第六章 企業(yè)戰(zhàn)略評估與選擇ppt課件

1、Copyright 2007 Prentice HallCh 6 -1Chapter 6Strategy Analysis & ChoiceStrategic Management: Concepts & Cases11th EditionFred DavidCopyright 2007 Prentice HallCh 6 -2Chapter OutlineThe Nature of Strategy & ChoiceA Comprehensive Strategy-Formulation FrameworkThe Input StageCopyright 2007 Prentice Hall

2、Ch 6 -3Chapter Outline (contd)The Matching StageThe Decision StageCultural Aspects of Strategy ChoiceCopyright 2007 Prentice HallCh 6 -4Chapter Outline (contd)The Politics of Strategy ChoiceCopyright 2007 Prentice HallCh 6 -5- Establishing long-term objectives- Generating alternative strategies- Sel

3、ecting strategies to pursue- Best alternative - achieve mission & objectivesNature of Strategy Analysis & ChoiceStrategy Analysis & ChoiceCopyright 2007 Prentice HallCh 6 -6VisionMissionObjectivesExternal auditInternal auditPast successful strategiesProviding a basis for generating and evaluating fe

4、asible alternative strategiesStrategy Analysis & ChoiceAlternative Strategies Derive From -Copyright 2007 Prentice HallCh 6 -7Strategy Analysis & ChoiceGenerating Alternatives -Participation in generating alternative strategies should be as broad as possibleCopyright 2007 Prentice HallCh 6 -8Compreh

5、ensive Strategy-Formulation FrameworkStage 1:The Input StageStage 2:The Matching StageStage 3:The Decision StageCopyright 2007 Prentice HallCh 6 -9Comprehensive Strategy-Formulation FrameworkAll techniques included in the strategy-formulation framework require the integration of intuition and analys

6、isStrategists themselves, not analytic tools, are always responsible and accountable for strategic decisions.Copyright 2007 Prentice HallCh 6 -10Strategy-Formulation Analytical FrameworkInternal Factor EvaluationMatrix (IFE)External Factor EvaluationMatrix (EFE)Competitive Profile Matrix(CPM)Stage 1

7、:The Input StageCopyright 2007 Prentice HallCh 6 -11Stage 1: The Input StageBasic input information for the matching & decision stage matricesRequires strategists to quantify subjectivity early in the processGood intuitive judgment always neededCopyright 2007 Prentice HallCh 6 -12Strategy-Formulatio

8、n Analytical FrameworkSWOT MatrixSPACE MatrixBCG MatrixIE MatrixGrand Strategy MatrixStage 2:The Matching StageCopyright 2007 Prentice HallCh 6 -13Stage 2: The Matching StageMatch between organizations internal resources & skills and the opportunities & risks created by its external factorsCopyright

9、 2007 Prentice HallCh 6 -14Stage 2: The Matching StageStrengthsWeaknessesOpportunitiesThreatsSWOT MatrixCopyright 2007 Prentice HallCh 6 -15SWOT MatrixStrengths-Opportunities (SO)Weaknesses-Opportunities (WO)Strengths-Threats (ST)Weaknesses-Threats (WT)Four Types of StrategiesCopyright 2007 Prentice

10、 HallCh 6 -16WO StrategiesImproving internalweaknesses bytaking advantageof externalopportunitiesWOStrategiesStrengthsWeaknessesOpportunitiesThreatsSWOTCopyright 2007 Prentice HallCh 6 -17ST StrategiesUse a firms strengthsto avoid orreduce the impactof externalthreatsSTStrategiesStrengthsWeaknessesO

11、pportunitiesThreatsSWOTWT StrategiesCopyright 2007 Prentice HallCh 6 -18Defensive tacticsaimed at reducinginternal weaknesses & avoidingenvironmentalthreatsWTStrategiesStrengthsWeaknessesOpportunitiesThreatsSWOTCopyright 2007 Prentice HallCh 6 -19SO StrategiesUse a firmsinternal strengthsto take adv

12、antageof external opportunitiesSOStrategiesStrengthsWeaknessesOpportunitiesThreatsSWOTCopyright 2007 Prentice HallCh 6 -20SWOT MatrixLeave BlankStrengths SList StrengthsWeaknesses W List WeaknessesOpportunities O List OpportunitiesSO StrategiesUse strengths to take advantage of opportunitiesWO Strat

13、egiesOvercoming weaknesses by taking advantage of opportunitiesThreats T List ThreatsST StrategiesUse strengths to avoid threatsWT Strategies Minimize weaknesses and avoid threatsCopyright 2007 Prentice HallCh 6 -21Limitations with SWOT MatrixDoes not show how to achieve a competitive advantageProvi

14、des a static assessment in timeMay lead the firm to overemphasize a single internal or external factor in formulating strategiesCopyright 2007 Prentice HallCh 6 -22SPACE MatrixStrategic Position & Action Evaluation MatrixAggressiveConservativeDefensiveCompetitiveCopyright 2007 Prentice HallCh 6 -23S

15、PACE MatrixTwo Internal DimensionsFinancial Strength (FS)Competitive Advantage (CA)Copyright 2007 Prentice HallCh 6 -24SPACE MatrixTwo External DimensionsEnvironmental Stability (ES)Industry Strength (IS)Copyright 2007 Prentice HallCh 6 -25Steps to Developing a SPACE MatrixSelect a set of variables

