战略管理精要完整版.ppt

1、1,J.David.HungerThomasL.Wheelen,StrategicManagementThirdEditonPrenticeHallPublishing,2,关于战略管理课程的几点说明,课程状况:双语使用教材:Hungerconsequential:Strategicdecisionscommitsubstantialresourcesanddemandagreatdealofcommitment;directive:Strategicdecisionssetprecedentsforlesserdecisionsandfutureactionsthroughouttheorg

2、anization.(consequential结果的,相因而生的),Strategicdecisions:thelong-runfutureoftheentireorganizationandhavethreecharacteristicsdifferentfromothertypesofdecisions:,26,Topmanagers,Topmanagerstendtouseoneofthreemodesofstrategyformulation:entrepreneurial,adaptive,planning,orlogicalincrementalism.Incrementalis

3、m,27,Strategicplanningwithinasmallorganizationmaybeinformalandirregular.,28,ModesofStrategicDecisionMaking,EvaluateCurrentPerformanceresults,Select/RecommendBestAlternatives,Generate/EvaluateStrategicAlternatives,ScaninternalEnvironment:StructureCulture/resources,selectstrategicFactors:Strengthsweak

4、ness,AnalysizeStrategicFactorsSWOTInthelightCurrentsituation,Examine/EvaluateMission/Objectives/Strategiespolices,ReviewStrategicManagers:BoardofDirectorsTopmgt,SelectStrategicfactors:Opportunitiesthreats,ScanexternalEnvironment:Societaltask,Evaluate/Control,ImplementStrategies:ProgramsBudgetprocedu

5、res,Review/ReviseasNecessaryMissionobjectives,29,SUMMARYOFKEYPOINTSTheThirdChapter,ENVIRONMENTALSCANNINGANDINDUSTRYANALYSIS,30,Openingcase,2019年春节前，苏宁宣布其网上商城“苏宁易购”新版网站正式上线，苏宁“实体+互联网”的企业构架由此开始。苏宁进入网购，是一场被逼出来“革命”。淘宝、京东商城等如今正逐渐在蚕食传统家电市场，“苏美”（苏宁、国美）若再不回击生存空间将变得非常狭窄。苏宁的“革命”引发了家电渠道模式的大讨论。业内人士质疑其能否解决线上线下产品

6、冲突以及售后服务等问题。但更多的专家认为，家电网购是苏宁渠道多元化的一种尝试，也将是未来家电销售的一种趋势，市场前景宽广。经营环境不同，战略也应不同。,31,EnvironmentVariables,Socio-cultureEconomicForcesForcesPolitical-LegalTechnologicalForcesForces,InternalEnvironment:StructuresCultureResources,TaskEnvironment(Industry)ShareholdersSuppliersGovernmentsSpecialinterestEmploye

7、esGroupsLaborUnionsCustomersCompetitorsCreditorsTradeassociationsCommunities,EcologicalForces,32,Thesocietalenvironment,Thesocietalenvironmentiscomposedofsocio-cultural,economic,political-legal,andtechnologicalecologicalforces(seep42),33,Thetaskenvironment(ortheindustryenvironment),Thetaskenvironmen

8、t(industry)containsstakeholdergroupsthathaveanimpactorareheavilyimpactedbytheorganization.Thesearegovernments,localcommunities,suppliers,creditors,employees/laborunions,specialinterestgroups,andtradeassociations.,34,TheTaskEnvironment,Customers-existingandpotentialSuppliers-oflabor,materials,equipme

9、nt,moneyExistingcompetitors-thatbattleforcustomersandattentionNewcompetitors-thatmightentertheindustryIndirectcompetitors-fromotherindustriesthatoffersubstituteproductsorservicesCommunities-thataredependentonbusinessesforjobs,economicactivityLocalregulators-thatinfluencebusinesspracticesandcosts,35,

10、BCGMatrix,relativemarketshareindustrygrowthrate,36,High,High,Low,Low,Medium,Medium,Selectivity,Harvest/,Divest,Harvest/,Divest,Selectivity,Selectivity,IndustryAttractiveness,BusinessStrength,SelectiveGrowth,SelectiveGrowth,Harvest/Divest,Harvest/Divest,InvestmentandGrowth,Harvest/Divest,GEMatrix,(Se

