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1、Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-1 Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbin
2、s & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-2 定义战略管理并解释它为何重要 解释管理者在战略管理过程的六个步骤中需要做 什么 描述企业战略的三种类型 描述竞争优势以及组织为获得竞争优势而采用的 竞争战略 讨论当代的一些战略管理事项Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pea
3、rson Education, Inc. All rights reserved9-3 什么是战略管理？战略管理：管理者为制定组织的战略而做的工作战略：关于组织将如何经营、如何在竞争中获得成功以及如何吸引和满足顾客以实现组织目标的各种方案商业模式：公司如何赚钱Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All right
4、s reserved9-4 战略管理为何重要？1.它能够提高组织绩效2.它要求管理者考察和适应商业环境的变化3.它可以协调组织内的不同部门，帮助它们聚焦于组织目标Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-5 什么是战略管理过程？战略管理过程：一个包含六个步骤的过程，涵盖了战略的
5、计划、实施和评估。Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-6 图表9-1 （221页）Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition
6、 by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-7 战略管理过程步骤1：识别组织当前的使命、目标和战略使命：对组织目标的陈述组织的产品或服务的范围目标：进一步计划的基础可测量的绩效目标步骤2：进行外部环境分析对具体环境和一般环境进行环境扫描主要是找出组织面临的机遇和威胁Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Ste
7、phen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-8 图表9-2 （222页）Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-9 战略管理过程步骤3：进行组织内部分析评估本组
8、织的资源、能力和活动:本公司的优势能够为顾客创造价值，并且加强本公司在竞争中的地位劣势会使本公司在竞争中陷入不利位置分析财务资产和有形资产是非常容易的，但评估无形资产（员工的技能、组织文化、公司名声，等等）则不那么容易步骤步骤2和步骤和步骤3结合起来则被称为分析。结合起来则被称为分析。Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, I
9、nc. All rights reserved9-10 SWOT分析SWOT分析：对本组织的优势、劣势、机遇和威胁的分析资源：组织用来开发、制造以及向顾客提供产品的各种资产能力：组织用来从事一切必要活动的技能和才智Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-11 优势和劣势优势：
10、组织擅长的行动或者拥有的独特资源劣势：组织不擅长的行动或者该组织需要但却并不具有的资源。核心竞争力：组织最主要的价值创造能力Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-12 战略管理过程 步骤4：制定战略制定和评估各种战略备选方案选择能够为本组织提供相对竞争优势的合适战略利用本组
11、织的优势去抓住环境中的机遇改进劣势和防御威胁Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-13 战略管理过程步骤5：实施战略实施：使组织结构和活动与环境实现有效匹配环境决定了组织所选择的战略；要想有效地实施战略，组织结构必须符合环境的要求步骤6：评估结果战略的效果如何？如有必要，需
12、要采取什么调整措施？Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-14 企业战略企业战略：决定公司从事或想从事什么业务以及它想如何从事这些业务的战略企业战略的类型成长战略：向新产品和新市场的扩张稳定战略：维持现状更新战略：考察那些正在导致绩效下滑的组织劣势Copyright 201
13、2 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-15 企业战略（续）成长战略：组织想通过现有业务或新业务来扩大自己所服务的市场数量或提供的产品数量时所采用的企业战略Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Manage
14、ment, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-16 企业战略（续）稳定战略：企业战略的一种，指的是组织继续从事当前各种业务更新战略：用来解决绩效下滑问题的一种企业战略Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulte
15、r2012 Pearson Education, Inc. All rights reserved9-17 图表9-3 （224页）Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-18 如何管理企业战略？战略业务单元：一家组织中的独立的业务单元，具有自己的竞争战略波士顿矩阵：一种战略
16、工具，根据各种战略业务单元的市场份额和增长率来为资源配置决策提供指导。Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-19 图表9-4 （226页）Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall M
17、anagement, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-20 竞争优势的作用竞争战略：关于组织将如何在市场上展开竞争的战略竞争优势：使本组织区别于其他组织的特征；本组织与众不同的优势或特征Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins &
18、Mary Coulter2012 Pearson Education, Inc. All rights reserved9-21 什么是职能战略？职能战略：组织的不同职能部门用来支持本组织竞争战略的战略Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-22 五种竞争力量新进入者的威胁新
19、竞争者进入该行业的难易程度替代品的威胁其他行业的产品能够替代本行业产品的可能性大小购买者的谈判能力购买者在市场上拥有多大的谈判能力Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-23 五种竞争力量供应商的谈判能力购买者与供应商的相对数量，以及来自替代品和新进入者的威胁，会影响购买者-
20、供应商关系现有的竞争者当本行业的增长率缓慢、需求减少以及产品价格下降时，竞争强度会提高Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-24 图表9-5 （228页）Copyright 2012 Pearson Education, Inc. Publishing as Prentic
21、e Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-25 对战略领导的需要战略领导：进行预测和展望、保持灵活性、战略地思考以及与组织中其他人共同发动变革从而为组织创造光明未来的能力Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robb
22、ins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-26 图表9-6 （231页）Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-27 竞争战略的类型成本领先战略设法在本行业中实现最低的总体成本差异化
23、战略设法提供受到顾客追捧的独特产品或服务聚焦战略利用成本领先战略或差异化战略来深度开发市场的某个特定细分领域Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-28 对战略灵活性的需要战略灵活性：发现外部环境的重大变化、迅速投入资源以及当某些战略决策不起作用时立即察觉的能力Copyrig
24、ht 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-29 图表9-7 （232页）Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P.
25、Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-30 电子商务战略成本领先战略在线活动：在线招投标和订单处理，库存控制，员工招募差异化战略基于互联网的知识管理系统，在线订购和客服聚焦战略网络聊天室和讨论版，针对特定人群的网站Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pea
26、rson Education, Inc. All rights reserved9-31 客服战略为顾客提供他们所需的产品或服务与顾客有效沟通为员工提供客服培训Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-32 创新战略可能的事件突破性的新产品现有技术的新应用关于创新的战略决策基础
27、研究产品开发流程创新市场先入者：率先把某项产品创新推向市场或使用某种流程创新的组织Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-33 图表9-8 （234页）Copyright 2012 Pearson Education, Inc. Publishing as Prentice
28、Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-34 需要掌握的术语战略管理战略商业模式战略管理过程使命机遇威胁资源能力核心竞争力优势劣势SWOT 分析企业战略成长战略稳定战略更新战略波士顿矩阵竞争战略战略业务单元竞争优势职能战略战略灵活性市场先入者Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-35
