【正文】 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(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)和競爭地位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(yùn)行效果可持續(xù)競爭優(yōu)勢優(yōu)勢優(yōu)勢弱點(diǎn)弱點(diǎn)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(yùn)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(shí)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(yùn)行效果l 市場地位 （份額、形象與聲譽(yù)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(yùn)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(shí)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 buyoutsMBO: management by outIPOs: Initial public offeringsESOP:Employee stock ownership planESO: Executive stock optionsStrategic ManagementSchool 0f Management of UESTC簡敏柔生產(chǎn)體系： LAF 簡潔生產(chǎn)： lean product, justintime 敏捷生產(chǎn)： agile product 柔性生產(chǎn)： flexible manufacturing technologyStrategic ManagementSchool 0f Management of UESTC簡敏柔生產(chǎn)體系： LAF supply chain management(SCM) business process reengineering(BPR) original equipment manufacturer(OEM) business restructure outsource, strategic alliance Strategic ManagementSchool 0f Management of UESTC資源、資產(chǎn)與能力分析l相關(guān)概念l相互關(guān)系l演變邏輯Strategic ManagementSchool 0f Management of UESTC相關(guān)概念l資源、資源強(qiáng)勢、資源弱勢l勝任能力、卓越能力l核心能力、特異能力l競爭優(yōu)勢、可持續(xù)競爭優(yōu)勢Strategic ManagementSchool 0f Management of UESTC核心能力與勝任能力l 核心能力與勝任能力的區(qū)別在于：核心能力對于公司競爭力和盈利能力具有至關(guān)重要的作用，而勝任能力居與邊緣。Strategic ManagementSchool 0f Management of UESTC核心能力與特異能力l 核心能力是在公司內(nèi)部，能夠把事情做得更好并具有重要競爭價值的能力l 特異能力是值能夠比競爭對手將事情做得更好的并具有重要競爭價值的能力，市公司競爭優(yōu)勢的基礎(chǔ)。Strategic ManagementSchool 0f Management of UESTC資源與優(yōu)勢公司的資源，如果期望成為持續(xù)持續(xù)競爭優(yōu)勢的基礎(chǔ)，需經(jīng)過四項(xiàng)競爭性價值測試：l可復(fù)制性l持續(xù)性l價值性l替代性Strategic ManagementSchool 0f Management of UESTCCompetitive Value of Resourcel Is the resource hard to copy?l How long does the resource last?l Is the resource really petitively superior?l Can the resource be trumped by the different resource/ capabilities of rivals?Strategic ManagementSchool 0f Management of UESTC特異能力l 公司的資源優(yōu)勢是公司戰(zhàn)略的基石和競爭優(yōu)勢的根基，具有重要價值。因而公司戰(zhàn)略應(yīng)當(dāng)精心設(shè)計以與公司資源能力 —— 無論強(qiáng)弱，相匹配。 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)力競爭優(yōu)勢可持續(xù)競爭優(yōu)勢強(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。 SWOT analysis is grounded in the basic principle that strategymaking efforts must aim at producing a good fit between a pany`s resource capabilities and its external situation.Strategic ManagementSchool 0f Management of UESTC成本競爭能力分析 公司相對于最直接的競爭對手的成本競爭力具有至關(guān)重要的意義。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