Strategic Management(战略管理-中英文).ppt

1、a,1,Leadership in Enterprise for Asian Development 亚洲发展中的企业领导 Leonard D. Van Drunen June 2008,Strategic Management 战略管理,a,2,What Is Strategic Management?什么是战略管理,The process companies use to: 企业用于达到目标的过程,Form a vision view of how the current firm will look in the future 形成愿景当前企业如何展望未来,Analyze their e

2、xternal environment and their internal environment 分析企业的内外部环境,Select one or more strategies to create value for their stakeholde rs 选择一种或多种战略为股东创造价值,a,3,Strategic Management Process战略管理过程,Vision 愿景 Leadership 领导,Environments: 环境 Internal内部 External 外部,Rivalry: 竞争 Business level strategies 经营层次战略 Mul

3、tiproduct strategies 产品多元化战略 Mergers & acquisitions 并购,Market entry: 市场进入 Across borders 跨国 Alliances 联盟 Entrepreneurship 创业,Competing via 竞争方式 ,a,4,Strategic Management Process战略管理过程,Vision 愿景 Leadership 领导,Environments: 环境 Internal内部 External 外部,Rivalry: 竞争 Business level strategies 经营层次战略 Multipr

4、oduct strategies 产品多元化战略 Mergers & acquisitions 并购,Market entry: 市场进入 Across borders 跨国 Alliances 联盟 Entrepreneurship 创业,Competing via 竞争方式 ,a,5,Strategic Leadership战略领导,Developing a vision for the firm 为企业制定愿景 Designing strategic actions to achieve this vision 设计战略行动来达成愿景 Empowering others to carry

5、 out those strategic actions 赋能授权他人来执行战略行动,a,6,Strategic leadership actions,培养管理团队,管理资源,提升诚信与道德,建立愿景与使命,a,7,Strategic Management Process战略管理过程,Vision 愿景 Leadership 领导,Environments: 环境 Internal内部 External 外部,Rivalry: 竞争 Business level strategies 经营层次战略 Multiproduct strategies 产品多元化战略 Mergers & acquis

6、itions 并购,Market entry: 市场进入 Across borders 跨国 联盟 Entrepreneurship 创业,Competing via 竞争方式 ,a,8,Economic 经济,Socio-cultural 社会文化,Global 全球,Political/Legal 政治/法律,Technological 技术,Demographic 人口构成,Competitor Analysis 分析竞争对手,Rivalry 竞争,External Environment Analysis 外部环境分析,Suppliers 供应商,Potential Entrants

7、潜在竞争对手,Substitute Products 替代产品,Buyers客户,General Environment 总体环境,Industry Environment 工业环境,a,9,Economic 经济,Socio-cultural 社会文化,Global 全球,Political/Legal 政治/法律,Technological 技术,Demographic 人口构成,External Environment Analysis 外部环境分析,General Environment 大环境,a,10,Porters Five Forces 五力模型,Competitor Anal

8、ysis竞争者分析,Potential Entrants 潜在对手,Supp-liers 供应商,Subst Products 替代产品,Buyers 买方,Rivalry 对手,Industry Environment 工业环境,a,11,Porters Five Forces 五力模型,Potential Entrants,Competitor Analysis 竞争者分系,Potential Entrants 潜在对手,Supp-liers 供货商,Subst Products 替代品,Buyers 买方,Rivalry 竞争,Industry Environment 产业环境,Barr

9、iers to entry: 进入壁垒 Economies of scale 规模经济 Capital requirements 资本要求 Switching costs 转换成本 Differentiation差异化 Access to distribution经销渠道 Government policy 政府政策,a,12,Potential Entrants,Competitor Analysis 分析竞争对手,Potential Entrants 潜在对手,Supp-liers 供应商,Subst Products 替代品,Buyers 买方,Rivalry 竞争,Industry E

