归纳Strategic-Management(战略管理-中英文)课件

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,.,*,Leadership in Enterprise for Asian Development,亚洲发展中的企业领导,Leonard D. Van Drunen,June 2008,Strategic Management,战略管理,.,1,Leadership in Enterprise for A,What Is Strategic Management?,什么是战略管理,The process companies use to:,企业用于达到目标的过程,Form a vision view of how the current firm will look in the future,形成愿景,当前企业如何展望未来,Analyze their external environment and their internal environment,分析企业的内外部环境,Select one or more strategies to create value for their stakeholde rs,选择一种或多种战略为股东创造价值,.,2,What Is Strategic Management?,Strategic Management Process,战略管理过程,Vision,愿景,Leadership,领导,Environments:,环境,Internal,内部,External,外部,Rivalry:,竞争,Business level strategies,经营层次战略,Multiproduct strategies,产品多元化战略,Mergers & acquisitions,并购,Market entry:,市场进入,Across borders,跨国,Alliances,联盟,Entrepreneurship,创业,Competing via,竞争方式,.,3,Strategic Management Process战,Strategic Management Process,战略管理过程,Vision,愿景,Leadership,领导,Environments:,环境,Internal,内部,External,外部,Rivalry:,竞争,Business level strategies,经营层次战略,Multiproduct strategies,产品多元化战略,Mergers & acquisitions,并购,Market entry:,市场进入,Across borders,跨国,Alliances,联盟,Entrepreneurship,创业,Competing via,竞争方式,.,4,Strategic Management Process战,Strategic Leadership,战略领导,Developing a vision for the firm,为企业制定愿景,Designing strategic actions to achieve this vision,设计战略行动来达成愿景,Empowering others to carry out those strategic actions,赋能授权他人来执行战略行动,.,5,Strategic Leadership战略领导Devel,Strategic leadership actions,Manage resource portfolio,管理资源档案夹,Build entrepreneurial culture,建设企业文化,Promote integrity and ethics,人格与伦理,Effective controls,有效控制,Establish vision and mission,建立目标与使命,Develop management team,发展管理团队,培养管理团队,管理资源,提升诚信与道德,建立愿景与使命,.,6,Strategic leadership actionsMa,Strategic Management Process,战略管理过程,Vision,愿景,Leadership,领导,Environments:,环境,Internal,内部,External,外部,Rivalry:,竞争,Business level strategies,经营层次战略,Multiproduct strategies,产品多元化战略,Mergers & acquisitions,并购,Market entry:,市场进入,Across borders,跨国,联盟,Entrepreneurship,创业,Competing via,竞争方式,.,7,Strategic Management Process战,Economic,经济,Socio-cultural,社会文化,Global,全球,Political/Legal,政治,/,法律,Technological,技术,Demographic,人口构成,Competitor,Analysis,分析竞争对手,Rivalry,竞争,External,Environment,Analysis,外部环境分析,Suppliers,供应商,Potential,Entrants,潜在竞争对手,Substitute,Products,替代产品,Buyers,客户,General,Environment,总体环境,Industry,Environment,工业环境,.,8,EconomicSocio-culturalGlobal 全,Economic,经济,Socio-cultural,社会文化,Global,全球,Political/Legal,政治,/,法律,Technological,技术,Demographic,人口构成,External,Environment,Analysis,外部环境分析,General,Environment,大环境,.,9,EconomicSocio-cultural 社会文化Glo,Porters Five Forces,五力模型,Competitor,Analysis,竞争者分析,Potential,Entrants,潜在对手,Supp-liers,供应商,Subst,Products,替代产品,Buyers,买方,Rivalry,对手,Industry,Environment,工业环境,.,10,Porters Five Forces 五力模型Compe,Porters Five Forces,五力模型,Potential,Entrants,Competitor,Analysis,竞争者分系,Potential,Entrants,潜在对手,Supp-liers,供货商,Subst,Products,替代品,Buyers,买方,Rivalry,竞争,Industry,Environment,产业环境,Barriers to entry:,进入壁垒,Economies of scale,规模经济,Capital requirements,资本要求,Switching