企業(yè)戰(zhàn)略管理6

U51050StrategicManagementU51050

戰(zhàn)略管理Module6:第六6章：Generating,EvaluatingandSelectingStrategies制定、評價和選擇戰(zhàn)略1

ComprehensiveStrategicManagementModel

綜合戰(zhàn)略管理模型Vision&MissionStatements制定愿景和使命陳述Chapter2ExternalAudit外局部析Chapter3InternalAudit內(nèi)局部析Chapter4LongTermObjectives長期目標(biāo)Chapter5Generate,Evaluate,SelectStrategies制定,評價和選擇戰(zhàn)略Chapter6ImplementStrategies:MgmtIssues戰(zhàn)略實(shí)施:管理問題Chapter7Measure&EvaluatePerformance度量和評價績效Chapter9ImplementStrategies:Marketing,Fin/Acct,R&D,CIS戰(zhàn)略實(shí)施:營銷,財(cái)務(wù)/會計(jì),研發(fā)和計(jì)算機(jī)信息系統(tǒng)問題Chapter82StrategyAnalysis&Choice

戰(zhàn)略分析和選擇“Ifbusinessisnotbasedonethicalgrounds,itisofnobenefittosocietyandwill,likeallotherunethicalcombinations,passintooblivion.〞“如果公司不是以道德為根底,那么它就不會給社會帶來任何益處,并且會像其它不道德的聯(lián)合體一樣,最終會消失.〞—MaxKillan—3StrategyAnalysis&Choice

戰(zhàn)略分析和選擇“Plannersshouldnotplan,butserveasfacilitators,catalysts,enquirers,educators,andsynthesizerstoguidetheplanningprocesseffectively.〞“方案制定者不應(yīng)該方案,而應(yīng)該擔(dān)當(dāng)一個推動者,催化劑,詢問者,教育者和總結(jié)者來引導(dǎo)方案過程高效地進(jìn)行.〞—HaxandMajluf—4StrategyAnalysis

戰(zhàn)略分析StrategicAnalysis: 戰(zhàn)略分析: Makingsubjectivedecisionsbasedonobjectiveinformation! 在客觀的信息的根底上作主觀的決策! Creative,ethicalandrational! 有創(chuàng)造性,有道德,并且具有理性! Needparticipative,broadlybased,opensystemapproaches. 需要運(yùn)用具有參與性的,有廣泛根底的,有開放的系統(tǒng)的方法. Manymethodsorapproachesexist,avoidnarrowandstaticresponseseglimitedmatrixtechnologies 有許多方法可以運(yùn)用,要防止出現(xiàn)狹隘的或靜態(tài)的反響,例如,有局限性的矩陣技術(shù) 5WhatisaneffectiveStrategy?

什么是有效的戰(zhàn)略?Doeffectivestrategieshavecommoncharacteristics?Aretherefundamentalorguidingprinciples? 有效的戰(zhàn)略是否具備共同的特征?是否有一些根本的或指導(dǎo)性的原那么?Combineinternalanalysiswithknowledgeofexternalenvironment 把內(nèi)局部析和外部環(huán)境的知識結(jié)合到一起Ethicsisgoodbusiness 道德就是一家好的公司所應(yīng)具備的Stakeholderbuy-in 利益相關(guān)者能夠接受Anythingelse? 除此之外還有什么?6StrategyAnalysis&Choice

戰(zhàn)略分析和選擇Generating&SelectingStrategies制定和選擇戰(zhàn)略Involveabroadmixofemployeesandstakeholders/verticalsliceapproach 有大量的處于不同層次的員工以及利益相關(guān)者的參與/縱向分割法“Getthewholebusinessintheroom〞 “把整個公司都放進(jìn)一個房間〞Representationfromeachdepartment/function/keytargetgroups;customers;communityinterests 來自每個部門/職能部門/關(guān)鍵使命組的代表;客戶;社區(qū)中表示關(guān)注人士Opportunitytogainsharedunderstandingofdirection 獲得共享對(開展)方向的理解的時機(jī)Vehicletodevelopbroadercommitmenttoorganizationalobjectivesandpartnerships 為組織目標(biāo)和合作關(guān)系開展更大程度的投入的工具7Exercise1 練習(xí)1Brainstormthefundamentals/guidingprinciplesforsuccessfulstrategydevelopment. 頭腦風(fēng)暴法是制定成功的戰(zhàn)略的根本的/指導(dǎo)性的原那么.Basedonexperienceandstudy,whatdoyouinclude.Why?Sharewithyourgroup 基于過去的經(jīng)驗(yàn)和所學(xué)習(xí)的內(nèi)容,你能得出什么結(jié)論.為什么?和你的小組成員分享你的想法.Formacompositeclasslist 全班共同羅列出一份清單8StrategyAnalysis&Choice

