企业战略管理英文版(PPT 174页).ppt

1 BusinessStrategy 董静 2 StructureandSchedule ModuleOne LecturesHistory Concept andProcessExternalenvironmentCapabilityandresourcesBusinessportfolioandchoosingstrategiesCorporatestrategiesCompetitivestrategy andgametheory BalancedscorecardandemergencymanagementCriticalmassCompetitiveadvantageofnationsCasestudyCasestudy 3 ModuleTwo casesTeamwork casereportRequirementSelectonecompanyoroneindustryCleardescriptionofitsstrategyorpracticeDataQuestions3 AssessmentofcasesContentFormatEffect4 Deadline the8thweek 4 Examples盛大网络CanonDELL网络游戏产业TextileindustryOthersShouldbeTypicalfailureorsuccessActionofonecompanyorrelationamongseveralcompaniesInenglish 5 CourseGrading Finalexam50 Presentationandreport40 Classparticipation10 6 References ArthurA ThompsonandA J Strickland StrategicManagement ConceptsandCases McGraw Hillcompanies Inc 2001DavidBesanko DavidDranove andMarkShanley EconomicsofStrategy JohnWiley Sons Inc 1996戴维 贝赞可 等 公司战略经济学 北京大学出版社王玉 企业战略管理教程 亨利 明茨伯格 战略历程 机械工业出版社迈克尔 波特 竞争战略 华夏出版社迈克尔 波特 竞争优势 华夏出版社迈克尔 波特 国家竞争优势 华夏出版社罗伯特 伯格曼 技术与创新的战略管理 机械工业出版社加里 哈默 战略柔性 机械工业出版社安德鲁 坎贝尔 战略协同 机械工业出版社 7 HarvardBusinessReviewStrategicManagementJournalSloanManagementReviewCaliforniaManagementReviewManagementScienceJournalofManagementAcademyofManagementJournalRANDJournalofEconomicsMcKinseyQuarterly 8 中国期刊网ProquestEbscon国研网中经网Googleandothers 9 SessionOne History Concept andProcess 10 Afteryourgraduation Suitableforindividuals family company governmentandotherorganizations乾隆Tacitorclearstrategy 华硕与一江阴民企 Isstrategyuseful 11 Emergeanddevelopmentofbusinessstrategy Phase1 theformationofmodernenterprises1820stothebeginningof20thcenturyNocompetitiveconcept CarandcarriageElectriclightandgaslightPhase2 scientificmanagementBefore1930sSellersmarket production dominatedFocusingoncost efficiency andproductThetheoryofTaylor 12 Phase3 Marketingmanagement1930sto1950sDiversifieddemand buyer smarket competitionMarketandcustomerorientedPhase4 strategicmanagementAfter1960sPost industrialsociety France Valueoriented createmarket 13 Strategy basicconcept Plan 计划 Pattern 模式 position 定位 Point 观念 Policy 计谋 DesignschoolPlanningschoolPositioningschoolEntrepreneurschoolResourcesschool Inordertoadapttotheexternalenvironment thecurrentandfuturebusinessactivitiesarestrategicallydecided coveringwhichkindofbusinesstoenter howtocompeteandoperateandsoon 14 structure strategy performancemodel 15 Processofstrategicmanagement 16 17 Levelsofbusinessstrategies 18 Firststep mission MainfieldsofbusinessObjectivesofthesebusinessPhilosophyofmanagementPublicimageSelf assessment一个科技背景的企业家 19 20 Profitobjective Valueobjective Managerialobjective objectivesofthecompany Socialobjective 矿区企业之差异 21 AnFrenchengineerinaFrenchcompany 利家与阿松 中的前田利家IBMandMicrosoftThedilemmaofinnovators Whatisthekeyofstrategy 22 Choiceandbalance Best 替他人做嫁衣 挣扎 23 Principal Managebusinessecosystemtoachieveoptimalbalanceofvaluecreationandcapture Session2ExternalEnvironment Theexternalenvironmentofcompanies company Generalenvironment