Strategic Management(戰(zhàn)略管理-中英文)

LeadershipinEnterpriseforAsianDevelopment亞洲發(fā)展中的企業(yè)領(lǐng)導LeonardD.VanDrunenJune2008StrategicManagement戰(zhàn)略管理WhatIsStrategicManagement?

什么是戰(zhàn)略管理Theprocesscompaniesuseto:企業(yè)用于達到目標的過程Formavision–viewofhowthecurrentfirmwilllookinthefuture形成愿景—當前企業(yè)如何展望未來

Analyzetheirexternalenvironmentandtheirinternalenvironment分析企業(yè)的內(nèi)外部環(huán)境Selectoneormorestrategiestocreatevaluefortheirstakeholde

rs選擇一種或多種戰(zhàn)略為股東創(chuàng)造價值StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進入Acrossborders跨國Alliances聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進入Acrossborders跨國Alliances聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…StrategicLeadership

戰(zhàn)略領(lǐng)導Developingavisionforthefirm為企業(yè)制定愿景Designingstrategicactionstoachievethisvision設計戰(zhàn)略行動來達成愿景Empoweringotherstocarryoutthosestrategicactions賦能授權(quán)他人來執(zhí)行戰(zhàn)略行動StrategicleadershipactionsManageresourceportfolio管理資源檔案夾Buildentrepreneurialculture建設企業(yè)文化Promoteintegrityandethics人格與倫理Effectivecontrols有效控制Establishvisionandmission建立目標與使命Developmanagementteam發(fā)展管理團隊培養(yǎng)管理團隊管理資源提升誠信與道德建立愿景與使命StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進入Acrossborders跨國聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…Economic經(jīng)濟Socio-cultural社會文化Global全球Political/Legal政治/法律Technological技術(shù)Demographic人口構(gòu)成CompetitorAnalysis分析競爭對手Rivalry競爭ExternalEnvironmentAnalysis外部環(huán)境分析Suppliers供應商PotentialEntrants潛在競爭對手SubstituteProducts替代產(chǎn)品Buyers客戶GeneralEnvironment總體環(huán)境IndustryEnvironment工業(yè)環(huán)境Economic經(jīng)濟Socio-cultural社會文化Global全球Political/Legal政治/法律Technological技術(shù)Demographic人口構(gòu)成ExternalEnvironmentAnalysis外部環(huán)境分析GeneralEnvironment大環(huán)境Porter’sFiveForces五力模型CompetitorAnalysis競爭者分析PotentialEntrants潛在對手Supp-liers供應商SubstProducts替代產(chǎn)品Buyers買方Rivalry對手IndustryEnvironment工業(yè)環(huán)境Porter’sFiveForces五力模型PotentialEntrantsCompetitorAnalysis競爭者分系PotentialEntrants潛在對手Supp-liers供貨商SubstProducts替代品Buyers買方Rivalry競爭IndustryEnvironment產(chǎn)業(yè)環(huán)境Barrierstoentry:進入壁壘Economiesofscale規(guī)模經(jīng)濟Capitalrequirements資本要求Switchingcosts轉(zhuǎn)換成本Differentiation差異化Accesstodistribution經(jīng)銷渠道Governmentpolicy政府政策PotentialEntrantsCompetitorAnalysis分析競爭對手PotentialEntrants潛在對手Supp-liers供應商SubstProducts替代品Buyers買方Rivalry競爭IndustryEnvironment工業(yè)環(huán)境Rivalryincreasesdueto:競爭增加是因為Degreeofdifferentiation差異化程度Switchingcosts轉(zhuǎn)換成本Numerousorequallybalancedcompetitors競爭者多或競爭者力量相當Slowindustrygrowth產(chǎn)業(yè)增長慢Highstrategicstakes戰(zhàn)略風險高Highfixedcostsorhighstoragecosts固定成本高或倉儲成本高Highexitbarriers退出壁壘高Porter’sFiveForces五力模型Economic經(jīng)濟Socio-cultural社會文化Global全球Political/Legal政治/法律Technological技術(shù)Demographic人口構(gòu)成CompetitorAnalysisRivalry競爭ExternalEnvironmentAnalysisSuppliersPotentialEntrants潛在對手SubstituteProducts替代品Buyers客戶GeneralEnvironment大環(huán)境IndustryEnvironment產(chǎn)業(yè)環(huán)境StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進入Acrossborders跨國聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…Resources資源Tangibleandintangible有形與無形ResourcesusedforcompetitiveadvantageCapabilities能力Whatthefirmcandowithitsresources企業(yè)處理自己資源的能力CoreCompetencies核心競爭力Capabilitiesthefirmisespeciallygoodat企業(yè)強項Competitiveadvantages競爭優(yōu)勢Corecompetenciesthatare:核心競爭力1)Valuable有價值2)Rare稀有3)Difficulttoimitate難以仿制4)Nonsubstitutable

