企业战略管理-第六章

企业战略管理_第六章ChapterOutlineTheNatureofStrategy&ChoiceAComprehensive

Strategy-FormulationFrameworkTheInputStage2ChapterOutline(cont’d)TheMatchingStageTheDecisionStageCulturalAspectsofStrategyChoice3ChapterOutline(cont’d)ThePoliticsofStrategyChoiceGovernanceIssues4

Toacquireornottoacquire,thatisthequestion–

RobertJ.TerryStrategyAnalysis&Choice

Lifeisfulloflousyoptions–

GeneralP.X.Kelley5

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Establishinglong-termobjectives --Generatingalternativestrategies --Selectingstrategiestopursue --Bestalternative-achievemission&objectives

NatureofStrategyAnalysis&ChoiceStrategyAnalysis&Choice6VisionMissionObjectivesExternalauditInternalauditPastsuccessfulstrategiesStrategyAnalysis&ChoiceAlternativeStrategiesDeriveFrom--7StrategyAnalysis&ChoiceGeneratingAlternatives--Participationingeneratingalternativestrategiesshouldbeasbroadaspossible8ComprehensiveStrategy-FormulationFrameworkStage1:

TheInputStageStage2:

TheMatchingStageStage3:

TheDecisionStage9Strategy-FormulationAnalyticalFrameworkInternalFactorEvaluation

Matrix(IFE)ExternalFactorEvaluation

Matrix(EFE)CompetitiveProfileMatrix

(CPM)Stage1:

TheInputStage10Stage1:TheInputStageBasicinputinformationforthematching&decisionstagematricesRequiresstrategiststoquantifysubjectivityearlyintheprocessGoodintuitivejudgmentalwaysneeded11Strategy-FormulationAnalyticalFrameworkSWOTMatrixSPACEMatrixBCGMatrixIEMatrixGrandStrategyMatrixStage2:

TheMatchingStage12Stage2:TheMatchingStageMatchbetweenorganization’sinternalresources&skillsandtheopportunities&riskscreatedbyitsexternalfactors13Stage2:TheMatchingStageStrengthsWeaknessesOpportunitiesThreatsSWOTMatrix14SWOTMatrixStrengths-Opportunities(SO)Weaknesses-Opportunities(WO)Strengths-Threats(ST)Weaknesses-Threats(WT)FourTypesofStrategies15SOStrategiesUseafirm’s

internalstrengths

totakeadvantage

ofexternal

opportunitiesSO

StrategiesStrengths

Weaknesses

OpportunitiesThreats

SWOT16WOStrategiesImprovinginternal

weaknessesby

takingadvantage

ofexternal

opportunitiesWO

StrategiesStrengths

Weaknesses

OpportunitiesThreats

SWOT17STStrategiesUseafirm’s

strengths

toavoidor

reducetheimpact

ofexternal

threatsST

StrategiesStrengths

Weaknesses

OpportunitiesThreats

SWOT18WTStrategiesDefensivetactics

aimedatreducing

internal

weaknesses&

avoiding

environmental

threats

WT

StrategiesStrengths

Weaknesses

OpportunitiesThreats

SWOT19SWOTMatrixDevelopingtheSWOTListfirm’skeyinternal StrengthsListfirm’skeyinternal WeaknessesListfirm’skeyexternal OpportunitiesListfirm’skeyexternal Threats20SWOTMatrixLeaveBlankStrengths–S

ListStrengthsWeaknesses–W

ListWeaknessesOpportunities–OListOpportunitiesSOStrategies

UsestrengthstotakeadvantageofopportunitiesWOStrategies

OvercomingweaknessesbytakingadvantageofopportunitiesThreats–T

ListThreatsSTStrategies

UsestrengthstoavoidthreatsWTStrategies

Minimizeweaknessesandavoidthreats21Developanewemployeebenefitspackage=

Strongunionactivity(threat)+Pooremployeemorale(weakness)Developnewproductsforolderadults=Decreasingnumbersofyoungadults(threat)+StrongR&D(strength)Pursuehorizontalintegrationbybuyingcompetitor'sfacilities=Exitoftwomajorforeigncompetitorsfromtheindustry(opportunity)+Insufficientcapacity(weakness)AcquireCellfone,Inc.=20%annualgrowthinthecellphoneindustry(opportunity)+Excessworkingcapacity(strength)KeyInternalFactorKeyExternalFactorResultantStrategyMatchingKeyFactorstoFormulateAlternativeStrategies22LimitationswithSWOTMatrixDoesnotshowhowtoachieveacompetitiveadvantageProvidesastaticassessmentintimeMayleadthefirmtooveremphasizeasingleinternalorexternalfactorinformulatingstrategies23Strategy-FormulationAnalyticalFrameworkSWOTMatrixSPACEMatrixBCGMatrixIEMatrixGrandStrategyMatrixStage2:

