战略管理--环境分析

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年秋,第二讲 环境分析,一、环境分析的重要性,信息收集和分析是战略管理的重要因素，而,环境分析正好满足要求。,The importance of environmental analysis,A key,element, the type of environmental information,in this phase.,1、内外分析,Internal and external forces, positive or,negative impact. Examples: Rate of product innovation vs.,price discounting by a,competitor.,公共机构重组、合并,和私有化。,Government Reengineering.,2、努力和高效,Exhaustive and Productive,战略管理重视外部环境（由内到外）、长期目,标和组织的未来。,环境分析的重要性,趋势,或,事件,促进,或,阻碍,青蛙实验：,反应过激或,反应不足,变化-,目标冲突和多种力量的平衡。奶酪？,观念：,管制与控制，或开放与灵活,注意力：,内部或外部,一、内部分析 Internal Analysis,（一）要点,The Importance,自我分析Learn the capabilities or what the organization can do or cannot do by Self-analysis and introspection.,(1) 优势和弱势是什么？,What the organizations strengths and weaknesses are;,(2)如何利用优势和避免弱势?,what must be done to eliminate the weaknesses and capitalize the strengths.,（二）分析框架：战略制订科层,Analytical Perspective:,The strategy-making hierarchy,总体层（战略层）Corporate level, 事业层Business level and 职能层（战术层）Functional levels,(1) 系统性 Systematicin a logical and orderly fashion;,(2) 综合性 Comprehensivea coherent and comprehensive, broad in scope;,(3) 可视性 a full picture of the organization internal dynamics.,（三）战略制订科层描述：,Strategy-Making Hierarchy,1. 总体层,The corporate level,董事会和高层管理 Total entity, direction,The board of directors+top management (CEO, President, other support offers such as COO, CIO, CFO, CKO and strategic planners),(1) 长期视点,Long-term：,F,inancial and non-financial objectives for the entire organization;,(2) 确定范围,The,current business,: Divisions or subsidiaries. Keep+divest or liquidate+new move;,(3),分配资源,allocate the,resources,among the businesses;,(4),建立关系,The,relationship,with the public and image in the community.,（三）战略制订科层描述：,Strategy-Making Hierarchy,2. 事业层,The Business level,事业部（地理、产品或服务、服务对象等）,强调,竞争能力,SBUs-,Strategic Business Units,：Divisions and subsidiaries Competitive capacities,本科生、研究生；,高科技、制造业、旅游业,。,3.职能层,The functional level,部门,（人力、财务、技术、信息、生产、市场等）,Departmentsdevising appropriate strategies to achieve the objectives,I. 总体层,The corporate level,(1) 董事会,、理事会、政务会、委员会,The Board of Directors, The Board of trustees, The board of governors.,股东和利益代表Stockholders (Taxpayers or members of the associations) + the Media.,(2) 高层管理 团队,Top Management,决策执行主席和总裁CEO and other supportive officers, directly responsible for fashioning the strategic posture of the organization.,角色和行为的系统评价A systematic evaluation of the roles and behavior,董事会,The Board of Directors,Why? 政治局，常委会，人民代表大会，国务院务会，,政务会，理事会。,确定使命,Define the mission;,检查和询问,有关决策执行,Examine and question subsidiaries plan;,制订全面规划,Form an overall plan;,激励高层管理者,Motivate the management to perform;,监控偏差,Monitor performance and acts where there is failure to achieve objectives.,评判高层管理者的绩效,Judge the performance of Top management, reward, punish, or replace the executives.,董事会分析要点,Focus of the boards analysis,(1) 存在的理由,Why Boards Exist,-法律要求A legal mandate: at least three members;,-内在要求Internal complexity and external changes; outsiders advices;,(2) 董事会成员的资格,Qualifications of Directors,-经验 Experience in the industry;,-政治和经济系统 Economical and political system of the country;,-勇气和客观Courage and objectivity in articulating views;,-判断能力强Sound judgment;,-诚信 Integrity;,-时间充足Time availability;,(3) 董事会的责任,Board Responsibilities,-保护成员利益 To protect the interests of the stockholders;,-维护资产安全 to safeguard the assets。