战略管理(中英文)课件

Chapter8STRATEGICMANAGEMENT战略管理8-1Chapter8STRATEGIC8-11LearningObjectives学习目的Youshouldlearnto你应该掌握:Explaintheimportanceofstrategicmanagement解释战略管理的重要性Describethestepsinthestrategicmanagementprocess描述战略管理过程的步骤ExplainSWOTanalysis说明SWOT分析Differentiatecorporate-,business-,andfunctional-levelstrategies区分公司层、事业层和职能层的战略Explainwhatcompetitiveadvantageisandwhyit’simportanttoorganizations

说明什么是竞争优势以及为什么竞争优势对一个组织很重要8-2LearningObjectives学习目的Yousho2LearningObjectives(cont.)Youshouldlearnto:Describethefivecompetitiveforces描述五种竞争力量Identifythevariouscompetitivestrategies识别各种竞争优势8-3LearningObjectives(cont.)You3TheImportanceOfStrategicManagement

战略管理的重要性WhatIsStrategicManagement什么是战略管理?Asetofmanagerialdecisionsandactionsthatdeterminesthelong-runperformanceofanorganization一个组织从全局出发而作出的长期的总体性谋划等一系列的管理决策和行为PurposesofStrategicManagement战略管理的目标involvedinmanydecisionsthatmanagersmake设计许多管理决策companieswithformalstrategicmanagementsystemshavehigherfinancialreturnsthancompanieswithnosuchsystem拥有正式战略管理系统的公司在财务收益方面要比没有这样的管理系统的公司要大。importantinprofitandnot-for-profitorganizations在盈利性和非盈利性组织中都很重要。8-4TheImportanceOfStrategicMa4战略管理(中英文)568-68-TheStrategicManagementProcess1.IdentifyingtheOrganization’sCurrentMission,Objectives,andStrategies确定组织当前的宗旨、目标和战略Mission宗旨-statementofthepurposeofanorganization组织的目的陈述importantinprofitandnot-for-profitorganizations在盈利性和非盈利性组织中都很重要。importanttoidentifythegoalscurrentlyinplaceandthestrategiescurrentlybeingpursued

确定当前的目标和当前追求的战略是非常重要的。8-7TheStrategicManagementProce7战略管理(中英文)8TheStrategicManagementProcess(cont.)2.AnalyzingtheEnvironment分析环境successfulstrategiesarealignedwiththeenvironment成功的战略大多是那些与环境相适应的战略。examineboththespecificandgeneralenvironmentstodeterminewhattrendsandchangesareoccurring必须审视具体环境和一般环境，把握即将要出现的环境变化和发展趋势及其对组织的重要影响。3.IdentifyingOpportunitiesandThreats发现机会和威胁Opportunities机会-positivetrendsintheexternalenvironmental外部环境的积极的变化趋势Threats威胁-negativetrendsintheexternalenvironment外部环境的消极变化趋势8-9TheStrategicManagementProce9TheStrategicManagementProcess(cont.)4.AnalyzingtheOrganization’sResourcesandCapabilities分析组织的资源和能力examinetheinsideoftheorganization视角从组织外部转向组织内部availableresourcesandcapabilitiesalwaysconstraintheorganizationinsomeway无论多么强大的组织，都在可用资源和技术能力方面受到某种限制。corecompetence-auniqueandexceptionalcapabilityorresource核心能力—独特技能或资源。theorganization’smajorvalue-creating,competitiveweapon组织的主要创造价值的、竞争性武器8-10TheStrategicManagementProce10TheStrategicManagementProcess(cont.)5.IdentifyingStrengthsandWeaknesses识别优势和劣势Strengths优势-activitiestheorganizationdoeswelloranyuniqueresource组织成功运作的各种活动或任何独特的资源Weaknesses劣势-activitiestheorganizationdoesnotdowellorresourcesitneedsbutdoesnotpossess组织不能成功运作的活动或组织需要的但又不能获得的资源organization’sculturehasitsstrengthsandweaknesses组织文化有其优势和劣势strongculture-newemployeeseasilyidentifytheorganization’scorecompetencies