10、nvironment 工业环境,Rivalry increases due to: 竞争增加是因为 Degree of differentiation差异化程度 Switching costs 转换成本 Numerous or equally balanced competitors 竞争者多或竞争者力量相当 Slow industry growth 产业增长慢 High strategic stakes 战略风险高 High fixed costs or high storage costs固定成本高或仓储成本高 High exit barriers 退出壁垒高,Porters Five F

11、orces 五力模型,a,13,Economic 经济,Socio-cultural 社会文化,Global 全球,Political/Legal 政治/法律,Technological 技术,Demographic 人口构成,Competitor Analysis,Rivalry 竞争,External Environment Analysis,Suppliers,Potential Entrants 潜在对手,Substitute Products 替代品,Buyers客户,General Environment 大环境,Industry Environment 产业环境,a,14,Str

12、ategic Management Process战略管理过程,Vision 愿景 Leadership 领导,Environments: 环境 Internal内部 External 外部,Rivalry: 竞争 Business level strategies 经营层次战略 Multiproduct strategies 产品多元化战略 Mergers & acquisitions 并购,Market entry: 市场进入 Across borders 跨国 联盟 Entrepreneurship 创业,Competing via 竞争方式 ,a,15,Resources 资源 Tan

13、gible and intangible 有形与无形,Resources used for competitive advantage,Capabilities 能力 What the firm can do with its resources 企业处理自己资源的能力,Core Competencies 核心竞争力 Capabilities the firm is especially good at 企业强项,Competitive advantages 竞争优势 Core competencies that are: 核心竞争力 1) Valuable 有价值 2) Rare 稀有 3)

14、 Difficult to imitate 难以仿制 4) Nonsubstitutable 不可替代,a,16,Value Chain价值链,Raw materials Inventory原材料账目,Operations 运作,Finished goods成品,Marketing市场 Distribution推广,Customer客户 Service服务,边际价值Value,Margin,Research & development 研发,Purchasing 采购,Accounting会计,Human resources 人力资源,Support activities 辅助任务,Prima

15、ry activities 基本任务,Value chain analysis helps firms understand how activities contribute to creating value for customers and what costs are incurred to complete each activity. 价值链分析帮助企业理解如何为顾客创造价值，以及完成某项任务的成本。,a,17,Outsourcing外包,Potential problems with outsourcing: 外包可能产生的问题 Job losses for the firms

16、 communities. 企业岗位减少 Hard to reverse outsourcing decisions. 外包决策难以收回,Benefits of outsourcing: 外包益处 Same quality or better at a lower cost. 同等或较好的品质，但成本较低。 Higher quality because of supplier specialization.供货商专业，品质较好。 Economies of scale that the specialization produces. 专业化产生的经济比 Increased flexibilit

17、y, reduced risks, decreased capital requirements. 机动性增加，风险降低，资本需求降低 Allows the firm to focus on its core competencies. 发展核心竞争力,Using an external supplier to provide part of the value chain 利用外埠供货商来达成部分价值链,a,18,Strategic Management Process战略管理过程,Vision 愿景 Leadership 领导,Environments: 环境 Internal内部 Ext

18、ernal 外部,Rivalry: 竞争 Business level strategies 经营层次战略 Multiproduct strategies 产品多元化战略 Mergers & acquisitions 并购,Market entry: 市场进入 Across borders 跨国 联盟 Entrepreneurship 创业,Competing via 竞争方式 ,a,19,Five Business Level Strategies五种经营层次战略,Cost Leadership 成本领先,Differentiation差异化,Focus Cost Leadership 焦点

19、成本领先,Focused Differentiation集中差异化,Integrated Cost Leadership /Differentiation 综合成本领先/差异化,Competitive Advantage竞争优势,Cost 成本,Uniqueness 独特点,Competitive Scope 竞争范围,Broad Target 大目标,Narrow Target 小目标,An action plan that describes how a firm will compete in its chosen industry or market segment 企业在选择的工业与

20、市场面如何竞争的行动计划,a,20,Examples例子,Low cost 低成本 What type of value chain activities should the firm focus on and with what organizational structure? 企业应重点注意何种价值链行动？何种组织结构？,Differentiation差异化 What type of value chain activities should the firm focus on and with what organizational structure? 企业应重点注意何种价值链行动

