企业战略管理经典实用课件：战略管理(powerpoint)研究生版本

Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,1,企业战略管理,浙江大学管理学院,魏 江,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,2,课程总体要求及说明,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,3,1.1 课程简介,企业战略管理是系统整合各个职能战略基础上，从管理学层面分析和揭示“企业为什么能够获得回报”和“如何获得持续回报”的基本经济学命题。,核心问题企业“可以做什么”、“应该做什么”、“为什么”,核心内容发展目标确定业务发展选择持续竞争优势,思考范畴总体长远发展,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,4,小处着手 能认知、体会到战略与每一员工行为是融合在一 起的，战略贯穿在企业生产经营活动的全过程。,1.2 课程目标,大处着眼 管理学知识系统整合起来考虑战略问题，能把 市场营销、人力资源、生产运作和研究开发等 职能战略与企业总体战略结合起来系统分析。 结合企业内外部环境，从长远发展高度概括、 总结，提出可操作性思路； 系统规划持续竞争优势和核心竞争能力。,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,5,（1）能够融会贯通管理学基本理论，系统思考 职能战略，领会“资源有效配置，企业整 体优化和持续发展”（2）能结合企业实际分析“企业为什么能够获 得回报和如何获得回报”（3）结合三个核心问题，运用战略管理理论， 分析并制定具体战略思路和手段：战略目 标、业务发展和选择、企业持续竞争优势、 职能战略和管理体系匹配（4）认识到战略制定和实施过程中，不能让战 略成为装饰品，而是一个能够实实在在指 导具体行为的思路,1.3 总体学习要求,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,6,1.4 具体要求,Previous background Management & fundamental theories operational management, finance, marketing, HRM, basic economics Assessment - final test - case report (including PowerPoint making) - written essay (including strategy design) - presentation - participation Necessary preparation Proofreading, teamworking, writing, etc More than 1/3 absentee, no qualification. Others,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,7,Part I Introduction,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,8,What is the strategy?,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,9,Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a changingenvironment, to meet the needs of markets and to fulfill stakeholder expectation. (Johnson G. and Scholes K., (1999) Exploring Corporate Strategy, 5th, Prentice Hall),1.5 Concept,Characteristics-long-term direction-advantage-scope of an organizations activities-match activities with environment-bounded rationality and resources scarcity -values and expectation,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,10,Level 1: Corporate strategy in concerned with the overall purpose and scope of the organization to meet the expectations of owners or major stakeholders and add value to the different parts of the enterprise. Level 2: Strategic business strategy is about how to compete successfully in a particular market Level 3: operational strategies are concerned with how the component parts of the organization in terms of resources, processes, people and their skills effectively deliver the corporate- and business-level strategies direction,1.6 Levels of strategy,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,11,1.7 Vocabulary of strategy,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,12,How strategies come about in practice?,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,13,Large firms vs. Small firms Culture & Orthodox Resource vs. Scope/span Managerial styles vs. Industry Employer vs employee Manager vs subordinate Headquarter vs. Subsidiary National vs. MNCs .,1.8 Strategic management in different context,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,14,1.9 A Framework for Understanding Strategic Management in Practice,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,15,讨论题根据战略计划学派和设计学派的观点，企业可以而且应该制定长期发展的规划。但由于环境的不确定性和决策的有限理性，有观点认为企业要制定长期战略（如5年发展战略）是不可能的。你认为企业制定5年或更长时间的发展战略是可能的吗？,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,16,1.10 战略管理本质和基本问题,战略管理是“以不变应万变”的艺术 “经”与“权”的统一 “学习”和“学习如何学习”的统一,战略是确定性和不确定性之间的权衡 确定的什么？ 不确定的是什么？,战略演变是系统进化的过程 长期、中期和短期战略的统一 动态性和灵活性的统一,问题1年、5年、10年战略确定的什么？,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,17,企业的含义和存在的理由 企业为什么能够得到回报？ 企业的业务是什么？ 应该是什么？ 为什么？,1.10 战略管理本质和基本问题,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,18,企业能够得到回报的根本在于能创造并向社会提供独特的价值。