企业战略管理--环境分析cutw.pptx

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1、战略管理战略管理战略管理战略管理Strategic ManagementStrategic ManagementStrategic ManagementStrategic Management公共管理学院公共管理学院 城市管理系城市管理系 2003年秋年秋第二讲第二讲 环境分析环境分析 一、环境分析的重要性一、环境分析的重要性 信息收集和分析是战略管理的重要因素，而信息收集和分析是战略管理的重要因素，而环境分析正好满足要求。环境分析正好满足要求。The importance of environmental analysis A key element,the type of environm

2、ental information in this phase.1、内外分析、内外分析 Internal and external forces,positive or negative impact.Examples:Rate of product innovation vs.price discounting by a competitor.公共机构重组、合并公共机构重组、合并和私有化。和私有化。Government Reengineering.2 2、努力和高效、努力和高效 Exhaustive and Productive 战略管理重视外部环境（由内到外）、长期目战略管理重视外部环境（

3、由内到外）、长期目标和组织的未来。标和组织的未来。环境分析的重要性环境分析的重要性趋势趋势或事件 促进促进或阻碍 青蛙实验：青蛙实验：反应过激或反应过激或反应不足反应不足 变化变化-目标冲突和多种力量的平衡。奶酪？目标冲突和多种力量的平衡。奶酪？观念：观念：管制与控制，或开放与灵活管制与控制，或开放与灵活 注意力：注意力：内部或外部内部或外部 一、内部分析一、内部分析 Internal Analysis Internal Analysis w（一）要点（一）要点 The ImportanceThe Importancew自自我我分分析析Learn Learn the the capabilit

4、ies capabilities or or what what the the organization organization can do or cannot do by Self-analysis and introspection.can do or cannot do by Self-analysis and introspection.w(1)(1)优优 势势 和和 弱弱 势势 是是 什什 么么？What What the the organizations organizations strengths and weaknesses are;strengths and wea

5、knesses are;w(2)(2)如如 何何 利利 用用 优优 势势 和和 避避 免免 弱弱 势势?what what must must be be done done to to eliminate the weaknesses and capitalize the strengths.eliminate the weaknesses and capitalize the strengths.w（二二）分分析析框框架架：战战略略制制订订科科层层Analytical Perspective:The strategy-making hierarchy w总体层（战略层）Corporate

6、level,事业层Business level and 职能层（战术层）Functional levelsw(1)系统性 Systematicin a logical and orderly fashion;w(2)综合性 Comprehensivea coherent and comprehensive,broad in scope;w(3)可视性 a full picture of the organization internal dynamics.（三）战略制订科层描述：（三）战略制订科层描述：Strategy-Making HierarchyStrategy-Making Hiera

7、rchyw1.总体层总体层 The corporate levelw董事会和高层管理董事会和高层管理 Total entity,directionwThe board of directors+top management(CEO,President,other support offers such as COO,CIO,CFO,CKO and strategic planners)w(1)长长期期视视点点Long-term：Financial and non-financial objectives for the entire organization;w(2)确确 定定 范范 围围 T

8、he current business:Divisions or subsidiaries.Keep+divest or liquidate+new move;w(3)分分 配配 资资 源源 allocate the resources among the businesses;w(4)建建立立关关系系The relationship with the public and image in the community.（三）战略制订科层描述：（三）战略制订科层描述：Strategy-Making HierarchyStrategy-Making Hierarchyw2.2.事业层事业层 Th

9、e Business levelThe Business level w事业部（地理、产品或服务、服务对象等）强强调调竞争能力 SBUs-Strategic Business Units：Divisions and subsidiaries Competitive capacitiesw 本科生、研究生；高科技、制造业、旅游业高科技、制造业、旅游业。w3.3.职能层职能层 The functional levelw部门（人力、财务、技术、信息、生产、市场等）w Departmentsdevising appropriate strategies to achieve the objective

10、sI.总体层总体层 The corporate level w(1)董事会董事会、理事会、政务会、委员会、理事会、政务会、委员会wThe Board of Directors,The Board of trustees,The board of governors.w股股东东和和利利益益代代表表Stockholders(Taxpayers or members of the associations)+the Media.w(2)高层管理高层管理 团队团队Top Managementw决决 策策 执执 行行 主主 席席 和和 总总 裁裁 CEO and other supportive off