costs,转换成本,Differentiation,差异化,Access to distribution,经销渠道,Government policy,政府政策,.,11,Porters Five Forces 五力模型Poten,Potential,Entrants,Competitor,Analysis,分析竞争对手,Potential,Entrants,潜在对手,Supp-liers,供应商,Subst,Products,替代品,Buyers,买方,Rivalry,竞争,Industry,Environment,工业环境,Rivalry increases due to:,竞争增加是因为,Degree of differentiation,差异化程度,Switching costs,转换成本,Numerous or equally balanced competitors,竞争者多或竞争者力量相当,Slow industry growth,产业增长慢,High strategic stakes,战略风险高,High fixed costs or high storage costs,固定成本高或仓储成本高,High exit barriers,退出壁垒高,Porters Five Forces,五力模型,.,12,PotentialCompetitorPotentialSu,Economic,经济,Socio-cultural,社会文化,Global,全球,Political/Legal,政治,/,法律,Technological,技术,Demographic,人口构成,Competitor,Analysis,Rivalry,竞争,External,Environment,Analysis,Suppliers,Potential,Entrants,潜在对手,Substitute,Products,替代品,Buyers,客户,General,Environment,大环境,Industry,Environment,产业环境,.,13,Economic 经济Socio-cultural 社会文化,Strategic Management Process,战略管理过程,Vision,愿景,Leadership,领导,Environments:,环境,Internal,内部,External,外部,Rivalry:,竞争,Business level strategies,经营层次战略,Multiproduct strategies,产品多元化战略,Mergers & acquisitions,并购,Market entry:,市场进入,Across borders,跨国,联盟,Entrepreneurship,创业,Competing via,竞争方式,.,14,Strategic Management Process战,Resources,资源,Tangible and intangible,有形与无形,Resources used for competitive advantage,Capabilities,能力,What the firm can do with its resources,企业处理自己资源的能力,Core Competencies,核心竞争力,Capabilities the firm is especially good at,企业强项,Competitive advantages,竞争优势,Core competencies that are:,核心竞争力,1) Valuable,有价值,2) Rare,稀有,3) Difficult to imitate,难以仿制,4) Nonsubstitutable,不可替代,.,15,Resources 资源Resources used for,Value Chain,价值链,Raw materials,Inventory,原材料账目,Operations,运作,Finished goods,成品,Marketing,市场,Distribution,推广,Customer,客户,Service,服务,边际价值,Value,Margin,Research & development,研发,Purchasing,采购,Accounting,会计,Human resources,人力资源,Support activities,辅助任务,Primary activities,基本任务,Value chain analysis helps firms understand how activities contribute to creating value for customers and what costs are incurred to complete each activity.,价值链分析帮助企业理解如何为顾客创造价值，以及完成某项任务的成本。,.,16,Value Chain价值链Raw materialsOpe,Outsourcing,外包,Potential problems with outsourcing:,外包可能产生的问题,Job losses for the firms communities.,企业岗位减少,Hard to reverse outsourcing decisions.,外包决策难以收回,Benefits of outsourcing:,外包益处,Same quality or better at a lower cost.,同等或较好的品质，但成本较低。,Higher quality because of supplier specialization.,供货商专业，品质较好。,Economies of scale that the specialization produces.,专业化产生的经济比,Increased flexibility, reduced risks, decreased capital requirements.,机动性增加，风险降低，资本需求降低,Allows the firm to focus on its core competencies.,发展核心竞争力,Using an external supplier to provide part of the value chain,利用外埠供货商来达成部分价值链,.,17,Outsourcing外包Potential problem,Strategic Management Process,战略管理过程,Vision,愿景,Leadership,领导,Environments:,环境,Internal,内部,External,外部,Rivalry:,竞争,Business level strategies,经营层次战略,Multiproduct strategies,产品多元化战略,Mergers & acquisitions,并购,Market entry:,市场进入,Across borders,跨国,联盟,Entrepreneurship,创业,Competing via,竞争方式,.,18,Strategic Management