值得借鉴：《战略管理》(1)

战略管理StrategicManagement公共管理学院城市管理系2003年9月第三讲战略匹配StrategicMatchI.内外条件的分类ClassificationofInternalandExternalConditionsII.优势Strengths:竞争优势competitiveadvantage+stableandhealthyinternalatmosphere（稳定、健康的条件）.III.弱势Weaknesses:竞争弱势competitivedisadvantages+anunstableandunhealthyinternalatmosphere（不稳定的内部条件）一、优势和弱势StrengthsandWeaknesses1.优势Strengths(1)核心竞争力Distinctivecompetency(leverage):productdesign,lowcost,highefficiency,leadershipinproductinnovation,abilitytoinfluencelegislation,controlofcostandother,massiveavailabilityofcapital,CRM-customerrelationsmanagement.Examples:Toyota—quality;Benz—image,IBM—service;CocaCola—internationalbrandrecognition;HP—innovation;AT&T—technologicalexpertise.开发Developingadistinctivecompetency利用Exploitingdistinctivecompetency保护Protectingdistinctivecompetency1.优势Strengths(2)稳定器stabilizers:maintenancestrengthFairwagesandsalaries;goodworkingconditions;efficientemployeehiringpractices,promotionfromwithin,aclearsenseofmission,efficientworkflow,availabilityofexecutivetrainingprogram,effectivesuperior-subordinatecommunication.组织正常运作的必要条件。2.弱势Weaknesses(1)下沉者Sinkers关键点出现大问题，灾难来临。largeholeintheshipstructureShoddyworkmanshipordefectivemerchandise;poorcustomerservice;badlocation;disloyalemployees,lackofproductinnovation,poorcreditline;lackofleadershipandmanagerialskillsatthecorporatelevel.(2)动荡者Destabilizers保证顺利航行内部权责不清Lackofclearjobdescriptions,widespanofsupervision,deviationfromthecompany’spolicyofpromotionfromwithin;poorworkingcondition;inadequateexecutivetrainingprogram.3、如何判断优势和弱势？1、历史的标准HistoricalCriterion特定条件下，将现在与过去的绩效进行比较。2、竞争的标准CompetitiveCriterion和第一名相比，处于何种地位。3、名义的标准NormativeCriterion“Howthingsoughttobe”insteadofwith“howthingsare”与最新的理论研究成果相比。二、机会和威胁OpportunitiesandThreats1.机会Opportunities市场增长等Growthofcustomer;exitofcompetitor;increasesofsuppliers,abundancesoflabor;fewgovernmentregulations,populationgrowth,culturalchanges,lowerinflation，favorabletechnologicalbreakthroughs,improvedpoliticalrelationsbetweenacountryandforeignnationwithlargemarket.2.威胁ThreatsDeclineinthesizeofthecustomerbase,entryofapowerfulcompetitorintotheindustry,decreaseinthenumberofsuppliers,increaseinthecostofrawmaterials,shortageoflabor,greatergovernmentregulations,adverseculturaltrends,higherinflationrates,recession,higherunemploymentrates,deteriorationinthepoliticalrelationsbetweentwocountries,andsoon….1.机会Opportunities(1)未来的机会FutureOpportunitiesEarlydetection(2)现在的机会CurrentOpportunities----渐进性evolvedopportunities;----突发性suddenopportunities;----潜在hiddenopportunities.2.威胁Threats(1)未来的威胁FutureThreats(2)现在的威胁CurrentThreats----渐进的evolvedthreats----突发的suddenthreats----潜在的hiddenthreats3.变威胁为机会Turningthreatstoopportunities决断力Earlyrecognition三、战略匹配StrategicMatch1.杠杆力Leverage----StrengthstoOpportunities----Strategicwindow(windowofopportunity）2.维持力Maintenance----StrengthstoThreats----maintainorprotecttheirmarketposition3.局限力Constraint--Weaknessestoopportunities----abiggovernmentbureaucracyvs.theprivatesector4.脆弱力Vulnerability----WeaknessestoThreatsSWOT分析波特M.E.Porter的5种力量分析SWOT分析提供了四种战略