戰(zhàn)略管理概念與案例 課件

1TheManagementofStrategy

(ConceptsandCases)

戰(zhàn)略管理：概念與案例PartI:StrategicManagementInputs第Ⅰ篇:戰(zhàn)略管理的輸入Chapter1:WhatisStrategicManagement第1章:戰(zhàn)略管理和戰(zhàn)略競(jìng)爭(zhēng)力1TheManagementofStrategy

(C2Chapter1:WhatisStrategicManagement

第1章:戰(zhàn)略管理和戰(zhàn)略競(jìng)爭(zhēng)力Overview:Eightcontentareas

概要:八大領(lǐng)域

NatureofCompetition

戰(zhàn)略競(jìng)爭(zhēng)力的特性The21stCenturyCompetitiveLandscape

21世紀(jì)的競(jìng)爭(zhēng)格局I/OModelofAbove-AverageReturns(AAR)

超額利潤(rùn)的行業(yè)組織模型Resource-BasedModelofAAR

超額利潤(rùn)的資源基礎(chǔ)模型2Chapter1:WhatisStrategicOverview:Eightcontentareas(cont’d)

概要:八大領(lǐng)域(續(xù)）StrategicVisionandMission

戰(zhàn)略愿景和使命Stakeholders利益相關(guān)者StrategicLeaders

戰(zhàn)略領(lǐng)導(dǎo)者Overview:Eightcontentareas4Casestudy:NatureofCompetition:Boeingvs.Airbus

案例分析----競(jìng)爭(zhēng)力的特性:波音與空中客車Boeing波音Historicallyagloballeaderinairplanemanufacturing歷史上飛機(jī)生產(chǎn)的全球領(lǐng)先者Revenuefromcommercialaircraftdivision&gov’tcontracts收入主要來源于商用飛機(jī)生產(chǎn)和政府合同Regainedsupremacyin2006:more787superjumboordersvs.Airbus’smoreefficientA-3802006年重新奪回霸權(quán):波音787超大型飛機(jī)vs.空中客車的A-380飛機(jī)Changedstrategyanddesign改變戰(zhàn)略和設(shè)計(jì)Differentproductionprocess不同的生產(chǎn)過程Smallerplane(787Dreamliner)更小的飛機(jī)(787夢(mèng)想系列)4Casestudy:NatureofCompetiCasestudy:NatureofCompetition:Boeingvs.Airbus

案例分析----競(jìng)爭(zhēng)力的特性:波音與空中客車Airbus空中客車EUGovernmentownedandsubsidized歐洲政府擁有所有權(quán)并為其提供補(bǔ)貼WoncompetitorbattlewithBoeingbetween2001&20052001-2005年贏得與波音公司的競(jìng)爭(zhēng)RespondedtocustomerdemandswithmoreefficientA-380aircraft用更具效率的A-380飛機(jī)來滿足顧客的需求Casestudy:NatureofCompetit61.NatureofCompetition:Basicconcepts

競(jìng)爭(zhēng)力的特性:基本概念

StrategicCompetitiveness戰(zhàn)略競(jìng)爭(zhēng)力Achievedwhenafirmformulate&implementsavalue-creatingstrategy當(dāng)一個(gè)公司成功地制定和執(zhí)行價(jià)值創(chuàng)造的戰(zhàn)略時(shí)獲得Strategy戰(zhàn)略Integratedandcoordinatedsetofcommitmentsandactionsdesignedtoexploitcorecompetenciesandgainacompetitiveadvantage設(shè)計(jì)用來開發(fā)核心競(jìng)爭(zhēng)力、獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的一系列綜和的、協(xié)調(diào)的約定和行動(dòng)61.NatureofCompetition:Ba1.NatureofCompetition:Basicconcepts

競(jìng)爭(zhēng)力的特性:基本概念CompetitiveAdvantage(CA)競(jìng)爭(zhēng)優(yōu)勢(shì)(CA)Implementedstrategythatcompetitorsareunabletoduplicateorfindtoocostlytoimitate實(shí)施的戰(zhàn)略競(jìng)爭(zhēng)對(duì)手不能復(fù)制或因成本太高而無法模仿AboveAverageReturns超額利潤(rùn)Returnsinexcessofwhatinvestorexpectsincomparisontootherinvestmentswithsimilarrisk一項(xiàng)投資的利潤(rùn)超過投資者預(yù)期能從其他相同風(fēng)險(xiǎn)的投資項(xiàng)目獲得的利潤(rùn)1.NatureofCompetition:Bas81.NatureofCompetition:Basicconcepts

