战略制定公司战略.pptx

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1、第1页/共65页第2页/共65页Corporate strategyCorporate strategy is about the choice of direction for the whole firm.Corporate strategy is about managing various product lines and business units for maximum value in a large company(coordination of cash flow among units).Corporate strategy is about building corp

2、orate synergies through resource sharing and development,transferring skills and capabilities developed in one unit to other units that need such resources.Corporate headquarters play the role of the organizational“parent”,the“children”are various product and business units.第3页/共65页第4页/共65页第5页/共65页F

3、igure 6-1 p123第6页/共65页第7页/共65页第8页/共65页第9页/共65页一、一体化战略通过资产纽带或契约方式，企业与其业务的输入端或输出端的企业联合，或与相同的企业联合，形成一个统一的经济组织，从而达到降低交易费用及其他成本、提高经济效益目的的战略。第10页/共65页第11页/共65页第12页/共65页（一）纵向一体化后向一体化：与输入端企业联合前向一体化：与输出端企业联合纵向一体化的优点1、提高了企业经济效益2、有利于开发新产品3、提高了进入壁垒纵向一体化的缺点1、增加投资从而增加风险2、增加了管理难度，等等第13页/共65页总之，应否实施纵向一体化，关键取决于以下三方面

4、：1、能否提高企业经济效益2、对投资成本、企业灵活性、管理成本等的影响3、能否给企业创造竞争优势第14页/共65页Why integration?Transaction cost economics第15页/共65页What is the risk of backward integration?(p.125)Reduce strategic flexibilityHighly vertically integrated firmss managing cost becomes greater 第16页/共65页第17页/共65页What is horizontal growth?(p.125

5、)Horizontal growth results in horizontal iniegration.第18页/共65页（二）横向一体化特点：同行业并购目的：降低交易费用及其他成本、提高经济效益横向一体化的优点1、实现了规模经济 2、减少了竞争对手3、巩固了市场地位横向一体化的缺点1、协调工作量大，管理成本增加 2、质量难以保证 3、法律的限制第19页/共65页横向一体化一般在以下情况下实行：企业希望在某一地区或市场减少竞争需要扩大规模经济效益来获得竞争优势需要充实资本和人力资源需要从购并对象处得到某种特别资源第20页/共65页Corporate strategyA popular met

6、hod of horizontal growth is to expand internationally into other countries.Some of the popular options for international entry(as following figure)第21页/共65页第22页/共65页第23页/共65页二、多元化战略（Diversification）一个企业同时在两个以上的行业从事经营活动，同时生产或提供两种以上基本经济用途不同的产品和服务的战略。多元化经营的发展历程（以美国为例）1、19世纪中叶至20世纪20年代：极少数企业实行多角化经营2、192

7、0-1940，多角化经营起步3、1950-1970，形成高潮并在70年代达到高峰4、20世纪80年代后，开始退潮”归核化”、专业化第24页/共65页 当企业通过垂直一体化和水平一体化发展的机会穷尽时，会通过多元化的途径来寻找新的发展机会。该战略实施的条件：企业难以超越现有规模而增长（现有市场容量有限，增加市场份额已不可能）新技术和企业现有技术的新应用吸引企业进入新市场降低风险多元化有两种典型形式：相关多元化和无关多元化第25页/共65页第26页/共65页A.相关多元化（Related diversification)企业进入与现有业务相关的经营领域，围绕现有业务这个根进行多元化经营，故又称同心

8、圆或集中多元化（Concentric diversification)。如钢锭生产者进入铝锭生产领域、电话公司收购有线电视公司。相关多元化的特点:共同的技术、共同的劳动技能和劳动要求共同的分销渠道、共同的供应商和原材料资源相似的经营方法、相似的管理技能互相补充的市场营销渠道或者共同的消费者等第27页/共65页第28页/共65页B.无关多元化（Unrelated diversification)企业进入与现有经营业务不相关的经营领域。如钢锭生产者进入计算机行业。无关多元化又称混合多元化（Conglomerate diversification）。与相关多元化不同，该战略强调的不是技术、产品和市场

9、的协同作用，而是强调财务的协同作用，即“什么赚钱就干什么”。一些企业资金充足而在本行业又无大的投资机会 出于降低风险的需要 企业面临着很有吸引力的投资机会 企业所处行业处于衰退阶段第29页/共65页C.横向多元化 向现有用户提供新的、与原有业务不相关的产品或服务 例，某书商进入玩具和消费电子产业（不务正业？）第30页/共65页企业采用多元化战略应注意的问题1、规模较小及产品与市场不断增长时，不宜采用。2、要处理好多元化与专业化的关系。一般大型企业集团采用多元化，但集团内部的每一个企业应专业化。第31页/共65页多元化经营失败的原因1、对新进入的经营领域预测有误。2、盲目自信本企业的能力，多元化

10、程度过高。案例：巨人集团的失败第32页/共65页第33页/共65页第34页/共65页Stability strategyA pause strategy is,in effect,a time-out,an opportunity to rest between continuing a growth or retrenchment strategy.A no change strategy is a decision to do nothing new-a choice to continue current operations and policies for the foreseeab

11、le future.A profit strategy is a decision to do nothing new in a worsening situation,but instead to act as though the companys problems are only temporary.(an attempt to artificially support profits when sales are declining by reducing investment and short-term discretionary expenditure.)第35页/共65页第3

12、6页/共65页Retrenchment StrategyA turnaround strategy:improvement of operational efficiency when a corporations problems are pervasive but not yet critical(contraction and consolidation).A captive company strategy is becoming another companys sole supplier or distributor in exchange for a long-term comm