Industrialenvironment GeneralEnvironment Generalenvironment Political economic technological Nature international Social cultural Outofinfluenceofindividualorganization Economicenvironment Economicenvironment developmentlevel economicsystem price laborandetc ofcertaincountryorareae g highgrowthrateofChinaandthe农民问题 创意大赛 USA thepetrolcrisisof1970s andthecompetitivenessofJapan Technologicalenvironment Usuallyslowly butifcriticalchangehappens theinfluenceiswidespreadandrevolutionary E g IBM与大型计算机网上购物 DELL 电视机的未来 Socialandculturalenvironment Population livingstyleandvalueandsoonTheirinfluenceonstrategyisincrementalandsubtleE g 西方文化 东方文化与家庭装潢日韩影视 游戏产业对中国的影响夫妻共同工作与婴幼儿照顾 一个创意 Politicalandlegalenvironment 政权的稳定性Internationalrelationship法律 法规的健全程度 WEF 人治与法治中国的精英选拔机制民选政府与超级女声Industrialpolicy Naturalenvironment GeographicalpositionResourcesstatus JapanandUSA 生态环境巨大的环保市场绿色经济学院 中国的能源危机与企业的发展战略燃气轿车的研制 Internationalenvironment Globalizationand信息化InternationalcompetitionMultinationalcompaniesinChinaGoodpointsBadpointsChinesecompaniesgoingabroad Industrialenvironment Session2continued Ifyouwillsetupabusiness whichindustrywillyouchoose Whytheno brandPC 组装电脑 onlycouldgetlowprofit WhyitismoreexpensiveforyoutousephoneinChina Newspaper Industrialenvironment Five forcesmodel Severalcases ThediversificationstrategyofVVGroupFromthesubstituteThegoing abroadofBaoSteelFromthebargainingpowerofsuppliersTheexpandingtoretailof999Pharm Fromthebargainingpowerofbuyers电信 有线电视的网络铺设战略Fromthepotentialcompetitors preemption 1 Currentcompetition QuantityandpowerofcurrentcompetitorsAlotofcompetitorswithequalpower 组装电脑 Coststructure投资周期长 固定成本高 航空业 Theindustrialdevelopment slow fierce 家电 Differencesofproductsandservices low fierceBarrierofexiting 专用性 互补性 情感 2 Potentialentering BarriersofenteringScaleeconomy 学习曲线 SGM Differencesofproducts 有形 无形 Investmentneeded 电信网络 Saleschannel 外资与中国的合作 Governmentpolicy 地下钱庄 Potentialcompetitors业务具有协同性的企业 上下游企业 雷允上 国大药房 家乐福 相关企业 其他克服进入障碍的能力 资金 技术 政策等 3 Bargainingpowerofsuppliers Concentrationoftheupperstageofproductionchain 上游产业集中度高 规模大Thedifferenceofproductsofdifferentsuppliers switchcost信息系统供应商及其策略 亏本的买卖Nothreatfromsubstituteproducts 电力 Theforwardintegrationpowerofsupplier 制药与药店 Lowimportanceofthecompanytoitssupplier 产业本身并非供应商的重要客户 4 Bargainingpowerofbuyers Thepurchasevolumeofbuyers 客户采购量大 沃尔玛 StandardproductsornotThecostpositionoftheproductforcustomer 产品在客户成本中的地位Theprofitlevelofbuyers 关注车价行情的环保公司 TheswitchcostofbuyersThebackwardintegrationpowerofbuyers 客户进行后向整合的能力 Substitutes Thebalancebetweensubstitutes 替代品间的制衡 太阳能 燃气 电热 有线通 电信宽带 Thecompetitivesubstitute 电视机 投影仪 Improvequality priceProducedbyprofitablecompanies 由获利较高的产业生产 Theenteringandexitingbarriers 示例 美国不同产业的资产收益率 平均资产收益率 产业 制药饮料电信化妆品科学 照相 控制设备出版 印刷烟草批发综合百货店保险商业银行 12 35 14 94 83 73 43 02 01 70 50 2 Beyondthe5 forces Toomuchemphasisonadversarial valuecapture notenoughon valuecreation Coopetition jointfocusoncreationandcaptureofvalueIndustryaccountsforabout20 oftotalvarianceinROAEvolutionofindustrystructure