競(jìng)爭(zhēng)力的特性:基本概念Risk風(fēng)險(xiǎn)Investor’suncertaintyabouteconomicgains/lossesresultingfromaparticularinvestment一項(xiàng)特定投資的盈虧的不確定性AverageReturns平均利潤(rùn)Returnsequaltowhatinvestorexpectsincomparisontootherinvestmentswithsimilarrisk一項(xiàng)投資的盈利水平與投資者預(yù)期從其他形同風(fēng)險(xiǎn)的項(xiàng)目獲得的利潤(rùn)相同的情況下產(chǎn)生的利潤(rùn)StrategicManagementProcess(SMP)戰(zhàn)略管理過程(SMP)Fullsetofcommitments,decisionsandactionsrequiredforafirmtoachievestrategiccompetitivenessandearnaboveaveragereturns一家公司想要獲取競(jìng)爭(zhēng)力和超額利潤(rùn)而采用的一整套約定、決策和行動(dòng)81.NatureofCompetition:Ba9

2.TheStrategicManagementProcess9

2.TheStrategicManagement102.戰(zhàn)略管理過程102.戰(zhàn)略管理過程1121stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局3.1Introduction:TheCompetitiveLandscape(CL)概述:競(jìng)爭(zhēng)格局(CL)3.1.1Paceofchangeisrapid變化速度快3.1.2

Partnershipscreatedbymergers&acquisitions(M&As)通過合并和購(gòu)買形成合作關(guān)系(M&As)3.1.3

OtherCLcharacteristics:Economiesofscale,advertisingbudgetsnotaseffectiveasbefore,changeinmanagerialmind-setfrom“traditional”tomoreflexibleandinnovative競(jìng)爭(zhēng)格局的其他特點(diǎn):經(jīng)濟(jì)規(guī)模,廣告語段已經(jīng)不想以前那么有效,管理思維模式從“傳統(tǒng)”向更加柔性和創(chuàng)新性轉(zhuǎn)變1121stCenturyCompetitiveLan1221stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局3.1.4Hypercompetition–extremelyintenserivalryamongcompetingfirms,characterizedby超級(jí)競(jìng)爭(zhēng)–競(jìng)爭(zhēng)公司之間的異常激烈的較量,特征包括：Escalating&increasinglyaggressivecompetitivemoves不斷提升和增加的具有侵略性的競(jìng)爭(zhēng)推動(dòng)力AssumptionsofmarketstabilityreplacedwithnotionofINstabilityandchange市場(chǎng)穩(wěn)定的假設(shè)已經(jīng)被不穩(wěn)定和變化的觀念所取代1221stCenturyCompetitiveLan3.21stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局3.2Twoprimarydriversofthecompetitivelandscape:競(jìng)爭(zhēng)格局的兩個(gè)主要推動(dòng)力

3.2.1Theglobaleconomy

經(jīng)濟(jì)全球化3.2.2Technology科學(xué)技術(shù)3.21stCenturyCompetitiv143.21stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局3.2.1TheGlobalEconomy全球經(jīng)濟(jì)1)Goods,services,people,skillsandideasmovefreelyacrossgeographicborders貨物、服務(wù)、人員、技術(shù)和觀念超越地理界限自由流通2)Europe,throughtheEuropeanUnion(EU)istheworld’slargestsinglemarket歐洲,歐盟(EU)成為世界上最大的單一市場(chǎng)EUvsU.S.GDP:35%higher歐盟和其他西歐國(guó)家的GDP超過美國(guó)35%3)Emergingmajorcompetitiveforces:China&India新生的主要競(jìng)爭(zhēng)力:中國(guó)&印度Insummary:globalizationincreasedeconomicinterdependenceamongcountriesasreflectedintheflowofgoodsandservices,financialcapital,andknowledgeacrosscountryborders總之:全球化是指反映在產(chǎn)品、服務(wù)、金融資本和知識(shí)跨國(guó)界流動(dòng)中的國(guó)家間日益增長(zhǎng)的經(jīng)濟(jì)相互依賴性143.21stCenturyCompetit15

3.21stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局

3.2.2TechnologyandTechnologicalChanges技術(shù)和技術(shù)進(jìn)步3categories三種趨勢(shì)1)Technologydiffusion&disruptivetechnologies

技術(shù)擴(kuò)散和突破性技術(shù)2)Theinformationage信息時(shí)代3）Increasingknowledgeintensity不斷增加的知識(shí)密度15

3.21stCenturyCompet16

3.21stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局

3.2.2TechnologyandTechnologyChanges(Cont’d)

技術(shù)和技術(shù)進(jìn)步1)

Technologydiffusion技術(shù)擴(kuò)散Perpetualinnovation:describeshownewinformation-intensivetechnologiesarereplacingolderforms持續(xù)創(chuàng)新:形容信息密集型的新技術(shù)如何快速和有效地替代舊技術(shù)Speedtomarketmaybeprimarycompetitiveadvantage進(jìn)入市場(chǎng)的速度幾乎成為最主要的競(jìng)爭(zhēng)優(yōu)勢(shì)12–18monthtimeframetogatherinfore:competitorR&D只要12–18個(gè)月同行企業(yè)就能收集到競(jìng)爭(zhēng)者的研發(fā)和產(chǎn)品決策信息16

3.21stCenturyCompet3.21stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局Disruptivetechnologies突破性技術(shù)Technologiesthat突破性技術(shù)是Destroyvalueofexistingtechnology破壞原有技術(shù)的價(jià)值Createnewmarkets 產(chǎn)生新的市場(chǎng)3.21stCenturyCompetitiv18

