战略管理精要课件（完整版）.ppt

1、1,J. David. HungerThomas L. Wheelen,Strategic Management Third Editon Prentice Hall Publishing,2,关于战略管理课程的几点说明,课程状况: 双语 使用教材: Hunger consequential: Strategic decisions commit substantial resources and demand a great deal of commitment; directive: Strategic decisions set precedents for lesser decisio

2、ns and future actions throughout the organization. (consequential 结果的, 相因而生的),Strategic decisions: the long-run future of the entire organization and have three characteristics different from other types of decisions:,26, Top managers, Top managers tend to use one of three modes of strategy formulat

3、ion: entrepreneurial, adaptive, planning, or logical incrementalism. Incrementalism,27,Strategic planning within a small organization may be informal and irregular.,28,Modes of Strategic Decision Making,Evaluate Current Performance results,Select/ Recommend Best Alternatives,Generate/ Evaluate Strat

4、egic Alternatives,Scan internal Environment: Structure Culture/resources,select strategic Factors: Strengths weakness,Analysize Strategic FactorsSWOT In the light Current situation,Examine/ Evaluate Mission/ Objectives/ Strategies polices,Review Strategic Managers: Board of Directors Top mgt,Select

5、Strategic factors: Opportunities threats,Scan external Environment: Societal task,Evaluate / Control,Implement Strategies: Programs Budget procedures,Review/ Revise as Necessary Mission objectives,29,SUMMARY OF KEY POINTS The Third Chapter,ENVIRONMENTAL SCANNING AND INDUSTRY ANALYSIS,30,Opening case

6、,2010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,Environment Variables,Socio-culture Economic Forces Force

7、s Political-Legal Technological Forces Forces,Internal Environment: Structures Culture Resources,Task Environment (Industry) Shareholders Suppliers Governments Special interest Employees Groups Labor Unions Customers Competitors Creditors Trade associations Communities,Ecological Forces,32,The socie

8、tal environment,The societal environment is composed of socio-cultural, economic, political-legal, and technological ecological forces (see p42),33,The task environment (or the industry environment),The task environment (industry) contains stakeholder groups that have an impact or are heavily impact

9、ed by the organization. These are governments, local communities, suppliers, creditors, employees/labor unions, special interest groups, and trade associations.,34,The Task Environment,Customers - existing and potential Suppliers - of labor, materials, equipment, money Existing competitors - that ba

10、ttle for customers and attention New competitors - that might enter the industry Indirect competitors- from other industries that offer substitute products or services Communities - that are dependent on businesses for jobs, economic activity Local regulators - that influence business practices and

11、costs,35,BCG Matrix,relative market share industry growth rate,36,High,High,Low,Low,Medium,Medium,Selectivity,Harvest/,Divest,Harvest/,Divest,Selectivity,Selectivity,Industry Attractiveness,Business Strength,Selective Growth,Selective Growth,Harvest/ Divest,Harvest/ Divest,Investment and Growth,Harv

12、est/ Divest,GE Matrix,(See p47),37,Competitive intensity,The level of competitive intensity present in an industry is determined by (1) threat of new entrants, (2) rivalry among existing firms, (3) threat of substitute products, (4) bargaining power of buyers, (5) bargaining power of suppliers, and

13、(6) relative power of other stakeholders.,38,Michael E. Porter,Source: Michael E. Porter, Competitive Advantage (New York: Free Press, 1985),(See p48),stakeholders,39,When Customers Have Power,Small number of customers They make high volume purchases Large purchases compared to purchases from other

14、industries Products they are buying are undifferentiated They have low profits They can get accurate information on the selling industry They can easily vertically integrate backwards They can easily switch from one seller to another,40,When Suppliers Have Power,Small number of suppliers Few substit

15、utes exist Suppliers are not dependent on the buyer for a lot of their sales The buying industry must have the product or service to survive Suppliers have differentiated their products It is costly to switch suppliers They can easily vertically integrate forward,41,When Rivalry Among Existing Compe

16、titors Is Intense,Slow industry growth High fixed costs (plants, machinery, outlets) Undifferentiated products A large number of competitors High exit barriers (what you lose if you leave the business) Small changes in market share have a big pay-off,42,Barriers That Block New Entrants,Economies of

