-
企业战略管理的理论和方法
Theories and Methodologies in Strategic
Management
Chapter
1
Introduction of
Strategic Management
Outline of this chapter
1.
Definition of strategic management (SM).
2. Some key trems uesed in SM
3. Model of SM.
4. Aims of SM.
5. Functions
and benefits of SM
6. Reasons for not
doing SM.
7. Guildlines
or principles for an effective SM.
8. Methodologies of SM
9.
Abilities learned and practiced in SM.
1.1
definition of SM( or SMP).
Strategic management
process is the full set of commitments, decisions,
and actions required
for a firm to
achieve strategic competitiveness and earn above
average returns.
And more specifically, SM can be
defined as an art and science of formulating,
implementing
and evaluating overall
decisions that enable an business organization
(BO) to achieve its long term
objectives.
1.2
some key terms often used in SM
A.
strategists: CEO,
president
（
总裁）
,
chair of the board
（董事长）
,
executive director
（执行董事）
,
or
entrepreneur
（企业家）
, who are
responsible for making strategic decision and who
will also take
most responsibility for
failure and success of a BO.
B.
mission
（使命）
and
vision
（愿景）
.
a. Mission : which identify
the
business scope for a
BO.
b. Vision :
which set the ultimate objectives and prospects
for a BO.
C.
long
term
objective:
refers
to
specific
results,
which
a
BO
*strives
to
achieve
within
a
period
longer
than one year.
D. annual objective
(*manage)
E.
Strategy:
refers
to
the
means
which
is
used
by
a
BO
to
achieve
its
long
term
objectives.
e.g
focus
（专业化）
,
acquisition
（收购）
,
diversification
（多元化）
,
retrenchment
（收缩）
.
F.
policy:
refers
to
the
means
which
is
used
by
a
BO
to
guide
its
day
to
day
operation,
e.g
compensation
policy,
motivation
policy,
business
rules,
cost
control
regulation,
customer
service
policy, ect. The policy often reflect
the business ethics and values of a BO and its top
management.
1.3
model of SM
Steps 1:
strategic
analysis,
which can be further divided into
following steps:
external analysis,
internal analysis.
Step 2: strategy
formulation, which can be further divided into
following steps:
strategic position i.e
developing vision and mission for a business
organization,
and
strategy
selection,
which
mainly
focus
on
selecting
proper
strategies
to
achieve
the
long
term
objective of a BO.
Steps 3:strategy implementation,
which can be further divided into
following steps :
establishing
objectives,
managing to achieve
objectives.
Steps 4: strategy
evaluation, which can be further divided intio
following steps:
evaluating strategy,
adjusting strategy.
1.4 aim of SM
When we conduct SM, all of SM
activities should be aimed at long term benefits
rather than short
term interests, and
theories and methods used in SM are also developed
and practiced on the basis of
long term
objectives .
Therefore, in
the long run, the aim of SM as well as the whole
BO is to provide customer satisfaction
and constantly compete to be the best
among many other competitors. So the fundamental
business
ethics is the altruim.
1.5
functions and benefits of SM
The
major function or benefit of SM is to provide a
clear direction
and paths
for the future
development of a BO.
1.6 why some
BOs do not conduct SM.
a. firefighting
management
b. waste of time
c. too expensive
d. fear of
failure
e. overconfident
1.7 GUIDELINE OF SM
A.
Forward thinking.
B.
Fullsight thinking.
C.
Trend thinking.
D. Rational
thinking.
E. Path thinking.
1.8 methodology used in SM
A. the first methodology is binary
analysis or dialectics, which analyse two sides of
the issue and try
to
make
comprehensive
conclusion
of
the
targeted
issue.
Some
typical
binary
analysis
include
external and internal analysis, SW, OT,
gain or loss, ect.
B.
The
second
one
is
gain
or
loss,
or
benefit
or
harm
analysis,
which
list
and
evaluate
the
major
benefits and losses of certain actions
and thereby make a final decision.
C.
The
third
one
is
objective
means
in
SM,
we
always
put
objective
as
the
top
priority, and make
strategic decisions in accordance with the
objective. So before we take any action,
it is important to make clear what is
your purpose and what is your final goal of taking
this action.
