企业战略管理第4章

1、Copyright 2010Ch 4 -1Chapter 4 The Internal Assessment内部分析内部分析Strategic Management: Concepts & Cases11th EditionFred DavidCopyright 2010Ch 4 -2Chapter OutlineThe Nature of an Internal Audit内部分析的性质The Resource-Based View (RBV)以资源为基础的观点Integrating Strategy & Culture战略和文化的整合Copyright 2010Ch 4 -3Chapter

2、 Outline (contd)Management管理Marketing营销Opportunity Analysis机会分析Copyright 2010Ch 4 -4Chapter Outline (contd)Finance/Accounting财务与会计Production/Operations生产与作业Research & Development研究与开发Copyright 2010Ch 4 -5Chapter Outline (contd)Management Information Systems管理信息系统The Internal Factor Evaluation (IFE)

3、Matrix内部因素评价矩阵Copyright 2010Ch 4 -6The biggest levers youve got to change a company are strategy, structure, and culture. If I could pick two, Id pick strategy and culture. Wayne Leonard, CEO, EntergyInternal Assessment内部分析内部分析Weak leadership can wreck the soundest strategy. Sun ZiCopyright 2010Ch 4

4、 -7Nature of an Internal Audit内部分析的性质内部分析的性质- Strengths优势- Weaknesses劣势Functional Areas of Business企业的职能业务领域Copyright 2010Ch 4 -8nInternal strengths/weaknessesn内部优势与劣势内部优势与劣势nExternal opportunities/threatsn外部机会与威胁外部机会与威胁nClear statement of missionn明确的使命明确的使命Nature of an Internal Audit内部分析的性质内部分析的性质B

5、asis for Objectives & Strategies建立企业目标与战略的基础Copyright 2010Ch 4 -9Key Internal Forces关键内部因素关键内部因素Functional Business Areas:Vary by organization不同类型的组织，职能领域各有不同Divisions have differing strengths & weaknesses每个部门都有自己的优势和劣势Copyright 2010Ch 4 -10Key Internal Forces关键内部因素关键内部因素Distinctive Competencies:特色能

6、力：特色能力：Firms strengths that cannot be easily matched or imitated by competitors企业中不容易被竞争者超过或模仿的优势称为企业的特色能力Copyright 2010Ch 4 -11Key Internal Forces关键内部因素关键内部因素Distinctive Competencies:特色能力：特色能力：Building competitive advantage involves taking advantage of distinctive competencies建立竞争优势需要利用特色能力Copyrigh

7、t 2010Ch 4 -12Key Internal Forces关键内部因素关键内部因素Distinctive Competencies:特色能力：特色能力：Strategies designed to improve on a firms weaknesses and turn to strengths战略设计的目的之一即是弥补企业的劣势，将劣势转变为优势Copyright 2010Ch 4 -13Internal Audit内部分析内部分析Information from:ManagementMarketingFinance/accountingProduction/operations

8、Research & DevelopmentManagement information SystemsParallels process of external audit与外部分析过程相似Copyright 2010Ch 4 -14Internal Audit内部分析内部分析Involvement in performing an internal strategic-management audit provides vehicle for understanding nature and effect of decisions in other functional business

9、areas of the firm内部分析过程为参与者提供了更多的机会来理解他们的工作、所在部门及分公司在整个企业中的作用Copyright 2010Ch 4 -15Internal Audit内部分析内部分析Coordination & understanding among managers from all functional areas各职能领域管理人员的有效协调和相互理解Key to Organizational Success企业成功的关键Copyright 2010Ch 4 -16Internal Audit内部分析内部分析Number and complexity incre

10、ases relative to organization size随着企业规模的扩大，需要管理的关系和复杂性也会急剧上升Functional Relationships职能关系Copyright 2010Ch 4 -17Internal Audit内部分析内部分析Exemplifies complexity of relationships among functional areas of the business集中体现了企业各职能领域间关系的复杂性Financial Ratio Analysis财务比率分析Copyright 2010Ch 4 -18Resource Based Vie