独特价值的载体是独特的产品和服务业务；独特的业务依赖于自身独特的资源和能力，及其与外部环境的适应；独特能力来自于企业长期的积累和战略家的眼光。,1.10 战略管理本质和基本问题,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,19,战略管理的本质阐明企业为什么能够得到回报战略管理的基本问题 业务确定过程 Can do! (Opportunity) Should do! (Constraints) Be able to do! (Potentials),1.10 战略管理本质和基本问题,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,20,管理就是“让人做事以取得预期的成果。”（Harold Koontz, Heinz Weihrich）让：独裁、民主、启发、放任（如何让？）人：知人善任，用人所长，容人所短（谁？）做：规则型还是非规则型；结构化还是非结 构化？是否容许自由创新？（如何做？）事：正确的事还是错误的事？目标还是过程？,1.11 战略管理的性质,管理的含义,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,21,战略管理 管理科学性+艺术性+战略性= 如何让人高效愉快做事以取得预期成果。,科学性：如何让人高效地做事；艺术性：如何让人愉快地做事；战略性：如何让人有效益地做事。,1.11 战略管理的性质,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,22,Chapter 2 Framing Strategic Management,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,23,总体要求 战略管理课程体系有总体认识； 理解战略管理本质和基本问题； 建立解决问题整体思路框架; 明确该思路框架的假设前提.,具体要求 战略管理体系前提 战略管理整体框架 战略管理过程分析 战略管理根本任务,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,24,2.1 战略管理体系前提,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,25,Environment analysis(环境分析)(SWOT) Strength（内部优势） Weak（内部弱点）； Opportunity（外部机会） Threats（外部威胁）-业务环境分析,2.1 战略管理体系前提:三基本假设,Organizational special mission(特殊使命)-业务选择战略,Core competency(核心能力)-竞争优势和互动战略,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,26,第一部分 战略管理总论,第三部分：竞争优势战略竞争优势源泉 竞争优势获取竞争优势持续 竞争合作互动,第二部分：业务选择与发展目标与使命 业务选择环境 业务发展战略选择,第四部分：战略实施措施战略方案评选、资源组织优化、实施过程控制,2.2 Framework of Strategic Management,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,27,What is the process of strategic management?,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,28,制定、实施和评价使组织能够达到其目标的，跨功能决策的艺术和科学（Fred R. David, 1996),认清现状：符合实际、相互协同 采取行动：上下同欲、积极投入 确认结果：动态调整、灵活适用,2.3 战略管理过程,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,29,2.3 Process,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,30,2.3 Process Description,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,31,2.4 战略管理根本任务,根据内外环境分析, 解决拟做什么, 即战略的根本任务。制定、实施和评价拟做。,业务选择和发展战略 竞争优势战略 竞争互动战略,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,32,Chapter 3 Vision and Mission,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,33,总体要求以“为顾客/用户创造独特的价值”为根本，确立企业愿景、使命和目标，建立具有企业自身特征的目标、使命表述，作为企业指导思想。具体内容 业务选择根本 价值导向理念 战略目标表述 企业使命表述,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,34,企业未来境界,业务定义范围,企业经营理念,战略实施绩效,战略决策纲要,具体行动安排,战略制定,战略 实施,Strategic Process,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,35,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,36,RELATION AMONG MISSION, GOAL. OBJECTIVE, STRATEGY, AND ACTIONS,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,37,3.1 业务选择根本,讨论题1 决定企业生产什么的最终因素是什么? 2 企业生产产品取得竞争优势的根本保证是什么?3 用户为什么要购买你的产品?4 生产同样产品的两家企业, 为什么1家能成功, 另一家则可能走向失败?,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,38,用户导向的基本理念“用户需要什么？” “我能为用户提供什么？”“人所欲，施于人”“人所欲，已所为”+“已所欲，施于人”,3.1 业务选择根本:用户导向理念,企业与用户关系的界定顾客是上帝；顾客永远是对的；顾客总是对的帮顾客排忧解难（急顾客之所急，忧顾客之所忧）顾客是衣食父母；顾客是给我们发工资的；尽量让顾客满意。,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,39,满足顾客价值 -随时站在对方立场, 把对方的价值满足作为首要问题；把这种思想融入自己的事业，那你终究会得到自己的幸福； -尽管顾客并不总是对的，但要让他觉得是对的；价值定位：质量、服务、成本、速度、创新服务顾客：目前和潜在留住顾客：回头率和推荐率,3.2 用户价值导向理念,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,40,3.3 企业立身之本,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,41,ROLES-DEVELOPING DIRECTION AND MAIN BUSINESS TOPIC-COORDINATING INTERNAL AND EXTERNAL CONTRACTION-ESTABLISHING CUSTOMER- ORIENTATION,3.4 Firms Mission,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,42,3.3 Firms Mission,Mission statement: a generalized statement of the overriding purpose of the organization.,Visionary The main intentions and aspirations Main activities and the position to attain Key values of four agents The intention and capability to live up to the mission statement,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,43,STATEMENT-CUSTOMER-MARKET-PRODUCT/SERVICES-TECHNOLOGY-SURVIVAL/ ROWTH/PROFITABILITY -PHILOSOPY -SELF-CONCEPT -CIS-CAREER,3.3 Firms Mission,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,44,第一条追求华为的追求是在电子信息领域实现顾客的梦想，并依靠点点滴滴、锲而不舍的艰苦追求，使我们成为世界级领先企业。