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(dá)到目標(biāo)的過(guò)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(lái),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(jià)值,strategic management process戰(zhàn)略管理過(guò)程,vision 愿景 leadership 領(lǐng)導(dǎo),environments: 環(huán)境 internal內(nèi)部 external 外部,rivalry: 競(jìng)爭(zhēng) business level strategies 經(jīng)營(yíng)層次戰(zhàn)略 multiproduct st

3、rategies 產(chǎn)品多元化戰(zhàn)略 mergers & acquisitions 并購(gòu),market entry: 市場(chǎng)進(jìn)入 across borders 跨國(guó) alliances 聯(lián)盟 entrepreneurship 創(chuàng)業(yè),competing via 競(jìng)爭(zhēng)方式 ,strategic management process戰(zhàn)略管理過(guò)程,vision 愿景 leadership 領(lǐng)導(dǎo),environments: 環(huán)境 internal內(nèi)部 external 外部,rivalry: 競(jìng)爭(zhēng) business level strategies 經(jīng)營(yíng)層次戰(zhàn)略 multiproduct strategies

4、 產(chǎn)品多元化戰(zhàn)略 mergers & acquisitions 并購(gòu),market entry: 市場(chǎng)進(jìn)入 across borders 跨國(guó) alliances 聯(lián)盟 entrepreneurship 創(chuàng)業(yè),competing via 競(jìng)爭(zhēng)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(jì)戰(zhàn)略行動(dòng)來(lái)達(dá)成愿景 empowering others to carry out those strategic

5、 actions 賦能授權(quán)他人來(lái)執(zhí)行戰(zhàn)略行動(dòng),strategic leadership actions,培養(yǎng)管理團(tuán)隊(duì),管理資源,提升誠(chéng)信與道德,建立愿景與使命,strategic management process戰(zhàn)略管理過(guò)程,vision 愿景 leadership 領(lǐng)導(dǎo),environments: 環(huán)境 internal內(nèi)部 external 外部,rivalry: 競(jìng)爭(zhēng) business level strategies 經(jīng)營(yíng)層次戰(zhàn)略 multiproduct strategies 產(chǎn)品多元化戰(zhàn)略 mergers & acquisitions 并購(gòu),market entry: 市場(chǎng)進(jìn)入

6、 across borders 跨國(guó) 聯(lián)盟 entrepreneurship 創(chuàng)業(yè),competing via 競(jìng)爭(zhēng)方式 ,economic 經(jīng)濟(jì),socio-cultural 社會(huì)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(jìng)爭(zhēng)對(duì)手,rivalry 競(jìng)爭(zhēng),external environment analysis 外部環(huán)境分析,suppliers 供應(yīng)商,potential entrants 潛在競(jìng)爭(zhēng)對(duì)手,substitute products 替代產(chǎn)品,

7、buyers客戶(hù),general environment 總體環(huán)境,industry environment 工業(yè)環(huán)境,economic 經(jīng)濟(jì),socio-cultural 社會(huì)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(jìng)爭(zhēng)者分析,potential entrants 潛在對(duì)手,supp-li

8、ers 供應(yīng)商,subst products 替代產(chǎn)品,buyers 買(mǎi)方,rivalry 對(duì)手,industry environment 工業(yè)環(huán)境,porters five forces 五力模型,potential entrants,competitor analysis 競(jìng)爭(zhēng)者分系,potential entrants 潛在對(duì)手,supp-liers 供貨商,subst products 替代品,buyers 買(mǎi)方,rivalry 競(jìng)爭(zhēng),industry environment 產(chǎn)業(yè)環(huán)境,barriers to entry: 進(jìn)入壁壘 economies of scale 規(guī)模經(jīng)濟(jì) 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(xiāo)渠道 government policy 政府政策,potential entrants,competitor analysis 分析競(jìng)爭(zhēng)對(duì)手,potential entrants 潛在對(duì)手,supp-liers 供應(yīng)商,subst products 替代品,buyers 買(mǎi)方,rivalry 競(jìng)爭(zhēng),industry environment 工業(yè)環(huán)境,rivalry increases due to: 競(jìng)爭(zhēng)增加是因?yàn)?d

10、egree of differentiation差異化程度 switching costs 轉(zhuǎn)換成本 numerous or equally balanced competitors 競(jìng)爭(zhēng)者多或競(jìng)爭(zhēng)者力量相當(dāng) slow industry growth 產(chǎn)業(yè)增長(zhǎng)慢 high strategic stakes 戰(zhàn)略風(fēng)險(xiǎn)高 high fixed costs or high storage costs固定成本高或倉(cāng)儲(chǔ)成本高 high exit barriers 退出壁壘高,porters five forces 五力模型,economic 經(jīng)濟(jì),socio-cultural 社會(huì)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(jìng)爭(zhēng),external environment analysis,suppliers,potential entrants 潛在對(duì)手,substitute products 替代品,buyers客戶(hù),general environment 大環(huán)境,industry environment 產(chǎn)業(yè)環(huán)境,strategic management process戰(zhàn)略管理過(guò)程,vision 愿景 leadership 領(lǐng)導(dǎo),envir

