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1、 StrategicManagement 第二讲环境分析 一 环境分析的重要性信息收集和分析是战略管理的重要因素 而环境分析正好满足要求 TheimportanceofenvironmentalanalysisAkeyelement thetypeofenvironmentalinformationinthisphase 1 内外分析Internalandexternalforces positiveornegativeimpact Examples Rateofproductinnovationvs pricediscountingbyacompetitor 公共机构重组 合并和私有化 Go
2、vernmentReengineering 2 努力和高效ExhaustiveandProductive战略管理重视外部环境 由内到外 长期目标和组织的未来 环境分析的重要性 趋势或事件促进或阻碍青蛙实验 反应过激或反应不足变化 目标冲突和多种力量的平衡 奶酪 观念 管制与控制 或开放与灵活注意力 内部或外部 一 内部分析InternalAnalysis 一 要点TheImportance自我分析LearnthecapabilitiesorwhattheorganizationcandoorcannotdobySelf analysisandintrospection 1 优势和弱势是什么 W
3、hattheorganization sstrengthsandweaknessesare 2 如何利用优势和避免弱势 whatmustbedonetoeliminatetheweaknessesandcapitalizethestrengths 二 分析框架 战略制订科层AnalyticalPerspective Thestrategy makinghierarchy总体层 战略层 Corporatelevel 事业层Businessleveland职能层 战术层 Functionallevels 1 系统性Systematic inalogicalandorderlyfashion 2 综
4、合性Comprehensive acoherentandcomprehensive broadinscope 3 可视性afullpictureoftheorganization internaldynamics 三 战略制订科层描述 Strategy MakingHierarchy 1 总体层Thecorporatelevel董事会和高层管理Totalentity directionTheboardofdirectors topmanagement CEO President othersupportofferssuchasCOO CIO CFO CKOandstrategicplanner
5、s 1 长期视点Long term Financialandnon financialobjectivesfortheentireorganization 2 确定范围Thecurrentbusiness Divisionsorsubsidiaries Keep divestorliquidate newmove 3 分配资源allocatetheresourcesamongthebusinesses 4 建立关系Therelationshipwiththepublicandimageinthecommunity 三 战略制订科层描述 Strategy MakingHierarchy 2 事业
6、层TheBusinesslevel事业部 地理 产品或服务 服务对象等 强调竞争能力SBUs StrategicBusinessUnits DivisionsandsubsidiariesCompetitivecapacities本科生 研究生 高科技 制造业 旅游业 3 职能层Thefunctionallevel部门 人力 财务 技术 信息 生产 市场等 Departments devisingappropriatestrategiestoachievetheobjectives I 总体层Thecorporatelevel 1 董事会 理事会 政务会 委员会TheBoardofDirect
7、ors TheBoardoftrustees Theboardofgovernors 股东和利益代表Stockholders Taxpayersormembersoftheassociations theMedia 2 高层管理团队TopManagement决策执行主席和总裁CEOandothersupportiveofficers directlyresponsibleforfashioningthestrategicpostureoftheorganization 角色和行为的系统评价Asystematicevaluationoftherolesandbehavior 董事会TheBoar
8、dofDirectors Why 政治局 常委会 人民代表大会 国务院务会 政务会 理事会 确定使命Definethemission 检查和询问有关决策执行Examineandquestionsubsidiaries plan 制订全面规划Formanoverallplan 激励高层管理者Motivatethemanagementtoperform 监控偏差Monitorperformanceandactswherethereisfailuretoachieveobjectives 评判高层管理者的绩效JudgetheperformanceofTopmanagement reward puni
9、sh orreplacetheexecutives 董事会分析要点Focusoftheboard sanalysis 1 存在的理由WhyBoardsExist 法律要求Alegalmandate atleastthreemembers 内在要求Internalcomplexityandexternalchanges outsidersadvices 2 董事会成员的资格QualificationsofDirectors 经验Experienceintheindustry 政治和经济系统Economicalandpoliticalsystemofthecountry 勇气和客观Couragea
10、ndobjectivityinarticulatingviews 判断能力强Soundjudgment 诚信Integrity 时间充足Timeavailability 3 董事会的责任BoardResponsibilities 保护成员利益Toprotecttheinterestsofthestockholders 维护资产安全tosafeguardtheassets 4 董事会的职能BoardFunctions governancenotmanagement 治理非管理 决定执行者Hiring evaluating replacingtheexecutives 批准高层人事Ratifyin
11、gtheCEO sselection 政策的核准Approving modifyingorrejectingthepolicies 薪酬水平Settingthesalarylevels 通过审计保持连续性ensuringtheintegrityoftopmanagementthroughcontinuousauditing 保障长远发展Assuringthelong runsurvivalandsuccessoftheorganization B 相关委员会Boardcommittees 1 执行ExecutiveCommittees WTO 人大 2 审计Auditcommittees 3
12、补偿Compensationcommittees recommending 4 提名Nominatingcommittees recommending 5 财政Financecommittees 6 战略Strategycommittees 7 其它othercommittees 社会责任socialresponsibilitycommittee 贡献contributioncommittee 合并mergeandacquisitioncommittee 公共政策publicpolicycommittee 股票期权stockoptioncommittee C 董事会的组成BoardCompos
13、ition 1 管理董事Managementdirectors president financeandmanufacturingdivision 2 附属董事Affiliatednon managementdirectors customer creditor investmentbanker 3 独立董事Independentdirectors executivesofanotherorganizations aprofessor acommunityleader 4 外部董事Outsidersoutnumberinsiders advantagesanddisadvantagesofIn
14、siders advantagesanddisadvantagesofoutsiders 知识Knowledge沟通Communication时间的许可Availabilityoftimecontinuity creation objectivejudgment experiences D 董事会的类型TypesofBoards 依法型Constitutionalboards small new lowtechnology closelyownedfirms 橡皮图章型Rubberstampboards a sharetheexecutives views andb notknownforco
15、urage 监控型Oversightboards playanactiveroleinreviewing approving modifying orrejectingmanagement sdecisionsconcerningthecompany smissions objectives strategies andpolicies 刺激型Catalystboards aninitiatorofaction taketheleadingroleinestablishingandmodifyingthemission objectives strategy andpolicies 2 高层管
16、理TheTopManagement A CEO在管理中的重要性WhyCEO sAnalysis 1 灵魂Thesouloftheorganization shapingthestrategicdirection 2 塑造特性moldingthecharacteroftheexecutiveteam 3 乐队指挥 战地指挥官 球队教练 船长likeanorchestraconductor amilitaryfieldcommander afootballcoach ashipcaptain B 如何分析HowtoanalyzeCEO 1 CEO的责任TheCEO sresponsibilities 清晰内部能力和外部变化Makesurethecapabilityandchanges 明确事业范围和目标以及实现策略Definethebusinessandobjectivesandstrategiestoattainthoseobjectives 创造氛围Createtheconditionsnecessaryforsuccessfulimplementationofstrategies 确
