《英语战略分析》PPT课件.ppt

Chapter 6 战略分析与选择 Strategic Management: Concepts & Cases 8th Edition Fred David 1 Chapter Outline The Nature of Strategy & Choice A Comprehensive Strategy-Formulation Framework The Input Stage 2 Chapter Outline (contd) The Matching Stage The Decision Stage 3 - Establishing long-term objectives - Generating alternative strategies - Selecting strategies to pursue - Best alternative - achieve mission & objectives Nature of Strategy Analysis & Choice Strategy Analysis & Choice 4 nVision nMission nObjectives nExternal audit nInternal audit nPast successful strategies Strategy Analysis & Choice Alternative Strategies Derive From - 5 Strategy Analysis & Choice Generating Alternatives - Participation in generating alternative strategies should be as broad as possible 6 战略制定综合框架 Stage 1: 输入阶段 Stage 2: 匹配阶段 Stage 3: 决策阶段 7 战略制定综合框架 Internal Factor Evaluation Matrix (IFE) External Factor Evaluation Matrix (EFE) Competitive Profile Matrix (CPM) Stage 1: 输入阶段 8 Stage 1: The Input Stage Basic input information for the matching & decision stage matrices Requires strategists to quantify subjectivity early in the process Good intuitive judgment always needed 9 战略制定综合框架 SWOT Matrix SPACE Matrix BCG Matrix IE Matrix Grand Strategy Matrix Stage 2: 匹配阶段 10 Stage 2: The Matching Stage Match between organizations internal resources & skills and the opportunities & risks created by its external factors 11 Stage 2: The Matching Stage Strengths Weaknesses Opportunities Threats SWOT Matrix 12 SWOT Matrix Strengths-Opportunities (SO) Weaknesses-Opportunities (WO) Strengths-Threats (ST) Weaknesses-Threats (WT) Four Types of Strategies 13 SO Strategies 利用优势 来把握机会 SO Strategies Strengths Weaknesses Opportunities Threats SWOT 14 WO Strategies 利用机会 克服劣势 WO Strategies Strengths Weaknesses Opportunities Threats SWOT 15 ST Strategies 利用优势 回避威胁 ST Strategies Strengths Weaknesses Opportunities Threats SWOT 16 WT Strategies 将劣势降到最小 并避免威胁 WT Strategies Strengths Weaknesses Opportunities Threats SWOT 17 SWOT Matrix Developing the SWOT List firms key internal Strengths List firms key internal Weaknesses List firms key external Opportunities List firms key external Threats 18 家乐福在亚太市场的SWOT 19 SWOT Matrix Leave Blank Strengths S List Strengths Weaknesses W List Weaknesses Opportunities O List Opportunities SO Strategies Use strengths to take advantage of opportunities WO Strategies Overcoming weaknesses by taking advantage of opportunities Threats T List Threats ST Strategies Use strengths to avoid threats WT Strategies Minimize weaknesses and avoid threats 20 图 SWOT分析矩阵 外 部 环 境 内部环境 长处 S： S1 S2 S3 弱点W W1 W2 W3 机会O： O1 O2 O3 SO组合方案： （1） O1 S1 S2 （2） O2 S1 S3 （3） O3 S3 WO组合方案： （1） O1 W1 （2） O2 W2 W3 威胁T： T1 T2 T3 ST组合方案： （1） T1 T2 S1 S2 （2） T2 T3 S1 S2 （3） T3 S1 WT组合方案： （1） T2 W1 21 S W O T 优势优势 S S1 ：地理位置优越，是天 然渔港 S2：有一个坚强、有魄力 的领导班子 S3：有融资信誉 弱势势W W1：近海渔业资 源枯竭 W2：渔轮设备陈 旧 W3：单一捕捞经营 W4：经济效益差 机会O O1：国际国内市场对渔产 品需求大 O2：公海渔业资 源丰裕 O3：渔产品深加工可带来 高附加值 O4：渔港若停大船可变商 港 S O战战略 1、投资建设深水码头，建 国内大渔港城（ O 2、 O4 、 S 1、 S 3） 2、前向一体化，资源深加 工（ O1、 O3、 O 4、 S 3 ） W O战战略 1、组织远 洋船队挺进白令公 海（ O1、 O2、 W 1、 W2、 W 3、 W 4） 2、发展创汇渔业 （ O1、 O2 、 W 3、 W 4 ） 3、合资合作开发渔产 品（ O3、 W 3 ） 威胁胁T T1：公海环境险恶，风险 较大 T2：与美、日、波兰、前 苏联等捕捞船队竞争 T3：我方不熟悉国际商法 S T战战略 1、科学论证、果断决策、 采取对策、降低风险（ S2 、 S3、 T1、 T2、 T3 ） W T战战略 22 Limitations with SWOT Matrix n不能显示出企业如何获得竞争优势 n只提供静态的评估 n可能会使公司过分强调某一个外部或内部因 素 23 Strategy-Formulation Analytical Framework SWOT Matrix SPACE Matrix BCG Matrix IE Matrix Grand Strategy Matrix Stage 2: 匹配阶段 24 SPACE Matrix Strategic Position & Action Evaluation Matrix 进攻型 保守型 防御型 竞争型 25 SPACE Matrix Two Internal Dimensions Financial Strength (FS) Competitive Advantage (CA) 26 SPACE Matrix Two External Dimensions Environmental Stability (ES) Industry Strength (IS) 27 SPACE Factors Environmental Stability (ES) Technological changes Rate of inflation Demand variability Price range of competing products Barriers to entry Competitive pressure Price elasticity of demand Ease of exit from market Risk involved in business Financial Strength (FS) Return on investment Leverage Liquidity Working capital Cash flow External Strategic PositionInternal Strategic Position 28 SPACE Factors Industry Strength (IS) Growth potential Profit potential Financial stability Technological know-how Resource utilization Ease of entry into market Productivity, capacity utilization Competitive Advantage CA Market share Product quality Product life cycle Customer loyalty Competitions capacity utilization Technological know-how Control over suppliers & distributors External Strategic PositionInternal Strategic Position 29 Steps to Developing a SPACE Matrix nSelect a set of variables to define FS, CA, ES, & IS nAssign a numerical value: nFrom +1 to +6 to each FS & IS dimension nFrom -1 to -6 to each ES & CA dimension nCompute an average score for each FS, CA, ES, & IS 30 Steps to Developing a SPACE Matrix nPlot the average score on the appropriate axis nAdd the two scores on the x-axis and plot the point. Add the two scores on the y-axis and plot the point. Plot the intersection of the new xy point nDraw a directional vector from the origin through the new intersection point. 31 SPACE Matrix FS +6 +1 +5 +4 +3 +2 -6 -5 -4 -3 -2 -1 -6-5-4-3-2-1+1+2+3+4+5+6 ES CAIS 保守型进攻型 防御型竞争型 32 Strategy-Formulation Analytical Framework SWOT Matrix SPACE Matrix BCG Matrix IE Matrix Grand Strategy Matrix Stage 2: 匹配阶段 33 BCG Matrix Boston Consulting Group Matrix Enhances multi-divisional firm in formulating strategies Autonomous divisions = business portfolio Divisions may compete in different industries Focus on market-share position & industry growth rate 34 BCG Matrix Relative Market Share Position Ratio of a divisions own market share in an industry to the market share held by the largest rival firm in that industry 35 BCG Matrix Dogs IV Cash Cows III Question Marks I Stars II Relative Market Share Position High 1.0 Medium .50 Low 0.0 Industry Sales Growth Rate High +20 Low -20 Medium 0 36 BCG Matrix Question Marks Low relative market share compete in high- growth industry Cash needs are high Case generation is low Decision to strengthen (intensive strategies) or divest 37 BCG Matrix Stars High relative market share and high growth rate Best long-run opportunities