战略评估框架ppt课件.ppt

战略评估框架 1 一个企业的战略终极目标可以用战略意图等级金字塔来反映 规划 Objectives 目标 使命 远景 一体化程度 数量少 具体化程度 数量多 2 战略框架 财务表现EVA利润率 竞争优势差异化低成本 组织能力领导力学习 企业协同效应核心竞争力市场能力共享基础设施平稳现金流跨国优势 程序执行产品开发需求管理定单执行 行业位置竞争状况新进入者替代者 消费者供应商 成长性财务风险 快速反应 杠杆 3 战略规划的通用模型 明确使命 引出目标 备选战略方案 方案评估 最优方案 总体规划方案 中期规划方案 短期战略规划 评估结果 反馈链 确定总体预算 确定中期运营预算 确定短期战术预算 战略形成 战略执行 4 战略分析框架 市场吸引力 竞争优势或者劣势 获利能力 对手的直接竞争进入威胁替代者的竞争供应商谈判力买方谈判力规则压力 服务市场的成本地位服务市场的利益地位 市场经济和机会 公司的创造价值战略 公司的资源和能力 市场 公司创造价值能力配合公司资源和市场机会 公司和其在市场中的地位 根本原因 可衡量的指标或原因 盈利能力的解释 5 公司的远景 使命 价值观 公司的战略 业务战略 职能战略 发展战略 维持战略 收缩战略 退出战略 非关联多元化 关联多元化 集中专门化 房地产业务 人力战略品牌战略财务战略 战略评估内容步骤 6 战略诊断结果 1 公司总体战略体系不完整 公司的使命 远景 价值观缺位2 公司战略不明晰 三大六强 缺乏具体的标准和衡量措施3 业务组合战略不科学 一业为主 多业经营 过分依赖一业 多业缺乏科学论证4 职能战略不配套 缺乏配套的人才战略缺乏科学的财务投资战略缺乏完整的品牌战略缺乏完整的市场战略缺乏系统的研发战略 7 一个企业的战略终极目标可以用战略意图等级金字塔来反映 华融的战略体系缺乏了企业的远景 使命 规划 Objectives 目标 使命 远景 一体化程度 具体化程度 三年做大六年做强 8 9 华融的公司战略停留在1999年重组时提出的口号和目的 缺乏具体的可衡量标准 用什么标准衡量华融的大 用什么标准衡量华融的强 我们还有哪些差距 我们采取了哪些有针对性的措施保证实现 现阶段的进展如何 还有哪些可以改进的地方 1999 2002 2005 10 企业总体战略体系不完整 11 企业战略分析 价值链分析PORTORMCKINSEY 资源的利用与管制成本效益分析有效性分析 12 三个重点 1 为产业创造了什么价值2 产业价值链有没有变化3 对现状满意否 需要移位否 1 找到主要的价值活动2 对内部价值活动作出改革 改良创造价值 降低成本 提高顾客满意度3 基本上是工业工程 13 华融项目的假设前提 1 华融公司目前是一业为主 多业经营 2 华融的发展战略是三年做大 六年做强 3 华融目前处在做大和做强的关键时期 4 华融目前的资源和优势都集中在房地产领域 5 房地产行业是一个资金和人才密集型产业 14 组织结构必备的5个功能体系 执行协调控制发展政策 15 组织结构 先有战略 后有组织组织结构跟随战略变化组织结构必须为战略服务组织结构必须能反映战略意图组织结构必须有效执行战略组织结构随时根据战略需要而调整 16 S1执行功能系统 生产力 内容 生产 销售 客户服务 采购 运输等一线作业目的 执行战略 完成任务结果 注重成绩 效益条件 应拥有相对自主权 以便快速反应 调整步伐和资源课题 占用大部分资源和人力 远离权利核心 不理解战略要义 照顾局部利益方向 要加强沟通 协调和控制 要求 外界的信息最丰富 应及时反馈到政策系统 17 S2协调功能体系 润滑 内容 总办 公关 工会 人事 计划 委员会目的 协调 确保工作顺畅 提升整体生产力结果 注重跨部门效益 协调S1和S3之间的运作课题 公正有效落实跨部门效益及减少摩擦 可以以非正式组织出现 18 S3控制系统 稳定 目的 监控 后线作业范围 人事 行政 财务 信息 法律 质量目的 传达指令 追踪绩效 收集资料分析归纳结果 确保系统运作不出轨 追踪目标进程 提出报告并作出建议课题 接近核心 对前线不敏感 拿鸡毛当令箭 降低系统的反应速度成本中心S1最对抗的系统 注意S1 S3的适当比例 只控制不干预 领导要注意亲近S1 19 S4发展系统 应变 目的 后线作业 未来作业范围 研发 战略 攻关 市场 幕僚 战略委员会目的 寻找未来的成长点 第二曲线制定未来收益模式 未来投资重点 编制未来的梦想结果 提出因应未来变化 构想和计划课题 回报慢 过程长 面对不确定性 20 S5政策系统 方向 描述 司令部作业 决策作业范围 董事会成员 指导委员会目的 对现行作业和未来发展作业关键性的决策 取舍中之取舍 拿捏好轻重 主次 缓急结果 形成方向和政策 决策和启动时机的掌握课题 成员的素质 决策的精确 资源的配置 战略的选择 21 INDUSTRYCOMPETITORSIntensityofRivalry NEWENTRANTS BUYERS SUBSTITUTES SUPPLIERS ThreatofNewEntrants BargainingPowerofBuyers ThreatofSubstitutes BargainingPowerofSuppliers EntryBarriersEconomicsofscaleProprietaryproductdifferencesBrandidentitySwitchingcostsCapitalrequirementsAccesstodistributionAbsolutecostadvantagesProprietarylearningcurveAccesstonecessaryinputsProprietarylow costGovernmentpolicyExpectedretaliation RivalryDeterminantsIndustrygrowthFixed orstorage costsvalueaddedIntermittentovercapacityProductdifferencesBrandidentitySwitchingcostsConcentrationandbalanceInformationalcomplexityDiversityofcompetitorsCorporatestakesExitbarriers