戰(zhàn)略管理公管理學(xué)院城市管理系

戰(zhàn)略管理

StrategicManagement公共管理學(xué)院城市管理系

第二講環(huán)境分析

一、環(huán)境分析的重要性信息收集和分析是戰(zhàn)略管理的重要因素，而環(huán)境分析正好滿足要求。

TheimportanceofenvironmentalanalysisAkeyelement,thetypeofenvironmentalinformationinthisphase.1、內(nèi)外分析

Internalandexternalforces,positiveornegativeimpact.Examples:Rateofproductinnovationvs.pricediscountingbya

competitor.

公共機(jī)構(gòu)重組、合并和私有化。GovernmentReengineering.2、努力和高效

ExhaustiveandProductive戰(zhàn)略管理重視外部環(huán)境（由內(nèi)到外）、長期目標(biāo)和組織的未來。

環(huán)境分析的重要性趨勢或事件

促進(jìn)或阻礙

青蛙實(shí)驗(yàn)：反應(yīng)過激或反應(yīng)不足

變化--目標(biāo)沖突和多種力量的平衡。奶酪？

觀念：管制與控制，或開放與靈活

注意力：內(nèi)部或外部

一、內(nèi)部分析InternalAnalysis

（一）要點(diǎn)TheImportance自我分析LearnthecapabilitiesorwhattheorganizationcandoorcannotdobySelf-analysisandintrospection.(1)優(yōu)勢和弱勢是什么？Whattheorganization’sstrengthsandweaknessesare;(2)如何利用優(yōu)勢和避免弱勢?whatmustbedonetoeliminatetheweaknessesandcapitalizethestrengths.（二）分析框架：戰(zhàn)略制訂科層AnalyticalPerspective:

Thestrategy-makinghierarchy總體層（戰(zhàn)略層）Corporatelevel,事業(yè)層Businessleveland職能層（戰(zhàn)術(shù)層）Functionallevels(1)系統(tǒng)性Systematic—inalogicalandorderlyfashion;(2)綜合性Comprehensive—acoherentandcomprehensive,broadinscope;(3)可視性afullpictureoftheorganization’internaldynamics.（三）戰(zhàn)略制訂科層描述：

Strategy-MakingHierarchy1.總體層Thecorporatelevel董事會(huì)和高層管理Totalentity,directionTheboardofdirectors+topmanagement(CEO,President,othersupportofferssuchasCOO,CIO,CFO,CKOandstrategicplanners)(1)長期視點(diǎn)Long-term：Financialandnon-financialobjectivesfortheentireorganization;(2)確定范圍Thecurrentbusiness:Divisionsorsubsidiaries.Keep+divestorliquidate+newmove;(3)分配資源allocatetheresourcesamongthebusinesses;(4)建立關(guān)系Therelationshipwiththepublicandimageinthecommunity.（三）戰(zhàn)略制訂科層描述：

Strategy-MakingHierarchy2.事業(yè)層

TheBusinesslevel

事業(yè)部（地理、產(chǎn)品或服務(wù)、服務(wù)對象等）強(qiáng)調(diào)競爭能力

SBUs--StrategicBusinessUnits：DivisionsandsubsidiariesCompetitivecapacities

本科生、研究生；高科技、制造業(yè)、旅游業(yè)。3.職能層

Thefunctionallevel部門（人力、財(cái)務(wù)、技術(shù)、信息、生產(chǎn)、市場等）Departments—devisingappropriatestrategiestoachievetheobjectivesI.總體層Thecorporatelevel

(1)董事會(huì)、理事會(huì)、政務(wù)會(huì)、委員會(huì)TheBoardofDirectors,TheBoardoftrustees,Theboardofgovernors.股東和利益代表Stockholders(Taxpayersormembersoftheassociations)+theMedia.(2)高層管理團(tuán)隊(duì)TopManagement決策執(zhí)行主席和總裁CEOandothersupportiveofficers,directlyresponsibleforfashioningthestrategicpostureoftheorganization.角色和行為的系統(tǒng)評(píng)價(jià)Asystematicevaluationoftherolesandbehavior董事會(huì)