不可替代ValueChain價值鏈RawmaterialsInventory原材料賬目Operations運作Finishedgoods成品Marketing市場Distribution推廣Customer客戶

Service服務邊際價值ValueMarginResearch&development研發(fā)Purchasing采購Accounting會計Humanresources人力資源Supportactivities輔助任務Primaryactivities基本任務Valuechainanalysishelpsfirmsunderstandhowactivitiescontributetocreatingvalueforcustomersandwhatcostsareincurredtocompleteeachactivity.價值鏈分析幫助企業(yè)理解如何為顧客創(chuàng)造價值，以及完成某項任務的成本。Outsourcing外包Potentialproblemswithoutsourcing:外包可能產(chǎn)生的問題Joblossesforthefirm’scommunities.企業(yè)崗位減少Hardtoreverseoutsourcingdecisions.外包決策難以收回Benefitsofoutsourcing:外包益處Samequalityorbetteratalowercost.同等或較好的品質(zhì)，但成本較低。Higherqualitybecauseofsupplierspecialization.供貨商專業(yè)，品質(zhì)較好。Economiesofscalethatthespecializationproduces.專業(yè)化產(chǎn)生的經(jīng)濟比Increasedflexibility,reducedrisks,decreasedcapitalrequirements.機動性增加，風險降低，資本需求降低Allowsthefirmtofocusonitscorecompetencies.發(fā)展核心競爭力Usinganexternalsuppliertoprovidepartofthevaluechain利用外埠供貨商來達成部分價值鏈

StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進入Acrossborders跨國聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…FiveBusinessLevelStrategies

五種經(jīng)營層次戰(zhàn)略CostLeadership成本領(lǐng)先Differentiation差異化FocusCostLeadership焦點成本領(lǐng)先FocusedDifferentiation集中差異化IntegratedCostLeadership/Differentiation綜合成本領(lǐng)先/差異化CompetitiveAdvantage競爭優(yōu)勢Cost成本Uniqueness獨特點CompetitiveScope競爭范圍BroadTarget大目標NarrowTarget小目標Anactionplanthatdescribeshowafirmwillcompeteinitschosenindustryormarketsegment企業(yè)在選擇的工業(yè)與市場面如何競爭的行動計劃Examples例子Lowcost低成本W(wǎng)hattypeofvaluechainactivitiesshouldthefirmfocusonandwithwhatorganizationalstructure?企業(yè)應重點注意何種價值鏈行動？何種組織結(jié)構(gòu)？Differentiation差異化Whattypeofvaluechainactivitiesshouldthefirmfocusonandwithwhatorganizationalstructure?企業(yè)應重點注意何種價值鏈行動？何種組織結(jié)構(gòu)？StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進入Acrossborders跨國聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…MultiproductStrategy產(chǎn)品多元化戰(zhàn)略Anactionplanthatafirmdevelopstocompeteindifferentproductmarkets企業(yè)用來競爭的不同產(chǎn)品市場的行動計劃Whydofirmsdothis?原因Growrevenuesandprofits增加收入與利潤Reduceriskviaproductdiversification減少風險Applycorecompetenciesinnewways以新的方式來利用核心競爭力Developeconomiesofscope發(fā)展規(guī)模經(jīng)濟Extendthefirm’sbrandintoadditionalproductareas擴展產(chǎn)品使用企業(yè)品牌的領(lǐng)域TypesofMultiproductStrategies產(chǎn)品多元化戰(zhàn)略類型Singlebusiness:

