第一章 战略管理导论(双语)
战略管理英文版最新版教学ppt课件第1章
Part 1 Strategy Analysis 1-2
LO 1-1 Define competitive advantage, sustainable competitive advantage, competitive disadvantage, and competitive parity.
LO 1-7 Critically evaluate the role that different stakeholders play in the firm’s quest for competitive advantage.
1-8
EXHIBIT 1.1 Industry, Firm, and Other Effects Explaining Superior Firm Performance
❖ Yahoo buys Overture for its own search product
• Microsoft launches its own search in 2009
➢ Bing now partnered with Yahoo
1-4
Microsoft and Google – Online Search
• What’s happening in our chapter opener?
➢ Why might Microsoft have acted the way it did?
➢ If they had not killed Keywords, would Microsoft have beat Google to search and linked ads?
（完整版）罗宾斯《管理学》内容概要,中英文对照
（完整版）罗宾斯《管理学》内容概要,中英文对照罗宾斯《管理学》内容概要第一篇导论1章管理者和管理1、组织组织(organization)的定义：对完成特定使命的人们的系统性安排组织的层次：操作者(operatives)和管理者(基层、中层、高层)2、管理者和管理管理者(managers)的定义：指挥别人活动的人管理(management)的定义：同别人一起或者通过别人使活动完成得更有效的过程。
管理追求效率(efficiency)和效果(effectiveness)管理职能(management functions)：计划(planning)、组织(organizing)、领导(leading)、控制(controlling)管理者角色(management roles)：人际关系角色(interpersonal roles)、信息角色(information roles)、决策角色(decision roles) 成功的管理者和有效的管理者并不等同，在活动时间上，有效的管理者花费了大量的时间用于沟通，而网络联系（社交等）占据了成功的管理者很大部分时间。
管理者在不同的组织中进行着不同的工作。
组织的国别、组织的类型、组织的规模以及管理者在组织中的不同层次决定了管理者的角色扮演、工作内容以及职能和作用。
2章管理的演进1、20世纪以前的管理：亚当·斯密的劳动分工理论(division of labor)产业革命(industrial revolution)2、多样化时期（20世纪）：科学管理(scientific management)：弗雷德里克·泰勒一般行政管理理论(general administrative theory)：亨利·法约尔(principles of management)、马克斯·韦伯(bureaucracy) 人力资源方法(human resources approach)：权威的接受观点(acceptance view of authority)，霍桑研究，人际关系运动(卡内基、马斯洛)，行为科学理论家(behavioral science theorists) 定量方法(quantitative approach)3、近年来的趋势（20世纪后期）：趋向一体化过程方法(process approach)系统方法(systems approach)：封闭系统和开放系统(closed systems)权变方法(contingency approach)：一般性的权变变量包括组织规模、任务技术的例常性、环境的不确定性、个人差异4、当前的趋势和问题（21世纪）：变化中的管理实践全球化(globalization)工作人员多样化(work force diversity)道德(morality)激励创新(innovations)和变革(changes)全面质量管理(total quality management, TQM)：由顾客需要和期望驱动的管理哲学授权(delegation)工作人员的两极化(bi-modal work force)3章组织文化与环境：管理的约束力量1、组织组织文化(organizational culture)被用来指共有的价值体系。
战略管理流程讲义(英文版!13资料
战略管理流程讲义(英文版!13资料Strategic Management Process Handout1. Definition of Strategic Management:Strategic management is the process of formulating and implementing strategies that enable an organization to achieve its long-term goals and objectives. It involves analyzing the internal and external environment, setting goals, formulating strategies, implementing them, and evaluating their effectiveness.2. Importance of Strategic Management:Strategic management helps organizations to:- Align their activities with their mission and vision.- Identify and capitalize on opportunities.- Anticipate and respond to threats and challenges.- Allocate resources effectively.3. Strategic Management Process:a. Environmental Analysis:- Assess and analyze the external environment (political, economic, social, technological, legal, and environmental factors).- Identify opportunities and threats facing the organization.b. Internal Analysis:- Identify strengths and weaknesses.c. Goal Setting:- Establish long-term goals and objectives based on the analysis of the external and internal environment.- Ensure the goals are measurable, specific, and alignedwith the organization's mission and vision.d. Strategy Formulation:- Develop strategies to achieve the identified goals and objectives.- Consider various strategic options such as differentiation, cost leadership, focus, integration, and diversification.- Select the most suitable strategies considering the organization’s resources, capabilities, and market conditi ons.e. Strategy Implementation:- Translate the selected strategies into action plans and initiatives.- Monitor and control the implementation process.f. Strategy Evaluation:- Evaluate the extent to which the goals and objectives are being achieved.- Identify any changes in the external or internal environment that may require adjustments to the strategies.- Make necessary changes and modifications to improve the effectiveness of the strategies.4. Challenges in Strategic Management:- Uncertainty and volatility in the business environment.- Rapid technological advancements.- Limited resources and budget constraints.- Resistance to change and organizational inertia.5. Tips for Effective Strategic Management:- Involve key stakeholders and employees in the strategic management process.- Continuously scan and monitor the external environment for changes and trends.- Foster a culture of innovation and adaptability within the organization.- Regularly review and adjust the strategies based on feedback and evaluation.- Encourage collaboration and cross-functional cooperation.- Invest in training and development to build strategic capabilities.。
战略管理双语资料
Chapter 1 Strateg ic Ma n a gem e nt a nd Str a tegic Com pe titiven e ss (3)1.1Strategic Management Process (3)1.1.1 The Rational Model (3)1.1.2 The critique of the rational model (4)1.2 The New Competitive Landscape (5)1.2.1The Globalized Competition (5)1.2.2Technological Changes (5)1.3The I/O model of Above-average Returns (7)1.4The Resource-based Model of Above-average Returns (8)1.5Strategic Intent and Strategic Mission (9)1.6Stakeholders (10)1.7Organizational Strategists (10)复习题 (11)Chapter 2 The External Environment: Opportunities, Threats, Industry Environment, and Competitor Analysis (12)2.1External Environmental Analysis (12)2.2 Segments of the General Environment: The PEST Analysis (13)2.3 Industry Environment Analysis: The Five Forces Model (14)2.4 Strategic Group Analysis (17)2.5 Competitor Analysis (17)复习题 (17)Chapter 3 The Internal Environment: Resources, Capabilities, and Core Competencies (19)3.1 The importance of Internal Analysis (19)3.2 Resources, Capabilities, and Core Competencies (20)3.2.1 Resources (20)3.2.2 