D.
The fourth one is the result or effect
orientation, which means we evaluate the
effectiveness of a
certain strategy
according to its final results or its actual
effects it has produced.
E. The fifth
one is systematic plan or comprehensive
management, which means in SM, we should see
a BO as a whole system, each department
or division has its independent functions and
duties, and
each department is also an
indispensible part of the whole
organization, and they are all
committed to the same mission of the whole
organization, and this kind
of
relationship
between
different
department
is
called
strategic
partner.
The
other
meanning
of
systematic plan is that each separate
steps of business management are related to each
other, and we
should make the
first step conducive and
productive to the second step.
1.9 ABILITIES
NEEDED TO CONDUCTING EFFECTIVE SM
Conducting effective SM, a
strategist will need to have several essential
abilities, which include:
A.
Ability
of
foresightful
and
insightful
analysis,
which
is
needed
to
conduct
an
effctive
strategic
analysis.
B. Ability of
making a decisive judgement, which is needed when
making strategic selection.
C. Ability
of comprehesive planning, which is needed when
formulating a strategic plan.
D. Ability of thougthful practicing,
which is needed when
implementing the strategy.
E.
Ability
of
flexibility
and
adaptiveness,
which
is
needed
when
facing
a
constantly
changing
enviornment in which a business
organization may frequently encounter.
Chapter 2
external analysis in strategic
analysis
Objectives:
be a framework
of external analysis.
B. identify key
factors in EA
C. outline a general
process of analysing each of the key factor .
D. make a preliminary
conclusion of EA
2.1
Introduction of
EA
2.1.1 a general definition of
strategic analysis
In
SM,
SA
refers
to
a
systematic
and
comprehensive
analysis
on
the
external
and
internal
factors, which will affect business
operation of a BO. So SA include two parts of
analysis, one is EA,
and the other is
IA.
2.1.2
the aim or function of SA
Before
making
strategic
decisions
for
a
BO,
srategist
should
carefully
analyzing
some
essential
factors
that
will
affect
the
effectiveness
of
these
decisions.
As
an
old
Chinese
saying
said:
without
knowing your enemy
and yourself, you can never win a war.
The first strategic decision needed to
be made for a BO is the mission and vision, which
identify the
main business scope and
long term goals for a BO. Before making this
decisions, strategists should
know the
long term profitibility of the selected business.
Basically, the long term
profitibility of an business are mainly determined
by two factors. One is the
average
profitibility of the whole industry, and the other
one is the earning capacity of the individual
BO. Therefore SA mainly focus on
analyzing these two factors, among them, EA focus
on industry
analysis, and IA focus on
enterprise analysis.
2.1.3 methods used
in EA
Besides some
basic principles in SM, we will also study some
methodologies used in SM.
In EA, there
are some basic methods, which we will illustrate
in detail in our later discussion. Here we
will make a brief introduction about
some of these methods.
The first
method is the
method of key
factors. This
method is used in
selecting factors, which will
affect
the long term profitibility of a certain industry.
Since there are so many factors which can affect
the profitibility of an industry, that
we can put all of these factors into our
consideration. What we can
do
is
to
select
some
key
factors
that
have
significant
affact
on
the
profitibility
of
an
industry.
In
Chinese philosophy, this method is
called catching the major contradictions and major
aspects of the
major contradiction.
The other method is trend
analysis. As we said before in chapter 1,
prediction about future events can
not
be
made
so
precisely
as
some
economic
reports.
But
we
still
can
make
a
basic
prediction
that
could tell us the
general trend of future events.
2.1.4
the model of EA
The model here refer to the
framework used in the EA, which are different in
different SM theory.
2.1.5 Five force
model
A. force from competitors
B. force from new entrants
C. force from substitute products
D. froce from buyers
E.
force from supplyers
2.1.6 outline of industry analysis
A. total demand
B. total
supply
C. competition situation
D. supply chain situation
E.
other related factors
2.2
analysis on general
demand
2.2.1 the theory of
market mechanism:
total supply and total
demand decide market price, and market price
affect total supply and total
demand,
and thus affect allocation of resources in the
market.