單一業(yè)務型

Morethan95percentofrevenuecomesfromasinglebusiness.超過95%收入來自一種業(yè)務Dominantbusiness:

主導業(yè)務型

Between70and95percentofrevenuecomesfromasinglebusiness.75%---95%收入來自一種業(yè)務Relatedconstrained:

相關(guān)-限制型

Lessthan70percentofrevenuecomesfromthedominantbusiness,andallbusinessesshareproduct,technological,anddistributionlinkages. 低于70%的收入來自主導業(yè)務，所有業(yè)務共同使用產(chǎn)品，技術(shù)與市場鏈Relatedlinked(mixedrelatedandunrelated):

相關(guān)-關(guān)聯(lián)型（相關(guān)的和不相關(guān)的）

Lessthan70percentofrevenuecomesfromthedominantbusiness,andonlylimitedlinksexistbetweenbusinesses.低于70%的收入來自主導業(yè)務，業(yè)務之間僅有有限鏈接。Unrelated:無關(guān)型

Lessthan70percentofrevenuecomesfromthedominantbusiness,andnocommonlinksexistbetweenbusinesses.低于70%的收入來自主導業(yè)務，業(yè)務之間沒有鏈接Low低Moderate中High高VeryHigh很高LevelofdiversificationMultiproductstrategy產(chǎn)品多元化戰(zhàn)略

Corporateandoperationalrelatedness

公司與運作關(guān)聯(lián)性RelatedConstrainedDiversification相關(guān)-限制型多樣化BothOperationalandCorporateRelatedness運籌與企業(yè)相關(guān)型UnrelatedDiversification無關(guān)多樣化RelatedLinkedDiversification相關(guān)-關(guān)聯(lián)型多樣化CorporateRelatedness整體關(guān)聯(lián)性Low低High高OperationalRelatedness運作關(guān)聯(lián)High高Low低Howdoacompany’sproductareasrelateorconnecttoeachother?公司產(chǎn)品領(lǐng)域如何連接？MultiproductStrategiesImplementation產(chǎn)品多元化戰(zhàn)略的執(zhí)行Multidivisional(M-form)Structure.多種部門結(jié)構(gòu)Anorganizationalstructureinwhichthefirmisorganizedtogenerateeithereconomiesofscopeorfinancialeconomies.企業(yè)組織來產(chǎn)生經(jīng)濟規(guī)模與財務效益

ThreeVariationsoftheMultidivisionalStructure三種多種部門結(jié)構(gòu)CooperativeFormoftheMultidivisionalStructurefor

ImplementingtheRelatedConstrainedStrategy

用以執(zhí)行相關(guān)-限制型戰(zhàn)略的多部門結(jié)構(gòu)的合作形式SBUFormoftheMultidivisionalStructureforImplementingtheRelatedLinkedStrategy

用以執(zhí)行相關(guān)-限制型戰(zhàn)略的多部門結(jié)構(gòu)的SBU形式CompetitiveFormoftheMultidivisionalStructurefor

ImplementingtheUnrelated-DiversificationStrategy

多部門結(jié)構(gòu)的競爭形式

實行不相關(guān)多元化戰(zhàn)略StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進入Acrossborders跨國聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…TargetScreening目標評估TargetNegotiation目標談判DueDiligence盡職調(diào)查AcquisitionIntegration收購整合MergerandAcquisitionProcess并購過程Decisionmakingphase決策階段Reasonsforacquisitions:收購理由Gainmarketpower贏得市場競爭力Increasegrowth發(fā)展Reducecost降低成本Buildcapabilities增加實力Managerisk風險管理Executionphase執(zhí)行階段Pitfalls:缺點Inadequateevaluation估價不當Paytoomuch出價太高Takeontoomuchdebt負債太多Overdiversification多樣化過度Managerswithdealfever管理者急于成交StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進入Acrossborders跨國聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…Crossingbordersstrategies