Capabilities (21)3.2.3 Core Competencies (22)3.3 Steps in a Resource-based Strategic Analysis (22)3.4 Value Chain Analysis (25)复习题 (26)Chapter 4 Business-Level Strategy (27)4.1 Customers: Who, What, and How (27)4.1.1 Who: Determining the customers to serve (27)4.1.2 What: Determining the customer needs to satisfy (28)4.1.3 How: Determining core competencies necessary to satisfy customers’ needs (28)4.2 Types of Business-level Strategy (28)4.3 Cost Leadership Strategy (29)4.4 Differentiation Strategy (30)4.5 Focus Strategies (31)4.6 Integrated Low-Cost/Differentiation Strategy (32)复习题 (33)Chapter 5 Corporate-Level Strategy (35)5.1 Corporate-level Strategy and Levels of Diversification (35)5.2 Reasons for Diversification (36)5.3 Techniques for Analyzing Diversified Companies’ Portfolios (36)复习题 (37)Chapter 6 Acquisition and Restructuring Strategies (38)6.1 Reasons for Acquisitions and Problems in Achieving Success (38)6.2 Attributes of Successful Acquisitions (38)6.3 Restructuring (39)复习题 (39)Chapter 7 International Strategy (41)7.1 Opportunities and Outcomes of International Strategy (41)7.2 International Business-level Strategy (43)复习题 (44)Chapter 8 Cooperative Strategy (45)8.1Types of and Reasons for Cooperative Strategies (45)8.2Business-level and Corporate-level Cooperative Strategies (46)8.2.1 Business-Level Cooperative Strategies (46)8.2.2 Corporate-Level Cooperative Strategies (47)8.3Network Strategies (47)8.4Competitive Risks with Cooperative Strategies (48)Chapter 9 Corporate Governance (50)9.1 Corporate Governance Mechanisms (50)9.2 Separation of Ownership and Managerial Control (51)9.3 Five Governance Mechanisms (53)9.3.1 Ownership Concentration (53)9.3.2 Board of Directors (54)9.3.3 Executive Compensation (54)9.3.4 The Multidivisional Structure (55)9.3.5 Market for Corporate Control (56)复习题 (56)Chapter 10 Organizational Structure and Controls (57)10.1 Evolutionary Patterns of Strategy and Organizational Structure (57)10.1.1 Simple Structure (58)10.1.2 Functional Structure (59)10.1.3 Multidivisional Structure (60)10.2 Implementing International Strategies: Organizational Structure and Control (64)10.2.1 Using the Worldwide Geographic Area Structure to Implement theMulti-domestic Strategy (64)10.2.2 Using the Worldwide Product Divisional Structure to Implement the GlobalStrategy (66)复习题 (67)Chapter 11 Corporate Entrepreneurship and Innovation (67)11.1 Innovation and Corporate Entrepreneurship (67)11.2Internal Corporate V enturing (69)复习题 (71)Chapter 1 Strateg ic Ma n a gem e nt a nd Str a tegic Com pe titiven e ssLea r n i ng Objec t ivesAfter reading t h i s chapter, you should be a ble to·Defining strategic competitiveness, competitive advantage, and above-average returns.·Discuss the challenge of strategic management.·Describe the new competitive landscape and how it is being shaped by global and technological changes.·Use the industrial organization(I/O) model to explain how firms can earn above-average returns.·Use the resource-based model to explain how firms can earn above-average returns.·Describe strategic intent and strategic mission and discuss their value to the strategic management process.·Define stakeholders and describe the three primary stakeholder groups’ability to influence organizations.·Describe the work of strategists.·Explain the strategic management process.1.1Strategic Management Process1.1.1 The Rational ModelStrategic competitiveness(战略竞争力)is achieved when a firm successfully formulates and implements a value-creating strategy. When a firm implements a value-creating strategy of which other companies are unable to duplicate the benefits or find it too costly to imitate, this firm has a sustained or sustainable competitive advantage(持续的或可持续的竞争优势). The speed with which competitors are able to acquire the skills needed to duplicate the benefits of a firm’s value-creating strategy determines how long a competitive advantage will last. Understanding how to exploit its competitive advantage is necessary for a firm to earn above-average returns. Above-average returns(高于平均的或超额回报) are returns in excess of what an investor expects to earn from other investment with a similar amount of risk. Risk(风险) is an investor’s uncertainty about the economic gains or losses that will result from a particular investment. Firms that are without a competitive advantage or that are not competing in an attractive industry earn, at best, only average returns. Average returns（平均回报）are returns equal to those an investor expects to earn from other investments with a similar amount of risk. In the long run, an inability to earn at least average returns results in failure. Failure occurs because investors will choose to invest in firms that earn at least average returns and will withdraw their investments from firms that earn less.Dynamic in nature, the strategic management process (战略管理过程)is the full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above-average returns. It is used to match the conditions of an ever-changing market and competitive structure with a firm’s continuously evolving resources, capabilities, and competencies.Figure 1.1 The Strategic Management ProcessNotes:the letter S in SWOT denotes strengths, W weaknesses, O opportunities, T threats.1.1.2 The critique of the rational model1.Setting objectives is the cornerstone of strategic planning. But, incentive un-compatibility（激励不相容） usually leads to inconsistency between objectives that the firm has stated and objectives that the managers are actually pursuing.2.The predictability of the environment is the core assumption of strategic planning. But, irreversibility and uncertainty（不确定性）usually lead to the unpredictability of the environment.3.Another assumption of strategic planning is that strategists are rational. Virtually,strategists’ rationality is bounded(战略家的理性是有限的)and