Process战,Five Business Level Strategies,五种经营层次战略,Cost Leadership,成本领先,Differentiation,差异化,Focus,Cost Leadership,焦点成本领先,Focused,Differentiation,集中差异化,Integrated,Cost Leadership,/Differentiation,综合成本领先,/,差异化,Competitive Advantage,竞争优势,Cost,成本,Uniqueness,独特点,Competitive Scope,竞争范围,Broad Target,大目标,Narrow Target,小目标,An action plan that describes how a firm will compete in its chosen industry or market segment,企业在选择的工业与市场面如何竞争的行动计划,.,19,Five Business Level Strategies,Examples,例子,Low cost,低成本,What type of value chain activities should the firm focus on and with what organizational structure?,企业应重点注意何种价值链行动？何种组织结构？,Differentiation,差异化,What type of value chain activities should the firm focus on and with what organizational structure?,企业应重点注意何种价值链行动？何种组织结构？,.,20,Examples例子Low cost 低成本Differen,Strategic Management Process,战略管理过程,Vision,愿景,Leadership,领导,Environments:,环境,Internal,内部,External,外部,Rivalry:,竞争,Business level strategies,经营层次战略,Multiproduct strategies,产品多元化战略,Mergers & acquisitions,并购,Market entry:,市场进入,Across borders,跨国,联盟,Entrepreneurship,创业,Competing via,竞争方式,.,21,Strategic Management Process战,Multiproduct Strategy,产品多元化战略,An action plan that a firm develops to compete in different product markets,企业用来竞争的不同产品市场的行动计划,Why do firms do this?,原因,Grow revenues and profits,增加收入与利润,Reduce risk via product diversification,减少风险,Apply core competencies in new ways,以新的方式来利用核心竞争力,Develop economies of scope,发展规模经济,Extend the firms brand into additional product areas,扩展产品使用企业品牌的领域,.,22,Multiproduct Strategy产品多元化战略An,Types of Multiproduct Strategies,产品多元化战略类型,Single business:,单一业务型,More than 95 percent of revenue comes from a single business.,超过,95 %,收入来自一种业务,Dominant business:,主导业务型,Between 70 and 95 percent of revenue comes from a single business.75%-95%,收入来自一种业务,Related constrained:,相关,-,限制型,Less than 70 percent of revenue comes from the dominant business, and all businesses share product, technological, and distribution linkages.,低于,70%,的收入来自主导业务，所有业务共同使用产品，技术与市场链,Related linked (mixed related and unrelated):,相关,-,关联型（相关的和不相关的）,Less than 70 percent of revenue comes from the dominant business, and only limited links exist between businesses.,低于,70%,的收入来自主导业务，业务之间仅有有限链接。,Unrelated:,无关型,Less than 70 percent of revenue comes from the dominant business, and no common links exist between businesses.,低于,70%,的收入来自主导业务，业务之间没有链接,Low,低,Moderate,中,High,高,Very High,很高,Level of diversification,.,23,Types of Multiproduct Strategi,Multiproduct strategy,产品多元化战略,Corporate and operational relatedness,公司与运作关联性,Related,Constrained,Diversification,相关,-,限制型多样化,Both,Operational and,Corporate,Relatedness,运筹与企业相关型,Unrelated,Diversification,无关多样化,Related Linked,Diversification,相关,-,关联型多样化,Corporate Relatedness,整体关联性,Low,低,High,高,Operational Relatedness,运作关联,High,高,Low,低,How do a companys product areas relate or connect to each other?,公司产品领域如何连接？