管理学课件第8章战略管理

04九月2026管理学课件第8章战略管理StrategicManagement(cont’d)BusinessModelIsastrategicdesignforhowacompanyintendstoprofitfromitsstrategies,workprocesses,andworkactivities.Focusesontwothings:Whethercustomerswillvaluewhatthecompanyisproviding.Whetherthecompanycanmakeanymoneydoingthat.WhyisStrategicManagementImportantItresultsinhigherorganizationalperformance.Itrequiresthatmanagersexamineandadapttobusinessenvironmentchanges.Itcoordinatesdiverseorganizationalunits,helpingthemfocusonorganizationalgoals.Itisverymuchinvolvedinthemanagerialdecision-makingprocess.Exhibit8–1 TheStrategicManagementProcess（战略管理过程）战略管理过程©PrenticeHall,2002StrategicManagementProcess

（战略管理过程）Step1:Identifyingtheorganization’scurrent mission,goals,andstrategies（确定组织当前的使命、目标和战略）Mission:thefirm’sreasonforbeingThescopeofitsproductsandservicesGoals:thefoundationforfurtherplanningMeasurableperformancetargetsStep2:Doinganexternalanalysis（外部分析）TheenvironmentalscanningofspecificandgeneralenvironmentsFocusesonidentifyingopportunitiesandthreatsExhibit8–2 ComponentsofaMissionStatement（使命陈述构成要素）Source:BasedonF.David,StrategicManagement,11ed.(UpperSaddleRiver,NJ:PrenticeHall,2007),p.70.战略目标、宗旨与任务陈述1.用户：公司的用户是谁？(比如SANYI公司的停车设备、远大的整体浴室？---是决定市场战略的基础)2.产品或服务：公司的主要产品或服务项目是什么？3.市场：公司在哪些地域竞争？4.技术：公司的技术是否是最新的？5.对生存、增长、盈利的关切：公司是否努力实现业务的增长和良好财务状况？6.观念：公司的基本信念、价值观、志向和道德倾向是什么？7.自我认知：公司最独特的能力或最主要的竞争优势是什么？8.对公司形象的关切：公司是否对社会、社区和环境负责？9.对员工的关心：公司是否视员工为宝贵的资产？StrategicManagementProcess(cont’d)Step3:Doinganinternalanalysis（内部分析）Assessingorganizationalresources,capabilities,andactivities:Strengthscreatevalueforthecustomerandstrengthenthecompetitivepositionofthefirm.Weaknessescanplacethefirmatacompetitivedisadvantage.Analyzingfinancialandphysicalassetsisfairlyeasy,butassessingintangibleassets(employee’sskills,culture,corporatereputation,andsoforth)isn’taseasy.Steps2and3combinedarecalledaSWOTanalysis.(Strengths,Weaknesses,Opportunities,andThreats)SWOT分析表Exhibit8–3 CorporateRankings(partiallists)Sources:“America’sMostAdmiredCompanies,”Fortune,February22,2006,p.65;“The100BestCompaniestoWorkFor,”Fortune,January11,2006,p.89;R.Alsop,“RankingCorporateReputations,”WallStreetJournal,December6,2005,p.B1;and“The100TopBrands,”BusinessWeek,August1,2005,p.90.Interbrand/BusinessWeek

100TopGlobalBrands(2011)1.Coca-Cola（US$71.9billion

）2.IBM(US$69.9billion)3.Microsoft(US$59.1billion),

HarrisInteractive/WallStreetJournal

NationalCorporateReputation(2005)1.Johnson&Johnson2.Coca-Cola3.Google4.UnitedParcelService5.3MCompanyHayGroup/Fortune