11、icers,directly responsible for fashioning the strategic posture of the organization.w角角 色色 和和 行行 为为 的的 系系 统统 评评 价价 A systematic evaluation of the roles and behavior1.董事会董事会The Board of Directors Why?政治局，常委会，人民代表大会，国务院务会，政务会，理事会。(1)确定使命确定使命 Define the mission;(2)检检 查查 和和 询询 问问 有 关 决 策 执 行 Examine and

12、 question subsidiaries plan;(3)制订全面规划制订全面规划Form an overall plan;(4)激励高层管理者 Motivate the management to perform;(5)监监控控偏偏差差Monitor performance and acts where there is failure to achieve objectives.(6)评评判判高高层层管管理理者者的的绩绩效效Judge the performance of Top management,reward,punish,or replace the executives.A.

13、董事会分析要点董事会分析要点Focus of the boards analysis w(1)存在的理由存在的理由 Why Boards Existw-法 律 要 求 A legal mandate:at least three members;w-内 在 要 求 Internal complexity and external changes;outsiders advices;w(2)董事会成员的资格董事会成员的资格Qualifications of Directorsw-经验 Experience in the industry;w-政治和经济系统 Economical and poli

14、tical system of the country;w-勇 气 和 客 观 Courage and objectivity in articulating views;w-判断能力强Sound judgment;w-诚信 Integrity;w-时间充足Time availability;w(3)董事会的责任董事会的责任 Board Responsibilitiesw-保护成员利益保护成员利益 To protect the interests of the stockholders;w-维护资产安全维护资产安全 to safeguard the assets。w(4)董事会的职能董事会的职

15、能 Board Functions(governance not management)治理非管理治理非管理 w-决定执行者决定执行者 Hiring,evaluating,replacing the executives;w-批准高层人事批准高层人事Ratifying the CEOs selection;w-政策的核准政策的核准 Approving,modifying or rejecting the policies;w-薪酬水平薪酬水平 Setting the salary levels;w-通过审计保持连续性通过审计保持连续性 ensuring the integrity of top

16、 management through continuous auditing;w-保障长远发展保障长远发展 Assuring the long-run survival and success of the organizationB.相关委员会相关委员会 Board committeesw(1)执行执行Executive Committees:WTO，人大，人大w(2)审计审计Audit committeesw(3)补偿补偿Compensation committees:recommending;w(4)提名提名Nominating committees:recommending;w(5)

17、财政财政Finance committeesw(6)战略战略Strategy committeesw(7)其它其它other committeesw-社会责任社会责任social responsibility committeew-贡献贡献contribution committeew-合并合并merge and acquisition committeew-公共政策公共政策public policy committeew-股票期权股票期权stock option committee C.董事会的组成董事会的组成 Board Composition w(1)管管 理理 董董 事事 Manage

18、ment directors:president,finance and manufacturing division;w(2)附附属属董董事事 Affiliated non-management directors:customer,creditor,investment banker.w(3)独独立立董董事事Independent directors:executives of another organizations,a professor,a community leader.w(4)外部董事外部董事Outsiders outnumber insiders:w-advantages

19、and disadvantages of Insiders;w-advantages and disadvantages of outsiders;知识知识Knowledgew沟通沟通Communicationw时间的许可时间的许可Availability of timewcontinuity+creation+objective judgment+experiences.D.D.董事会的类型董事会的类型Types of BoardsTypes of Boards(1)依法型依法型Constitutional boards:“small,new,low technology,closely o

20、wned firms”(2)橡皮图章型橡皮图章型Rubber stamp boards:a.share the executives views,and b.not known for courage.(3)监控型监控型Oversight boards:play an active role in reviewing,approving,modifying,or rejecting managements decisions concerning the companys missions,objectives,strategies,and policies.(4)刺激型刺激型Catalyst

21、 boards:an initiator of action,take the leading role in establishing and modifying the mission,objectives,strategy,and policies.2.高层管理高层管理 The Top ManagementwA.CEOA.CEO在管理中的重要性在管理中的重要性wWhy CEOs Analysisw(1)(1)灵灵魂魂 The soul of the organization:shaping the strategic direction.w(2)(2)塑塑造造特特性性 molding t