强文化——新雇员很容易识别组织的核心能力mayserveasabarriertoacceptingchange具有强文化的成功组织，可能成为它们过去成功的囚徒influencemanagers’preferencesforcertainstrategies对于某些战略，文化的价值观影响管理当局的倾向性SWOTanalysis-analysisoftheorganization’sstrengths,weaknesses,opportunities,andthreatsSWOT分析—组织优势、劣势、机会和威胁分析8-11TheStrategicManagementProce11IdentifyingtheOrganization’sOpportunities

识别组织机会Organization’sOpportunities组织的机会Organization’sResources/Abilities组织资源/能力OpportunitiesintheEnvironment环境变化出现的机会8-12IdentifyingtheOrganization’s12TheStrategicManagementProcess(cont.)6.FormulatingStrategies制定战略requirestrategiesatthecorporate,business,andfunctionallevelsoftheorganization战略需要在公司层、事业层和职能层设立strategyformulationfollowsthedecision-makingprocess指定战略应遵循决策程序7.ImplementingStrategies实施战略astrategyisonlyasgoodasitsimplementation无论战略计划制定得多么有效，如果不能恰当地实施仍不会成功8.EvaluatingResults评价结果controlprocesstodeterminetheeffectivenessofastrategy控制过程决定一个战略的效果8-13TheStrategicManagementProce13战略管理(中英文)14158-158-TypesOfOrganizationalStrategiesCorporate-LevelStrategy公司层战略determines回答下述问题：whatbusinessesacompanyshouldbeinorwantstobein公司应当从事一组什么样的事业？thedirectionthattheorganizationisgoing组织行动方向如何?therolethateachbusinessunitwillplay每一个组织单位将发挥什么作用？GrandStrategy–Stability总体战略——稳定性（战略）nosignificantchangeisproposed很少发生重大变化organization’sperformanceissatisfactory组织绩效令人满意environmentappearstobestableandunchanging环境看上去将保持稳定，不会发生变化。feworganizationstodaypursuethisstrategy

如今没有几个组织追求这种战略。8-16TypesOfOrganizationalStrate16TypesOfOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)GrandStrategy–Growth总体战略—增长（战略）seekstoincreasetheleveloftheorganization’soperations寻求提高组织经营的层次Concentration扩张-growththroughdirectexpansionoforganization’sownbusinessoperations通过组织自有商务经营的直接获得增长verticalintegration纵向一体化

Backward向后-becomeyourownsupplier成为你自己的供应商Forward向前-becomeyourowndistributor成为你自己的horizontalintegration横向一体化-growbycombiningwithotherorganizationsinthesameindustry合并同类企业获得增长needsapprovalbyU.S.FederalTradeCommission需要获得美国联邦贸易委员会的同意8-17TypesOfOrganizationalStrate17TypesOfOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)GrandStrategy-Growth(cont.)relateddiversification相关多元化（战略）-growbymergingwithoracquiringfirmsindifferent,butrelated,industries在不同而又相关联的行业兼并或重组企业以获得增长“strategicfit”战略适中unrelateddiversification无关联多元化（战略）-growbymergingwithoracquiringfirmsindifferentandunrelatedindustries在不同而又不相关联的行业兼并或重组企业以获得增长8-18TypesOfOrganizationalStrate18TypesOfOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)GrandStrategy-Growth(cont.)Retrenchment收缩（战略）

