戰(zhàn)略管理8(1)課件

戰(zhàn)略管理8(1)2024/5/12戰(zhàn)略管理8(1)ComprehensiveStrategicManagementModelMeasure&EvaluatePerformance衡量及評(píng)價(jià)業(yè)績(jī)Chapter9第九章Vision&MissionStatements制定愿景和使命陳述Chapter2第二章ExternalAudit外部分析Chapter3第三章InternalAudit內(nèi)部分析Chapter4第四章LongTermObjectives建立長(zhǎng)期目標(biāo)Chapter5第五章Generate,Evaluate,SelectStrategies制定，評(píng)價(jià)及選擇戰(zhàn)略Chapter6第六章ImplementStrategies:ManagementIssues戰(zhàn)略的實(shí)施的管理問(wèn)題Chapter7第七章ImplementStrategies:Marketing,Fin/Acct,R&D,CIS戰(zhàn)略的實(shí)施：營(yíng)銷(xiāo)，財(cái)務(wù)/會(huì)計(jì)，研發(fā)，計(jì)算機(jī)信息系統(tǒng)Chapter8第八章2戰(zhàn)略管理8(1)ImplementingStrategies

戰(zhàn)略實(shí)施“Thereisno“perfect”strategicdecision.Onealwayshastobalanceconflictingobjectives,conflictingopinions,andconflictingpriorities.Thebeststrategicdecisionisanapproximation—andarisk.”“沒(méi)有“盡善盡美”的戰(zhàn)略決策。人們總是要在相互矛盾的目標(biāo)、觀點(diǎn)及重點(diǎn)之間進(jìn)行平衡。最佳的戰(zhàn)略決策只能是近似合理的，而且總是帶有風(fēng)險(xiǎn)的?！啊狿eterDrucker—－彼得杜拉克－3戰(zhàn)略管理8(1)ImplementingStrategies

戰(zhàn)略實(shí)施“Asmarketwindowsopenandclosemorequickly,itisimportantthatR&Dbetiedevermorecloselytocorporatestrategy.””當(dāng)市場(chǎng)之窗的開(kāi)閉速度變得更快，將研發(fā)同企業(yè)戰(zhàn)略比以前更緊密地聯(lián)系到一起就顯得尤為重要?！啊猈illiamSpenser—－威廉斯賓塞－4戰(zhàn)略管理8(1)ImplementingStrategies

戰(zhàn)略實(shí)施“Mostofthetime,strategistsshouldnotbeformulatingstrategybutratherimplementingstrategiestheyalreadyhave.””戰(zhàn)略制定者的絕大多數(shù)時(shí)間不應(yīng)該花費(fèi)在制定戰(zhàn)略上，而應(yīng)該花費(fèi)在實(shí)施既定戰(zhàn)略上?！啊狧enryMintzberg—－亨利明茨伯格－5戰(zhàn)略管理8(1)ImplementingStrategies

戰(zhàn)略實(shí)施10%ofstrategiesaresuccessfullyimplemented!10%的戰(zhàn)略是能成功實(shí)施的！Sowhatcanwelearnaboutmaximisingsuccessfulimplementation?所以要使實(shí)施最大程度地取得成功，我們應(yīng)該學(xué)習(xí)些什么？Question:Howwouldyourateyourbusinessintermsofsuccessfulstrategyimplementation?問(wèn)題：在成功實(shí)施戰(zhàn)略方面，你怎么評(píng)價(jià)你所在的企業(yè)？6戰(zhàn)略管理8(1)ImplementingStrategies

戰(zhàn)略實(shí)施Majorproblems:主要問(wèn)題Failingtosegmentmarketsappropriately 未能恰當(dāng)?shù)丶?xì)分市場(chǎng)Payingtoomuchforanewacquisition 在新的收購(gòu)案中付出過(guò)多FallingbehindcompetitioninR&D 在研究開(kāi)發(fā)的競(jìng)爭(zhēng)中落后NotrecognizingbenefitofITSinmanaginginformation 未能認(rèn)識(shí)到信息技術(shù)系統(tǒng)對(duì)管理信息的作用Anythingelse? 還有什么其他問(wèn)題？7戰(zhàn)略管理8(1)MarketingIssues

市場(chǎng)營(yíng)銷(xiāo)問(wèn)題TwoVariablesofCentralImportancetoStrategyImplementation:影響戰(zhàn)略實(shí)施的兩個(gè)重要變量MarketSegmentation 市場(chǎng)細(xì)分ProductPositioning 產(chǎn)品定位8戰(zhàn)略管理8(1)MarketingIssues