22、he character of the executive team.w(3)(3)乐队指挥、战地指挥官、球队教练、乐队指挥、战地指挥官、球队教练、船船长长like an orchestra conductor,a military field commander,a football coach,a ship captain.B.如何分析如何分析How to analyze CEO?(1)CEO的责任的责任The CEOs responsibilities-清清 晰晰 内内 部部 能能 力力 和和 外外 部部 变变 化化 Make sure the capability and change

23、s;-明明确确事事业业范范围围和和目目标标以以及及实实现现策策略略Define the business and objectives and strategies to attain those objectives;-创创造造氛氛围围 Create the conditions necessary for successful implementation of strategies.-确确 定定 控控 制制 机机 制制 Establish an effective control mechanism;-吸吸引引和和留留住住优优秀秀人人才才Attract and keep the tale

24、nt executives;-权权力力和和制制度度的的有有效效传传达达Power,institutions for transfer system;-树树立立良良好好的的组组织织形形象象Project a good Organization image(2)CEO的角色的角色The CEOs Roles -人际角色人际角色 Interpersonal roles:a figurehead,a leader,and a liaison;名誉领袖、领导者和联络者。-信息角色信息角色 Informational roles:a monitor(internal and external),a dis

25、seminator,and a spokesperson;监督者、传播者、发言人。-决策角色决策角色 Decisional roles:an entrepreneur,a disturbance handler,a resource allocate,and a negotiator.创业者、危机处理者、资源分配者和协调者。D.CEO的管理模式的管理模式The CEOs Managerial Modes冒险冒险或者或者保守保守？Risk averse or risk prone(1)创业型创业型 The entrepreneurial mode(2)-leaders,领先者领先者growth.

26、a proactive,risk-prone(3)approach,highly imaginative,energetic individuals,hunt(4)for and exploitation of environmental opportunities.(5)(2)适应型适应型The adaptive mode(6)-followers,追随者追随者 controlling the external(7)threats.(8)(3)混合型混合型The strategic planning mode(9)-flexibility，应变者。应变者。E.CEOE.CEO的决策风格的决策

27、风格 The CEOs Decision-Making StyleThe CEOs Decision-Making Style(1)独裁式独裁式 Autocratic Style(2)-威权威权 unilaterally.Authoritarian.(3)-正式正式 formal authority(4)-优点是快速反应优点是快速反应quickly adapt to changes in the external environments.(5)-缺点是缺点是may bring the poor and devastating.(6)(2)参与式参与式 Participative Style(

28、7)-咨询咨询consult with subordinates.Democratic.(8)-优点在于信息优点在于信息enough information;(9)-缺点是慢而不决缺点是慢而不决 may slow and hard to get agreement.F.CEOF.CEO的价值观的价值观 The CEOs ValuesThe CEOs Values(1)(1)价值要素价值要素 Components of Values Components of Values-理论要素Theoretical component:empirical,critical and rational app

29、roach.-经济要素 Economical component:profit,the creation of wealth.-美 学 要 素 Aesthetic component:form symmetry,and harmony.-社 会 要 素 Social component:warm human relations,love kindness,sympathy,and unselfishness.-政 治 要 素 Political component:Power,influence,and recognition.-宗教要素 Religious component:unity a

30、nd the creation of the universeThe CEOs personally want the organization to do or to beII.II.事业层事业层The Business LevelThe Business Level中层、独立的事业分部中层、独立的事业分部 Middle layer,Strategic Business Units,A freestanding business(1)分权运动分权运动 SBU:1920-1960 movement on divisionalization and decentralization.The or

31、ganization growth,diversity,and overall complexity,semi-autonomous businesses.(2)正式规划正式规划1960s formal(traditional)planning:overall purposes,objectives,and environmental assumptions.Overly optimistic or pessimistic,and profitless growth.(3)通用的组合理论通用的组合理论 GEs Concept:“portfolio”;unique business missio

