战略制定：形势分析与经营战略课件1.ppt

1、可编辑版1可编辑版2可编辑版3The Strategy-Formulation Analytical Framework Stage 1:The Input Stage Stage2:The Matching StageStage3:The Decision StageThreats-Opportunities-Weaknesses-Strengths(TOWS)MatrixBoston Consulting Group(BCG)Matrix可编辑版4可编辑版5可编辑版6可编辑版7可编辑版8 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

2、实行某种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%可编辑版9 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

3、10、社会责任目标可编辑版10可编辑版11可编辑版12可编辑版13可编辑版14可编辑版15可编辑版16可编辑版17可编辑版18SITUATIONAL ANALYSIS Some of the primary criticisms of SWOT analysis:p.96 Using EFAS and IFAS and SFAS Matrixs to deal with the criticisms of SWOT analysis可编辑版19SITUATIONAL ANALYSIS How generate a SFAS Matrix?可编辑版20可编辑版21可编辑版22可编辑版23可编辑版

4、24可编辑版25可编辑版26SITUATIONAL ANALYSIS One desired outcome of analyzing strategic factors is identifying a propitious niche where an organization could use its distinctive competence to take advantage of a particular opportunity.Niche:a need in the marketplace that is currently unsatisfied.可编辑版27SITUATI

5、ONAL ANALYSIS A propitious niche is an extremely favorable niche.A propitious niche is a companys specific competitive role that is so well suited to the firms internal and external environment that other corporation are not likely to challenge or dislodge it.可编辑版28SITUATIONAL ANALYSIS How to find a

6、 propitious niche propitious niche through strategic window Strategic windows:unique market opportunities at a particular time The first one through the strategic window can occupy a propitious niche and discourage competition(if the firm has the required strengths).可编辑版29可编辑版30SITUATIONAL ANALYSIS

7、Case:p.98可编辑版31 Review of mission and objectives A corporation must reexamine its current mission and 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 object

8、ives to achieve.Why?P.99可编辑版32 Review of mission and objectives Problems in performance 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.可编辑版

9、33可编辑版34Generating alternatives strategies using a TOWS matrix Example p.105 Maytag Corporation TOWS matrix可编辑版35TOWS Matrix可编辑版36 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

10、 the firms key internal weaknesses.5.Match internal strengths with external opportunities and record the resultant SO Strategies in the appropriate cell.可编辑版376.Match internal weaknesses with external opportunities and record the resultant WO Strategies.7.Match internal strengths with external threa

11、ts and record the 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!可编辑版38TOWS Matrix可编辑版39 Ex

12、planation 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 threats Example：pp.105可编辑版40可编辑版41可编辑版42Competitive Strategy Competitive strateg

13、y 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?可编辑版43可编辑版44review可编辑版45Competitive Strategy Porter two“generic”strategies:lower cost and differe

14、ntiation.P.106 Why“generic”?P103可编辑版46可编辑版47Competitive Strategy Porter:a firms competitive advantage is determined by its competitive scope,that is,the breath of the target market of the company and unit.Before using one of the two generic strategies,the firm or unit must choose the range of produc

15、t varieties it will produce.A company or unit can choose a broad target or a narrow target.可编辑版48Combining two types of target markets with the two competitive advantages forms the following figure.可编辑版49Competitive Strategy Cost leadership is a low-cost competitive strategy that aims at the broad m

16、ass 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 customer accounts,and cost minimization in areas like R&D,service,sales force,advertising,and so on.可编辑版50可编辑版51单位成

17、本累积产量经验曲线经验曲线可编辑版52劳动生产率时间学习曲线学习曲线可编辑版53Competitive Strategy Benefits of cost leadership:lower price and satisfactory profit,a defense against rivals,high bargaining power to suppliers,entry barrier可编辑版54Competitive Strategy Differentiation is aimed at the broad mass market and involves the creation

18、 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 price.(p.107)可编辑版55Competitive Strategy Benefits of Differentiation:p107 above-average premium,bu

19、yer loyalty as an entry barrier可编辑版56可编辑版57Competitive Strategy A differentiation 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.可编辑版58可编辑版5

20、9可编辑版60Risks 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.可编辑版61可编辑版62可编辑版63 以下内容因时间原因暂不讲，自学。可编辑版64What is the relationship between industry structure and competitive strategy可编辑版65可编辑版66可编辑版67可编辑版68可编辑版69可编辑版70How does hyper-competition affect competitive strategy可编辑版71What are competitive tactics?可编辑版72可编辑版73可编辑版74可编辑版75可编辑版76What are cooperative strategy可编辑版77可编辑版78可编辑版79可编辑版80可编辑版81可编辑版82可编辑版83