Session3ResourcesandCapability Ifyouarethegeneralmanagerofapharmaceuticalcompany whatdoyouthinkisthemostimportantresourceinyourcompany Case Glaxo Problem1980 1985 Zantac 胃溃疡 accountedfor44 oftherevenueand50 oftheprofit 1997 patentexpired everycompanycouldproducethismedicine Morecompetitivepatent LosecActionsAcquisitionof3companiestogetmorepatentsMorecompetentR DdepartmentAndsoon Categoriesofresources VisiblePhysical 设备 原材料 地理位置 walmartvs carrefare Intangibleassets patent brandInvisible tacit ManagementR DcapabilityCoordination Ranksofresources Criticalresourcesforsuccess PerspectivefromindustryCertainindustryemphasizetheimportanceofcertainresourcesPharmaceuticals supermarket automobileIdentifythecriticalresourcesCustomers customerneed segmentsCompetition competitors resourcesandcustomers comparativeadvantagesCriticismUndercurrentstructure notfuture orientedCase Dell Acquirementofresources PurchasingAdvantage scaleeconomy efficiencyundercompetitionDisadvantage informationleak out transactioncost suitabilityCertainresourcesvs apackageofresourcesE g Nike Toyota 克莱斯勒与奔驰 HP与CompaquProducingTheoppositeE g SAIC 60subsidiarycompanies Case anoilrefiner BackgroundOilrefinerA accesstocrudeoilat 10perbarrelOthers 20perbarrelQuestion doseAhaveacostadvantage WillAbemoreprofitable ImplicationWherevaluecomefrom Keyresources brand certaincapabilityandsoonRecognizeuniqueresources protectuniqueresources andmaximizereturnsfromuniqueresources Valuecreationfromresources Case aregion 工业增加值率比较 2003 出口与倾销 国际市场与国内市场 利润的分配 Generalvaluechain 许多企业都是在价值链的某个或某几个环节获得竞争优势 沃尔玛与家乐福 麦当劳 HP Valuechainsystem 还有一些企业从价值链体系中寻找获得竞争优势的机会 举例 Clusters CoreCompetence PraharadandHamel 企业拥有的独特技能 智力资本和隐性知识 是创造顾客价值和企业创新的源泉 决定了企业的竞争优势和可持续发展能力 Identifycorecompetence Greatcontributiontofinalproduct perceivabletocustomers Dell的销售模式 Hardforcompetitorstocopy Honda的发动机 HardtosubstituteEnterbroadmarketbythiscompetence canon的光学技术 Sourcesofcorecompetence Combinationofuniquetechnologies 沃尔玛 Intelligencecapital 风险投资中的智力股份 Tacitknowledge 3M参观者的遗憾 Session4BusinessPortfolioAnalysis Businessportfolio Assessthesuitabilityofcurrentbusinessportfolio Allocateresourcesaccordingtotheportfolio finallyreachthestrategicgoals1960s BCG McKinsey andotherconsultingfirmsBusinessselectionformulti businessandcross industrycompaniesFamilyportfolioComparisonbetweenChinaandJapanCases鸡鸣狗盗Institutionalenvironment forbusiness financesector andfamily socialsecurity BCGMatrix AccordingtoThepotentialofthebusinessesThepositionofthecompanyinthesebusinessesJudgeThesuitabilityofcurrentbusinessportfolioThecashcontributionofdifferentbusinessesDecidethefutureportfolioanddevelopmentstrategy BCGMatrix Circle revenueSectorincircles profit Relationshipamongdifferentbusinesses BasicprinciplesforBCGanalysis ReasonablebusinessescombinationReasonablecashflowamongdifferentbusinesses 德隆 TheimportanceofSTAR GE sNo 1 2 Avoidthelackofcertainkindofbusinessdog业务是否一定不需要呢 PropermovingspeedamongboxesCase 上海焊接器材有限公司 CritiquestoBCGMatrix Thedifficultyofdefiningmarket