-designedtoaddressorganizationalweaknessesthatareleadingtoperformancedeclines为了应付导致绩效下降的组织劣势（而采取的战略）intendedto意在:stabilizeoperations稳定经营revitalizeorganizationalresourcesandcapabilities重新激活组织资源和能力preparetocompeteonceagain准备再次参与竞争8-19TypesOfOrganizationalStrate19SWOTAnalysisAndGrandStrategiesCorporateGrowthStrategiesCorporateStabilityStrategiesCorporateRetrenchmentStrategiesAbundantEnvironmentalOpportunitiesCriticalEnvironmentalThreatsCorporateStabilityStrategiesCriticalWeaknessesValuableStrengthsEnvironmentalStatusFirmStatus8-20SWOTAnalysisAndGrandStrate20TypesofOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)CorporatePortfolioAnalysis公司业务组合分析-usedwhencorporatestrategyinvolvesanumberofbusiness在公司战略涉及许多业务组合时就需要使用这种分析BostonConsultingGroup(BCG)matrix波斯顿咨询集团矩阵-providesaframeworkforunderstandingdiversebusinesses提供一种理解多元化业务组合的框架helpsmanagersestablishprioritiesformakingresourceallocationdecisions在资源配置决策方面帮助管理当局建立优先选择的次序方案businessesclassifiedintermsof根据以下条件归类业务：marketshare市场份额anticipatedmarketgrowth预计市场增长率8-21TypesofOrganizationalStrate21TheBCGMatrix（BCG矩阵）Stars吉星CashCows现金牛Dogs瘦狗QuestionMarks问号MarketShare市场份额High高Low低High高Low低AnticipatedGrowthRate预计的增长率8-22TheBCGMatrix（BCG矩阵）StarsCash22TypesofOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)BCGmatrix(cont.)strategicimplicationsofthematrix矩阵的战略说明cashcows现金牛-“milk”挤出更多的“奶”usecashtoinvestinstarsandquestionmarks使用现金投资“吉星”和“问号”Stars吉星-requireheavyinvestment需加大投资eventuallywillbecomecashcows最终也将成为现金牛questionmarks问号-twostrategies两种战略investtotransformthemintostars投资使其转向吉星divest出售dogs-soldofforliquidated出售或套现8-23TypesofOrganizationalStrate23TypesOfOrganizationalStrategies(cont.)Business-LevelStrategy事业层战略determineshowanorganizationshouldcompeteineachofitsbusinesses确定组织在其每一项事业中应该如何展开竞争。strategicbusinessunits战略事业单位-independentbusinessesthatformulatetheirownstrategies构成独立战略的事业单位RoleofCompetitiveAdvantage竞争优势的角色competitiveadvantage竞争优势-setsanorganizationapartbyprovidingadistinctedge以明显的界限把一个组织同其他组织区分开来comesfromtheorganization’scorecompetencies来源于组织的核心竞争力noteveryorganizationcantransformcorecompetenciesintoacompetitiveadvantage不是每个组织都能把核心竞争力转化成竞争优势的oncecreated,mustbeabletosustainit一旦形成，必须能够可持续发展8-24TypesOfOrganizationalStrate24TypesOfOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)CompetitiveStrategies竞争战略MichaelPorter买克尔·波特-industryanalysisbasedonfivecompetitiveforces基于五种竞争力量的产业分析Threatofnewentrants新进入者的威胁-affectedbybarrierstoentry进入障碍的影响Threatofsubstitutes替代威胁-affectedbybuyerloyaltyandswitchingcosts受到购买者忠诚和转换成本的影响Bargainingpowerofbuyers购买者的讨价能力-affectedbynumberofcustomers,availabilityofsubstituteproducts受到购买者数量、可供选择的替代产品这样一些因素的影响。8-25TypesOfOrganizationalStrate25Business-LevelStrategy(cont.)CompetitiveStrategies(cont.)Porter’scompetitiveforcesanalysis(cont.)Bargainingpowerofsuppliers供应商的讨价能力-affectedbydegreeofsupplierconcentration受到供应商集中程度的影响Existingrivalry现有竞争者之间的力量-affectedbyindustrygrowthrate,demandforfirm’sproductorservice,andproductdifferences受到产业增长率、对企业产品的需求程度以及产品差异的影响TypesOfOrganizationalStrategies(cont.)8-26Business-LevelStrategy(cont.26CurrentRivalryIndustryCompetitorsForcesInTheIndustryAnalysisSuppliersNewEntrantsBuyersSubstitutesThreatofNewEntrantsThreatofSubstitutesBargainingPowerorBuyersBargainingPowerorSuppliers8-27CurrentRivalryIndustryForces27288-288-TypesofOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)Competitivestrategies(cont.)Porter’sthreegenericstrategies波特三种基本战略costleadership成本领先战略-goalistobecomethelowest-costproducerintheindustry目标是成为产业中成本最低的生产者triestoidentifyefficienciesinalloperations努力提高组织运作效率overheadkepttoaminimum低人工成本productorservicemustbeperceivedtobeofcomparablequalitytothatofferedbycompetitors提供比竞争对手更具竞争力的产品质量和服务质量。8-29TypesofOrganizationalStrate29TypesofOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)Competitivestrategies(cont.)Porter’sthreegenericstrategies(cont.)Differentiation差异化战略

