外国企业发展战略书.ppt

1,MANAGEMENT:AGLOBALPERSPECTIVEWeihrichandKoontz,Chapter5.Strategies,Policies,andPlanningPremises,2,1.Thedefinitionofstrategy;2.Thestrategicplanningprocess.3.TheTOWSMatrix4.ThebusinessportfoliomatrixThehierarchyofstrategies;Theindustrialanalysis7.Portersgenericstrategies;8.Delphitechnique;,Chapterobjectives,3,1.Definition,Strategyisthedeterminationofthemissionandthebasiclong-termobjectivesofanenterprise,followedbytheadoptionofcoursesofactionandallocationofresourcesnecessarytoachievetheseaims.,Policiesaregeneralstatementsorunderstandingsthatguidemanagersthinkingindecisionmaking.,4,Understandingofstrategy,Wherearewe?Wheredoyouwanttogo?Howcanwegetthere?,5,Casestudy,WhatisthemajorbusinessofSamsung?WhatisthemainproblemofmostKoreanconglomerates?WhatisthebasicvalueofSamsung?Accordingtothebasicvalueanditsphilosophy,whichareemphasizedinSamsung?Whatcanwelearnfromthecase?,6,2.TheStrategicPlanningProcess,7,TheStrategicPlanningProcess,InputstotheorganizationIndustryanalysisEnterpriseprofileDevelopmentofalternativestrategiesEvaluationandchoiceofstrategiesMedium-andshort-rangeplanningImplementationthroughreengineering,staffing,leadership,andcontrolConsistencytestingandcontingencyplanning;,8,2-1Inputstotheorganization,People;Capital;Managementskills;Technicalskills;,Goalsofstakeholders;Employees;Consumers;Suppliers;Stockholders;Governments;Community;,9,2-2Industryanalysis,Competitionwithinanindustry;Thepossibilityofnewfirms;Theavailabilityofsubstitute;Thebargainingpositionsofsuppliers;Thebargainingpositionsofbuyers,10,2-3Enterpriseprofile,Missionsorpurpose;Orientation,values,andvisionsofexecutives;Strategicintent;,11,Externalenvironment,Economicfactors;Socialfactors;Politicalfactors;Legalfactors;Demographicfactors;Technologicalfactors;Ecologicalfactors;,12,Internalenvironment,Weshouldanalyzethestrengthsandweaknessesofeachdepartment;,Humanresources;Financialresources;Thecompanyimage;Organizationstructure;Organizationclimate;Planningandcontrolsystem;Publicrelations;,13,2-4Developalternatives,Specializationorconcentration;Diversification;Internationalexpansion;Liquidationstrategy;Retrenchmentstrategy;,14,Casestudy-AlternativesofTunHe,Toestablishsubsidiaries;toformjointventureswithfamouscompanyinsoftdrinkToacquirealistedcompanyandcontrolitsmanagementandoperation?,15,2-5Evaluationandchoiceofstrategy,Risks;Timing;Thereactionofcompetitors;,16,2-6/7Implementationofstrategy,Strategyshouldbetranslatedintomiddle-termorshort-termplans.,Reengineeringtheorganization,staffing,andprovidingleadershipisrequiredinimplementationofthestrategy;,17,3.theTOWSMatrix,WhatistherelationshipbetweentheSWOTMatrixandtheTOWSMatrix?WhatisthemajorfunctionoftheTOWSMatrix?WhatdoesTOWSstandfor?HowmanyalternativestrategiesaccordingtotheTOWSMatrix?Elaborateeachalternativestrategyandillustrate,18,DefinitionoftheTOWSMatrix,TheTOWSMatrixisaconceptualframeworkforasystematicanalysisTheTOWSfacilitatesmatchingtheexternalthreatsandopportunitieswiththeinternalweaknessesandstrengthsoftheorganization.,19,TOWSMatrix,20,4AlternativeStrategies,SOstrategy:MaxiMaxiWOstrategy:MiniMaxiSTstrategy:MaxiMiniWTstrategy:MiniMini,21,烟台啤酒2003年,22,Thebodyshop,23,4.BusinessPortfolioMatrix,24,BusinessPortfolioMatrix,Twodimensions;Fourquadrants;Howcanwedealwithdifferentbusiness?Howaboutthecashflowineachquadrant;Whatistheapplicationofthematrix?Commentsonthematrix,25,BusinessPortfolioMatrix,TwodimensionsRelativecompetitiveposition(marketshare)Businessgrowthrate,FourpositionsQuestionmarksStarsCashcowsDogs,26,5.HierarchyofCompanyStrategies,Thecorporate-levelstrategy.Executivescrafttheoverallstrategyforadiversifiedcompany.Businessstrategiesaredevelopedusuallybythegeneralmanagerofabusinessunit.Functionalstrategies.Theaimistosupportthebusinessandcorporatestrategies.,27,6.FiveForcesinIndustryAnalysis,ThecompetitionamongcompaniesThethreatofnewcompaniesenteringthemarketThepossibilityofusingsubstituteproductsorservicesThebargainingpowerofsuppliersThebargainingpowerofthebuyersorcustomers,28,7.PortersGenericStrategies,OverallCostLeadershipStrategyDifferentiationStrategyFocusedStrategy(lowcostordifferentiation),29,Howcanwemakeoverallcostleadershipstrategy,TransferplantsfromhigherlaborcostcountriestolowerlaborcostcountriesTosimplifythepackageTosimplifythefunctionsofproductsSacrificethequalityofproductsorservicesToreducethemarketingexpensesTolookforrawmaterialswithlowpriceToutilizethelatesttechnologiesToexpandtheproductionscale,30,8.DelphiTechnique,ThebackgroundofDelphiTechniqueTheprocessofDelphiTechniqueThepurposeoftheDelphiTechnique,31,TheprocessofDelphiTechnique,Selectapanelofexperts;AskexpertstomakeaforecastanonymouslyCompiletheanswersandgivefeedbacktotheexperts;Askexpertstomakenewforecast;Theprocessmayberepeatedseveraltimes;Aconvergentopinionappears,32,QuestionsastoDelphi,