32、n or purpose;have identifiable competitors,have major functions(production,finance etc.)1.战略事业单位策略战略事业单位策略 SBUs Strategies 竞争策略竞争策略 competitive strategy:a key advantage（1）成本领先）成本领先 Cost leadership 先发制人，资本能力强，严格监督，责任分明，详细报告，定量激励。（2）特色优势）特色优势 Production differentiation 先发制人或后发制人：敏锐的创造鉴别能力，技术领先，传统与独特相结

33、合，密切合作，创新文化。（3）目标集聚）目标集聚 Focus 自我约束，实力不足，追求效率。（1）成本领先战略Cost Leadership 扩张、严格控制、成本最小化扩张、严格控制、成本最小化 Efficient facilities,tight overhead control,cost minimization.优点优点：对竞争对手、购买方、供应方在价格方面具有更高的讨价还价能力。缺点：缺点：技术变化的冲击，竞争对手的模仿，忽视长远利益，局限于现有技术和战略。应用：应用：-需求弹性大，市场由价格竞争主导；-差别化不能为购买者带来显著利益；-大部分购买者对产品的使用了如指掌；(2)差别化战

34、略差别化战略 Product Differentiationw品品牌牌、技技术术、特特性性、客客户户服服务务、分分销销网网络络Brand image,technology,features,customer services,dealer networkw优点：优点：品牌忠诚、利润率高、进入障碍品牌忠诚、利润率高、进入障碍wBrand loyalty,profit margin increase,entry barriers,bargaining powerw缺缺 点点：高高 价价 格格、多多 余余 功功 能能 和和 竞竞 争争 者者 的的 模模 仿仿Customers loss,compet

35、itors imitation.w应用应用 applicationw-提提供供多多种种差差别别化化方方式式Many ways,diverse needs and uses;w-用户需求多样化用户需求多样化w-采采取取差差别别化化的的竞竞争争者者不不多多Not many rival firms are following a differentiation strategy.(3)目标专注策略目标专注策略Focusw特定顾客、特定区域，特别产品特定顾客、特定区域，特别产品wA special group of customers,a narrow geographic area,a partic

36、ular use of the product.Specialization leads to proficiencyw优点：开发特有的竞争对手难以模仿的技巧，新进入者门槛高，客户忠诚度高。w+special skills,entry barriers,strong loyalty;w缺点：缺点：竞争者使用替代品占领分市场，在市场容量小时失去竞争优势。w应用：应用：-明显需求差别和方式多样化；w -没有竞争者进入 -组织的资源不允许扩展。2、战略组合法、战略组合法 BCG Matrix（1）私人部门）私人部门-市场份额和市场增长率 Market share and Market Growth(

37、图）幼童明星金牛瘦狗 Question MarkStarCash CowDog （2）公共部门）公共部门-利益相关者支持度和可控性 Stakeholders Accountability&Tractability 黑马坐鸭怒虎睡狗 Dark Horses Sitting DucksAngry Tiger Sleeping Dog请思考几个相对应的案例请思考几个相对应的案例w 幼童高成长低市场份额w 明星高成长高市场份额需要持续的投资；w 金牛低成长高份额，减少投资；w 瘦狗低成长低份额，撤退。黑马为严重智力残疾提供生活自理技能；坐鸭道路安全计划怒虎关心少数民族教育睡狗爱滋病的投资III.职能层

38、职能层 The Functional Levelw1.市场营销市场营销 Marketing(Product and Services)(1)产品和服务产品和服务Products:ideas,services,merchandise.-范围the breadth of production line;w-质量the quality level.w(2)市场研究市场研究Marketing Research:customer needs,values,buying habits,market characteristics,growth potentials,new product acceptan

39、ce,competitive products.w(3)目标市场目标市场Target market:undifferentiated marketing,concentrated marketing,differentiated marketing.w(4)市场容量Sales volume:(5)市场份额 Market share:(6)定价Pricing:(7)分销Distribution(8)广告Advertising(9)促销Promotion2.生产 Productionw(1)地点 Location of facilitiesw(2)更新 Newness of facilitiesw

40、(3)布局 Layout of facilitiesw(4)质量控制Quality controlw-Function;Reliability,Aesthetics and Safety.w(5)生产能力Production capacityw(6)库存能力Inventory3.研究与发展研究与发展Research and Developmentw(1)集中Focus:Basic and applied.w(2)态势Posture:w-革新Innovative:offensive long-term;w-保护Protective:defensive;wCatch-up and combinat

