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单击此处编辑母版标题样式,*,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,战略管理,Strategic Management,公共管理学院 城市管理系,2003年9月,第三讲 战略匹配,Strategic Match,内外条件的分类,Classification of Internal and External Conditions,优势,Strengths:,竞争优势,competitive advantage+stable and healthy internal atmosphere,（,稳定、健康的条件）,.,弱势,Weaknesses:,竞争弱势,competitive disadvantages+an unstable and unhealthy internal atmosphere,（,不稳定的内部条件）,一、优势和弱势,Strengths and Weaknesses,1. 优势,Strengths,(1) 核心竞争力,Distinctive competency (leverage): product design, low cost, high efficiency, leadership in product innovation, ability to influence legislation, control of cost and other, massive availability of capital, CRM-customer relations management.,Examples: Toyotaquality; Benzimage, IBMservice; Coca Colainternational brand recognition; HPinnovation; AT&Ttechnological expertise.,开发,Developing a distinctive competency,利用,Exploiting distinctive competency,保护,Protecting distinctive competency,1. 优势,Strengths,(2)稳定器,stabilizers: maintenance strength,Fair wages and salaries; good working conditions;efficient employee hiring practices, promotion from within, a clear sense of mission, efficient work flow, availability of executive training program, effective superior-subordinate communication.,组织正常运作的必要条件。,2. 弱势,Weaknesses,(1) 下沉者 Sinkers,关键点出现大问题，灾难来临。,large hole in the ship structure,Shoddy workmanship or defective merchandise; poor customer service; bad location; disloyal employees, lack of product innovation, poor credit line; lack of leadership and managerial skills at the corporate level.,(2) 动荡者Destabilizers,保证顺利航行,内部权责不清Lack of clear job descriptions, wide span of supervision, deviation from the companys policy of promotion from within; poor working condition; inadequate executive training program.,3、如何判断优势和弱势？,1、历史的标准,Historical Criterion,特定条件下，将现在与过去的绩效进行比较。,2、竞争的标准,Competitive Criterion,和第一名相比，处于何种地位。,3、名义的标准,Normative Criterion,“How things ought to be” instead of with “how things are”,与最新的理论研究成果相比,。,二、机会和威胁,Opportunities and Threats,1.,机会,Opportunities,市场增长等,Growth of customer; exit of competitor; increases of suppliers, abundances of labor; few government regulations, population growth, cultural changes, lower inflation,， favorable technological breakthroughs, improved political relations between a country and foreign nation with large market.,2.,威胁,Threats,Decline in the size of the customer base, entry of a powerful competitor into the industry, decrease in the number of suppliers, increase in the cost of raw materials, shortage of labor, greater government regulations, adverse cultural trends, higher inflation rates, recession, higher unemployment rates, deterioration in the political relations between two countries, and so on.,1. 机会 Opportunities,(1) 未来的机会,Future Opportunities,Early detection,(2) 现在的机会,Current Opportunities,-渐进性evolved opportunities;,-突发性sudden opportunities;,-潜在hidden opportunities.,2. 威胁,Threats,未来的威胁,Future Threats,现在的威胁,Current Threats,-,渐进的,evolved threats,-,突发的,sudden threats,-,潜在的,hidden threats,3.,变威胁为机会,Turning threats to,opportunities,决断力,Early recognition,三、战略匹配,Strategic Match,1. 杠杆力,Leverage-Strengths to Opportunities,-Strategic window (window of opportunity）,2. 维持力,Maintenance-Strengths to Threats,-maintain or protect their market position,3. 局限力,Constraint-Weaknesses to opportunities,-a big government bureaucracy vs. the private sector,4. 脆弱力,Vulnerability-Weaknesses to Threats,SWOT分析,波特M.E.Porter的5种力量分析,SWOT,分析提供了四种战略,
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