-offeruniqueproductsthatarewidelyvaluedbycustomers提供能够被顾客高度评价的别具一格的产品setsthefirmapartfromcompetitors同竞争者区分开来differentiationbasedonquality,service,productdesign,brandimage这种差异化是建立在质量、服务、产品设计和品牌基础之上的customersmustbewillingtopayapricepremiumthatexceedsthecostofdifferentiation顾客必须愿意支付别具一格的成本以获得益价收益。8-30TypesofOrganizationalStrate30TypesofOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)Competitivestrategies(cont.)Porter’sthreegenericstrategies(cont.)Focus集中型战略

-aimsatacostadvantageordifferentiationadvantageinanarrowsegment集中在狭窄的细分市场中寻求成本优势或差异化优势noattempttoservethebroadmarket不去寻求服务宽广的市场feasibilityofstrategydependsonthesizeofthesegmentandtheabilityofthefirmtosupportthecostoffocusing这种战略的适用程度取决于细分市场的大小和对集中成本的支持能力8-31TypesofOrganizationalStrate31战略管理(中英文)32TypesOfOrganizationalStrategies(cont.)Functional-LevelStrategy职能层战略usedtosupportthebusiness-levelstrategy是用来支持事业层战略的createsanappropriatesupportingroleforeachfunctionalareaoftheorganization为每个组织的职能领域创造一个适当的支持角色e.g.,manufacturing,marketing,humanresources例如，生产制造部门、营销部门、人力资源管理部门8-33TypesOfOrganizationalStrate33Chapter8STRATEGICMANAGEMENT战略管理8-34Chapter8STRATEGIC8-134LearningObjectives学习目的Youshouldlearnto你应该掌握:Explaintheimportanceofstrategicmanagement解释战略管理的重要性Describethestepsinthestrategicmanagementprocess描述战略管理过程的步骤ExplainSWOTanalysis说明SWOT分析Differentiatecorporate-,business-,andfunctional-levelstrategies区分公司层、事业层和职能层的战略Explainwhatcompetitiveadvantageisandwhyit’simportanttoorganizations

说明什么是竞争优势以及为什么竞争优势对一个组织很重要8-35LearningObjectives学习目的Yousho35LearningObjectives(cont.)Youshouldlearnto:Describethefivecompetitiveforces描述五种竞争力量Identifythevariouscompetitivestrategies识别各种竞争优势8-36LearningObjectives(cont.)You36TheImportanceOfStrategicManagement

战略管理的重要性WhatIsStrategicManagement什么是战略管理?Asetofmanagerialdecisionsandactionsthatdeterminesthelong-runperformanceofanorganization一个组织从全局出发而作出的长期的总体性谋划等一系列的管理决策和行为PurposesofStrategicManagement战略管理的目标involvedinmanydecisionsthatmanagersmake设计许多管理决策companieswithformalstrategicmanagementsystemshavehigherfinancialreturnsthancompanieswithnosuchsystem拥有正式战略管理系统的公司在财务收益方面要比没有这样的管理系统的公司要大。importantinprofitandnot-for-profitorganizations在盈利性和非盈利性组织中都很重要。8-37TheImportanceOfStrategicMa37战略管理(中英文)38398-68-TheStrategicManagementProcess1.IdentifyingtheOrganization’sCurrentMission,Objectives,andStrategies确定组织当前的宗旨、目标和战略Mission宗旨-statementofthepurposeofanorganization组织的目的陈述importantinprofitandnot-for-profitorganizations在盈利性和非盈利性组织中都很重要。importanttoidentifythegoalscurrentlyinplaceandthestrategiescurrentlybeingpursued