TheBoardofDirectorsWhy?政治局，常委會(huì)，人民代表大會(huì)，國務(wù)院務(wù)會(huì)，政務(wù)會(huì)，理事會(huì)。確定使命Definethemission;檢查和詢問有關(guān)決策執(zhí)行Examineandquestionsubsidiaries’plan;制訂全面規(guī)劃Formanoverallplan;激勵(lì)高層管理者M(jìn)otivatethemanagementtoperform;監(jiān)控偏差Monitorperformanceandactswherethereisfailuretoachieveobjectives.評(píng)判高層管理者的績效JudgetheperformanceofTopmanagement,reward,punish,orreplacetheexecutives.董事會(huì)分析要點(diǎn)

Focusoftheboard’sanalysis

(1)存在的理由WhyBoardsExist----法律要求Alegalmandate:atleastthreemembers;----內(nèi)在要求Internalcomplexityandexternalchanges;outsidersadvices;(2)董事會(huì)成員的資格QualificationsofDirectors----經(jīng)驗(yàn)Experienceintheindustry;----政治和經(jīng)濟(jì)系統(tǒng)Economicalandpoliticalsystemofthecountry;----勇氣和客觀Courageandobjectivityinarticulatingviews;----判斷能力強(qiáng)Soundjudgment;----誠信Integrity;----時(shí)間充足Timeavailability;(3)董事會(huì)的責(zé)任BoardResponsibilities----保護(hù)成員利益Toprotecttheinterestsofthestockholders;----維護(hù)資產(chǎn)安全tosafeguardtheassets。(4)董事會(huì)的職能BoardFunctions(governancenotmanagement)治理非管理----決定執(zhí)行者Hiring,evaluating,replacingtheexecutives;----批準(zhǔn)高層人事RatifyingtheCEO’sselection;----政策的核準(zhǔn)Approving,modifyingorrejectingthepolicies;----薪酬水平Settingthesalarylevels;----通過審計(jì)保持連續(xù)性ensuringtheintegrityoftopmanagementthroughcontinuousauditing;---保障長遠(yuǎn)發(fā)展Assuringthelong-runsurvivalandsuccessoftheorganizationB.相相關(guān)關(guān)委員員會(huì)Boardcommittees(1)執(zhí)執(zhí)行ExecutiveCommittees:WTO，人人大(2)審審計(jì)Auditcommittees(3)補(bǔ)補(bǔ)償Compensationcommittees:recommending;(4)提提名Nominatingcommittees:recommending;(5)財(cái)財(cái)政Financecommittees(6)戰(zhàn)戰(zhàn)略Strategycommittees(7)其其它othercommittees----社社會(huì)責(zé)責(zé)任socialresponsibilitycommittee----貢貢獻(xiàn)contributioncommittee----合合并mergeandacquisitioncommittee----公公共政政策publicpolicycommittee----股股票期期權(quán)stockoptioncommitteeC.董董事事會(huì)的的組成成BoardComposition(1)管管理董董事Managementdirectors:president,financeandmanufacturingdivision;(2)附附屬董董事Affiliatednon-managementdirectors:customer,creditor,investmentbanker.(3)獨(dú)獨(dú)立董董事Independentdirectors:executivesofanotherorganizations,aprofessor,acommunityleader.(4)外外部董董事Outsidersoutnumberinsiders:----advantagesanddisadvantagesofInsiders;----advantagesanddisadvantagesofoutsiders;知識(shí)Knowledge溝通Communication時(shí)間的的許可可Availabilityoftimecontinuity+creation+objectivejudgment+experiences.D.董董事事會(huì)的的類型型TypesofBoards依法型型Constitutionalboards:““small,new,lowtechnology,closelyownedfirms”橡皮圖圖章型型Rubberstampboards:a.sharetheexecutives’’views,andb.notknownforcourage.監(jiān)控型型Oversightboards:playanactiveroleinreviewing,approving,modifying,orrejectingmanagement’sdecisionsconcerningthecompany’’smissions,objectives,strategies,andpolicies.刺激型型Catalystboards:aninitiatorofaction,taketheleadingroleinestablishingandmodifyingthemission,objectives,strategy,andpolicies.2.高高層層管理理TheTopManagementA.CEO在管管理中中的重重要性性WhyCEO’sAnalysis(1)靈魂魂Thesouloftheorganization:shapingthestrategicdirection.(2)塑造造特性性moldingthecharacteroftheexecutiveteam.(3)樂隊(duì)隊(duì)指揮揮、戰(zhàn)戰(zhàn)地指指揮官官、球球隊(duì)教教練、、船長likeanorchestraconductor,amilitaryfieldcommander,afootballcoach,ashipcaptain.B.如如何何分析析HowtoanalyzeCEO?