11、w (RBV)以资源为基础的观点以资源为基础的观点Approach to Competitive Advantage研究竞争优势的方法Internal resources are more important than external factors内部因素对公司比外部因素重要的多Copyright 2010Ch 4 -19Resource Based View (RBV)以资源为基础的观点以资源为基础的观点3 All Encompassing Categories包括3类1.Physical resources物质资源2.Human resources人力资源3.Organizationa

12、l resources组织资源Copyright 2010Ch 4 -20Resource Based View (RBV)以资源为基础的观点以资源为基础的观点Empirical IndicatorsRare稀有的Hard to imitate难以模仿的Not easily substitutable不能轻易被替代的Copyright 2010Ch 4 -21Integrating Strategy & Culture战略和文化整合战略和文化整合 Pattern of behavior developed by an organization as it learns to cope with

13、 its problem of external adaptation and internal integrationis considered valid and taught to new members 一种企业在学习适应外部环境、整合内部资源的过程中形成的，行之有效的行为模式。它被作为认识、思考和感知事物的正确方式传授给企业新的成员Organizational Culture企业文化Copyright 2010Ch 4 -22Integrating Strategy & Culture战略和文化的整合战略和文化的整合Organizational Culture企业文化Resistan

14、t to change 很难改变May represent:可以代表Strength优势Weakness劣势Copyright 2010Ch 4 -23CulturalProductsValues价值观价值观Legends传说传说Beliefs信念信念Heroes英雄英雄Rites典礼典礼Symbols象征象征Rituals礼仪礼仪Myths神话神话Integrating Strategy & CultureCopyright 2010Ch 4 -24Integrating Strategy & Culture战略和文化整合战略和文化整合Organizational Culture Can I

15、nhibit Strategic Management企业文化可能阻碍战略管理Miss external changes due to strongly held beliefs由于被固有的强烈信念遮住了视线，管理者经常对外部条件的变化熟视无睹Natural tendency to “hold the course” even during times of strategic change在特定的文化在过去有效的情况下，管理者的自然反应就是未来坚持该文化，甚至在发生了重大战略变化的时候仍然如此Copyright 2010Ch 4 -25U.S. Versus Foreign Cultures

16、美国文化和其他国家的文化 To successfully compete in world markets, U.S. managers must obtain a better knowledge of historical, cultural, and religious forces that motivate and drive people in other countries. 为了在世界市场上成功竞争，美国经理人员必须获得有关历史、文化和宗教方面的知识，以便能够在其他国家激励和推动员工。Copyright 2010Ch 4 -26Copyright 2010Ch 4 -27Man

17、agement管理管理Functions of Management管理职能1.Planning计划2.Organizing组织3.Motivating激励4.Staffing用人5.Controlling控制Copyright 2010Ch 4 -28Management管理管理PlanningStage When Most Important在战略管理过程的哪一阶段在战略管理过程的哪一阶段最为重要最为重要Function职能职能Strategy Formulation战略制定OrganizingStrategy Implementation战略实施MotivatingStrategy Im

18、plementation战略实施StaffingControllingStrategy Implementation战略实施Strategy Evaluation战略评价Copyright 2010Ch 4 -29Management管理管理Planning计划Beginning of management process计划是管理过程的起点Bridge between present & future计划是连接现实与未来的桥梁Improves likelihood of attaining desired results 计划能提高取得预期效果的可能性Copyright 2010Ch 4 -

19、30Planning计划计划Forecasting预测Establishing objectives建立目标Devising strategies选择战略Developing policies制定政策Setting goals确定总体目标Management管理管理Copyright 2010Ch 4 -31Management管理管理Organizing组织Achieves coordinated effort实现协同努力Defines task & authority relationships界定任务与权利之间的关系Departmentalization部门化Delegation of