,(4) 董事会的职能,Board Functions (governance not management) 治理非管理,-决定执行者 Hiring, evaluating, replacing the executives;,-批准高层人事Ratifying the CEOs selection;,-政策的核准 Approving, modifying or rejecting the policies;,-薪酬水平 Setting the salary levels;,-通过审计保持连续性 ensuring the integrity of top management through continuous auditing;,-保障长远发展 Assuring the long-run survival and success of the organization,B. 相关委员会 Board committees,(1) 执行,Executive Committees: WTO，人大,(2) 审计,Audit committees,(3) 补偿,Compensation committees: recommending;,(4) 提名,Nominating committees: recommending;,(5) 财政,Finance committees,(6) 战略,Strategy committees,(7) 其它,other committees,-社会责任social responsibility committee,-贡献contribution committee,-合并merge and acquisition committee,-公共政策public policy committee,-股票期权stock option committee,C. 董事会的组成 Board Composition,(1) 管理董事,Management directors: president, finance and manufacturing division;,(2) 附属董事,Affiliated non-management directors: customer, creditor, investment banker.,(3) 独立董事,Independent directors: executives of another organizations, a professor, a community leader.,(4) 外部董事,Outsiders outnumber insiders:,-advantages and disadvantages of Insiders;,- advantages and disadvantages of outsiders;,知识Knowledge,沟通Communication,时间的许可Availability of time,continuity+creation+objective judgment+experiences.,D. 董事会的类型Types of Boards,依法型,Constitutional boards: “small, new, low technology, closely owned firms”,橡皮图章型,Rubber stamp boards: a. share the executives views, and b. not known for courage.,监控型,Oversight boards: play an active role in reviewing, approving, modifying, or rejecting managements decisions concerning the companys missions, objectives, strategies, and policies.,刺激型,Catalyst boards: an initiator of action, take the leading role in establishing and modifying the mission, objectives, strategy, and policies.,2. 高层管理,The Top Management,A.CEO在管理中的重要性,Why CEOs Analysis,(1)灵魂,The soul of the organization: shaping the strategic direction.,(2)塑造特性,molding the character of the executive team.,(3)乐队指挥、战地指挥官、球队教练、,船长,like an orchestra conductor, a military field commander, a football coach, a ship captain.,B. 如何分析How to analyze CEO?,(1) CEO的责任,The CEOs responsibilities,-清晰内部能力和外部变化 Make sure the capability and changes;,-明确事业范围和目标以及实现策略Define the business and objectives and strategies to attain those objectives;,-创造氛围 Create the conditions necessary for successful implementation of strategies.,-确定控制机制Establish an effective control mechanism;,-吸引和留住优秀人才Attract and keep the talent executives;,-权力和制度的有效传达Power, institutions for transfer system;,-树立良好的组织形象Project a good Organization image,(2) CEO的角色,The CEOs Roles,-人际角色,Interpersonal roles:,a figurehead, a leader, and a liaison;名誉领袖、领,导者和联络者。,-信息角色,Informational roles:,a monitor (internal and external), a disseminator,and a spokesperson; 监督者、传播者、发言人。,-决策角色,Decisional roles:,an entrepreneur, a disturbance handler, a resource,allocate, and a negotiator.创业者、危机处理者、,资源分配者和协调者。,D. CEO的管理模式,The CEOs Managerial Modes,冒险,或者,保守,？Risk averse or risk prone,创业型,The entrepreneurial mode,-leaders,领先者,growth. a proactive, risk-prone,approach, highly imaginative, energetic individuals, hunt,for and exploitation of environmental opportunities.,(2),适应型,The adaptive mode,-,followers,追随者,controlling the external,threats.,(3),混合型,The strategic planning mode,-,flexibility，,应变者。