(1)CEO的責(zé)責(zé)任TheCEO’sresponsibilities----清清晰內(nèi)內(nèi)部能能力和和外部部變化化Makesurethecapabilityandchanges;----明明確事事業(yè)范范圍和和目標(biāo)標(biāo)以及及實(shí)現(xiàn)現(xiàn)策略略Definethebusinessandobjectivesandstrategiestoattainthoseobjectives;----創(chuàng)創(chuàng)造氛氛圍Createtheconditionsnecessaryforsuccessfulimplementationofstrategies.----確確定控控制機(jī)機(jī)制Establishaneffectivecontrolmechanism;----吸吸引和和留住住優(yōu)秀秀人才才Attractandkeepthetalentexecutives;----權(quán)權(quán)力和和制度度的有有效傳傳達(dá)Power,institutionsfortransfersystem;----樹樹立良良好的的組織織形象象ProjectagoodOrganizationimage(2)CEO的角角色TheCEO’sRoles----人人際角角色I(xiàn)nterpersonalroles:afigurehead,aleader,andaliaison;名名譽(yù)領(lǐng)領(lǐng)袖、、領(lǐng)導(dǎo)者和和聯(lián)絡(luò)絡(luò)者。。----信信息角角色I(xiàn)nformationalroles:amonitor(internalandexternal),adisseminator,andaspokesperson;監(jiān)監(jiān)督者者、傳傳播者者、發(fā)發(fā)言人人。----決決策角角色Decisionalroles:anentrepreneur,adisturbancehandler,aresourceallocate,andanegotiator.創(chuàng)業(yè)業(yè)者、、危機(jī)機(jī)處理理者、、資源分分配者者和協(xié)協(xié)調(diào)者者。D.CEO的的管理理模式式TheCEO’sManagerialModes冒險(xiǎn)或者保守？Riskaverseorriskprone創(chuàng)業(yè)型型Theentrepreneurialmode----leaders,領(lǐng)先者者growth.aproactive,risk-proneapproach,highlyimaginative,energeticindividuals,huntforandexploitationofenvironmentalopportunities.(2)適適應(yīng)型型Theadaptivemode----followers,追隨隨者controllingtheexternalthreats.(3)混混合型型Thestrategicplanningmode----flexibility，應(yīng)變者者。E.CEO的決決策風(fēng)風(fēng)格TheCEO’sDecision-MakingStyle獨(dú)裁式式AutocraticStyle----威威權(quán)unilaterally.Authoritarian.----正正式formalauthority----優(yōu)優(yōu)點(diǎn)是是快速速反應(yīng)應(yīng)quicklyadapttochangesintheexternalenvironments.-----缺點(diǎn)點(diǎn)是maybringthepooranddevastating.(2)參參與式式ParticipativeStyle----咨咨詢consultwithsubordinates.Democratic.----優(yōu)優(yōu)點(diǎn)在在于信信息enoughinformation;----缺缺點(diǎn)是是慢而而不決決mayslowandhardtogetagreement.F.CEO的價(jià)價(jià)值觀觀TheCEO’sValues(1)價(jià)值值要素素ComponentsofValues----理理論要要素Theoreticalcomponent:empirical,criticalandrationalapproach.----經(jīng)經(jīng)濟(jì)要要素Economicalcomponent:profit,thecreationofwealth.----美美學(xué)要要素Aestheticcomponent:formsymmetry,andharmony.----社社會(huì)要要素Socialcomponent:warmhumanrelations,lovekindness,sympathy,andunselfishness.----政政治要素Politicalcomponent:Power,influence,andrecognition.----宗宗教要素Religiouscomponent:unityandthecreationoftheuniverseTheCEOspersonallywanttheorganizationtodoortobeII.事業(yè)業(yè)層TheBusinessLevel中層、獨(dú)立立的事業(yè)分分部Middlelayer,StrategicBusinessUnits,Afreestandingbusiness分權(quán)運(yùn)動(dòng)SBU:1920-1960movementondivisionalizationanddecentralization.Theorganizationgrowth,diversity,andoverallcomplexity,semi-autonomousbusinesses.正式規(guī)劃1960s’formal(traditional)planning:overallpurposes,objectives,andenvironmentalassumptions.Overlyoptimisticorpessimistic,andprofitlessgrowth.通用的組合合理論GE’sConcept:“portfolio””;uniquebusinessmissionorpurpose;haveidentifiablecompetitors,havemajorfunctions(production,financeetc.)1.戰(zhàn)略略事業(yè)單位位策略SBU’sStrategies競爭策略competitivestrategy:akeyadvantage（1）成本本領(lǐng)先Costleadership先發(fā)制人，，資本能力力強(qiáng)，嚴(yán)格格監(jiān)督，責(zé)責(zé)任分明，，詳細(xì)報(bào)告，，定量激勵(lì)勵(lì)。（2）特色色優(yōu)勢Productiondifferentiation先發(fā)制人或或后發(fā)制人人：敏銳的的創(chuàng)造鑒別別能力，技技術(shù)領(lǐng)先，傳統(tǒng)與與獨(dú)特相結(jié)結(jié)合，密切切合作，創(chuàng)創(chuàng)新文化。。（3）目標(biāo)標(biāo)集聚Focus自我約束，，實(shí)力不足足，追求效效率。（1）成本本領(lǐng)先戰(zhàn)略略CostLeadership擴(kuò)張、嚴(yán)格格控制、成成本最小化化Efficientfacilities,tightoverheadcontrol,costminimization.