20、authority授权Copyright 2010Ch 4 -32Organizing组织组织Organizational design组织设计Job specialization工作专业化Job descriptions工作说明Job specifications工作规范Span of control控制幅度Unity of command权限划分Coordination协调Job design岗位设计Job analysis职务分析Management管理管理Copyright 2010Ch 4 -33Management管理管理Motivating激励Influencing to acc

21、omplish specific objectives影响员工实现特定目标的过程Communication major component 沟通激励工作的主要组成部分Copyright 2010Ch 4 -34Motivating激励激励Leadership领导Communication沟通Work groups工作团队Job enrichment工作丰富化Job satisfaction工作满意Needs fulfillment需要满足Organizational change组织变革Morale士气Management管理管理Copyright 2010Ch 4 -35Management

22、管理管理Staffing用人Personnel management人员管理Human resources management人力资源管理Copyright 2010Ch 4 -36Staffing用人用人Wage & salary admin.薪酬管理Employee benefits员工福利Interviewing面试Hiring雇佣Discharging解雇Training培训Management development管理开发Affirmative Action表彰EEO平等就业机会Labor relations工会关系Management管理管理Copyright 2010Ch 4

23、 -37Management管理管理Controlling控制Establishing performance standards建立绩效标准Ensure actual operations conform to planned operations确保实际运行与计划要求保持一致Taking corrective actions采取必要纠正措施Copyright 2010Ch 4 -38Controlling控制控制Quality质量控制Financial财务控制Sales销售控制Inventory库存控制Expense成本控制Analysis of variance变量分析Rewards奖赏

24、Sanctions惩处Management管理管理Copyright 2010Ch 4 -39Management Audit Checklist管理评价问题清单管理评价问题清单Does the firm use strategic management concepts?企业是否引入战略管理概念？Are objectives/goals measurable? Well communicated?公司的目标和目的是否可衡量且易于沟通？Do managers at all levels plan effectively?各个管理层级的管理者是否有效地开展了计划管理工作？Copyright 20

25、10Ch 4 -40Management Audit Checklist管理评价问题清单管理评价问题清单Do managers delegate well?管理者是否进行了适当的授权？Is the organizations structure appropriate?企业的组织结构是否合适？Are job descriptions clear?工作说明是否清楚？Are job specifications clear?工作规范是否清楚？Is employee morale high?员工士气是否高涨？Copyright 2010Ch 4 -41Management Audit Checkli

26、st管理评价问题清单管理评价问题清单Is employee absenteeism low?员工缺勤率是否低？Is employee turnover low?员工流动是否低？Are the reward mechanisms effective?企业奖励机制是否有效？Are the organizations control mechanisms effective?企业控制机制是否有效？Copyright 2010Ch 4 -42Marketing营销营销Customer Needs/Wants for Products/Services顾客的产品、服务需求1.Defining界定2.An

27、ticipating预期3.Creating创造4.Fulfilling满足Copyright 2010Ch 4 -43Marketing营销营销Marketing Functions市场营销的职能1.Customer analysis顾客分析顾客分析2.Selling products/services产品或服务销售产品或服务销售3.Product & service planning产品与服务计划产品与服务计划4.Pricing定价定价5.Distribution分销分销6.Marketing research营销研究营销研究7.Opportunity analysis机会分析机会分析Co

28、pyright 2010Ch 4 -44Customer AnalysisCustomer surveys组织顾客调查Consumer information分析顾客信息Market positioning strategies评价市场定位战略Customer profiles进行顾客群体分析Market segmentation strategies选择最佳市场细分战略Marketing营销营销Copyright 2010Ch 4 -45Advertising广告Sales推销Promotion促销Publicity公共宣传Sales force management销售队伍管理Custom