strategic formulation reflects the internal politics of the organization.1.2 The New Competitive Landscape1.2.1The Globalized CompetitionThe fundamental nature of competition in many of the world’s industries is changing. The pace of this change is relentless and is increasing. Even determining the boundaries of an industry or a firm（行业或企业的边界）has become challenging. Consider, for example, how advances in interactive computer networks and telecommunications have blurred the definition of the “television”industry. Conventional sources of competitive advantage(传统的竞争优势的源泉) such as economies of scale(规模经济) and huge advertising budgets(巨额广告预算) are not as effective in the new competitive landscape. Moreover, the traditional managerial mind-set(传统的管理者心态) cannot lead a firm to strategic competitiveness in the new competitive landscape. In its place, managers must adopt a new mind-set——one that values flexibility, speed, innovation, integration, and the challenges that evolve from constantly changing conditions(看重灵活性、速度、创新、整合和从不断变化的环境中产生的挑战的心态). Strategic flexibility(战略的敏捷性) is a set of capabilities firms use to respond to various demands and opportunities that are a part of dynamic and uncertain competitive environments. Such flexibility means that a firm can match quickly its resources with an environmental opportunity(快速地使其资源与环境的机遇匹配).A global economy(全球经济) is one in which goods, services, people, and ideas move freely across geographic borders. It significantly expands and complicates a firm’s competitive environment. To achieve strategic competitiveness in the global economy, a firm must view the world as its marketplace.In globalized markets(全球化的市场) and industries, financial capital might be obtained in one national market and used to buy raw materials in another one. Manufacturing equipment bought from a third national market can be used to produce products that are sold in a fourth market. Thus, globalization increases the range of opportunities for firms competing in the new competitive landscape.The internationalization of markets and industries makes it increasingly difficult to think of some firms as domestic companies(本国公司).Global competition has increased performance standards(绩效标准) in many dimensions, including those of quality, cost, productivity, production introduction time, and smooth, flowing operations.The development of newly industrialized countries(新兴工业化国家) is changing the global competitive landscape and significantly increasing competition in global markets. The economic development of Asian countries outside of Japan is increasing the significance of Asian markets.In the new competitive landscape, firms are challenged to develop the optimal level of globalization(最优的全球化水平).1.2.2Technological ChangesThere are three categories of technological trends and conditions through which technology is significantly altering the nature of competition(竞争的性质).·Increasing rate of technological change and diffusion(不断上升的技术变迁率和扩散率) Both the rate of technology changes and the speed at which new technologies become available and are used have increased substantially over the last 20 years. Perpetual innovation(持续的创新) is a term used to describe how rapidly and consistently new, information-intensive technologies （信息密集的技术）replace older ones. The shorter product life cycles(产品生命周期) resulting from these rapid diffusions of new technologies place a competitive premium on being able to quickly introduce new goods and services into the marketplace. In fact, when products become somewhat indistinguishable because of the widespread and rapid diffusion of technologies, speed to market(产品进入市场的速度) may be the only source of competitive advantage. Some evidence suggests that after only 12 to 18 months, companies likely will have gathered information about their competitors’R&D and product decisions. Often, merely a few weeks pass before a new American-made product introduced in U.S. markets is copied, manufactured, and shipped to the United States by one or more companies in Asia.Today’s rate of technological diffusion stifles the protection firms possessed previously through their patents(专利). Patents are now thought by many to be an effective way of protecting proprietary technology(专利技术) primarily in the pharmaceutical and chemical industries only. Many firms competing in the electronics industry often do not apply for patents to prevent competitors from gaining access to the technological knowledge included in the patent application(包含在专利申请中的技术知识).·The Information Age(信息时代)Dramatic changes in information technology have occurred in recent years. Personal computers, cellular phones, artificial intelligence（人工智能）, virtual reality(虚拟现实), and massive databases are a few examples of how information is used differently as a result of technological developments. Someone believes that electronic mail (E-mail) systems are the first manifestation of a revolution in the flow and management of information in companies throughout the world. An important outcome of these changes is that the ability to access and effectively use information has become an important source of competitive advantage in virtually all industries.