戰(zhàn)略管理中英文

Chapter8STRATEGICMANAGEMENT戰(zhàn)略管理8-1LearningObjectives學(xué)習(xí)目的Youshouldlearnto你應(yīng)該掌握:Explaintheimportanceofstrategicmanagement解釋戰(zhàn)略管理的重要性Describethestepsinthestrategicmanagementprocess描述戰(zhàn)略管理過程的步驟ExplainSWOTanalysis說明SWOT分析Differentiatecorporate-,business-,andfunctional-levelstrategies區(qū)分公司層、事業(yè)層和職能層的戰(zhàn)略Explainwhatcompetitiveadvantageisandwhyit’simportanttoorganizations

說明什么是競爭優(yōu)勢以及為什么競爭優(yōu)勢對一個組織很重要8-2LearningObjectives(cont.)Youshouldlearnto:Describethefivecompetitiveforces描述五種競爭力量Identifythevariouscompetitivestrategies識別各種競爭優(yōu)勢8-3TheImportanceOfStrategicManagement

戰(zhàn)略管理的重要性WhatIsStrategicManagement什么是戰(zhàn)略管理?Asetofmanagerialdecisionsandactionsthatdeterminesthelong-runperformanceofanorganization一個組織從全局出發(fā)而作出的長期的總體性謀劃等一系列的管理決策和行為PurposesofStrategicManagement戰(zhàn)略管理的目標(biāo)involvedinmanydecisionsthatmanagersmake設(shè)計(jì)許多管理決策companieswithformalstrategicmanagementsystemshavehigherfinancialreturnsthancompanieswithnosuchsystem擁有正式戰(zhàn)略管理系統(tǒng)的公司在財(cái)務(wù)收益方面要比沒有這樣的管理系統(tǒng)的公司要大。importantinprofitandnot-for-profitorganizations在盈利性和非盈利性組織中都很重要。8-468-TheStrategicManagementProcess1.IdentifyingtheOrganization’sCurrentMission,Objectives,andStrategies確定組織當(dāng)前的宗旨、目標(biāo)和戰(zhàn)略Mission宗旨-statementofthepurposeofanorganization組織的目的陳述importantinprofitandnot-for-profitorganizations在盈利性和非盈利性組織中都很重要。importanttoidentifythegoalscurrentlyinplaceandthestrategiescurrentlybeingpursued

確定當(dāng)前的目標(biāo)和當(dāng)前追求的戰(zhàn)略是非常重要的。8-7TheStrategicManagementProcess(cont.)2.AnalyzingtheEnvironment分析環(huán)境successfulstrategiesarealignedwiththeenvironment成功的戰(zhàn)略大多是那些與環(huán)境相適應(yīng)的戰(zhàn)略。examineboththespecificandgeneralenvironmentstodeterminewhattrendsandchangesareoccurring必須審視具體環(huán)境和一般環(huán)境，把握即將要出現(xiàn)的環(huán)境變化和發(fā)展趨勢及其對組織的重要影響。3.IdentifyingOpportunitiesandThreats發(fā)現(xiàn)機(jī)會和威脅Opportunities機(jī)會-positivetrendsintheexternalenvironmental外部環(huán)境的積極的變化趨勢Threats威脅-negativetrendsintheexternalenvironment外部環(huán)境的消極變化趨勢8-9TheStrategicManagementProcess(cont.)4.AnalyzingtheOrganization’sResourcesandCapabilities分析組織的資源和能力examinetheinsideoftheorganization視角從組織外部轉(zhuǎn)向組織內(nèi)部availableresourcesandcapabilitiesalwaysconstraintheorganizationinsomeway無論多么強(qiáng)大的組織，都在可用資源和技術(shù)能力方面受到某種限制。corecompetence-auniqueandexceptionalcapabilityorresource核心能力—獨(dú)特技能或資源。