企业战略管理2

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*, 2001 Prentice Hall,Ch. 2-,*,Strategic Management,战略管理,Module 2:,第二章：,Business Vision & Mission,企业目标（愿景）与任务（使命）,1,Session Objectives,章节目标,Appreciate the inextricable link of vision and mission to strategy,评估战略目标（愿景）和任务（使命）之间不可分开的联系,Introduce key theorists and significance of critical thinking,介绍主要理论家和批判性思维的重要意义,Understand the importance of Triple Bottom Line and Sustainability agendas,理解三条底线和持续性发展议程的重要性,2,Comprehensive Strategic Management Model,综合战略管理模型,Vision,&,Mission,Statements,愿景与使命陈述,Chapter 2,第二章,External,Audit,外部分析,Chapter,3,第三章,Internal,Audit,内部分析,Chapter 4,第四章,Long-Term,Objectives,长期目标,Chapter 5,第五章,Generate,Evaluate,Select,Strategies,制定、评估和,选择战略,Chapter,6,Implement,Strategies:,Mgmt Issues,战略实施：,管理问题,Chapter 7,第七章,Implement,Strategies:,Marketing,Fin/Acct,R&D, CIS,战略实施、,营销、财会、,研发、计算机,信息系统,Chapter 8,第八章,Measure &,Evaluate,Performance,衡量,&,评价绩效,Chapter 9,第九章,3,Definitions,定义,Business vision and mission are rarely given adequate thought,很少充分地思考企业的愿景和使命,Peter Drucker,Enduring purpose for being,存在的持久目标,- Built to Last,制定好，坚持到底,(Collins & Porras),4,Vision,目标（愿景）（,p23）,Vision statement addresses the question what do we want to be?,目标（愿景陈述）解决了“我们要成为什么”的问题,Needs to be inspiring and future focused.,应该是鼓舞人心和着眼未来的,5,Mission,任务（使命）,（,p23）,Mission statement addresses the questions:,使命陈述解决了以下问题：,What is our business?,我们的业务是什么？,Why are we in business?,我们为什么要做这项业务？,What kind of relationships do we want to have with our customers, staff and other key stakeholders?,我们希望和客户、员工和其他主要的利益相关者建立怎样的关系？,6,Vision & Mission,目标和任务,Part of branding and market position,品牌和市场地位的一部分,Shared vision inspires and motivates employees & stakeholders,共同的目标（愿景）激励和促进员工及利益相关者,Develops common interests & commitment,发展共同的利益和义务,Focus on opportunity & challenge,强调机会与挑战,Future focused,着眼未来,7,Exercise 1,练习,1,Review the Vision and Mission statements in the text (one example per group),检查课本中的目标和任务陈述（每个小组一个范例）,Compare the statements with the list of Essential Components in the text,用课本中所列的基本要素与陈述进行比较,8,Developing Vision & Mission,目标（愿景）与任务（使命）制定,Clear vision & mission needed before any alternative strategies formulated or implemented,在制定或实施任何替代战略之前必须要有明确的目标和任务,Needs as broad range of participation as possible including workforce and other key stakeholders,需要包括员工和其他主要利益相关者在内的尽可能的广泛参与,9,Exercise 2,练习,2,From the Essential Components list in the text, develop a Vision & Mission statement for your business,根据课本中列出的基本要素为你自己的企业制定愿景与使命,Select one example from your group to share with the class,每个小组挑选一个案例与全班同学分享,10,Strategy as Art,作为艺术的战略,Balance of intuition & analysis,直觉和分析的平衡,Favours intuition & nonlinear processes,偏重于直觉和非线性流程,Focus on innovation & creativity,强调改革和创造力,Incorporate left- and right-brain thinking,左、右脑协同思维,Thinking outside the square,“跳出圈外”（突破性）思维,EQ and thought leadership,情商和“思想领导”,11,Characteristics of Vision & Mission,目标（愿景）和任务（使命）特征,According to McGinnis, Vision & Mission:,McGinnis,认为目标和任务：,Define what the organization is,对企业进行定义,Define what the organization aspires to be,表明企业的追求,Are broad enough to allow for creative growth,足够广阔允许创造性增长,Distinguishes organisation from all other,将本企业与其他企业相区别,Serve as framework to evaluate current activities & future developments,作为评价现时活动及将来发展的基本框架,Are stated clearly so understood by all,叙述足够清楚以便为所整个组织理解,12,Characteristics of Vision & Mission,目标（愿景）和任务（使命）特征,Effective