为了使华为成为世界一流的设备供应商，我们将永不进入信息服务业。通过无依赖的市场压力传递，使内部机制永远处于激活状态。第二条员工认真负责和管理有效的员工是华为最大的财富。尊重知识、尊重个性和不迁就有功的员工，是我们事业可持续成长的内在要求。第三条技术广泛吸收世界电子信息领域的最新研究成果，虚心向国内外优秀企业学习，在独立自主的基础上，开放合作地发展领先的核心技术体系，用我们卓越的产品自立于世界通信列强之林。第四条精神爱祖国、爱人民、爱事业和爱生活的我们凝聚力的源泉。责任意识、创新精神和团结合作精神的我们企业文化的精髓。实事求是是我们的行为准则。,华为公司核心价值观,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,45,第五条利益华为主张在顾客、员工与合作者之间结成利益共同体。努力探索按生产要素分配的内部动力机制。我们决不让雷锋吃亏，奉献者定当得到合理回报。第六条文化资源是会枯竭的，唯文化生生不息。一切工业产品都是人类智慧创造的。华为没有可以依存的自然资源，唯有在人的头脑中挖掘出大油田、大森林、大煤矿。精神是可以转化为物质的，物质文明有利于巩固精神文明。我们坚持以精神文明促进物质文明的方针。这里的文化，不仅仅包含知识、技术、管理、情操，也包含了一切促进生产力发展的无形因素。第七条社会责任华为以产业报国和科教兴国为己任，为公司的发展为社区作出贡献。为伟大祖国的繁荣昌盛，为中华民族的振兴，为自己和家人的幸福而不懈努力。,华为公司核心价值观（续）,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,46,Examples Of Mission Definition,PARIOLD：PERFECTING AND MARKETING INSTANT PHOTOGRAPHY TO SATISFY THENEEDS OF MORE AFFLUENT U.S. AND WESTEUROPE FAMILIES FOR AFFECTION， FRIEND-SHIP，FOND MEMORIES， AND HUMOR,MCDONALDS：在洁净友好的餐馆里为世界范围内广泛的快餐用户提供有限种类的、迅速可口的、物有所值的热食。,Examples: Mission definitions,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,47,DISCUSSIONWETHER THE PRODUCTIVITY IS THE GOAL?WETHER THE MARKET SHARE IS THE GOAL?WHAT IS THE FIRMS GOAL?,3.4 Goals and Objectives,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,48,The ultimate GOAL is the profit (Finance terms).How to gain the profit?Three critical indicators: -Net profit -ROI (Return of investment) -Cash flow,哇，钱！,3.4 Goals and Objectives,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,49,COMPONENTS GOAL STATEMENT -desirable level of effort (challenging).-flexible. -measurable (operational).-consistent in the long & short run.NATURE OF GOAL/OBJECTIVE SMART：Specific；Measurable； Attainable；Realistic；Time,3.4 Goals and Objectives,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,50,每组负责人代表全组汇报，但负责人要轮换，每位成员只能作一次演讲；每小组根据以下要求对演讲和讨论效果评分。演讲要求：(1)演讲内容要具有系统性、逻辑性和条理性（问题只是提示，不能作“简答题”）（3分）;(2)演讲内容和回答问题的正确性和说服力（2分）;(3)演讲者具有良好的语言表达能力和技巧（2分）;(4)有具召感力和吸引力的非语言表达技巧（1分）;(5)小组成员之间的良好配合技能（2分）。,案例分析要求,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,51,案例讨论（一）“电影业发展前景”,电影业的使命是什么？业务是什么？中国电影业滑坡的根本原因是什么？电影业应注重娱乐性还是艺术性？D先生的改革思路是否可行？向娱乐城方向发展的潜力如何？如何面对录象、电视的冲击？你认为电影业发展的前景如何？出路何在？,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,52,Chapter 4 Analysing the Environment,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,53,总体要求掌握内外环境对企业战略制定的作用，以及内外环境的交互匹配。重点在于理解环境分析思路和内外环境作用价值，初步了解资源观、能力观、制度观等理论背景和环境分析最新理论发展, 并掌握运用环境分析工具SWOT分析、波特分析模型、六力互动模型、内部资源定位等。,具体目标 环境战略互动框架 内部条件决定论 外部环境影响论 环境分析工具,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,54,4.1 环境-战略互动框架,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,55,4.1 环境-战略互动框架,市场:进入障碍、行业 集中、产品差异,资源:有形资产,亚文化:知识、信念、形象,庞文化:信誉、认知、成败,行业范围响应,企业战略构思,资源分配,成败界定,资源分配,资源分配,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,56,机遇总是垂青有准备的人！ 优势和劣势的相对性和可转化性 机遇与威胁的相对性和可转化性 内因是根本；外因是条件,4.2 内部条件决定论,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,57,Internal analysis: Influences on organizational purposes,Organizational purpose Mission Objectives,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,58,4.3 外部环境影响论,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,59,Steps in outside environmental analysis,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,60,Approaches to making sense of the environment,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,61,A PEST analysis of