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1、企业计划及其战略培训课程 The Manager as Planner and Strategist 内容提要 计划制定程序 通用电气的公司计划案例 计划的种类 企业的使命和目标 制定企业战略 强弱机胁分析 五股力量模型 总公司战略 国际战略 一体化战略 价值链 公司经营战略 业务部门战略 The Planning Process Planning is the process used by managers to identify and select goals and courses of action for the organization. The organizational
2、plan that results from the planning process details the goals to be attained. The pattern of decisions managers take to reach these goals is the organizations strategy. Three Stages of the Planning Process Determining the Organizations mission and goals (Define the business) Strategy formulation (An
3、alyze current situation & develop strategies) Strategy Implementation (Allocate resources & responsibilities to achieve strategies) Figure 7.1 Planning Process Stages Organizational mission: defined in the mission statement which is a broad declaration of the overriding purpose. The mission statemen
4、t identifies product, customers and how the firm differs from competitors. Formulating strategy: managers analyze current situation and develop strategies needed to achieve the mission. Implementing strategy: managers must decide how to allocate resources between groups to ensure the strategy is ach
5、ieved. Levels of Planning Strategy Implementation Corporate mission & goals Divisional goals Functional goals Corporate- level strategy Business- level strategy Functional- level strategy Design of Corporate Structure Control Design of Business-unit Structure Control Design of Functional Structure C
6、ontrol Goal Setting Strategy Formulation Corporate- level Plan Business- level Plan Functional level Plan Planning at General Electric Corporate Level CEO Corporate Office Business Level GE Aircraft GE Lighting GE Motors GE Plastics NBC Functional Level Manufacturing Marketing Accounting R & D Plann
7、ing Levels Corporate-level: decisions by top managers. Considers on which businesses or markets to be in. Provides a framework for all other planning. Business-level: details divisional long-term goals and structure. Identifies how this business meets corporate goals. Shows how the business will com
8、pete in market. Functional-level: actions taken by managers in departments of manufacturing, marketing, etc. These plans state exactly how business-level strategies are accomplished. Characteristics of Plans Time horizon: refers to how far in the future the plan applies. Long-term plans are usually
9、5 years or more. Intermediate-term plans are 1 to 5 years. Corporate and business level plans specify long and intermediate term. Short-term plans are less than 1 year. Functional plans focus on short to intermediate term. Most firms have a rolling planning cycle to amend plans constantly. Types of
10、Plans Standing plans: for programmed decisions. Managers develop policies, rules, and standard operating procedures (SOP). Policies are general guides to action. Rules are a specific guide to action. Single-use plans: developed for a one-time, nonprogrammed issue. Usually consist of programs and pro
11、jects. Programs: integrated plans achieving specific goals. Project: specific action plans to complete programs. Who Plans? Corporate level planning is done by top managers. Also approve business and functional level plans. Top managers should seek input on corporate level issues from all management
12、 levels. Business and functional planning is done by divisional and functional managers. Both management levels should also seek information from other levels. Responsibility for specific planning may lie at a given level, but all managers should be involved. Why Planning is Important Planning deter
13、mines where the organization is now and where it will be in the future. Good planning provides: Participation: all managers are involved in setting future goals. Sense of direction & purpose: Planning sets goals and strategies for all managers. Coordination: Plans provide all parts of the firm with
14、understanding about how their systems fit with the whole. Control: Plans specify who is in charge of accomplishing a goal. Scenario Planning Scenario Planning: generates several forecasts of different future conditions and analyzes how to effectively respond to them. Planning seeks to prepare for th
15、e future, but the future is unknown. By generating multiple possible “futures” we can see how our plans might work in each. Allows the firm to prepare for possible surprises. Scenario planning is a learning tool to improve planning results. Determining Mission and Goals This is the first step of the
16、 planning process and is accomplished by: A. Define the business: seeks to identify our customer and the needs we can and should satisfy. This also pinpoints competitors. B. Establishing major goals: states who will compete in the business. Should stretch the organization to new heights. Goals must also be realistic and have a time period in which they are achieved. Mission Statements Company Com