市場(chǎng)營(yíng)銷(xiāo)問(wèn)題CurrentIssues:現(xiàn)有問(wèn)題：MarketingviatheInternet 透過(guò)互聯(lián)網(wǎng)進(jìn)行營(yíng)銷(xiāo)Consumer“profiling” 確認(rèn)消費(fèi)者“特征”9戰(zhàn)略管理8(1)Exercise1

練習(xí)1Whatisyourbusinessdoingaboutmarketingintermsofthe4Ps(product,price,promotion,place) 你所在的企業(yè)在營(yíng)銷(xiāo)的4P(產(chǎn)品，價(jià)格，促銷(xiāo)和渠道）方面是怎么做的？Analyse&sharewiththegroup,&thenpresentmainlearningstotheclass 請(qǐng)進(jìn)行分析并小組討論，然后和全班分享主要心得。10戰(zhàn)略管理8(1)MarketingIssues

市場(chǎng)營(yíng)銷(xiāo)問(wèn)題MarketSegmentation市場(chǎng)細(xì)分Usedinstrategyimplementation在戰(zhàn)略實(shí)施中運(yùn)用Particularlyusefulinsmallandspecializedfirms 對(duì)小型企業(yè)及專(zhuān)業(yè)化企業(yè)尤為有效11戰(zhàn)略管理8(1)MarketingIssues

市場(chǎng)營(yíng)銷(xiāo)問(wèn)題MarketSegmentation市場(chǎng)細(xì)分Importantbecause:重要，是因?yàn)镸arketandproductdevelopment,marketpenetration,anddiversification,allcallfornewmarketsorproducts 市場(chǎng)和產(chǎn)品的開(kāi)發(fā)、市場(chǎng)滲透和多元化，都要求有新的市場(chǎng)和產(chǎn)品

12戰(zhàn)略管理8(1)MarketingIssues

市場(chǎng)營(yíng)銷(xiāo)問(wèn)題MarketSegmentation市場(chǎng)細(xì)分Firmcanoperatewithlimitedresources. 公司以有限的資源運(yùn)作Segmentationdecisionsdirectlyaffectmarketingmixvariables: 細(xì)分的決策直接影響營(yíng)銷(xiāo)組合中的各個(gè)變量Product,place,promotion,andprice產(chǎn)品，渠道，促銷(xiāo)，價(jià)格MarketSegmentation市場(chǎng)細(xì)分Characteristics&needsofconsumers 消費(fèi)者的特點(diǎn)和需求Consumersimilaritiesanddifferences 消費(fèi)者之間的異同Consumergroupprofiles 消費(fèi)者群體的特征

13戰(zhàn)略管理8(1)MarketingIssues

市場(chǎng)營(yíng)銷(xiāo)問(wèn)題MarketSegmentation市場(chǎng)細(xì)分Basedon:基于：Geographicvariables 地域差異Demographicvariables 人口差異Behavioralvariables 行為差異14戰(zhàn)略管理8(1)MarketingIssues

市場(chǎng)營(yíng)銷(xiāo)問(wèn)題ProductPositioningasaStrategyImplementationTool產(chǎn)品定位作為戰(zhàn)略實(shí)施的一個(gè)工具Lookfor“vacantniches.” 尋找“尚未開(kāi)發(fā)的縫隙市場(chǎng)”Avoidsuboptimization 避免在各分市場(chǎng)間騎墻Don’tservetwosegmentswithsamestrategy. 不要在兩個(gè)細(xì)分市場(chǎng)中使用同樣的戰(zhàn)略Don’tpositionfirminthemiddleofthemap.不要把公司定位在產(chǎn)品定位圖的中間15戰(zhàn)略管理8(1)Exercise2

練習(xí)2Isyourbusinesspositioningitselfinitsmarkets? 你所在的公司有自己的市場(chǎng)定位嗎？Whatwouldyourecommendformoreeffectivepositioning?Discussinyourgroup 與小組的成員討論，你會(huì)提供什么建議使公司的定位更加有效。Share1learningwiththeclass 與全班分享以上的結(jié)果16戰(zhàn)略管理8(1)Finance/Accounting

財(cái)務(wù)/會(huì)計(jì)HomeworkTask:家庭作業(yè)：ReviewMBAunitsonFinance,Accounting&EconomicsfortheirrelevancetoStrategicManagement復(fù)習(xí)MBA課程中財(cái)務(wù)、會(huì)計(jì)和經(jīng)濟(jì)學(xué)中與戰(zhàn)略管理的相關(guān)的部分17戰(zhàn)略管理8(1)Finance/Accounting