theorganization’smajorvalue-creating,competitiveweapon組織的主要創(chuàng)造價值的、競爭性武器8-10TheStrategicManagementProcess(cont.)5.IdentifyingStrengthsandWeaknesses識別優(yōu)勢和劣劣勢Strengths優(yōu)勢-activitiestheorganizationdoeswelloranyuniqueresource組織成功運(yùn)作作的各種種活動或或任何獨(dú)獨(dú)特的資資源Weaknesses劣勢-activitiestheorganizationdoesnotdowellorresourcesitneedsbutdoesnotpossess組織不能成功功運(yùn)作的的活動或或組織需需要的但但又不能能獲得的的資源organization’’sculturehasitsstrengthsandweaknesses組織文化有其其優(yōu)勢和和劣勢strongculture-newemployeeseasilyidentifytheorganization’’scorecompetencies強(qiáng)文化———新雇員很容容易識別別組織的的核心能能力mayserveasabarriertoacceptingchange具有強(qiáng)文化的的成功組組織，可可能成為為它們過過去成功功的囚徒徒influencemanagers’’preferencesforcertainstrategies對于某些戰(zhàn)略略，文化化的價值值觀影響響管理當(dāng)當(dāng)局的傾傾向性SWOTanalysis-analysisoftheorganization’’sstrengths,weaknesses,opportunities,andthreatsSWOT分析—組織優(yōu)勢、劣劣勢、機(jī)機(jī)會和威威脅分析析8-11IdentifyingtheOrganization’sOpportunities識別組織機(jī)會會Organization’’sOpportunities組織的機(jī)會Organization’’sResources/Abilities組織資源/能能力OpportunitiesintheEnvironment環(huán)境變化出現(xiàn)的機(jī)機(jī)會8-12TheStrategicManagementProcess(cont.)6.FormulatingStrategies制定戰(zhàn)略requirestrategiesatthecorporate,business,andfunctionallevelsoftheorganization戰(zhàn)略需要在公公司層、、事業(yè)層層和職能能層設(shè)立立strategyformulationfollowsthedecision-makingprocess指定戰(zhàn)略應(yīng)遵遵循決策策程序7.ImplementingStrategies實(shí)施戰(zhàn)略astrategyisonlyasgoodasitsimplementation無論戰(zhàn)略計(jì)劃劃制定得得多么有有效，如如果不能能恰當(dāng)?shù)氐貙?shí)施仍仍不會成成功8.EvaluatingResults評價結(jié)果controlprocesstodeterminetheeffectivenessofastrategy控制過程決定定一個戰(zhàn)戰(zhàn)略的效效果8-13158-TypesOfOrganizationalStrategiesCorporate-LevelStrategy公司層戰(zhàn)略determines回答下述問題題：whatbusinessesacompanyshouldbeinorwantstobein公司應(yīng)當(dāng)從事事一組什什么樣的的事業(yè)？？thedirectionthattheorganizationisgoing組織行動方向向如何?therolethateachbusinessunitwillplay每一個組織織單位將將發(fā)揮什什么作用用？GrandStrategy––Stability總體戰(zhàn)略———穩(wěn)定性性（戰(zhàn)略略）nosignificantchangeisproposed很少發(fā)生重大大變化organization’’sperformanceissatisfactory組織績效令人人滿意environmentappearstobestableandunchanging環(huán)境看上去將將保持穩(wěn)穩(wěn)定，不不會發(fā)生生變化。。feworganizationstodaypursuethisstrategy如今沒有幾個個組織追追求這種種戰(zhàn)略。。8-16TypesOfOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)GrandStrategy––Growth總體戰(zhàn)略略—增長（戰(zhàn)戰(zhàn)略）seekstoincreasetheleveloftheorganization’soperations尋求提高組織織經(jīng)營的的層次Concentration擴(kuò)張-growththroughdirectexpansionoforganization’sownbusinessoperations通過組織自有有商務(wù)經(jīng)經(jīng)營的直直接獲得得增長verticalintegration縱向一體化Backward向后-becomeyourownsupplier成為你自己的的供應(yīng)