·Increasing Knowledge Intensity(不断提高的知识密度)Knowledge is the basis of technology. In the new competitive landscape, knowledge is a critical organizational resource and is increasingly a valuable source of competitive advantage. Because of this, many companies now strive to transmute the accumulated knowledge of individual employees into a corporate asset(把个体性员工积累起来的知识转变成公司的资产).Figure 1.2 The New Competitive Landscape1.3The I/O model of Above-average ReturnsFrom the 1960s through the 1980s, the external environment was thought to be the primary determinants of strategies firms selected. The industrial organization model explains the dominant influence of the external environment on firms’strategic actions. This model specifies that the industry chosen in which to compete has a stronger influence on a firm’s performance than do the choices managers make inside their organizations. Firm performance is believed to be predicted primarily by a range of an industry’s properties(行业属性), including economies of scale（规模经济）, barriers to entry(进入壁垒), diversification(产品多元化), product differentiation(产品差异), and the degree of concentration(行业集中度).The I/O model has four underlying assumptions. First, the external environment is assumed to impose pressures and constraints that determine the strategies that would result in above-average returns. Second, most firms competing within a particular industry are assumed to control similar strategically relevant resources and pursue similar strategies. Third, it is assumed that resources used to implement strategies are highly mobile across firms. Because of resource mobility, any resource differences that might develop between firms will be short lived. Fourth, organizational decision makers are assumed to be rational and committed to acting in the firm’s best interests as shown by their profit maximizing behavior(利润最大化行为).The I/O model challenges firms to locate the most attractive industry in which to compete. Competitiveness generally can be increased only when firms find the industry with the highest profit potential(具有最高的利润潜能的行业) and learn how to use their resources to implement the strategy required by the structural characteristics in that industry(行业的结构特征所要求的战略). The five forces model of competition(竞争的五力模型) is an analytical tool used to help firms with this task. This model suggests that an industry’s potential profitability(行业的潜在的赢利性) is a function of interactions among five forces. A firm can use this model to understand an industry’s profit potential and the strategy that should be implemented to establish a defensible competitive position(可防卫的竞争位置). Typically, this model suggests that firms can earn above-average returns by implementing a cost leadership strategy(成本领先战略) or a differentiation strategy(差异化战略).Figure 1.3 The I/O Model of Superior Returns1.4The Resource-based Model of Above-average ReturnsThe resource-based model(基于资源的模型) assumes that each organization is a bundle of unique resources and capabilities that provides the basis for its strategy and is the primary source of its returns. According to this model, differences in firms’performances across time are driven primarily by organization’s unique resources and capabilities rather than by an industry’s structural characteristics(企业绩效的跨时差异主要是由组织的独特的资源的能力而非行业的特征驱动的).This model also assumes that over time, firms acquire different resources and develop unique capabilities. As such, all firms competing within a particular industry may not possess the same strategically relevant resources and capabilities. Another assumption of this model is that resources may not be highly mobile across firms. The differences in resources(资源上的差异) form the basis of competitive advantage.Resources (资源)are inputs into a firm’s production process, such as capital equipment, the skills of individual employees, patents, finance, and talented managers. In general, a firm’s resources can be classified into three categories: physical, human, and organizational capital(实物资本、人力资本和组织资本). Individual resources alone may not yield a competitive advantage. In general, it is through the combination and integration of sets of resources that competitive advantages are formed(竞争优势是通过组合和整合资源集形成的). A capability(能力) is the capacity for a set of resources to integratively perform a task or an activity. Through continued use, capabilities become stronger and more difficulty for competitors to understand and imitate(通过持续的使用，能力变得更强和更加难以被对手理解和模仿). As a source of competitive advantage, a resource should be valuable, rare, costly to imitate, and non-substitutable. Resources are valuable(有战略价值的) when they allow a firm to exploit opportunities and or/neutralize threats in its external environment; they are rare（稀有的）when possessed by few, if any, current and potential competitors; they are costly to imitate（模仿代价高昂的）when other firms either cannot obtain them or at a cost disadvantage to obtain them compared to the firm that already possesses them; they are non-substitutable（不可替代的）when they have no structural equivalents.The resource-based model of competitive advantage suggests that a firm’s unique resources and capabilities provide the basis for a strategy. The strategy chosen should allow the firm to best exploit its core competencies(最佳地利用其核心竞争力) relative to opportunities in the external environment. Core competencies(核心竞争力) are resources and capabilities that serve as a source of competitive advantage.Figure 1.4 The Resource-based Model of Superior Returns1.5Strategic Intent and Strategic MissionStrategic intent(战略意图) is the leveraging of a firm’s internal resources, capabilities, and core competencies to accomplish the firm’s goals in the competitive environment. Strategic intent reflects what a firm is capable of doing as a result of its core competencies and the unique ways they can be used to exploit a competitive advantage. The following examples are expression of strategic intent.“To become a high-performance multinational energy company——not the biggest, but the best.”“Its our strategic intent that customers worldwide view us as their most valued pharmaceutical partner.”“To be the top performer in everything.”