战略管理中英文.pptx

1Learning Objectives学习学习目的目的You should learn to你应该掌握:Explain the importance of strategic management解释战略管理的重要性Describe the steps in the strategic management process描述战略管理过程的步骤Explain SWOT analysis说明SWOT分析Differentiate corporate-,business-,and functional-level strategies区分公司层、事业层和职能层的战略Explain what competitive advantage is and why its important to organizations 说明什么是竞争优势以及为什么竞争优势对一个组织很重要8-8-1 1第1页/共33页2Learning Objectives(cont.)You should learn to:Describe the five competitive forces 描述五种竞争力量Identify the various competitive strategies 识别各种竞争优势8-8-2 2第2页/共33页3The Importance Of Strategic Management战略战略管理的重要性管理的重要性What Is Strategic Management什么是战略管理?A set of managerial decisions and actions that determines the long-run performance of an organization一个组织从全局出发而作出的长期的总体性谋划等一系列的管理决策和行为Purposes of Strategic Management战略管理的目标involved in many decisions that managers make 设计许多管理决策companies with formal strategic management systems have higher financial returns than companies with no such system拥有正式战略管理系统的公司在财务收益方面要比没有这样的管理系统的公司要大。important in profit and not-for-profit organizations 在盈利性和非盈利性组织中都很重要。8-8-3 3第3页/共33页4The Strategic Management Process8-8-4 4第4页/共33页5第5页/共33页6The Strategic Management Process1.Identifying the Organizations Current Mission,Objectives,and Strategies确定组织当前的宗旨、目标和战略Mission宗旨宗旨-statement of the purpose of an organization组织的目的陈述important in profit and not-for-profit organizations在盈利性和非盈利性组织中都很重要。important to identify the goals currently in place and the strategies currently being pursued 确定当前的目标和当前追求的战略是非常重要的。8-8-6 6第6页/共33页7Components of a Mission Statement8-8-7 7第7页/共33页8The Strategic Management Process(cont.)2.Analyzing the Environment分析环境successful strategies are aligned with the environment 成功的战略大多是那些与环境相适应的战略。examine both the specific and general environments to determine what trends and changes are occurring 必须审视具体环境和一般环境，把握即将要出现的环境变化和发展趋势及其对组织的重要影响。3.Identifying Opportunities and Threats发现机会和威胁Opportunities机会机会-positive trends in the external environmental外部环境的积极的变化趋势Threats威胁威胁-negative trends in the external environment外部环境的消极变化趋势8-8-8 8第8页/共33页9The Strategic Management Process(cont.)4.Analyzing the Organizations Resources and Capabilities分析组织的资源和能力examine the inside of the organization 视角从组织外部转向组织内部available resources and capabilities always constrain the organization in some way无论多么强大的组织，都在可用资源和技术能力方面受到某种限制。core competence-a unique and exceptional capability or resource 核心能力独特技能或资源。the organizations major value-creating,competitive weapon 组织的主要创造价值的、竞争性武器8-8-9 9第9页/共33页10The Strategic Management Process(cont.)5.Identifying Strengths and Weaknesses识别优势和劣势Strengths优势优势-activities the organization does well or any unique resource组织成功运作的各种活动或任何独特的资源Weaknesses劣势劣势-activities the organization does not do well or resources it needs but does not possess 组织不能成功运作的活动或组织需要的但又不能获得的资源organizations culture has its strengths and weaknesses 组织文化有其优势和劣势strong culture-new employees easily identify the organizations core competencies 强文化新雇员很容易识别组织的核心能力may serve as a barrier to accepting change具有强文化的成功组织，可能成为它们过去成功的囚徒influence managers preferences for certain strategies 对于某些战略，文化的价值观影响管理当局的倾向性SWOT analysis-analysis of the organizations strengths,weaknesses,opportunities,and threats SWOT 分析分析组织优势、劣势、机会和威胁分析8-8-1010第10页/共33页11Identifying the Organizations Opportunities识别识别组织机会组织机会OrganizationsOpportunities组织组织的机会的机会OrganizationsResources/Abilities组织组织资源资源/能力能力Opportunities inthe Environment环境环境变化变化出现的机会出现的机会8-8-1111第11页/共33页12The Strategic Management Process(cont.)6.Formulating Strategies制定战略require strategies at the corporate,business,and functional levels of the organization 战略需要在公司层、事业层和职能层设立strategy formulation follows the decision-making process指定战略应遵循决策程序7.Implementing Strategies实施战略a strategy is only as good as its implementation 无论战略计划制定得多么有效，如果不能恰当地实施仍不会成功8.Evaluating Results评价结果control process to determine the effectiveness of a strategy 控制过程决定一个战略的效果8-8-1212第12页/共33页13Levels of Organizational Strategy Prentice Hall,20028-8-1313第13页/共33页14第14页/共33页15Types Of Organizational StrategiesCorporate-Level Strategy公司层战略determines 回答下述问题：what businesses a company should be in or wants to be in 公司应当从事一组什么样的事业？