战略管理公管理学院城市管理系

战略管理

StrategicManagement公共管理学院城市管理系

第二讲环境分析

一、环境分析的重要性信息收集和分析是战略管理的重要因素，而环境分析正好满足要求。

TheimportanceofenvironmentalanalysisAkeyelement,thetypeofenvironmentalinformationinthisphase.1、内外分析

Internalandexternalforces,positiveornegativeimpact.Examples:Rateofproductinnovationvs.pricediscountingbya

competitor.

公共机构重组、合并和私有化。GovernmentReengineering.2、努力和高效

ExhaustiveandProductive战略管理重视外部环境（由内到外）、长期目标和组织的未来。

环境分析的重要性趋势或事件

促进或阻碍

青蛙实验：反应过激或反应不足

变化--目标冲突和多种力量的平衡。奶酪？

观念：管制与控制，或开放与灵活

注意力：内部或外部

一、内部分析InternalAnalysis

（一）要点TheImportance自我分析LearnthecapabilitiesorwhattheorganizationcandoorcannotdobySelf-analysisandintrospection.(1)优势和弱势是什么？Whattheorganization’sstrengthsandweaknessesare;(2)如何利用优势和避免弱势?whatmustbedonetoeliminatetheweaknessesandcapitalizethestrengths.（二）分析框架：战略制订科层AnalyticalPerspective:

Thestrategy-makinghierarchy总体层（战略层）Corporatelevel,事业层Businessleveland职能层（战术层）Functionallevels(1)系统性Systematic—inalogicalandorderlyfashion;(2)综合性Comprehensive—acoherentandcomprehensive,broadinscope;(3)可视性afullpictureoftheorganization’internaldynamics.（三）战略制订科层描述：

Strategy-MakingHierarchy1.总体层Thecorporatelevel董事会和高层管理Totalentity,directionTheboardofdirectors+topmanagement(CEO,President,othersupportofferssuchasCOO,CIO,CFO,CKOandstrategicplanners)(1)长期视点Long-term：Financialandnon-financialobjectivesfortheentireorganization;(2)确定范围Thecurrentbusiness:Divisionsorsubsidiaries.Keep+divestorliquidate+newmove;(3)分配资源allocatetheresourcesamongthebusinesses;(4)建立关系Therelationshipwiththepublicandimageinthecommunity.（三）战略制订科层描述：

Strategy-MakingHierarchy2.事业层

TheBusinesslevel

事业部（地理、产品或服务、服务对象等）强调竞争能力

SBUs--StrategicBusinessUnits：DivisionsandsubsidiariesCompetitivecapacities

本科生、研究生；高科技、制造业、旅游业。3.职能层

Thefunctionallevel部门（人力、财务、技术、信息、生产、市场等）Departments—devisingappropriatestrategiestoachievetheobjectivesI.总体层Thecorporatelevel

(1)董事会、理事会、政务会、委员会TheBoardofDirectors,TheBoardoftrustees,Theboardofgovernors.股东和利益代表Stockholders(Taxpayersormembersoftheassociations)+theMedia.(2)高层管理团队TopManagement决策执行主席和总裁CEOandothersupportiveofficers,directlyresponsibleforfashioningthestrategicpostureoftheorganization.角色和行为的系统评价Asystematicevaluationoftherolesandbehavior董事会

TheBoardofDirectorsWhy?政治局，常委会，人民代表大会，国务院务会，政务会，理事会。确定使命Definethemission;检查和询问有关决策执行Examineandquestionsubsidiaries’plan;制订全面规划Formanoverallplan;激励高层管理者Motivatethemanagementtoperform;监控偏差Monitorperformanceandactswherethereisfailuretoachieveobjectives.评判高层管理者的绩效JudgetheperformanceofTopmanagement,reward,punish,orreplacetheexecutives.董事会分析要点