12、onments: 環(huán)境 internal內(nèi)部 external 外部,rivalry: 競(jìng)爭(zhēng) business level strategies 經(jīng)營(yíng)層次戰(zhàn)略 multiproduct strategies 產(chǎn)品多元化戰(zhàn)略 mergers & acquisitions 并購(gòu),market entry: 市場(chǎng)進(jìn)入 across borders 跨國(guó) 聯(lián)盟 entrepreneurship 創(chuàng)業(yè),competing via 競(jìng)爭(zhēng)方式 ,resources 資源 tangible and intangible 有形與無(wú)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(jìng)爭(zhēng)力 capabilities the firm is especially good at 企業(yè)強(qiáng)項(xiàng),competitive advantages 競(jìng)爭(zhēng)優(yōu)勢(shì) core competencies that are: 核心競(jìng)爭(zhēng)力 1) valuable 有價(jià)值 2) rare 稀有 3) difficult to imitate 難以仿制 4) nonsubstitutable 不可替代,value chain價(jià)值鏈

14、,raw materials inventory原材料賬目,operations 運(yùn)作,finished goods成品,marketing市場(chǎng) distribution推廣,customer客戶(hù) service服務(wù),邊際價(jià)值value,margin,research & development 研發(fā),purchasing 采購(gòu),accounting會(huì)計(jì),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(jià)值鏈分析幫助企業(yè)理解如何為顧客創(chuàng)造價(jià)值，以及完成某項(xiàng)任務(wù)的成本。,outsourcing外包,potential problems with outsourcing: 外包可能產(chǎn)生的問(wèn)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(zhuān)業(yè)，品質(zhì)較好。 economies of scale that the specialization produces. 專(zhuān)業(yè)化產(chǎn)生的經(jīng)濟(jì)比 increased flexibility, reduced risks, decreased capital requirements. 機(jī)動(dòng)性增加，風(fēng)險(xiǎn)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(jìng)爭(zhēng)力,using an external supplier to provide part of the value chain 利用外埠供貨商來(lái)達(dá)成部分價(jià)值鏈,strategic management process戰(zhàn)略管理過(guò)程,vision 愿景 leadership 領(lǐng)導(dǎo),environments: 環(huán)境 internal內(nèi)部 external 外部,rivalry: 競(jìng)爭(zhēng) business level strategies 經(jīng)營(yíng)層次戰(zhàn)略 multiproduct strategies 產(chǎn)品多

18、元化戰(zhàn)略 mergers & acquisitions 并購(gòu),market entry: 市場(chǎng)進(jìn)入 across borders 跨國(guó) 聯(lián)盟 entrepreneurship 創(chuàng)業(yè),competing via 競(jìng)爭(zhēng)方式 ,five business level strategies五種經(jīng)營(yíng)層次戰(zhàn)略,cost leadership 成本領(lǐng)先,differentiation差異化,focus cost leadership 焦點(diǎn)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(jìng)爭(zhēng)優(yōu)勢(shì),cost 成本,uniqueness 獨(dú)特點(diǎn),competitive scope 競(jìng)爭(zhēng)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(chǎng)面如何競(jìng)爭(zhēng)的行動(dòng)計(jì)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(diǎn)注意何種價(jià)值鏈行動(dòng)？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(diǎn)注意何種價(jià)值鏈行動(dòng)？何種組織結(jié)構(gòu)？,strategic management process戰(zhàn)略管理過(guò)程,vision 愿景 leadership 領(lǐng)導(dǎo),environments: 環(huán)境 intern

21、al內(nèi)部 external 外部,rivalry: 競(jìng)爭(zhēng) business level strategies 經(jīng)營(yíng)層次戰(zhàn)略 multiproduct strategies 產(chǎn)品多元化戰(zhàn)略 mergers & acquisitions 并購(gòu),market entry: 市場(chǎng)進(jìn)入 across borders 跨國(guó) 聯(lián)盟 entrepreneurship 創(chuàng)業(yè),competing via 競(jìng)爭(zhēng)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(lái)競(jìng)爭(zhēng)的不同產(chǎn)品市場(chǎng)的行動(dòng)計(jì)劃,why do firms do this? 原因 grow revenues and profits 增加收入與利潤(rùn) reduce risk via product diversification減少風(fēng)險(xiǎn) apply core competencies in new ways以新的方式來(lái)利用核心競(jìng)爭(zhēng)力 develop economies of scope 發(fā)展規(guī)模經(jīng)濟(jì) extend the firms brand into additional product areas擴(kuò)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(lèi)型,single business: 單一業(yè)務(wù)型more than 95 percent of revenue comes from a single business. 超過(guò)95 % 收入來(lái)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(lái)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(lái)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(chǎng)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(lái)自主導(dǎo)業(yè)務(wù)，業(yè)務(wù)之間僅有有限鏈接。 unrelated:無(wú)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(lái)自主導(dǎo)業(yè)務(wù)，業(yè)務(wù)之間沒(méi)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(yùn)作關(guān)聯(lián)性,related constrained diversification 相關(guān)-限制型多樣化,both operational and corporate relatedness 運(yùn)籌與企業(yè)相關(guān)型,unrelated diversification 無(wú)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(yùn)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(mén)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(lái)產(chǎn)生經(jīng)濟(jì)規(guī)模與財(cái)務(wù)效益 three variations of the multidivis