the direction that the organization is going组织行动方向如何?the role that each business unit will play 每一个组织单位将发挥什么作用？Grand Strategy Stability总体总体战略战略稳定性（战略）稳定性（战略）no significant change is proposed很少发生重大变化organizations performance is satisfactory组织绩效令人满意environment appears to be stable and unchanging环境看上去将保持稳定，不会发生变化。few organizations today pursue this strategy 如今没有几个组织追求这种战略。8-8-1515第15页/共33页16Types Of Organizational Strategies(cont.)Corporate-Level Strategy(cont.)Grand Strategy Growth总体战略总体战略增长（战略）增长（战略）seeks to increase the level of the organizations operations寻求提高组织经营的层次Concentration扩张扩张-growth through direct expansion of organizations own business operations通过组织自有商务经营的直接获得增长vertical integration纵向纵向一体化一体化 Backward向后向后-become your own supplier成为你自己的供应商Forward向前向前-become your own distributor成为你自己的horizontal integration横向横向一体化一体化-grow by combining with other organizations in the same industry合并同类企业获得增长needs approval by U.S.Federal Trade Commission 需要获得美国联邦贸易委员会的同意8-8-1616第16页/共33页17Types Of Organizational Strategies(cont.)Corporate-Level Strategy(cont.)Grand Strategy-Growth(cont.)related diversification相关相关多元化（战略）多元化（战略）-grow by merging with or acquiring firms in different,but related,industries在不同而又相关联的行业兼并或重组企业以获得增长“strategic fit”战略适中unrelated diversification无无关联多元化（战略）关联多元化（战略）-grow by merging with or acquiring firms in different and unrelated industries 在不同而又不相关联的行业兼并或重组企业以获得增长8-8-1717第17页/共33页18Types Of Organizational Strategies(cont.)Corporate-Level Strategy(cont.)Grand Strategy-Growth(cont.)Retrenchment收缩（战略）收缩（战略）-designed to address organizational weaknesses that are leading to performance declines为了应付导致绩效下降的组织劣势（而采取的战略）intended to意在:stabilize operations稳定经营revitalize organizational resources and capabilities重新激活组织资源和能力prepare to compete once again 准备再次参与竞争8-8-1818第18页/共33页19SWOT Analysis And Grand StrategiesCorporateGrowthStrategiesCorporateStabilityStrategiesCorporateRetrenchmentStrategiesAbundantEnvironmentalOpportunitiesCriticalEnvironmentalThreatsCorporateStabilityStrategiesCriticalWeaknessesValuableStrengthsEnvironmental StatusFirm Status8-8-1919第19页/共33页20Types of Organizational Strategies(cont.)Corporate-Level Strategy(cont.)Corporate Portfolio Analysis公司公司业务组合分析业务组合分析-used when corporate strategy involves a number of business在公司战略涉及许多业务组合时就需要使用这种分析Boston Consulting Group(BCG)matrix波斯顿波斯顿咨询集团矩阵咨询集团矩阵-provides a framework for understanding diverse businesses提供一种理解多元化业务组合的框架helps managers establish priorities for making resource allocation decisions在资源配置决策方面帮助管理当局建立优先选择的次序方案businesses classified in terms of根据以下条件归类业务：market share 市场份额anticipated market growth预计市场增长率8-8-2020第20页/共33页21The BCG Matrix（BCG矩阵）矩阵）Stars吉星CashCows现金牛Dogs瘦狗QuestionMarks问号Market Share市场份额High高Low低High高Low低AnticipatedGrowthRate预计的增长率8-8-2121第21页/共33页22Types of Organizational Strategies(cont.)Corporate-Level Strategy(cont.)BCG matrix(cont.)strategic implications of the matrix矩阵的战略说明cash cows现金牛现金牛-“milk”挤出更多的“奶”use cash to invest in stars and question marks 使用现金投资“吉星”和“问号”Stars吉星吉星-require heavy investment需加大投资eventually will become cash cows 最终也将成为现金牛question marks问号问号-two strategies两种战略invest to transform them into stars投资使其转向吉星divest 出售dogs-sold off or liquidated出售或套现8-8-2222第22页/共33页23Types Of Organizational Strategies(cont.)Business-Level Strategy事业层战略determines how an organization should compete in each of its businesses确定组织在其每一项事业中应该如何展开竞争。