【正文】 企業(yè)戰(zhàn)略管理的理論和方法Theories and Methodologies in Strategic Management Chapter 1 Introduction of Strategic Management Outline of this chapter1. Definition of strategic management (SM).2. Some key trems uesed in SM 3. Model of SM.4. Aims of SM.5. Functions and benefits of SM6. Reasons for not doing SM.7. Guildlines or principles for an effective SM.8. Methodologies of SM9. Abilities learned and practiced in SM. definition of SM( or SMP). Strategic management process is the full set of mitments, decisions, and actions required for a firm to achieve strategic petitiveness and earn above average returns. And more specifically, SM can be defined as an art and science of formulating, implementing and evaluating overall decisions that enable an business organization (BO) to achieve its long term objectives. some key terms often used in SMA. strategists: CEO, president（總裁）, chair of the board（董事長）, executive director（執(zhí)行董事）, or entrepreneur（企業(yè)家）, who are responsible for making strategic decision and who will also take most responsibility for failure and success of a BO. B. mission（使命）and vision（愿景）. a. Mission : which identify the business scope for a BO. b. Vision : which set the ultimate objectives and prospects for a BO. C. long term objective: refers to specific results, which a BO *strives to achieve within a period longer than one year.D. annual objective (*manage)E. Strategy: refers to the means which is used by a BO to achieve its long term objectives. focus（專業(yè)化）, acquisition（收購）, diversification（多元化）, retrenchment（收縮）.F. policy: refers to the means which is used by a BO to guide its day to day operation, pensation policy, motivation policy, business rules, cost control regulation, customer service policy, ect. The policy often reflect the business ethics and values of a BO and its top management. model of SMSteps 1: strategic analysis,which can be further divided into following steps:external analysis, internal analysis. Step 2: strategy formulation, which can be further divided into following steps:strategic position developing vision and mission for a business organization,and strategy selection, which mainly focus on selecting proper strategies to achieve the long term objective of a BO.Steps 3:strategy implementation,which can be further divided into following steps :establishing objectives,managing to achieve objectives.Steps 4: strategy evaluation, which can be further divided intio following steps:evaluating strategy,adjusting strategy. aim of SM When we conduct SM, all of SM activities should be aimed at long term benefits rather than short term interests, and theories and methods used in SM are also developed and practiced on the basis of long term objectives . Therefore, in the long run, the aim of SM as well as the whole BO is to provide customer satisfaction and constantly pete to be the best among many other petitors. So the fundamental business ethics is the altruim. functions and benefits of SM The major function or benefit of SM is to provide a clear direction and paths for the future development of a BO. why some BOs do not conduct SM.a. firefighting managementb. waste of timec. too expensived. fear of failuree. overconfident GUIDELINE OF SMA. Forward thinking. B. Fullsight thinking. C. Trend thinking. D. Rational thinking. E. Path thinking. methodology used in SMA. the first methodology is binary analysis or dialectics, which analyse two sides of the issue and try to make prehensive conclusion of the targeted issue. Some typical binary analysis include external and internal analysis, SW, OT, gain or loss, ect. B. The second one is gain or loss, or benefit or harm analysis, which list and evaluate the major benefits and losses of certain actions and thereby make a final decision. C. The third one is objective means in SM, we always put objective as the top priority, and make strategic decisions in accordance with the objective. So before we take any action, it is important to make clear what is your purpose and what is your final goal of taking this action. D. The fourth one is the result or effect orientation, which means we evaluate the effectiveness of a certain strategy according to its final results or its actual effects it has produced. E. The fifth one is systematic plan or prehensive management, which means in SM, we should see a BO as a whole system, each department or division has its independent functions and duties, and each department is also an indispensible part of the wholeorganization, and they are all mitted to the same mission of the whole organization, and this kind of relationship between different department is called strategic partner. The other meanning of systematic plan is that each separate steps of business management are related to each other, and we should make the first step conducive and productive to the second step. ABILITIES NEEDED TO CONDUCTING EFFECTIVE SM Conducting effective SM, a strategist will need to have several essential abilities, which include:A. Ability of foresightful and insightful analysis, which is needed to conduct an effctive strategic analysis.B. Ability of making a decisive judgement, which is needed when making strategic selection.C. Ability of prehesive planning, which is needed when formulating a strategic plan. D. Ability of thougthful practicing, which is needed when implementing the strategy.E. Ability of flexibility and adaptiveness, which is needed when facing a constantly changing enviornment in which a business organization may frequently encounter. Chapter 2 external analysis in strategic analysisObjectives: a framework of external analysis.B. identify key factors in EAC. outline a general process of analysing each of the key factor . D. make a preliminary c