Focusoftheboard’sanalysis

(1)存在的理由WhyBoardsExist----法律要求Alegalmandate:atleastthreemembers;----内在要求Internalcomplexityandexternalchanges;outsidersadvices;(2)董事会成员的资格QualificationsofDirectors----经验Experienceintheindustry;----政治和经济系统Economicalandpoliticalsystemofthecountry;----勇气和客观Courageandobjectivityinarticulatingviews;----判断能力强Soundjudgment;----诚信Integrity;----时间充足Timeavailability;(3)董事会的责任BoardResponsibilities----保护成员利益Toprotecttheinterestsofthestockholders;----维护资产安全tosafeguardtheassets。(4)董事会的职能BoardFunctions(governancenotmanagement)治理非管理----决定执行者Hiring,evaluating,replacingtheexecutives;----批准高层人事RatifyingtheCEO’sselection;----政策的核准Approving,modifyingorrejectingthepolicies;----薪酬水平Settingthesalarylevels;----通过审计保持连续性ensuringtheintegrityoftopmanagementthroughcontinuousauditing;---保障长远发展Assuringthelong-runsurvivalandsuccessoftheorganizationB.相相关关委员员会Boardcommittees(1)执执行ExecutiveCommittees:WTO，人人大(2)审审计Auditcommittees(3)补补偿Compensationcommittees:recommending;(4)提提名Nominatingcommittees:recommending;(5)财财政Financecommittees(6)战战略Strategycommittees(7)其其它othercommittees----社社会责责任socialresponsibilitycommittee----贡贡献contributioncommittee----合合并mergeandacquisitioncommittee----公公共政政策publicpolicycommittee----股股票期期权stockoptioncommitteeC.董董事事会的的组成成BoardComposition(1)管管理董董事Managementdirectors:president,financeandmanufacturingdivision;(2)附附属董董事Affiliatednon-managementdirectors:customer,creditor,investmentbanker.(3)独独立董董事Independentdirectors:executivesofanotherorganizations,aprofessor,acommunityleader.(4)外外部董董事Outsidersoutnumberinsiders:----advantagesanddisadvantagesofInsiders;----advantagesanddisadvantagesofoutsiders;知识Knowledge沟通Communication时间的的许可可Availabilityoftimecontinuity+creation+objectivejudgment+experiences.D.董董事事会的的类型型TypesofBoards依法型型Constitutionalboards:““small,new,lowtechnology,closelyownedfirms”橡皮图图章型型Rubberstampboards:a.sharetheexecutives’’views,andb.notknownforcourage.监控型型Oversightboards:playanactiveroleinreviewing,approving,modifying,orrejectingmanagement’sdecisionsconcerningthecompany’’smissions,objectives,strategies,andpolicies.刺激型型Catalystboards:aninitiatorofaction,taketheleadingroleinestablishingandmodifyingthemission,objectives,strategy,andpolicies.2.高高层层管理理TheTopManagementA.CEO在管管理中中的重重要性性WhyCEO’sAnalysis(1)灵魂魂Thesouloftheorganization:shapingthestrategicdirection.(2)塑造造特性性moldingthecharacteroftheexecutiveteam.(3)乐队队指挥挥、战战地指指挥官官、球球队教教练、、船长likeanorchestraconductor,amilitaryfieldcommander,afootballcoach,ashipcaptain.B.如如何何分析析HowtoanalyzeCEO?(1)CEO的责责任TheCEO’sresponsibilities----清清晰内内部能能力和和外部部变化化Makesurethecapabilityandchanges;----明明确事事业范范围和和目标标以及及实现现策略略Definethebusinessandobjectivesandstrategiestoattainthoseobjectives;----创创造氛氛围Createtheconditionsnecessaryforsuccessfulimplementationofstrategies.----确确定控控制机机制Establishaneffectivecontrolmechanism;----吸吸引和和留住住优秀秀人才才Attractandkeepthetalentexecutives;----权权力和和制度度的有有效传传达Power,institutionsfortransfersystem;----树树立良良好的的组织织形象象ProjectagoodOrganizationimage(2)CEO的角角色TheCEO’sRoles----人人际角角色Interpersonalroles:afigurehead,aleader,andaliaison;名名誉领领袖、、领导者和和联络络者。。----信信息角角色Informationalroles:amonitor(internalandexternal),adisseminator,andaspokesperson;监监督者者、传传播者者、发发言人人。----决决策角角色Decisionalroles:anentrepreneur,adisturbancehandler,aresourceallocate,andanegotiator.创业业者、、危机机处理理者、、资源分分配者者和协协调者者。D.CEO的的管理理模式式TheCEO’sManagerialModes冒险或者保守？Riskaverseorriskprone创业型型Theentrepreneurialmode----leaders,领先者者growth.aproactive,risk-proneapproach,highlyimaginative,energeticindividuals,huntforandexploitationofenvironmentalopportunities.(2)适适应型型Theadaptivemode----followers,追随随者controllingtheexternalthreats.(3)混混合型型Thestrategicplanningmode----flexibility，应变者者。E.CEO的决决策风风格TheCEO’sDecision-MakingStyle独裁式式AutocraticStyle----威威权unilaterally.Authoritarian.----正正式formalauthority----优优点是是快速速反应应quicklyadapttochangesintheexternalenvironments.-----缺点点是maybringthepooranddevastating.(2)参参与式式ParticipativeStyle----咨咨询consultwithsubordinates.Democratic.----优优点在在于信信息enoughinformation;----缺缺点是是慢而而不决决mayslowandhardtogetagreement.F.CEO的价价值观观TheCEO’sValues(1)价值值要素素ComponentsofValues----理理论要要素Theoreticalcomponent:empirical,criticalandrationalapproach.