優(yōu)點(diǎn)：對競爭對手手、購買方方、供應(yīng)方方在價(jià)格方方面具有更高的討討價(jià)還價(jià)能能力。缺點(diǎn)：技術(shù)變化的的沖擊，競競爭對手的的模仿，忽忽視長遠(yuǎn)利益，局限限于現(xiàn)有技技術(shù)和戰(zhàn)略略。應(yīng)用：-需求彈性大大，市場由由價(jià)格競爭爭主導(dǎo)；-差別化不不能為購買買者帶來顯顯著利益；；-大部分購購買者對產(chǎn)產(chǎn)品的使用用了如指掌掌；(2)差差別化戰(zhàn)略略ProductDifferentiation品牌、技術(shù)術(shù)、特性、、客戶服務(wù)務(wù)、分銷網(wǎng)網(wǎng)絡(luò)Brandimage,technology,features,customerservices,dealernetwork優(yōu)點(diǎn)：品牌忠誠、、利潤率高高、進(jìn)入障障礙Brandloyalty,profitmarginincrease,entrybarriers,bargainingpower缺點(diǎn)：高價(jià)格、多多余功能和和競爭者的的模仿Customers’loss,competitors’’imitation.應(yīng)用application--提供多多種差別化化方式Manyways,diverseneedsanduses;--用戶需需求多樣化化--采取差差別化的競競爭者不多多Notmanyrivalfirmsarefollowingadifferentiationstrategy.(3)目目標(biāo)專注策策略Focus特定顧客、、特定區(qū)域域，特別產(chǎn)產(chǎn)品Aspecialgroupofcustomers,anarrowgeographicarea,aparticularuseoftheproduct.Specializationleadstoproficiency優(yōu)點(diǎn)：開發(fā)特有的的競爭對手手難以模仿仿的技巧，，新進(jìn)入者者門檻高，，客戶忠誠誠度高。+specialskills,entrybarriers,strongloyalty;缺點(diǎn)：競爭者使用用替代品占占領(lǐng)分市場場，在市場場容量小時(shí)時(shí)失去競爭爭優(yōu)勢。應(yīng)用：--明顯需需求差別和和方式多樣樣化；--沒有競競爭者進(jìn)入入--組織的的資源不允允許擴(kuò)展。。2、戰(zhàn)略組組合法BCGMatrix（1）私人人部門----市場場份額和市市場增長率率MarketshareandMarketGrowth(圖）幼童—明星星—金?！莨稱uestionMark—Star—CashCow—Dog（2）公共共部門----利利益相關(guān)者者支持度和和可控性Stakeholders’’Accountability&Tractability黑馬—坐鴨鴨—怒虎——睡狗DarkHorses——SittingDucks—AngryTiger——SleepingDog請思考幾個(gè)個(gè)相對應(yīng)的的案例幼童—高成成長低市場場份額明星—高成成長高市場場份額需要要持續(xù)的投投資；金牛—低成成長高份額額，減少投投資；瘦狗—低成成長低份額額，撤退。。黑馬—為嚴(yán)嚴(yán)重智力殘殘疾提供生生活自理技技能；坐鴨—道路路安全計(jì)劃劃怒虎—關(guān)心心少數(shù)民族族教育睡狗—愛滋滋病的投資資III.職職能層TheFunctionalLevel1.市場場營銷Marketing(ProductandServices)(1)產(chǎn)產(chǎn)品和服務(wù)務(wù)Products:ideas,services,merchandise.----范范圍thebreadthofproductionline;----質(zhì)質(zhì)量thequalitylevel.(2)市市場研究MarketingResearch:customerneeds,values,buyinghabits,marketcharacteristics,growthpotentials,newproductacceptance,competitiveproducts.(3)目目標(biāo)市場Targetmarket:undifferentiatedmarketing,concentratedmarketing,differentiatedmarketing.(4)市市場容量Salesvolume:(5)市市場份額Marketshare:(6)定價(jià)Pricing:(7)分分銷Distribution(8)廣告Advertising(9)促銷銷Promotion2.生產(chǎn)產(chǎn)Production(1)地地點(diǎn)Locationoffacilities(2)更更新Newnessoffacilities(3)布布局Layoutoffacilities(4)質(zhì)質(zhì)量控制Qualitycontrol----Function;Reliability,AestheticsandSafety.(5)生生產(chǎn)能力Productioncapacity(6)庫庫存能力Inventory3.研究究與發(fā)展ResearchandDevelopment(1)集集中Focus:Basicandapplied.(2)態(tài)態(tài)勢Posture:----革革新Innovative:offensivelong-term;----保保護(hù)Protective:defensive;Catch-upandcombination.(3)預(yù)預(yù)算Budget:9%--0.8%;4.人力力資源HumanResources(1)持持續(xù)規(guī)劃Successionplanning(2)招招聘與選擇擇Recruitmentandselection(3)訓(xùn)訓(xùn)練與開發(fā)發(fā)Traininganddevelopment(4)績績效評(píng)估Performanceappraisal(5)補(bǔ)補(bǔ)償Compensation5.公共共事務(wù)PublicAffairsConcepts:communityaffairs,communityrelations,externalaffairs,externalcommunications,publicrelations.Functions:ethics,socialresponsibility,crisismanagement.(1)倫倫理Ethics:perceptualdifference,competitivepressureandpsychologicaldisorders.(2)社社會(huì)責(zé)任Socialresponsibility:financialcontribution;(3)危危機(jī)管理CrisisManagement6.財(cái)務(wù)務(wù)Finance/Accounting(1)現(xiàn)現(xiàn)金ManagementofCash(2)庫庫存ManagementofInventory(3)ManagementofAccountsReceivable(4)ManagementofTotalAssets(5)ManagementofDebts(6)CapitalBudgetingIV.信信息收集方方法