strategic business units战略战略事业单位事业单位-independent businesses that formulate their own strategies构成独立战略的事业单位Role of Competitive Advantage竞争竞争优势的角色优势的角色competitive advantage竞争优势竞争优势-sets an organization apart by providing a distinct edge 以明显的界限把一个组织同其他组织区分开来comes from the organizations core competencies 来源于组织的核心竞争力not every organization can transform core competencies into a competitive advantage 不是每个组织都能把核心竞争力转化成竞争优势的once created,must be able to sustain it 一旦形成，必须能够可持续发展8-8-2323第23页/共33页24Types Of Organizational Strategies(cont.)Business-Level Strategy(cont.)Competitive Strategies竞争战略竞争战略Michael Porter买克尔买克尔波特波特-industry analysis based on five competitive forces基于五种竞争力量的产业分析Threat of new entrants新新进入者的威胁进入者的威胁-affected by barriers to entry进入障碍的影响Threat of substitutes替代替代威胁威胁-affected by buyer loyalty and switching costs受到购买者忠诚和转换成本的影响Bargaining power of buyers购买者购买者的讨价能力的讨价能力-affected by number of customers,availability of substitute products受到购买者数量、可供选择的替代产品这样一些因素的影响。8-8-2424第24页/共33页25Business-Level Strategy(cont.)Competitive Strategies(cont.)Porters competitive forces analysis(cont.)Bargaining power of suppliers供供应商应商的讨价能力的讨价能力-affected by degree of supplier concentration受到供应商集中程度的影响Existing rivalry现有现有竞争者之间的力竞争者之间的力量量-affected by industry growth rate,demand for firms product or service,and product differences受到产业增长率、对企业产品的需求程度以及产品差异的影响Types Of Organizational Strategies(cont.)8-8-2525第25页/共33页26Current RivalryIndustryCompetitorsForces In The Industry AnalysisSuppliersNewEntrantsBuyersSubstitutesThreat ofNew EntrantsThreat ofSubstitutesBargainingPower orBuyersBargainingPower orSuppliers8-8-2626第26页/共33页27第27页/共33页28Types of Organizational Strategies(cont.)Business-Level Strategy(cont.)Competitive strategies(cont.)Porters three generic strategies波特三种基本战略cost leadership成本成本领先战略领先战略-goal is to become the lowest-cost producer in the industry 目标是成为产业中成本最低的生产者tries to identify efficiencies in all operations 努力提高组织运作效率overhead kept to a minimum 低人工成本product or service must be perceived to be of comparable quality to that offered by competitors提供比竞争对手更具竞争力的产品质量和服务质量。8-8-2828第28页/共33页29Types of Organizational Strategies(cont.)Business-Level Strategy(cont.)Competitive strategies(cont.)Porters three generic strategies(cont.)Differentiation差异化差异化战略战略-offer unique products that are widely valued by customers提供能够被顾客高度评价的别具一格的产品sets the firm apart from competitors同竞争者区分开来differentiation based on quality,service,product design,brand image这种差异化是建立在质量、服务、产品设计和品牌基础之上的customers must be willing to pay a price premium that exceeds the cost of differentiation顾客必须愿意支付别具一格的成本以获得益价收益。8-8-2929第29页/共33页30Types of Organizational Strategies(cont.)Business-Level Strategy(cont.)Competitive strategies(cont.)Porters three generic strategies(cont.)Focus集中集中型战略型战略-aims at a cost advantage or differentiation advantage in a narrow segment 集中在狭窄的细分市场中寻求成本优势或差异化优势no attempt to serve the broad market 不去寻求服务宽广的市场feasibility of strategy depends on the size of the segment and the ability of the firm to support the cost of focusing这种战略的适用程度取决于细分市场的大小和对集中成本的支持能力8-8-3030第30页/共33页31Requirements for Successfully Pursuing Porters Competitive Strategies8-8-3131第31页/共33页32Types Of Organizational Strategies(cont.)Functional-Level Strategy职能层战略used to support the business-level strategy是用来支持事业层战略的creates an appropriate supporting role for each functional area of the organization为每个组织的职能领域创造一个适当的支持角色e.g.,manufacturing,marketing,human resources例如，生产制造部门、营销部门、人力资源管理部门8-8-3232第32页/共33页33感谢您的观看！第33页/共33页