TheMatchingStage24SPACEMatrixStrategicPosition&ActionEvaluationMatrixAggressiveConservativeDefensiveCompetitive25SPACEMatrixTwoInternalDimensionsFinancialStrength(FS)CompetitiveAdvantage(CA)26SPACEMatrixTwoExternalDimensionsEnvironmentalStability(ES)IndustryStrength(IS)27SPACEFactorsEnvironmentalStability(ES)

TechnologicalchangesRateofinflationDemandvariabilityPricerangeofcompetingproductsBarrierstoentryCompetitivepressurePriceelasticityofdemand

Easeofexitfrommarket

RiskinvolvedinbusinessFinancialStrength(FS)ReturnoninvestmentLeverageLiquidityWorkingcapitalCashflowExternalStrategicPositionInternalStrategicPosition28SPACEFactorsIndustryStrength(IS)GrowthpotentialProfitpotentialFinancialstabilityTechnologicalknow-howResourceutilizationEaseofentryintomarketProductivity,capacityutilizationCompetitiveAdvantageCAMarketshareProductqualityProductlifecycleCustomerloyaltyCompetition’scapacityutilizationTechnologicalknow-howControloversuppliers&distributorsExternalStrategicPositionInternalStrategicPosition29StepstoDevelopingaSPACEMatrixSelectasetofvariablestodefineFS,CA,ES,&ISAssignanumericalvalue:From+1to+6toeachFS&ISdimensionFrom-1to-6toeachES&CAdimensionComputeanaveragescoreforeachFS,CA,ES,&IS30StepstoDevelopingaSPACEMatrixPlottheaveragescoreontheappropriateaxisAddthetwoscoresonthex-axisandplotthepoint.Addthetwoscoresonthey-axisandplotthepoint.PlottheintersectionofthenewxypointDrawadirectionalvectorfromtheoriginthroughthenewintersectionpoint.31SPACEMatrixFS+6+1+5+4+3+2-6-5-4-3-2-1-6-5-4-3-2-1+1+2+3+4+5+6ESCAISConservativeAggressiveDefensiveCompetitive32Strategy-FormulationAnalyticalFrameworkSWOTMatrixSPACEMatrixBCGMatrixIEMatrixGrandStrategyMatrixStage2:

TheMatchingStage33BCGMatrixBostonConsultingGroupMatrixEnhancesmulti-divisionalfirminformulatingstrategiesAutonomousdivisions=businessportfolioDivisionsmaycompeteindifferentindustriesFocusonmarket-shareposition&industrygrowthrate34BCGMatrixRelativeMarketSharePositionRatioofadivision’sownmarketshareinanindustrytothemarketshareheldbythelargestrivalfirminthatindustry35BCGMatrixDogsIVCashCowsIIIQuestionMarksIStarsIIRelativeMarketSharePositionHigh1.0Medium.50Low0.0IndustrySalesGrowthRateHigh+20Low-20Medium036BCGMatrixQuestionMarksLowrelativemarketshare–competeinhigh-growthindustryCashneedsarehighCasegenerationislowDecisiontostrengthen(intensivestrategies)ordivest37BCGMatrixStarsHighrelativemarketshareandhighgrowthrateBestlong-runopportunitiesforgrowth&profitabilitySubstantialinvestmenttomaintainorstrengthendominantpositionIntegrationstrategies,intensivestrategies,jointventures38BCGMatrixCashCowsHighrelativemarketshare,competesinlow-growthindustryGeneratecashinexcessoftheirneedsMilkedforotherpurposesMaintainstrongpositionaslongaspossibleProductdevelopment,concentricdiversificationIfweakens—retrenchmentordivestiture39BCGMatrixDogsLowrelativemarketshare&competeinslowornomarketgrowthWeakinternal&externalpositionLiquidation,divestiture,retrenchment40Strategy-FormulationAnalyticalFrameworkSWOTMatrixSPACEMatrixBCGMatrixIEMatrixGrandStrategyMatrixStage2:

TheMatchingStage41TheInternal-ExternalMatrixPositionsanorganization’svariousdivisionsinanine-celldisplaySimilartoBCGMatrixexcepttheIEMatrix:RequiresmoreinformationaboutthedivisionsStrategicimplicationsofeachmatrixaredifferent4243IEMatrixBasedontwokeydimensionsTheIFEtotalweightedscoresonthex-axisTheEFEtotalweightedscoresonthey-axisDividedintothreemajorregionsGrowandbuild–CellsI,II,orIVHoldandmaintain–CellsIII,V,orVIIHarvestordivest–CellsVI,VIII,orIX4445Strategy-FormulationAnalyticalFrameworkSPACEMatrixBCGMatrixIEMatrixStage2:

