StrategicManagement战略管理中英文.pptx

What Is Strategic Management?什么是战略管理什么是战略管理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 external 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第1页/共40页Strategic Management Process战略管理过程战略管理过程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Alliances 联盟Entrepreneurship 创业Competing via 竞争方式 第2页/共40页Strategic Management Process战略管理过程战略管理过程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Alliances 联盟Entrepreneurship 创业Competing via 竞争方式 第3页/共40页Strategic Leadership战略领导战略领导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 out those strategic actions 赋能授权他人来执行战略行动第4页/共40页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第5页/共40页Strategic Management Process战略管理过程战略管理过程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 第6页/共40页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CompetitorAnalysis分析竞争对手Rivalry 竞争ExternalEnvironmentAnalysis外部环境分析Suppliers 供应商PotentialEntrants潜在竞争对手SubstituteProducts替代产品Buyers客户GeneralEnvironment总体环境IndustryEnvironment工业环境第7页/共40页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ExternalEnvironmentAnalysis外部环境分析GeneralEnvironment大环境第8页/共40页Porters Five Forces 五力模型五力模型CompetitorAnalysis竞争者分析PotentialEntrants潜在对手Supp-liers供应商SubstProducts替代产品Buyers买方IndustryEnvironment工业环境第9页/共40页Porters Five Forces 五力模型五力模型PotentialEntrantsCompetitorAnalysis 竞争者分系PotentialEntrants潜在对手Supp-liers供货商SubstProducts替代品Buyers 买方IndustryEnvironment产业环境Barriers 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政府政策第10页/共40页PotentialEntrantsCompetitorAnalysis分析竞争对手PotentialEntrants潜在对手Supp-liers供应商SubstProducts替代品Buyers买方IndustryEnvironment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 Forces 五力模型第11页/共40页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CompetitorAnalysisRivalry 竞争ExternalEnvironmentAnalysisSuppliersPotentialEntrants潜在对手SubstituteProducts替代品Buyers客户GeneralEnvironment大环境IndustryEnvironment产业环境第12页/共40页Strategic Management Process战略管理过程战略管理过程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 第13页/共40页Resources 资源Tangible and intangible 有形与无形Resources used for competitive advantageCapabilities 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)Difficult to imitate 难以仿制4)Nonsubstitutable 不可替代第14页/共40页Value Chain价值链价值链Raw materialsInventory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ValueMarginResearch&development 研发Purchasing 采购Accounting会计Human resources 人力资源Support activities辅助任务Primary 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。第15页/共40页Outsourcing外包外包Potential problems with outsourcing:外包可能产生的问题Job losses for the firms 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 flexibility,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 第16页/共40页Strategic Management Process战略管理过程战略管理过程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 第17页/共40页Five Business Level Strategies五种经营层次战略五种经营层次战略Cost Leadership成本领先Differentiation差异化 FocusCost Leadership焦点成本领先FocusedDifferentiation集中差异化IntegratedCost 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市场面如何竞争的行动计划第18页/共40页Examples例子例子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？何种组织结构？第19页/共40页Strategic Management Process战略管理过程战略管理过程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 第20页/共40页Multiproduct Strategy产品多元产品多元化战略化战略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 scope 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第21页/共40页Types of Multiproduct Strategies 产品多元化产品多元化战略类型战略类型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 single 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 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低低Moderate中中High高高Very High很高很高Level of diversification第22页/共40页Multiproduct strategy产品多元化产品多元化战略战略Corporate and operational relatedness公司与运作关联性公司与运作关联性Related ConstrainedDiversification相关-限制型多样化BothOperational and CorporateRelatedness运筹与企业相关型UnrelatedDiversification无关多样化Related LinkedDiversification相关-关联型多样化Corporate 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？第23页/共40页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 organized 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三种多种部门结构第24页/共40页Cooperative Form of the Multidivisional Structure forImplementing the Related Constrained Strategy用以执行相关用以执行相关-限制型战略的多部门结构的合作形限制型战略的多部门结构的合作形式式第25页/共40页SBU Form of the Multidivisional Structure for Implementing the Related Linked Strategy用以执行相关用以执行相关-限制型战略的多部门结构的限制型战略的多部门结构的SBU形形式式第26页/共40页Competitive Form of the Multidivisional Structure forImplementing the Unrelated-Diversification Strategy多部门结构的竞争形式多部门结构的竞争形式实行不相关多元化战略实行不相关多元化战略第27页/共40页Strategic Management Process战略管理过程战略管理过程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 第28页/共40页TargetScreening目标评估TargetNegotiation目标谈判DueDiligence尽职调查AcquisitionIntegration收购整合Merger 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Over diversification 多样化过度Managers with deal fever管理者急于成交第29页/共40页Strategic Management Process战略管理过程战略管理过程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 第30页/共40页Crossing borders strategies跨过战略跨过战略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 globalefficiency withlocal responsiveness结合全球化效率与地方反应Multi-domestic strategy:多种国内战略Independent subsidiaries 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使用核心竞争力第31页/共40页Methods to cross bordersWhich 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内部协调与管理第32页/共40页Strategic Management Process战略管理过程战略管理过程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 第33页/共40页Strategic Alliance战略联盟战略联盟A relationship between firms in which the partners agree to cooperate in ways 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，提高质量第34页/共40页Scope of strategic alliances战略战略联盟范围联盟范围International Strategic 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 AllianceEconomies 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非平等联盟第35页/共40页Strategic Management Process战略管理过程战略管理过程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 第36页/共40页Innovation&Entrepreneurship创新与企业家精神创新与企业家精神Innovation创新The development of something newa new good,a new type of service,or a new way of presenting a good or service.发展新东西新货品，新服务，新方式推出货品或服务Process Innovation 过程创新Administrative Innovation管理创新Strategic Entrepreneurship战略企业家精神Involves identifying an opportunity and creating innovation to pursue that opportunity to create value for customers and wealth for shareholders.寻找机会，通过创新来寻找机为客户与股东创造价值All firms must be able to use strategic capabilities to exploit the innovations and opportunities and build competitive advantages.所有企业必须能够利用战略能力来使用这些创新和机会，建立竞争优势。第37页/共40页Three ways to innovateAcquiring Innovation收购创新收购创新 Buying ownership of another firms innovations and innovation capabilities 购买其他企业的创新和创新能力的所有权Cooperating to Innovate合作创新合作创新 When two or more firms form an agreement to join some of their resources and capabilities to innovate两个或两个以上的企业达成一致来组合资源与力量以创新Internal Innovation 内部创新内部创新 Using a firms own resources and capabilities to innovate利用本企业的资源和力量来创新第38页/共40页Leadership in Enterprise for Asian Development亚洲发展的企业领导Leonard D.Van DrunenJune 2008Thank you for thinking about strategic management with me.谢谢 与我一起思考战略管理第39页/共40页感谢您的观看！第40页/共40页