商商Forward向前-becomeyourowndistributor成為你自己的的horizontalintegration橫向一體化-growbycombiningwithotherorganizationsinthesameindustry合并同類企業(yè)業(yè)獲得增增長needsapprovalbyU.S.FederalTradeCommission需要獲得美國國聯(lián)邦貿(mào)貿(mào)易委員員會的同同意8-17TypesOfOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)GrandStrategy-Growth(cont.)relateddiversification相關(guān)多元化（（戰(zhàn)略））-growbymergingwithoracquiringfirmsindifferent,butrelated,industries在不同而又又相關(guān)聯(lián)聯(lián)的行業(yè)業(yè)兼并或或重組企企業(yè)以獲獲得增長長“strategicfit”戰(zhàn)略適中unrelateddiversification無關(guān)聯(lián)多元元化（戰(zhàn)戰(zhàn)略）-growbymergingwithoracquiringfirmsindifferentandunrelatedindustries在不同而又又不相關(guān)關(guān)聯(lián)的行行業(yè)兼并并或重組組企業(yè)以以獲得增增長8-18TypesOfOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)GrandStrategy-Growth(cont.)Retrenchment收縮（戰(zhàn)戰(zhàn)略）-designedtoaddressorganizationalweaknessesthatareleadingtoperformancedeclines為了應(yīng)付導(dǎo)致致績效下下降的組組織劣勢勢（而采采取的戰(zhàn)戰(zhàn)略）intendedto意在:stabilizeoperations穩(wěn)定經(jīng)營revitalizeorganizationalresourcesandcapabilities重新激活組織資資源和能能力preparetocompeteonceagain準(zhǔn)備再次參與與競爭8-19SWOTAnalysisAndGrandStrategiesCorporateGrowthStrategiesCorporateStabilityStrategiesCorporateRetrenchmentStrategiesAbundantEnvironmentalOpportunitiesCriticalEnvironmentalThreatsCorporateStabilityStrategiesCriticalWeaknessesValuableStrengthsEnvironmentalStatusFirmStatus8-20TypesofOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)CorporatePortfolioAnalysis公司業(yè)務(wù)組合分析析-usedwhencorporatestrategyinvolvesanumberofbusiness在公司戰(zhàn)略涉及及許多業(yè)務(wù)組組合時就需要要使用這種分分析BostonConsultingGroup(BCG)matrix波斯頓咨詢集團(tuán)矩陣陣-providesaframeworkforunderstandingdiversebusinesses提供一種理解多元元化業(yè)務(wù)組合合的框架helpsmanagersestablishprioritiesformakingresourceallocationdecisions在資源配置決策策方面幫助管管理當(dāng)局建立立優(yōu)先選擇的的次序方案businessesclassifiedintermsof根據(jù)以下條件歸類業(yè)務(wù)：marketshare市場份額anticipatedmarketgrowth預(yù)計(jì)市場增長長率8-21TheBCGMatrix（BCG矩陣）Stars吉星CashCows現(xiàn)金牛Dogs瘦狗QuestionMarks問號MarketShare市場份額High高Low低High高Low低AnticipatedGrowthRate預(yù)計(jì)的增長率8-22TypesofOrganizationalStrategies(cont.)Corporate-LevelStrategy(cont.)BCGmatrix(cont.)strategicimplicationsofthematrix矩陣的戰(zhàn)略說明cashcows現(xiàn)金牛-“milk”擠出更多的“奶””usecashtoinvestinstarsandquestionmarks使用現(xiàn)金投資“吉吉星”和“問問號”Stars吉星-requireheavyinvestment需加大投資eventuallywillbecomecashcows最終也將成為現(xiàn)金金牛questionmarks問號-twostrategies兩種戰(zhàn)略investtotransformthemintostars投資使其轉(zhuǎn)向吉星星divest出售dogs-soldofforliquidated出售或套現(xiàn)8-23TypesOfOrganizationalStrategies(cont.)Business-LevelStrategy事業(yè)層戰(zhàn)略determineshowanorganizationshouldcompeteineachofitsbusinesses確定組織在其每一一項(xiàng)事業(yè)中應(yīng)應(yīng)該如何展開開競爭。