确定当前的目标和当前追求的战略是非常重要的。8-40TheStrategicManagementProce40战略管理(中英文)41TheStrategicManagementProcess(cont.)2.AnalyzingtheEnvironment分析环境successfulstrategiesarealignedwiththeenvironment成功的战略大多是那些与环境相适应的战略。examineboththespecificandgeneralenvironmentstodeterminewhattrendsandchangesareoccurring必须审视具体环境和一般环境，把握即将要出现的环境变化和发展趋势及其对组织的重要影响。3.IdentifyingOpportunitiesandThreats发现机会和威胁Opportunities机会-positivetrendsintheexternalenvironmental外部环境的积极的变化趋势Threats威胁-negativetrendsintheexternalenvironment外部环境的消极变化趋势8-42TheStrategicManagementProce42TheStrategicManagementProcess(cont.)4.AnalyzingtheOrganization’sResourcesandCapabilities分析组织的资源和能力examinetheinsideoftheorganization视角从组织外部转向组织内部availableresourcesandcapabilitiesalwaysconstraintheorganizationinsomeway无论多么强大的组织，都在可用资源和技术能力方面受到某种限制。corecompetence-auniqueandexceptionalcapabilityorresource核心能力—独特技能或资源。theorganization’smajorvalue-creating,competitiveweapon组织的主要创造价值的、竞争性武器8-43TheStrategicManagementProce43TheStrategicManagementProcess(cont.)5.IdentifyingStrengthsandWeaknesses识别优势和劣势Strengths优势-activitiestheorganizationdoeswelloranyuniqueresource组织成功运作的各种活动或任何独特的资源Weaknesses劣势-activitiestheorganizationdoesnotdowellorresourcesitneedsbutdoesnotpossess组织不能成功运作的活动或组织需要的但又不能获得的资源organization’sculturehasitsstrengthsandweaknesses组织文化有其优势和劣势strongculture-newemployeeseasilyidentifytheorganization’scorecompetencies

强文化——新雇员很容易识别组织的核心能力mayserveasabarriertoacceptingchange具有强文化的成功组织，可能成为它们过去成功的囚徒influencemanagers’preferencesforcertainstrategies对于某些战略，文化的价值观影响管理当局的倾向性SWOTanalysis-analysisoftheorganization’sstrengths,weaknesses,opportunities,andthreatsSWOT分析—组织优势、劣势、机会和威胁分析8-44TheStrategicManagementProce44IdentifyingtheOrganization’sOpportunities

识别组织机会Organization’sOpportunities组织的机会Organization’sResources/Abilities组织资源/能力OpportunitiesintheEnvironment环境变化出现的机会8-45IdentifyingtheOrganization’s45TheStrategicManagementProcess(cont.)6.FormulatingStrategies制定战略requirestrategiesatthecorporate,business,andfunctionallevelsoftheorganization战略需要在公司层、事业层和职能层设立strategyformulationfollowsthedecision-makingprocess指定战略应遵循决策程序7.ImplementingStrategies实施战略astrategyisonlyasgoodasitsimplementation无论战略计划制定得多么有效，如果不能恰当地实施仍不会成功8.EvaluatingResults评价结果controlprocesstodeterminetheeffectivenessofastrategy控制过程决定一个战略的效果8-46TheStrategicManagementProce46战略管理(中英文)47488-158-TypesOfOrganizationalStrategiesCorporate-LevelStrategy公司层战略determines回答下述问题：whatbusinessesacompanyshouldbeinorwantstobein公司应当从事一组什么样的事业？thedirectionthattheorganizationisgoing组织行动方向如何?therolethateachbusinessunitwillplay每一个组织单位将发挥什么作用？GrandStrategy–Stability总体战略——稳定性（战略）nosignificantchangeisproposed很少发生重大变化organization’sperformanceissatisfactory组织绩效令人满意environmentappearstobestableandunchanging环境看上去将保持稳定，不会发生变化。feworganizationstodaypursuethisstrategy

如今没有几个组织追求这种战略。8-49TypesOfOrganizationalStrate49TypesOfOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)GrandStrategy–Growth总体战略—增长（战略）seekstoincreasetheleveloftheorganization’soperations寻求提高组织经营的层次Concentration扩张-growththroughdirectexpansionoforganization’sownbusinessoperations通过组织自有商务经营的直接获得增长verticalintegration纵向一体化

Backward向后-becomeyourownsupplier成为你自己的供应商Forward向前-becomeyourowndistributor成为你自己的horizontalintegration横向一体化-growbycombiningwithotherorganizationsinthesameindustry合并同类企业获得增长needsapprovalbyU.S.FederalTradeCommission需要获得美国联邦贸易委员会的同意8-50TypesOfOrganizationalStrate50TypesOfOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)GrandStrategy-Growth(cont.)relateddiversification相关多元化（战略）-growbymergingwithoracquiringfirmsindifferent,butrelated,industries在不同而又相关联的行业兼并或重组企业以获得增长“strategicfit”战略适中unrelateddiversification无关联多元化（战略）-growbymergingwithoracquiringfirmsindifferentandunrelatedindustries在不同而又不相关联的行业兼并或重组企业以获得增长8-51TypesOfOrganizationalStrate51TypesOfOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)GrandStrategy-Growth(cont.)Retrenchment收缩（战略）