3.21stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局

3.2.2

TechnologyandTechnologyChanges(Cont’d)技術(shù)和技術(shù)進(jìn)步2)

Theinformationage信息時(shí)代

Dramaticchangesoverlastseveralyears過去幾年，信息技術(shù)發(fā)生翻天覆地的變化Majortechnologicaldevelopments:computers,phones,artificialintelligence,virtualreality主要技術(shù)發(fā)展:個(gè)人電腦,手機(jī)，人工智能，虛擬世界Internetprovidesinfrastructureforinformationanytime,anywhere互聯(lián)網(wǎng)提供了一個(gè)允許信息在世界任何地方的電腦間傳遞的平臺(tái)

18

3.21stCenturyCompet3.21stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局3）

Increasingknowledgeintensity不斷增加的知識(shí)密度Definedasinformation,intelligence&expertiseandisthebasisoftechnologyanditsapplication知識(shí)也可以稱為信息、智能、經(jīng)驗(yàn)，是技術(shù)以及技術(shù)應(yīng)用的基礎(chǔ)Gainedthroughexperience,observationsandinferences通過觀察、經(jīng)驗(yàn)和推論得到StrategicFlexibility–setofcapabilitiesusedtorespondtovariousdemandsandopportunitiesexistinginadynamicanduncertaincompetitiveenvironment戰(zhàn)略柔性

–公司用來應(yīng)對(duì)不斷變化的競(jìng)爭(zhēng)環(huán)境所帶來的各種需求和機(jī)遇的一系列能力3.21stCenturyCompetitiv20IndustrialOrganizational(I/O)Modelof

Above-AverageReturns(AAR)超額利潤(rùn)的行業(yè)組織模型(AAR)20IndustrialOrganizational(21

超額利潤(rùn)的行業(yè)組織模型(AAR)21超額利潤(rùn)的行業(yè)組織模型22IndustrialOrganizational(I/O)Modelof

Above-AverageReturns(AAR)

超額利潤(rùn)的行業(yè)組織模型(AAR)4.1BasicPremise–toexplainthedominantinfluenceoftheexternalenvironmentonafirm'sstrategicactionsandperformance

基本前提–揭示外部環(huán)境對(duì)公司戰(zhàn)略行為的決定性影響22IndustrialOrganizational(I234.IndustrialOrganizational(I/O)Modelof

Above-AverageReturns(AAR)

超額利潤(rùn)的行業(yè)組織模型(AAR)4.2UnderlyingAssumptions基本假設(shè)1)ExternalenvironmentimposespressuresandconstraintsthatdeterminethestrategiesresultinginAAR外部環(huán)境表現(xiàn)為影響超額利潤(rùn)戰(zhàn)略決定的壓力和限制2)Mostfirmscompetewithinaparticularindustry/segment大多數(shù)在同一行業(yè)或行業(yè)內(nèi)相同領(lǐng)域競(jìng)爭(zhēng)的公司Controlsimilarstrategicallyrelevantresources掌握著類似的相關(guān)戰(zhàn)略資源Pursuesimilarstrategiesinlightofthoseresources并因此采取相似的戰(zhàn)略234.IndustrialOrganizationa4.IndustrialOrganizational(I/O)Modelof

Above-AverageReturns(AAR)

超額利潤(rùn)的行業(yè)組織模型(AAR)3)Resourcesforimplementingstrategiesarehighlymobileacrossfirms實(shí)施戰(zhàn)略所需的資源在公司間具有高度的流動(dòng)性Thereforeanyresourcedifferencesbetweenfirmswillbeshort-lived因此公司間的資源差異不會(huì)維持太久4)Organizationaldecisionmakersarerationalandcommittedtoactinginthefirm'sbestinterests,asshownbytheirprofit-maximizingbehaviors組織的決策者都是理性的，并致力于為公司謀取最大的利益，正如他們追求利潤(rùn)最大化的行為4.IndustrialOrganizational254.IndustrialOrganizational(I/O)Modelof

Above-AverageReturns(AAR)

超額利潤(rùn)的行業(yè)組織模型(AAR)4.3Five-ForcesModel(MichaelPorter)競(jìng)爭(zhēng)的五力模型The5Forcesincludes5種力量包括Suppliers,buyers,competitiverivalry,productsubstitutesandpotentialentrants供應(yīng)商、顧客、行業(yè)內(nèi)現(xiàn)有競(jìng)爭(zhēng)者、替代產(chǎn)品和潛在進(jìn)入者Determinesthenature/levelofcompetitionandprofitpotentialinanindustry決定競(jìng)爭(zhēng)的層次和一個(gè)行業(yè)的潛在利潤(rùn)Suggestsanindustry’sprofitabilityisaninteractionbetweenthese5forces指出一個(gè)行業(yè)的收益性是五種力量相互作用的結(jié)果254.IndustrialOrganizationa26TheResource-BasedModelofAAR26TheResource-BasedModelof27超額利潤(rùn)的資源基礎(chǔ)模型27超額利潤(rùn)的資源基礎(chǔ)模型285.TheResource-BasedModelofAAR

