战略管理流程讲义(英文版!11资料
归纳Strategic Management(战略管理-中英文).ppt
Market entry: 市场进入 •Across borders 跨国 •Alliances 联盟
•Entrepreneurship 创业
3
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
Strategic Management 战略管理
Leadership in Enterprise for Asian Development 亚洲发展中的企业领导
Leonard D. Van Drunen June 2008
..........
1
What Is Strategic Management? 什么是战略管理
4
Strategic Leadership 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
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方
式…
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
战略管理PPT第11章全球化国际化
Ch 11 -4
跨国公司
国际公司或跨国公司面临复杂多样的机会和威 胁:
社会 文化 人口 环境 政治 政府 法律 技术 竞争
Ch 11 -5
跨国经营的潜在优势
赢得新客户 充分利用产能，降低单位产品成本，在
Ch 11 -22
全球税率
美国和日本 38% 亚太地区 30% 德国 30% 英国 28% 法国 27% 欧盟成员国平均 26% 爱尔兰接近 0% 东欧的前苏联国家接近 0%
Ch 11 -23
印度
政府债务高达GDP的80% 贫富差距拉大 中产阶级人数增加
以色列人习惯快节奏的会议 英国管理者经常抱怨美国管理者的喋喋不休 当被要求带上铭牌时，欧洲人会感到他们被像
儿童一样对待
Ch 11 -21
不同国家在沟通上的差异（续）
印度的管理者习惯彼此打断 当与马来西亚或者日本管理者进行口头谈
判时，一段时间的沉默是适宜的，但是在 与以色列人的谈判中，则不需要这种间歇 不要问外国管理者“你周末干吗去了？” 这样的问题，他们会认为这样是无礼的
法十分重要 完成一份销售只是销售过程的开始，而
非结束 休息、倾听、沉思和思考同样认为是有
效的
Ch 11 -17
墨西哥的商业文化
对工作中敌对和摩擦的容忍度很低 雇主是家长式作风的 工人们不喜欢鼓励自我表现和主动性的工作环境 墨西哥企业推崇集体主义、持续性、合作、归属
感和正规性 很少在家里招待商业伙伴
更多市场中分散经济风险 使公司在靠近原材料和/或劳动力廉价的
地区，以更低的成本进行生产 竞争可能没有国内市场激烈
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.。
战略管理流程讲义(英文版8)资料重点
Countries
4 Firm Begins
Production Abroad
Ch8-4
Motivations for International Expansion
Increase Market Share
Domestic market may lack the size to support efficient scale manufacturing facilities
Example: Aircraft manufacturers Boeing or Airbus
Weak patent protection in some countries implies that firms should expand overseas rapidly in order to preempt imitators
- Key customers - Energy
- Key suppliers
- Natural resources Ch8-6
Porter’s Determinants of National Advantage
Identify International Opportunities
Increased Market Size Return on Investment Economies of Scale and Learning Location Advantage
Explore Resources and
Innovation
Management Problems and Risk
Ch8-3
International Strategy Lifecycle
战略管理流程讲义(英文版13)剖析
Requires a decision on which corporate resources to deploy for new technology development and which innovative ideas to bring to market
Acquisitions & Restructuring
Chapter 8
International Strategy
Chapter 9
Cooperative Strategies
Strategy Implementation
Chapter 10 Corporate Governance
Chapter 12 Strategic Leadership
Create it! Co-opt it! Buy it!
Ch13-6
Internal Corporate Venturing
Corporate Intrapreneurship can occur as either a bottom-up process or as a top-down process
Chapter 11 Structure & Control
Chapter 13
Entrepreneurship
& Innovation
Strategic Actions
Strategic Outcomes
Feedback
Strategic Competitiveness Above Average
归纳Strategic Management(战略管理-中英文).ppt
Value Chain价值链
Value chain analysis helps firms understand how activities contribute to creating value for customers and what costs are incurred to complete each activity.
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
..........
2
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Suppliers 供货商
Rivalry 竞争
Competitor Analysis 竞争者分系
Industry
Environment 产业环境
Buyers 买方
..........
Subst Products 替代品
11
Porter’s Five Forces 五力模型
Rivalry increases due to: 竞争增加是因为
• Degree of differentiation 差异化程度
• SwitchiPngotceonsttisal • 转换成E本ntrants
• 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
工业环境 ..........