21、？何种组织结构？,a,21,Strategic Management Process战略管理过程,Vision 愿景 Leadership 领导,Environments: 环境 Internal内部 External 外部,Rivalry: 竞争 Business level strategies 经营层次战略 Multiproduct strategies 产品多元化战略 Mergers & acquisitions 并购,Market entry: 市场进入 Across borders 跨国 联盟 Entrepreneurship 创业,Competing via 竞争方式 ,a,22

22、,Multiproduct Strategy产品多元化战略,An action plan that a firm develops to compete in different product markets 企业用来竞争的不同产品市场的行动计划,Why do firms do this? 原因 Grow revenues and profits 增加收入与利润 Reduce risk via product diversification减少风险 Apply core competencies in new ways以新的方式来利用核心竞争力 Develop economies of sc

23、ope 发展规模经济 Extend the firms brand into additional product areas扩展产品使用企业品牌的领域,a,23,Types of Multiproduct Strategies 产品多元化战略类型,Single business: 单一业务型More than 95 percent of revenue comes from a single business. 超过95 % 收入来自一种业务 Dominant business: 主导业务型Between 70 and 95 percent of revenue comes from a s

24、ingle business.75%-95% 收入来自一种业务 Related constrained: 相关-限制型Less than 70 percent of revenue comes from the dominant business, and all businesses share product, technological, and distribution linkages. 低于70%的收入来自主导业务，所有业务共同使用产品，技术与市场链 Related linked (mixed related and unrelated): 相关-关联型（相关的和不相关的）Less

25、 than 70 percent of revenue comes from the dominant business, and only limited links exist between businesses.低于70%的收入来自主导业务，业务之间仅有有限链接。 Unrelated:无关型Less than 70 percent of revenue comes from the dominant business, and no common links exist between businesses.低于70%的收入来自主导业务，业务之间没有链接,Low低 Moderate中

26、High高 Very High很高,Level of diversification,a,24,Multiproduct strategy产品多元化战略Corporate and operational relatedness公司与运作关联性,Related Constrained Diversification 相关-限制型多样化,Both Operational and Corporate Relatedness 运筹与企业相关型,Unrelated Diversification 无关多样化,Related Linked Diversification 相关-关联型多样化,Corpora

27、te Relatedness整体关联性,Low低,High高,Operational Relatedness 运作关联,High高,Low低,How do a companys product areas relate or connect to each other?公司产品领域如何连接？,a,25,Multiproduct Strategies Implementation 产品多元化战略的执行,Multidivisional (M-form) Structure.多种部门结构 An organizational structure in which the firm is organiz

28、ed to generate either economies of scope or financial economies. 企业组织来产生经济规模与财务效益 Three Variations of the Multidivisional Structure三种多种部门结构,a,26,Cooperative Form of the Multidivisional Structure forImplementing the Related Constrained Strategy用以执行相关-限制型战略的多部门结构的合作形式,a,27,SBU Form of the Multidivisio

29、nal Structure for Implementing the Related Linked Strategy用以执行相关-限制型战略的多部门结构的SBU形式,a,28,Competitive Form of the Multidivisional Structure forImplementing the Unrelated-Diversification Strategy多部门结构的竞争形式实行不相关多元化战略,a,29,Strategic Management Process战略管理过程,Vision 愿景 Leadership 领导,Environments: 环境 Intern

30、al内部 External 外部,Rivalry: 竞争 Business level strategies 经营层次战略 Multiproduct strategies 产品多元化战略 Mergers & acquisitions 并购,Market entry: 市场进入 Across borders 跨国 联盟 Entrepreneurship 创业,Competing via 竞争方式 ,a,30,Target Screening 目标评估,Target Negotiation 目标谈判,Due Diligence 尽职调查,Acquisition Integration 收购整合,M