America’sMostAdmiredCompanies(2006)GreatPlacetoWorkInstitute/Fortune

100BestCompaniestoWorkFor(2006)1.GeneralElectric2.FedEx3.SouthwestAirlines4.Procter&Gamble5.Starbucks1.Genentech2.Wegman’sFoodMarkets3.ValeroEnergy4.GriffinHospital5.W.L.Gore&AssociatesStrategicManagementProcess(cont’d)Step4:Formulatingstrategies（构造战略）DevelopandevaluatestrategicalternativesSelectappropriatestrategiesforalllevelsintheorganizationthatproviderelativeadvantageovercompetitorsMatchorganizationalstrengthstoenvironmentalopportunitiesCorrectweaknessesandguardagainstthreats内部劣势内部优势由稳定型向发展型发展型战略紧缩型战略多元化战略SWOT战略选择图威胁机会ⅠⅡⅢⅣStrategicManagementProcess(cont’d)Step5:Implementingstrategies（实施战略）Implementation:effectivelyfittingorganizationalstructureandactivitiestotheenvironment.Theenvironmentdictatesthechosenstrategy;effectivestrategyimplementationrequiresanorganizationalstructurematchedtoitsrequirements.Step6:Evaluatingresults（评估结果）Howeffectivehavestrategiesbeen?Whatadjustments,ifany,arenecessary?TypesofOrganizationalStrategiesCorporateStrategies（公司战略）Topmanagement’soverallplanfortheentireorganizationanditsstrategicbusinessunitsTypesofCorporateStrategies（公司战略类型）Growth:expansionintonewproductsandmarketsStability:maintenanceofthestatusquoRenewal:redirectionofthefirmintonewmarketsExhibit8–4 LevelsofOrganizationalStrategyCorporateStrategiesGrowthStrategy（增长战略）Seekingtoincreasetheorganization’sbusinessbyexpansionintonewproductsandmarkets.TypesofGrowthStrategies（增长战略的类型）Concentration（集中化）Verticalintegration（垂直一体化）Horizontalintegration(水平一体化)Diversification(多元化)GrowthStrategiesConcentration（集中方式-密集性增长战略）Focusingonaprimarylineofbusinessandincreasingthenumberofproductsofferedormarketsserved.密集化增长战略——是在一个特定市场的全部需求购买潜力尚未到达极限时所存在的市场机会。密集化增长可以通过三种途径实现a.市场渗透——通过采取更加积极有效、更富进取精神的市场营销措施，努力在现有市场上扩大现有产品的销售量，从而实现企业业务的增长。b.市场开发——通过努力开拓新市场来扩大现有产品销售量，从而实现企业业务的增长。c.产品开发——通过向现有市场提供多种改型变异产品，满足不同顾客需求，从而扩大销售，实现企业业务的增长。密集化增长战略

现有市场

新市场1.市场渗透战略2.产品开发战略3.市场开发战略4.多样化战略

现有产品新产品图5三种密集型成长战略：安索夫的产品/市场扩展方格图一体化增长战略

VerticalIntegration（纵向一体化）Backwardverticalintegration（后向一体化）:attemptingtogaincontrolofinputs(becomeaself-supplier).Forwardverticalintegration（横向一体化）:attemptingtogaincontrolofoutputthroughcontrolofthedistributionchannelorprovidecustomerserviceactivities(eliminatingintermediaries).HorizontalIntegration（水平一体化）Combiningoperationswithanothercompetitorinthesameindustrytoincreasecompetitivestrengthsandlowercompetitionamongindustryrivals.多角化增长战略

RelatedDiversification（相关多元化）Expandingbycombiningwithfirmsindifferent,butrelatedindustriesthatare“strategicfits.”UnrelatedDiversification（非相关多元化）Growingbycombiningwithfirmsinunrelatedindustrieswherehigherfinancialreturnsarepossible.多元化的定义1.低度多元化:单一产品:95%以上的销售总额来自同一产品;主导产品:70-95%的销售总额来自同一产品;2.中等程度多元化:相关多元化:公司销售总额的70%以上来自不同产品,而且各个产品之间在技术,生产,渠道等方面具有相互联系的特征;3.高度多元化:非相关多元化:公司销售额的70%以上来自不同产品,而且公司产品之间没有任何联系.GrowthStrategies(cont’d)StabilityStrategy(稳定战略)Astrategythatseekstomaintainthestatusquotodealwiththeuncertaintyofadynamicenvironment,whentheindustryisexperiencingslow-orno-growthconditions,oriftheownersofthefirmelectnottogrowforpersonalreasons.GrowthStrategies(cont’d)RenewalStrategies（紧缩战略）Developingstrategiestocounterorganizationweaknessesthatareleadingtoperformancedeclines.Retrenchment:focusingofeliminatingnon-criticalweaknessesandrestoringstrengthstoovercomecurrentperformanceproblems.Turnaround:addressingcriticallong-termperformanceproblemsthroughtheuseofstrongcosteliminationmeasuresandlarge-scaleorganizationalrestructuringsolutions.CorporatePortfolioAnalysis（公司业务组合分析）Managersmanageportfolio(orcollection)ofbusinessesusingacorporateportfoliomatrixsuchastheBCGMatrix.BCGMatrix（BCG矩阵）DevelopedbytheBostonConsultingGroupConsidersmarketshareandindustrygrowthrateClassifiesfirmsas:Cashcows:lowgrowthrate,highmarketshareStars:highgrowthrate,highmarketshareQuestionmarks:highgrowthrate,lowmarketshareDogs:lowgrowthrate,lowmarketshareExhibit8–5 TheBCGMatrixBusinessorCompetitiveStrategyBusiness(orCompetitive)Strategy（公司层战略）AstrategyfocusedonhowanorganizationshouldcompeteineachofitsSBUs(strategicbusinessunits).BCG矩阵的局限性科尔尼咨询公司对BCG矩阵的局限性评价是仅仅假设公司的业务发展依靠的是内部融资，而没有考虑外部融资。举债等方式筹措资金并不在BCG矩阵的考虑之中。另一方面，BCG矩阵还假设这些业务是独立的，但是许多公司的业务在紧密联系在一起的。比如，如果金牛类业务和瘦狗类业务是互补的业务组合，如果放弃瘦狗类业务，那么金牛类业务也会受到影响。其实还有很多文章对BCG矩阵做了很多的评价。这里列举一部分：关于卖出“瘦狗”业务的前提是瘦狗业务单元可以卖出，但面临全行业亏损的时候，谁会来接手；BCG矩阵并不是一个利润极大化的方式；市场占有率与利润率的关系并不非常固定；BCG矩阵并不重视综效，实行BCG矩阵方式时要进行SBU（策略事业部）重组，这要遭到许多组织的阻力；并没告诉厂商如何去找新的投资机会……