“To catch up with and beat Caterpillar.”Strategic mission(战略使命) is a statement of a firm’s unique purpose and the scope of its operations in product and market terms. An effective strategic mission establishes a firm’s individuality and is exciting, inspiring, and relevant to all stakeholders(利害相关者). Together, strategic intent and strategic mission yield the insights required to formulate and implement the firm’s strategies(制定和执行企业战略所要求的洞见). When a firm is strategically competitive and earning above-average returns, it has the capacity to satisfy its stakeholders’interests(满足其利害相关者的利益).1.6StakeholdersStakeholders(企业的利害相关者) are the individuals and groups who can affect and are affected by the strategic outcomes achieved and who have enforceable claims on a firm’s performance(对企业绩效的可实施的要求权). Claims against an organization’s performance are enforced through a stakeholder’s ability to withhold participation essential to a firm’s survival, competitiveness, and profitability. Stakeholders continue to support an organization when its performance meets or exceeds their expectations. However, every stakeholder does not have the same level of influence. The more critical and valued a stakeholder’s participation is, the greater a firm’s dependency on it. Greater dependence, in turn, results in more potential influence for the stakeholder over a firm’s commitments, decisions, and actions.The stakeholders involved with a firm’s operations can be separated into three groups. Each of these stakeholder groups expects those making strategic decisions in a firm to provide the leadership through which their valued objectives will be accomplished(提供有助于实现他们看重的目标的领导). But these groups’objectives often differ from one another, sometimes placing managers in situations where trade-offs have to be made(有时置经理于必须作出二难选择的情形中). It is important that those responsible for managing stakeholder relationships in a country outside their native land use a global mind-set. A global mind-set(全球心态) is the capacity to appreciate the beliefs, values, behaviors, and business practices of individuals and organizations from a variety of regions and cultures.The firm’s st akeholders and their interestsCapital market stakeholders Goals and Objectives•Shareholders dividends, profit rate•Creditors security of loanProduct market stakeholders:•Customers perceived value of the good or the service •Suppliers profitable sales, payment for goods, long-term relationship •Host communities pollution, employment, aids, taxinside-organization stakeholders•Employees monetary and non-monetary interests•Managers monetary and non-monetary interests1.7Organizational StrategistsSmall organizations may have a single strategist. In many cases, this person owns the firm and is deeply involved with its daily operations. At the other extreme, large, diversified firms(多元化的企业) have many top-level managers. In addition to the CEO and other top-level officials(e.g., chief operating officer and chief financial officer操作总监和财务总监), they have managers who are responsible for the performance of individual business units(个体性业务单位）.Typically, stakeholders have high expectations of top-level managers, particularly the CEO. Some believe that every organizational failure is actually a failure of those who hold the final responsibility for the quality and effectiveness of a firm’s decisions and actions.复习题1.解释下列概念：战略竞争力、高于平均的回报、平均回报、风险、战略管理过程、激励不相容、有限理性、战略的敏捷性、资源、能力、核心竞争力、战略意图、战略使命、企业的利害相关者2. 战略竞争力概念中所隐含的前提性假设是什么？企业获取可持续的战略竞争力的关键或曰前提是什么？什么决定着企业的战略竞争力可维持的时间的长短？3.战略管理过程的理性模型有何不足？为什么各国战略管理教材仍把它作为主要内容进行讲授？4.传统的企业竞争优势的源泉是什么？在新竞争情景中什么更重要？5.为什么说市场和行业的国际化使要把某些公司看成本国公司越来越困难？6.为什么说在技术快速扩散和传播的情况下，产品进入市场的速度或许是竞争优势的唯一源泉？7.为什么药品行业和化学行业的企业比较愿意申请专利，而电子行业的企业一般不愿意申请专利？8.为什么说获取和有效利用信息的能力已成为所有行业中的竞争优势的重要源泉？9.试述塑造新竞争情景的主要力量。
战略管理英文课件-(1)精选全文
Developing a Strategy
Supportive Culture
Adapting Production/ Operations Processes
Developing HR
Function
If Necessary Downsizing
Management Issues & Strategy Implementation
Positioning forces before the Managing forces during the
action
action
Focuses on effectiveness
Focuses on efficiency
Primarily an intellectual process
Requires good intuitive and analytical skills
• Sets expectations for managers and employees
• Basis for management control and coordination
Management Issues & Strategy Implementation
Allocating Resources
Human Resources Concerns
• Assessing staffing needs and costs
• Develop performance incentives
• ESOPs • Child-care policies • Work-life balance
Important Implementation Concerns
战略管理双语资料
战略管理双语资料(共71页)--本页仅作为文档封面，使用时请直接删除即可----内页可以根据需求调整合适字体及大小--Chapter 1 Strateg ic Ma n a gem e nt a nd Str a tegic Com pe titiven e ss ................... 错误!未定义书签。
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The critique of the rational model .................................................. 错误!未定义书签。
The New Competitive Landscape ........................................................... 错误!未定义书签。
Globalized Competition ................................................................. 错误!未定义书签。
Changes .......................................................................................... 错误!未定义书签。
I/O model of Above-average Returns ..................................................... 错误!未定义书签。
中英《战略管理与伦理》第一、第二章
▪ 该做：约束 ▪ 能做：实力
能做
▪ 想做：偏好 ▪ 敢做：魄力
● 拟做：战略
敢做
可做 拟做：战略
战略理论本质
——三假设：知己知彼明方向（目标）
战略管理
第19页
战略根本出路
——三出路：特色、取舍、组合
● 特色：以独特性赢得顾客
▪ 三特殊：产品或服务、顾客群需要、满足顾客途径
● 取舍：权衡抉择利弊得失
第25页
转型经济下的国有企业—三只眼理论
计划经济
市场经济
转型经济
政府
企业 市场
企业 市场 政府
计划经济：用一只眼睛盯着政府即可 市场经济：一只眼睛看企业，一只眼睛看市场 转型经济：一只眼睛看企业，一只眼睛看市场，
还要一只眼睛看政府
战略管理
第26页
案例思考
● 可口可乐广告中文化差异所带来的社 会影响 ● 强生消毒液产品概念的文化差异所带 来的后果——因爱而生的讽刺 ● 要生产你所能销售的产品，而不是 销售你所能生产的产品。
● 对竞争严重性的预期所造成的紧张使管理者尽可能模仿对 手。
战略管理
第31页
日本企业经营模式
● 广泛的产品特征和类型 ● 精益生产：全面质量管理 （TQM）,持续改进
（continuous improvement）, 适时制造 （JIT ：just in time） ● 视雇员为资产 ● 终身雇佣制 ● 高质量和低成本 ● 发达的公司间网络 ● 面向高增长行业的内部多角化投资 ● 与政府密切的工作关系
战略管理
第10页
对战略管理的理解(一)：手段
战略管理
第11页
对战略管理的理解（二）
● 目标与手段
战略管理(第八版)Chapter-1(中英)PPT课件
21st Century Competitive Landscape (Cont’d)
Hypercompetition – extremely intense rivalry among competing firms, characterized by Escalating & increasingly aggressive competitive moves Assumptions of market stability replaced with notion of instability and change
.