-designedtoaddressorganizationalweaknessesthatareleadingtoperformancedeclines为了应付导致绩效下降的组织劣势（而采取的战略）intendedto意在:stabilizeoperations稳定经营revitalizeorganizationalresourcesandcapabilities重新激活组织资源和能力preparetocompeteonceagain准备再次参与竞争8-52TypesOfOrganizationalStrate52SWOTAnalysisAndGrandStrategiesCorporateGrowthStrategiesCorporateStabilityStrategiesCorporateRetrenchmentStrategiesAbundantEnvironmentalOpportunitiesCriticalEnvironmentalThreatsCorporateStabilityStrategiesCriticalWeaknessesValuableStrengthsEnvironmentalStatusFirmStatus8-53SWOTAnalysisAndGrandStrate53TypesofOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)CorporatePortfolioAnalysis公司业务组合分析-usedwhencorporatestrategyinvolvesanumberofbusiness在公司战略涉及许多业务组合时就需要使用这种分析BostonConsultingGroup(BCG)matrix波斯顿咨询集团矩阵-providesaframeworkforunderstandingdiversebusinesses提供一种理解多元化业务组合的框架helpsmanagersestablishprioritiesformakingresourceallocationdecisions在资源配置决策方面帮助管理当局建立优先选择的次序方案businessesclassifiedintermsof根据以下条件归类业务：marketshare市场份额anticipatedmarketgrowth预计市场增长率8-54TypesofOrganizationalStrate54TheBCGMatrix（BCG矩阵）Stars吉星CashCows现金牛Dogs瘦狗QuestionMarks问号MarketShare市场份额High高Low低High高Low低AnticipatedGrowthRate预计的增长率8-55TheBCGMatrix（BCG矩阵）StarsCash55TypesofOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)BCGmatrix(cont.)strategicimplicationsofthematrix矩阵的战略说明cashcows现金牛-“milk”挤出更多的“奶”usecashtoinvestinstarsandquestionmarks使用现金投资“吉星”和“问号”Stars吉星-requireheavyinvestment需加大投资eventuallywillbecomecashcows最终也将成为现金牛questionmarks问号-twostrategies两种战略investtotransformthemintostars投资使其转向吉星divest出售dogs-soldofforliquidated出售或套现8-56TypesofOrganizationalStrate56TypesOfOrganizationalStrategies(cont.)Business-LevelStrategy事业层战略determineshowanorganizationshouldcompeteineachofitsbusinesses确定组织在其每一项事业中应该如何展开竞争。strategicbusinessunits战略事业单位-independentbusinessesthatformulatetheirownstrategies构成独立战略的事业单位RoleofCompetitiveAdvantage竞争优势的角色competitiveadvantage竞争优势-setsanorganizationapartbyprovidingadistinctedge以明显的界限把一个组织同其他组织区分开来comesfromtheorganization’scorecompetencies来源于组织的核心竞争力noteveryorganizationcantransformcorecompetenciesintoacompetitiveadvantage不是每个组织都能把核心竞争力转化成竞争优势的oncecreated,mustbeabletosustainit一旦形成，必须能够可持续发展8-57TypesOfOrganizationalStrate57TypesOfOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)CompetitiveStrategies竞争战略MichaelPorter买克尔·波特-industryanalysisbasedonfivecompetitiveforces基于五种竞争力量的产业分析Threatofnewentrants新进入者的威胁-affectedbybarrierstoentry进入障碍的影响Threatofsubstitutes替代威胁-affectedbybuyerloyaltyandswitchingcosts受到购买者忠诚和转换成本的影响Bargainingpowerofbuyers购买者的讨价能力-affectedbynumberofcustomers,availabilityofsubstituteproducts受到购买者数量、可供选择的替代产品这样一些因素的影响。8-58TypesOfOrganizationalStrate58Business-LevelStrategy(cont.)CompetitiveStrategies(cont.)Porter’scompetitiveforcesanalysis(cont.)Bargainingpowerofsuppliers供应商的讨价能力-affectedbydegreeofsupplierconcentration受到供应商集中程度的影响Existingrivalry现有竞争者之间的力量-affectedbyindust