【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(shí)際上就是設(shè)計(jì)企業(yè)活動(dòng)的價(jià)值鏈。一項(xiàng)業(yè)務(wù)有多少對(duì)戰(zhàn)略關(guān)鍵活動(dòng)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(yùn)動(dòng)鞋。l設(shè)計(jì)方案和策略，成功競(jìng)爭(zhēng)和保護(hù)競(jìng)爭(zhēng)優(yōu)勢(shì)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(dòng)和過程的競(jìng)爭(zhēng)謀略。 清晰、激動(dòng)人心的戰(zhàn)略愿景能夠創(chuàng)造激情，激勵(lì)和激發(fā)雇員。l制定競(jìng)爭(zhēng)謀略，將公司導(dǎo)向有吸引力的市場(chǎng)地位，建立公司持久的競(jìng)爭(zhēng)優(yōu)勢(shì)Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略的價(jià)值主動(dòng)規(guī)劃未來的經(jīng)營(yíng)之道卓越管理的標(biāo)志成功的戰(zhàn)略為可持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)奠定基石Strategic ManagementSchool 0f Management of UESTC未來經(jīng)營(yíng)之道戰(zhàn)略提供：l行動(dòng)地圖（ roadmap ）l經(jīng)營(yíng)藍(lán)圖 （ prescription ） l競(jìng)爭(zhēng)謀略（ game plan ） 建立顧客忠誠(chéng) 贏得可持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)Strategic ManagementSchool 0f Management of UESTC卓越管理標(biāo)志 有效實(shí)施一個(gè)精心設(shè)計(jì)的戰(zhàn)略，既是公司成功的秘訣，也是管理卓越的檢驗(yàn)標(biāo)準(zhǔn)。Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略思維l 競(jìng)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(jìng)爭(zhēng)結(jié)構(gòu)分析，發(fā)現(xiàn)新的發(fā)展機(jī)會(huì)和空間（ “有利 ”或者 “有吸引力 ”的行業(yè)結(jié)構(gòu)），從而進(jìn)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(dòng)力分析l辨認(rèn)驅(qū)動(dòng)力： Identifying the driving forcesl評(píng)估驅(qū)動(dòng)力的影響： Assessing the impact Strategic ManagementSchool 0f Management of UESTC最常見的驅(qū)動(dòng)力l 需求及其變化（包括買主及使用方式的變化）l 競(jìng)爭(zhēng)及其變化（尤其是競(jìng)爭(zhēng)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(yíng)銷創(chuàng)新l 政府管制、進(jìn)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(jià)值評(píng)價(jià)法： Value estimate(important)Strategic ManagementSchool 0f Management of UESTC評(píng)價(jià)認(rèn)識(shí)競(jìng)爭(zhēng)對(duì)手l研究分析競(jìng)爭(zhēng)對(duì)手的市場(chǎng)地位，確定最關(guān)鍵的競(jìng)爭(zhēng)對(duì)手Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略群圖l Strategic group mapping(SGM)l 揭示公司競(jìng)爭(zhēng)地位和最直接的競(jìng)爭(zhēng)對(duì)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(chǎng)劃分l戰(zhàn)略群圖繪制l分析Strategic ManagementSchool 0f Management of UESTC分析競(jìng)爭(zhēng)對(duì)手的戰(zhàn)略Strategic moves analysis of Rival (SMAR)Strategic ManagementSchool 0f Management of UESTC分析競(jìng)爭(zhēng)對(duì)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(shí)力競(jìng)爭(zhēng)優(yōu)勢(shì)可持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)強(qiáng)項(xiàng) , 實(shí)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(shí)力核心能力特異能力 能力競(jìng)爭(zhēng)優(yōu)勢(shì)邊緣與中心與競(jìng)爭(zhēng)對(duì)手比較 一般與卓越基礎(chǔ)業(yè)績(jī)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(shì)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(jìng)爭(zhēng)組合矩陣The petitive profile matrix (CPM)Strategic ManagementSchool 0f Management of UESTC競(jìng)爭(zhēng)組合矩陣l CPM 用于確定公司最主要的競(jìng)爭(zhēng)對(duì)手，并評(píng)價(jià)對(duì)手的強(qiáng)項(xiàng)和弱點(diǎn)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(qiáng)項(xiàng)、 弱項(xiàng)和競(jìng)爭(zhēng)地位Strategic ManagementSchool 0f Management of UESTC公司自身分析l當(dāng)前戰(zhàn)略運(yùn)行效果分析l公司資源、資產(chǎn)與能力分析l公司成本競(jìng)爭(zhēng)能力分析l公司戰(zhàn)略地位評(píng)價(jià)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(jià)值鏈 競(jìng)爭(zhēng)優(yōu)勢(shì) 戰(zhàn)略成本現(xiàn)行戰(zhàn)略運(yùn)行效果可持續(xù)競(jìng)爭(zhēng)優(yōu)勢(shì)優(yōu)勢(shì)優(yōu)勢(shì)弱點(diǎn)弱點(diǎn)公司競(jìng)爭(zhēng)地位分析Strategic ManagementSchool 0f Management of UESTC內(nèi)部分析目前戰(zhàn)略運(yùn)行面臨的面臨的戰(zhàn)略問題戰(zhàn)略問題SWOT成本優(yōu)勢(shì)競(jìng)爭(zhēng)地位資源與優(yōu)勢(shì)戰(zhàn)略成本與價(jià)值鏈分析競(jìng)爭(zhēng)實(shí)力評(píng)價(jià)市場(chǎng)地位與業(yè)績(jī)?cè)u(píng)價(jià)Strategic ManagementSchool 0f Management of UESTC當(dāng)前戰(zhàn)略運(yùn)行效果l 市場(chǎng)地位 （份額、形象與聲譽(yù)變化）l 業(yè)績(jī)目標(biāo)（利潤(rùn)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(jī)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(yùn)行一般性分析l組織結(jié)構(gòu)與戰(zhàn)略l營(yíng)銷與市場(chǎng)地位l財(cái)務(wù)與利潤(rùn)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(duì)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(shí)際終于核心業(yè)務(wù)活動(dòng)，而將非核心業(yè)務(wù)活動(dòng)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(yíng)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(jìng)爭(zhēng)到超越競(jìng)爭(zhēng)l從討價(jià)還價(jià)到客戶關(guān)系管理Strategic ManagementSchool 0f Management of UESTC財(cái)務(wù)管理 MA: mergers and acquisitions, LBO: Leverage