11、ep47),37,Competitiveintensity,Thelevelofcompetitiveintensitypresentinanindustryisdeterminedby(1)threatofnewentrants,(2)rivalryamongexistingfirms,(3)threatofsubstituteproducts,(4)bargainingpowerofbuyers,(5)bargainingpowerofsuppliers,and(6)relativepowerofotherstakeholders.,38,MichaelE.Porter,Source:Mi

12、chaelE.Porter,CompetitiveAdvantage(NewYork:FreePress,1985),(Seep48),stakeholders,39,WhenCustomersHavePower,SmallnumberofcustomersTheymakehighvolumepurchasesLargepurchasescomparedtopurchasesfromotherindustriesProductstheyarebuyingareundifferentiatedTheyhavelowprofitsTheycangetaccurateinformationonthe

13、sellingindustryTheycaneasilyverticallyintegratebackwardsTheycaneasilyswitchfromonesellertoanother,40,WhenSuppliersHavePower,SmallnumberofsuppliersFewsubstitutesexistSuppliersarenotdependentonthebuyerforalotoftheirsalesThebuyingindustrymusthavetheproductorservicetosurviveSuppliershavedifferentiatedth

14、eirproductsItiscostlytoswitchsuppliersTheycaneasilyverticallyintegrateforward,41,WhenRivalryAmongExistingCompetitorsIsIntense,SlowindustrygrowthHighfixedcosts(plants,machinery,outlets)UndifferentiatedproductsAlargenumberofcompetitorsHighexitbarriers(whatyouloseifyouleavethebusiness)Smallchangesinmar

15、ketsharehaveabigpay-off,42,BarriersThatBlockNewEntrants,EconomiesofscaleLargecapitalrequirementsProductdifferentiationHighswitchingcostLimitedaccesstodistributionchannelsSomegovernmentpoliciesandregulationsOtheradvantagesthatarehardtoduplicatesuchaspatents,greatlocations,subsidies,partnerships,etc.H

16、istoryofaggressiveretaliation(报复)towardnewentrants,43,Internationalstrategy,Multi-domesticGlobalstrategystrategystrategyRetailingAutomobilesInsuranceTiresBankingTelevisionsets(Seep55),Differentproductsoneorsoproducts,44,Strategicgroups,Strategicgroupsareimportantbecauseacompanydoesnotcompeteagainste

17、veryoneinanindustrybutonlyagainstthosewithsimilarstrategiesusingsimilarresources.（See-P57inthetextbook）,45,Strategicgroupspictures,HighPriceLowlimitedmenufullmenuProduct-lineBreadth,ArbysWendysDominosDairyQueenHardeesTacoBellBurgerKingMcdonald,PonderosaBonanza,ShoneysDennysCountryKitchen,RedLobsterO

18、liverGardenChiChis,PerkinsInternationalHouseOfPancakes,KFCPizzaHutLongJohnsilvers,46,Externalfactors,ThemanypossibleexternalfactorscanbeanalyzedusinganEFASTableinwhichopportunitiesandthreatsareweightedandratedaccordingtotheirimportancetothecompanyunderconsideration.,47,ExternalFactorsAnalysisSummary

19、(EFAS),48,ExternalFactorsAnalysisSummary(EFAS),49,CHAPTERFOUR,INTERNALSCANNINGORGANIZATIONALANALYSIS,50,Openingcase,过去的十年间，堪称联众错失的十年。曾经作为国内最知名的游戏棋牌公司，注册用户一度超过1亿。10年间，联众的市场份额从2000年的85%下跌到2019年的不足1%。股权分散，缺乏创新被认为是联众一次次被超越的关键诱因。对双鹿电器来说，过去的十年则是其“乡村潜行成功复活”的十年。通过开发适合农民需要的冰箱、建立农村渠道模式和实施千城万镇工程等，双鹿电器大举开拓农村市场，

20、开创冰箱行业蓝海，最终成功复活了中国最早的老字号冰箱品牌。竞争优势与企业资源及其管理方式紧密相联,51,Resource-based,Accordingtotheresource-basedviewofthefirm,acompanyssustainedcompetitiveadvantageisprimarilydeterminedbyitsresourceendowments.resourceendowmentsResources,Capabilities,Corecompetencies,Distinctivecompetencies,52,twobasiccharacteristics

21、,Thetwobasiccharacteristicsofacompanysresourcesandcapabilitiesthatdeterminethesustainabilityofitsdistinctivecompetenciesare：durability(耐久性)andimitability（可模仿性）(explicitortacitknowledge).(seeP71),53,Imitationofadistinctivecompetency,Transparency透明性Transferability可转移性Replicability可复制性(seeP72),54,竞争优势的