財(cái)務(wù)/會(huì)計(jì)FinancialBudgetsasstrategies財(cái)務(wù)預(yù)算也是戰(zhàn)略TypesofBudgets:預(yù)算類(lèi)型：Capitalbudgets資本預(yù)算Expensebudgets費(fèi)用預(yù)算Divisionalbudgets部門(mén)/分公司的預(yù)算Variablebudgets可變預(yù)算Flexiblebudgets靈活預(yù)算Fixedbudgets固定預(yù)算18戰(zhàn)略管理8(1)Finance/Accounting

財(cái)務(wù)/會(huì)計(jì)FinancialBudgets財(cái)務(wù)預(yù)算Limitations:局限：Canbetoodetailed;cumbersomeandexpensive 可能太詳細(xì)，太繁瑣和太費(fèi)錢(qián)Canbeasubstituteforobjectives 可能成為目標(biāo)的替代品Canhideinefficiencies 可能隱藏了低效率Figurescanlie!(Recentworldwidescandals) 數(shù)字也會(huì)“撒謊”！(最近世界范圍內(nèi)的丑聞）Canbeusedascontrolinstrumentratherthantoencouragestrategicthinkingandpractice 可能會(huì)成為一個(gè)控制的工具而不是去鼓勵(lì)戰(zhàn)略性思維和實(shí)踐19戰(zhàn)略管理8(1)Finance/Accounting

財(cái)務(wù)/會(huì)計(jì)BusinessValuationasStrategy評(píng)估企業(yè)價(jià)值也是戰(zhàn)略Mainapproaches:主要方法：Whatafirmowns 一個(gè)企業(yè)擁有什么Whatafirmearns 一個(gè)企業(yè)賺取什么Whatafirmwillbringinthemarket 一個(gè)企業(yè)能為市場(chǎng)帶來(lái)什么Determinenetworthorshareholders’equity 決定凈價(jià)值或者所有者權(quán)益Providesestimateoffirm’smonetaryvalue對(duì)企業(yè)的貨幣價(jià)值進(jìn)行估計(jì)20戰(zhàn)略管理8(1)Finance/Accounting

財(cái)務(wù)/會(huì)計(jì)BusinessValuationasStrategy評(píng)估企業(yè)價(jià)值也是戰(zhàn)略Inadequateifonlymeasuresmonetaryworth 如果只衡量貨幣價(jià)值是不夠的21戰(zhàn)略管理8(1)R&DIssues

研發(fā)問(wèn)題ResearchandDevelopment(R&D)研究與開(kāi)發(fā)（研發(fā)）Innovationandentrepreneurshiparecriticalsuccessfactorsintoday’sbusinessworld 在今日的商業(yè)社會(huì)，創(chuàng)新與創(chuàng)業(yè)精神是重要的成功因素Developmentofnewproductsandimprovementofexistingproducts 對(duì)新產(chǎn)品的開(kāi)發(fā)與對(duì)現(xiàn)有產(chǎn)品的改進(jìn)Criticalsuccessfactors(CSFs)needtobesustainable,bothinenvironmentalandfinancialterms 重要的成功因素應(yīng)該是在環(huán)境和財(cái)務(wù)方面都是可持續(xù)發(fā)展的22戰(zhàn)略管理8(1)R&DIssues

研發(fā)問(wèn)題ResearchandDevelopment(R&D)研究與開(kāi)發(fā)（研發(fā)）R&Dpoliciesneedtomatchmarketopportunitieswithinternalcapabilities 研發(fā)政策應(yīng)該使市場(chǎng)機(jī)遇和內(nèi)部能力相匹配Importanceofinnovationtoentrepreneurship 創(chuàng)新對(duì)企業(yè)家至關(guān)重要R&DasCSFPoliciesenhancestrategy-implementationefforts: 將研發(fā)作為成功主要因素的政策能增強(qiáng)戰(zhàn)略實(shí)施：Productorprocessimprovements改善產(chǎn)品或流程Stressbasicorappliedresearch加強(qiáng)基礎(chǔ)或應(yīng)用研究Public-privatesectorpartnerships建立政府部門(mén)和私營(yíng)企業(yè)的合作關(guān)系Linkstouniversityandresearchcentres與大學(xué)及研究中心建立聯(lián)系23戰(zhàn)略管理8(1)R&DasStrategy

研發(fā)作為戰(zhàn)略ThreeMajorApproaches三大重要方法Firstmoverinnewtechnologicalproducts 做新技術(shù)產(chǎn)品的先行者Innovativeimitatorofsuccessfulproducts 對(duì)成功產(chǎn)品的創(chuàng)