13、itment from that company(giving up independence in exchange for security).第37页/共65页第38页/共65页第39页/共65页第40页/共65页第41页/共65页第42页/共65页第43页/共65页第44页/共65页Corporate parenting strategyTwo crucial questions:1.Which businesses should this company own and why?2.Which organizational structure,management processes

14、,and philosophy will foster superior performance from the companys business units?Can portfolio analysis answer these questions?第45页/共65页Corporate parenting strategyPortfolio analysis fails to deal with the question of what industries a corporation should enter or how a corporation can attain synerg

15、y among its product lines and business units.Portfolio analysis tends to primarily view matters financially,regarding business units and product lines as separate and independent investment.第46页/共65页第47页/共65页Corporate parenting strategyCorporate parenting strategy focuses on the core competencies of

16、 the parent corporation and on the value created from the relationship between the parent and its businesses.The primary job of corporate leaders is to obtain synergy among the business units by providing needed resources to units,transferring skills and capabilities among the units,and by coordinat

17、ing the activities of shared unit functions to attain economies of scope(as in centralized purchasing).第48页/共65页第49页/共65页第50页/共65页第51页/共65页第52页/共65页Corporate parenting,in contrast,views the corporation in terms of resources and capabilities that can be used to build business unit value as well as ge

18、nerate synergies across business units.According to Cammpbell,Coold,and Alexander:Multibusiness companies create value by influencingor parentingthe business they own.The best parent companies create more value than any of their rivals would if they owned the same business.Those companies have what

19、we call“parenting advantage”第53页/共65页相反，公司家教从资源与能力角度来看公司，既考虑它们能为事业部带来什么价值，也考虑事业部之间如何打成融合。Cammpbell,Coold和Alexander 提出：多业务公司通过影响（或家教）所拥有的事业部来创造价值。拥有相同业务的公司中，家教最好的公司创造的价值会高于其他所有竞争对手。我们就称那些公司有家教优势。第54页/共65页Corporate parenting generates corporate strategy by focusing on the core competencies of the pare

20、nt corporation and on the value created from the relationship between the parent and its businesses.If there is a good fit between the parents skills and resources and the needs and opportunities of the business units,the corporation is likely to create value.If,however,there is not good fit,the cor

21、poration is likely to destroy value.The primary job of corporate headquarters is,therefore,to obtain synergy(融合)among the business units by providing needed resources to units,transferring skills and capabilities among the units,and by coordinating the activities of shared unit functions to attain e

22、conomies of scope(as in centralized purchasing).第55页/共65页公司家教制定战略强调母公司的核心能力，以及通过母公司与事业部之间的关系创造价值。如果母公司的技能、资源和事业部的需求、机会之间良好匹配，公司有可能创造价值。但是，如果没有良好匹配，公司有可能摧毁价值。因此，公司总部的主要职责是通过以下行为获得事业部之间的融合：提供事业部需要的资源；在事业部之间转移技能和能力；协调事业部之间的共享职能获得范围经济（例如集中采购）。注释：经济学界对范围经济的定义为:如果一厂商同时生产多种产品的支出小于多个厂商分别生产的支出,这种现象为范围经济。第56页

23、/共65页Campbell,Goold and Alexander recommend that the search for an appropriate corporate strategy should involve three analytical steps:1.Examine each business unit(or target firm in the case of acquisition)in terms of its strategic factors.Strategic factors will likely vary form company to company

24、and from one business unit to another.第57页/共65页2.Examine each business unit(or target firm)in terms of areas in which performance can be improved.These are considered to be parenting opportunities.3.Analyze how well the parent corporation fits with the business unit(or target firm).Corporate headqua

25、rters must be ware of its own strengths and weakness in terms of resources,skills,and capabilities.第58页/共65页Campbell,Goold 和Alexander 认为，搜寻适当的公司战略包括三个分析步骤：1.考察每个事业部（在并购时是目标公司），找到关键成功因素。关键成功因素因公司而异因事业部而异。2.考察每个事业部（或目标公司），找到哪些方面的绩效还可以改进。这些方面正是家教机会所在。3.分析母公司如何与事业部（或目标公司）更好地匹配。公司总部必须意识到自己在资源、技能与能力方面的优势和

26、劣势。第59页/共65页A horizontal strategy is a corporate parenting strategy that cuts across business units boundaries to build synergy across business units and to improve the competitive position of one or more business units.When used to build synergy,it acts like a parenting strategy.When used to improv

27、e the competitive position of one or more business units,it can be thought of as a corporate competitive strategy.第60页/共65页家教战略也可以成为竞争战略吗？横向战略就是公司家教战略横跨各事业部的边界在它们之间建立融合，以改进一个或多个事业部的竞争地位。当它用于建立融合时，就起到家教战略的作用。当它用于改进一个或多个事业部的竞争地位时，它就被认为是公司竞争战略。第61页/共65页相关专业术语synergy 融合 portfolio analysis 组合分析parenting

28、strategy 家教战略 critical success factors 关键成功因素 horizontal strategy 横向战略economies of scope 范围经济第62页/共65页第63页/共65页The Strategy-Formulation Analytical Framework Stage 1:The Input Stage Stage2:The Matching StageStage3:The Decision StageQuantitative Strategic Planning Matrix(QSPM)External Factor External

29、Factor Analysis Analysis Summary(EFAS)Summary(EFAS)Strategic Analysis Strategic Analysis SummarySummary(SFAS)(SFAS)Internal Factor Internal Factor Analysis Summary Analysis Summary(IFAS)(IFAS)Threats-Opportunities-Weaknesses-Strengths(TOWS)MatrixStrategic Position and Action Evaluation(SPACE)Matrix Boston Consulting Group(BCG)MatrixInternal-External(IE)MatrixGrade Strategy Matrix第64页/共65页感谢您的观看！第65页/共65页