DeterminantsofSupplierPowerDifferentiationofinputsSwitchingcostsofsuppliersandfirmsintheindustryPresenceofsubstituteinputsSupplierconcentrationImportance OfvolumetosupplierCostrelativetototalpurchasesintheindustryImpac6tofinputsoncostordifferentiationThreatofforwardintegrationrelativetothreatofbackwardintegrationbyfirmsintheindustry DeterminantsofSubstitutionThreatRelativepriceperformanceofsubstitutesSwitchingcostsBuyerpropensitytosubstitute DeterminantsofBuyerPowerBargainingLeveragePriceSensitivityBuyerconcentrationPricetotalpurchasesversusfirmconcentrationProductdifferencesBuyervolumeBrandidentityBuyerswitchingcostsImpactonqualityrelativetofirmperformanceswitchingcostsBuyerprofitsBuyerinformationDecision makers AbilitytobackwardincentivesintegrateSubstituteproductsPull through 5CompetitiveForces ByMichaelE Porter CompetitiveAdvantage 22 TheValueChain PrimaryandSupportActivities Source AdaptedwiththepermissionofTheFreePress adivisionofSimon Schuster Inc fromCompetitiveAdvantage CreatingandSustainingSuperiorPerformancebyMichaelE Porter Copyright 1998byMichaelE Porter Exhibit3 1 TRANSPARENCY 21 23 TheValueChain SomeFactorstoConsiderinAssessingaFirm sPrimaryActivities Source AdaptedwithpermissionofTheFreePress adivisionofSimon Schuster fromCompetitiveAdvantage CreatingandSustainingSuperiorPerformancebyMichaelE Porter Copyright 1985 1998byMichaelE Porter PROFITMARGIN Exhibit3 2 TRANSPARENCY 22 24 TheValueChain PrimaryandSupportActivities Source AdaptedwiththepermissionofTheFreePress adivisionofSimon Schuster Inc fromCompetitiveAdvantage CreatingandSustainingSuperiorPerformancebyMichaelE Porter Copyright 1998byMichaelE Porter Exhibit3 1 TRANSPARENCY 21 25 ValueChainActivities ExamplesofOverallCostLeadership Source AdaptedfromPorter M E 1985 CompetitiveAdvantage NewYork FreePress Exhibit5 3 Source AdaptedfromPorter M E 1985 CompetitiveAdvantage NewYork FreePress TRANSPARENCY 44 26 ComparingExperienceCurveEffects CostperUnit 0units 1millionunits 2millionunits 4millionunits CumulativeVolume 1 90 80 70 60 81 64 49 36 72 9 51 2 34 3 21 6 90 originalcost 80 originalcost 70 originalcost 64 originalcost Exhibit5 4 TRANSPARENCY 45 27 TheErosionofProductandServiceDifferentiation Whataretherawcommodities Source AdaptedfromColvin G 2000 Youcouldbesellingsoybeans Fortune November13 80 Exhibit5 6 TRANSPARENCY 47 28 StagesoftheIndustryLifeCycle Exhibit5 8 TRANSPARENCY 49 29 TheValueChain SomeFactorstoConsiderinAssessingaFirm sPrimaryActivities Source AdaptedwithpermissionofTheFreePress adivisionofSimon Schuster fromCompetitiveAdvantage