22、持续性,因环境变化而使核心竞争力过时的速度替代这种核心竞争力的可能性竞争者复制这种核心竞争力的难度产生竞争优势的资源ValuablerareCostlytoimitatenon-substitutable,55,资源持续的水平,ResourcesSlow-CycleStronglyshieldedPatents,brandsnameGillette:Sensorrazor,ResourcesStandard-CycleStandardizedMassproductionEconomiesofScalecomplicatedProcessChrysler:Mini-van,ResourcesFa

23、st-CycleeasilyduplicatedideadrivenSonyWalkman,（seeP72）,56,Valuechain(seeP74),Valuechainanalysiscanbeusedatboththeindustrylevelandatthecorporateleveltoassessacorporationsstrengths(competencies)andweaknesses.,57,ValueChainforanInternetStart-Up,58,Value-chainanalysis,Steps:分析产品线的价值链，并找出优劣势分析各产品线的价值链的内部

24、关联分析不同产品线的价值链间的潜在协同Differencesamongcompetitorvaluechainsareakeysourceofcompetitiveadvantage,59,TypicalValueChainforaManufacturedProduct,RawMaterials,PrimaryManufacturing,Fabrication,ProductProducer,Distributor,Retailer,重心？主要活动、核心能力、发展起点,60,organizationalstructures,Thebasicorganizationalstructuresare

25、：simple,functional,divisional,andconglomerate.（seeP77-78）,61,Corporateculture,Corporatecultureisthecollectionofbeliefs,expectations,andvalueslearnedandsharedbyacorporationsmembersandtransmittedfromonegenerationofemployeestoanother.(seeP79)Ifanorganizationscultureiscompatiblewithanewstrategy,itisanin

26、ternalstrength.,62,企业文化的功能：文化给员工传达一种认同感文化能增强员工的责任感文化增强组织的稳定性文化为员工提供行为指南企业文化的强度（接受程度）与整合度（共享程度）企业文化与可持续竞争优势,63,Internalenvironment,Theanalysisofacorporationsinternalenvironmentincludesnotonlyanassessmentofafirmsstructureandculture,butalsoofitsfunctionalareassuchasmarketing,finance,researchlowneedforc

27、oordinationbetweenSBUsFinancialsynergyonlyacrossSBUs,potentialexistsforoperationalsynergywithinSBUs,CEO,CorporateStaff,SBUManager,SBUManager,SBUManager,RelatedDivisions,RelatedDivisions,RelatedDivisions,SBUStaff,SBUStaff,SBUStaff,166,CorporateMatrix,AnynumberofbusinessesHighlyrelatedbusinessesVeryhi

28、ghlevelofcoordinationrequiredManyopportunitiesexistforoperationalsynergies(toreducecosts,gainaccessorshareinnovation),CEOandStaff,Marketing,Division2,Division1,Operations,R&D,167,GeographicareaStructure,BoardofDirectors,President,CorporateStaff,R&D,U.SCo.,EuropeCo.,LatinAmericaCo.,AfricaCo.,AsiaCo.,

29、ProductB,ProductA,ProductC,ProductB,ProductD,168,Reengineering,Organizingacompanysactivitiesandpeopletoimplementstrategyinvolvesmorethansimplyredesigningacorporationsstructure,italsoinvolvesredesihningthewayjobsaredone.Reengineeringistheradicalredesignofbusinessprocessestoachievemajorgainsincost,ser

30、vice,ortime.,169,Hammer的建议,围绕结果而不是任务来组织让那些使用流程产出的人执行该流程把信息处理工作纳入到产生该信息的实际工作中将地域分散的资源当做集中的资源来处理联结平行活动，而不是整合其结果把决策归入到工作执行之中，把控制嵌入到工作过程之中在源头一次性捕获信息,170,Jobdesign,Jobdesignistherethingingofindividualtasksinordertomakethemmorerelevanttothecompanyandtotheemployee(s).工作扩大化：将一些工作整合起来，让一个员工执行更多的同类任务工作丰富化：通过给

31、员工更多的自主权和控制权来改变工作工作轮换：让员工在几个工作之间轮换，以增加变化,171,Thejobcharacteristicsmodel,Thejobcharacteristicsmodelofjobdesignisaveryusefulwaytorethinkthewayworkisdoneattheemployeelevel.Itisanimplementationprogrambecauseitasks,“Ifthiswereanewcompany,howwouldwerunthisplace?”(SeeP183-184),172,173,MNCsMultinationalcorp

