第四单元完整版.docx
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第四单元完整版.docx
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第四单元完整版
Unit4Corporatestrategy
一、Keyterms
Macro-environment宏观经济环境
Productlifecycle产品生命周期
Porter’sfiveforces波特的五力模型
ThreatofNewEntrants行业新进入者的威胁
ThreatofSubstituteProducts替代品的威胁
BargainingPowerofcustomers购买商的议价能力
BargainingPowerofSuppliers供应商的议价能力
Competition/rivalry竞争
Strategicgroup战略组群
Segmentation细分
Porter’sdiamond波特的钻石模型
Convergence集中,趋同
Resourceaudit资源审计
SWOTSWOT模型
Opportunity机会
Threat威胁
Strength优势
Weakness劣势
Resources资源
Capability能力
Corecompetence核心竞争力
Valuechain价值链
Supportorsecondaryvalueactivities辅助活动
Primaryvalueactivities基本活动
Firminfrastructure企业基础设施建设
Humanresourcemanagement人力资源管理
Technologydevelopment技术开发
Procurement采购
Inboundlogistics进货后勤
Operations生产经营
Outboundlogistics发货后勤
Marketingandsales市场营销
Gapanalysis差距分析
Functionalstructure职能结构
Divisionalstructure事业部结构
(productdivision,geographicaldivision)(产品事业部、地区事业部)
SBU(strategicbusinessunit)战略业务单元
Matrixorganization矩阵组织
Simplestructure简单型结构
Machinebureaucracy机械型企业
Professionalbureaucracy专业型企业
Divisionalizedstructure部门型结构
Adhocracybureaucracy灵活型企业
Missionarybureaucracy使命型企业
Plan计划
Ploy计谋
Pattern模式
Position定位
Perspective观念
二、Keypoints
1.Strategydefineshowafirmcompetesandsetsforththegeneraldirectionanorganizationplanstofollowtoachieveitsgoals.Itrepresentsthecollectivesoulofanorganization.Strategiesaredevelopedbymatchingcorecompetenciesoftheenterprisewithindustryopportunitiesand/orthreats.
战略定义了企业如何竞争和制定了实现目标要遵循的整体方向。
战略代表了组织的共同的灵魂。
战略的制定是企业的核心能力与行业机会或威胁相匹配的结果。
2.Strategyisabroadterm,organizationsgenerallydevelopstrategiesatthreedifferentlevels:
corporate,competitive(businessunit)andfunctional(withinabusiness).Corporatestrategyconsidersthebigpicture,determinestheappropriatemix(合适的组合)ofbusinesses,andidentifieswhere(inwhatmarkets)thefirmcompetes.Competitiveandfunctionalstrategiesaremoretacticallyfocusedonhowtheorganizationwillcompeteinagivenindustry.
企业战略的三个层次:
公司战略,竞争战略(业务单位战略),职能战略。
公司战略从宏观考虑,确定公司如何在市场上竞争的合适的组合。
竞争战略和职能战略则侧重于战术上的以及在特定市场上竞争的活动。
3.Strategyplanningconsistsofthreeelements:
strategicposition/analysis,strategicchoicesandstrategyintoaction/implementation.
战略计划包括三个要素:
战略分析,战略选择和战略实施。
4.Assessingthestrategicpositionconsistsofanalyzing:
(1)Theenvironment(competitors,markets,regulations,etc.opportunitiesandthreats)
(2)Thestrategiccapabilityoftheorganization(resources,competences.Strengthsandweaknesses)
(3)Thecultureandbeliefsoftheorganization
(4)Theexpectationandpowerofstakeholders(whatdotheshareholderswant?
Willemployeesco-operate?
)
战略分析包括分析:
(1)环境
(2)战略能力
(3)组织的文化和信仰
(4)利益相关者的期望和能力
5.Strategicchoicefollowsstrategicanalysisandisbaseduponthefollowingthreeelements:
(1)Generationofstrategicoptions.E.g.growth,acquisition,diversificationorconcentration.
(2)Evaluationoftheoptionstoassesstheirrelativemeritsandfeasibility.