超額利潤(rùn)的資源基礎(chǔ)模型5.1BasicPremise-afirm'sunique[internal]resources&capabilities,incombination,isthebasisforfirmstrategyandAAR基本前提-任何一個(gè)組織都是獨(dú)特的資源和能力的組合,這種獨(dú)特性是企業(yè)戰(zhàn)略和超額利潤(rùn)的基礎(chǔ)Eachfirm’sperformancedifferenceacrosstimeemerges(vsindustry’sstructuralcharacteristics)企業(yè)間經(jīng)營(yíng)業(yè)績(jī)的差異主要來源于它們的資源和能力(而不是行業(yè)結(jié)構(gòu)特征)Combineduniquenessshoulddefinethefirms’strategicactions如何整合這些資源和能力決定一個(gè)企業(yè)的戰(zhàn)略行動(dòng)Resourcesaretangibleandintangible資源可分為有形和無形285.TheResource-BasedModel295.TheResource-BasedModelofAAR

超額利潤(rùn)的資源基礎(chǔ)模型5.2Resources資源5.2.1Inputsintoafirm‘sproductionprocess企業(yè)生產(chǎn)過程的投入部分Includescapitalequipment,employeeskills,patents,high-qualitymanagers,financialcondition,etc.包括資本設(shè)備,員工技能,專利技術(shù),有才干的管理人員,融資等.

5.2.2Basisforcompetitiveadvantage:Whenresourcesarevaluable,rare,costlytoimitateandnon-substitutable競(jìng)爭(zhēng)優(yōu)勢(shì)的基礎(chǔ):當(dāng)資源是有價(jià)值的、稀缺的、難以模仿的并無法替代的時(shí)候295.TheResource-BasedModel5.TheResource-BasedModelofAAR

超額利潤(rùn)的資源基礎(chǔ)模型5.2.3Internal/firm-specificresources(N=3)

內(nèi)部的/公司的資源Physical實(shí)物資源Thingsyoucantouch/feel=tangible可以觸摸或感受到的東西=有形的Human人力資源People/employees人/員工Organizationalcapital組織資本Relativetothefirmitself與公司自身相關(guān)的5.TheResource-BasedModelof315.TheResource-BasedModelofAAR

超額利潤(rùn)的資源基礎(chǔ)模型5.3Capability能力Capacityforasetofresourcestoperformataskoractivityinanintegrativemanner將眾多資源結(jié)合運(yùn)用以完成一項(xiàng)任務(wù)或活動(dòng)的才能5.4

CoreCompetency核心競(jìng)爭(zhēng)力Afirm’sresourcesandcapabilitiesthatserveassourcesofcompetitiveadvantageoveritsrival為企業(yè)戰(zhàn)勝其競(jìng)爭(zhēng)者提供競(jìng)爭(zhēng)優(yōu)勢(shì)來源的資源和能力315.TheResource-BasedModel5.TheResource-BasedModelofAAR

超額利潤(rùn)的資源基礎(chǔ)模型Summary總結(jié)Afirmhassuperiorperformancebecauseof一個(gè)企業(yè)擁有良好的業(yè)績(jī)是因?yàn)閁niqueresourcesandcapabilities,andthecombinationmakesthemdifferent,andbetter,thantheircompetition–drivingthecompetitiveadvantage獨(dú)特的資源和能力,以及整合這些資源使得它們不同于并且強(qiáng)于競(jìng)爭(zhēng)者–即形成競(jìng)爭(zhēng)優(yōu)勢(shì)5.TheResource-BasedModelof336.VisionandMission

愿景和使命6.1Vision愿景Pictureofwhatthefirmwantstobe描繪企業(yè)期望成為什么樣子Whatthefirmultimatelywantstoachieve企業(yè)最終想實(shí)現(xiàn)什么Aneffectivevisionstatementistheresponsibilityoftheleaderwhoshouldworkwithotherstoformit一個(gè)有效地愿景描述應(yīng)當(dāng)由企業(yè)領(lǐng)導(dǎo)者與其他員工共同合作形成Foundationforthemission使命的基礎(chǔ)336.VisionandMission

愿景和使命66.VisionandMission

愿景和使命6.2Mission使命Specificsbusiness(es)inwhichfirmintendstocompeteandcustomersitintendstoserve一家企業(yè)意圖參與競(jìng)爭(zhēng)的一個(gè)或多個(gè)業(yè)務(wù)，以及所要服務(wù)的顧客Morespecificthanthevision比愿景更加具體6.VisionandMission

愿景和使命6.2357.Stakeholders

利益相關(guān)者7.1BasisPremise–afirmcaneffectivelymanagestakeholderrelationshipstocreateacompetitiveadvantageandoutperformitscompetitors基本前提–一個(gè)企業(yè)能夠有效地處理利益相關(guān)者之間的關(guān)系來形成競(jìng)爭(zhēng)優(yōu)勢(shì)，并且業(yè)績(jī)超過其他公司