戰(zhàn)略分析和選擇StrategicAnalysisandChoiceprocess:

戰(zhàn)略分析和選擇過程:Generatefeasiblealternatives

制定可行的備選方案Evaluatealternatives

對備選方案進(jìn)行評價Selectspecificcourseofaction

選擇具體的行動過程9StrategyAnalysis&Choice

戰(zhàn)略分析和選擇RolesandresponsibilitiesofBoardandseniormanagementinstrategydevelopmentandoversight 董事會和高級管理層的角色和責(zé)任是戰(zhàn)略制定和監(jiān)控Helicoptervieworhands-on?

高瞻遠(yuǎn)矚還是事必躬親?Accountability? 責(zé)任?Implementationoversight 對實(shí)施的監(jiān)控CurrentlyNo.1Westernbusinesschallenge!

當(dāng)前西方龍頭公司所面臨的挑戰(zhàn)!10Exercise2 練習(xí)2Whataretheroles&responsibilitiesofDirectorsinyourorganisation?Aretheysufficientlyaccountable?

你的組織中的高級管理人員的角色和責(zé)任是什么?他們是否完全可以信賴?Shareyourexperiencewithyourgroup,andmajorlearningswiththeclass

和你的小組成員分享你的經(jīng)驗(yàn),并和全班一起分享你主要的學(xué)習(xí)心得11Understandingstakeholdertheory:BusinessanditscommunitiesCommunitySitecommunityCustomersImpactcommunitiesCybercommunitiesCommunitiesofinterestCommunitiesofpracticeEmployeecommunity

StakeholderInterestGeographiclocationofacompany’soperations,offices,orassetsValuechainsandendusers;immediateneighbors,others?Affectedbyexternalitiesfromfacility(e.g.,pollution,traffic)AllpartiesthatusetheInternettolearnaboutthecompanyStakeholdersthathavearealinterestinthecompanyThosewhoengageinsimilaractivities,orpractices(ITexperts;ethicsofficers;communityexperts)

Thosewhoworkorlivenearfacility12理解利益相關(guān)者理論:公司及其相關(guān)的社區(qū)團(tuán)體社區(qū)團(tuán)體(公司所處的)社區(qū)客戶影響團(tuán)體計(jì)算機(jī)社區(qū)利益/興趣團(tuán)體實(shí)踐團(tuán)體員工團(tuán)體利益相關(guān)者的興趣/利益一家公司的運(yùn)營部門,辦公室或資產(chǎn)所在的地理位置價值鏈和終端用戶;緊鄰,其他的?受到來自設(shè)施的外在影響(例如,污染,交通)所有運(yùn)用計(jì)算機(jī)來了解該公司的各方人員對該公司有實(shí)際興趣/在該公司有實(shí)際利益的利益相關(guān)者那些參與相似活動或?qū)嵺`的人(信息技術(shù)專家、道德官員、社區(qū)專家)

那些工作或生活與公司聯(lián)系非常密切的人13StrategyAnalysis&Choice

戰(zhàn)略分析和選擇Generating&SelectingStrategies制定和選擇戰(zhàn)略Developsetofpossible/desirablestrategies

制定一系列的可能的/理想的戰(zhàn)略Determineforeach:

確定每個戰(zhàn)略的:Advantages/Disadvantages 優(yōu)勢和弱點(diǎn)Riskprofile 風(fēng)險情況描述Possibleuseoftechnologies運(yùn)用技術(shù)的可能性14StrategyAnalysis&Choice

