【正文】 UESTC關(guān)于 “如何 ”的決策 企業(yè)決定如何向顧客提供產(chǎn)品或服務(wù)，實際上就是設(shè)計企業(yè)活動的價值鏈。一項業(yè)務(wù)有多少對戰(zhàn)略關(guān)鍵活動就應(yīng)當(dāng)有多少職能戰(zhàn)略。 B經(jīng)理見狀忙說： “仁兄，你不要奢望能夠跑過熊。 A經(jīng)理急忙從背包中拿出一雙運動鞋。l設(shè)計方案和策略，成功競爭和保護競爭優(yōu)勢Strategic ManagementSchool 0f Management of UESTC職能戰(zhàn)略l 職能戰(zhàn)略關(guān)注關(guān)鍵職能活動和過程的競爭謀略。 清晰、激動人心的戰(zhàn)略愿景能夠創(chuàng)造激情，激勵和激發(fā)雇員。l制定競爭謀略，將公司導(dǎo)向有吸引力的市場地位，建立公司持久的競爭優(yōu)勢Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略的價值主動規(guī)劃未來的經(jīng)營之道卓越管理的標(biāo)志成功的戰(zhàn)略為可持續(xù)競爭優(yōu)勢奠定基石Strategic ManagementSchool 0f Management of UESTC未來經(jīng)營之道戰(zhàn)略提供：l行動地圖（ roadmap ）l經(jīng)營藍圖 （ prescription ） l競爭謀略（ game plan ） 建立顧客忠誠 贏得可持續(xù)競爭優(yōu)勢Strategic ManagementSchool 0f Management of UESTC卓越管理標(biāo)志 有效實施一個精心設(shè)計的戰(zhàn)略，既是公司成功的秘訣，也是管理卓越的檢驗標(biāo)準(zhǔn)。Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略思維l 競合l 站在月球看地球Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略思維l 戰(zhàn)略直覺是認(rèn)知世界；本質(zhì)是合（合二為一）。因此，通過行業(yè)或者競爭結(jié)構(gòu)分析，發(fā)現(xiàn)新的發(fā)展機會和空間（ “有利 ”或者 “有吸引力 ”的行業(yè)結(jié)構(gòu)），從而進行業(yè)務(wù)（產(chǎn)業(yè)）定位，成為戰(zhàn)略管理中的定位學(xué)派（產(chǎn)業(yè)組織學(xué)派、結(jié)構(gòu)學(xué)派）的基本模式。 The driving forces in an industry are the major underlying causes of changing industry and petitive conditions. Strategic ManagementSchool 0f Management of UESTC行業(yè)驅(qū)動力分析l辨認(rèn)驅(qū)動力： Identifying the driving forcesl評估驅(qū)動力的影響： Assessing the impact Strategic ManagementSchool 0f Management of UESTC最常見的驅(qū)動力l 需求及其變化（包括買主及使用方式的變化）l 競爭及其變化（尤其是競爭結(jié)構(gòu)的五力變化）l 全球化、信息化與技術(shù)創(chuàng)新l 產(chǎn)品、流程、營銷創(chuàng)新l 政府管制、進入與退出障礙變化Strategic ManagementSchool 0f Management of UESTC環(huán)境掃描法： ESTEnvironmental scanning techniques (EST)l德爾菲法： Delpfi methodl頭腦風(fēng)暴法： Brain storml價值評價法： Value estimate(important)Strategic ManagementSchool 0f Management of UESTC評價認(rèn)識競爭對手l研究分析競爭對手的市場地位，確定最關(guān)鍵的競爭對手Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略群圖l Strategic group mapping(SGM)l 揭示公司競爭地位和最直接的競爭對手 Displaying pany`s petitive position and pointed a closest(major and important) petitorsStrategic ManagementSchool 0f Management of UESTC戰(zhàn)略群圖步驟： l市場劃分l戰(zhàn)略群圖繪制l分析Strategic ManagementSchool 0f Management of UESTC分析競爭對手的戰(zhàn)略Strategic moves analysis of Rival (SMAR)Strategic ManagementSchool 0f Management of UESTC分析競爭對手的戰(zhàn)略l 知彼比知己更重要（ It is advantageous to know more about your petitors than they know about you）。 A pany`s resource strengths are significant because they can from cornerstone of strategy and basis for creating petitive pany`s strategy should be tailored to fit its resource capabilities—taking both strengths and weakness into account.Strategic ManagementSchool 0f Management of UESTC相互關(guān)系資源實力競爭優(yōu)勢可持續(xù)競爭優(yōu)勢強項 , 實力 , 能力 ,核心能力 , 特異能力有形 , 無形 , 人力與組織資源與資產(chǎn)Strategic ManagementSchool 0f Management of UESTC演變資源實力核心能力特異能力 能力競爭優(yōu)勢邊緣與中心與競爭對手比較 一般與卓越基礎(chǔ)業(yè)績Strategic ManagementSchool 0f Management of UESTCSWOTCompany`s resource strength and weakness and its external opportunities and threatsSWOTStrategic ManagementSchool 0f Management of UESTCSWOTlSWOT analysis provides a good overview of whether a firm`s business position is fundamentally healthy or unhealthy.Strategic ManagementSchool 0f Management of UESTCSWOTl SWOT分析值根于這樣的基本原則：戰(zhàn)略制定必須事先公司的資源能力與外部形勢的的良好匹配。