1、戰(zhàn)略管理,戰(zhàn)略的定義及本質(zhì),戰(zhàn)略：涉及組織的遠期發(fā)展方向和范圍，在理想情況下，它應(yīng)使資源與變化的環(huán)境， 尤其是它的市場、消費者或客戶相匹配，以便于達到所有者的預(yù)期希望。,戰(zhàn)略決策的特點 戰(zhàn)略決策與組織的經(jīng)營范圍有關(guān) 戰(zhàn)略要與一個組織營運其中的環(huán)境相匹配 戰(zhàn)略還與將組織的活動與它的資源容量相匹配有關(guān) 戰(zhàn)略決策作為組織的關(guān)鍵資源要素 戰(zhàn)略決策會影響經(jīng)營性決策 戰(zhàn)略不僅受環(huán)境和資源的影響，還受利益相關(guān)者的價值觀和期望的影響 戰(zhàn)略決策影響企業(yè)的長期發(fā)展方向 戰(zhàn)略的本質(zhì)：復(fù)雜性 戰(zhàn)略決策具有很高的不確定性 戰(zhàn)略決策要求用一系列綜合性的方法整合和管理一個組織 戰(zhàn)略決策可能涉及組織的重大變革,戰(zhàn)略的層次,公

2、司層: 主要是關(guān)于組織的整個經(jīng)營范圍，從結(jié)構(gòu)和財務(wù)角 度來考慮如何經(jīng)營，如何分配資源。 競爭戰(zhàn)略或企業(yè)戰(zhàn)略: 涉及如何在市場中競爭，其主要問題 是開發(fā)哪些產(chǎn)品和服務(wù)及其提供給哪些市場，關(guān)心它們滿足 客戶的程度，以達到組織的目標(biāo)。 公司層戰(zhàn)略涉及組織的整體決策，競爭戰(zhàn)略更關(guān)心整 體內(nèi)的某個單位 經(jīng)營層：關(guān)心企業(yè)的不同職能營銷、融資和制造等如何 為其他各級戰(zhàn)略服務(wù),Level of Strategic Management,Head Office,Division A,Division B,Division C,Business functions,Business functions,Busin

3、ess functions,Market A,Market B,Market C,Corporate Level CEO, board of directors, and corporate staff,Business Level Divisional managers and staff,Functional Level Functional managers,戰(zhàn)略規(guī)劃流程,公司使命和目標(biāo)示例,麥肯錫使命和指導(dǎo) 原則（摘錄）,為提高客戶全面業(yè)績提供根 本性的顧問服務(wù) 針對客戶問題解決、實施和 能力建設(shè)起到整合作用 建立長期信任的合作關(guān)系 追求高質(zhì)量和明顯的作用,為每一位客戶提供公司最佳 服

4、務(wù) 發(fā)展和傳播最優(yōu)管理實踐 以最有效方式管理客戶和公 司資源,以價值導(dǎo)向管理自我 堅持合作、參與和信任的合 伙人原則 在自我管理和相互責(zé)任明確 的情形下享受行動自由,發(fā)展一個有利于使用才能的 環(huán)境 營造開放和非層級化的工作 環(huán)境 履行發(fā)表不同意見的義務(wù) 顯示你對每個人的關(guān)懷,外部分析：確定行業(yè)機會和威脅,行業(yè)內(nèi)競爭狀況 行業(yè)內(nèi)競爭結(jié)構(gòu) -fragmented:many firms,no dominant firm -consolidated:dominated by a small number of large firms 需求狀況 行業(yè)退出壁壘,替代品的威脅,用戶議價能力,潛在競爭者的進入

5、風(fēng)險 品牌忠誠度 成本優(yōu)勢 規(guī)模經(jīng)濟 政府管制 進入壁壘,供應(yīng)商議價能力 行業(yè)后向一體化能力,政治和法律環(huán)境,社會環(huán)境,宏觀經(jīng)濟環(huán)境,技術(shù)環(huán)境,內(nèi)部分析：資源、能力和競爭優(yōu)勢,Competitive Advantage: Low cost Differentiation,Superior efficiency,Superior innovation,Superior quality,Superior customer responsiveness,Internal analysis: Business functions,Value chain,Company infrastructure,H

6、uman resources,Material management,R&D,service,Production,Marketing and sales,Support activities,Inputs,Primary Activities,Building Competitive Advantage Through Functional Level Strategy,Achieving superior efficiency,Achieving superior quality,Achieving superior innovation,Achieving superior custom

7、er responsiveness,Production and efficiency economies of scale learning effects the experience curve flexible manufacturing Marketing and efficiency Materials management,JIT,and efficiency R&D strategy and efficiency Human resource strategy and efficiency Infrastructure and efficiency,Business or Co

8、mpetitive Strategy,Focused cost-leadership strategy,Differentiation strategy,Cost-leadership strategy,Focused differentiation strategy,Offers low-priced products to consumers,Offers unique or distinctive products to customers,Offers products to only one group of customers,Offers products to many kin

9、ds of customers,Types of business level strategies,Corporate strategy,Vertical integration Diversification Strategic alliances,Vertical Integration,Creating value through vertical integration Building barriers to entry Facilitating investments in special assets Protecting product quality Improved sc

10、heduling,Vertical Integration,Arguments against vertical integration Cost disadvantage Technological change Demand uncertainty,Diversification,Creating value through diversification Acquiring and restructuring Transferring competencies Realizing economies of scope,Diversification,Arguments against d

11、iversification Number of business Coordination among business Limits of diversification,Enable companies to realize many of the benefits of related diversification Without having to bear the same level of bureaucratic costs The risk of giving away key technology to its partner,Strategic Alliances,SCP分析的應(yīng)用模型,采用SCP模型對外部環(huán)境和行業(yè)結(jié)構(gòu)的分析，旨在得出企業(yè)在特定的行業(yè)中為保持競爭優(yōu)勢所需要的能力和所能獲得的資源,S 結(jié)構(gòu),C 行為,P 績效,需求 市場增長率 價格/服務(wù)上的差別 替代