for growth & profitability Substantial investment to maintain or strengthen dominant position Integration strategies, intensive strategies, joint ventures 38 BCG Matrix Cash Cows High relative market share, competes in low- growth industry Generate cash in excess of their needs Milked for other purposes Maintain strong position as long as possible Product development, concentric diversification If weakensretrenchment or divestiture 39 BCG Matrix Dogs Low relative market share & compete in slow or no market growth Weak internal & external position Liquidation, divestiture, retrenchment 40 1. 2. 3. 4. 关键在于各部分业务组合的有机匹配与长短 期盈利性的平衡。 明星问题 瘦狗金牛 行业销售增长率 高 +20% 中 10% 低 -20% 在行业中相对市场份额地位 高 2 中 1 低 0.5 BCG Matrix 41 一家公司三个经营领域为普通自行车、山地自行车和玩具自行 车，数据如下： BCG Matrix 42 普通 相对市场份额 高 低 市 场 增 长 率 高 低 明星问号 现金牛狗 玩 具 山地 BCG Matrix 43 高 销 售 赠 长 率 低 高 市场占有率 低 明星产品明星产品 ? ?问题产品问题产品 $ $金牛产品金牛产品 狗类产品狗类产品 饼 干 糖 果 雪 糕 月 饼 酒 店 餐 厅 健 康 食 品 代 理 面 包 嘉顿公司业务项目嘉顿公司业务项目 整顿结果： 发展(Develop): 维持(Hold): (建议策略) 收割(Harvest): 放弃(Divest): 香港嘉顿公司产品整顿案例 44 Strategy-Formulation Analytical Framework SWOT Matrix SPACE Matrix BCG Matrix IE Matrix Grand Strategy Matrix Stage 2: 匹配阶段 45 The Internal-External Matrix nPositions an organizations various divisions in a nine-cell display nSimilar to BCG Matrix except the IE Matrix: qRequires more information about the divisions qStrategic implications of each matrix are different 46 47 行业吸引力 市场容量 增长率 收益水平 竞争强度 季节性波动 周期性波动 技术与资本需求 社会影响 法律法规 环境保护的限制 机遇和威胁 进入和退出障碍 强 中 弱 竞争能力（相对竞争地位） 市场份额 相对成本 水平 核心竞争力 知识 相对于竞争对手的利润水平 技术能力 价格/服务竞争能力 管理才干 强 中 弱 发展 选择 撤退 业务组合管理：GE矩阵 48 IE Matrix nBased on two key dimensions qThe IFE total weighted scores on the x-axis qThe EFE total weighted scores on the y-axis nDivided into three major regions qGrow and build Cells I, II, or IV qHold and maintain Cells III, V, or VII qHarvest or divest Cells VI, VIII, or IX 49 50 Strategy-Formulation Analytical Framework SPACE Matrix BCG Matrix IE Matrix Stage 2: 匹配阶段 SWOT Matrix Grand Strategy Matrix 51 Grand Strategy Matrix（大战略矩阵） Tool for formulating alternative strategies Based on two dimensions 竞争地位 市场增长 52 Quadrant IV 1.Concentric diversification 2.Horizontal diversification 3.Conglomerate diversification 4.Joint ventures Quadrant III 1.Retrenchment 2.Concentric diversification 3.Horizontal diversification 4.Conglomerate diversification 5.Liquidation Quadrant I 1.Market development 2.Market penetration 3.Product development 4.Forward integration 5.Backward integration 6.Horizontal integration 7.Concentric diversification Quadrant II 1.Market development 2.Market penetration 3.Product development 4.Horizontal integration 5.Divestiture 6.Liquidation RAPID MARKET GROWTH SLOW MARKET GROWTH WEAK COMPETITIVE POSITION STRONG COMPETITIVE POSITION 53 Grand Strategy Matrix Excellent strategic position Concentration on current markets/products Take risks aggressively when necessary 第一象限 54 Grand Strategy Matrix Evaluate present approach How to improve competitiveness Rapid market growth requires intensive strategy 第二象限 55 Grand Strategy Matrix Compete in slow-growth industries Weak competitive position Drastic changes qu