29、er relations顾客关系处理Dealer relations分销商关系处理Marketing营销营销Selling Products/Services产品或服务销售产品或服务销售Copyright 2010Ch 4 -46Test marketing试销Brand positioning品牌定位Devising warrantees拟定质量保证条款Packaging包装Product features/options产品类型和特色Product style产品风格Quality产品质量标准Marketing营销营销Planning Product/Service产品与服务计划产品与服务

30、计划 Copyright 2010Ch 4 -47Forward integration前向一体化Discounts销售折扣Credit terms信用条款Condition of sale销售条件Markups毛利Costs成本Unit pricing单位定价Marketing营销营销Pricing定价定价Copyright 2010Ch 4 -48Warehousing仓储Channels分销渠道Coverage经销网覆盖面Retail site locations零售网点布局Sales territories销售区域Inventory levels库存水平Transportation运输

31、Marketing营销营销Distribution分销分销Copyright 2010Ch 4 -49Data collection数据收集Data input数据记录Data analysis数据分析Support business functions支持经营职能Marketing营销营销Marketing Research营销研究营销研究Copyright 2010Ch 4 -50Assessing costs评估成本Assessing benefits评估收益Assessing risks评估风险Cost/benefit/risk analysis成本、收益、风险分析Marketing营

32、销营销Opportunity Analysis机会机会分析分析Copyright 2010Ch 4 -51Marketing Audit Checklist营销评价问题清单营销评价问题清单1.Are markets segmented effectively?企业所做的市场细分企业所做的市场细分有效吗？有效吗？2.Is the organization positioned well among competitors?企业在竞争对手中的定位适当吗？企业在竞争对手中的定位适当吗？3.Has the firms market share been increasing?企业的市企业的市场份额有增

33、加吗场份额有增加吗?4.Are the distribution channels reliable & cost effective?现有的分销渠道可靠吗？该渠道在成本效率方面适当吗？现有的分销渠道可靠吗？该渠道在成本效率方面适当吗？5.Is the sales force effective?企业拥有有效的营销组织吗？企业拥有有效的营销组织吗？Copyright 2010Ch 4 -52Marketing Audit Checklist营销评价问题清单营销评价问题清单6.Does the firm conduct market research?企业开展营销研企业开展营销研究工作吗？究工作

34、吗？7.Are product quality & customer service good?企业的产企业的产品质量和顾客服务是优质的吗？品质量和顾客服务是优质的吗？8.Are the firms products/services priced appropriately?企业的产品和服务的定价合适吗？企业的产品和服务的定价合适吗？9.Does the firm have effective promotion, advertising, & publicity strategies?企业拥有有效的促销、广告和公共战企业拥有有效的促销、广告和公共战略吗？略吗？Copyright 2010C

35、h 4 -53Marketing Audit Checklist营销评价问题清单营销评价问题清单10.Are the marketing planning & budgeting effective?营销计划和经费预算有效吗？营销计划和经费预算有效吗？11.Do the firms marketing managers have adequate experience and training?企业的营销企业的营销经理有足够的经验、接受过充分的训练吗？经理有足够的经验、接受过充分的训练吗？Copyright 2010Ch 4 -54Finance/Accounting财务与会财务与会计计Det

36、ermining financial strengths & weaknesses key to strategy formation 确定企业的财务优势与劣势是有效制定战略的必要条件。Copyright 2010Ch 4 -55Finance/Accounting财务与会财务与会计计Finance/Accounting Functions财务与会计功能1.Investment decision (Capital budgeting)投投资决策（资本预算）资决策（资本预算）2.Financing decision融资决策融资决策3.Dividend decision股利决策股利决策Copyri

37、ght 2010Ch 4 -56Firms ability to meet its short-term obligations企业偿付到期短期债务的能力RatiosCurrent ratio流动比率Quick (or acid test) ratio速动（酸性测试）比率Basic Financial Ratios主要财务比率主要财务比率Liquidity Ratios流动性比率流动性比率Copyright 2010Ch 4 -57Extent of debt financing公司负债的程度RatiosDebt-to-total assets资产负债率Debt-to-equity权益负债率L