7.2Stakeholdersareindividualsandgroups利益相關(guān)者是個(gè)人或群體Theycanaffect,andareaffectedby,thestrategicoutcomes/performanceafirmachieves他們能夠影響企業(yè)的愿景和使命，同時(shí)受企業(yè)戰(zhàn)略產(chǎn)出的影響Three(3)classifications分為三類357.Stakeholders

利益相關(guān)者7.1Ba36TheThreeStakeholderGroups36TheThreeStakeholderGroups37三類利益相關(guān)者37三類利益相關(guān)者387.Stakeholders

利益相關(guān)者ClassificationsofStakeholders分類

CapitalMarket資本市場(chǎng)利益相關(guān)者Expectreturnscommiseratewithriskacceptedbyinvestments預(yù)期收益與風(fēng)險(xiǎn)程度成正比Higherthedependencyrelationship,themoredirectandsignificantfirm’sresponse依賴關(guān)系越緊密，公司的反應(yīng)就會(huì)越直接，越重視ProductMarket產(chǎn)品市場(chǎng)利益相關(guān)者The4groupsbenefitduetocompetitivebattles四類群體從企業(yè)的競(jìng)爭(zhēng)中獲得利益Organizational組織利益相關(guān)者Theemployees員工

387.Stakeholders

利益相關(guān)者Classif398.StrategicLeaders

戰(zhàn)略領(lǐng)導(dǎo)者8.1Peoplelocatedindifferentpartsofthefirmusingthestrategicmanagementprocesstohelpthefirmreachitsvisionandmission存在于企業(yè)不同位置，利用戰(zhàn)略管理過程幫助企業(yè)達(dá)成愿景和使命的人8.1.1Decisiveandcommittedtonurturingthosearoundthem有決斷力，能夠幫助周圍的人成長(zhǎng)8.1.2Createandsustainorganizationalculture創(chuàng)造和維持組織文化398.StrategicLeaders

戰(zhàn)略領(lǐng)導(dǎo)者8.8.StrategicLeaders

戰(zhàn)略領(lǐng)導(dǎo)者8.1.3Organizationalcultureemergesfrom&sustainedbyleaders組織文化由領(lǐng)導(dǎo)者塑造和維持Complexsetofideologies,symbolsandcorevaluessharedthroughoutthefirm一套復(fù)雜的思想體系、企業(yè)標(biāo)志、核心價(jià)值觀的系統(tǒng)Affectsleaders/theirworkwhichin-turnshapesculture影響戰(zhàn)略領(lǐng)導(dǎo)者以及他們所作的工作，其反過來也會(huì)塑造企業(yè)的文化Influenceshowthefirmconductsbusiness影響企業(yè)如何進(jìn)行商業(yè)活動(dòng)8.StrategicLeaders

戰(zhàn)略領(lǐng)導(dǎo)者8.1.418.StrategicLeaders

戰(zhàn)略領(lǐng)導(dǎo)者8.2TheWorkofEffectiveStrategicLeaders卓有成效的戰(zhàn)略領(lǐng)導(dǎo)者的工作Worklonghours長(zhǎng)時(shí)間工作Mustbeableto“thinkseriouslyanddeeply…aboutthepurposesoftheorganizationstheyheadorfunctionstheyperform,aboutstrategies,tactics,…..andpeople…andabouttheimportantquestions…theyneedtoask.”必須能夠“嚴(yán)肅而深入地思考他們領(lǐng)導(dǎo)的組織和他們行使的職能的目的，以及企業(yè)的戰(zhàn)略、戰(zhàn)術(shù)、技術(shù)、系統(tǒng)和達(dá)成這些目的所需要的成員，還有那些總是需要被問及的重要的問題”418.StrategicLeaders

戰(zhàn)略領(lǐng)導(dǎo)者8.8.StrategicLeaders

戰(zhàn)略領(lǐng)導(dǎo)者8.3PredictingOutcomes:ProfitPools(PP)結(jié)果預(yù)測(cè):利潤(rùn)池(PP)AnticipatestheirdecisionsrelativetothePP評(píng)估與PP相關(guān)的決策Entailsthetotalprofitsearnedinanindustryatallpointsalongthevaluechain包括行業(yè)價(jià)值鏈上每個(gè)節(jié)點(diǎn)能夠賺取的利潤(rùn)總和8.StrategicLeaders

戰(zhàn)略領(lǐng)導(dǎo)者8.343TheManagementofStrategy

(ConceptsandCases)

戰(zhàn)略管理：概念與案例PartI:StrategicManagementInputs第Ⅰ篇:戰(zhàn)略管理的輸入Chapter1:WhatisStrategicManagement第1章:戰(zhàn)略管理和戰(zhàn)略競(jìng)爭(zhēng)力1TheManagementofStrategy