组织结构与控制
战略领导力 战略型企业家
战略竞争力
超额利润
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战略管理：
安索夫 1976年 《从战略规划到战略管理》中最 早提出
最早的定义：战略管理是将企业的日常业务决策 同长期计划决策相结合而形成的一系列经营管理 业务。
实际上，战略管理的关键词不是战略也不是管理， 而是动态的管理。
定义：企业确定其使命，根据组织外部环境和内 部条件设定企业的战略目标，为保证目标的正确 落实和实现进行谋划，并依靠企业内部能力将这 种谋划和决策付诸实施，以及在实施过程中进行 控制的一个动态管理过程。
执行的重要决策，采取的途径和行动以及为实 现目标对企业主要资源分配的一种模式。
.
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在这其中，明茨伯格认为战略形式分为自发产 生的战略，已设计的战略，实现的战略等。
已设计的战略
准备实施的战略
没有实现的战略
自发形成的战略
.
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4、战略是一种定位（position）
第1讲战略管理导论
※企业战略四要素：（安索夫的四要素理论） 经营主线、增长模式、战略协同、竞争优势
3.企业战略要素（安索夫的4要素理论）
（1）产品与市场范围 ——“共同的经营主线”（经营领域） ——“你是谁”？你的顾客是谁？
（2）增长向量 ——发展方向和成长模式 ※一般有4种选择：
相互匹配、彼此促进。 ⑥ 战略要有连续性 ※企业成功的“4+2”法则：……
1.含义与特点
※狭义：对“企业战略”进行管理 ※广义：对企业进行“战略管理”
※具体讲是指，通过综合企业外部环境和内部状况，科学地制 定和实施企业战略，从而使企业能够充分地发挥自身优势，抓 住环境机会，实现企业目标的动态过程。 ※特点：
1.产生与发展 ※下一个30年将要发生的转变：
出口导向型 传统“两型” 传统成本优势 “国富”型 “国退”“国进”
内需拉动型 新的“两型” 新成本优势 “民富”型 “国、民共进”
2.含义与理解
※加拿大学者明茨伯格的“5P”定义： Plan（计划） Ploy（计策） Pattern（模式） Position（定位） Perspective（观念）
一、什么是战略？ 二、什么是企业战略？ 三、如何搞好战略管理？
1.战略的起源
※源于军事与战争，作为军事术语，古今中外有许多关于战略的研究与实践： （1）《孙子兵法》中的论述：“战争之道，以计为首”、“计先定于内，而后兵出
境”、“未战而庙算，胜者得算多也，未战而庙算，不胜者得算少也，多算胜， 少算不胜，况无算乎”、“五事并重”、 “知己知彼，百战不殆”…… （2）《以三国演义》中的“隆中对”——“一对足千秋”！ （刘备集团按照“隆中战略”，实现“三分天下”） （3）德国军事战略专家在《战争论》中的相关论述: 战术——研究在战斗（战役）中如何使用兵力？ 战略——研究在战争中如何使用战斗？ （4）毛泽东关于战略的论述与实践：…… ※二战后移入经济，科技领域，出现了经济发展战略，科技发展战略……国家发展 战略，行业发展战略，企业发展战略，……
第一章 战略管理导论 《战略管理》
以资源、能力、知识为基础的资源 基础理论与核心竞争力理论
由学者Selznick在1957年出版的《行政管理中的领导行为》一书中提出“独特能力”这一概念 标志着资源基础理论（RBT）萌芽以来，研究者们将探索企业竞争优势的着眼点的认知，逐渐从外 部转移到企业内部，资源基础观念（RBV）、资源基础理论，以及以资源、知识为基础的核心竞争 力理论在对主流战略理论的反叛中应运而生，越来越受到学术界的重视，并发展成为目前战略管理 领域中的主要理论前沿之一。
竞争战略主要包括基本竞争战略和竞争位势战略。基本竞争战略包括 成本领先战略、差异化战略和集中化战略。竞争位势战略包括市场领 导者战略、市场挑战者战略、市场跟随者战略和市场补缺者战略。
职能层战略
职能层战略：又称职能部门战略，是为了贯彻、实施和支持公司层战 略与竞争战略而在企业特定的职能管理领域制定的战略。
以环境为基点的经典战略管理理论
各学派的研究主张各不相同，不过其核心思想是一致的，主要体现在以下几点： （1）企业战略的基点是适应环境； （2）企业战略的目标在于提高市场占有率与赢利； （3）企业战略的实施要求组织结构的变化与适应。
以环境为基点的经典战略管理理论存在以下一些不足之处： （1）该理论仅从现有的产业市场出发，要求企业所适应的环境实质上是已稳定的产业市场环 境，缺少对企业将投入竞争的一个或几个产业进行分析与选择的内容。 （2）该理论缺乏对企业内在环境的考虑，它只是从企业的外部环境来考虑企业战略问题，企 业的内部条件基本上被排除在战略形成过程之外，可能会引发企业非理性的扩张欲望和扩张行为。
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企业的战略反思
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是什么——认清现状 应该是什么——方向和目标 为什么——依据和理由
个人的战略反思——
德鲁克关于管理自己的看法
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我属于何处 我应该贡献什么 我需要什么类型的相互关系
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课程概览
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课程简介
� 教学目的