----经经济要要素Economicalcomponent:profit,thecreationofwealth.----美美学要要素Aestheticcomponent:formsymmetry,andharmony.----社社会要要素Socialcomponent:warmhumanrelations,lovekindness,sympathy,andunselfishness.----政政治要素Politicalcomponent:Power,influence,andrecognition.----宗宗教要素Religiouscomponent:unityandthecreationoftheuniverseTheCEOspersonallywanttheorganizationtodoortobeII.事业业层TheBusinessLevel中层、独立立的事业分分部Middlelayer,StrategicBusinessUnits,Afreestandingbusiness分权运动SBU:1920-1960movementondivisionalizationanddecentralization.Theorganizationgrowth,diversity,andoverallcomplexity,semi-autonomousbusinesses.正式规划1960s’formal(traditional)planning:overallpurposes,objectives,andenvironmentalassumptions.Overlyoptimisticorpessimistic,andprofitlessgrowth.通用的组合合理论GE’sConcept:“portfolio””;uniquebusinessmissionorpurpose;haveidentifiablecompetitors,havemajorfunctions(production,financeetc.)1.战略略事业单位位策略SBU’sStrategies竞争策略competitivestrategy:akeyadvantage（1）成本本领先Costleadership先发制人，，资本能力力强，严格格监督，责责任分明，，详细报告，，定量激励励。（2）特色色优势Productiondifferentiation先发制人或或后发制人人：敏锐的的创造鉴别别能力，技技术领先，传统与与独特相结结合，密切切合作，创创新文化。。（3）目标标集聚Focus自我约束，，实力不足足，追求效效率。（1）成本本领先战略略CostLeadership扩张、严格格控制、成成本最小化化Efficientfacilities,tightoverheadcontrol,costminimization.优点：对竞争对手手、购买方方、供应方方在价格方方面具有更高的讨讨价还价能能力。缺点：技术变化的的冲击，竞竞争对手的的模仿，忽忽视长远利益，局限限于现有技技术和战略略。应用：-需求弹性大大，市场由由价格竞争争主导；-差别化不不能为购买买者带来显显著利益；；-大部分购购买者对产产品的使用用了如指掌掌；(2)差差别化战略略ProductDifferentiation品牌、技术术、特性、、客户服务务、分销网网络Brandimage,technology,features,customerservices,dealernetwork优点：品牌忠诚、、利润率高高、进入障障碍Brandloyalty,profitmarginincrease,entrybarriers,bargainingpower缺点：高价格、多多余功能和和竞争者的的模仿Customers’loss,competitors’’imitation.应用application--提供多多种差别化化方式Manyways,diverseneedsanduses;--用户需需求多样化化--采取差差别化的竞竞争者不多多Notmanyrivalfirmsarefollowingadifferentiationstrategy.(3)目目标专注策策略Focus特定顾客、、特定区域域，特别产产品Aspecialgroupofcustomers,anarrowgeographicarea,aparticularuseoftheproduct.Specializationleadstoproficiency优点：开发特有的的竞争对手手难以模仿仿的技巧，，新进入者者门槛高，，客户忠诚诚度高。+specialskills,entrybarriers,strongloyalty;缺点：竞争者使用用替代品占占领分市场场，在市场场容量小时时失去竞争争优势。应用：--明显需需求差别和和方式多样样化；--没有竞竞争者进入入--组织的的资源不允允许扩展。。2、战略组组合法BCGMatrix（1）私人人部门----市场场份额和市市场增长率率MarketshareandMarketGrowth(图）幼童—明星星—金牛——瘦狗QuestionMark—Star—CashCow—Dog（2）公共共部门----利利益相关者者支持度和和可控性Stakeholders’’Accountability&Tractability黑马—坐鸭鸭—怒虎——睡狗DarkHorses——SittingDucks—AngryTiger——SleepingDog请思考几个个相对应的的案例幼童—高成成长低市场场份额明星—高成成长高市场场份额需要要持续的投投资；金牛—低成成长高份额额，减少投投资；瘦狗—低成成长低份额额，撤退。。黑马—为严严重智力残残疾提供生生活自理技技能；坐鸭—道路路安全计划划怒虎—关心心少数民族族教育睡狗—爱滋滋病的投资资III.职职能层TheFunctionalLevel1.市场场营销Marketing(ProductandServices)(1)产产品和服务务Products:ideas,services,merchandise.----范范围thebreadthofproductionline;----质质量thequalitylevel.(2)市市场研究MarketingResearch:customerneeds,values,buyinghabits,marketcharacteristics,growthpotentials,newproductacceptance,competitiveproducts.(3)目目标市场Targetmarket:undifferentiatedmarketing,concentratedmarketing,differentiatedmarketing.(4)市市场容量Salesvolume:(5)市市场份额Marketshare:(6)定价Pricing:(7)分分销Distribution(8)广告Advertising(9)促销销Promotion2.生产产Production(1)地地点Locationoffacilities(2)更更新Newnessoffacilities(3)布布局Layoutoffacilities(4)质质量控制Qualitycontrol----Function;Reliability,AestheticsandSafety.(5)生生产能力Productioncapacity(6)库库存能力Inventory3.研究究与发展ResearchandDevelopment(1)集集中Focus:Basicandapplied.(2)态态势Posture:----革革新Innovative:offensivelong-term;----保保护Protective:defensive;Catch-upandcombination.(3)预预算Budget:9%--0.8%;4.人力力资源HumanResources(1)持持续规划Successionplanning(2)招招聘与选择择Recruitmentandselection(3)训训练与开发发Traininganddevelopment(4)绩绩效评估Performanceappraisal(5)补补偿Compensation5.公共共事务PublicAffairsConcepts:communityaffairs,communityrelations,externalaffairs,externalcommunications,publicrelations.Functions:ethics,socialresponsibility,crisismanagement.(1)伦伦理Ethics:perceptualdifference,competitivepressureandpsychologicaldisorders.(2)社社会责任Socialresponsibility:financialcontribution;(3)危危机管理CrisisManagement6.财务务Finance/Accounting(1)现现金ManagementofCash(2)库库存ManagementofInventory(3)ManagementofAccountsReceivable(4)ManagementofTotalAssets(5)ManagementofDebts(6)CapitalBudgetingIV.信信息收集方方法

