【文章內(nèi)容簡介】 orcesIdentify petitive positionIdentify key opportunitiesand threatsStrategic position59Prof. Wei Jiang Stra. MgtSimplestaticDynamicComplex? Historical Analysis? Forecasting?Decentralizationof anization?Decentralizationof anization? Scenario planningEnvironmental Condition60Prof. Wei Jiang Stra. Mgt? What environmental factors are affecting the anization?? Which of these are the most important at present time? In next year?Political/legal? Monopolies legislation? Environmental protection laws? Taxation policy? Foreign trade regulation? Employment law? Government stabilitySociocultural factors? Population demographics? Ine distribution? Social mobility? Lifestyle changes? Attitudes to work and leisure? Consumerism? Levels of educationEconomic factors? Business cycles? GDP trends? Interest rates? Money supply? Inflation? Unemployment? Disposable ine? Energy availability and costTechnological? Government spending on research? Government and industry focus on technological effort? New discoveries/development? Speed of technology transfer? Rates of obsolescence 61Prof. Wei Jiang Stra. Mgt風(fēng)險(xiǎn)且高收益 風(fēng)險(xiǎn)和低收益穩(wěn)定且高收益 穩(wěn)定且低收益 高 進(jìn)入障礙 低高退出障礙低進(jìn)入障礙：規(guī)模經(jīng)濟(jì)、產(chǎn)品差異性、資本需求、 轉(zhuǎn)移成本、促銷渠道、政府政策退出障礙：資產(chǎn)專一性、內(nèi)部戰(zhàn)略關(guān)系、情感 障礙、政府和社會(huì)制約62Prof. Wei Jiang Stra. MgtGlobalStrategy? Trade policy? Technical standard? Host government policies? Scale economics? Sourcing efficiency? Country specific cost? High product Development cost? Interdependence? Competitors global? High ex/imports? Similar customer need? Global customers? Transferable mktingGlobal petitionGlobal marketconvergenceGovernment influencesCost advantage63Prof. Wei Jiang Stra. Mgt64Prof. Wei Jiang Stra. Mgt Procedures? Identifying the key changes in the anization’s environment (no more than 78 points)? Identifying the key variables in terms of the resource profile and petences of the anization (8 ps)? Illustrating the analysis by keeping to quite specific points, rather than overgenerising analysis ? Providing some useful strategic foresights 65Prof. Wei Jiang Stra. MgtStrengths WeaknessMain strengthsCapacity for inno. + + ++ + ++ 7 0Good GP links + + + + + 5 0 Committed employees + + + 0 + 4 0Good joint working with social services + 0 + + 3 1Main weaknessesLack of oute measures 0 5Information mea surement systems 0 6Providerdominated agenda 0 ++ 2 6No financial growth + + 2 3+ 5 3 5 3 7 2 5 5 5 4 Key Issues in the EnvironmentPolitics/ New Tech Rising Demo Competitivelegislation nologies public graphic market + expectation trends66Prof. Wei Jiang Stra. Mgt行業(yè)內(nèi)企業(yè)供應(yīng)商 用戶潛在進(jìn)入者替代品ThreatThreatBargain Bargain67Prof. Wei Jiang Stra. Mgt資源供方：員工、社會(huì)、股東—— 企業(yè)運(yùn)行基礎(chǔ)替代品廠商 同行業(yè)廠商 互補(bǔ)品廠商 潛在進(jìn)入者企業(yè)企業(yè)中間買方：企業(yè)外部配送體系最終買方顧客：企業(yè)生存之本買方 買方潛在顧客 企業(yè)品牌顧客 競爭品牌顧客 流動(dòng)顧客68Prof. Wei Jiang Stra. Mgt‘Best in class’? Thinking? Practice? Competitors? Cooperators? Coordinators objectivesExisting level? resources? capabilitiesRoad 2 Road 1 Road 3Road 3: leapfroggingRoad 2: integrationRoad 1: imitation69Prof. Wei Jiang Stra. MgtLevel of Benchmarking Through Examples of MeasuresResources Resource audit Quantity of resources, . ? revenue/employee ? capital intensity Quality of resources, . ? qualifications of employees ? age of machinery ? uniqueness (. patents)Competences in Analysing ? Sales calls per salespersonseparate activities activities ? Output per employee ? Materials wastageCompetences Analysing overall ? Market sharethrough managing performances ? Profitabilitylinkage ? Productivity70Prof. Wei Jiang Stra. Mgt71Prof. Wei Jiang Stra. Mgt 總體要求不管維持原狀、收縮，或擴(kuò)張，企業(yè)都需在業(yè)務(wù)上作戰(zhàn)略性調(diào)整。本章重點(diǎn)要求分析企業(yè)如何根據(jù)內(nèi)外環(huán)境條件的變化，來選擇相應(yīng)的業(yè)務(wù)發(fā)展戰(zhàn)略，以及在選擇相應(yīng)戰(zhàn)略時(shí)應(yīng)考慮具備的條件。 具體目標(biāo)? 業(yè)務(wù)展開途徑選擇? 縱向整合拓展戰(zhàn)略? 橫向多元發(fā)展戰(zhàn)略? 業(yè)務(wù)組合重構(gòu)戰(zhàn)略72Prof. Wei Jiang Stra. Mgt業(yè)務(wù)范圍集約戰(zhàn)略整合戰(zhàn)略多元戰(zhàn)略橫向整合縱向整合相關(guān)多元無關(guān)多元前向整合后向整合點(diǎn)線網(wǎng)業(yè)務(wù)范圍進(jìn)入戰(zhàn)略退出戰(zhàn)略調(diào)整戰(zhàn)略購并、自創(chuàng)、聯(lián)盟出售、轉(zhuǎn)讓、關(guān)閉整頓、緊縮、重構(gòu)73Prof. Wei Jiang Stra. Mgt 難整合難度 易快 慢進(jìn)入速度內(nèi)部開發(fā)合并或收購聯(lián)合開發(fā)和 戰(zhàn)略聯(lián)盟? 合資企業(yè)? 聯(lián)營? 網(wǎng)絡(luò)組織? 特許 /許可證并購、自創(chuàng)、聯(lián)盟？問題：并購、自創(chuàng)和聯(lián)盟各自條件？74Prof. Wei Jiang Stra. Mgt業(yè)務(wù)發(fā)展方向市市場(chǎng)場(chǎng)當(dāng)前新? 退出? 鞏固? 市場(chǎng)滲透 ? 產(chǎn)品開發(fā)? 市場(chǎng)開發(fā)市場(chǎng)開發(fā) ? 差別化（ B）（ C）