marketshareandgrowthrateScopeofindustryFocusingonpastnotfuture leadingtotimelag 百合的种植 ToosimpletolabelthestatushighorlowFocusingonthesurfacenotthepotential innovationcapabilityandsoon size ROR scale competing specialization scattered Themarketshareandtherateofreturn thechangeofGE sNO1 2 Businessstatus industryattractivenessmatrix FactorsreflectingindustryattractivenessMarketgrowthrate industrysizeandprofitability Suchasmarketgrowthrate industrysizeandprofit competition technology socialenvironmentandetc FactorsreflectingbusinesscompetitiveadvantageMarketshare profitrate competitiveness technology management Product lifecycleanalysis Product marketphases 什么样的行业是衰退的行业 纺织业 钢铁 煤炭 高科技与食品 洞察力 startup develop mature declining Rateofreturn Fundstransferred 100 200 100 0 20 10 80 ThefundstransferamongSBUs 71 Session5CorporateStrategies 72 CorporateStrategies Maintenancestrategies 不选择也是一种选择 Developmentstrategies一体化战略 integrationstrategies 加强型战略 intensivestrategies 多元化战略 diversificationstrategies DefenseStrategies 紧缩 撤资Withdrawalstrategies 清算GenericstrategiesofMichaelPorter 73 IntegrationStrategies ForwardintegrationControlthesaleschannelbyownershiporcontractCase 雷允上 开设连锁药房IfAisamanufacturingcompanyandsellsitsproductsthroughB snetwork WhenshouldAacquireBorsetupitsownsalesnetwork SuitablewhenCurrentsalespartnernotefficient ornotreliable orcouldnotmeetitsneed orgetsalargeprofitHighgrowthrateoftheindustryHavethefundsandHRforthatactionKnowthecustomer sneeds andexpanditsbusiness 74 BackwardintegrationControlthesuppliersbyownershiporcontract例 华能集团与中煤能源集团合作IfAisamanufacturingcompanyandpurchasesmaterialsfromB WhenshouldAacquireBorsetupitsownmaterialbusiness SuitablewhenThecurrentsuppliersnotveryeconomical ornotreliable orcouldnotmeetitsneed orgetahighprofitToofewsuppliers butalotofcompetitorsHighgrowthrateoftheindustryHavethefunds technologyandHRtodothisbusinessStablepriceiscriticalfortheindustry 75 HorizontalintegrationControlthecompetitorsbyownershiporcontractCase 惠普与康派 克莱斯勒和奔驰IfAandBarecompetitors whendoyouthinkAshouldmergeB SuitablewhenMonopolizethemarketincertainareaGreatgrowthpotentialoftheindustryScaleeconomyHavethenecessaryfundsandHR 76 IntensiveStrategies MarketpenetrationIncreasethemarketsharebymoremarketingeffortsCase 广告 代理商 产品使用指南等MarketdevelopmentEnteringnewmarketbycurrentproductsandservicesCase ChinaasthemostpromisingemergingmarketProductdevelopmentIncreasesalesbymodifyingthecurrentproductsordevelopingnewproductsCase 上海通用的卡迪拉克 HP的掌上电脑 77 DiversificationStrategies ConcentricdiversificationAddnewbutrelatedproductsorservicesCase Sony进入游戏行业SuitablewhenThenewproductswillimprovethesalesofcurrentproductsBalanceseasonalfluctuationCurrentproductsatthedecliningstage 78 HorizontaldiversificationAddnewandunrelatedproductsforcurrentcustomersCase AMT进入培训市场 ERP培训到战略培训 SuitablewhenThenewproductswillincreasethesalesofcurrentproductsProvidenewproductbyusingcurrentchannelBalancedsalesfluctuationRelateddiversification concentricandhorizontal 79 