【正文】 120Dr. Wei Jiang Strategy Management核心能力表現(xiàn)形式 :組織洞察力和一線執(zhí)行能力。 投客戶所好激發(fā)忠誠(chéng)； 情感銀行帳戶99Dr. Wei Jiang Strategy Management100Dr. Wei Jiang Strategy Management 總體要求獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的關(guān)鍵在于把源泉的力量充分發(fā)揮出來(lái)，通過(guò)向顧客提供的產(chǎn)品和服務(wù)中所包含的特色來(lái)完成。 Database inventory從這一基本思路出發(fā)，探討如何分析企業(yè)自身獨(dú)特的資源和能力；如何運(yùn)用價(jià)值創(chuàng)新理念和工具創(chuàng)造獨(dú)特價(jià)值地位 。50Dr. Wei Jiang Strategy Management? 電影業(yè)的使命是什么？業(yè)務(wù)是什么？? 中國(guó)電影業(yè)滑坡的根本原因是什么？? 電影業(yè)應(yīng)注重娛樂(lè)性還是藝術(shù)性？? D先生的改革思路是否可行？? 向娛樂(lè)城方向發(fā)展的潛力如何？如何面對(duì)錄象、電視的沖擊？? 你認(rèn)為電影業(yè)發(fā)展的前景如何？出路何在？51Dr. Wei Jiang Strategy Management52Dr. Wei Jiang Strategy Management 總體要求掌握內(nèi)外環(huán)境對(duì)企業(yè)戰(zhàn)略制定的作用，以及內(nèi)外環(huán)境的交互匹配。為偉大祖國(guó)的繁榮昌盛，為中華民族的振興，為自己和家人的幸福而不懈努力。我們決不讓雷鋒吃虧，奉獻(xiàn)者定當(dāng)?shù)玫胶侠砘貓?bào)。第二條 [員工 ]認(rèn)真負(fù)責(zé)和管理有效的員工是華為最大的財(cái)富。21Dr. Wei Jiang Strategy Management22Dr. Wei Jiang Strategy Management總體要求? 戰(zhàn)略管理課程體系有總體認(rèn)識(shí)；? 理解戰(zhàn)略管理本質(zhì)和基本問(wèn)題；? 建立解決問(wèn)題整體思路框架 。? 結(jié)合企業(yè)內(nèi)外部環(huán)境，從長(zhǎng)遠(yuǎn)發(fā)展高度概括、 總結(jié)，提出可操作性思路；? 系統(tǒng)規(guī)劃持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)和核心競(jìng)爭(zhēng)能力。4Dr. Wei Jiang Strategy Management（ 1）能夠融會(huì)貫通管理學(xué)基本理論，系統(tǒng)思考 職能戰(zhàn)略，領(lǐng)會(huì) “ 資源有效配置，企業(yè)整 體優(yōu)化和持續(xù)發(fā)展 ”（ 2）能結(jié)合企業(yè)實(shí)際分析 “ 企業(yè)為什么能夠獲 得回報(bào)和如何獲得回報(bào) ”（ 3）結(jié)合三個(gè)核心問(wèn)題，運(yùn)用戰(zhàn)略管理理論， 分析并制定具體戰(zhàn)略思路和手段：戰(zhàn)略目 標(biāo)、業(yè)務(wù)發(fā)展和選擇、企業(yè)持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)、 職能戰(zhàn)略和管理體系匹配（ 4）認(rèn)識(shí)到戰(zhàn)略制定和實(shí)施過(guò)程中，不能讓戰(zhàn) 略成為裝飾品，而是一個(gè)能夠?qū)崒?shí)在在指 導(dǎo)具體行為的思路5Dr. Wei Jiang Strategy Management? Previous background Management fundamental theories operational management, finance, marketing, HRM, basic economics? Assessment final test case report (including PowerPoint making) written essay (including strategy design) presentation participation? Necessary preparation Proofreading, teamworking, writing, etc? More than 1/3 absentee, no qualification.? Others6Dr. Wei Jiang Strategy Management7Dr. Wei Jiang Strategy Management8Dr. Wei Jiang Strategy ManagementStrategy is the direction and scope of an anization over the longterm: which achieves advantage for the anization through its configuration of resources within a changingenvironment, to meet the needs of markets and to fulfill stakeholder expectation. (Johnson G. and Scholes K., (1999) Exploring Corporate Strategy, 5th, Prentice Hall)Characteristicslongterm directionadvantagescope of an anization’s activitiesmatch activities with environmentbounded rationality and resources scarcity values and expectation9Dr. Wei Jiang Strategy ManagementLevel 1: Corporate strategy in concerned with the overall purpose and scope of the anization to meet the expectations of owners or major stakeholders and add value to the different parts of the enterprise.? Level 2: Strategic business strategy is about how to pete successfully in a particular market? Level 3: operational strategies are concerned with how the ponent parts of the anization in terms of resources, processes, people and their skills effectively deliver the corporate and businesslevel strategies direction10Dr. Wei Jiang Strategy ManagementGeneral statement of aim or