32、orations,Multinationalcorporationstendtoorganizethemselveseitherintoproductgroupsorbygeographicareastobalancetheneedsofthecorporation(satisfiedthroughcentralization)withthoseofthelocalsituation(satisfiedthroughdecentralization).,174,CHAPTERNINE,STRATEGYIMPLEMENTATION:STAFFINGANDDIRECTINGSUMMARYOFKEY

33、POINTS,175,Staffing,Staffingfocusesontheselectionandutilizationofemployees.HRMrecruit,hiringandfiringtrainingandpromotionteamwork,176,Staffing,Achangeinstrategywillprobablymeanthatstaffingneedswillchange.Ifthenewstrategyisoneofretrenchment,lesspeoplewillbeneeded.,177,Matchthemanagertothestrategy,Mat

34、chthemanagertothestrategy.Themostappropriatetypeofmanagerneededtoeffectivelyimplementastrategydependsonthestrategyofthefirmorbusinessunit.,178,Executivetype,-DependsonthestrategicdirectionDynamicindustryexpertAnalyticalportfoliomanagerCautiousprofitplannerTurnaroundspecialistProfessionalliquidator(S

35、eeP191-192),179,Abilitiesandpotentialdeveloped,PerformanceappraisalsystemApersonsperformancePromotionpotentialAssessmentcentersAmethodtoevaluateapersonssuitabilityforadvancedposition,180,Downsizingprogramsofretrenchment,Successfuldownsizingprogramsincludetrainingremainingemployeestoimplementnewstrat

36、egiesandprograms.Downsizingreferstotheplannedeliminationofpositionsorjobs.,181,Multinationalcorporations,Multinationalcorporationsareusuallyverycarefultohirelocalpeoplefromthehostcountriestostaffforeignsubsidiaries.,182,Strategicmanager,Afterachangeinstrategy,thestrategicmanagermust(1)evaluatewhatap

37、articularchangeinstrategywillmeantothecorporateculture,(2)assessifachangeinculturewillbeneeded,and(3)decideifanattempttochangetheculturewillbeworththecosts.,183,Leading,CorporatecultureStrategy-culturecompatibilityCommunication-visionandmissionwholly(SeeP196),184,DiversecultureAfteranacquisition,Aft

38、eranacquisition,acorporationcanmanagethecultureofthenewly-acquiredcompanyinoneoffourways:Integration(整合)assimilation(吸收)separation(分隔)orDeculturation(瓦解).,185,Howmuchmembersoftheacquiredfirmvaluepreservationoftheirownculture,VerymuchnotatallVeryattractiveNotatallattractionPerceptionoftheattractivene

39、ssoftheacquirer,Integration(整合),Assimilation(吸收),Separation(分隔),Deculturation(瓦解),186,Actionplanning,Actionplanningstateswhatactionsaregoingtobetaken,bywhom,duringwhattimeframe,andwhatexpectedresults.,187,MBO,andTQM,Actionplanning,MBO,andTQMaretechniquesusedtoimplementanewstrategy.(SeeP202-203),188,

40、Hofstedeproposes,Hofstedeproposesthatthesuccessorfailureofcertainmanagementpracticescanbeexplainedinternationallyusingfiveculturaldimensions.,189,Fiveculturaldimensions:,powerdistance,uncertaintyavoidance,individualism-collectivism,masculinity-femininity,andlong-termorientation.(SeeP204),190,CHAPTER

41、TEN,EVALUATIONANDCONTROLSUMMARYOFKEYPOINTS,191,Evaluationandcontrolprocess,Thebasicevaluationandcontrolprocessisafive-stepmodelrequiringthestrategistto(1)determinewhattomeasure,(2)establishstandardsforperformance,(3)measureactualperformance,(4)compareactualperformancewiththestandard,and(5)takecorrec

42、tiveaction.,192,Evaluationandcontrolprocess,determinewhattomeasure,takecorrectiveaction,measureactualperformance,establishstandardsforperformance,Stop,compareactualperformancewiththestandard,YesNo,193,Behaviorcontrols,Behaviorcontrolsaremostrelevantforthosesituationsinwhichperformanceresultsarehardtomeasureandthereisaclearcause-effectrelationshipbetweenactivitiesandresults.,194,Outputcontrols,Outputcontrolsaremostappropriatewh