ConglomeratediversificationAddnewandunrelatedproductsCase 交大国飞进入房地产行业SuitablewhenMainbusinessonthedecliningstageCurrentmarketismatureForprofit long termorjustforsale 80 DefenseStrategies Retrenchment 收缩 Reconfigurationbyreducingcostorasset inordertoimproveperformanceCase 01年1月 戴姆勒 克莱斯勒公司宣布 未来三年内 在全球范围裁减20 员工 即2 6万名 关闭13家工厂 对部分工厂实行减产 2001年实现裁员计划的75 2002年闲置6个克莱斯勒的制造厂 Divestiture 剥离 SellpartofthecompanyCase 希尔顿饭店1995年剥离赌博游艺场Liquidation 清算 Sellallpartsofthecompany fordifferentpurpose 华尔街 Session6SelectingStrategies Selectingstrategies accordingtotheinternalandexternalenvironments basedontherequirementofbusinessportfolio toselectthemostsuitablestrategiesfromallpossiblealternatives SWOTModel Howtotakeadvantageofexternalopportunitiesandinternalstrength andlowertheexternalthreatsandinternalweaknessStrength resources technology HR brandandsoonRelativelystrong notabsolutelyWeakness thebottleneckofthecompanyRelativeconceptBottleneckinHRinventurecapitalindustry Opportunities fromthemacroandindustrialenvironmentThegovernment srequirementforsettingupsewagefactoriesineachcity 复旦水务的巨大机会 Microsoftfacedtheanti trustsuitThreats fromthemacroandindustrialenvironment2004年国家降低出口退税 导致众多企业面临生存危机IBM调整软件部门给IT咨询公司带来的威胁Opportunityorthreat 退税 国内外 不同类型企业 SWOTModel positionofthebusiness Alittlesimple opportunitiesandweaknessesalwayscoexist Thebestchoiceisnoteasytofind 银行业中的四大与其他 Alittlestatic tryingtofindawayfromcurrentsituation 环境易变 优劣势转化 SWOTissuitableforroughjudge EvaluationofSWOT Matrixforselectingstrategies Objective strengthentheadvantageandavoidtheweaknessStrategicgoalsStrengthentheadvantageOvercometheweaknessApproaches resourcesFrominternal 自行发展 Fromexternal M A Matrixforselectingstrategies Strategy categorymodel DevelopedfromBCGmatrixSpeedofthemarketdevelopmentTheaveragegrowthratePositioninthemarketRelativemarketshare Weakposition Comparisonof3models SWOTmorepopular Factorsinfluencingstrategy selection CurrentorformerstrategiesSometimessuccessisthemotheroffailure 如何突破成功的阴影Acaseofnewspaper 内容定位差异 申江服务导报 时间定位差异 新闻晨报 午报 晚报 途径定位差异 时代报 Companyculture risk aversion risk preferenceThereactionsofcompetitorsCharacteristicsoftheindustries 完全竞争 垄断 寡头 威慑的重要性 preemptionofDupont InterestedgroupsShare holders USAvs Japanmanagers personalgoalsandcompany sgoalsEmployees acoalminefactoryinUScustomerssuppliersInvestors loaner venturecapitalGovernment 一家与政府打官司的环保企业Society Organizationalstructure Influencethestrategicdecision making informationtransferInfluencethestrategyimplementation IBM spracticeinsoftware Session7CompetitiveStrategies GenericstrategiesofPorter CostLeadership GetcompetitiveadvantagebyprovidingproductsandserviceswithlowcostPriceandprofitofalow costcompany figure Context用户对价格十分敏感 普遍敏感 情景型敏感 实现产品差别化的途径很少购买者不在意品牌间的差别存在大量讨价还价的购买者 中国式菜场 Thewaytoachievelowcost ScaleeffectLimitedbythenatureofthebusiness products market andthemanagementLearningcurve experiencecurve 经验曲线效应来源 熟练 专业化 默会知识显性化 吹灯泡 创新 了解越深 越有创新可能 本田宗一郎 标准化学习曲线的共性企业间的学习效果差异 吃一堑长一智 与反复跌跟头 ThedesignoftheproductsandprocessTakefulladvantageofthecapacity 