TheRoleofCompetitiveAdvantageCompetitiveAdvantage（竞争优势）Anorganization’sdistinctivecompetitiveedge.QualityasaCompetitiveAdvantageDifferentiatesthefirmfromitscompetitors.Cancreateasustainablecompetitiveadvantage.Representsthecompany’sfocusonqualitymanagementtoachievecontinuousimprovementandmeetcustomers’demandforquality.TheRoleofCompetitiveAdvantage(cont’d)SustainableCompetitiveAdvantage（可持续竞争优势）Continuingovertimetoeffectivelyexploitresourcesanddevelopcorecompetenciesthatenableanorganizationtokeepitsedgeoveritsindustrycompetitors.FiveCompetitiveForcesThreatofNewEntrants（新进入者的威胁）Theeaseordifficultywithwhichnewcompetitorscanenteranindustry.ThreatofSubstitutes（替代品的威胁）Theextenttowhichswitchingcostsandbrandloyaltyaffectthelikelihoodofcustomersadoptingsubstitutesproductsandservices.BargainingPowerofBuyers（买方的讨价能力）Thedegreetowhichbuyershavethemarketstrengthtoholdswayoverandinfluencecompetitorsinanindustry.FiveCompetitiveForcesBargainingPowerofSuppliers（供应商的讨价还价能力）Therelativenumberofbuyerstosuppliersandthreatsfromsubstitutesandnewentrantsaffectthebuyer-supplierrelationship.CurrentRivalry（现有竞争者）Intensityamongrivalsincreaseswhenindustrygrowthratesslow,demandfalls,andproductpricesdescend.Exhibit8–6 ForcesintheIndustryAnalysis（产业分析的五力模型）Source:BasedonM.E.Porter,CompetitiveStrategy:TechniquesforAnalyzingIndustriesandCompetitors(NewYork:TheFreePress,1980).TypesofCompetitiveStrategiesCostLeadershipStrategy（成本领先战略）Seekingtoattainthelowesttotaloverallcostsrelativetootherindustrycompetitors.DifferentiationStrategy（差异化战略）Attemptingtocreateauniqueanddistinctiveproductorserviceforwhichcustomerswillpayapremium.FocusStrategy（聚焦战略）Usingacostordifferentiationadvantagetoexploitaparticularmarketsegmentratheralargermarket.TheRuleofThreeSimilartoPorter’sgenericcompetitivestrategiesThecompetitiveforcesinanindustrywillcreateasituationwherethreecompanies(full-linegeneralists)willdominateamarket.Somefirmsinthemarketbecome“supernicheplayers”andwhileothersendupas“ditchdwellers.”Firmsunabletodevelopeitheracostordifferentiationadvantagebecome“stuckinthemiddle”andlackprospectsforlong-termsuccess.Afewfirmssuccessfullypursuebothdifferentiationandcostadvantages.StrategicManagementTodayStrategicFlexibilityNewDirectionsinOrganizationalStrategiese-businesscustomerserviceinnovationExhibit8–7 CreatingStrategicFlexibilityKnowwhat’shappeningwithstrategiescurrentlybeingusedbymonitoringandmeasuringresults.Encourageemployeestobeopenaboutdisclosingandsharingnegativeinformation.Getnewideasandperspectivesfromoutsidetheorganization.Havemultiplealternativeswhenmakingstrategicdecisions.Learnfrommistakes.Source:BasedonK.ShimizuandM.A.Hitt,“StrategicFlexibility:OrganizationalPreparednesstoReverseIneffectiveStrategicDecisions,”AcademyofManagementExecutive,November2004,pp.44–59.HowtheInternetHasChangedBusinessTheInternetallowsbusinessesto:Createknowledgebasesthatemployeescantapintoanytime,anywhere.Turncustomersintocollaborativepartnerswhohelpdesign,test,andlaunch