(3)Selectionofthestrategyoroptionthattheorganizationwillpursue.
Therecouldbemorethanonestrategychosenbutthereisachanceofaninherentdangerordisadvantagetoanychoicemade.Althoughtherearetechniquesforevaluatingspecificoptions,theselectionisoftensubjectiveandlikelytobeinfluencedbythevaluesofmanagersandothergroupswithaninterestintheorganization.
战略选择基于下面三个要素:
(1)可选择的战略
(2)评估各战略的相对优点和可行性
(3)选择企业追求的战略
企业可能同时有多种战略可供选择,但是选择任何一个战略都有可能存在内在的固有风险或不足。
尽管有客观的评价方式可以评价战略,但是战略的选择仍会受到主观的,如公司的管理者和利益相关者的影响。
6.Implementingastrategyhasthreeelements.
(1)Organizing/structuring.Forexample,shouldtheorganizationbesplitintoEuropean,UKandAmericandivisions?
(2)Enablinganorganization’sresourcesshouldsupportthechosenstrategy.Forexample,appropriatehumanresourcesandfixedassetsneedtobeacquired.
(3)Managingchange.Moststrategicplanningandimplementationwillinvolvechange.Somanagingchange,inparticularemployees’fearsandresistance,iscrucial.
战略实施的三个要素:
(1)组织/结构
(2)企业的资源应支持所选择的战略
(3)变革管理
三、Readingmaterials
1.Vision,mission,goals,andobjectives愿景,使命,目标,目的
(1)Anorganization’svisionstatementisaguidingimageoffuturesuccessandachievementarticulated(表达)intermsoftheorganization’scontributiontosociety.
TheBoeingCompany:
(ourvisionis)Peopleworkingtogetherasaglobalenterprisesforaerospaceleadership.
愿景是对组织未来成就的指导性反映,描述的是该组织对社会的贡献。
波音公司的愿景:
大家齐心合力,共同打造在航天业领军的全球化企业。
(2)Amissionstatementprovidestheguidingcompassforanorganizationandshapedbyorganizationalvalues.
SouthwestAirlines:
Themissionisdedicationtothehighestqualityofcustomerservicedeliveredwithasenseofwarmth,friendliness,individualpride,andcompanyspirit.
使命是组织的指南针,是由组织的价值观塑造而成。
西南航空的使命是致力于提供最高质量的客户服务,使顾客感受到温馨、友好、尊重和公司精神。
(3)Goalsserveasgeneralguidelinesandsummarizewhatanorganizationhopestoachieveinordertofulfillitsmissionandachieveitsvision.
Strategicgoals:
businessdiversification,theadditionordeletionofproductlines.
Tacticalgoals:
toincreaseproductlineprofitsby10%.
目标总结了为了实现愿景和完成使命而希望达到的结果。
战略目标:
如企业多元化经营,生产线的增加或减少。
战术目标:
如将生产线利润提高10%。
(4)Objectivesprovidethedetailsoractionsrequiredtosupportgoals.Multipleobjectivesmaysupportonegoal.E.g.productionteamdevelopsaprocessflowdiagramofproduct,accountingteamdeterminestheprofitmarginpercentageandtheinvestmentturnover.
目的是用来支持目标的具体细节和行动。
多个目的支持同一个目标的实现。
如,为了将生产线利润提高10%,生产部开发了流程图,会计部确定了利润率和投资周转率。
2.ThePESTELmodel
ThePESTELmodellooksatthemacroenvironment,usingthefollowingheadings:
Political
Thepoliticalenvironmentincludestaxationpolicy,governmentstabilityandforeigntraderegulations.
Economic
Theeconomicenvironmentincludesinterestrates,inflation,unemployment,disposableincomeandenergyavailabilityandcost.
Social
Thesocial/cultureenvironmentincludespopulationdemographics,socialmobility,incomedistribution,lifestylechanges,attitudestoworkandleisure,levelsofeducationandconsumerism.