Information-gatheringTools1.個(gè)人聯(lián)絡(luò)PersonalContacts:informalinterpersonalinteractions.2.觀察Observation:openanddisguised3.訪談和調(diào)查查InterviewsandSurveyQuestionnaires4.報(bào)告Reports二、外部環(huán)環(huán)境分析ExternalAnalysis內(nèi)外分析是是一個(gè)硬幣幣的正反兩面，缺一不不可。Gatheringandexamininginformationontheforces.外部環(huán)境的的變化多端，反反應(yīng)緩慢帶帶來災(zāi)難。。Long-termhealth,short-termsurprise.1、特定環(huán)環(huán)境Taskenvironment:immediateoroperating;inbothdirection;influenceandareinfluenced2、一般環(huán)環(huán)境Generalenvironment:Influencebutarenotbeinfluencedbytheorganization.特定環(huán)境分分析TheTaskEnvironmentalAnalysis(p8圖)(1)行行業(yè)分析Industry:agroupoffirmsofferingsimilarproducts(orservices).--行業(yè)結(jié)結(jié)構(gòu)IndustryStructure:增長率Growthrate+規(guī)模模Size+相對利利潤Relativeprofitability--戰(zhàn)略小小組StrategicGroup(2)競競爭者Competitors----Forcesinfluencingcompetition(p12圖）1、特定環(huán)環(huán)境分析TheTaskEnvironmentalAnalysis(3)供供應(yīng)者分析析Suppliers:Rawmaterials,capitallabor.(4)顧顧客分析Customers:Region,Income,Education..(5)工工會(huì)會(huì)分分析析（其其他他利利益益相相關(guān)關(guān)者者））LaborUnions(6)政政府府規(guī)規(guī)則則G