2.2.2
the aim of analysis on general demand
From the basic theory of market
mechanism, we can know that total demand is one of
the
two
factors,
which
decide market
price.
In
a
market
economy,
all
business
activities
are
aimed
to
satisfy
a certain kind of demand,
and
to
some
extent,
the
profitibility
of
a
industry
are
largely
determind
by
the
total
demand
in
this
industry. By analysing the
current total demand and the general
trend in a relatively longer period,
we
can get a basic conclusion on the profitibility of
an industry.
2.2.3 some major
indicators used to analysize general demand
A.
current
total
demand
for
a
product
=
per
captia
consumption
of
a
product
*
quantity
of
total
population
B. Future demand for a product = per
captia demand for a product in future * total
population in future
C. the annual
growth rate of total demand = (future demand
–
current) / growing years
2.2.4 basic conclusion on total demand:
four stages in
product’s
life cycle
A.
introduction stage
B.
growth stage
C. maturity
stage
D. decline stage
A. Main characteristics of
introduction stage:
-----high growth rate
-----high profit margin
********stars
B.
Main characteristics of growing stage
------high growth rate
------medium or low profit margin
********cash cows
C. Main
characteristics of stable stage:
-----medium or low growth rate
-----medium or low profit margin
********dogs
D. Main
characteristics of decling stage:
------negative growth rate
------low profit margin
********questions
2.3 Analysis on general
supply
2.3.1 aims of general
supply ananlysis
from
theory
of
market
mechanism
we
have
known
that,
in
addition
to
general
demand,
general supply is another determinant
factor which will affect market price.
Actually, it is the relationship
between total demand and total supply that finally
determine the market
price.
Just
because
in
most
cases,
general
demand
usually
is
the
initial
factor
that
will
change
the
equillibrium price, we
put it in the first place in our discussion. In
this section,
will
turn
our
focus
on
total
supply
analysis,
and
discuss
how
it
will
affact
market
price
and
thus
profitibility in a certain industry.
2.3.2 indicators used in general supply
analysis
A. overall capacity of general
supply relative to general demand: reflect current
capacity
(1) undercapacity
(2) duecapacity
(3)
overcapacity
B.
Barrier of entering an industry: reflect
possible capacity increase
in the future
(1) Investment barrier
(2) techonology barrier
(3)
policy barrier
C. Barrier of leaving an
industry: reflect possible capacity decrease in
the future
(1) special equipment
(2) large volume of investmemt
2.3.3 basic conclusion on
total supply
A. undersupply: relatively
high
prifit margin
B. saturate: medium profit margin
C. oversupply: low profit margin
2.4 analysis on competing
situation
2.4.1 the aim of competing
situation analysis
In
a market economy, theoratically, there are four
different kinds of competition situation,
which include pure competion,
monopolistic competion, oligopoly,
and monopoly.
Generally, in each of these different
competition situation, the profit margin of a BO
is different,
so
the
competition
situation
is
an
important
external
factor
which
has
significant
influence
on
the
profitibility
of
a
industry
as
a
whole.
The
aim
of
competition
analysis
is
to
analyze
the
current
competition situation in a certain
industry, and thus make a preliminary assessment
on the profitibility
of a industry.
2.4.2 the major
indicators used in competitive situation analysis
A. the number of competitors in an
industry.
B. the market share of the
leading competitors in this industry.
2.4.3 basic conclusion on competiting
analysis
A.
pure
competition:
many
competitors
compete
in
a
homogeneous
product
market,
and
no
single
competitor gain a notable market share.
Conclusion: low profit margin
B.
monopolistic
competition:
many
competitors
compete
in
a
heterogeneous
product
market
with
differentiated product features, and no
single competitor gain a dominant market share.
Conclusion: relatively high profit
margin.
C. oligopoly: relatively fewer
competitors compete in an identical product market
or a differentiated
product market, and
each competitor has a remarkable market share.
Conclusion: high profit margin
D. monopoly: only a single player in
the market, or a single competitor has a dominant
market share,
say 80% or 90% of the
total market share.
Conclusion:
controllable high profit margin.