41、ion.w(3)预算 Budget:9%-0.8%;4.人力资源 Human Resourcesw(1)持续规划 Succession planningw(2)招聘与选择 Recruitment and selectionw(3)训练与开发Training and developmentw(4)绩效评估Performance appraisalw(5)补偿Compensation5.公共事务 Public AffairswConcepts:community affairs,community relations,external affairs,external communications

42、,public relations.wFunctions:ethics,social responsibility,crisis management.w(1)伦理伦理 Ethics:perceptual difference,competitive pressure and psychological disorders.w(2)社会责任社会责任 Social responsibility:financial contribution;w(3)危机管理危机管理 Crisis Management6.财务Finance/Accountingw(1)现金 Management of Cashw(

43、2)库存 Management of Inventoryw(3)Management of Accounts Receivablew(4)Management of Total Assets w(5)Management of Debtsw(6)Capital BudgetingIV.信息收集方法Information-gathering Toolsw1.个人联络个人联络 Personal Contacts:informal interpersonal interactions.w2.观察观察 Observation:open and disguisedw3.访谈和调查访谈和调查 Interv

44、iews and Survey Questionnairesw4.报告报告 Reports二、外部环境分析二、外部环境分析 External Analysisw内外分析是一个硬币的正反两面正反两面，缺一不可。Gathering and examining information on the forces.w外部环境的变化多端，反应缓慢带来灾难。Long-term health,short-term surprise.w1、特定环境、特定环境 Task environment:immediate or operating;in both direction;influence and are

45、influencedw2、一般环境、一般环境 General environment:Influence but are not be influenced by the organization.1.特定环境分析特定环境分析The Task Environmental Analysisw(p8图)(1)行业分析行业分析 Industry:a group of firms offering similar products(or services).w-行业结构Industry Structure:w增长率Growth rate+规模Size+相对利润Relative profitabilit

46、yw-战略小组Strategic Groupw(2)竞争者竞争者 Competitorsw-Forces influencing competition(p12图）1、特定环境分析、特定环境分析The Task Environmental Analysisw(3)供应者分析供应者分析 Suppliers:Raw materials,capital labor.w(4)顾客分析顾客分析 Customers:Region,Income,Education.w(5)工会分析工会分析（其他利益相关者）Labor Unionsw(6)政府规则政府规则 Government Regulatorsw-Reg

47、ulationw-Deregulation2.一般环境分析一般环境分析The General EnvironmentwP13图w(1)人口人口Demographics:birth rates,death rates,life expectancy,age distribution,marriages,divorces,income distribution level of income.w(2)文化文化 Culture:collection of societal values,habits,knowledge,and ways of doing thingsw(3)经济经济 Economy

48、:Major economic factors;w(4)政治政治 Politics:national and internationalw(5)技术技术 Technologyw(6)压力集团压力集团 Pressure Groups 3.外部环境总揽Scanning the External Environmentw(1)针对竞争对手的情报针对竞争对手的情报wCompetitor Intelligence:published materials,information brokers,potential recruits,questioning technicians,debriefing,co

49、nsultants,key customer talk,labor contract;w(2)工业间谍工业间谍 Industrial Espionage:illegal use of information-gathering tools.w(3)预测技巧预测技巧 Forecasting-Techniquesw-定性Qualitative:Executive opinion method,Delphi,Brainstorming,Scenariosw-定量 Quantitative:Trend Analysis,time-series,regression,econometric models

50、,cross-impact,leading indicators案例分析案例分析 底特律新任市长的战底特律新任市长的战略思考略思考 背景：Detroit是美国中部Michigan州著名的“汽车城”和“动力城”，曾是许多人向往的城市。但是，在1990年前后因犯罪率居高不下而竟背上了“谋杀城”的名声。问题：1、失业率高，平均7.1%；黑人15%；2、财政赤字，8800万美元；3、人口下降、经济畏缩；中产阶级纷纷迁往远郊居住；4、犯罪率仍在上升。改变：1994年新上任。除了日常的城市管理例如修补路面、处理环境污染、垃圾问题、路灯问题之外，市长决定：1、“重塑城市形象，让市民感到生活在这里是幸福的”；