,E.CEO的决策风格,The CEOs Decision-Making Style,独裁式,Autocratic Style,-,威权,unilaterally. Authoritarian.,-,正式,formal authority,-,优点是快速反应,quickly adapt to changes in the external environments.,-,缺点是,may bring the poor and devastating.,(2),参与式,Participative Style,-,咨询,consult with subordinates. Democratic.,-,优点在于信息,enough information;,-,缺点是慢而不决,may slow and hard to get agreement.,F.CEO的价值观,The CEOs Values,(1)价值要素 Components of Values,-理论要素Theoretical component: empirical,critical and rational approach.,-经济要素 Economical component: profit, the creation of wealth.,-美学要素 Aesthetic component: form symmetry, and harmony.,-社会要素 Social component: warm human relations, love kindness, sympathy, and unselfishness.,-政治要素Political component: Power, influence, and recognition.,-宗教要素 Religious component:unity and the creation of the universe,The CEOs personally want the organization to do or to,be,II.事业层,The Business Level,中层、独立的事业分部 Middle layer, Strategic Business,Units, A freestanding business,分权运动,SBU:,1920-1960 movement on,divisionalization,and decentralization.The organization growth,diversity, and overall complexity, semi-autonomous businesses,.,正式规划,1960,s formal (traditional) planning: overall purposes, objectives, and environmental assumptions. Overly optimistic or pessimistic, and profitless growth.,通用的组合理论,GEs Concept: “portfolio”; unique business mission or purpose; have identifiable competitors, have major functions (production, finance etc.),1. 战略事业单位策略,SBUs Strategies,竞争策略 competitive strategy: a key advantage,（1）成本领先,Cost leadership,先发制人，资本能力强，严格监督，责任分明，,详细报告，定量激励。,（2）特色优势,Production differentiation,先发制人或后发制人：敏锐的创造鉴别能力，技术领,先，传统与独特相结合，密切合作，创新文化。,（3）目标集聚,Focus,自我约束，实力不足，追求效率。,（1）成本领先战略,Cost Leadership,扩张、严格控制、成本最小化,Efficient facilities, tight overhead control,cost minimization.,优点,：,对竞争对手、购买方、供应方在价格方面具,有更高的讨价还价能力。,缺点：,技术变化的冲击，竞争对手的模仿，忽视长远,利益，局限于现有技术和战略。,应用：,-,需求弹性大，市场由价格竞争主导；,-差别化不能为购买者带来显著利益；,-大部分购买者对产品的使用了如指掌；,(2) 差别化战略,Product Differentiation,品牌、技术、特性、客户服务、分销网络Brand image, technology, features, customer services, dealer network,优点：,品牌忠诚、利润率高、进入障碍,Brand loyalty, profit margin increase, entry barriers, bargaining power,缺点：,高价格、多余功能和竞争者的模仿,Customers loss, competitors imitation.,应用,application,-提供多种差别化方式Many ways, diverse needs and uses;,-用户需求多样化,-采取差别化的竞争者不多Not many rival firms are following a differentiation strategy.,(3) 目标专注策略,Focus,特定顾客、特定区域，特别产品,A special group of customers, a narrow geographic area, a particular use of the product. Specialization leads to proficiency,优点：,开发特有的竞争对手难以模仿的技巧，新进入者门槛高，客户忠诚度高。,+special skills, entry barriers, strong loyalty;,缺点：,竞争者使用替代品占领分市场，在市场容量小时失去竞争优势。,应用：,-明显需求差别和方式多样化；,-没有竞争者进入,-组织的资源不允许扩展。,2、战略组合法,BCG Matrix,（1）私人部门,-,-市场份额和市场增长率 Market share and Market Growth (图）,幼童明星金牛瘦狗,Question MarkStarCash CowDog,（2）公共部门,-利益相关者支持度和可控性,Stakeholders Accountability & Tractability,黑马坐鸭怒虎睡狗,Dark Horses Sitting DucksAngry Tiger Sleeping Dog,请思考几个相对应的案例,幼童高成长低市场份额,明星高成长高市场份额需要持续的投资；,金牛低成长高份额，减少投资；,瘦狗低成长低份额，撤退。,黑马为严重智力残疾提供生活自理技能；,坐鸭道路安全计划,怒虎关心少数民族教育,睡狗爱滋病的投资,III. 职能层,The Functional Level,1. 市场营销,Marketing (Product and Services),(1) 产品和服务,Products: ideas, services, merchandise.,-范围the breadth of production line;,-质量the quality level.,(2) 市场研究,Marketing Research: customer needs, values, buying habits, market characteristics, growth potentials, new product acceptance, competitive products.,(3) 目标市场,Target market: undifferentiated marketing, concentrated marketing, differentiated marketing.,(4) 市场容量,Sales volume:(5)市场份额 Market share:(6) 定价Pricing:(7) 分销Distribution(8) 广告Advertising(9) 促销Promotion,2. 