战略管理与战略竞争力

,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,The Management of Strategy(Concepts and Cases),战略管理：概念与案例,Part I: Strategic Management Inputs,第,篇,:,战略管理的输入,Chapter 1: What is Strategic Management,第,1,章,:,战略管理和战略竞争力,1,Chapter 1: What is Strategic Management,第,1,章,:,战略管理和战略竞争力,Overview: Eight content areas,概要,:,八大领域,Nature of Competition,战略竞争力的特性,The 21,st,Century Competitive Landscape,21,世纪的竞争格局,I/O Model of Above-Average Returns (AAR),超额利润的行业组织模型,Resource-Based Model of AAR,超额利润的资源基础模型,2,Overview: Eight content areas,(contd),概要,:,八大领域,(,续）,Strategic Vision and Mission,战略愿景和使命,Stakeholders,利益相关者,Strategic Leaders,战略领导者,3,Case study: Nature of Competition: Boeing vs. Airbus,案例分析,-,竞争力的特性,:,波音与空中客车,Boeing,波音,Historically a global leader in airplane manufacturing,历史上飞机生产的全球领先者,Revenue from commercial aircraft division & govt contracts,收入主要来源于商用飞机生产和政府合同,Regained supremacy in 2006: more 787 super jumbo orders vs. Airbuss more efficient A-380,2006,年重新夺回霸权,:,波音,787,超大型飞机,vs.,空中客车的,A-380,飞机,Changed strategy and design,改变战略和设计,Different production process,不同的生产过程,Smaller plane (787 Dreamliner),更小的飞机,(787,梦想系列,),4,Case study: Nature of Competition: Boeing vs. Airbus,案例分析,-,竞争力的特性,:,波音与空中客车,Airbus,空中客车,EU Government owned and subsidized,欧洲政府拥有所有权并为其提供补贴,Won competitor battle with Boeing between 2001 & 2005,2001-2005,年赢得与波音公司的竞争,Responded to customer demands with more efficient A-380 aircraft,用更具效率的,A-380,飞机来满足顾客的需求,5,1. Nature of Competition: Basic concepts,竞争力的特性,:,基本概念,Strategic Competitiveness,战略竞争力,Achieved when a firm formulate & implements a value-creating strategy,当一个公司成功地制定和执行价值创造的战略时获得,Strategy,战略,Integrated,and,coordinated,set of,commitments,and,actions,designed to,exploit core competencies,and gain a,competitive advantage,设计用来开发核心竞争力、获取竞争优势的一系列综和的、协调的约定和行动,6,1. Nature of Competition: Basic concepts,竞争力的特性,:,基本概念,Competitive Advantage (CA),竞争优势,(CA),Implemented strategy that competitors are unable to duplicate or find too costly to imitate,实施的战略竞争对手不能复制或因成本太高而无法模仿,Above Average Returns,超额利润,Returns in excess of what investor expects in comparison to other investments with similar risk,一项投资的利润超过投资者预期能从其他相同风险的投资项目获得的利润,7,1. Nature of Competition: Basic concepts,竞争力的特性,:,基本概念,Risk,风险,Investors uncertainty about economic gains/losses resulting from a particular investment,一项特定投资的盈亏的不确定性,Average Returns,平均利润,Returns equal to what investor expects in comparison to other investments with similar risk,一项投资的盈利水平与投资者预期从其他形同风险的项目获得的利润相同的情况下产生的利润,Strategic Management Process (SMP),战略管理过程,(SMP),Full set of commitments, decisions and actions required for a firm to achieve strategic competitiveness and earn above average returns,一家公司想要获取竞争力和超额利润而采用的一整套约定、决策和行动,8,2. The Strategic Management Process,9,2.,战略管理过程,10,21,st,Century Competitive Landscape,21,世纪竞争格局,3.1,Introduction: The Competitive Landscape (CL),概述,:,竞争格局,(CL),3.1.1,Pace of change is rapid,变化速度快,3.1.2,Partnerships created by mergers & acquisitions (M&As),通过合并和购买形成合作关系,(M&As),3.1.3,Other CL characteristics: Economies of scale, advertising budgets not as effective as before, change in managerial mind-set from “traditional” to more flexible and innovative,竞争格局的其他特点,:,经济规模,广告语段已经不想以前那么有效,管理思维模式从“传统”向更加柔性和创新性转变,11,21,st,Century Competitive Landscape,21,世纪竞争格局,3.1.4,Hypercompetition ,extremely intense rivalry among competing firms, characterized by,超级竞争,竞争公司之间的异常激烈的较量,特征包括：,Escalating & increasingly aggressive competitive moves,不断提升和增加的具有侵略性的竞争推动力,Assumptions of market stability replaced with notion of,INstability and change,市场稳定的假设已经被不稳定和变化的观念所取代,12,3. 