【文章內(nèi)容簡(jiǎn)介】 52Dr. 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。重點(diǎn)在于理解環(huán)境分析思路和內(nèi)外環(huán)境作用價(jià)值，初步了解資源觀、能力觀、制度觀等理論背景和環(huán)境分析最新理論發(fā)展 , 并掌握運(yùn)用環(huán)境分析工具 —SWOT 分析、波特分析模型、六力互動(dòng)模型、內(nèi)部資源定位等。具體目標(biāo)? 環(huán)境戰(zhàn)略互動(dòng)框架? 內(nèi)部條件決定論? 外部環(huán)境影響論? 環(huán)境分析工具53Dr. Wei Jiang Strategy Management內(nèi)部環(huán)境— 組織結(jié)構(gòu)— 組織文化— 戰(zhàn)略資源— 組織能力 外部環(huán)境— 社會(huì)環(huán)境— 特殊環(huán)境（任務(wù)環(huán)境）— 行業(yè)分析優(yōu)勢(shì)與劣勢(shì) 機(jī)會(huì)與威脅業(yè)務(wù)和戰(zhàn)略的確定54Dr. Wei Jiang Strategy Management組織外部主觀解釋客觀資源組織外部市場(chǎng) :進(jìn)入障礙、行業(yè) 集中、產(chǎn)品差異 資源 :有形資產(chǎn)亞文化 :知識(shí)、信念、形象龐文化 :信譽(yù)、認(rèn)知、成敗行業(yè)范圍響應(yīng)企業(yè)戰(zhàn)略構(gòu)思資源分配成敗界定資源分配資源分配55Dr. Wei Jiang Strategy Management機(jī)遇總是垂青有準(zhǔn)備的人！? 優(yōu)勢(shì)和劣勢(shì)的相對(duì)性和可轉(zhuǎn)化性? 機(jī)遇與威脅的相對(duì)性和可轉(zhuǎn)化性 內(nèi)因是根本；外因是條件56Dr. Wei Jiang Strategy ManagementOrganizational purpose? Mission? ObjectivesCorporate governance? Whom should the anization serve??How should purposes be determined?Business ethics? Which purposes should beprioritized? ? Why?Stakeholders? Whom does the anization serve?Cultural context? Which purposes are prioritized?? Why?Resources andStrategic assetsCompetenciesand Capabilities57Dr. Wei Jiang Strategy Management58Dr. Wei Jiang Strategy ManagementAssess the nature of the environmentAudit environmental influencesIdentify key petitive forcesIdentify petitive positionIdentify key opportunitiesand threatsStrategic position59Dr. Wei Jiang Strategy ManagementSimplestaticDynamicComplex? Historical Analysis? Forecasting?Decentralizationof anization?Decentralizationof anization? Scenario planningEnvironmental Condition60Dr. Wei Jiang Strategy Management? 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 61Dr. Wei Jiang Strategy Management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62Dr. Wei Jiang Strategy ManagementGlobalStrategy? 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 advantage63Dr. Wei Jiang Strategy Management64Dr. Wei Jiang Strategy Management 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 65Dr. Wei Jiang Strategy ManagementStrengths 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 trends66Dr. Wei Jiang Strategy Management行業(yè)內(nèi)企業(yè)供應(yīng)商 用戶潛在進(jìn)入者替代品ThreatThreatBargain Bargain67Dr. Wei Jiang Strategy Management資源供方：?jiǎn)T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(mǎi)方：企業(yè)外部配送體系最終買(mǎi)方顧客：企業(yè)生存之本買(mǎi)方 買(mǎi)方潛在顧客 企業(yè)品牌顧客 競(jìng)爭(zhēng)品牌顧客 流動(dòng)顧客68Dr. Wei Jiang Strategy Management‘Best in class’? Thinking? Practice? Competitors? Cooperators? Coordinators objectivesExisting level? resources? capabilitiesRoad 2 Road 1 Road 3Road 3: leapfroggingRoad 2: integrationRoad 1: imitation69Dr. Wei Jiang Strategy ManagementLevel of Benchmarking Through Examples of MeasuresResources Resource audit Quantity of resources, . ? revenue/employee