CreatingandSustainingSuperiorPerformancebyMichaelE Porter Copyright 1985 1998byMichaelE Porter PROFITMARGIN Exhibit3 2 TRANSPARENCY 22 30 TheValueChain SomeFactorstoConsiderinAssessingFirm sSupportActivities Source AdaptedwithpermissionofTheFreePress adivisionofSimon Schuster Inc fromCompetitiveAdvantage CreatingandSustainingSuperiorPerformancebyMichaelE Porter Copyright 1985 1998byMichaelE Porter Exhibit3 3 TRANSPARENCY 23 31 Figure3 1 TheComponentsofaCompany sMacro Environment MACROENVIRONMENT LegislationandRegulation SocietalValuesandLifestyles PopulationDemographics Technology TheEconomyatLarge COMPANY Suppliers Substitutes Buyers NewEntrants RivalFirms IMMEDIATEINDUSTRYANDCOMPETITIVEENVIRONMENT 32 Figure3 2 StrategicThinkingandAnalysisLeadstoGoodStrategicChoices IdentifyStrategicOptionsfortheCompany SelecttheBestStrategyfortheCompany 33 Figure3 3 CostAdvantagesofDifferentExperienceCurveEffects 1 1 90 80 70 81 64 49 729 512 343 10 CostReduction 20 CostReduction 30 CostReduction 1MillionUnits 2MillionUnits 4MillionUnits 8MillionUnits CostperUnit 34 Figure2 2 CorporateStrategyforaDiversifiedCompany CorporateStrategy Approachtocapitalallocation Narroworbroad baseddiversification Scopeofgeographicoperations Movestoaddnewnewbusinesses Movestobuildpositionsinnewindustries Effortstocapturecross businessstrategicfits Movestodivestweakbusinessunits Isdiversificationrelated unrelatedoramix 35 Figure2 2 CorporateStrategyforaDiversifiedCompany CorporateStrategy Approachtocapitalallocation Narroworbroad baseddiversification Scopeofgeographicoperations Movestoaddnewnewbusinesses Movestobuildpositionsinnewindustries Effortstocapturecross businessstrategicfits Movestodivestweakbusinessunits Isdiversificationrelated unrelatedoramix 36 CorporateStrategy BusinessStrategies FunctionalStrategies OperatingStrategies Corporate LevelManagers Business LevelManagers OperatingManagers FunctionalManagers Figure2 1 LevelsofStrategy MakinginaDiversifiedCompany 37 Figure2 2 CorporateStrategyforaDiversifiedCompany CorporateStrategy Approachtocapitalallocation Narroworbroad baseddiversification Scopeofgeographicoperations Movestoaddnewnewbusinesses Movestobuildpositionsinnewindustries Effortstocapturecross businessstrategicfits Movestodivestweakbusinessunits Isdiversificationrelated unrelatedoramix 38 Figure2 4 NetworkingofMissions Objectives andStrategies CorporateLevelObjectives Corporate wideStrategicVision CorporateLevelStrategy BusinessLevelObjectives BusinessLevelStrategicVision BusinessLevelStrategies FunctionalObjectives FunctionalMissions FunctionalStrategies OperatingObjectives OperatingMissions