Information-gatheringTools1.个人联络PersonalContacts:informalinterpersonalinteractions.2.观察Observation:openanddisguised3.访谈和调查查InterviewsandSurveyQuestionnaires4.报告Reports二、外部环环境分析ExternalAnalysis内外分析是是一个硬币币的正反两面，缺一不不可。Gatheringandexamininginformationontheforces.外部环境的的变化多端，反反应缓慢带带来灾难。。Long-termhealth,short-termsurprise.1、特定环环境Taskenvironment:immediateoroperating;inbothdirection;influenceandareinfluenced2、一般环环境Generalenvironment:Influencebutarenotbeinfluencedbytheorganization.特定环境分分析TheTaskEnvironmentalAnalysis(p8图)(1)行行业分析Industry:agroupoffirmsofferingsimilarproducts(orservices).--行业结结构IndustryStructure:增长率Growthrate+规模模Size+相对利利润Relativeprofitability--战略小小组StrategicGroup(2)竞竞争者Competitors----Forcesinfluencingcompetition(p12图）1、特定环环境分析TheTaskEnvironmentalAnalysis(3)供供应者分析析Suppliers:Rawmaterials,capitallabor.(4)顾顾客分析Customers:Region,Income,Education..(5)工工会会分分析析（其其他他利利益益相相关关者者））LaborUnions(6)政政府府规规则则G