purposeQuantification (if possible) or more precisestatement of the goalResources, processes or skills whichprovide ‘petitive advantage’longterm directionCombination of resources, processes andpetencies to put strategy into effectThe monitoring of action steps to:? assess effectiveness of strategies and actions? modify strategies and/or actions as necessaryOverriding purpose in line with the values or expectations of stakeholdersDesired future state: the aspiration of the anizationMissionStrategic architectureVision(strategic intent)GoalObjectivesCore CompetencyStrategiesControl11Dr. Wei Jiang Strategy Management12Dr. Wei Jiang Strategy Management Large firms vs. Small firms? Culture Orthodox? Resource vs. Scope/span? Managerial styles vs. Industry? Employer vs employee? Manager vs subordinate? Headquarter vs. Subsidiary? National vs. MNCs? …...13Dr. Wei Jiang Strategy ManagementPatterns of Strategic DevelopmentExplanations of strategic developmentstrategy as:ManagerialintentOute of cultureand political processesExternallyimposedConfigurations for processChallenges for strategy developmentCultural web Strategic drift Learning . Wei Jiang Strategy Management 討論題根據(jù)戰(zhàn)略計(jì)劃學(xué)派和設(shè)計(jì)學(xué)派的觀點(diǎn)，企業(yè)可以而且應(yīng)該制定長(zhǎng)期發(fā)展的規(guī)劃。? 明確該思路框架的假設(shè)前提 .具體要求? 戰(zhàn)略管理體系前提? 戰(zhàn)略管理整體框架? 戰(zhàn)略管理過(guò)程分析? 戰(zhàn)略管理根本任務(wù)23Dr. Wei Jiang Strategy Management核心能力(假設(shè) III)特殊使命(假設(shè) II)環(huán)境分析(假設(shè) I)企企業(yè)業(yè)為為什什么么能能得得到到回回報(bào)報(bào)企企業(yè)業(yè)獨(dú)獨(dú)特特使使命命和和業(yè)業(yè)務(wù)務(wù)可以做可以做應(yīng)該做應(yīng)該做能做能做 做做 :有效益有效益愉快愉快有效率有效率24Dr. Wei Jiang Strategy Management? Environment analysis(環(huán)境分析 )(SWOT) Strength（ 內(nèi)部?jī)?yōu)勢(shì)） Weak（ 內(nèi)部弱點(diǎn)）； Opportunity（ 外部機(jī)會(huì)） Threats（外部威脅）業(yè)務(wù)環(huán)境分析? Organizational special mission(特殊使命 )業(yè)務(wù)選擇戰(zhàn)略? Core petency(核心能力 )競(jìng)爭(zhēng)優(yōu)勢(shì)和互動(dòng)戰(zhàn)略25Dr. Wei Jiang Strategy Management第一部分 戰(zhàn)略管理總論第三部分：競(jìng)爭(zhēng)優(yōu)勢(shì)戰(zhàn)略競(jìng)爭(zhēng)優(yōu)勢(shì)源泉 競(jìng)爭(zhēng)優(yōu)勢(shì)獲取競(jìng)爭(zhēng)優(yōu)勢(shì)持續(xù) 競(jìng)爭(zhēng)合作互動(dòng)第二部分：業(yè)務(wù)選擇與發(fā)展目標(biāo)與使命 業(yè)務(wù)選擇環(huán)境 業(yè)務(wù)發(fā)展戰(zhàn)略選擇第四部分：戰(zhàn)略實(shí)施措施戰(zhàn)略方案評(píng)選、資源組織優(yōu)化、實(shí)施過(guò)程控制SM性質(zhì)與發(fā)展 SM體系架構(gòu)SM本質(zhì)與基本問(wèn)題26Dr. Wei Jiang Strategy Management27Dr. Wei Jiang Strategy Management? 制定、實(shí)施和評(píng)價(jià)使組織能夠達(dá)到其目標(biāo)的，跨功能決策的藝術(shù)和科學(xué) （ Fred R. David, 1996)戰(zhàn)略評(píng)價(jià)戰(zhàn)略評(píng)價(jià)戰(zhàn)略實(shí)施戰(zhàn)略實(shí)施戰(zhàn)略制定戰(zhàn)略制定 — 認(rèn)清現(xiàn)狀：符合實(shí)際、相互協(xié)同 — 采取行動(dòng)：上下同欲、積極投入 — 確認(rèn)結(jié)果：動(dòng)態(tài)調(diào)整、靈活適用28Dr. Wei Jiang Strategy ManagementStrategic analysisStrategic implementationStrategic choiceStrategic optionsResources,petencies capabilitiesExpectations purposesEnvironmentanalysisOrganization structure designBases ofStrategic choiceStrategy evaluation selectionResourceallocation controlManagingStrategic change29Dr. Wei Jiang Strategy Management愿景使命價(jià)值觀目標(biāo)與衡量指標(biāo)主要戰(zhàn)略的選擇與組合戰(zhàn)略實(shí)施計(jì)劃企業(yè)未來(lái)境界業(yè)務(wù)定義范圍企業(yè)經(jīng)營(yíng)理念戰(zhàn)略實(shí)施績(jī)效戰(zhàn)略決策綱要具體行動(dòng)安排戰(zhàn)略制定戰(zhàn)略 實(shí)施30Dr. Wei Jiang Strategy Management根據(jù)內(nèi)外環(huán)境分析 , 解決擬做什么 , 即戰(zhàn)略的根本任務(wù)。尊重知識(shí)、尊重個(gè)性和不遷就有功的員工，是我們事業(yè)可持續(xù)成長(zhǎng)的內(nèi)在要求。第六條