(C44Chapter1:WhatisStrategicManagement

第1章:戰(zhàn)略管理和戰(zhàn)略競(jìng)爭(zhēng)力Overview:Eightcontentareas

概要:八大領(lǐng)域

NatureofCompetition

戰(zhàn)略競(jìng)爭(zhēng)力的特性The21stCenturyCompetitiveLandscape

21世紀(jì)的競(jìng)爭(zhēng)格局I/OModelofAbove-AverageReturns(AAR)

超額利潤(rùn)的行業(yè)組織模型Resource-BasedModelofAAR

超額利潤(rùn)的資源基礎(chǔ)模型2Chapter1:WhatisStrategicOverview:Eightcontentareas(cont’d)

概要:八大領(lǐng)域(續(xù)）StrategicVisionandMission

戰(zhàn)略愿景和使命Stakeholders利益相關(guān)者StrategicLeaders

戰(zhàn)略領(lǐng)導(dǎo)者Overview:Eightcontentareas46Casestudy:NatureofCompetition:Boeingvs.Airbus

案例分析----競(jìng)爭(zhēng)力的特性:波音與空中客車Boeing波音Historicallyagloballeaderinairplanemanufacturing歷史上飛機(jī)生產(chǎn)的全球領(lǐng)先者Revenuefromcommercialaircraftdivision&gov’tcontracts收入主要來源于商用飛機(jī)生產(chǎn)和政府合同Regainedsupremacyin2006:more787superjumboordersvs.Airbus’smoreefficientA-3802006年重新奪回霸權(quán):波音787超大型飛機(jī)vs.空中客車的A-380飛機(jī)Changedstrategyanddesign改變戰(zhàn)略和設(shè)計(jì)Differentproductionprocess不同的生產(chǎn)過程Smallerplane(787Dreamliner)更小的飛機(jī)(787夢(mèng)想系列)4Casestudy:NatureofCompetiCasestudy:NatureofCompetition:Boeingvs.Airbus

案例分析----競(jìng)爭(zhēng)力的特性:波音與空中客車Airbus空中客車EUGovernmentownedandsubsidized歐洲政府擁有所有權(quán)并為其提供補(bǔ)貼WoncompetitorbattlewithBoeingbetween2001&20052001-2005年贏得與波音公司的競(jìng)爭(zhēng)RespondedtocustomerdemandswithmoreefficientA-380aircraft用更具效率的A-380飛機(jī)來滿足顧客的需求Casestudy:NatureofCompetit481.NatureofCompetition:Basicconcepts

競(jìng)爭(zhēng)力的特性:基本概念

StrategicCompetitiveness戰(zhàn)略競(jìng)爭(zhēng)力Achievedwhenafirmformulate&implementsavalue-creatingstrategy當(dāng)一個(gè)公司成功地制定和執(zhí)行價(jià)值創(chuàng)造的戰(zhàn)略時(shí)獲得Strategy戰(zhàn)略Integratedandcoordinatedsetofcommitmentsandactionsdesignedtoexploitcorecompetenciesandgainacompetitiveadvantage設(shè)計(jì)用來開發(fā)核心競(jìng)爭(zhēng)力、獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的一系列綜和的、協(xié)調(diào)的約定和行動(dòng)61.NatureofCompetition:Ba1.NatureofCompetition:Basicconcepts

競(jìng)爭(zhēng)力的特性:基本概念CompetitiveAdvantage(CA)競(jìng)爭(zhēng)優(yōu)勢(shì)(CA)Implementedstrategythatcompetitorsareunabletoduplicateorfindtoocostlytoimitate實(shí)施的戰(zhàn)略競(jìng)爭(zhēng)對(duì)手不能復(fù)制或因成本太高而無法模仿AboveAverageReturns超額利潤(rùn)Returnsinexcessofwhatinvestorexpectsincomparisontootherinvestmentswithsimilarrisk一項(xiàng)投資的利潤(rùn)超過投資者預(yù)期能從其他相同風(fēng)險(xiǎn)的投資項(xiàng)目獲得的利潤(rùn)1.NatureofCompetition:Bas501.NatureofCompetition:Basicconcepts

競(jìng)爭(zhēng)力的特性:基本概念Risk風(fēng)險(xiǎn)Investor’suncertaintyabouteconomicgains/lossesresultingfromaparticularinvestment一項(xiàng)特定投資的盈虧的不確定性AverageReturns平均利潤(rùn)Returnsequaltowhatinvestorexpectsincomparisontootherinvestmentswithsimilarrisk一項(xiàng)投資的盈利水平與投資者預(yù)期從其他形同風(fēng)險(xiǎn)的項(xiàng)目獲得的利潤(rùn)相同的情況下產(chǎn)生的利潤(rùn)StrategicManagementProcess(SMP)戰(zhàn)略管理過程(SMP)Fullsetofcommitments,decisionsandactionsrequiredforafirmtoachievestrategiccompetitivenessandearnaboveaveragereturns一家公司想要獲取競(jìng)爭(zhēng)力和超額利潤(rùn)而采用的一整套約定、決策和行動(dòng)81.NatureofCompetition:Ba51

