策略之定义

Instructor:Dr.YuhShy,ChuangChingYunUniversityInternationalBusinessDeptChapter6StrategicManagement2©2005PrenticeHallLearningObjectivesDefinestrategy策略之定義Explaintheroleofenvironmentalanalysisinstrategyformulation解釋環境分析在策略規劃的角色Explainthestrategicplanningprocess解釋策略規劃的過程Utilizestrategicplanningtools,suchastheproductlifecyclemodel,portfoliomatrix,andSWOTanalysis.利用策略規劃工具，如產品生命週期模型、組合矩陣及SWOT分析Afterstudyingthischapter,youshouldbeableto:3©2005PrenticeHallLearningObjectivesDescribestrategyimplementationtoolssuchastheSevenSModel.描述如SevenSModel的履行工具Describethedifferencesbetweenintendedandemergentstrategies.描述預期和突發策略的相異性Afterstudyingthischapter,youshouldbeableto:4©2005PrenticeHallCompetitiveAdvantageCompetitiveadvantage競爭性優點Theabilityofafirmtowinconsistentlyoverthelongterminacompetitivesituation.公司贏得長期競爭的能力Competitiveadvantageiscreatedthroughtheachievementoffivequalities由五大品質達成所形成的競爭性優點Non-substitutability不可代換性Appropriability專屬性Superiority優越性Inimitability不可模仿性Durability耐久性5©2005PrenticeHallFiveQualitiesthatLeadtoCompetitiveAdvantageSuperiority優越性Areyousignificantlybetterthanyourcompetitors?是否優於你的競爭者Atwhatthingsareyoubetter?贏在何處Superiority6©2005PrenticeHallInimitabilityFiveQualitiesthatLeadtoCompetitiveAdvantageInimitability不可模仿性Managersmustcreatebarriersthatmakeithardforotherstocopytheirsuperiorityadvantages管理者必須障礙來使他人不易複製其優越性的優點Culture文化Productdesign產品設計Marketingstrategy行銷策略Andothers其他項目Superiority7©2005PrenticeHallDurabilityFiveQualitiesthatLeadtoCompetitiveAdvantageDurability(longlasting)耐久性Legallyprotected法律保障Patents專利權Copyrights智慧財產權Brandnames品牌專利Well-established信譽保障Brandimage品牌形象Reputationforquality名聲的保證SuperiorityInimitability8©2005PrenticeHallFiveQualitiesthatLeadtoCompetitiveAdvantageNon-substitutability不可代換性Canthecustomer’sneedthatyoufulfillcanbemetbyalternativemeans?你所滿足的顧客需求有其他方法替代嗎Encyclopediasvs.informationavailabilityontheInternet百科全書vs.網路可取得的資訊Movietheaterentertainmentvs.concertbandentertainment電影院vs.管樂團SuperiorityInimitabilityDurabilityNon-substitutability9©2005PrenticeHallFiveQualitiesthatLeadtoCompetitiveAdvantageAppropriability不可代換性Canyouactuallycapturetheprofitsthatcanbemadeinthebusiness?你可以在工作中確實獲得利潤嗎Supernormalreturns超常的利潤Profitsthatareabovetheaverageforacomparablesetoffirms利潤會好過公司所給的平均值Primarilyafunctionofgreater-than-averagecost-pricemargins基本作用的平均比比成本價格限度高SuperiorityInimitabilityDurabilityNon-substitutabilityAppropriability10©2005PrenticeHallStrategicManagementProcess:SettingDirectionStrategicmanagementprocessisaplanningprocessinwhichmanagers管理者在策略管理過程中的計劃過程為下1.Settheorganization'sgeneraldirectionandobjectives設立組織的大方向及目標1.Formulateaspecificstrategy規劃一個具體策略1.Planandcarryoutthestrategy’simplementation計畫實行策略的履行1.Monitorresultsandmakenecessaryadjustments觀看結果並做出必要的改進11©2005PrenticeHallStrategicManagementProcessDeterminestrategicintentDefineorganizationalmissionAnalyzeenvironmentSetobjectivesDeterminerequirementsAssessresourcesDevelopactionplansImplementplansMonitoroutcomesStrategicPlanningFeedbackAdaptedfromExhibit6.1:StrategicManagementProcess12©2005PrenticeHallStrategicManagementProcess:SettingDirectionStrategicintent:whattheorganizationultimatelywantstobeanddo策略的目的：公司最後所要完成的事情Generalidentity,direction,andlevelofaspirationsoftheorganization主體、方向、及公司目的的之程度Akeyobjectiveistoinspire重要的目標有激勵的作用Shouldpaintageneralpictureofaspirationandengenderastrongemotionalresponseinjustafewwords繪出大致的目的藍圖及簡述說明來產生強烈情感回應StrategicIntent13©2005PrenticeHallStrategicManagementProcess:SettingDirectionMissionstatementarticulatesthefundamentalpurposeoftheorganization任務表達出了公司基本的目的Companyphilosophy公司哲學Companyidentity,orself-concept公司特性及自我觀點Principalproductsorservices主要產品及服務Customersandmarkets消費者與市場Geographicfocus地理上的焦點Obligationstoshareholders對股東的義務Commitmenttoemployees委任給員工Mission14©2005PrenticeHallMissionStatementfortheInternalRevenueServiceTheIRSmissionisto“provideAmerica’staxpayerstopqualityservicebyhelpingthemunderstandandmeettheirtaxresponsibilitiesandbyapplyingthetaxlawwithintegrityandfairnesstoall.”AdaptedfromExhibit6.2MissionStatementfortheInternalRevenueService15©2005PrenticeHallStrategicManagementProcess:SettingDirectionStrategicobjectivestranslatethestrategicintentandmissionofthefirmintoconcreteandmeasurablegoals策略目標說明了策略的意圖和將公司任務變成具體及重要之目的Facilitatesafirm'sabilitytoAllocateresourcesappropriately適當地分配資源Reachasharedunderstandingofpriorities達到對優先權共有的理解Delegateresponsibilities委託責任Holdpeopleaccountableforresults讓人們對結果有所了解StrategicObjectives16©2005PrenticeHallStrategicManagementProcess:SettingDirectionStrategicobjectivesaddressmanyissues,suchasRevenuegrowth利益的成長率Profitability利益率Customersatisfaction顧客滿意Marketshare市場分紅Financialreturns(e.g.,returnonequity,returnonassets)財務回饋Technologicalleadership技術的領導地位Cashflow金錢流動Operatingefficiency(e.g.,costsperunit,expenseperemployee)執行效率StrategicObjectives17©2005PrenticeHallStrategicManagementProcess:FormulatingaStrategyCompetitivestrategy:determininghowthecompanyisgoingtocompeteandachieveitsstrategicobjectives,mission,andul