管理学第八章

1、 CHAPTER 8 STRATEGIC MANAGEMENT第八章 战略管理CHAPTER 8 STRATEGIC MANAGEMENT1. The importance of strategic management (1)what is strategic management? That set of managerial decisions and actions that determines the long-run performance of an organization. 战略管理是一组管理决策和行动，它决定了组织的长期绩效。CHAPTER 8 STRATEGIC MAN

2、AGEMENT1. The importance of strategic management (2)purposes of strategic management In a dynamic and uncertain environment, strategic management is important because it can provide managers with a systematic and comprehensive means for analyzing the environment, assessing their organizations streng

3、ths and weaknesses, and identifying opportunities for which they could develop and exploit a competitive advantage.CHAPTER 8 STRATEGIC MANAGEMENT2. The strategic management process The strategic management process include eight steps: (1)Identifying the organizations current mission, goals, and stra

4、tegies; 确定组织当前的使命、目标和战略; (2)Analyzing the environment; 分析环境； CHAPTER 8 STRATEGIC MANAGEMENT2. The strategic management process The strategic management process include eight steps: (3)Identifying the opportunities and threats in the environment; 识别机会和威胁； (4)Analyzing the organizations resources and

5、capabilities; 分析组织的资源和能力；CHAPTER 8 STRATEGIC MANAGEMENT SWOT analysis refers to analyzing the organizations internal strengths and weaknesses as well as the external opportunities and threats in order to identify a niche that the organization can exploit. SWOT分析是指分析组织内部的优势和劣势以及外部的机会和威胁，以便发现组织能够开发的市场

6、区隔。CHAPTER 8 STRATEGIC MANAGEMENT2. The strategic management process (5)Identifying the organizations strengths and weaknesses; 识别优势和劣势； (6)Formulating strategies; 构造战略； CHAPTER 8 STRATEGIC MANAGEMENT2. The strategic management process (7)Implementing strategies; 实施战略； (8)Evaluating results. 评估结果。CH

7、APTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (1)Corporate-level strategy Corporate-level strategy seeks to determine what businesses a company should be in or wants to in. 公司层战略寻求决定公司应当从事什么事业，以及计划从事什么事业。 CHAPTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (1)Corp

8、orate-level strategy The corporate grand strategies are stability, growth, and retrenchment. 公司层战略包括涉及稳定性、成长和紧缩。 CHAPTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (1)Corporate-level strategy A firm thats pursuing a stability strategy is not making any significant changes. 追求稳定性战略的企

9、业不进行任何重大的变革。 CHAPTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (1)Corporate-level strategy A growth strategy means that a firm is increasing the level of its operations. 增长战略意味着企业不断地提高经营的层次。 CHAPTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (1)Corporate-level stra

10、tegy When a firm is following a retrenchment strategy, its addressing organizational weaknesses that are leading to performance declines. 当一个企业遵循紧缩战略时，它是要克服企业的劣势，这种劣势导致了绩效的下降。 CHAPTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (2)Business-level strategy Business-level strategy seeks

11、 to determine how an organization should compete in each of its businesses. 事业层战略决定组织应当如何在每一项事业上展开竞争。CHAPTER 8 STRATEGIC MANAGEMENT Competitive advantage is what sets an organization apart; its competitive edge. 竞争优势是组织有别于竞争对手的地方，是它的竞争特色。CHAPTER 8 STRATEGIC MANAGEMENT Its important because an organi

12、zation needs to be able to effectively exploit its resources and capabilities and to develop the core competencies to keep its edge despite competitors actions or evolutionary changes in the industry. 它之所以重要是因为一个组织应当能够有效地开发它的资源和潜能，以及开发它的核心能力，从而保持它的优势。CHAPTER 8 STRATEGIC MANAGEMENT The five competiti

13、ve forces include the threat of new entrants, threat of substitutes, bargaining power suppliers of buyers, bargaining power of, and existing rivalry. 五种竞争力量包括新加入者的威胁、替代威胁、购买者的议价能力、供应商的议价能力，以及现有的竞争对手。CHAPTER 8 STRATEGIC MANAGEMENT The threat of new entrants is determined by barriers to entry, which i

14、nclude factors such as economies of scale, brand loyalty, and capital requirements. 新加入者的威胁取决于进入障碍，这些障碍包括规模经济、品牌忠诚或者资本需求等因素；CHAPTER 8 STRATEGIC MANAGEMENT The threat of substitutes includes factors such as switching costs and buyer loyalty. 替代威胁包括诸如转换成本或购买者忠诚等因素；CHAPTER 8 STRATEGIC MANAGEMENT The ba

15、rgaining power of buyers includes factors such as number of customers in the market, customer information, and the availability of substitutes. 购买者议价能力包括市场中消费者的数量、消费者掌握的信息以及替代产品的可获得性等因素；CHAPTER 8 STRATEGIC MANAGEMENT The bargaining power of suppliers includes factors such as degree of supplier conce

16、ntration and availability of substitute inputs. 供应商的议价能力包括供应商的集中度、替代收入的可获得性等因素；CHAPTER 8 STRATEGIC MANAGEMENT Existing rivalry includes factors such as industry growth rate, increasing or falling demand, and product differences. 现有的竞争对手包括产业市场的增长率、需求增长还是下降，以及产品的差异等因素。CHAPTER 8 STRATEGIC MANAGEMENT3.

17、Types of organizational strategies (2)Business-level strategy The various competitive strategies include cost leadership, differentiation, and focus. 三种基本的竞争战略包括成本领先、差异化以及聚焦战略。CHAPTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (2)Business-level strategy A cost leadership strategy is

18、 the strategy an organization follows when it wants to be the lowest-cost producer in its industry. 成本领先战略是组织试图成为产业最低成本生产商的战略；CHAPTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (2)Business-level strategy The differentiation strategy is the strategy a firm follows when it wants to be unique in its industry dimensions widely valued by customers. 差异化战略是组织试图在顾客重视的基本价值方面与众不同的战略；CHAPTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (2)Business-level strategy The focus strategy is the strategy a company follows when it pursues a cost or