2.TheStrategicManagementProcess9

2.TheStrategicManagement522.戰(zhàn)略管理過程102.戰(zhàn)略管理過程5321stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局3.1Introduction:TheCompetitiveLandscape(CL)概述:競(jìng)爭(zhēng)格局(CL)3.1.1Paceofchangeisrapid變化速度快3.1.2

Partnershipscreatedbymergers&acquisitions(M&As)通過合并和購(gòu)買形成合作關(guān)系(M&As)3.1.3

OtherCLcharacteristics:Economiesofscale,advertisingbudgetsnotaseffectiveasbefore,changeinmanagerialmind-setfrom“traditional”tomoreflexibleandinnovative競(jìng)爭(zhēng)格局的其他特點(diǎn):經(jīng)濟(jì)規(guī)模,廣告語段已經(jīng)不想以前那么有效,管理思維模式從“傳統(tǒng)”向更加柔性和創(chuàng)新性轉(zhuǎn)變1121stCenturyCompetitiveLan5421stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局3.1.4Hypercompetition–extremelyintenserivalryamongcompetingfirms,characterizedby超級(jí)競(jìng)爭(zhēng)–競(jìng)爭(zhēng)公司之間的異常激烈的較量,特征包括：Escalating&increasinglyaggressivecompetitivemoves不斷提升和增加的具有侵略性的競(jìng)爭(zhēng)推動(dòng)力AssumptionsofmarketstabilityreplacedwithnotionofINstabilityandchange市場(chǎng)穩(wěn)定的假設(shè)已經(jīng)被不穩(wěn)定和變化的觀念所取代1221stCenturyCompetitiveLan3.21stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局3.2Twoprimarydriversofthecompetitivelandscape:競(jìng)爭(zhēng)格局的兩個(gè)主要推動(dòng)力

3.2.1Theglobaleconomy

經(jīng)濟(jì)全球化3.2.2Technology科學(xué)技術(shù)3.21stCenturyCompetitiv563.21stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局3.2.1TheGlobalEconomy全球經(jīng)濟(jì)1)Goods,services,people,skillsandideasmovefreelyacrossgeographicborders貨物、服務(wù)、人員、技術(shù)和觀念超越地理界限自由流通2)Europe,throughtheEuropeanUnion(EU)istheworld’slargestsinglemarket歐洲,歐盟(EU)成為世界上最大的單一市場(chǎng)EUvsU.S.GDP:35%higher歐盟和其他西歐國(guó)家的GDP超過美國(guó)35%3)Emergingmajorcompetitiveforces:China&India新生的主要競(jìng)爭(zhēng)力:中國(guó)&印度Insummary:globalizationincreasedeconomicinterdependenceamongcountriesasreflectedintheflowofgoodsandservices,financialcapital,andknowledgeacrosscountryborders總之:全球化是指反映在產(chǎn)品、服務(wù)、金融資本和知識(shí)跨國(guó)界流動(dòng)中的國(guó)家間日益增長(zhǎng)的經(jīng)濟(jì)相互依賴性143.21stCenturyCompetit57

3.21stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局

3.2.2TechnologyandTechnologicalChanges技術(shù)和技術(shù)進(jìn)步3categories三種趨勢(shì)1)Technologydiffusion&disruptivetechnologies

技術(shù)擴(kuò)散和突破性技術(shù)2)Theinformationage信息時(shí)代3）Increasingknowledgeintensity不斷增加的知識(shí)密度15

3.21stCenturyCompet58

3.21stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局

3.2.2TechnologyandTechnologyChanges(Cont’d)

技術(shù)和技術(shù)進(jìn)步1)

Technologydiffusion技術(shù)擴(kuò)散Perpetualinnovation:describeshownewinformation-intensivetechnologiesarereplacingolderforms持續(xù)創(chuàng)新:形容信息密集型的新技術(shù)如何快速和有效地替代舊技術(shù)Speedtomarketmaybeprimarycompetitiveadvantage進(jìn)入市場(chǎng)的速度幾乎成為最主要的競(jìng)爭(zhēng)優(yōu)勢(shì)12–18monthtimeframetogatherinfore:competitorR&D只要12–18個(gè)月同行企業(yè)就能收集到競(jìng)爭(zhēng)者的研發(fā)和產(chǎn)品決策信息16

3.21stCenturyCompet3.21stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局Disruptivetechnologies突破性技術(shù)Technologiesthat突破性技術(shù)是Destroyvalueofexistingtechnology破壞原有技術(shù)的價(jià)值Createnewmarkets 產(chǎn)生新的市場(chǎng)3.21stCenturyCompetitiv60

3.21stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局

3.2.2

TechnologyandTechnologyChanges(Cont’d)技術(shù)和技術(shù)進(jìn)步2)

Theinformationage信息時(shí)代

Dramaticchangesoverlastseveralyears過去幾年，信息技術(shù)發(fā)生翻天覆地的變化Majortechnologicaldevelopments:computers,phones,artificialintelligence,virtualreality主要技術(shù)發(fā)展:個(gè)人電腦,手機(jī)，人工智能，虛擬世界Internetprovidesinfrastructureforinformationanytime,anywhere互聯(lián)網(wǎng)提供了一個(gè)允許信息在世界任何地方的電腦間傳遞的平臺(tái)