31、erger and Acquisition Process 并购过程,Decision making phase 决策阶段 Reasons for acquisitions:收购理由 Gain market power赢得市场竞争力 Increase growth 发展 Reduce cost 降低成本 Build capabilities 增加实力 Manage risk 风险管理,Execution phase执行阶段 Pitfalls: 缺点 Inadequate evaluation 估价不当 Pay too much 出价太高 Take on too much debt 负债太多 O

32、ver diversification 多样化过度 Managers with deal fever 管理者急于成交,a,31,Strategic Management Process战略管理过程,Vision 愿景 Leadership 领导,Environments: 环境 Internal内部 External 外部,Rivalry: 竞争 Business level strategies 经营层次战略 Multiproduct strategies 产品多元化战略 Mergers & acquisitions 并购,Market entry: 市场进入 Across borders

33、跨国 联盟 Entrepreneurship 创业,Competing via 竞争方式 ,a,32,Crossing borders strategies跨过战略,Global strategy: 全球战略 Single market 单一市场 Standardize product 产品标准化,Transnational Strategy: 过渡性战略 Combine global efficiency with local responsiveness 结合全球化效率与地方 反应,Multi-domestic strategy:多种国内战略 Independent subsidiarie

34、s in each country 各国自己的补贴,Pressures for local responsiveness and flexibility 地方反应程度与机动性压力,Low低,High高,Pressures for global efficiencies 全球化效率的压力,High高,Low低,Motives:动机 Sourcing of resources and supplies 寻找资源与供应 Expand into new markets 扩展新市场 Competitive rivalry 竞争对手 Use core competencies使用核心竞争力,a,33,Me

35、thods to cross borders,Which method is best? 那种方法最佳？,Decision Factors:决策因素 Firm-specific resources企业特定资源 Need for control 控制需要 Country-specific 特定国家 Location地理位置 Internal coordination and administration内部协调与管理,a,34,Strategic Management Process战略管理过程,Vision 愿景 Leadership 领导,Environments: 环境 Internal内

36、部 External 外部,Rivalry: 竞争 Business level strategies 经营层次战略 Multiproduct strategies 产品多元化战略 Mergers & acquisitions 并购,Market entry: 市场进入 Across borders 跨国 联盟 Entrepreneurship 创业,Competing via 竞争方式 ,a,35,Strategic Alliance战略联盟,A relationship between firms in which the partners agree to cooperate in wa

37、ys that provide benefits to each firm.合作伙伴企业彼此合作，互相受益。,Reasons for strategic alliances战略联盟原因 Gain access to a restricted market进入受限制的市场 Develop new goods or services发展新货品与服务 Facilitate new market entry配合新市场进入 Share significant R&D investments共同使用投资 Share risks and buffer against uncertainty分担风险，防止不稳

38、定 Develop market power发展市场竞争力 Gain access to complementary resources得到补充性资源 Build economies of scale 建立规模经济 Meet competitive challenges面对竞争挑战 Learn new skills and capabilities学习新技巧与能力 Outsource for low costs and high quality output外包 降低成本，提高质量,a,36,Scope of strategic alliances战略联盟范围,International St

39、rategic Alliances 国际战略联合 Prominent means of entering foreign markets. 进入外国市场的主要方法 Many countries require this. 有关国家要求 Foreign firms need local knowledge and other resources.外国企业需要本地情况和其他资源 Challenges 挑战,Corporate-Level Strategic Alliances 公司法人层次战略联合 Diversification by Alliance多样化联合 Synergy by Allian

40、ce Economies of scope. 规模经济 Franchising 连锁,Business-Level Strategic Alliances 经营层次联合 Vertical Strategic Alliance - across the value chain. 垂直战略联合-跨价值链 Horizontal Strategic Alliance - same stage of the value chain水平战略联合-同一阶段价值链,Legal structure of alliance: 联盟的法律结构 Equity平等 Joint ventures合作 Non equity alliance非平等联盟,a,37,Strategic Management Process战略管理过程,Vision 愿景 Leadership 领导,Environments: 环境 Internal内部 External 外部,Rivalry: 竞争 B