Strategic Management(戰(zhàn)略管理-中英文)

1、leadership in enterprise for asian development 亞洲發(fā)展中的企業(yè)領(lǐng)導(dǎo) leonard d. van drunen june 2008,strategic management 戰(zhàn)略管理,what is strategic management?什么是戰(zhàn)略管理,the process companies use to: 企業(yè)用于達到目標(biāo)的過程,form a vision view of how the current firm will look in the future 形成愿景當(dāng)前企業(yè)如何展望未來,analyze their external

2、environment and their internal environment 分析企業(yè)的內(nèi)外部環(huán)境,select one or more strategies to create value for their stakeholde rs 選擇一種或多種戰(zhàn)略為股東創(chuàng)造價值,strategic management process戰(zhàn)略管理過程,vision 愿景 leadership 領(lǐng)導(dǎo),environments: 環(huán)境 internal內(nèi)部 external 外部,rivalry: 競爭 business level strategies 經(jīng)營層次戰(zhàn)略 multiproduct st

3、rategies 產(chǎn)品多元化戰(zhàn)略 mergers & acquisitions 并購,market entry: 市場進入 across borders 跨國 alliances 聯(lián)盟 entrepreneurship 創(chuàng)業(yè),competing via 競爭方式 ,strategic management process戰(zhàn)略管理過程,vision 愿景 leadership 領(lǐng)導(dǎo),environments: 環(huán)境 internal內(nèi)部 external 外部,rivalry: 競爭 business level strategies 經(jīng)營層次戰(zhàn)略 multiproduct strategies

4、 產(chǎn)品多元化戰(zhàn)略 mergers & acquisitions 并購,market entry: 市場進入 across borders 跨國 alliances 聯(lián)盟 entrepreneurship 創(chuàng)業(yè),competing via 競爭方式 ,strategic leadership戰(zhàn)略領(lǐng)導(dǎo),developing a vision for the firm 為企業(yè)制定愿景 designing strategic actions to achieve this vision 設(shè)計戰(zhàn)略行動來達成愿景 empowering others to carry out those strategic

5、 actions 賦能授權(quán)他人來執(zhí)行戰(zhàn)略行動,strategic leadership actions,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,strategic management process戰(zhàn)略管理過程,vision 愿景 leadership 領(lǐng)導(dǎo),environments: 環(huán)境 internal內(nèi)部 external 外部,rivalry: 競爭 business level strategies 經(jīng)營層次戰(zhàn)略 multiproduct strategies 產(chǎn)品多元化戰(zhàn)略 mergers & acquisitions 并購,market entry: 市場進入

6、 across borders 跨國 聯(lián)盟 entrepreneurship 創(chuàng)業(yè),competing via 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,competitor analysis 分析競爭對手,rivalry 競爭,external environment analysis 外部環(huán)境分析,suppliers 供應(yīng)商,potential entrants 潛在競爭對手,substitute products 替代產(chǎn)品,

7、buyers客戶,general environment 總體環(huán)境,industry environment 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,external environment analysis 外部環(huán)境分析,general environment 大環(huán)境,porters five forces 五力模型,competitor analysis競爭者分析,potential entrants 潛在對手,supp-li

8、ers 供應(yīng)商,subst products 替代產(chǎn)品,buyers 買方,rivalry 對手,industry environment 工業(yè)環(huán)境,porters five forces 五力模型,potential entrants,competitor analysis 競爭者分系,potential entrants 潛在對手,supp-liers 供貨商,subst products 替代品,buyers 買方,rivalry 競爭,industry environment 產(chǎn)業(yè)環(huán)境,barriers to entry: 進入壁壘 economies of scale 規(guī)模經(jīng)濟 ca

9、pital requirements 資本要求 switching costs 轉(zhuǎn)換成本 differentiation差異化 access to distribution經(jīng)銷渠道 government policy 政府政策,potential entrants,competitor analysis 分析競爭對手,potential entrants 潛在對手,supp-liers 供應(yīng)商,subst products 替代品,buyers 買方,rivalry 競爭,industry environment 工業(yè)環(huán)境,rivalry increases due to: 競爭增加是因為 d

10、egree of differentiation差異化程度 switching costs 轉(zhuǎn)換成本 numerous or equally balanced competitors 競爭者多或競爭者力量相當(dāng) slow industry growth 產(chǎn)業(yè)增長慢 high strategic stakes 戰(zhàn)略風(fēng)險高 high fixed costs or high storage costs固定成本高或倉儲成本高 high exit barriers 退出壁壘高,porters five forces 五力模型,economic 經(jīng)濟,socio-cultural 社會文化,global 全