戰(zhàn)略分析和選擇Generating&SelectingStrategies制定和選擇戰(zhàn)略Evaluateeachalternativeagainstcriteriaformedfromvision,missionandlongtermobjectives

運(yùn)用愿景,使命和長期目標(biāo)所確定的標(biāo)準(zhǔn)來評價每個備選方案Internalandexternalauditinformation

內(nèi)部和外部的分析信息Visionandmissionstatementasstartingpoint

以愿景和使命陳述作為起點(diǎn)Listandanalyseoptionsandalternatives

羅列和分析選擇和備選方案15Strategy-FormulationAnalyticalFramework戰(zhàn)略制定的分析性框架Stage1:TheInputStage階段1:輸入階段Stage2:EvaluatingDataStage階段2:評價數(shù)據(jù)階段Stage3:TheDecisionStage階段3:決策階段16SWOTAnalysis

SWOT分析Strengths: 優(yōu)勢:Mostwidelyusedacrosstheworld

在全世界廣泛地被運(yùn)用Inallindustries 所有的行業(yè)都在使用Simpleandeasytoapply簡單且易于應(yīng)用Weaknesses: 弱點(diǎn):Static,notfuture-focussed

靜態(tài)的,不是著眼于未來Doesnotaddresscomplexenvironment

未針對復(fù)雜的環(huán)境17TOWSAnalysis

TOWS分析MovesSWOTfromorganisationalanalysistostrategyformation 將SWOT分析從組織性分析轉(zhuǎn)移到戰(zhàn)略制定Allowssomefuturefocus 引入了一些未來著重點(diǎn)Abletoaddressstrategicintent 能夠表達(dá)戰(zhàn)略意圖Doesnotlook‘outsidethesquare’

沒有“突破性思維〞〔“跳出圈外〞觀看〕18FourTypesofStrategies

四種戰(zhàn)略WTStrategies弱點(diǎn)-威脅戰(zhàn)略STStrategies優(yōu)勢-威脅戰(zhàn)略WOStrategies弱點(diǎn)-機(jī)會戰(zhàn)略SOStrategies優(yōu)勢-機(jī)會戰(zhàn)略ThreatsOpportunitiesWeaknessesStrengths(TOWS)威脅時機(jī)弱點(diǎn)優(yōu)勢19SOStrategies優(yōu)勢-時機(jī)戰(zhàn)略SOStrategies優(yōu)勢-機(jī)會戰(zhàn)略Useafirm’sinternalstrengthstotakeadvantageofexternalopportunities使用公司的內(nèi)部優(yōu)勢來利用外部的機(jī)會ThreatsOpportunitiesWeaknessesStrengths(TOWS)威脅時機(jī)弱點(diǎn)優(yōu)勢20WOStrategies弱點(diǎn)-時機(jī)戰(zhàn)略WOStrategies弱點(diǎn)-機(jī)會戰(zhàn)略Improvinginternalweaknessesbytakingadvantageofexternalopportunities通過利用外部的機(jī)會來改善內(nèi)部的弱點(diǎn)ThreatsOpportunitiesWeaknessesStrengths(TOWS)威脅時機(jī)弱點(diǎn)優(yōu)勢21STStrategies 優(yōu)勢-威脅戰(zhàn)略STStrategies優(yōu)勢-威脅戰(zhàn)略Usingfirm’sstrengthstoavoidorreducetheimpactofexternalthreats.運(yùn)用公司的戰(zhàn)略來避免或減少外部威脅的影響.ThreatsOpportunitiesWeaknessesStrengths(TOWS)威脅時機(jī)弱點(diǎn)優(yōu)勢22WTStrategies 弱點(diǎn)-威脅戰(zhàn)略WTStrategies弱點(diǎn)-威脅戰(zhàn)略Defensivetacticsaimedatreducinginternalweaknessesandavoidingenvironmentalthreats.目的在于減少內(nèi)部弱點(diǎn)和避免環(huán)境威脅的防御性戰(zhàn)術(shù)ThreatsOpportunitiesWeaknessesStrengths(TOWS)威脅時機(jī)弱點(diǎn)優(yōu)勢23Exercise3 練習(xí)3UsingtheTOWSMatrix(fordetailedinstructionsrefertext)運(yùn)用TOWS矩陣(詳細(xì)使用說明請參照課本)Inyoursmallgroupchooseabusinessyouareallfamiliarwith在你的小組中選擇你們都熟悉的一家公司:List:列出:Thefirm’skeyexternalopportunities 該公司的主要外部時機(jī)Itskeyexternalthreats 主要外部威脅Itskeyinternalstrengths 主要內(nèi)部優(yōu)勢Itskeyinternalweaknesses 主要內(nèi)部弱點(diǎn)24Exercise3 練習(xí)3Match: 匹配:internalstrengthswithexternalopportunitiesandrecordtheresultantSOStrategies 將內(nèi)部的優(yōu)勢和外部的時機(jī)相匹配并記錄下作為相應(yīng)結(jié)果的優(yōu)勢-時機(jī)戰(zhàn)略internalweaknesseswithexternalopportunitiesandrecordtheresultantWOStrategies 將內(nèi)部弱點(diǎn)和外部時機(jī)相匹配,并記錄下作為相應(yīng)的結(jié)果的弱點(diǎn)-時機(jī)戰(zhàn)略strengthswithexternalthreatsandrecordtheresultantSTStrategies 將優(yōu)勢和外部的威脅相匹配,并記錄下作為相應(yīng)結(jié)果的優(yōu)勢-威脅戰(zhàn)略internalweaknesseswithexternalthreatsandrecordtheresultantWTStrategies 將內(nèi)部弱點(diǎn)和外部的威脅向匹配,并記錄下作為相應(yīng)結(jié)果的弱點(diǎn)-威脅戰(zhàn)略25Exercise3:TOWSMatrixWorkSheet