Suppliers 供应商
战略管理流程讲义(英文版!03资料
战略管理流程讲义(英文版!03资料Strategic Management Process HandbookIntroduction:1. Environmental Analysis:2. Vision and Mission:Based on the environmental analysis, the organization needs to develop a clear vision and mission statement. The vision statement defines the desired future state of the organization, while the mission statement outlines its purpose and strategic direction. These statements serve as guiding principles for decision making and goal setting.3. Strategy Formulation:4. Strategy Implementation:5. Evaluation and Control:Evaluation and control are essential to monitor the progress and effectiveness of the strategies. This involves setting performance targets, collecting data, analyzing the results, and taking corrective actions if necessary. Key performance indicators (KPIs) are useful tools to measure and track the organization's performance against its strategic goals. Regular reviews and feedback loops should be implemented to ensure continuous improvement.6. Strategic Renewal:Conclusion:The strategic management process is a continuous and dynamic process that requires systematic and thoughtful planning. It involves analyzing the internal and external environment, formulating strategies, implementing them effectively, and evaluating the results. Strategic management is essential for organizations to navigate through uncertainties and achievelong-term success. By following this handbook, organizations can develop and implement robust strategies that align with their vision and mission.。
战略管理流程讲义(英文版!08资料
Identify International Opportunities
Increased Market Size Return on Investment Economies of Scale and Learning Location Advantage
Explore Resources and
- Can spread costs over a larger sales base - Increase profit per unit
Location Advantages
Low cost markets may aid in developing competitive advantage
May achieve better access to: - Raw materials - Lower cost labor
Chapter 8
International Strperative Strategies
Strategy Implementation
Chapter 10 Corporate Governance
Chapter 12 Strategic Leadership
Chapter 11 Structure & Control
- Key customers - Energy
- Key suppliers
- Natural resources Ch8-6
Porter’s Determinants of National Advantage
Modes of Entry
Exporting
Exporting
Strategic Alliances
Management Problems and Risk
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Ch11-3
Strategy & Structure Growth Patterns
Multidivisional Structure
Chapter 11 Structure & Control
Chapter 13
Entrepreneurship
& Innovation
Strategic Actions
Strategic Outcomes
Feedback
Strategic Competitiveness Above Average
Corporate Human
Resources
Finance
Production
Engineering
Accounting
Байду номын сангаас
Sales & Marketing
Human Resources
Ch11-7
Functional Structure for Cost Leadership Strategy
Sales Growth Coordination and Control Problems
Efficient implementation of formulated strategy
Functional Structure
Sales Growth Coordination and Control Problems
Chapter 11
Organizational Structure and Controls
Ch11-1
Strategic Inputs
Chapter 2 External Environment
Chapter 3 Internal Environment
Strategic Intent Strategic Mission
Acquisitions & Restructuring
Chapter 8
International Strategy
Chapter 9
Cooperative Strategies
Strategy Implementation
Chapter 10 Corporate Governance
Chapter 12 Strategic Leadership
The Strategic Management
Process
Strategy Formulation
Chapter 4
Business-Level Strategy
Chapter 5
Competitive Dynamics
Chapter 6
Corporate-Level Strategy
Chapter 7
* Finance
* Accounting
* Sales & Marketing * Human Resources
Overcomes information processing limits of single owner/manager
Functional department heads report to Chief Executive Officer who integrates decisions and actions from a company-wide point of view
Returns
Ch11-2
Structure Types
All organizations require some form of organizational structure to implement and manage their strategies
Firms frequently alter their structure as they grow in size and complexity
Office of the President
• Operations is main function
• Process engineering is
emphasized rather than new product R&D
• Formalized procedures allow
for low-cost culture
• Structure is mechanical; job
roles are highly structured
Centralized Staff
Relatively large centralized staff coordinates functions
Engineering Marketing Operations Personnel Accounting
Efficient implementation of formulated strategy
Simple Structure
Ch11-4
Simple Structure
Owner / Manager
Owner/Manager makes all major decisions directly and monitors all activities Difficult to maintain this structure as the firm grows in size and complexity
Ch11-5
Functional Structure
First stage beyond a Simple Structure
Appropriate for single or dominant-business firms
Allows specialization of tasks
* Production * Engineering
Risks conflicts between myopic function managers
Ch11-6
Functional Structure
Chief Executive Officer
Corporate R&D
Corporate Finance
Strategic Planning
Corporate Marketing