21,st,Century Competitive Landscape,21,世纪竞争格局,3.2,Two primary drivers of the competitive landscape:,竞争格局的两个主要推动力,3.2.1,The global economy,经济全球化,3.2.2,Technology,科学,技术,13,3. 21,st,Century Competitive Landscape,21,世纪竞争格局,3.2.1,The Global Economy,全球经济,1),Goods, services, people, skills and ideas move freely across geographic borders,货物、服务、人员、技术和观念超越地理界限自由流通,2),Europe, through the European Union (EU) is the worlds largest single market,欧洲,欧盟,(EU),成为世界上最大的单一市场,EU vs U.S. GDP: 35% higher,欧盟和其他西欧国家的,GDP,超过美国,35%,3),Emerging major competitive forces: China & India,新生的主要竞争力,:,中国,&,印度,In summary: globalization increased economic,inter,dependence among countries as reflected in the flow of goods and services, financial capital, and knowledge across country borders,总之,:,全球化是指反映在产品、服务、金融资本和知识跨国界流动中的国家间日益增长的经济相互依赖性,14,3. 21,st,Century Competitive Landscape,21,世纪竞争格局,3.2.2,Technology and Technological Changes,技术和技术进步,3 categories,三种趋势,1),Technology diffusion & disruptive,technologies,技术扩散和突破性技术,2),The information age,信息时代,3,）,Increasing knowledge intensity,不断增加的知识密度,15,3. 21,st,Century Competitive Landscape,21,世纪竞争格局,3.2.2,Technology and Technology Changes,(Contd),技术和技术进步,1),Technology diffusion,技术扩散,Perpetual innovation: describes how new information-intensive technologies are replacing older forms,持续创新,:,形容信息密集型的新技术如何快速和有效地替代旧技术,Speed to market may be primary competitive advantage,进入市场的速度几乎成为最主要的竞争优势,12 18 month timeframe to gather info re: competitor R&D,只要,12 18,个月同行企业就能收集到竞争者的研发和产品决策信息,16,3. 21,st,Century Competitive Landscape,21,世纪竞争格局,Disruptive technologies,突破性技术,Technologies that,突破性技术是,Destroy value of existing technology,破坏原有技术的价值,Create new markets,产生新的市场,17,3. 21,st,Century Competitive Landscape,21,世纪竞争格局,3.2.2,Technology and Technology Changes,(Contd),技术和技术进步,2),The information age,信息时代,Dramatic changes over last several years,过去几年，信息技术发生翻天覆地的变化,Major technological developments: computers, phones, artificial intelligence, virtual reality,主要技术发展,:,个人电脑,手机，人工智能，虚拟世界,Internet provides infrastructure for information anytime, anywhere,互联网提供了一个允许信息在世界任何地方的电脑间传递的平台,18,3. 21,st,Century Competitive Landscape,21,世纪竞争格局,3,）,Increasing knowledge intensity,不断增加的知识密度,Defined as information, intelligence & expertise and is the basis of technology and its application,知识也可以称为信息、智能、经验，是技术以及技术应用的基础,Gained through experience, observations and inferences,通过观察、经验和推论得到,Strategic Flexibility, set of capabilities used to respond to various demands and opportunities existing in a dynamic and uncertain competitive environment,战略柔性,公司用来应对不断变化的竞争环境所带来的各种需求和机遇的一系列能力,19,Industrial Organizational (I/O) Model of Above-Average Returns (AAR),超额利润的行业组织模型,(AAR),20,超额利润的行业组织模型,(AAR),21,Industrial Organizational (I/O) Model of Above-Average Returns (AAR),超额利润的行业组织模型,(AAR),4.1,Basic Premise to explain the dominant influence of the,external environment,on a firms strategic actions and performance,基本前提,揭示,外部环境,对公司战略行为的决定性影响,22,4.,Industrial Organizational (I/O) Model of Above-Average Returns (AAR),超额利润的行业组织模型,(AAR),4.2,Underlying Assumptions,基本假设,1),External environment,imposes pressures and constraints that determine the strategies resulting in AAR,外部环境表现为影响超额利润战略决定的压力和限制,2),Most firms compete within a particular industry/segment,大多数在同一行业或行业内相同领域竞争的公司,Control similar strategically relevant resources,掌握着类似的相关战略资源,Pursue similar strategies in light of those resources,并因此采取相似的战略,23,4.,Industrial Organizational (I/O) Model of Above-Average Returns (AAR),超额利润的行业组织模型,(AAR),3),Resources for implementing strategies are highly mobile across firms,实施战略所需的资源在公司间具有高度的流动性,Therefore any resource differences between firms will be short-lived,因此公司间的资源差异不会维持太久,4),Organizational decision makers are rational and committed to acting in the firms best interests, as shown by their profit-maximizing behaviors,组织的决策者都是理性的，并致力于为公司谋取最大的利益，正如他们追求利润最大化的行为,24,4.,Industrial Organizational (I/O) Model of Above-Average Returns (AAR),超额利润的行业组织模型,(AAR),4.3,Five-Forces Model (Michael Porter),竞争的五力模型,The 5 Forces includes,5,种力量包括,Suppliers, buyers, competitive rivalry, product substitutes and potential entrants,供应商、顾客、行业内现有竞争者、替代产品和潜在进入者,Determines the nature/level of competition and profit potential in an industry,决定竞争的层次和一个行业的潜在利润,Suggests an industrys profitability is an,interaction,between these,5 forces,指出一个行业的收益性是五种力量相互作用的结果,25,The Resource-Based Model of AAR,26,超额利润的资源基础模型,27,5. The Resource-Based Model of AAR,超额利润的资源基础模型,5.1,Basic Premise - a firms,unique ,internal, resources,&,capabilities,in combination, is the basis for firm strategy and AAR,基本前提,-,任何一个组织都是独特的资源和能力的,组合,这种独特性是企业战略和超额利润的基础,Each firms performance difference across time emerges (vs industrys structural characteristics),企业间经营业绩的差异主要来源于它们的资源和能力,(,而不是行业结构特征,),Combined uniqueness should define the firms strategic actions,如何整合这些资源和能力决定一个企业的战略行动,Resources are tangible and,in,tangible,资源可分为有形和无形,28,5. The Resource-Based Model of AAR,超额利润的资源基础模型,5.2,Resources,资源,5.2.1,Inputs into a firms production process,企业生产过程的投入部分,Includes capital equipment, employee skills, patents, high-quality managers, financial condition, etc.,包括资本设备,员工技能,专利技术,有才干的管理人员,融资等,.,5.2.2,Basis for,competitive advantage,: When resources are valuable, rare, costly to imitate and non-substitutable,竞争优势的基础,:,当资源是有价值的、稀缺的、难以模仿的并无法替代的时候,29,5. The Resource-Based Model of AAR,超额利润的资源基础模型,5.2.3,Internal/firm-specific resources (N=3),内部的,/,公司的资源,Physical,实物资源,Things you can touch/feel = tangible,可以触摸或感受到的东西,=,有形的,Human,人力资源,People / employees,人,/,员工,Organizational capital,组织资本,Relative to the firm itself,与公司自身相关的,30,5. The Resource-Based Model of AAR,超额利润的资源基础模型,5.3,Capability,能力,Capacity for a set of resources to perform a task or activity in an integrative manner,将众多资源结合运用以完成一项任务或活动的才能,5.4,Core Competency,核心竞争力,A firms resources