練習(xí)3:TOWS矩陣的工作表WTStrategies弱點(diǎn)-威脅戰(zhàn)略Minimizeweaknessesandavoidthreats將弱點(diǎn)最小化并且避免威脅STStrategies優(yōu)勢-威脅戰(zhàn)略Usestrengthstoavoidthreats運(yùn)用優(yōu)勢來避免威脅Threats-T威脅ListThreats列出威脅WOStrategies弱點(diǎn)-機(jī)會戰(zhàn)略O(shè)vercomeweaknessesbytakingadvantageofopportunities通過利用機(jī)會來克服弱點(diǎn)SOStrategies優(yōu)勢-機(jī)會戰(zhàn)略Usestrengthstotakeadvantageofopportunities運(yùn)用優(yōu)勢來利用機(jī)會Opportunities-O機(jī)會ListOpportunities列出機(jī)會Weaknesses-W弱點(diǎn)ListWeaknesses列出弱點(diǎn)Strengths-S優(yōu)勢ListStrengths列出優(yōu)勢LeaveBlank保留空白26Exercise3 練習(xí)3EachgroupsharekeylearningsfromTOWSmatrixexercisewiththeclass

每個小組將從TOWS矩陣的練習(xí)中所學(xué)到的內(nèi)容與全班分享27CorporateGovernance&Strategy

公司管理和戰(zhàn)略Challengeforthenewmillenium 新千年的挑戰(zhàn)LinkstoSustainability 和可持續(xù)開展相聯(lián)系PartofTripleBottomLine(peopleprofitplanet)businessapproach 三條底線的一局部[人員,利潤和行星(環(huán)境)]的企業(yè)方法Implicationsforglobalisation 全球化的啟示Howisyourbusinessled?WhatistheroleoftheBoardetc? 你的公司(的管理層)是如何領(lǐng)導(dǎo)的?董事會的角色是什么?28Communitysupportforcriticalstrategicsuccess