多流水线与智能流水线 Thesiteofthebusiness 企业集群 张江 Thetimeofentering 先进入者与后进入者Relationwiththevaluechain 供应链上的合作Effectofsynergy 跨业务 多元化vs 一体化 Disadvantagesofcostleadership Thedisasterofpricewars 中国电视行业 空白 崛起 价格竞争 低效益 Marketsuitabilityoflowcost 派克 中国丝绸 IgnorethemoreprofitablecompetitivestrategiesLackofinnovation TV Destroytheindustrialcooperationandtheprofitabilityofthewholeindustry家乐福和炒货商 Conflictsamongcostobjectives材料 部件的适用性与采购成本 Conflictbetweencostandvalue 招标与最低报价 Costleadershipandtheprofit theadjustmentofGE sNo1 No2strategy fromrevenuetoprofit Costleadership theefficiencyofcorporateoperation thecompetitionamongdifferentgovernancestructure DifferentiationStrategy ProvideextravalueforcustomersbydifferentiationSourcesofdifferentiationscategory 服务水平 产品性能 工艺设计 等relativity 与众不同 星巴克 一家不知名的餐馆 Differentproductsanddifferentcustomers 北京的汽车改装市场 ValuabledifferentiationCouldberecognizedbycustomersHardtocopy 本田的发动机 Reasonablepremium Disadvantagesofdifferentiationstrategy CannotgetappreciatedbythemarketToohighprice premiumDisharmonyofthevaluechainCopiedbyothersBreakthroughoftechandtheinvalidationofdiff Innovationanddiff 软盘的发展悖论 Nichestrategy Concentratedinoneorseveralmarketsegments 劳斯莱斯 ProvidevalueforcertaincustomersCloselycooperatewithcustomers Competitivestrategiesandbusinesslife cycle Differentcompetitivestrategiesatdifferentstageofthebusinesslife cycle只有夕阳的企业 没有夕阳的产业案例 纺织行业的发展上海的重大战略决策浙江塖州领带产量占世界三分之一广东东莞大朗镇毛衣产量每年超过2亿件其他 布艺 衬衫 羽绒 童装 牛仔服 手套 面料 Competitivestrategiesandindustrialfeatures EmergingindustriesFeaturesofthiskindofindustriesInstabilityoftech 药物试验与中国人口资源 Lackofperfectcooperationsystem 上海的IC产业 中国汉字 Lackofindustrialstandard 3G之争 Needalotofinvestment marketcultivationKeypointsofstrategiesConcentrationofresourcesBuildingindustrystructure industrialstandardandorder 华宏的VC部门 Changethedoorsill壁垒 Criticalmass Propertimeofenter Gametheory MatureindustriesFeaturesRelativematurityoftech Microwaveoven Largemarketsize usuallyAlternativestrategies costvs differentiation优化产品系列创新产业结构重组 书店与网上书店国际化 中国企业的国际化 贝拉维拉 madeinFrance 向相关产业转移 Scatteredindustriesfeatures 进入壁垒低 缺乏规模经济效应 市场需求差别大 市场需求的地域化 政府对规模的限制Possiblestrategies 产品技术或流程的再设计 标准化 经营模式创新 连锁 集中战略 Disastersincompetitivestrategies samestrategiesappliedbyallcompetitors 日本的巧克力行业Bottle neckinapplyingsomestrategies 日本的进口限制与产业发展Assessmentofthestrategies 本地 全国 世界 节能 空调 洗衣机 localcompetitiontointernationalcompetition Haier的国际化 WalmartinJapan 战略要有所取舍 有舍才会有得 Session8 CriticalMass 111 临界数量 Criticalmass 的概念最初来源于核物理 其中文译名为 临界质量 原子弹的核爆炸原理是核链式反应 NuclearChainReaction 为维持链式反应所需要的裂变材料的最小质量就称为临界质量 Criticalmass 112 Innovationdiffusionandcriticalmass 一种创新在一个社会系统中的扩散 只有使用者达到系统总人数的某一比例后 整个扩散过程才可以自续 self sustaining 下去 这一比例就是临界数量 113 S曲线 114 对于临界数量点的具体数值并无公认的判据 只是大致确定在系统人数的10 到20 之间 不同的技术 不同的扩散环境 对于扩散达到临界数量的要求可能都有影响 115 Positivefeedbackandwinner take all 当两个或更多的公司争夺正反馈效应很大的市场时 只有一个会成为赢家 开始领先的技术 也许占有60 大的市场份额 成长到接近100 而开始占有40 市场份额的技术下滑到10 强者更强 弱者更弱 116 50 市场份额 百分比 100 0 时间 赢家 输家 战争区域 Winner take all 117 118 在信息经济中 最丰厚的回报总是由赢家获得 而不是第二名 119 网络效应 某一种产品对用户的价