2.5 analysis on supply
chain
2.5.1 the aim of supply chain
analysis
Besides the controllability
in an industry that can greatly affect
the profit
margin of a BO, the
supply chain before and after this BO
will also play a role in the profit margin of
this BO. These
supply chain include suppliers which
provide raw
materials to the BO, and distributors
which provide distribution channels to the BO. If
the suppliers
and
the
distributors
can
provide
their
products
or
services
at
cheaper
price
to
the
BO,
it
can
get
a
higher profit margin, otherwise it will
have a lower profit margin.
2.5.2 indicators used in supply chain
analysis
A. monopolistic degree of
supplier or distributor
2.5.3 basic
conclusion of supply chain analysis
A.
high monopolistic degree: low profit margin
B. low monopolistic degree: medium or
high profit margin
2.6 analysis on macroeconomy
2.6.1 aims of macroeconomy analysis
Besides those factors with the industry
that will greatly affect the profitability of an
industry, the
factors outside the
industry will also affect the profitability of the
industry . Except those countercycle
industry, in an expansion period,
an industry generally get a
high profit margin, and in a shrinking period, an
industry generally has a
low profit
margin.
2.6.2 indicators used in
macroeconomy analysis
A. economic
growth rate
B. inflation rate
2.6.3 basic conclusion on
macroeconomy analysis
A. high growth
rate: high or medium profit margin
B.
low or nagetive growth rate:
low profit
margin
Chapter
3 internal analysis
3.1 introdution of
internal analysis
3.1.1 aims
of internal analysis
Although the general
profitability in an industry has an influence on
the profitability of a BO,
we still can
see a big difference on the profitability of
different BOs in the same industry. As a matter
of fact, it is the factors within a BO
that finally determind the profitability.
3.1.2 key factors used in
IA
those factors which are vitally
important to the competitiveness of a BO, which
include:
A. resource factors
B. capability factors
C.
organizational factors
3.1.3 methods
applied in IA
--------scarcity rating
method
high scarcity: highly
competitive,
and
high profitability
low scarcity: lowly
competitive,
and low profitability
3.2 analysis on resourse
factors
3.2.1 aims of
resource analysis.
The
resources
refer
to
the
physical
and
nonphysical
assets
a
BO
possess
or
has
actual
controls.
How
much and how rare resources a BO own will greatly
affect the earning capacity of a BO.
3.2.2 key factors applied in resources
analysis
A. physical resource
B. human resource
C.
nonphysical resource
3.2.3 scarcity on
resource factors and preliminary conclusion of IA
on resources factors:
A. has no
scarcity: low competitiveness
B. has
immitable scarcity: short term competitiveness
unimmitable or sustainable scarcity:
long term competitiveness
3.3 analysis on capabilities factors
3.3.1 the aims of capabilities analysis
The
capabilities refer to any kinds of skill or
capacity which a BO possess
to make fully use
of its
various resources. Resources are only potential
wealth, if they are not properly used.
The
capability
to
properly
use
the
resources
will
greatly
affact
the
value,
which
a
certain
kind
of
resource contribute to
the profit of a BO. So the capabilities is another
improtant fatctor which will
greatly
affect the profitability of a BO, and thus is
needed carefully analysing.
3.3.2 Key factors
in capability analysis.
Different industry and different market
may repuire quite different capabilities to achive
and
maintian a
highly profitable
performance. In CA, analysts should first identify
those key capabilities
which are
crucial to the success in market comptetition.
In a typical manufaturing industry,
thses capabilities may include:
A. R&D
capability
B. manufacturing capability
C. marketing capability
D.
supplying capability
E. distributing
capability
F. logistic capability
3.3.3 the preliminary conclusion of CA
A. has no a certain capability:
disadvantagous competitiveness;
B. has
a certain capability,but with no scarcity: average
competitiveness.
C. has a certain
capability with immitable scarcity: short term
advantageous competitiveness.
D. Has a
certain capability, with unimmitable scarcity:
relatively long term competitive advantages.
3.4
the analysis of organizational factors
3.4.1 the aims of organizational
analysis
the organizational factors
refer to the process and system by which a BO
allocate and utilize its
resources and
capabilities. If a BO possess sufficient resources
and excellent capabilities, but its does
not have a
efficient supporting system to
use these resources and capabilites
effectively, then the overall performance
will not be very good
and thus the profit will not be very
high. Actually, it is the organizational factors
which will finally
determind the
efficiency of the use of resources and
capabilities, and thus the earning capacity of a
BO.
