为股东创造价值StrategicManagementProcess战略管理过程Vision愿景Leadership领导Environments:环境•Internal内部•External外部Rivalry:竞争•Businesslevelstrategies经营层次战略•Multiproductstrategies产品多元化战略•Mergers&acquisitions并购Marketentry:市场进入•Acrossborders跨国•Alliances联盟•Entrepreneurship创业Competingvia竞争方式…StrategicManagementProcess战略管理过程Vision愿景Leadership领导Environments:环境•Internal内部•External外部Rivalry:竞争•Businesslevelstrategies经营层次战略•Multiproductstrategies产品多元化战略•Mergers&acquisitions并购Marketentry:市场进入Acrossborders跨国Alliances联盟Entrepreneurship创业Competingvia竞争方式…StrategicLeadership战略领导–Developingavisionforthefirm–为企业制定愿景–Designingstrategicactionstoachievethisvision–设计战略行动来达成愿景–Empoweringotherstocarryoutthosestrategicactions赋能授权他人来执行战略行动StrategicleadershipactionsManageresourceportfolio管理资源档案夹Buildentrepreneurialculture建设企业文化Promoteintegrityandethics人格与伦理Effectivecontrols有效控制Establishvisionandmission建立目标与使命Developmanagementteam发展管理团队培养管理团队管理资源提升诚信与道德建立愿景与使命StrategicManagementProcess战略管理过程Vision愿景Leadership领导Environments:环境•Internal内部•External外部Rivalry:竞争•Businesslevelstrategies经营层次战略•Multiproductstrategies产品多元化战略•Mergers&acquisitions并购Marketentry:市场进入•Acrossborders跨国•联盟•Entrepreneurship创业Competingvia竞争方式…Economic经济Technological技术CompetitorAnalysis分析竞争对手Rivalry竞争ExternalEnvironmentAnalysis外部环境分析Suppliers供应商PotentialEntrants潜在竞争对手SubstituteProducts替代产品Buyers客户GeneralEnvironment总体环境IndustryEnvironment工业环境Economic经济Technological技术ExternalEnvironmentAnalysis外部环境分析GeneralEnvironment大环境Porter’sFiveForces五力模型CompetitorAnalysis竞争者分析PotentialEntrants潜在对手Supp-liers供应商SubstProducts替代产品Buyers买方Rivalry对手IndustryEnvironment工业环境Porter’sFiveForces五力模型PotentialEntrantsCompetitorAnalysis竞争者分系PotentialEntrants潜在对手Supp-liers供货商SubstProducts替代品Buyers买方Rivalry竞争IndustryEnvironment产业环境Barrierstoentry:进入壁垒•Economiesofscale•规模经济•Capitalrequirements•资本要求•Switchingcosts•转换成本•Differentiation差异化•Accesstodistribution经销渠道•Governmentpolicy•政府政策PotentialEntrantsCompetitorAnalysis分析竞争对手PotentialEntrants潜在对手Supp-liers供应商SubstProducts替代品Buyers买方Rivalry竞争IndustryEnvironment工业环境Rivalryincreasesdueto:竞争增加是因为•Degreeofdifferentiation差异化程度•Switchingcosts•转换成本•Numerousorequallybalancedcompetitors•竞争者多或竞争者力量相当•Slowindustrygrowth•产业增长慢•Highstrategicstakes•战略风险高•Highfixedcostsorhighstoragecosts固定成本高或仓储成本高•Highexitbarriers退出壁垒高Porter’sFiveForces五力模型Economic经济Technological技术CompetitorAnalysisRivalry竞争ExternalEnvironmentAnalysisSuppliersPotentialEntrants潜在对手SubstituteProducts替代品Buyers客户GeneralEnvironment大环境IndustryEnvironment产业环境StrategicManagementProcess战略管理过程Vision愿景Leadership领导Environments:环境•Internal内部•External外部Rivalry:竞争•Businesslevelstrategies经营层次战略•Multiproductstrategies产品多元化战略•Mergers&acquisitions并购Marketentry:市场进入•Acrossborders跨国•联盟•Entrepreneurship创业Competingvia竞争方式…Resources资源Tangibleandintangible有形与无形ResourcesusedforcompetitiveadvantageCapabilities能力Whatthefirmcandowithitsresources企业处理自己资源的能力CoreCompetencies核心竞争力Capabilitiesthefirmisespeciallygoodat企业强项Competitiveadvantages竞争优势Corecompetenciesthatare:核心竞争力1)Valuable有价值2)Rare稀有3)Difficulttoimitate难以仿制4)Nonsubstitutable不可替代ValueChain价值链RawmaterialsInventory原材料账目Operations运作Finishedgoods成品Marketing市场Distribution推广Customer客户Service服务Research&development研发Purchasing采购Accounting会计Humanresources人力资源Supportactivities辅助任务Primaryactivities基本任务Valuechainanalysishelpsfirmsunderstandhowactivitiescontributetocreatingvalueforcustomersandwhatcostsareincurredtocompleteeachactivity.价值链分析帮助企业理解如何为顾客创造价值，以及完成某项任务的成本。Outsourcing外包Potentialproblemswithoutsourcing:外包可能产生的问题Joblossesforthefirm’scommunities.企业岗位减少Hardtoreverseoutsourcingdecisions.外包决策难以收回Benefitsofoutsourcing:外包益处Samequalityorbetteratalowercost.同等或较好的品质，但成本较低。Higherqualitybecauseofsupplierspecialization.供货商专业，品质较好。Economiesofscalethatthespecializationproduces.专业化产生的经济比Increasedflexibility,reducedrisks,decreasedcapitalrequirements.机动性增加，风险降低，资本需求降低Allowsthefirmtofocusonitscorecompetencies.发展核心竞争力Usinganexternalsuppliertoprovidepartofthevaluechain利用外埠供货商来达成部分价值链StrategicManagementProcess战略管理过程Vision愿景Leadership领导Environments:环境•Internal内部•External外部Rivalry:竞争•Businesslevelstrategies经营层次战略•Multiproductstrategies产品多元化战略•Mergers&acquisitions并购Marketentry:市场进入•Acrossborders跨国•联盟•Entrepreneurship创业Competingvia竞争方式…FiveBusinessLevelStrategies五种经营层次战略CostLeadership成本领先Differentiation差异化FocusCostLeadership焦点成本领先FocusedDifferentiation集中差异化IntegratedCostLeadership/Differentiation综合成本领先/差异化CompetitiveAdvantage竞争优势Cost成本Uniqueness独特点CompetitiveScope竞争范围BroadTarget大目标NarrowTarget小目标Anactionplanthatdescribeshowafirmwillcompeteinitschosenindustryormarketsegment企业在选择的工业与市场面如何竞争的行动计划Examples例子StrategicManagementProcess战略管理过程Vision愿景Leadership领导En