,.,24,Multiproduct strategy产品多元化战略C,Multiproduct Strategies Implementation,产品多元化战略的执行,Multidivisional (M-form) Structure.,多种部门结构,An organizational structure in which the firm is organized to generate either economies of scope or financial economies.,企业组织来产生经济规模与财务效益,Three Variations of the Multidivisional Structure,三种多种部门结构,.,25,Multiproduct Strategies Implem,Cooperative Form of the Multidivisional Structure forImplementing the Related Constrained Strategy,用以执行相关,-,限制型战略的多部门结构的合作形式,.,26,Cooperative Form of the Multid,SBU Form of the Multidivisional Structure for Implementing the Related Linked Strategy,用以执行相关,-,限制型战略的多部门结构的,SBU,形式,.,27,SBU Form of the Multidivisiona,Competitive Form of the Multidivisional Structure forImplementing the Unrelated-Diversification Strategy,多部门结构的竞争形式,实行不相关多元化战略,.,28,Competitive Form of the Multid,Strategic Management Process,战略管理过程,Vision,愿景,Leadership,领导,Environments:,环境,Internal,内部,External,外部,Rivalry:,竞争,Business level strategies,经营层次战略,Multiproduct strategies,产品多元化战略,Mergers & acquisitions,并购,Market entry:,市场进入,Across borders,跨国,联盟,Entrepreneurship,创业,Competing via,竞争方式,.,29,Strategic Management Process战,Target,Screening,目标评估,Target,Negotiation,目标谈判,Due,Diligence,尽职调查,Acquisition,Integration,收购整合,Merger and Acquisition Process,并购过程,Decision making phase,决策阶段,Reasons for acquisitions:,收购理由,Gain market power,赢得市场竞争力,Increase growth,发展,Reduce cost,降低成本,Build capabilities,增加实力,Manage risk,风险管理,Execution phase,执行阶段,Pitfalls:,缺点,Inadequate evaluation,估价不当,Pay too much,出价太高,Take on too much debt,负债太多,Over diversification,多样化过度,Managers with deal fever,管理者急于成交,.,30,TargetTargetDueAcquisitionMerg,Strategic Management Process,战略管理过程,Vision,愿景,Leadership,领导,Environments:,环境,Internal,内部,External,外部,Rivalry:,竞争,Business level strategies,经营层次战略,Multiproduct strategies,产品多元化战略,Mergers & acquisitions,并购,Market entry:,市场进入,Across borders,跨国,联盟,Entrepreneurship,创业,Competing via,竞争方式,.,31,Strategic Management Process战,Crossing borders strategies,跨过战略,Global strategy:,全球战略,Single market,单一市场,Standardize product,产品标准化,Transnational,Strategy:,过渡性战略,Combine global,efficiency with,local responsiveness,结合全球化效率与地方,反应,Multi-domestic,strategy:,多种国内战略,Independent,subsidiaries,in each country,各国自己的补贴,Pressures for local responsiveness and flexibility,地方反应程度与机动性压力,Low,低,High,高,Pressures for global efficiencies,全球化效率的压力,High,高,Low,低,Motives:,动机,Sourcing of resources and supplies,寻找资源与供应,Expand into new markets,扩展新市场,Competitive rivalry,竞争对手,Use core competencies,使用核心竞争力,.,32,Crossing borders strategies跨过,Methods to cross borders,Exporting,出口,Licensing,授权,Franchising,连锁,Other Contract Modes,其他合同方式,Contract Manufacturing,按合同生产,Turnkey Project,Management contract,管理合同,Foreign Direct Investment,外国直接投资,Strategic alliance and joint venture,战略联合与合作,Greenfield venture,Acquisition,收购,Which method is best?,那种方法最佳？,Decision Factors:,决策因素,Firm-specific resources,企业特定资源,Need for control,控制需要,Country-specific,特定国家,Location,地理位置,Internal coordination and administration,内部协调与管理,.,33,Methods to cross bordersExport,Strategic Management Process,战略管理过程,Vision,愿景,Leadership,领导,Environments:,环境,Internal,内部,External,外部,Rivalry:,竞争,Business level strategies,经营层次战略,Multiproduct strategies,产品多元化战略,Mergers & acquisitions,并购,Market entry:,市场进入,Across borders,跨国,联盟,Entrepreneurship,创业,Competing via,竞争方式,.,34,Strategic Management Process战,Strategic Alliance,战略联盟,A relationship between firms in which the partners agree to cooperate in ways that provide benefits to each firm.,合作伙伴企业彼此合作，互相受益。