The aim of OA is to assess the
strength and weakness a BO has in its supporting
system.
3.4.2 Key factors in organizational
analysis
Different
enterprise
may
have
different
structure
and
system
to
make
its
decision
on
how
to
allocate and utilize its resources. But
there are some common elements which most BOs have
in their
running system, which include
A. organizational structure
and decision making system
B. managing
and controlling system
ion system
D. information system
sation
system
F. organizational culture and
morale
3.4.3 the preliminary conclusion
of OA
A. excellent in an organizational
factors: high competitiveness;
B. good:
medium high competitiveness;
C.
ordinary level: medium competitiveness;
D. unsatisfactory: low competitiveness
3.5 general conclusion of
IA and core competency
3.5.1 general
conculsion of IA
(1) give a proper
weight to each factor according to its importance
to the performance and profitability
of
the BO.
From 1a to 100a, and plus all a
together which is equal to 100, and then get the
specifie weight for
each factor.
(2) Multiply rate number of
each factor by it weight, and then get a general
results on internal factors
of a BO,
from 4 to 1.
(3) Get a
general conclusion on IA
A. 4: high
competitiveness, and leader in the industry
B. 3 and above: high, and powerful
follower in the industry;
C. 2 and
above: average, sustainable competitor;
D. below 2: low,
general participant.
3.5.2
core competency and competitivenenss
The
result derived above analysis is only a calculated
figure, and can only be ued as a reference
when making strategic decision. But it
still can provide some useful information for
making a rational
strategic decision.
First
is
the
earning
capacity
of
a
BO
largely
depend
on
its
competitiveness
compared
to
other
competitors.
And
secondly,
the
whole
competitiveness
largely
depend
those
core
competency.
The
core
competency
refer
to
those
competitive
factors
which
make
crucial
contribution
to
the
performance and profits of a BO.
As
a
matter
of
facts,
every
BO
has
competence
in
terms
of
its
earning
capacity
in
the
market
competition, but only those competence
which make the most
contributions to its earning capacity
belong to core competency, and those
core competency which has unimmtable scarcity will
bring long
term above average profits
to a BO. This tell us something about how to build
core competency for a
BO.
Chapter 4
Strategic positioning
4.1 introduction
of SP
4.1.1 the
meaning of strategic positioning
SP
means
setting
a
position
and
direction
for
a
BO,
so
it
includes
two
parts,
one
is
setting
a
position,
which
means
choose
a
industry
for
a
BO,
and
the
other
one
is
setting
a
direction,which
means
setting a long term goal for the development of a
BO.
4.1.2 the aim of SP
the aim of SP is to provide
clear and contrete answers to the fundmental
questions which every BO
need to answer
before it actually start it business
,
which include “what is our business”,
that is the
industry, and
“what do we want to become after doing that
business”, that is goal.
Without SP, a BO may be like a aimless
ship which losts controll over its activites, and
will not grow
better and stronger in
the long run.
4.1.3 the contents of SP
A. Mission statement: choose industry
and business
B. vision desctription:
set a long term goal.
4.1.4 the method
of SP: SWOT analysis.
A. SW analysis:
from IA
B. OT analysis: from EA
4.1.4
possible
combination
of
SWOT
introduced
in
some
typical
SM
textbook,
and
it
sometimes
looks confusing and even ridiculous
A. combiantion of S and O
B. S and T
C. W and O
D. W and T
4.1.5 general principle of
SP
A.
make
the
best
use
of
opportunity,and
choose
industry
which
has
most
favorable
industry
development conditions and thus make
above average profits (according to Poter’s five
forces analysis
thoery)
B.
take proper
measures to
aviod or reduce threats.
C. make the
best use of resources and capabilities a BO has in
itself, and choose the industry in which
a
BO
has
the
best
competitive
advantage
compared
with
other
BO,
and
thus
make
above
average
profits (according
to resource based
thoery
and comparative advantage thoery).