跨過戰(zhàn)略Globalstrategy:全球戰(zhàn)略Singlemarket單一市場Standardizeproduct產(chǎn)品標準化TransnationalStrategy:過渡性戰(zhàn)略Combineglobalefficiencywithlocalresponsiveness結(jié)合全球化效率與地方反應Multi-domesticstrategy:多種國內(nèi)戰(zhàn)略Independentsubsidiariesineachcountry各國自己的補貼Pressuresforlocalresponsivenessandflexibility地方反應程度與機動性壓力Low低High高Pressuresforglobalefficiencies全球化效率的壓力High高Low低Motives:動機Sourcingofresourcesandsupplies尋找資源與供應Expandintonewmarkets擴展新市場Competitiverivalry競爭對手Usecorecompetencies使用核心競爭力MethodstocrossbordersExporting出口Licensing授權(quán)Franchising連鎖OtherContractModes其他合同方式ContractManufacturing按合同生產(chǎn)TurnkeyProjectManagementcontract管理合同F(xiàn)oreignDirectInvestment外國直接投資Strategicallianceandjointventure戰(zhàn)略聯(lián)合與合作GreenfieldventureAcquisition收購Whichmethodisbest?那種方法最佳？DecisionFactors:決策因素Firm-specificresources企業(yè)特定資源Needforcontrol控制需要Country-specific特定國家Location地理位置Internalcoordinationandadministration內(nèi)部協(xié)調(diào)與管理StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導Environments:環(huán)境Internal內(nèi)部External外部Rivalry:競爭Businesslevelstrategies經(jīng)營層次戰(zhàn)略Multiproductstrategies產(chǎn)品多元化戰(zhàn)略Mergers&acquisitions并購Marketentry:市場進入Acrossborders跨國聯(lián)盟Entrepreneurship創(chuàng)業(yè)Competingvia競爭方式

…StrategicAlliance戰(zhàn)略聯(lián)盟Arelationshipbetweenfirmsinwhichthepartnersagreetocooperateinwaysthatprovidebenefitstoeachfirm.合作伙伴企業(yè)彼此合作，互相受益。Reasonsforstrategicalliances戰(zhàn)略聯(lián)盟原因Gainaccesstoarestrictedmarket進入受限制的市場Developnewgoodsorservices發(fā)展新貨品與服務Facilitatenewmarketentry配合新市場進入SharesignificantR&Dinvestments共同使用投資Sharerisksandbufferagainstuncertainty分擔風險，防止不穩(wěn)定Developmarketpower發(fā)展市場競爭力Gainaccesstocomplementaryresources得到補充性資源Buildeconomiesofscale建立規(guī)模經(jīng)濟Meetcompetitivechallenges面對競爭挑戰(zhàn)Learnnewskillsandcapabilities學習新技巧與能力Outsourceforlowcostsandhighqualityoutput外包降低成本，提高質(zhì)量Scopeofstrategicalliances戰(zhàn)略聯(lián)盟范圍InternationalStrategicAlliances國際戰(zhàn)略聯(lián)合Prominentmeansofenteringforeignmarkets.進入外國市場的主要方法Manycountriesrequirethis.有關(guān)國家要求Foreignfirmsneedlocalknowledgeandotherresources.外國企業(yè)需要本地情況和其他資源Challenges挑戰(zhàn)Corporate-LevelStrategicAlliances公司法人層次戰(zhàn)略聯(lián)合DiversificationbyAlliance多樣化聯(lián)合SynergybyAllianceEconomiesofscope.規(guī)模經(jīng)濟Franchising連鎖Business-LevelStrategicAlliances經(jīng)營層次聯(lián)合VerticalStrategicAlliance-acrossthevaluechain.垂直戰(zhàn)略聯(lián)合-跨價值鏈HorizontalStrategicAlliance-samestageofthevaluechain水平戰(zhàn)略聯(lián)合-同一階段價值鏈Legalstructureofalliance:聯(lián)盟的法律結(jié)構(gòu)Equity平等Jointventures合作Nonequityalliance非平等聯(lián)盟StrategicManagementProcess

戰(zhàn)略管理過程Vision愿景Leadership領(lǐng)導Env