對關(guān)鍵戰(zhàn)略性成功的社區(qū)支持Communitypartnershipslinkedtocorporatecitizenship,new‘valueadder’社區(qū)合作關(guān)系和企業(yè)公民,新“增值者〞聯(lián)系起來Reactiontocorporatescandalsandfailureofaccountingmodels 對公司丑聞和會計(jì)模式的失敗的反響Recentscandalsenormous‘fallout’/‘tipoftheiceberg’(USPresidentBush) 最近的丑聞中有巨型公司的“出局〞/“冰山一角〞(美國總統(tǒng)布什)EthicsandCorporateGovernanceasgoodbusiness 道德和公司管理是好公司所必備的29NewCommunity/BusinessAgendasBusinessparticipationdesiredbycommunitySupportforartandculturalactivitiesSupportfortrafficmanagementParticipationinurbanplanningandcommunitydevelopmentSupportoflocalhealthcareprogramsSupportofhospitalsandhealthclinicsSupportofschoolsSupportforcommunityorganisations–bothleadershipandfundingAssistanceforlessadvantagedpeopleSupportforpollutioncontrolParticipationinemergencyplanningSupportoflocalrecyclingprogramsCommunityservicesdesiredbybusinessEducationandculturalresourcesthatappealtoemployeesFamilyrecreationfacilitiesPublicservices–e.g.,policeandfireprotection;sewer,water,andelectricservicesTaxesthatareequitableanddonotdiscouragebusinessoperationsBusinessparticipationincommunitylifeanddecisionmakingAdequatetransportationsystem–roads,rail,airport,harborPublicofficialswhooperatehonestlyandwithintegrityCooperativeproblem-solvingapproach30新的社區(qū)團(tuán)體/企業(yè)議程社區(qū)團(tuán)體理想中的商業(yè)參與支持藝術(shù)或文化活動支持交通管理參與城市規(guī)劃和社區(qū)開發(fā)支持當(dāng)?shù)氐谋＝》桨钢С轴t(yī)院和健康門診部的(建設(shè))支持學(xué)校支持社區(qū)組織-在領(lǐng)導(dǎo)和融資兩個方面幫助弱勢群體支持污染控制參與緊急方案制定支持當(dāng)?shù)鼗厥辗桨腹舅Ｍ纳鐓^(qū)效勞可以應(yīng)用到員工身上的教育和文化資源家庭娛樂設(shè)施公共效勞-例如,警務(wù)和火警保護(hù);下水道;水,和電子效勞公平的,不至于削弱企業(yè)運(yùn)作的稅收企業(yè)在社區(qū)生活和決策中的參與充足的交通系統(tǒng)-道路、鐵路、飛機(jī)場、港口政府官員有誠信地操作/處理合作的解決問題方法31CorporatePhilanthropyEducation 88%Youth 83Artandculture 81Localhealth76Neighborhoodimprovement63Housing 60Homeless 50Hunger 48Minorityprograms 43AIDSeducation/treatment 42Seniorcitizen/retiree 39%Lowincome/minoritieshealth39Disasterrelief 39Drugandalcoholabuse 38Crimeprevention 35Daycare 31Prenatalandwell-babyhealth30Safety 24Hardtoemploy 24Environment 23Other 17Percentageoflifeinsurancecompaniesinvolvedincommunityprojects,bytypeofproject(US1999)

Source:DatacollectedbytheAmericanCouncilofLifeInsurers32公司慈善事業(yè)人壽保險公司參與到社區(qū)工程中的百分比,按工程類型來分(US1999)教育 88%青少年 83藝術(shù)和文化 81當(dāng)?shù)氐谋＝?6小區(qū)改造建設(shè) 63住房 60無家可歸者 50饑民 48少數(shù)族裔工程 43艾滋病教育/治療 42老年人/退休人士 39%低收入/少數(shù)族裔的保健 39救災(zāi) 39濫用毒品和酗酒 38預(yù)防犯罪 35日常護(hù)理 31分娩前保健和嬰兒保健 30保安 24就業(yè)困難 24環(huán)境 23其它 1733Strategicphilanthropy:

goodcitizenship,goodbusiness

戰(zhàn)略性慈善事業(yè):好公民、好企業(yè)

PurePhilanthropy純粹的慈善事業(yè)BusinessSponsorship企業(yè)贊助StrategicPhilanthropy戰(zhàn)略性慈善事業(yè)(blendspurephilanthropy&businesssponsorshipapproaches)(混合了純粹的慈善事業(yè)和企業(yè)贊助的方法)CommunityBenefits社區(qū)利益