,Reasons for strategic alliances,战略联盟原因,Gain access to a restricted market,进入受限制的市场,Develop new goods or services,发展新货品与服务,Facilitate new market entry,配合新市场进入,Share significant R&D investments,共同使用投资,Share risks and buffer against uncertainty,分担风险，防止不稳定,Develop market power,发展市场竞争力,Gain access,to complementary resources,得到补充性资源,Build economies of scale,建立规模经济,Meet competitive challenges,面对竞争挑战,Learn new skills and capabilities,学习新技巧与能力,Outsource for low costs and high quality output,外包 降低成本，提高质量,.,35,Strategic Alliance战略联盟A relati,Scope of strategic alliances,战略联盟范围,International Strategic Alliances,国际战略联合,Prominent means of entering foreign markets.,进入外国市场的主要方法,Many countries require this.,有关国家要求,Foreign firms need local knowledge and other resources.,外国企业需要本地情况和其他资源,Challenges,挑战,Corporate-Level Strategic Alliances,公司法人层次战略联合,Diversification by Alliance,多样化联合,Synergy by Alliance,Economies of scope.,规模经济,Franchising,连锁,Business-Level Strategic Alliances,经营层次联合,Vertical Strategic Alliance - across the value chain.,垂直战略联合,-,跨价值链,Horizontal Strategic Alliance - same stage of the value chain,水平战略联合,-,同一阶段价值链,Legal structure of alliance:,联盟的法律结构,Equity,平等,Joint ventures,合作,Non equity alliance,非平等联盟,.,36,Scope of strategic alliances战略,Strategic Management Process,战略管理过程,Vision,愿景,Leadership,领导,Environments:,环境,Internal,内部,External,外部,Rivalry:,竞争,Business level strategies,经营层次战略,Multiproduct strategies,产品多元化战略,Mergers & acquisitions,并购,Market entry:,市场进入,Across borders,跨国,联盟,Entrepreneurship,创业,Competing via,竞争方式,.,37,Strategic Management Process战,Innovation & Entrepreneurship,创新与企业家精神,Innovation,创新,The development of something newa new good, a new type of service, or a new way of presenting a good or service.,发展新东西,新货品，新服务，新方式推出货品或服务,Process Innovation,过程创新,Administrative Innovation,管理创新,Strategic Entrepreneurship,战略企业家精神,Involves identifying an opportunity and creating innovation to pursue that opportunity to create value for customers and wealth for shareholders.,寻找机会，通过创新来寻找机为客户与股东创造价值,All firms must be able to use strategic capabilities to exploit the innovations and opportunities and build competitive advantages.,所有企业必须能够利用战略能力来使用这些创新和机会，建立竞争优势。,.,38,Innovation & Entrepreneurship,Three ways to innovate,Acquiring Innovation,收购创新,Buying ownership of another firms innovations and innovation capabilities,购买其他企业的创新和创新能力的所有权,Cooperating to Innovate,合作创新,When two or more firms form an agreement to join some of their resources and capabilities to innovate,两个或两个以上的企业达成一致来组合资源与力量以创新,Internal Innovation,内部创新,Using a firms own resources and capabilities to innovate,利用本企业的资源和力量来创新,.,39,Three ways to innovateAcquirin,Leadership in Enterprise for Asian Development,亚洲发展的企业领导,Leonard D. Van Drunen,June 2008,Thank you for thinking about strategic management with me.,谢谢 与我一起思考战略管理,.,40,Leadership in Enterprise for A,