28、ional structure三種多種部門(mén)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(mén)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(mén)結(jié)構(gòu)的sbu形式,competitive form of the multidivisional str

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

30、進(jìn)入 across borders 跨國(guó) 聯(lián)盟 entrepreneurship 創(chuàng)業(yè),competing via 競(jìng)爭(zhēng)方式 ,target screening 目標(biāo)評(píng)估,target negotiation 目標(biāo)談判,due diligence 盡職調(diào)查,acquisition integration 收購(gòu)整合,merger and acquisition process 并購(gòu)過(guò)程,decision making phase 決策階段 reasons for acquisitions:收購(gòu)理由 gain market power贏(yíng)得市場(chǎng)競(jìng)爭(zhēng)力 increase growth 發(fā)展 reduc

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

32、al內(nèi)部 external 外部,rivalry: 競(jìng)爭(zhēng) business level strategies 經(jīng)營(yíng)層次戰(zhàn)略 multiproduct strategies 產(chǎn)品多元化戰(zhàn)略 mergers & acquisitions 并購(gòu),market entry: 市場(chǎng)進(jìn)入 across borders 跨國(guó) 聯(lián)盟 entrepreneurship 創(chuàng)業(yè),competing via 競(jìng)爭(zhēng)方式 ,crossing borders strategies跨過(guò)戰(zhàn)略,global strategy: 全球戰(zhàn)略 single market 單一市場(chǎng) standardize product 產(chǎn)品標(biāo)準(zhǔn)化,t

33、ransnational strategy: 過(guò)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(guó)內(nèi)戰(zhàn)略 independent subsidiaries in each country 各國(guó)自己的補(bǔ)貼,pressures for local responsiveness and flexibility 地方反應(yīng)程度與機(jī)動(dòng)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(dòng)機(jī) sourcing of resources and supplies 尋找資源與供應(yīng) expand into new markets 擴(kuò)展新市場(chǎng) competitive rivalry 競(jìng)爭(zhēng)對(duì)手 use core competencies使用核心競(jìng)爭(zhēng)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(guó)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(guò)程,vision 愿景 leadership 領(lǐng)導(dǎo),environments: 環(huán)境 internal內(nèi)部 external 外部,rivalry: 競(jìng)爭(zhēng) business level strategies 經(jīng)營(yíng)層次戰(zhàn)略 multiproduct strategies 產(chǎn)品多元化戰(zhàn)略 mergers & acquisitions 并購(gòu),market entry: 市場(chǎng)進(jìn)入 across borders 跨國(guó) 聯(lián)盟 entr

36、epreneurship 創(chuàng)業(yè),competing via 競(jìng)爭(zhēng)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(jìn)入受限制的市場(chǎng) 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(chǎng)進(jìn)入 share significant r&d investments共同使用投資 share risks and buffer against uncertainty分擔(dān)風(fēng)險(xiǎn)，防止不穩(wěn)定 develop market power發(fā)展市場(chǎng)競(jìng)爭(zhēng)力 gain access to complementary resources得到補(bǔ)充性資源 build economies of scale 建立規(guī)模經(jīng)濟(jì) meet competitive challenges面對(duì)競(jìng)爭(zhēng)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(guó)際戰(zhàn)略聯(lián)合 prominent means of entering foreign markets. 進(jìn)入外國(guó)市場(chǎng)的主要方法 many countries require this. 有關(guān)國(guó)家要求 foreign firms need local knowledge and other resource

39、s.外國(guó)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(jì) franchising 連鎖,business-level strategic alliances 經(jīng)營(yíng)層次聯(lián)合 vertical strategic alliance - across the value chain. 垂直戰(zhàn)略聯(lián)合-跨價(jià)值鏈 horizontal strategic alliance - same stage of the value chain水平戰(zhàn)略聯(lián)合-同一階段價(jià)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(guò)程,vision 愿景 leadership 領(lǐng)導(dǎo),environments: 環(huán)境 internal內(nèi)部 external 外部,rivalry: 競(jìng)爭(zhēng) busine