17、scale Large capital requirements Product differentiation High switching cost Limited access to distribution channels Some government policies and regulations Other advantages that are hard to duplicate such as patents, great locations, subsidies, partnerships, etc. History of aggressive retaliation(

18、报复) toward new entrants,43,International strategy,Multi-domestic Global strategy strategy strategy Retailing Automobiles Insurance Tires Banking Television sets (See p55),Different products one or so products,44,Strategic groups,Strategic groups are important because a company does not compete again

19、st everyone in an industry but only against those with similar strategies using similar resources. （See-P57 in the textbook）,45,Strategic groups pictures,High Price Low limited menu full menu Product-line Breadth,Arbys Wendys Dominos Dairy Queen Hardees Taco Bell Burger King Mcdonald,Ponderosa Bonan

20、za,Shoneys Dennys Country Kitchen,Red Lobster Oliver Garden ChiChis,Perkins International House Of Pancakes,KFC Pizza Hut Long John silvers,46,External factors,The many possible external factors can be analyzed using an EFAS Table in which opportunities and threats are weighted and rated according t

21、o their importance to the company under consideration.,47,External Factors Analysis Summary( EFAS),48,External Factors Analysis Summary( EFAS),49,CHAPTER FOUR,INTERNAL SCANNING ORGANIZATIONAL ANALYSIS,50,Opening case,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2010年的不足1%。股权

22、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，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, According to the resource-based view of the firm, a companys sustained competitive advantage is primarily determined by its resou

23、rce endowments. resource endowments Resources, Capabilities, Core competencies, Distinctive competencies,52,two basic characteristics, The two basic characteristics of a companys resources and capabilities that determine the sustainability of its distinctive competencies are： durability (耐久性)and imi

24、tability （可模仿性）(explicit or tacit knowledge). (see P71),53,Imitation of a distinctive competency, Transparency 透明性 Transferability 可转移性 Replicability 可复制性 (see P72),54,竞争优势的持续性,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 Valuable rare Costly to imitate non-substitutable,55,资源持续的水平,Reso

25、urces Slow-Cycle Strongly shielded Patents, brands name Gillette: Sensor razor,Resources Standard-Cycle Standardized Mass production Economies of Scale complicated Process Chrysler: Mini-van,Resources Fast-Cycle easily duplicated idea driven Sony Walkman,（see P72）,56,Value chain (see P74), Value cha

26、in analysis can be used at both the industry level and at the corporate level to assess a corporations strengths (competencies) and weaknesses.,57,Value Chain for an Internet Start-Up,58,Value-chain analysis,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关联 分析不同产品线的价值链间的潜在协同 Differences among competitor value

27、 chains are a key source of competitive advantage,59,Typical Value Chain for a Manufactured Product,Raw Materials,Primary Manufacturing,Fabrication,Product Producer,Distributor,Retailer,重心？ 主要活动、核心能力、发展起点,60,organizational structures, The basic organizational structures are： simple, functional, divi

28、sional, and conglomerate.（see P77-78）,61,Corporate culture, Corporate culture is the collection of beliefs, expectations, and values learned and shared by a corporations members and transmitted from one generation of employees to another.(see P79) If an organizations culture is compatible with a new

29、 strategy, it is an internal strength.,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,Internal environment, The analysis of a corporations internal environment includes not only an assessment of a firms structure and culture, but also of its funct

30、ional areas such as marketing, finance, research low need for coordination between SBUs Financial synergy only across SBUs, potential exists for operational synergy within SBUs,CEO,Corporate Staff,SBU Manager,SBU Manager,SBU Manager,Related Divisions,Related Divisions,Related Divisions,SBU Staff,SBU

31、 Staff,SBU Staff,166,Corporate Matrix,Any number of businesses Highly related businesses Very high level of coordination required Many opportunities exist for operational synergies (to reduce costs, gain access or share innovation),CEO and Staff,Marketing,Division 2,Division 1,Operations,R&D,167,Geo

