【正文】 Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略愿景的價值一個清晰的、精心構(gòu)建的愿景為組織未來發(fā)展提供一幅前進藍圖（ roadmap） l前進方向：指導公司決策l發(fā)展路徑：業(yè)務定位；能力發(fā)展l戰(zhàn)略基礎：塑造公司戰(zhàn)略輪廓Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略愿景的價值 對于有效的建立長期目標和制定戰(zhàn)略是至關(guān)重要的（ essential ）。l擁有出眾的資源和競爭能力是戰(zhàn)勝對手的不二法寶。突然，一只灰熊向他們發(fā)起攻擊。 ” A經(jīng)理則笑答： “我可能跑不過熊，但肯定能跑過你。l 制定方案和策略，支持業(yè)務戰(zhàn)略，實現(xiàn)職能和部門業(yè)績目標。戰(zhàn)略是關(guān)于將經(jīng)營活動組成一個強化得悉統(tǒng)一創(chuàng)造組織與環(huán)境的動態(tài)融合。Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略的實質(zhì) 定位 競爭 業(yè)績Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略是一種選擇l社會承諾 對特定的產(chǎn)品市場的義務（ mitment ）l競爭之道（ petitive approaches）l運作技巧 （ ways of operating）Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略選擇l業(yè)務的單一與多元？l消費者的寬泛與聚焦？l產(chǎn)品線的寬與窄？l競爭優(yōu)勢的基礎是低成本？性能優(yōu)越還是獨特的組織能力Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略選擇l如何響應消費者偏好變化l準備覆蓋的市場區(qū)位多大l如何應對新的市場與競爭條件變化l如何實現(xiàn)公司的長期成長Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略研究方法l直覺與分析：戰(zhàn)略思維l塑造與適應：戰(zhàn)略柔性 Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略思維l戰(zhàn)略思維是直覺和創(chuàng)造性的綜合 直覺和分析是兩種互補的認知工具：分析側(cè)重細分，直覺強調(diào)綜合。戰(zhàn)略分析將一個復雜的認知分解為若干較為簡單的構(gòu)成概念 Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略思維l 直覺源于經(jīng)歷，經(jīng)歷奠基戰(zhàn)略認知，戰(zhàn)略認知創(chuàng)造夢幻目標和愿景l(fā) 分析依賴問題，問題決定工具模型，模型工具提供犀利政策與措施Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略柔性精心設計與動態(tài)適應的綜合Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略柔性l精心設計：正式、明晰、精心思考、深思熟慮、主動，有意圖、有目的的過程（ Formal, clear, wellconceived, deliberate and proactive(shape), purposeful (intended) actions）。Strategic ManagementSchool 0f Management of UESTC競爭結(jié)構(gòu)分析—— 五力分析 現(xiàn)有廠商分析主要競爭對手關(guān)鍵競爭對手競爭對手優(yōu)勢來源競爭對手未來戰(zhàn)略最危險的競爭對手Strategic ManagementSchool 0f Management of UESTC競爭結(jié)構(gòu)分析—— 五力分析 隨著產(chǎn)業(yè)鏈、價值鏈、供應鏈、戰(zhàn)略聯(lián)盟以及競合理論的成熟，五力分析不應當僅僅成為競爭分析。Strategic ManagementSchool 0f Management of UESTC確定成功的關(guān)鍵要素l 一個合理的戰(zhàn)略應當努力爭取在所有的行業(yè)成功的關(guān)鍵要素上有能力，并且至少在一個行業(yè)成功的關(guān)鍵要素擁有卓越能力： A sound strategy incorporates efforts to be petent on the all industry key success factors and to excel on at least one factor. Strategic ManagementSchool 0f Management of UESTC行業(yè)吸引力分析行業(yè)吸引力的一般分析途徑l需求l競爭l業(yè)績Strategic ManagementSchool 0f Management of UESTC行業(yè)吸引力分析需求方面的吸引力分析l市場規(guī)模l市場潛力l市場增長率l風險與不確定性Strategic ManagementSchool 0f Management of UESTC行業(yè)吸引力分析競爭方面的吸引力分析l競爭結(jié)構(gòu)l公司競爭地位業(yè)績方面的吸引力分析l利潤率Strategic ManagementSchool 0f Management of UESTC機會和威脅lIdentifying a pany`s market opportunitieslIdentifying the threats to a pany`s future profitabilityStrategic ManagementSchool 0f Management of UESTC機會和威脅l Market opportunity is a big factor in shaping a pany`s strategy.l A pany is welladvised to pass on the particular market opportunity unless it has or can build the resource capabilities to capture it.Strategic ManagementSchool 0f Management of UESTC機會和威脅l Market opportunity is a big factor in shaping a pany`s strategy.l Successful strategists aim at capturing a pany`s best growth opportunities and creating defenses against external threats to its petitive position and future performance.Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略環(huán)境常用分析方法行業(yè)與競爭分析行業(yè)分析行業(yè)主要經(jīng)濟特征競爭分析競爭結(jié)構(gòu)變革驅(qū)動主要競爭對手對手戰(zhàn)略行動行業(yè)成功關(guān)鍵因素行業(yè)吸引力機會機會威脅威脅五力分析 戰(zhàn)略群圖、 CPM 6“S”分析優(yōu)序圖、環(huán)境掃描EFE、 ETOP 指標評價Strategic ManagementSchool 0f Management of UESTC優(yōu)序圖優(yōu)序圖 : Precedence Chartl簡單優(yōu)序圖l多輸入、加權(quán)優(yōu)序圖l組合優(yōu)序圖Strategic ManagementSchool 0f Management of UESTC優(yōu)序圖確定相關(guān)因素建立評價標準強制打分Strategic ManagementSchool 0f Management of UESTCSimple Precedence Chartfactors 1 2 3 4 5 6 71234 5 6 7 Strategic ManagementSchool 0f Management of UESTCSimple Precedence Chartfactors 1 2 3 4 5 6 71 0 12 134 5 6 7 0 Strategic ManagementSchool 0f Management of UESTCSimple Precedence Chartfactors 1 2 3 4 5 6 71 0 1 1 0 1 1 42 1 1 1 0 1 1 53 0 0 0 0 1 1 24 0 0 1 0 1 0 2 5 1 1 1 1 1 1 66 0 0 0 0 0 0 0 7 0 0 0 1 0 1 2 Strategic ManagementSchool 0f Management of UESTCSimple Precedence Chartfactors 3 4 73 0 1 14 1 0 1 7 0 1 1 Strategic ManagementSchool 0f Management of UESTC優(yōu)序圖的檢驗總和檢驗： 互補性檢驗：Strategic ManagementSchool 0f Management of UESTC多輸入、加權(quán)優(yōu)序圖多輸入、加權(quán)優(yōu)序圖可以運用于? 群體決策? 加權(quán)決策? 重要度決策Strategic ManagementSchool 0f Management of UESTC環(huán)境機會威脅分析Environmental threat and opportunity profile(ETOP)Strategic ManagementSchool 0f Management of UESTC分析步驟l 確定每一個因素對戰(zhàn)略成效的重要度（分值為 1~10：不重要得 1分，最重要得 10分）l 確定每一因素對戰(zhàn)略成效的影響與屬性（ 分值 5~+5: 5表示具有十分嚴重的不利影響， +5表示具有十分突出的有利作用）Strategic ManagementSchool 0f Management of UESTC步驟l 確定每一因素的得分 (重要度得分 影響屬性的分 ) l 加總或的全部因素的得分l 分析分值的含義Strategic ManagementSchool 0f Management of UESTCETOP: Analysis ApproachStrategic ManagementSchool 0f Management of UESTC外部因素評價矩陣The external factors evaluation (EFE) matrixStrategic ManagementSchool 0f Management of UESTC步驟l 列出 10~20個外部因素，包括機會和威脅并且盡可能用數(shù)字（選取因素可運用優(yōu)序圖來確定）l 對每一個因素賦予一個權(quán)重（ ~）l 根據(jù)公司對這些因素的反應狀況給分（ 1分表示反應很差， 4分表示反應很好）l 各因素權(quán)重分值乘公司的因素反應得分，獲得各因素的加權(quán)分Strategic ManagementSchool 0f Management of UESTC步驟l 匯總各因素加權(quán)分支，獲得公司的總體分值（最高得分 4分。Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略成本分析l 目的：通過與競爭對手比較成本競爭力，確定公司相對成本地位l 途徑：價值鏈分析Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略成本分析l overall costl ponent of cost (structure)l cost positionl cost advantageStrategic ManagementSchool 0f Management of UESTC戰(zhàn)略成本分析l Whether the pany`s overall cost position relative rivals is favorable or unfavorable. (advantage or disadvantage)l Strategic cost analysis involves paring how a pany`s unit costs stack up against the unit costs of key petitors activity by activity .Strategic ManagementSchool 0f Management of UESTC戰(zhàn)略成本分析的途徑l general financial analysisl process analysisl value chain analysisl benchmark analysisStrategic