值得借鑒：《戰(zhàn)略管理》(1)ppt課件

1、戰(zhàn)略管理Strategic Management公共管理學(xué)院 城市管理系 2003年9月第三講 戰(zhàn)略匹配 Strategic Match內(nèi)外條件的分類 Classification of Internal and External Conditions優(yōu)勢(shì)Strengths: 競(jìng)爭(zhēng)優(yōu)勢(shì) competitive advantage+stable and healthy internal atmosphere穩(wěn)定、安康的條件.弱勢(shì)Weaknesses: 競(jìng)爭(zhēng)弱勢(shì)competitive disadvantages+an unstable and unhealthy internal atmosphe

2、re不穩(wěn)定的內(nèi)部條件一、優(yōu)勢(shì)和弱勢(shì)Strengths and Weaknesses 1. 優(yōu)勢(shì)Strengths(1) 中心競(jìng)爭(zhēng)力Distinctive competency (leverage): product design, low cost, high efficiency, leadership in product innovation, ability to influence legislation, control of cost and other, massive availability of capital, CRM-customer relations manage

3、ment.Examples: Toyotaquality; Benzimage, IBMservice; Coca Colainternational brand recognition; HPinnovation; AT&Ttechnological expertise.開(kāi)發(fā)Developing a distinctive competency利用Exploiting distinctive competency維護(hù)Protecting distinctive competency1. 優(yōu)勢(shì) Strengths(2)穩(wěn)定器 stabilizers: maintenance strength

4、Fair wages and salaries; good working conditions;efficient employee hiring practices, promotion from within, a clear sense of mission, efficient work flow, availability of executive training program, effective superior-subordinate communication.組織正常運(yùn)作的必要條件。2. 弱勢(shì) Weaknesses(1) 下沉者 Sinkers關(guān)鍵點(diǎn)出現(xiàn)大問(wèn)題，災(zāi)難降

5、臨。large hole in the ship structureShoddy workmanship or defective merchandise; poor customer service; bad location; disloyal employees, lack of product innovation, poor credit line; lack of leadership and managerial skills at the corporate level.(2) 動(dòng)蕩者Destabilizers 保證順利航行內(nèi)部權(quán)責(zé)不清Lack of clear job des

6、criptions, wide span of supervision, deviation from the companys policy of promotion from within; poor working condition; inadequate executive training program.3、如何判別優(yōu)勢(shì)和弱勢(shì)？1、歷史的規(guī)范 Historical Criterion特定條件下，將如今與過(guò)去的績(jī)效進(jìn)展比較。2、競(jìng)爭(zhēng)的規(guī)范 Competitive Criterion和第一名相比，處于何種位置。3、名義的規(guī)范 Normative Criterion“How thing

7、s ought to be instead of with “how things are與最新的實(shí)際研討成果相比。二、時(shí)機(jī)和要挾 Opportunities and Threats1. 時(shí)機(jī) Opportunities市場(chǎng)增長(zhǎng)等Growth of customer; exit of competitor; increases of suppliers, abundances of labor; few government regulations, population growth, cultural changes, lower inflation， favorable technolo

8、gical breakthroughs, improved political relations between a country and foreign nation with large market.2. 要挾ThreatsDecline in the size of the customer base, entry of a powerful competitor into the industry, decrease in the number of suppliers, increase in the cost of raw materials, shortage of lab

9、or, greater government regulations, adverse cultural trends, higher inflation rates, recession, higher unemployment rates, deterioration in the political relations between two countries, and so on. 1. 時(shí)機(jī) Opportunities (1) 未來(lái)的時(shí)機(jī) Future OpportunitiesEarly detection(2) 如今的時(shí)機(jī) Current Opportunities-漸進(jìn)性ev

10、olved opportunities;-突發(fā)性sudden opportunities;-潛在hidden opportunities.2. 要挾 Threats未來(lái)的要挾 Future Threats如今的要挾 Current Threats-漸進(jìn)的 evolved threats-突發(fā)的 sudden threats-潛在的 hidden threats 3. 變要挾為時(shí)機(jī) Turning threats to opportunities 決斷力 Early recognition三、戰(zhàn)略匹配 Strategic Match1. 杠桿力 Leverage-Strengths to Opportunities-Strategic window (window of opportunity2. 維持力 Maintenance-Strengths to Threats-maintain or protect their market position3. 局限力 Constr