vision & mission statements:,有效的目标和任务陈述,Broad in scope,范围广,Generate range of feasible strategic alternatives,制定一系列切实可行,的战略备选方案,Not too specific,不要过于具体,Reconcile interests among diverse stakeholders,协调不同利益相关者之间的利益,Are critical to strategy and business growth,对于,战略和企业发展至关重要,Important for market, customer & community,对市场、客户和社区比较重要,13,Characteristics of Vision & Mission,目标（愿景）和任务（使命）特征,Effective vision &mission statements:,有效的目标（愿景）与任务（使命）陈述：,Arouse positive feelings and emotions,唤起好感和热情,Motivates to action,激发行动,Generate the impression that,organisation,is successful, present & future directed, worthy of time, support, and investment,让人感觉到企业经营的成功、以现时和未来导向、值得为之付出时间、给予支持和进行投资,14,Characteristics of Vision & Mission,目标（愿景）和任务（使命）特征,Effective vision & mission statements:,有效的目标和任务陈述：,Are values driven,价值驱动,Reflect judgments on growth,反映对增长的判断,Provide criteria for selecting strategies,为战略选择提供标准,Assist in generating strategic options,有助于创造战略选择,Dynamic & future orientation,动态和未来导向,15,Exercise 3,练习,3,What are the values of your family?,你们家族的价值观是什么？,How did you learn your family values?,你是如何知道家族价值观的？,Share experiences in the group,跟小组成员分享你的经验,How might this be relevant to business?,这与商业有什么关系？,Select one example to share with the class,选择一个例子与全班同学分享,16,Customer Orientation,顾客导向,Good vision & mission statements anticipate customers,好的愿景和使命陈述体现了对顾客的预期,Identify customer needs,确定顾客的需求,Provide product/service to meet needs,提供产品,/,服务满足这些需求,AT&Ts mission focuses on communications, not telephones,美国电话电报公司的使命陈述突出了通讯而不是电话,Exxons mission focuses on energy, not oil and gas,埃克森公司的使命陈述突出了能源而不是石油和天然气,17,Exercise 4,练习,4,What is the main difference between vision and mission?,目标和任务（愿景和使命）的主要区别是什么？,Which of the two can be altered/ reshaped and why?,两者中哪一个是可以改变,/,重订的，为什么？,Share your ideas with the class.,跟全班同学分享你的观点,18,Corporate Governance & Social Policy,企业管理与社会政策,Social policy integral to strategic-management.,社会政策是战略管理必须考虑的部分,Vision & Mission statements are effective instruments for conveying corporate social responsibility.,目标（愿景）和任务（使命）陈述是传达企业的社会责任的有效工具,Basis of effective accountability.,有效责任的基础,19,Components of Vision & Mission,目标和任务（,愿景和使命）的要素,Vision and Mission statements vary in,目标（愿景）和任务（使命）陈述分别表现在,Length,长度,Content,内容,Format,形式,Specificity,具体性,Best if short & effective!,短而有效是最好的,Vision needs to be attractive and inspiring.,愿景应该是有吸引力且振奋人心的,Vision & Mission the most public and visible parts of strategic-management process.,愿景和使命是战略管理流程中最公开和明显的部分,20,Mission needs to reflect,使命应该反映,Customers,顾客,Products or services,产品或服务,Markets,市场,Technology,技术,Survival, growth, and profitability,生存、增长和盈利,Philosophy,观念,Self-concept,自我认识,Concern for public image,对公众形象的关切,Concern for employees,对员工的关心,21,Components of Mission,任务（,使命）的要素,Components of mission and corresponding questions to be answered:,任务（使命）的要素和应当回答的相应问题：,Customers,顾客,“Who are its customers?”,“,公司的顾客是谁？”,Products or services,产品或服务,“What are its major products or services?”,“,公司的主要产品或服务项目是什么？”,22,Components of Mission,任务（,使命）的要素,Markets,市场,“Geographically, where does it compete?”,“,公司在哪些地域竞争？”,Technology,技术,“Is it technologically current/ future focused?”,“,公司的技术是否以现时,/,未来为重点？”,23,Components of Mission,任务（使命）的要素,Concern for survival, growth, and profitability:,对生存、增长和盈利的关注,“Is it committed to growth and financial soundness?”,“,公司是否努力实现业务的增长和良好的财务状况？”,Philosophy,观念,“What are its basic beliefs, values, aspirations, and priorities?”,“,公司的基本信念、价值观、志向和倾向上什么？”