《英语战略分析》PPT课件

1、Ch 6 -1Chapter 6战略分析与选择Strategic Management: Concepts & Cases8th EditionFred DavidCh 6 -2Chapter OutlineThe Nature of Strategy & ChoiceA Comprehensive Strategy-Formulation FrameworkThe Input StageCh 6 -3Chapter Outline (contd)The Matching StageThe Decision StageCh 6 -4- Establishing long-ter

2、m objectives- Generating alternative strategies- Selecting strategies to pursue- Best alternative - achieve mission & objectivesNature of Strategy Analysis & ChoiceStrategy Analysis & ChoiceCh 6 -5nVisionnMissionnObjectivesnExternal auditnInternal auditnPast successful strategiesStrategy

3、 Analysis & ChoiceAlternative Strategies Derive From -Ch 6 -6Strategy Analysis & ChoiceGenerating Alternatives -Participation in generating alternative strategies should be as broad as possibleCh 6 -7战略制定综合框架Stage 1:输入阶段输入阶段Stage 2:匹配阶段匹配阶段Stage 3:决策阶段决策阶段Ch 6 -8战略制定综合框架Internal Factor Evalu

4、ationMatrix (IFE)External Factor EvaluationMatrix (EFE)Competitive Profile Matrix(CPM)Stage 1:输入阶段输入阶段Ch 6 -9Stage 1: The Input StageBasic input information for the matching & decision stage matricesRequires strategists to quantify subjectivity early in the processGood intuitive judgment always

5、neededCh 6 -10战略制定综合框架SWOT MatrixSPACE MatrixBCG MatrixIE MatrixGrand Strategy MatrixStage 2:匹配阶段匹配阶段Ch 6 -11Stage 2: The Matching StageMatch between organizations internal resources & skills and the opportunities & risks created by its external factorsCh 6 -12Stage 2: The Matching StageStre

6、ngthsWeaknessesOpportunitiesThreatsSWOT MatrixCh 6 -13SWOT MatrixStrengths-Opportunities (SO)Weaknesses-Opportunities (WO)Strengths-Threats (ST)Weaknesses-Threats (WT)Four Types of StrategiesCh 6 -14SO Strategies利用优势来把握机会SOStrategiesStrengthsWeaknessesOpportunitiesThreatsSWOTCh 6 -15WO Strategies利用机

7、会克服劣势WOStrategiesStrengthsWeaknessesOpportunitiesThreatsSWOTCh 6 -16ST Strategies利用优势回避威胁STStrategiesStrengthsWeaknessesOpportunitiesThreatsSWOTCh 6 -17WT Strategies将劣势降到最小并避免威胁WTStrategiesStrengthsWeaknessesOpportunitiesThreatsSWOTCh 6 -18SWOT MatrixDeveloping the SWOT List firms key internal Stren

8、gthsList firms key internal WeaknessesList firms key external OpportunitiesList firms key external ThreatsCh 6 -19家乐福在亚太市场的SWOTCh 6 -20SWOT MatrixLeave BlankStrengths SList StrengthsWeaknesses W List WeaknessesOpportunities O List OpportunitiesSO StrategiesUse strengths to take advantage of opportun

9、itiesWO StrategiesOvercoming weaknesses by taking advantage of opportunitiesThreats T List ThreatsST StrategiesUse strengths to avoid threatsWT Strategies Minimize weaknesses and avoid threats图图 SWOT分析矩阵分析矩阵212021/4/1 S W O T优势优势SS1 ：地理位置优越，是天然渔港S2：有一个坚强、有魄力的领导班子S3：有融资信誉弱势弱势WW1：近海渔业资源枯竭W2：渔轮设备陈旧W3：单

10、一捕捞经营W4：经济效益差机会机会OO1：国际国内市场对渔产品需求大O2：公海渔业资源丰裕O3：渔产品深加工可带来高附加值O4：渔港若停大船可变商港 S O战略战略1、投资建设深水码头，建国内大渔港城（ O 2、 O4 、 S 1、 S 3）2、前向一体化，资源深加工（ O1、 O3、 O 4、 S 3 ） W O战略战略1、组织远洋船队挺进白令公海（ O1、 O2、 W 1、 W2、 W 3、 W 4）2、发展创汇渔业（ O1、 O2、 W 3、 W 4 ）3、合资合作开发渔产品（ O3、 W 3 ）威胁威胁TT1：公海环境险恶，风险较大T2：与美、日、波兰、前苏联等捕捞船队竞争T3：我方不