OperatingStrategies 39 CorporateStrategy BusinessStrategies FunctionalStrategies OperatingStrategies Corporate LevelManagers Business LevelManagers OperatingManagers FunctionalManagers Figure2 1 LevelsofStrategy MakinginaDiversifiedCompany 40 Figure2 2 CorporateStrategyforaDiversifiedCompany CorporateStrategy Approachtocapitalallocation Narroworbroad baseddiversification Scopeofgeographicoperations Movestoaddnewnewbusinesses Movestobuildpositionsinnewindustries Effortstocapturecross businessstrategicfits Movestodivestweakbusinessunits Isdiversificationrelated unrelatedoramix 41 Figure2 4 NetworkingofMissions Objectives andStrategies CorporateLevelObjectives Corporate wideStrategicVision CorporateLevelStrategy BusinessLevelObjectives BusinessLevelStrategicVision BusinessLevelStrategies FunctionalObjectives FunctionalMissions FunctionalStrategies OperatingObjectives OperatingMissions OperatingStrategies 42 Figure2 5 FactorsShapingtheChoiceofCompanyStrategy Company sStrategicSituation Craftthestrategy ExternalFactors InternalFactors Social political regulatoryandcommunityfactors Competitiveconditionsandindustryattractiveness Companyopportunitiesandthreatstocompany swell being Resourcestrengths capabilities andweaknesses Influencesofkeyexecutives Sharedvaluesandcompanyculture Identifyandevaluatealternatives Determinerelevanceofinternalandexternalfactors 43 Figure4 1 MobilizingCompanyResourcestoProduceCompetitiveAdvantage 44 Figure4 2 TypicalCompanyValueChain 45 Figure4 1 MobilizingCompanyResourcestoProduceCompetitiveAdvantage 46 Figure4 2 TypicalCompanyValueChain 47 Figure5 1 TheFiveGenericCompetitiveStrategies MarketTarget TypeofAdvantageSought OverallLow CostProviderStrategy BroadDifferentiationStrategy FocusedLow CostStrategy FocusedDifferentiationStrategy Best CostProviderStrategy LowerCost Differentiation BroadRangeofBuyers NarrowBuyerSegmentorNiche 48 Figure5 1 TheFiveGenericCompetitiveStrategies MarketTarget TypeofAdvantageSought OverallLow CostProviderStrategy BroadDifferentiationStrategy FocusedLow CostStrategy FocusedDifferentiationStrategy Best CostProviderStrategy LowerCost Differentiation BroadRangeofBuyers NarrowBuyerSegmentorNiche 49 Figure5 2 ReconfiguringValueChainSystemstoLowerCosts SoftwareIndustry A ValueChainSystemofSoftwareDevelopersUsingTraditionalWholesale RetailChannels HighestCost 50 Figure5 1 TheFiveGenericCompetitiveStrategies MarketTarget TypeofAdvantageSought OverallLow CostProviderStrategy BroadDifferentiationStrategy FocusedLow CostStrategy FocusedDifferentiationStrategy Best CostProviderStrategy LowerCost Differentiation BroadRangeofBuyers NarrowBuyerSegment