38、ong-term debt-to-equity权益长期负债率Times-interest earned已获利息倍数Basic Financial Ratios主要财务比率主要财务比率Leverage Ratios杠杆比率杠杆比率Copyright 2010Ch 4 -58Effective use of firms resources度量公司如何有效利用资源度量公司如何有效利用资源RatiosInventory-turnover存货周转率Fixed assets turnover固定资产周转率Total assets turnover总资产周转率Accounts receivable turn

39、over应收账款周转率Average collection period平均收账期Basic Financial Ratios主要财务比率主要财务比率Activity Ratios运营比率运营比率Copyright 2010Ch 4 -59Effectiveness shown by returns on sales & investment以销售收益和投资收益值度量以销售收益和投资收益值度量企业的总体经营效果企业的总体经营效果RatiosGross profit margin毛利率Operating profit margin经营毛利率Net profit margin净利润率Return

40、on total assets (ROA)总资产收益率Return on stockholders equity (ROE)股本收益率Earnings per share每股收益Price-earnings ratio市盈率Basic Financial Ratios主要财务比率主要财务比率Profitability Ratios盈利比率盈利比率Copyright 2010Ch 4 -60Firms ability to maintain economic position度量公司在经济和产业增长中保持经济地位的能力RatiosSales销售收入增长率Net income净利润增长率Earni

41、ngs per share每股收益增长率Dividends per share每股红利增长率Basic Financial Ratios主要财务比率主要财务比率Growth Ratios增长比率增长比率Copyright 2010Ch 4 -61Finance/Accounting Audit Checklist 财务与会计评价问题清单财务与会计评价问题清单Where is the firm strong/weak as indicated by financial ratio analysis?通过财务比率分析，企业的财务优势和劣势表现在哪些方面？Can the firm raise sho

42、rt-term capital as needed?企业能够获得所需的短期资金吗？Can the firm raise long-term capital as needed through debt and/or equity?企业能够通过发行股票或举债获得所需的长期资金吗？Copyright 2010Ch 4 -62Finance/Accounting Audit Checklist 财务与会计评价问题清单财务与会计评价问题清单Does the firm have sufficient working capital?企业有足够的流动资金吗？Are capital budgeting pr

43、ocedures effective?企业的财务预算过程有效吗？Are dividend payout policies reasonable?企业的股利支付政策合理吗？Are the firms financial managers experienced & well trained?企业的财务主管经验丰富并受过良好的正规训练吗?Copyright 2010Ch 4 -63Finance/Accounting Audit Checklist 财务与会计评价问题清单财务与会计评价问题清单Effective Financial Analysis Requires:有效的财务分析必须从三个领域进

44、行：1. Analysis of how the ratios have changed over time分析每项比率是如何随时间而变化的2. How the ratios compare to industry norms每项比率是如何与产业标准进行比较的3. How the ratios compare with key competitors如何与关键竞争者进行每项比率的比较Copyright 2010Ch 4 -64Production/Operations生产与作业生产与作业Production/Operations Functions生产与作业职能Process工艺工艺Capac

45、ity生产能力生产能力Inventory库存库存Workforce生产人员生产人员Quality质量质量Copyright 2010Ch 4 -65Facility design设施设计Technology selection技术选择Facility layout设施布局Process flow analysis工艺流程分析Facility location设施布置Line balancing生产线平衡Process control工艺控制Production/Operations生产与作业生产与作业Process工艺工艺Copyright 2010Ch 4 -66Forecasting预测F

46、acilities planning设施计划Aggregate planning综合计划Scheduling调度Capacity planning生产能力计划Queuing analysis排队分析Production/Operations生产与作业生产与作业Capacity生产能力生产能力Copyright 2010Ch 4 -67Raw materials原材料Work in process在制品Finished goods产成品Materials handling原材料入库Production/Operations生产与生产与作业作业Inventory库存库存Copyright 2010

