企业战略管理环境

战略管理

StrategicManagement公共管理学院城市管理系

2003年秋第二讲环境分析

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

Information-gatheringTools1.个人联络络PersonalContacts:informalinterpersonalinteractions.2.观察Observation:openanddisguised3.访谈和调调查InterviewsandSurveyQuestionnaires4.报告Reports二、外部部环境分分析ExternalAnalysis内外分析析是一个个硬币的的正反两面面，缺一一不可。。Gatheringandexamininginformationontheforces.外部环境境的变化多端，反反应缓缓慢带来来灾难。。Long-termhealth,short-termsurprise.1、特定定环境Taskenvironment:immediateoroperating;inbothdirection;influenceandareinfluenced2、一般般环境Generalenvironment:Influencebutarenotbeinfluencedbytheorganization.特定环境境分析TheTaskEnvironmentalAnalysis(p8图图)(1)行行业分分析Industry:agroupoffirmsofferingsimilarproducts(orservices).--行业业结构IndustryStructure:增长率Growthrate+规规模Size+相对利利润Relativeprofitability--战略略小组StrategicGroup(2)竞竞争者者Competitors----Forcesinfluencingcompetition(p12图））1、特定定环境分分析TheTaskEnvironmentalAnalysis(3)供供应者者分析Suppliers:Rawmaterials,capitallabor.(4)顾顾客分分析Customers:Region,Income,Education..(5)工工会分分析（其他利利益相关关者）LaborUnions(6)政政府规规则GovernmentRegulators----Regulation----Deregulation2.一一般环境境分析TheGenera