生产 Production,(1) 地点 Location of facilities,(2) 更新 Newness of facilities,(3) 布局 Layout of facilities,(4) 质量控制Quality control,-Function; Reliability, Aesthetics and Safety.,(5) 生产能力Production capacity,(6) 库存能力Inventory,3. 研究与发展Research and Development,(1) 集中Focus: Basic and applied.,(2) 态势Posture:,-革新Innovative: offensive long-term;,-保护Protective: defensive;,Catch-up and combination.,(3) 预算 Budget: 9%-0.8%;,4. 人力资源 Human Resources,(1) 持续规划 Succession planning,(2) 招聘与选择 Recruitment and selection,(3) 训练与开发Training and development,(4) 绩效评估Performance appraisal,(5) 补偿Compensation,5. 公共事务 Public Affairs,Concepts: community affairs, community relations, external affairs, external communications, public relations.,Functions: ethics, social responsibility, crisis management.,(1) 伦理,Ethics:,perceptual difference, competitive pressure and psychological disorders.,(2) 社会责任,Social responsibility: financial contribution;,(3) 危机管理,Crisis Management,6. 财务Finance/Accounting,(1) 现金 Management of Cash,(2) 库存 Management of Inventory,(3) Management of Accounts Receivable,(4) Management of Total Assets,(5) Management of Debts,(6) Capital Budgeting,IV. 信息收集方法Information-gathering Tools,1.,个人联络,Personal Contacts: informal interpersonal interactions.,2.,观察,Observation: open and disguised,3.,访谈和调查,Interviews and Survey Questionnaires,4.,报告,Reports,二、外部环境分析,External Analysis,内外分析是一个硬币的,正反两面,， 缺一不可。Gathering and examining information on the forces.,外部环境的,变化,多端， 反应缓慢带来灾难。Long-term health, short-term surprise.,1、特定环境,Task environment,: immediate or operating; in both direction; influence and are influenced,2、一般环境,General environment,: Influence but are not be influenced by the organization.,特定环境分析,The Task Environmental Analysis,(p8图),(1) 行业分析,Industry,: a group of,firms offering similar products(or services) .,-行业结构Industry Structure:,增长率Growth rate+规模Size+相对利润Relative profitability,-战略小组Strategic Group,(2) 竞争者,Competitors,-Forces influencing competition(p12图）,1、特定环境分析,The Task Environmental Analysis,(3) 供应者分析,Suppliers: Raw materials,capital labor.,(4) 顾客分析,Customers: Region, Income, Education.,(5) 工会分析,（其他利益相关者）Labor Unions,(6) 政府规则,Government Regulators,-Regulation,-Deregulation,2. 一般环境分析,The General Environment,P13图,(1) 人口,Demographics: birth rates, death rates, life expectancy, age distribution,marriages, divorces, income distribution level of income.,(2) 文化,Culture: collection of societal values, habits, knowledge, and ways of doing things,(3) 经济,Economy: Major economic factors;,(4) 政治,Politics: national and international,(5) 技术,Technology,(6) 压力集团,Pressure Groups,3. 外部环境总揽,Scanning the External Environment,(1) 针对竞争对手的情报,Competitor Intelligence: published materials, information brokers, potential recruits, questioning technicians, debriefing, consultants, key customer talk, labor contract;,(2) 工业间谍,Industrial Espionage: illegal use of information-gathering tools.,(3) 预测技巧,Forecasting-Techniques,-定性Qualitative: Executive opinion method, Delphi,Brainstorming, Scenarios,-定量 Quantitative: Trend Analysis, time-series, regression, econometric models,cross-impact, leading indicators,案例分析 底特律新任市长的战略思考,背景：,Detroit是美国中部Michigan州著名的“汽车城”和“动力城”，曾是许多人向往的城市。但是，在1990年前后因犯罪率居高不下而竟背上了“谋杀城”的名声。,问题：,1、失业率高，平均7.1%；黑人15%；,2、财政赤字，8800万美元；,3、人口下降、经济畏缩；中产阶级纷纷迁往远郊居住；,4、犯罪率仍在上升。,改变：,1994年新上任。除了日常的城市管理例如修补路面、处理环境污染、垃圾问题、路灯问题之外，市长决定：,1、“重塑城市形象，让市民感到生活在这里是幸福的”；,2、吸引更多的投资。从减少烦琐的行政手续入手开展改革；,3、促进基础设施建设，为城市居民创造优良的环境；,4、优化交通管理，吸引远郊的居民进城工作。,5、减少城市犯罪率。,