管理學第八章

1、 CHAPTER 8 STRATEGIC MANAGEMENT第八章 戰(zhàn)略管理CHAPTER 8 STRATEGIC MANAGEMENT1. The importance of strategic management (1)what is strategic management? That set of managerial decisions and actions that determines the long-run performance of an organization. 戰(zhàn)略管理是一組管理決策和行動，它決定了組織的長期績效。CHAPTER 8 STRATEGIC MAN

2、AGEMENT1. The importance of strategic management (2)purposes of strategic management In a dynamic and uncertain environment, strategic management is important because it can provide managers with a systematic and comprehensive means for analyzing the environment, assessing their organizations streng

3、ths and weaknesses, and identifying opportunities for which they could develop and exploit a competitive advantage.CHAPTER 8 STRATEGIC MANAGEMENT2. The strategic management process The strategic management process include eight steps: (1)Identifying the organizations current mission, goals, and stra

4、tegies; 確定組織當前的使命、目標和戰(zhàn)略; (2)Analyzing the environment; 分析環(huán)境； CHAPTER 8 STRATEGIC MANAGEMENT2. The strategic management process The strategic management process include eight steps: (3)Identifying the opportunities and threats in the environment; 識別機會和威脅； (4)Analyzing the organizations resources and

5、capabilities; 分析組織的資源和能力；CHAPTER 8 STRATEGIC MANAGEMENT SWOT analysis refers to analyzing the organizations internal strengths and weaknesses as well as the external opportunities and threats in order to identify a niche that the organization can exploit. SWOT分析是指分析組織內部的優(yōu)勢和劣勢以及外部的機會和威脅，以便發(fā)現組織能夠開發(fā)的市場

6、區(qū)隔。CHAPTER 8 STRATEGIC MANAGEMENT2. The strategic management process (5)Identifying the organizations strengths and weaknesses; 識別優(yōu)勢和劣勢； (6)Formulating strategies; 構造戰(zhàn)略； CHAPTER 8 STRATEGIC MANAGEMENT2. The strategic management process (7)Implementing strategies; 實施戰(zhàn)略； (8)Evaluating results. 評估結果。CH

7、APTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (1)Corporate-level strategy Corporate-level strategy seeks to determine what businesses a company should be in or wants to in. 公司層戰(zhàn)略尋求決定公司應當從事什么事業(yè)，以及計劃從事什么事業(yè)。 CHAPTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (1)Corp

8、orate-level strategy The corporate grand strategies are stability, growth, and retrenchment. 公司層戰(zhàn)略包括涉及穩(wěn)定性、成長和緊縮。 CHAPTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (1)Corporate-level strategy A firm thats pursuing a stability strategy is not making any significant changes. 追求穩(wěn)定性戰(zhàn)略的企

9、業(yè)不進行任何重大的變革。 CHAPTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (1)Corporate-level strategy A growth strategy means that a firm is increasing the level of its operations. 增長戰(zhàn)略意味著企業(yè)不斷地提高經營的層次。 CHAPTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (1)Corporate-level stra

10、tegy When a firm is following a retrenchment strategy, its addressing organizational weaknesses that are leading to performance declines. 當一個企業(yè)遵循緊縮戰(zhàn)略時，它是要克服企業(yè)的劣勢，這種劣勢導致了績效的下降。 CHAPTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (2)Business-level strategy Business-level strategy seeks

11、 to determine how an organization should compete in each of its businesses. 事業(yè)層戰(zhàn)略決定組織應當如何在每一項事業(yè)上展開競爭。CHAPTER 8 STRATEGIC MANAGEMENT Competitive advantage is what sets an organization apart; its competitive edge. 競爭優(yōu)勢是組織有別于競爭對手的地方，是它的競爭特色。CHAPTER 8 STRATEGIC MANAGEMENT Its important because an organi

12、zation needs to be able to effectively exploit its resources and capabilities and to develop the core competencies to keep its edge despite competitors actions or evolutionary changes in the industry. 它之所以重要是因為一個組織應當能夠有效地開發(fā)它的資源和潛能，以及開發(fā)它的核心能力，從而保持它的優(yōu)勢。CHAPTER 8 STRATEGIC MANAGEMENT The five competiti

13、ve forces include the threat of new entrants, threat of substitutes, bargaining power suppliers of buyers, bargaining power of, and existing rivalry. 五種競爭力量包括新加入者的威脅、替代威脅、購買者的議價能力、供應商的議價能力，以及現有的競爭對手。CHAPTER 8 STRATEGIC MANAGEMENT The threat of new entrants is determined by barriers to entry, which i

14、nclude factors such as economies of scale, brand loyalty, and capital requirements. 新加入者的威脅取決于進入障礙，這些障礙包括規(guī)模經濟、品牌忠誠或者資本需求等因素；CHAPTER 8 STRATEGIC MANAGEMENT The threat of substitutes includes factors such as switching costs and buyer loyalty. 替代威脅包括諸如轉換成本或購買者忠誠等因素；CHAPTER 8 STRATEGIC MANAGEMENT The ba

15、rgaining power of buyers includes factors such as number of customers in the market, customer information, and the availability of substitutes. 購買者議價能力包括市場中消費者的數量、消費者掌握的信息以及替代產品的可獲得性等因素；CHAPTER 8 STRATEGIC MANAGEMENT The bargaining power of suppliers includes factors such as degree of supplier conce

16、ntration and availability of substitute inputs. 供應商的議價能力包括供應商的集中度、替代收入的可獲得性等因素；CHAPTER 8 STRATEGIC MANAGEMENT Existing rivalry includes factors such as industry growth rate, increasing or falling demand, and product differences. 現有的競爭對手包括產業(yè)市場的增長率、需求增長還是下降，以及產品的差異等因素。CHAPTER 8 STRATEGIC MANAGEMENT3.

17、Types of organizational strategies (2)Business-level strategy The various competitive strategies include cost leadership, differentiation, and focus. 三種基本的競爭戰(zhàn)略包括成本領先、差異化以及聚焦戰(zhàn)略。CHAPTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (2)Business-level strategy A cost leadership strategy is

18、 the strategy an organization follows when it wants to be the lowest-cost producer in its industry. 成本領先戰(zhàn)略是組織試圖成為產業(yè)最低成本生產商的戰(zhàn)略；CHAPTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (2)Business-level strategy The differentiation strategy is the strategy a firm follows when it wants to be unique in its industry dimensions widely valued by customers. 差異化戰(zhàn)略是組織試圖在顧客重視的基本價值方面與眾不同的戰(zhàn)略；CHAPTER 8 STRATEGIC MANAGEMENT3. Types of organizational strategies (2)Business-level strategy The focus strategy is the strategy a company follows when it pursues a cost or