environmental influences,What environmental factors are affecting the organization? Which of these are the most important at present time? In next year?,Political/legal Monopolies legislation Environmental protection laws Taxation policy Foreign trade regulation Employment law Government stabilitySociocultural factors Population demographics Income distribution Social mobility Lifestyle changes Attitudes to work and leisure Consumerism Levels of education,Economic factors Business cycles GDP trends Interest rates Money supply Inflation Unemployment Disposable income Energy availability and costTechnological Government spending on research Government and industry focus on technological effort New discoveries/development Speed of technology transfer Rates of obsolescence,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,62,进入障碍：规模经济、产品差异性、资本需求、 转移成本、促销渠道、政府政策退出障碍：资产专一性、内部战略关系、情感 障碍、政府和社会制约,行业环境分析与选择,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,63,Divers of globalization,GlobalStrategy,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,64,4.4 环境分析常用工具,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,65,内外环境匹配分析：SWOT,Procedures Identifying the key changes in the organizations environment (no more than 7-8 points) Identifying the key variables in terms of the resource profile and competences of the organization (8 ps) Illustrating the analysis by keeping to quite specific points, rather than overgenerising analysis Providing some useful strategic foresights,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,66,Strengths &Weakness,Main strengthsCapacity for inno. + + + + + 7 0Good GP links + + + + + 5 0 Committed employees + + + 0 + 4 0Good joint working with social services + 0 + + - 3 1Main weaknessesLack of outcome measures - - - - - 0 5Information mea- surement systems - - - - - 0 6Provider-dominated agenda 0 - - - + 2 6No financial growth + - - - + 2 3+ 5 3 5 3 7- 2 5 5 5 4,Example of SWOT analysis,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,67,行业竞争环境分析：波特模型,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,68,六种竞争力量模型,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,69,内部条件分析：高标定位(Benchmarking),Best in class Thinking Practice,Competitors Cooperators Coordinators,objectives,Existing level resources capabilities,Road 2,Road 1,Road 3,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,70,资源和能力定位三层次,Level of Benchmarking Through Examples of Measures,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,71,Chapter 5 Making Business Development Strategies,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,72,总体要求不管维持原状、收缩，或扩张，企业都需在业务上作战略性调整。本章重点要求分析企业如何根据内外环境条件的变化，来选择相应的业务发展战略，以及在选择相应战略时应考虑具备的条件。,具体目标 业务展开途径选择 纵向整合拓展战略 横向多元发展战略 业务组合重构战略,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,73,5.1 业务展开途径选择,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,74,并购、自创、联盟？,5.1 业务展开途径选择,问题：并购、自创和联盟各自条件？,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,75,业务发展方向,5.2 纵向整合拓展战略,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,76,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,77,讨论题 以下面情况为例,说明制定纵向整合决策需要考虑哪些因素的作用?-摩托车销售企业向摩托生产发展(后向整 合一体化)-洗衣机厂自行生产控制电路板(后向整合)-传呼机生产公司向传呼业务发展(前向整 合一体化),5.2 纵向整合拓展战略,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,78,5.2 纵向整合拓展战略,Strategy:Buy orMake?,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,79,涉及因素：设置成本、交易费用 交易风险、协调可能,5.2 纵向整合拓展战略,必要性：出现以下情况，由于交易不确定、 有限理性、投机性，可考虑纵向整合 买主与卖主数量很少； 对交易依赖性强(资产高度专用性) 交易十分频繁,可能性：市场进入障碍、现有企业反应、 跨地区文化冲突,Dr. Wei Jiang Strategy Management,Dr. Wei Jiang Strategy Management,80,讨论题,某生产医药中间体的化工企业兼并了水泥厂后，推行原来的管理机制和模式，并由兼并前水泥厂厂长担任总经理，第一年(1999)赢利120万元；于是，2000/3公司进一步兼并了仪表厂，同样推行管理机制和模式，也由原副厂长担任总经理，但到6月被迫退出，交学费150万元。原因何在？有何经验教训？,5.3 横向多元