strategicbusinessunits戰(zhàn)略事業(yè)單位-independentbusinessesthatformulatetheirownstrategies構(gòu)成獨(dú)立戰(zhàn)略的事事業(yè)單位RoleofCompetitiveAdvantage競爭優(yōu)勢的角色competitiveadvantage競爭優(yōu)勢-setsanorganizationapartbyprovidingadistinctedge以明顯的界限把把一個組織同同其他組織區(qū)區(qū)分開來comesfromtheorganization’scorecompetencies來源于組織的核心競競爭力noteveryorganizationcantransformcorecompetenciesintoacompetitiveadvantage不是每個組織都能能把核心競爭爭力轉(zhuǎn)化成競競爭優(yōu)勢的oncecreated,mustbeabletosustainit一旦形成，必須能能夠可持續(xù)發(fā)發(fā)展8-24TypesOfOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)CompetitiveStrategies競爭戰(zhàn)略MichaelPorter買克爾·波特-industryanalysisbasedonfivecompetitiveforces基于五種競爭力量量的產(chǎn)業(yè)分析析Threatofnewentrants新進(jìn)入者的威脅脅-affectedbybarrierstoentry進(jìn)入障礙的影響Threatofsubstitutes替代威脅-affectedbybuyerloyaltyandswitchingcosts受到購買者忠誠和轉(zhuǎn)換成成本的影響B(tài)argainingpowerofbuyers購買者的討價能力-affectedbynumberofcustomers,availabilityofsubstituteproducts受到購買者數(shù)量、、可供選擇的的替代產(chǎn)品這這樣一些因素素的影響。8-25Business-LevelStrategy(cont.)CompetitiveStrategies(cont.)Porter’scompetitiveforcesanalysis(cont.)Bargainingpowerofsuppliers供應(yīng)商的討價能力-affectedbydegreeofsupplierconcentration受到供應(yīng)商集中程程度的影響Existingrivalry現(xiàn)有競爭者之間的的力量-affectedbyindustrygrowthrate,demandforfirm’sproductorservice,andproductdifferences受到產(chǎn)業(yè)增長率、、對企業(yè)產(chǎn)品品的需求程度度以及產(chǎn)品差差異的影響TypesOfOrganizationalStrategies(cont.)8-26CurrentRivalryIndustryCompetitorsForcesInTheIndustryAnalysisSuppliersNewEntrantsBuyersSubstitutesThreatofNewEntrantsThreatofSubstitutesBargainingPowerorBuyersBargainingPowerorSuppliers8-27288-TypesofOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)Competitivestrategies(cont.)Porter’sthreegenericstrategies波特三種基本戰(zhàn)略略costleadership成本領(lǐng)先戰(zhàn)略-goalistobecomethelowest-costproducerintheindustry目標(biāo)是成為產(chǎn)業(yè)中中成本最低的的生產(chǎn)者triestoidentifyefficienciesinalloperations努力提高組織運(yùn)作作效率overheadkepttoaminimum低人工成本productorservicemustbeperceivedtobeofcomparablequalitytothatofferedbycompetitors提供比競爭對手更具具競爭力的產(chǎn)產(chǎn)品質(zhì)量和服服務(wù)質(zhì)量。8-29TypesofOrganizationalStrategies(cont.)Business-LevelStrategy(cont.)Competitivestrategies(cont.)Porter’sthreegenericstrategies(cont.)Differentiation差異化戰(zhàn)略-offeruniqueproductsthatarewidelyvaluedby