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1、战略制定形势分析与经营战略Stillwatersrundeep.流静水深流静水深,人静心深人静心深Wherethereislife,thereishope。有生命必有希望。有生命必有希望The Strategy-Formulation Analytical Framework Stage 1: The Input Stage Stage2: The Matching StageStage3: The Decision StageExternal Factor External Factor Analysis Analysis Summary (EFAS) Summary (EFAS) Stra
2、tegic Analysis Strategic Analysis SummarySummary(SFAS)(SFAS)Internal Factor Internal Factor Analysis Summary Analysis Summary (IFAS) (IFAS) Threats-Opportunities-Weaknesses-Strengths (TOWS) MatrixBoston Consulting Group (BCG) Matrix 长期目标长期目标 （Long-Term Objectives）战略目标与愿景、使命 战略目标是人们期望实行某种战略而达到的理想结果，是
3、企业远景和使命的具体化。 例如：实施“名牌战略”，五年后品牌产品的销售额应达到1亿元 首钢集团实施多元化战略，进入芯片领域，五年后芯片收入应为总收入的50% 企业战略目标的一般内容1、盈利能力2、生产效率：年产量、成本降低率、投入产出比率，等3、市场竞争地位：市场占有率、总销售收入，等等4、产品结构：新产品开发数、新品产值率，等等5、财务状况6、企业的建设与发展：年产量增加速度、生产规模扩大、生产自动化、信息化水平、企业管理水平，等等7、技术水平：专利数、开发和创新项目，等等8、人力资源的开发：培训人数及费用、技术职称比例9、职工福利：工资水平、奖励水平10、社会责任目标SITUATIONAL
4、 ANALYSISSome of the primary criticisms of SWOT analysis:p.96Using EFAS and IFAS and SFAS Matrixs to deal with the criticisms of SWOT analysisSITUATIONAL ANALYSISHow generate a SFAS Matrix?SITUATIONAL ANALYSISOne desired outcome of analyzing strategic factors is identifying a propitious niche where
5、an organization could use its distinctive competence to take advantage of a particular opportunity.Niche: a need in the marketplace that is currently unsatisfied.SITUATIONAL ANALYSISA propitious niche is an extremely favorable niche.A propitious niche is a companys specific competitive role that is
6、so well suited to the firms internal and external environment that other corporation are not likely to challenge or dislodge it.SITUATIONAL ANALYSISHow to find a propitious nichepropitious niche through strategic window Strategic windows: unique market opportunities at a particular timeThe first one
7、 through the strategic window can occupy a propitious niche and discourage competition (if the firm has the required strengths).SITUATIONAL ANALYSISCase: p.98 Review of mission and objectivesA corporation must reexamine its current mission and objectives before it can generate and evaluate alternati
8、ve strategies.tendency: manager tend to concentrate on the alternatives, the action possibilities, rather than on a mission to fulfill and objectives to achieve. Why? P.99 Review of mission and objectivesProblems in performance can derive from an inappropriate mission statement that is too narrow or
9、 too broad.Objectives can either focus too much on short-term operational goals or be so general that they provide little real guidance. Generating alternatives strategies using a TOWS matrixExample p.105 Maytag Corporation TOWS matrixTOWS Matrix InternalExternalStrengthsList 1. 2. 3.,WeaknessesList
10、 1. 2. 3.,OpportunitiesList 1. 2. 3.,SO StrategyUse strengths to take advantage of opportunitiesWO StrategyOvercome weaknesses by take advantage of opportunitiesThreatsList 1. 2. 3.,ST StrategyUse strengths to avoid threatsWT Strategy Minimize weaknesses and avoid threats Eight steps in constructing
11、 a TOWS Matrix1.List the firms key external opportunities.2.List the firms key external threats.3.List the firms key internal strengths.4.List the firms key internal weaknesses.5.Match internal strengths with external opportunities and record the resultant SO Strategies in the appropriate cell.6.Mat
12、ch internal weaknesses with external opportunities and record the resultant WO Strategies. 7.Match internal strengths with external threats and record the resultant ST Strategies.8. Match internal weaknesses with external threats and record the resultant WT Strategies.Attention: The purpose of match
13、ing tool is to generate feasible alternative strategies, not to select or determine which strategies are the best! TOWS Matrix InternalExternalStrengthsList 1. 2. 3.,WeaknessesList 1. 2. 3.,OpportunitiesList 1. 2. 3.,SO StrategyUse strengths to take advantage of opportunitiesWO StrategyOvercome weak
14、nesses by take advantage of opportunitiesThreatsList 1. 2. 3.,ST StrategyUse strengths to avoid threatsWT Strategy Minimize weaknesses and avoid threats Explanation of Strategies of SO, WO,ST, and WTSO: Use strengths to take advantages of opportunitiesWO：Overcome weaknesses by taking advantages of o
15、pportunitiesST: Use strengths to avoid threatsWT: Minimize weaknesses and avoid threatsExample：pp.105Competitive StrategyCompetitive strategy creates a defendable position in an industry so that a firm can outperform competitors.Answer two questions:p.103 1.Compete on cost or something other than co
16、st? 2.Compete for broad industry or a niche?reviewCompetitive StrategyPorter two “generic” strategies: lower cost and differentiation. P.106Why “generic” ? P103Competitive StrategyPorter: a firms competitive advantage is determined by its competitive scope, that is, the breath of the target market o
17、f the company and unit. Before using one of the two generic strategies, the firm or unit must choose the range of product varieties it will produce.A company or unit can choose a broad target or a narrow target.Combining two types of target markets with the two competitive advantages forms the follo
18、wing figure.Competitive StrategyCost leadership is a low-cost competitive strategy that aims at the broad mass market and requires “ aggressive construction of efficient-scale facilities, vigorous pursuit of cost reductions from experience, tight cost and over- head control, avoidance of marginal cu
19、stomer accounts, and cost minimization in areas like R&D, service, sales force, advertising, and so on.单位成本累积产量经验曲线经验曲线劳动生产率时间学习曲线学习曲线Competitive StrategyBenefits of cost leadership: lower price and satisfactory profit, a defense against rivals, high bargaining power to suppliers, entry barrierCompe
20、titive StrategyDifferentiation is aimed at the broad mass market and involves the creation of a product or service that is perceived through its industry as unique( design, brand image, technology, feature, dealer network, or customer service.Resulting brand loyalty lowers customers sensitivity to p
21、rice.(p.107)Competitive StrategyBenefits of Differentiation:p107 above-average premium, buyer loyalty as an entry barrierCompetitive StrategyA differentiation strategy is more likely to generate higher profits than is a low-cost strategy because differentiation creates a better entry barrier.A low-c
22、ost strategy is more likely to generate increases in market share.Risks of competitive strategies Cost leadership can be imitated by competitors .Differentiation can be imitated by competitors, especially when the basis for differentiation becomes less important to buyers.以下内容因时间原因暂不讲，自学。What is the relationship between industry structure and competitive strategyHow does hyper-competition affect competitive strategyWhat are competitive tactics?What are cooperative strategy
