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1、战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件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) Strategic Analysis Strategic Analysis SummarySummary(SFAS)(SFAS)Int
2、ernal Factor Internal Factor Analysis Summary Analysis Summary (IFAS) (IFAS) Threats-Opportunities-Weaknesses-Strengths (TOWS) MatrixBoston Consulting Group (BCG) Matrix战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件 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
3、战略而达到的理想结果，是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% 战略制定形势分析与经营战略课件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
4、水平、奖励水平10、社会责任目标战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件SITUATIONAL ANALYSISSome of the primary criticisms of SWOT analysis:p.96Using EFAS and IFAS and SFAS Matrixs to deal with the criticisms of SWOT anal
5、ysis战略制定形势分析与经营战略课件SITUATIONAL ANALYSISHow generate a SFAS Matrix?战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件SITUATIONAL ANALYSISOne desired outcome of analyzing strategic factors is identifying a propitious niche where an organization co
6、uld use its distinctive competence to take advantage of a particular opportunity.Niche: a need in the marketplace that is currently unsatisfied.战略制定形势分析与经营战略课件SITUATIONAL ANALYSISA propitious niche is an extremely favorable niche.A propitious niche is a companys specific competitive role that is so
7、well suited to the firms internal and external environment that other corporation are not likely to challenge or dislodge it.战略制定形势分析与经营战略课件SITUATIONAL ANALYSISHow to find a propitious nichepropitious niche through strategic window Strategic windows: unique market opportunities at a particular timeT
8、he first one through the strategic window can occupy a propitious niche and discourage competition (if the firm has the required strengths).战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件SITUATIONAL ANALYSISCase: p.98战略制定形势分析与经营战略课件 Review of mission and objectivesA corporation must reexamine its current mission and
9、 objectives before it can generate and evaluate alternative 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战略制定形势分析与经营战略课件 Review of mission and objectivesProblems in performance
10、can derive from an inappropriate mission statement that is too narrow or too broad.Objectives can either focus too much on short-term operational goals or be so general that they provide little real guidance. 战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件Generating alternatives strategies using a TOWS matrixExample
11、 p.105 Maytag Corporation TOWS matrix战略制定形势分析与经营战略课件TOWS Matrix InternalExternalStrengthsList 1. 2. 3.,WeaknessesList 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.,S
12、T StrategyUse strengths to avoid threatsWT Strategy Minimize weaknesses and avoid threats 战略制定形势分析与经营战略课件Eight steps in constructing 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 we
13、aknesses.5.Match internal strengths with external opportunities and record the resultant SO Strategies in the appropriate cell.战略制定形势分析与经营战略课件6.Match internal weaknesses with external opportunities and record the resultant WO Strategies. 7.Match internal strengths with external threats and record th
14、e resultant ST Strategies.8. Match internal weaknesses with external threats and record the resultant WT Strategies.Attention: The purpose of matching tool is to generate feasible alternative strategies, not to select or determine which strategies are the best! 战略制定形势分析与经营战略课件TOWS Matrix InternalExt
15、ernalStrengthsList 1. 2. 3.,WeaknessesList 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
16、 avoid threats 战略制定形势分析与经营战略课件Explanation of Strategies of SO, WO,ST, and WTSO: Use strengths to take advantages of opportunitiesWO：Overcome weaknesses by taking advantages of opportunitiesST: Use strengths to avoid threatsWT: Minimize weaknesses and avoid threatsExample：pp.105战略制定形势分析与经营战略课件战略制定形势分
17、析与经营战略课件战略制定形势分析与经营战略课件Competitive 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 cost? 2.Compete for broad industry or a niche?战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件revi
18、ew战略制定形势分析与经营战略课件Competitive StrategyPorter two “generic” strategies: lower cost and differentiation. P.106Why “generic” ? P103战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件Competitive StrategyPorter: a firms competitive advantage is determined by its competitive scope, that is, the breath of the target market of t
19、he 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.战略制定形势分析与经营战略课件Combining two types of target markets with the two competitive advantages for
20、ms the following figure.战略制定形势分析与经营战略课件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 contro
21、l, avoidance of marginal customer accounts, and cost minimization in areas like R&D, service, sales force, advertising, and so on.战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件单位成本累积产量经验曲线经验曲线战略制定形势分析与经营战略课件劳动生产率时间学习曲线学习曲线战略制定形势分析与经营战略课件Competitive StrategyBenefits of cost leadership: lower price and satisfactory p
22、rofit, a defense against rivals, high bargaining power to suppliers, entry barrier战略制定形势分析与经营战略课件Competitive 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,
23、feature, dealer network, or customer service.Resulting brand loyalty lowers customers sensitivity to price.(p.107)战略制定形势分析与经营战略课件Competitive StrategyBenefits of Differentiation:p107 above-average premium, buyer loyalty as an entry barrier战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件Competitive StrategyA differenti
24、ation strategy is more likely to generate higher profits than is a low-cost strategy because differentiation creates a better entry barrier.A low-cost strategy is more likely to generate increases in market share.战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件Risks of competitive strategies Cost leade
25、rship can be imitated by competitors .Differentiation can be imitated by competitors, especially when the basis for differentiation becomes less important to buyers.战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件以下内容因时间原因暂不讲，自学。战略制定形势分析与经营战略课件What is the relationship between industry structure and com
26、petitive strategy战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件How does hyper-competition affect competitive strategy战略制定形势分析与经营战略课件What are competitive tactics?战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件What are cooperative strategy战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件战略制定形势分析与经营战略课件