,24,Components of Mission,任务（使命）要素,Self-concept,自我认识：,“What is its distinctive competence or major competitive advantage?”,“,公司的专有能力或最主要的竞争优势是什么？”,Concern for public image,对公众形象的关切,“Is it responsive to social, community, and environmental concerns?”,“,公司是否对社会、社区和环境负责？”,Concern for employees,对员工的关心,“Are employees its most valuable asset?”,“,公司是否将员工视为最宝贵的资产？”,25,Importance of Vision & Mission,目标和任务（愿景和使命）的重要性,Although research results mixed, business with formal vision and mission statements indicate,尽管研究结果是多种多样的，拥有正式目标和任务（愿景和使命）陈述的公司显示：,2X average return on shareholders equity,是平均股东权益报酬的两倍,Positive relationship to organizational performance,与企业绩效之间的保持正向关系,30% higher return on certain financial measures,在某些财务指标方面的收益要高出,30,26,Strategic business case,战略企业案例,The manner in which business addresses the triple bottom line agenda can enhance or undermine,企业对于三条底线议程的态度可以增强或破坏：,its reputation,企业的名誉,brand equity,品牌权益,risk profile,风险特征,innovation,创新,productivity,生产力,efficiency,效率,access to capital,使用资金,licence to operate and,经营许可，及,ability to attract and retain talent.,吸引和留住人才的能力,Through these it can have a material impact on the companys long-term shareholder value and success,这样就对企业的长期股东的价值和成功造成了实质性的影响。,27,Global Priorities for Business,企业全球优先考虑的事,Major Challenges in 2003 2003,年的主要挑战,31%,39%,24%,Incr. flexibility & speed,日渐增加的灵活性及速度,3%,9%,26%,Competing for talent,人才竞争,38%,32%,28%,Planning for vision & mission,愿景和使命规划,41%,32%,29%,Reducing costs,成本下降,16%,42%,30%,Managing M&As, alliances,管理兼并与并购，联盟,3%,28%,44%,Customer loyalty,顾客忠诚度,Japan,日本,Europe,欧洲,USA,美国,28,Strategy,for,Sustainable Business:,The next imperative,可持续性业务的战略： 下一步势在必行,29,Business and the Triple Bottom Line,企业与三条底线,Cannibals With Forks,John,Elkington,(1997),用叉子的野蛮人,John,Elkington,(1997),To be sustainable,an organisation,must :,要想持续发展，一个企业必须：,Be,financially secure,具有财政保障,M,inimise,its negative environmental impacts,将负面的环境影响最小化,Conform to,societal expectations.,符合社会期望,30,Global consensus on environmental and social issues,环境和社会问题上的全球一致意见,Social,and human rights,problems,e.g.,child labour, corruption, under-development of human capital, gap between rich and poor,社会和人权问题，如：童工、腐败、人力资本的开发不足、,贫富差距,Environmental problems,e.g.,global climate change, native deforestation, pollution, resource depletion,环境问题，如：全球气候变化、原始森林采伐、污染、资源损耗,Why TBL?,为什么是三条底线？,31,TBL business strategy,三条底线企业战略,The difficulty is in integrating the three dimensions into a coherent whole.,困难在于如何将三个方面有机地整合为一体。,The consensus is that the financial and governance aspects are most easily established,人们一致认为“财政”和管理方面是最容易确定的,followed by environmental,其次“环境”方面,with social as the most challenging,最大的挑战是“社会”方面,32,TBL adds strategic value,三条底线增加战略价值,Businesses choose to report for many strategic reasons.,企业因多种战略原因而选择报告,If used effectively, the TBL approach and reporting have the potential to,:,若有效应用三条底线方法和报告，具有下列可能性：,Build stakeholder relationships based on shared values, trust, and integrity,在共同的价值观、信任和诚实的基础上建立利益相关者之间的关系,Manage risks by identifying areas of concern to stakeholders and being able to deal with them proactively rather than reactively,通过确认对利益相关者所关心的领域，并能够积极主动、而非被动地处理问题的方法进行风险管理,33,Exercise 5,练习,5,How could your business use TBL to strategic advantage?,企业如何应用三条底线获取战略优势？,Share your ideas with your group, and one good example with the class.,与组员分享你的观点，然后每个小组选一个好的例子跟全班同学分享。,34,