47、Ch 4 -68Job design工作设计Work measurement工作考核Job enrichment工作丰富Work standards工作标准Motivation techniques激励办法Production/Operations生产与作业生产与作业Workforce生产人员生产人员Copyright 2010Ch 4 -69Quality control质量控制Sampling抽样Testing检验Quality assurance质量保证Cost Control成本控制Production/Operations生产与作业生产与作业Quality质量质量Copyright

48、2010Ch 4 -70Production/Operations Audit生产与作业评价问题清单生产与作业评价问题清单Are suppliers of materials, parts, etc. reliable and reasonable?原材料、零部件、组装件的供应商是否可靠、要价合理？Are facilities, equipment & machinery in good condition?设施、设备、机器和办公条件是否完备？Are inventory-control policies and procedures effective?库存控制政策和流程是否有效？Copyri

49、ght 2010Ch 4 -71Production/Operations Audit生产与作业评价问题清单生产与作业评价问题清单Are quality-control policies & procedures effective?质量控制政策与流程是否有效？Are facilities, resources, and markets strategically located?设施、资源和市场是否按战略要求进行了布置？Does the firm have technological competencies?企业是否具有技术核心能力？Copyright 2010Ch 4 -72Resear

50、ch & Development研究与开发研究与开发Research & Development Functions研究与开发职能Development of new products before competitors先于竞争者开发出新产品先于竞争者开发出新产品Improving product quality提高产品质量提高产品质量Improving manufacturing processes to reduce costs改进制造工艺从而降低成本改进制造工艺从而降低成本Copyright 2010Ch 4 -73 Financing as many projects as poss

51、ible尽可能资助建议项目法Use percent-of-sales method销售额百分比法Budgeting relative to competitors与竞争对手相当法How many successful new products are needed先确定所需成功开发新产品后倒推研发费用法Research & Development研究与开发研究与开发R&D Budgets研发预算方法研发预算方法Copyright 2010Ch 4 -74Research & Development Audit研究与开发评价问题清单研究与开发评价问题清单Are the R&D facilitie

52、s adequate?企业的研发设施是否齐备？If R&D is outsourced, is it cost effective?如果委托外部研发，在成本效率方面是否合算？Are the R&D personnel well qualified?企业的研发人员能否胜任工作？Are R&D resources allocated effectively?研发资源分配是否有效？Copyright 2010Ch 4 -75Research & Development Audit研究与开发评价问题清单研究与开发评价问题清单Are MIS and computer systems adequate?企

53、业是否有足够的管理信息和完备的计算机系统？Is communication between R&D & other organizational units effective?研发部门与企业其他部门之间的沟通是否富有成效？Are present products technologically competitive?现有产品是否具有很强的技术竞争力？Copyright 2010Ch 4 -76Management Information Systems管理信息系统管理信息系统Purpose目的Improve performance of an enterprise by improving

54、 the quality of managerial decisions. 通过提高管理决策的质量来提高企业绩效通过提高管理决策的质量来提高企业绩效Copyright 2010Ch 4 -77Management Information Systems管理信息系统管理信息系统nInformation Systems信息系统nCIO/CTO信息主管nSecurity安全nUser-friendly操作方便nE-commerce电子商务Copyright 2010Ch 4 -78Management Information Systems Audit管理信息系统评价问题清单管理信息系统评价问题清单

55、Do managers use the information system to make decisions?企业所有的管理人员都使用信息系统进行决策吗？Is there a CIO or Director of Information Systems position in the firm?企业已经设立了信息主管或信息系统经理职位了吗？Is data updated regularly?企业信息系统中的数据定期更新吗？Copyright 2010Ch 4 -79Management Information Systems Audit管理信息系统评价问题清单管理信息系统评价问题清单Do managers from all functional areas cont