32、graphic area Structure,Board of Directors,President,Corporate Staff,R & D,U.S Co.,Europe Co.,Latin America Co.,Africa Co.,Asia Co.,Product B,Product A,Product C,Product B,Product D,168,Reengineering,Organizing a companys activities and people to implement strategy involves more than simply redesigni

33、ng a corporations structure, it also involves redesihning the way jobs are done. Reengineering is the radical redesign of business processes to achieve major gains in cost, service, or time.,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

34、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,Job design,Job design is the rethinging of individual tasks in order to make them more relevant to the company and to the employee(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,The job characteristics model,The job characte

35、ristics model of job design is a very useful way to rethink the way work is done at the employee level. It is an implementation program because it asks, “If this were a new company, how would we run this place?” (SeeP183-184),172,173,MNCsMultinational corporations,Multinational corporations tend to

36、organize themselves either into product groups or by geographic areas to balance the needs of the corporation (satisfied through centralization) with those of the local situation (satisfied through decentralization).,174,CHAPTER NINE,STRATEGY IMPLEMENTATION: STAFFING AND DIRECTINGSUMMARY OF KEY POIN

37、TS,175,Staffing,Staffing focuses on the selection and utilization of employees. HRM recruit, hiring and firing training and promotion teamwork,176,Staffing,A change in strategy will probably mean that staffing needs will change. If the new strategy is one of retrenchment, less people will be needed.

38、,177,Match the manager to the strategy,Match the manager to the strategy. The most appropriate type of manager needed to effectively implement a strategy depends on the strategy of the firm or business unit.,178,Executive type,- Depends on the strategic direction Dynamic industry expert Analytical p

39、ortfolio manager Cautious profit planner Turnaround specialist Professional liquidator (SeeP191-192),179,Abilities and potential developed,Performance appraisal system A persons performance Promotion potential Assessment centers A method to evaluate a persons suitability for advanced position,180,Do

40、wnsizing programs of retrenchment,Successful downsizing programs include training remaining employees to implement new strategies and programs. Downsizing refers to the planned elimination of positions or jobs.,181,Multinational corporations,Multinational corporations are usually very careful to hir

41、e local people from the host countries to staff foreign subsidiaries.,182,Strategic manager,After a change in strategy, the strategic manager must (1) evaluate what a particular change in strategy will mean to the corporate culture, (2) assess if a change in culture will be needed, and (3) decide if

42、 an attempt to change the culture will be worth the costs.,183,Leading,Corporate culture Strategy-culture compatibility Communication-vision and mission wholly (SeeP196),184,Diverse culture After an acquisition,After an acquisition, a corporation can manage the culture of the newly-acquired company

43、in one of four ways: Integration (整合) assimilation (吸收) separation (分隔) or Deculturation (瓦解).,185,How much members of the acquired firm value preservation of their own culture,Very much not at all Very attractive Not at all attraction Perception of the attractiveness of the acquirer,Integration (整合

44、),Assimilation (吸收),Separation (分隔),Deculturation (瓦解),186,Action planning,Action planning states what actions are going to be taken, by whom, during what timeframe, and what expected results.,187,MBO, and TQM,Action planning, MBO, and TQM are techniques used to implement a new strategy. (SeeP202-20

45、3),188,Hofstede proposes,Hofstede proposes that the success or failure of certain management practices can be explained internationally using five cultural dimensions.,189,Five cultural dimensions:,power distance, uncertainty avoidance, individualism-collectivism, masculinity-femininity, and long-te

46、rm orientation. (SeeP204),190,CHAPTER TEN,EVALUATION AND CONTROLSUMMARY OF KEY POINTS,191,Evaluation and control process,The basic evaluation and control process is a five-step model requiring the strategist to (1) determine what to measure, (2) establish standards for performance, (3) measure actua

47、l performance, (4) compare actual performance with the standard, and (5) take corrective action.,192,Evaluation and control process,determine what to measure,take corrective action,measure actual performance,establish standards for performance,Stop,compare actual performance with the standard,Yes No,193,Behavior controls,Behavior controls are most relevant for those situations in which performance results are hard to measure and there is a clear cause-effect relationship between activities and results.,194,Output controls,Output controls are most appropriate when there are agre