11、熟悉国际商法 S T战略战略1、科学论证、果断决策、采取对策、降低风险（ S2、 S3、 T1、 T2、 T3 ） W T战略战略222021/4/1Ch 6 -23Limitations with SWOT Matrixn不能显示出企业如何获得竞争优势n只提供静态的评估n可能会使公司过分强调某一个外部或内部因素Ch 6 -24Strategy-Formulation Analytical FrameworkSWOT MatrixSPACE MatrixBCG MatrixIE MatrixGrand Strategy MatrixStage 2:匹配阶段匹配阶段Ch 6 -25SPACE M

12、atrixStrategic Position & Action Evaluation Matrix 进攻型 保守型 防御型 竞争型Ch 6 -26SPACE MatrixTwo Internal DimensionsFinancial Strength (FS)Competitive Advantage (CA)Ch 6 -27SPACE MatrixTwo External DimensionsEnvironmental Stability (ES)Industry Strength (IS)Ch 6 -28SPACE FactorsEnvironmental Stability

13、(ES)Technological changesRate of inflationDemand variabilityPrice range of competing productsBarriers to entryCompetitive pressurePrice elasticity of demandEase of exit from market Risk involved in businessFinancial Strength (FS)Return on investmentLeverageLiquidityWorking capitalCash flowExternal S

14、trategic PositionInternal Strategic PositionCh 6 -29SPACE FactorsIndustry Strength (IS)Growth potentialProfit potentialFinancial stabilityTechnological know-howResource utilizationEase of entry into marketProductivity, capacity utilizationCompetitive Advantage CAMarket shareProduct qualityProduct li

15、fe cycleCustomer loyaltyCompetitions capacity utilizationTechnological know-howControl over suppliers & distributorsExternal Strategic PositionInternal Strategic PositionCh 6 -30Steps to Developing a SPACE MatrixnSelect a set of variables to define FS, CA, ES, & ISnAssign a numerical value:n

16、From +1 to +6 to each FS & IS dimensionnFrom -1 to -6 to each ES & CA dimensionnCompute an average score for each FS, CA, ES, & ISCh 6 -31Steps to Developing a SPACE MatrixnPlot the average score on the appropriate axisnAdd the two scores on the x-axis and plot the point. Add the two sco

17、res on the y-axis and plot the point. Plot the intersection of the new xy pointnDraw a directional vector from the origin through the new intersection point.Ch 6 -32SPACE MatrixFS+6+1+5+4+3+2-6-5-4-3-2-1-6-5-4-3-2-1+1+2+3+4+5+6ESCAIS保守型进攻型防御型竞争型Ch 6 -33Strategy-Formulation Analytical FrameworkSWOT M

18、atrixSPACE MatrixBCG MatrixIE MatrixGrand Strategy MatrixStage 2:匹配阶段Ch 6 -34BCG MatrixBoston Consulting Group MatrixEnhances multi-divisional firm in formulating strategiesAutonomous divisions = business portfolioDivisions may compete in different industriesFocus on market-share position & indu

19、stry growth rateCh 6 -35BCG MatrixRelative Market Share PositionRatio of a divisions own market share in an industry to the market share held by the largest rival firm in that industryCh 6 -36BCG MatrixDogsIVCash CowsIIIQuestion MarksIStarsIIRelative Market Share PositionHigh1.0Medium.50Low0.0Indust

20、ry Sales Growth RateHigh+20Low-20Medium0Ch 6 -37BCG MatrixQuestion MarksLow relative market share compete in high-growth industryCash needs are highCase generation is lowDecision to strengthen (intensive strategies) or divestCh 6 -38BCG MatrixStarsHigh relative market share and high growth rateBest

21、long-run opportunities for growth & profitabilitySubstantial investment to maintain or strengthen dominant positionIntegration strategies, intensive strategies, joint venturesCh 6 -39BCG MatrixCash CowsHigh relative market share, competes in low-growth industryGenerate cash in excess of their ne