16、depending on the type of organizations to define FS, CA, ES, & ISAssign a numerical value:From +1(worst) to +6 (best) to each FS & IS dimensionsFrom -1 (best) to -6 (worst) to each ES & CA dimensionsCompute an average score for each FS, CA, ES, & ISCopyright 2007 Prentice HallCh 6 -26Steps to Develo

17、ping a SPACE MatrixPlot the average score on the appropriate axisAdd the two scores on the x-axis and plot the point. Add the two scores on the y-axis and plot the point. Plot the intersection of the new xy pointDraw a directional vector from the origin through the new intersection point.Copyright 2

18、007 Prentice HallCh 6 -27SPACE MatrixFS+6+1+5+4+3+2-6-5-4-3-2-1-6-5-4-3-2-1+1+2+3+4+5+6ESCAISConservativeAggressiveDefensiveCompetitiveCopyright 2007 Prentice HallCh 6 -28Aggressive ProfilesAn organization is in an excellent position to use its internal strengths to Take advantage of external opport

19、unitiesOvercome internal weaknessesAvoid external treatsMarket penetration ; market development; product development; integration; diversification; combination strategy all can be feasibleCopyright 2007 Prentice HallCh 6 -29Conservative ProfilesThe directional vector appear in the upper-left quadran

20、t ,which implies staying close to the firms basic competencies and not taking excessive risksMarket penetration; market development; product development; concentric diversificationCopyright 2007 Prentice HallCh 6 -30Defensive ProfilesThe directional vector may be located in the lower-left quadrant,

21、which suggests that the firm should focus on rectifying internal weaknesses and avoiding external threatsHarvest ，Retrenchment; divestiture; liquidation; concentric diversificationCopyright 2007 Prentice HallCh 6 -31Competitive ProfilesThe directional vector may be located in the lower-right quadran

22、t, indicating that the firm who has financial problem competes in an unstable but growing industry, should focus on strengthening its finance by taking advantage the industry growthBackward, forward, and horizontal integration; Market penetration; market development; product development; and joint v

23、entureCopyright 2007 Prentice HallCh 6 -321 2 3 4 5 6123Copyright 2007 Prentice HallCh 6 -33BCG MatrixBoston Consulting Group MatrixEnhances multi-divisional firm in formulating strategiesAutonomous divisions = business portfolioDivisions may compete in different industriesFocus on market-share posi

24、tion & industry growth rateCopyright 2007 Prentice HallCh 6 -34BCG MatrixRelative Market Share PositionRatio of a divisions own market share in an industry to the market share held by the largest rival firm in that industryCopyright 2007 Prentice HallCh 6 -35BCG MatrixDogsIVCash CowsIIIQuestion Mark

25、sIStarsIIRelative Market Share PositionHigh1.0Medium.50Low0.0Industry Sales Growth RateHigh+20Low-20Medium0Copyright 2007 Prentice HallCh 6 -36BCG MatrixQuestion MarksLow relative market share compete in high-growth industryCash needs are highCash generation is lowDecision to strengthen (intensive s

26、trategies) or divestCopyright 2007 Prentice HallCh 6 -37BCG MatrixStarsHigh relative market share and high growth rateBest long-run opportunities for growth & profitabilitySubstantial investment to maintain or strengthen dominant positionIntegration strategies, intensive strategies, joint venturesCo

27、pyright 2007 Prentice HallCh 6 -38BCG MatrixCash CowsHigh relative market share, competes in low-growth industryGenerate cash in excess of their needsMilked for other purposesMaintain strong position as long as possibleProduct development, concentric diversificationIf weakensretrenchment or divestit

28、ureCopyright 2007 Prentice HallCh 6 -39BCG MatrixDogsLow relative market share & compete in slow or no market growthWeak internal & external positionLiquidation, divestiture, retrenchmentCopyright 2007 Prentice HallCh 6 -40Limitations of BCG MatrixViewing every business as either a star, cash cow, d

29、og, or question mark is an oversimplificationIt is a snapshot of an organization at a given point in time, and has no temporal qualitiesOther variables besides relative market share and industry growth rate in sales, are important in making strategic decisions about various divisionsCopyright 2007 P

30、rentice HallCh 6 -41The Internal-External MatrixPositions an organizations various divisions in a nine-cell displaySimilar to BCG Matrix except the IE Matrix:Requires more information about the divisionsStrategic implications of each matrix are differentCopyright 2007 Prentice HallCh 6 -42IE MatrixB

31、ased on two key dimensionsThe IFE total weighted scores on the x-axisThe EFE total weighted scores on the y-axisDivided into three major regionsGrow and build Cells I, II, or IVHold and maintain Cells III, V, or VIIHarvest or divest Cells VI, VIII, or IXCopyright 2007 Prentice HallCh 6 -43QSPMTechni

32、que designed to determine the relative attractiveness of feasible alternative actionsThe only one analytical technique in the literature Quantitative Strategic Planning MatrixCopyright 2007 Prentice HallCh 6 -44QSPMThe QSPM uses input ( critical success factors) from Stage1 analyses and matching res

33、ults from Stage2 analyses to decide objectively among alternative strategiesThe QSPM, like other strategy-formulation analytical tools, requires good intuitive judgment Copyright 2007 Prentice HallCh 6 -45Steps to Develop a QSPMMake a list of the firms key external opportunities/threats and internal

34、 strengths/weaknesses in the left column ( this information should be taken directly from the EFE and IFE Matrices)Assign weights to each key external and internal factor ( these weights are identical to those in the EFE and IFE Matrices)Examine the Stage 2 (matching) matrices, and identify alternative strategies that the organization should consider implementingCopyright 2007 Prentice HallCh 6 -46Steps to