Technological
Thetechnologicalenvironmentisinfluencedbygovernmentspendingonresearch,newdiscoveriesanddevelopment,governmentandindustryfocusoftechnologicaleffort,speedoftechnologicaltransferandratesofobsolescence.
Ecological
Theecologicalenvironment,sometimesjustreferredtoas‘theenvironment’,considerswaysinwhichtheorganizationcanproduceitsgoodsandserviceswiththeminimumenvironmentaldamage.
Legal
Thelegalenvironmentcoversinfluencessuchastaxation,employmentlaw,monopolylegislationandenvironmentalprotectionlaws.
政治
税收政策,政局稳定性,对外贸易的法律法规
经济
经济环境包括利率,通货膨胀,失业,可支配收入,能源的供应和成本。
社会
社会和文化环境包括人口状况,社会流动性,收入分配,生活方式的变化,工作和休闲的态度,教育和消费水平。
技术
技术环境要受到下列因素的影响:
政府对研究的支出,新发现和发展,政府及行业对技术力量的关注,技术转移的速度和技术过时的速度。
环境
环境因素考虑组织如何以最小的环境破坏来生产产品和提供劳务。
法律
法律环境包括税收,劳动法,垄断方面的立法以及环境保护法律方面的影响。
3.Thelifecyclemodel
Typicalcharacteristicsofstagesaresetoutinthefollowingtable:
Industryfeatures
行业特点
Introduction
起步期
Growth
成长期
Maturity
成熟期
Decline
衰退期
Competition
竞争
Fewplayers
Manynewentrantsandmergers/
takeovers
兼并收购
Fightformarketshare
Shake-outleavesonlyafewlargeplayers
Heavydiscountingandpricewars
Demand
需求
Usuallyhigher-incomebuyers
Increasingmarketpenetration
不断增加的市场渗透
Growthratefalls,mostpurchasesnowreplacementorrepeatbuying.Wellinformed,demandingbuyers
Fallingdemand
Technology
技术
Non-standard
Narrowingintherangeoftechnologiesapplied
Knowledgeiswellunderstoodbyallplayersinthemarket
Becomesobsolete过时andsuperseded被取代
Productcharacteris-tics
产品特点
Differencesinchoice,inconsistentquality
Improvementinthedesignandquality
Standardizationofproductswithonlysmalldifferentiations
Lessemphasisonproductdifferentiation
Criticalsuccessfactors
关键成功要素
Innovativeproduct
创新产品
Productsareabletobemassproduced
Efficiencyinoperationstokeepcostslow
Brandloyalty品牌忠诚度
lowoverheads
4.Porter’sfiveforcesmodel
Porterlookedatthestructureofindustries.Inparticular,hewasinterestedinassessingindustryattractiveness,bywhichhemeanthoweasyitwouldbetomakeaboveaverageprofits(超额利润)(forshareholdersandtofundadequateinvestment).Heconcludedthatindustryattractiveness(行业吸引力)dependsonfivefactorsorforces.
Threatofnewentrants
行业新进入者的威胁
Newentrantsintoamarketwillbringextracapacity(生产能力)andintensifycompetition(使竞争激烈).Thethreatfromnewentrantswilldependuponthestrengthofthebarrierstoentry(进入壁垒)andthelikelyresponseofexistingcompetitorstoanewentrant.
●Economyofscale(规模经济)
●Customer(orbrand)loyalty(客户忠诚度)
●Capitalrequirements(资本要求)
●Switchingcost(转换成本)
●Accesstodistributionchannels(销售渠道的取得)
●Costadvantagesofexistingproducers(现存生产者的成本优势)
●Know-how(专业知识)
●Regulation(法规)
Threatofsubstituteproducts
替代品的威胁
Thisthreatisacrossindustries(跨行业)(e.g.railtravelversusbustravelversusprivatecar)orwithinanindustry(e.g.longlifemilkasasubstitutefordeliveredfreshmilk.
Bargainingpowerofcustomers
购买商的议价能力
Powerfulcustomerscanforcepricecutsand/orqualityimprovements.Eitherway,margins(利润)areeroded.Bargainingpowerishighwhenacombinationof
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