and capabilities that serve as sources of competitive advantage over its rival,为企业战胜其竞争者提供竞争优势来源的资源和能力,31,5. The Resource-Based Model of AAR,超额利润的资源基础模型,Summary,总结,A firm has superior performance because of,一个企业拥有良好的业绩是因为,Unique resources and capabilities, and the combination makes them different, and better, than their competition driving the competitive advantage,独特的资源和能力,以及整合这些资源使得它们不同于并且强于竞争者,即形成竞争优势,32,6. Vision and Mission,愿景和使命,6.1,Vision,愿景,Picture of what the firm wants to be,描绘企业期望成为什么样子,What the firm ultimately wants to achieve,企业最终想实现什么,An effective vision statement is the responsibility of the leader who should work with others to form it,一个有效地愿景描述应当由企业领导者与其他员工共同合作形成,Foundation for the mission,使命的基础,33,6. Vision and Mission,愿景和使命,6.2,Mission,使命,Specifics business(es) in which firm intends to compete and customers it intends to serve,一家企业意图参与竞争的一个或多个业务，以及所要服务的顾客,More specific than the vision,比愿景更加具体,34,7. Stakeholders,利益相关者,7.1,Basis Premise a firm can effectively manage stakeholder relationships to create a competitive advantage and outperform its competitors,基本前提,一个企业能够有效地处理利益相关者之间的关系来形成竞争优势，并且业绩超过其他公司,7.2,Stakeholders are individuals and groups,利益相关者是个人或群体,They can affect, and are affected by, the strategic outcomes/performance a firm achieves,他们能够影响企业的愿景和使命，同时受企业战略产出的影响,Three (3) classifications,分为三类,35,The Three Stakeholder Groups,36,三类利益相关者,37,7. Stakeholders,利益相关者,Classifications of Stakeholders,分类,Capital Market,资本市场利益相关者,Expect returns commiserate with risk accepted by investments,预期收益与风险程度成正比,Higher the dependency relationship, the more direct and significant firms response,依赖关系越紧密，公司的反应就会越直接，越重视,Product Market,产品市场利益相关者,The 4 groups benefit due to competitive battles,四类群体从企业的竞争中获得利益,Organizational,组织利益相关者,The employees,员工,38,8. Strategic Leaders,战略领导者,8.1,People located in different parts of the firm using the strategic management process to help the firm reach its vision and mission,存在于企业不同位置，利用战略管理过程帮助企业达成愿景和使命的人,8.1.1,Decisive and committed to nurturing those around them,有决断力，能够帮助周围的人成长,8.1.2,Create and sustain organizational culture,创造和维持组织文化,39,8. Strategic Leaders,战略领导者,8.1.3,Organizational culture emerges from & sustained by leaders,组织文化由领导者塑造和维持,Complex set of ideologies, symbols and core values shared throughout the firm,一套复杂的思想体系、企业标志、核心价值观的系统,Affects leaders/their work which in-turn shapes culture,影响战略领导者以及他们所作的工作，其反过来也会塑造企业的文化,Influences how the firm conducts business,影响企业如何进行商业活动,40,8. Strategic Leaders,战略领导者,8.2,The Work of Effective Strategic Leaders,卓有成效的战略领导者的工作,Work long hours,长时间工作,Must be able to “think seriously and deeplyabout the purposes of the organizations they head or functions they perform, about strategies, tactics,.and peopleand about the important questions they need to ask.”,必须能够“严肃而深入地思考他们领导的组织和他们行使的职能的目的，以及企业的战略、战术、技术、系统和达成这些目的所需要的成员，还有那些总是需要被问及的重要的问题”,41,8. Strategic Leaders,战略领导者,8.3,Predicting Outcomes: Profit Pools (PP),结果预测,:,利润池,(PP),Anticipates their decisions relative to the PP,评估与,PP,相关的决策,Entails the total profits earned in an industry at all points along the value chain,包括行业价值链上每个节点能够赚取的利润总和,42,