22、edsMilked for other purposesMaintain strong position as long as possibleProduct development, concentric diversificationIf weakensretrenchment or divestitureCh 6 -40BCG MatrixDogsLow relative market share & compete in slow or no market growthWeak internal & external positionLiquidation, dives

23、titure, retrenchmentCh 6 -411.1.2.2.3.3.4.4.关键在于各部分业务组合的有机匹配与长短期盈利性的平衡。 明星问题瘦狗金牛行业销售增长率高 +20%中 10%低 -20%在行业中相对市场份额地位高2中1低0.5BCG MatrixCh 6 -42一家公司三个经营领域为普通自行车、山地自行车和玩具自行车，数据如下：BCG MatrixCh 6 -43普通相对市场份额高 低市场增长率高低明星问号现金牛狗玩具山地BCG MatrixCh 6 -44 高 销 售 赠 长 率 低 高 市场占有率 低饼干糖果雪糕月饼酒店餐厅健康食品代理面包整顿结果： 发展(Devel

24、op): 维持(Hold):(建议策略) 收割(Harvest): 放弃(Divest): 香港嘉顿公司产品整顿案例Ch 6 -45Strategy-Formulation Analytical FrameworkSWOT MatrixSPACE MatrixBCG MatrixIE MatrixGrand Strategy MatrixStage 2:匹配阶段匹配阶段Ch 6 -46The Internal-External MatrixnPositions an organizations various divisions in a nine-cell displaynSimilar t

25、o BCG Matrix except the IE Matrix:qRequires more information about the divisionsqStrategic implications of each matrix are differentCh 6 -47Ch 6 -48行业吸引力行业吸引力市场容量增长率收益水平竞争强度季节性波动周期性波动技术与资本需求社会影响法律法规环境保护的限制机遇和威胁进入和退出障碍强 中 弱竞争能力（相对竞争地位）竞争能力（相对竞争地位）市场份额 相对成本水平核心竞争力 知识相对于竞争对手的利润水平 技术能力 价格/服务竞争能力 管理才干 强

26、中 弱发展选择撤退业务组合管理：GE矩阵Ch 6 -49IE MatrixnBased on two key dimensionsqThe IFE total weighted scores on the x-axisqThe EFE total weighted scores on the y-axisnDivided into three major regionsqGrow and build Cells I, II, or IVqHold and maintain Cells III, V, or VIIqHarvest or divest Cells VI, VIII, or IXC

27、h 6 -50Ch 6 -51Strategy-Formulation Analytical FrameworkSPACE MatrixBCG MatrixIE MatrixStage 2:匹配阶段匹配阶段SWOT MatrixGrand Strategy MatrixCh 6 -52Grand Strategy Matrix（大战略矩阵）Tool for formulating alternative strategiesBased on two dimensions竞争地位市场增长Ch 6 -53Quadrant IVConcentric diversificationHorizontal

28、 diversificationConglomerate diversification1.Joint venturesQuadrant IIIRetrenchmentConcentric diversificationHorizontal diversificationConglomerate diversificationLiquidationQuadrant IMarket developmentMarket penetrationProduct developmentForward integrationBackward integrationHorizontal integratio

29、n1.Concentric diversificationQuadrant IIMarket developmentMarket penetrationProduct developmentHorizontal integrationDivestiture1.LiquidationRAPID MARKET GROWTHSLOW MARKET GROWTHWEAK COMPETITIVE POSITIONSTRONGCOMPETITIVE POSITIONCh 6 -54Grand Strategy MatrixExcellent strategic positionConcentration

30、on current markets/productsTake risks aggressively when necessary第一象限 Ch 6 -55Grand Strategy MatrixEvaluate present approachHow to improve competitivenessRapid market growth requires intensive strategy第二象限Ch 6 -56Grand Strategy MatrixCompete in slow-growth industriesWeak competitive positionDrastic changes quicklyCost & asset reduction (retrenchment)象限 IIICh 6 -57Grand Strategy MatrixStrong competitive positionSlow-growth industryDiversifi