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企业战略管理是系统整合各个职能战略基础上，从管 理学层面分析和揭示“企业为什么能够获得回报”和 “如何获得持续回报”的基本命题。 解决核心问题：企业“应该做什么”、“如何做”、“为什么”
铱星败在何处
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给管理者的启示？
– 技术创新+市场营销 – 给顾客创造了价值，但企业自身没有获得价值
价值创造
利益
消费者盈余
价格
公司的 利润
消费者保留 的价值 公司获得的 价值
(竞争)
创造的 总价值
成本
内部成本 采购的供 应材料
创造价值 的成本
Strategy for what?
Strategic competitiveness is achieved when a firm successfully formulates and implements a value-creating strategy. � Earn above-average returns Above-average returns equal to those investor expects to earn from other investments with a similar amount of risk.
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战略的三要素
战略能够清晰阐明目标、范 围和竞争优势三者结合推动 企业良好发展的理由。
向何处去
Goal
Competitive Competitive advantage advantage
如何在选定范 围内达到目标
Scope Scope
决定企业活 动的范围
例子：战略的内在逻辑
通过大众市场销售，运用低价策略， 以主导中低档的咖啡杯市场
市场主导 地位
Goal
Scope Scope
Competitive Competitive advantage advantage
面向大众市场
比竞争对手更 低的成本
讨论：招商银行的战略逻辑
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招商银行成立于1987年，1994年进入个人银行储蓄业务，当 时全国的储蓄业务基本由国有五大银行瓜分。招行没有品 牌，没有网点，何以竞争？ 当时，业界关心如何吸收存款，相对忽视为储蓄客户提供服 务。在这种情况下，提出“依托科技创新业务”的战略思路。 1995年率先建立全行的统一的电子化平台，退出集本外币、 定期活期、多储种、多币种、多功能服务于一体的电子货币 卡—“一卡通”，并实现全国联网，极大方便客户，并有效跟 踪客户的储蓄行为，提供适合的储蓄服务。在此基础上，陆 续推出了大量的储蓄服务增值产品。到 2002年底，成为全国 第五大发卡行，“一卡通”发行量超过2400万张，卡均余额约 4500元，远超过行业平均水平750元。之后，招行又推出“一 网通”，“招行信用卡”等先进产品。 招行利用信息技术，大大降低经营成本，并有效弥补营业网 点不足的先天缺陷。2002年底，招行的收入利润率与美国银 行接近，在净资产收益率高于美国银行平均水平，大大超过 国内银行。
– 培养战略思考、分析能力和组织能力 参考书：
Michael A., Ireland R.Duane., Hoskisson Robert E. 清华大学出版 社，2006
— 战略管理 - 竞争与全球化（概念），第 7 版（英文版）， Hitt,
—《战略管理》（第6版），格里• 约翰逊，凯万 •斯科尔斯著， 人民邮电出版社， 2004； — 《 战略管理：获取竞争优势 》 ，小阿瑟 A. 汤普森等著，蓝海林等译 机械工业出版社， 2006； —《战略管理－艺术与实务 》，项保华著，华夏出版社（第 3版） —《未来的战略-22位大师对竞争战略本质与策略的思考 》四川人民出版社
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作为决策的战略：选择
孙子兵法曰： “途有所不由，军有所不击，城有所不攻，地有所不争。 ”
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分析：现状
– 想做：偏好 – 可做：机会 – 能做：实力
想做
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该做：战略
– 筛选：现有 – 拓展：潜在
可做 能做 该做：战略
战略的三要素（Basic Elements of strategy)
目标：企业通过其战略取得的市场地位 或状况；（where） � 范围：企业要从事的活动范围，包括产 品、市场、地理区域、技术和与其相关 的流程；（what） � 竞争优势：企业在选定范围内达到目标 的途径和手段，如更低的成本、更高的 产品质量、更高的顾客忠诚度、良好的 服务水平、优越的地理位置等（how）
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一个美丽的长梦
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铱星电话系统本来是代表了未来通讯发展的方向，它允许用户 可以通过在低轨运行的多棵铱星在世界任何地方都能通话。在 美国科技产业颇有影响的《大众科学》，曾在1998年12月号刊 登一篇年度100项最佳科技成果的文章，其中这样描述了获得 电子技术大奖的“铱星电话系统”：独一无二的新型卫星电话系 统—铱星系统，使移动电话用户能够从地球上任何地方给其他 任何地方打电话，而不必担心地方蜂窝电话系统互不兼容。 但是经过10多年的飞速发展，传统移动电话已前面普及。铱星 公司虽然曾将电话费从98年11月的7美圆/分钟降到了1.89美圆/ 分钟，将MOTOROLA公司生产的铱星手机价格从4000美圆降 到3000美圆，但费用仍远高于普通移动电话。 整个铱星系统需要计算机进行复杂的协调，而最早的一些用户 或者抱怨打不通电话，或者抱怨通话受到严重的干扰，这种差 劲的服务给用户留下的第一印象对于铱星公司是灾难性的。因 此，开业前10个月，铱星公司的客户只有2万来家，其中一部 分还是铱星公司赠送出去的手机，而该公司要实现赢利至少需 要65万用户。