11、球,political/legal 政治/法律,technological 技術(shù),demographic 人口構(gòu)成,competitor analysis,rivalry 競爭,external environment analysis,suppliers,potential entrants 潛在對手,substitute products 替代品,buyers客戶,general environment 大環(huán)境,industry environment 產(chǎn)業(yè)環(huán)境,strategic management process戰(zhàn)略管理過程,vision 愿景 leadership 領(lǐng)導(dǎo),envir

12、onments: 環(huán)境 internal內(nèi)部 external 外部,rivalry: 競爭 business level strategies 經(jīng)營層次戰(zhàn)略 multiproduct strategies 產(chǎn)品多元化戰(zhàn)略 mergers & acquisitions 并購,market entry: 市場進入 across borders 跨國 聯(lián)盟 entrepreneurship 創(chuàng)業(yè),competing via 競爭方式 ,resources 資源 tangible and intangible 有形與無形,resources used for competitive advantag

13、e,capabilities 能力 what the firm can do with its resources 企業(yè)處理自己資源的能力,core competencies 核心競爭力 capabilities the firm is especially good at 企業(yè)強項,competitive advantages 競爭優(yōu)勢 core competencies that are: 核心競爭力 1) valuable 有價值 2) rare 稀有 3) difficult to imitate 難以仿制 4) nonsubstitutable 不可替代,value chain價值鏈

14、,raw materials inventory原材料賬目,operations 運作,finished goods成品,marketing市場 distribution推廣,customer客戶 service服務(wù),邊際價值value,margin,research & development 研發(fā),purchasing 采購,accounting會計,human resources 人力資源,support activities 輔助任務(wù),primary activities 基本任務(wù),value chain analysis helps firms understand how acti

15、vities contribute to creating value for customers and what costs are incurred to complete each activity. 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(wù)的成本。,outsourcing外包,potential problems with outsourcing: 外包可能產(chǎn)生的問題 job losses for the firms communities. 企業(yè)崗位減少 hard to reverse outsourcing decisions. 外包決策難以收回,benefit

16、s of outsourcing: 外包益處 same quality or better at a lower cost. 同等或較好的品質(zhì)，但成本較低。 higher quality because of supplier specialization.供貨商專業(yè)，品質(zhì)較好。 economies of scale that the specialization produces. 專業(yè)化產(chǎn)生的經(jīng)濟比 increased flexibility, reduced risks, decreased capital requirements. 機動性增加，風(fēng)險降低，資本需求降低 allows t

17、he firm to focus on its core competencies. 發(fā)展核心競爭力,using an external supplier to provide part of the value chain 利用外埠供貨商來達成部分價值鏈,strategic management process戰(zhàn)略管理過程,vision 愿景 leadership 領(lǐng)導(dǎo),environments: 環(huán)境 internal內(nèi)部 external 外部,rivalry: 競爭 business level strategies 經(jīng)營層次戰(zhàn)略 multiproduct strategies 產(chǎn)品多

18、元化戰(zhàn)略 mergers & acquisitions 并購,market entry: 市場進入 across borders 跨國 聯(lián)盟 entrepreneurship 創(chuàng)業(yè),competing via 競爭方式 ,five business level strategies五種經(jīng)營層次戰(zhàn)略,cost leadership 成本領(lǐng)先,differentiation差異化,focus cost leadership 焦點成本領(lǐng)先,focused differentiation集中差異化,integrated cost leadership /differentiation 綜合成本領(lǐng)先/差

19、異化,competitive advantage競爭優(yōu)勢,cost 成本,uniqueness 獨特點,competitive scope 競爭范圍,broad target 大目標(biāo),narrow target 小目標(biāo),an action plan that describes how a firm will compete in its chosen industry or market segment 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,low cost 低成本 what type of value chain activities should the fi

20、rm focus on and with what organizational structure? 企業(yè)應(yīng)重點注意何種價值鏈行動？何種組織結(jié)構(gòu)？,differentiation差異化 what type of value chain activities should the firm focus on and with what organizational structure? 企業(yè)應(yīng)重點注意何種價值鏈行動？何種組織結(jié)構(gòu)？,strategic management process戰(zhàn)略管理過程,vision 愿景 leadership 領(lǐng)導(dǎo),environments: 環(huán)境 intern