Strategic ManagementSchool 0f Management of UESTCEFEKSF weight rating Weight scoreQuality/product Image/reputation Technological skill Manufacturing capability Innovation capability Financial resources Relative cost position Service capability Total rating score Strategic ManagementSchool 0f Management of UESTC競爭組合矩陣The petitive profile matrix (CPM)Strategic ManagementSchool 0f Management of UESTC競爭組合矩陣l CPM 用于確定公司最主要的競爭對手，并評價對手的強項和弱點l CPM 的步驟與 EFE 基本相同Strategic ManagementSchool 0f Management of UESTCCPMKSF weight own rival1 rival2Market share Price petitiveness Financial position Product quality Customer loyalty Manufacturing capability Relative cost position Service capability Overall strength rating Strategic ManagementSchool 0f Management of UESTC專題四公司自身分析公司自身分析 —— 確定公司的強項、 弱項和競爭地位Strategic ManagementSchool 0f Management of UESTC公司自身分析l當(dāng)前戰(zhàn)略運行效果分析l公司資源、資產(chǎn)與能力分析l公司成本競爭能力分析l公司戰(zhàn)略地位評價Strategic ManagementSchool 0f Management of UESTC分析基本框架公司內(nèi)部分析資源分析能力分析成本分析價值鏈 競爭優(yōu)勢 戰(zhàn)略成本現(xiàn)行戰(zhàn)略運行效果可持續(xù)競爭優(yōu)勢優(yōu)勢優(yōu)勢弱點弱點公司競爭地位分析Strategic ManagementSchool 0f Management of UESTC內(nèi)部分析目前戰(zhàn)略運行面臨的面臨的戰(zhàn)略問題戰(zhàn)略問題SWOT成本優(yōu)勢競爭地位資源與優(yōu)勢戰(zhàn)略成本與價值鏈分析競爭實力評價市場地位與業(yè)績評價Strategic ManagementSchool 0f Management of UESTC當(dāng)前戰(zhàn)略運行效果l 市場地位 （份額、形象與聲譽變化）l 業(yè)績目標(biāo)（利潤率、 EVA、 MVA等）Strategic ManagementSchool 0f Management of UESTC當(dāng)前戰(zhàn)略匹配分析N 型戰(zhàn)略N 型環(huán)境N 型結(jié)構(gòu)業(yè)績下降變革變革調(diào)整戰(zhàn)略上升持續(xù)戰(zhàn)略Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略運行一般性分析l組織結(jié)構(gòu)與戰(zhàn)略l營銷與市場地位l財務(wù)與利潤率l產(chǎn)品與生產(chǎn)l研發(fā)與技術(shù)Strategic ManagementSchool 0f Management of UESTC組織變革新興組織結(jié)構(gòu) 學(xué)習(xí)型組織Ecological anization: supply chainVirtual anization: strategic allianceStrategic ManagementSchool 0f Management of UESTC虛擬組織Factors virtualfunction virtualStructure virtualStrategic ManagementSchool 0f Management of UESTC一種新型組織結(jié)構(gòu) 大型、復(fù)雜的公司組織結(jié)構(gòu)難以保持對變化的反應(yīng)和適應(yīng)： Maintaining flexibility and responding quickly to change are often impossible in large, plex anizations. Strategic ManagementSchool 0f Management of UESTC一種新型組織結(jié)構(gòu)模塊化公司、虛擬公司、網(wǎng)絡(luò)公司（戰(zhàn)略聯(lián)盟）Strategic ManagementSchool 0f Management of UESTC一種新型組織結(jié)構(gòu) 這些公司的戰(zhàn)略實際終于核心業(yè)務(wù)活動，而將非核心業(yè)務(wù)活動外包給能夠更有效率從事這些業(yè)務(wù)的公司： The strategy is to focus on core business actives and outsource other business functions to anizations that can perform those functions more effectively and efficiently. Strategic ManagementSchool 0f Management of UESTC營銷l從 4Ps 到 4Cs l從銷售產(chǎn)品到銷售理念l從適應(yīng)需求到創(chuàng)造需求l從競爭到超越競爭l從討價還價到客戶關(guān)系管理Strategic ManagementSchool 0f Management of UESTC財務(wù)管理 MA: mergers and acquisitions, LBO: Leverage