教学方式与考核
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教学方式
– 理论介绍 – 案例讨论与分析
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课程考核
– 个人作业、课堂讨论：20% – 小组案例分析与演示：50% – 期末考试：30%
战略的起源
“兵者，国之大事” “知天知地” “知己知彼” “不战而屈人之兵，善之善者也”
孙子兵法 约公元前 360年
“战略”的来源
◆ 军事来源
◆战略是指导战争全局的方略 （中国大百科全书军事卷） ◆在战争中利用军事手段达到战争目的的科学和艺术 （简明不列 颠百科全书） ◆战略是为了达到战争目的而对战争的运用 （著名的德国军事战 略家 冯 克劳塞维茨）
战略意图不明 战略意识不强 战略路径不清 战略创新不够
我们需要从机会导向向“战略导向”转变。
新龟兔赛跑
� 发挥自己的潜在优势 � 合作双赢 ，战略制胜
思想多远,事业就有多远。 只有改变思想才能改变企业。
企业要取得发展，在未来竞争中处于不败 之地，首先必须改变自身经营思维方式， 确立战略性的思维方式。
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战略思考的路径 ——Where to gain competitive advantage and earn above-average returns
图 1:
所选行业的利润率差别
定期空Байду номын сангаас 有线电视服务 工程服务 赛道经营 药店 牙科设备 半导体 药品
0 5 10 15 20 25 30 Operating income/asses, 1988-95 (%)
课堂案例讨论 关节果汁的定位
战略逻辑的特点
Goal
Scope Scope
Competitive Competitive advantage advantage
Unique Integrated
Selective consistent
企业战略定义的多样性
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安索夫的定义（狭义）
– 企业战略是贯穿于企业经营与产品和市场之 间的一条“共同经营主线”，决定着企业目前 所从事的、或者计划要从事的经营业务的基 本性质。 – 共同经营主线由四个要素构成：产品和市场 范围，增长向量，竞争优势，协同作用
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铱星的由来
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10多年前，移动电话还是一种稀罕的贵重物品，而且通话地域 有限。当时，MOTOLORA 公司一名工程师准备去一个加勒比 岛屿度假，但他做房地产生意的太太担心在那么偏远的地方通 讯联络大成问题，因此加勒比之行未能成行。然而，工程师的 头脑中却产生了一个梦幻般的想法：如果有一台在世界任何地 方任何时候都能通话的手机，该有多好！他的想法得到了公司 高层的赏识。 1991年，MOTOROLA公司正式决定建立由77棵低轨道卫星组 成的移动通讯网络，后来卫星的数量减到66棵。1997年6月，铱 星公司股票正式上市，受到投资者大肆追捧，股票价格从发行 时的每股20美圆飙升到1998年5月份的70美圆。1998年11月，铱 星公司正式投入商业运行，但可能谁也没有想到，这同时也宣 告了“铱星”下坠的开始。
◆ 生物学来源
生物体在适应环境过程中所自发形成的生存技能及其 演进模式。
◆ 广义 战略泛指“重大的、带有全局性或决定全局的 谋划”。 （辞海）
企业战略定义的多样性
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企业战略是对企业长远生存与发展所作出的 全局性谋划。 安德鲁斯（K Andrews）的定义
– 企业战略是一种决策模式（mode of decision）,决 定和揭示企业的目的和目标，提出实现目的的重 大方针与计划，确定企业应该从事的经营业务， 明确企业的经济类型，以及决定企业应对员工、 顾客和社会作出的经济与非经济的贡献。
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谁的损失最大
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首先是投资方。整个铱星系统耗资达50多亿美圆，MOTOROLA 占18%的股份，日本铱星公司占11.2%的股份，而铱星公司从上 市发行股票到摘牌，也曾受到无数乐于在NASDAQ淘金的投资 者的追捧。 57亿美圆中30多亿是用来购买MOTOROLA公司的设备，它事实 上早已赚够了。 中国航天工业总公司投入7000多万美圆，通过发射铱星收回部 分资金，但仍有相当的损失。 其次是债务人。铱星公司举借外债约30亿美圆，一个季度的销 售收入尚不足以每月的债务利息4000多万美圆。 再次是合作方。铱星电话的全球经营商和分销商，卫星的发射、 指挥监控机构多与铱星公司有战略合作或投资控股关系。 用户的损失。虽然全球用户仅有数万名，然而一旦停运，他们 手中的铱星电话将成为一块废铁。