21、al內(nèi)部 external 外部,rivalry: 競爭 business level strategies 經(jīng)營層次戰(zhàn)略 multiproduct strategies 產(chǎn)品多元化戰(zhàn)略 mergers & acquisitions 并購,market entry: 市場進入 across borders 跨國 聯(lián)盟 entrepreneurship 創(chuàng)業(yè),competing via 競爭方式 ,multiproduct strategy產(chǎn)品多元化戰(zhàn)略,an action plan that a firm develops to compete in different product mar

22、kets 企業(yè)用來競爭的不同產(chǎn)品市場的行動計劃,why do firms do this? 原因 grow revenues and profits 增加收入與利潤 reduce risk via product diversification減少風(fēng)險 apply core competencies in new ways以新的方式來利用核心競爭力 develop economies of scope 發(fā)展規(guī)模經(jīng)濟 extend the firms brand into additional product areas擴展產(chǎn)品使用企業(yè)品牌的領(lǐng)域,types of multiproduct st

23、rategies 產(chǎn)品多元化戰(zhàn)略類型,single business: 單一業(yè)務(wù)型more than 95 percent of revenue comes from a single business. 超過95 % 收入來自一種業(yè)務(wù) dominant business: 主導(dǎo)業(yè)務(wù)型between 70 and 95 percent of revenue comes from a single business.75%-95% 收入來自一種業(yè)務(wù) related constrained: 相關(guān)-限制型less than 70 percent of revenue comes from the

24、dominant business, and all businesses share product, technological, and distribution linkages. 低于70%的收入來自主導(dǎo)業(yè)務(wù)，所有業(yè)務(wù)共同使用產(chǎn)品，技術(shù)與市場鏈 related linked (mixed related and unrelated): 相關(guān)-關(guān)聯(lián)型（相關(guān)的和不相關(guān)的）less than 70 percent of revenue comes from the dominant business, and only limited links exist between busines

25、ses.低于70%的收入來自主導(dǎo)業(yè)務(wù)，業(yè)務(wù)之間僅有有限鏈接。 unrelated:無關(guān)型less than 70 percent of revenue comes from the dominant business, and no common links exist between businesses.低于70%的收入來自主導(dǎo)業(yè)務(wù)，業(yè)務(wù)之間沒有鏈接,low低 moderate中 high高 very high很高,level of diversification,multiproduct strategy產(chǎn)品多元化戰(zhàn)略corporate and operational relatedne

26、ss公司與運作關(guān)聯(lián)性,related constrained diversification 相關(guān)-限制型多樣化,both operational and corporate relatedness 運籌與企業(yè)相關(guān)型,unrelated diversification 無關(guān)多樣化,related linked diversification 相關(guān)-關(guān)聯(lián)型多樣化,corporate relatedness整體關(guān)聯(lián)性,low低,high高,operational relatedness 運作關(guān)聯(lián),high高,low低,how do a companys product areas relate o

27、r connect to each other?公司產(chǎn)品領(lǐng)域如何連接？,multiproduct strategies implementation 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) an organizational structure in which the firm is organized to generate either economies of scope or financial economies. 企業(yè)組織來產(chǎn)生經(jīng)濟規(guī)模與財務(wù)效益 three variations of the multidivis

28、ional structure三種多種部門結(jié)構(gòu),cooperative form of the multidivisional structure forimplementing the related constrained strategy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,sbu form of the multidivisional structure for implementing the related linked strategy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,competitive form of the multidivisional str

29、ucture forimplementing the unrelated-diversification strategy多部門結(jié)構(gòu)的競爭形式實行不相關(guān)多元化戰(zhàn)略,strategic management process戰(zhàn)略管理過程,vision 愿景 leadership 領(lǐng)導(dǎo),environments: 環(huán)境 internal內(nèi)部 external 外部,rivalry: 競爭 business level strategies 經(jīng)營層次戰(zhàn)略 multiproduct strategies 產(chǎn)品多元化戰(zhàn)略 mergers & acquisitions 并購,market entry: 市場

30、進入 across borders 跨國 聯(lián)盟 entrepreneurship 創(chuàng)業(yè),competing via 競爭方式 ,target screening 目標(biāo)評估,target negotiation 目標(biāo)談判,due diligence 盡職調(diào)查,acquisition integration 收購整合,merger and acquisition process 并購過程,decision making phase 決策階段 reasons for acquisitions:收購理由 gain market power贏得市場競爭力 increase growth 發(fā)展 reduc