TheMatchingStageSWOTMatrixGrandStrategyMatrix46GrandStrategyMatrixToolforformulatingalternativestrategiesBasedontwodimensionsCompetitivepositionMarketgrowth47QuadrantIVConcentricdiversificationHorizontaldiversificationConglomeratediversificationJointventuresQuadrantIIIRetrenchmentConcentricdiversificationHorizontaldiversificationConglomeratediversificationLiquidationQuadrantIMarketdevelopmentMarketpenetrationProductdevelopmentForwardintegrationBackwardintegrationHorizontalintegrationConcentricdiversificationQuadrantIIMarketdevelopmentMarketpenetrationProductdevelopmentHorizontalintegrationDivestitureLiquidationRAPIDMARKETGROWTHSLOWMARKETGROWTHWEAKCOMPETITIVEPOSITIONSTRONGCOMPETITIVEPOSITION48GrandStrategyMatrixExcellentstrategicpositionConcentrationoncurrentmarkets/productsTakerisksaggressivelywhennecessaryQuadrantI49GrandStrategyMatrixEvaluatepresentapproachHowtoimprovecompetitivenessRapidmarketgrowthrequiresintensivestrategyQuadrantII50GrandStrategyMatrixCompeteinslow-growthindustriesWeakcompetitivepositionDrasticchangesquicklyCost&assetreduction(retrenchment)QuadrantIII51GrandStrategyMatrixStrongcompetitivepositionSlow-growthindustryDiversificationtomorepromisinggrowthareasQuadrantIV52Strategy-FormulationAnalyticalFrameworkStage3:

TheDecisionStageQuantitativeStrategic

PlanningMatrix

(QSPM)53QSPMTechniquedesignedtodeterminetherelativeattractivenessoffeasiblealternativeactionsQuantitativeStrategicPlanningMatrix54QSPMKeyInternalFactorsManagementMarketingFinance/AccountingProduction/OperationsResearchandDevelopmentComputerInformationSystemsStrategy3Strategy2Strategy1WeightKeyExternalFactorsEconomyPolitical/Legal/GovernmentalSocial/Cultural/Demographic/EnvironmentalTechnologicalCompetitiveStrategicAlternatives55StepstoDevelopaQSPMMakealistofthefirm’skeyexternalopportunities/threatsandinternalstrengths/weaknessesintheleftcolumnAssignweightstoeachkeyexternalandinternalfactorExaminetheStage2(matching)matrices,andidentifyalternativestrategiesthattheorganizationshouldconsiderimplementing56StepstoDevelopaQSPMDeterminetheAttractivenessScoresComparetheTotalAttractivenessScoresComputetheSumTotalAttractivenessScore57建立QSPM的六步骤

在QSPM的左栏列出公司的关键外部机会与威胁、内部优势与弱点给每个外部及内部关键因素赋予权重。考察匹配阶段各矩阵并确认企业可考虑实施的备选战略。确定吸引力分数(AS):AttractivenessScores计算吸引力总分(TAS):TotalAttractivenessScores计算吸引力总分和(STAS)。58QSPMRequiresintuitivejudgments&educatedassumptionsOnlyasgoodastheprerequisiteinputsLimitations59QSPMSetsofstrategiesconsideredsimultaneouslyorsequentiallyIntegrationofpertinentexternal&internalfactorsinthedecisionmakingprocessAdvantages60CulturalAspectsofStrategyChoiceSuccessfulstrategiesdependonthedegreeofconsistencywiththefirm’scultureOrganizationCulture61PoliticsofStrategyChoiceManagementhierarchyCareeraspirationsAllocationofscarceresourcesPoliticsinOrganizations62PoliticsofStrategyChoiceEquifinalitySatisfyingGeneralizationHigher-orderissuesPoliticalaccessonimportantissuesPoliticalTacticsforStrategists63GovernanceIssuesControl&oversightovermanagementAdherencetolegalprescriptionsConsiderationofstakeholderinterestsAdvancementofstockholderrightsBoardofDirectorsRoles&Responsibilities64CorporateGovernanceIssuesNomorethan2directorsarecurrentorformercompany executives2. Nodirectorsdobusinesswiththecompany3. Audit,compensation,andnominatingcommitteesmadeup

ofoutsidedirectors4. Eachdirectorownsalargeequitystakeinthecompany5. Atleastoneoutsidedirectorwithextensiveexperience6. Fullyemployeddirectorssitonnomorethan4boards– Retireesonnomorethan77. Eachdirectorattendsatlest75%ofallmeetingsBusinessWeek’s“PrinciplesofGoodGovernance”65CorporateGovernanceIssues8. Boardmeetsregularlywithoutmanagementpresent9. Auditcommitteemeetsatleastfourtimesayea