D. take proper measures to improve
weakness inside the BO and gradually make full
development in
all aspects of its key
competition elements.(IBM, GE, Toyota, P&G,
Microsoft)
4.1.6 proper method of SP
A.
make an internal analysis and
clarify the major competitive advantage
possessed by the BO and
make the best
use of it.
B. make an external analysis
to choose the proper industry which has favorable
growth trend.
eg: GE choose
the industry which its has leading market
position.
4.2 Vision
statement
4.2.1 key points
of VS
Literally,
vision
means
visual
conception
of
a
desired
or
dreamed
goals,
it
depicts
a
bright
pictures of one’s
dreams and elucidate it in eloqent words. In a BO,
vision answers question of “what
is our
dream in the business world?”
and “what do we want to become
as
a business
organization?”, it set a
direction for the long term development
of a BO.
Some key points of an
effective
vision statememt include:
# Clarity and lack of ambiguity
# Vivid and clear picture
# Description of a bright
future
# Memorable and
engaging
wording
#
Realistic aspirations
#
Alignment with organizational values and culture
4.2.2 examples of VS
There are some
organization which elucidate its vision very
succinct and clear, and there also
some
orgnization
which
portray
its
vision
in
very
elusive
and
obscure
words.
We
can
see
some
example of both types of VS. For
example, a charity organization working to help
the poor may have a
VS as
“
a
world
without
poverty”.
A
commercial
bank
may
have
a
VS
as
“to
protect
the
public
interes
t,
ensure competion and fairness within
the revelent financial service industries, respond
innovatively to
a rapidly changing word
enviornment, and foster a posotive impact on the
regional economy”.
4.3 Mission Statement
4.3.1
key points of MS
After
portray
the
visual
concept
or
its
long
term
dreams,
a
BO
should
give
answers
to
the
question
of
“how
to
realize
these
dreams
and
“what
is
our
businss”.
MS
outline
its
main
business
scope and some fundmental critiria of
doing business.
Some key points of an
effective MS include
#. Customers
#. Products or services
#.
Techonologies
#. Concerns for survival,
growth, and profitability
#. Philosophy
#. Self-concept
#. Concern for public image
#. Concern for employees
4.3.2 examples of
MS
（
67
）
Chapter 5
Selecting strategy and
Types of Strategies
5.1 intruduction of selecting
strategy
5.1.1 aims of selecting strategy
After identifying and clarifying the
strategic or long term goal for the BO, the next
question is
how
to
reach
this
goal.
The
aim
of
selecting
strategy
is
to
provide
a
optimum
or
proper
path,
i.e
strategy, to reach this goal
successfully and efficiently.
5.1.2 the steps of selecting strategy
At least, there are two steps included
in the process of selecting strategy. The first
one
is listing
all the possible and viable strategies,
and the second one is selecting proper or best
suitable choice.
5.2 the
general classfication of different types of
strategies
5.2.1 classification of
enterprise strategy
A.
operation
strategy:
focusing
on
internal
operation
and
management,
such
as
brand
strategy,
marketing
strategy, R&D strategy, ect.
B.
competion strategy: focusing on external
competition and development.
5.2.2
general tpyes of competion strategy
A. generic strategy
B.
intergration strategy
C. intensive
strategy
D. dersification strategy
E. defensive strategy
F.
flex strategy
Chapter 6
Generic strategy
(operational strategy)
6.1 introduction of generic
strategy
6.1.1 the meaning of GS
GSs
refer to those strategies which are used in the
operational level in a specific selected business
area to compete with other BO, so they
are also called operational strategies .
6.1.2 classfication of competitive
strategies
A. corporation level:
corporation strategies
B. business unit
level: operational strategies
C.
department level: functional strategies
6.1.3 sub-types of GSs
leading strategy
B. differentiation
strategy
C. focus strategy
6.2
focus strategy
6.2.1 the meaning of FS
FS
refers
to
a
strategy
by
which
a
BO
focus
its
efforts
and
resources
on
relatively
few
specialized areas where it has
comparative advantage.
-
-
-
-
-
-
-
-
-
上一篇：项目管理过程总结表(中英文对照)
下一篇：春节传说的英语作文