31、e cost 降低成本 build capabilities 增加實力 manage risk 風(fēng)險管理,execution phase執(zhí)行階段 pitfalls: 缺點 inadequate evaluation 估價不當(dāng) pay too much 出價太高 take on too much debt 負(fù)債太多 over diversification 多樣化過度 managers with deal fever 管理者急于成交,strategic management process戰(zhàn)略管理過程,vision 愿景 leadership 領(lǐng)導(dǎo),environments: 環(huán)境 intern

32、al內(nèi)部 external 外部,rivalry: 競爭 business level strategies 經(jīng)營層次戰(zhàn)略 multiproduct strategies 產(chǎn)品多元化戰(zhàn)略 mergers & acquisitions 并購,market entry: 市場進入 across borders 跨國 聯(lián)盟 entrepreneurship 創(chuàng)業(yè),competing via 競爭方式 ,crossing borders strategies跨過戰(zhàn)略,global strategy: 全球戰(zhàn)略 single market 單一市場 standardize product 產(chǎn)品標(biāo)準(zhǔn)化,t

33、ransnational strategy: 過渡性戰(zhàn)略 combine global efficiency with local responsiveness 結(jié)合全球化效率與地方 反應(yīng),multi-domestic strategy:多種國內(nèi)戰(zhàn)略 independent subsidiaries in each country 各國自己的補貼,pressures for local responsiveness and flexibility 地方反應(yīng)程度與機動性壓力,low低,high高,pressures for global efficiencies 全球化效率的壓力,high高,l

34、ow低,motives:動機 sourcing of resources and supplies 尋找資源與供應(yīng) expand into new markets 擴展新市場 competitive rivalry 競爭對手 use core competencies使用核心競爭力,methods to cross borders,which method is best? 那種方法最佳？,decision factors:決策因素 firm-specific resources企業(yè)特定資源 need for control 控制需要 country-specific 特定國家 locatio

35、n地理位置 internal coordination and administration內(nèi)部協(xié)調(diào)與管理,strategic management process戰(zhàn)略管理過程,vision 愿景 leadership 領(lǐng)導(dǎo),environments: 環(huán)境 internal內(nèi)部 external 外部,rivalry: 競爭 business level strategies 經(jīng)營層次戰(zhàn)略 multiproduct strategies 產(chǎn)品多元化戰(zhàn)略 mergers & acquisitions 并購,market entry: 市場進入 across borders 跨國 聯(lián)盟 entr

36、epreneurship 創(chuàng)業(yè),competing via 競爭方式 ,strategic alliance戰(zhàn)略聯(lián)盟,a relationship between firms in which the partners agree to cooperate in ways that provide benefits to each firm.合作伙伴企業(yè)彼此合作，互相受益。,reasons for strategic alliances戰(zhàn)略聯(lián)盟原因 gain access to a restricted market進入受限制的市場 develop new goods or services發(fā)

37、展新貨品與服務(wù) facilitate new market entry配合新市場進入 share significant r&d investments共同使用投資 share risks and buffer against uncertainty分擔(dān)風(fēng)險，防止不穩(wěn)定 develop market power發(fā)展市場競爭力 gain access to complementary resources得到補充性資源 build economies of scale 建立規(guī)模經(jīng)濟 meet competitive challenges面對競爭挑戰(zhàn) learn new skills and cap

38、abilities學(xué)習(xí)新技巧與能力 outsource for low costs and high quality output外包 降低成本，提高質(zhì)量,scope of strategic alliances戰(zhàn)略聯(lián)盟范圍,international strategic alliances 國際戰(zhàn)略聯(lián)合 prominent means of entering foreign markets. 進入外國市場的主要方法 many countries require this. 有關(guān)國家要求 foreign firms need local knowledge and other resource

39、s.外國企業(yè)需要本地情況和其他資源 challenges 挑戰(zhàn),corporate-level strategic alliances 公司法人層次戰(zhàn)略聯(lián)合 diversification by alliance多樣化聯(lián)合 synergy by alliance economies of scope. 規(guī)模經(jīng)濟 franchising 連鎖,business-level strategic alliances 經(jīng)營層次聯(lián)合 vertical strategic alliance - across the value chain. 垂直戰(zhàn)略聯(lián)合-跨價值鏈 horizontal strategic alliance - same stage of the value chain水平戰(zhàn)略聯(lián)合-同一階段價值鏈,legal structure of alliance: 聯(lián)盟的法律結(jié)構(gòu) equity平等 joint ventures合作 non equity alliance非平等聯(lián)盟,strategic management process戰(zhàn)略管理過程,vision 愿景 leadership 領(lǐng)導(dǎo),environments: 環(huán)境 internal內(nèi)部 external 外部,rivalry: 競爭 busine