18

3.21stCenturyCompet3.21stCenturyCompetitiveLandscape

21世紀(jì)競(jìng)爭(zhēng)格局3）

Increasingknowledgeintensity不斷增加的知識(shí)密度Definedasinformation,intelligence&expertiseandisthebasisoftechnologyanditsapplication知識(shí)也可以稱為信息、智能、經(jīng)驗(yàn)，是技術(shù)以及技術(shù)應(yīng)用的基礎(chǔ)Gainedthroughexperience,observationsandinferences通過觀察、經(jīng)驗(yàn)和推論得到StrategicFlexibility–setofcapabilitiesusedtorespondtovariousdemandsandopportunitiesexistinginadynamicanduncertaincompetitiveenvironment戰(zhàn)略柔性

–公司用來應(yīng)對(duì)不斷變化的競(jìng)爭(zhēng)環(huán)境所帶來的各種需求和機(jī)遇的一系列能力3.21stCenturyCompetitiv62IndustrialOrganizational(I/O)Modelof

Above-AverageReturns(AAR)超額利潤(rùn)的行業(yè)組織模型(AAR)20IndustrialOrganizational(63

超額利潤(rùn)的行業(yè)組織模型(AAR)21超額利潤(rùn)的行業(yè)組織模型64IndustrialOrganizational(I/O)Modelof

Above-AverageReturns(AAR)

超額利潤(rùn)的行業(yè)組織模型(AAR)4.1BasicPremise–toexplainthedominantinfluenceoftheexternalenvironmentonafirm'sstrategicactionsandperformance

基本前提–揭示外部環(huán)境對(duì)公司戰(zhàn)略行為的決定性影響22IndustrialOrganizational(I654.IndustrialOrganizational(I/O)Modelof

Above-AverageReturns(AAR)

超額利潤(rùn)的行業(yè)組織模型(AAR)4.2UnderlyingAssumptions基本假設(shè)1)ExternalenvironmentimposespressuresandconstraintsthatdeterminethestrategiesresultinginAAR外部環(huán)境表現(xiàn)為影響超額利潤(rùn)戰(zhàn)略決定的壓力和限制2)Mostfirmscompetewithinaparticularindustry/segment大多數(shù)在同一行業(yè)或行業(yè)內(nèi)相同領(lǐng)域競(jìng)爭(zhēng)的公司Controlsimilarstrategicallyrelevantresources掌握著類似的相關(guān)戰(zhàn)略資源Pursuesimilarstrategiesinlightofthoseresources并因此采取相似的戰(zhàn)略234.IndustrialOrganizationa4.IndustrialOrganizational(I/O)Modelof

Above-AverageReturns(AAR)

超額利潤(rùn)的行業(yè)組織模型(AAR)3)Resourcesforimplementingstrategiesarehighlymobileacrossfirms實(shí)施戰(zhàn)略所需的資源在公司間具有高度的流動(dòng)性Thereforeanyresourcedifferencesbetweenfirmswillbeshort-lived因此公司間的資源差異不會(huì)維持太久4)Organizationaldecisionmakersarerationalandcommittedtoactinginthefirm'sbestinterests,asshownbytheirprofit-maximizingbehaviors組織的決策者都是理性的，并致力于為公司謀取最大的利益，正如他們追求利潤(rùn)最大化的行為4.IndustrialOrganizational674.IndustrialOrganizational(I/O)Modelof

Above-AverageReturns(AAR)

超額利潤(rùn)的行業(yè)組織模型(AAR)4.3Five-ForcesModel(MichaelPorter)競(jìng)爭(zhēng)的五力模型The5Forcesincludes5種力量包括Suppliers,buyers,competitiverivalry,productsubstitutesandpotentialentrants供應(yīng)商、顧客、行業(yè)內(nèi)現(xiàn)有競(jìng)爭(zhēng)者、替代產(chǎn)品和潛在進(jìn)入者Determinesthenature/levelofcompetitionandprofitpotentialinanindustry決定競(jìng)爭(zhēng)的層次和一個(gè)行業(yè)的潛在利潤(rùn)Suggestsanindustry’sprofitabilityisaninteractionbetweenthese5forces指出一個(gè)行業(yè)的收益性是五種力量相互作用的結(jié)果254.IndustrialOrganizationa68TheResource-BasedModelofAAR26TheResource-BasedModelof69超額利潤(rùn)的資源基礎(chǔ)模型27超額利潤(rùn)的資源基礎(chǔ)模型705.TheResource-BasedModelofAAR

超額利潤(rùn)的資源基礎(chǔ)模型5.1BasicPremise-afirm'sunique[internal]resources&capabilities,incombination,isthebasisforfirmstrategyandAAR基本前提-任何一個(gè)組織都是獨(dú)特的資源和能力的組合,這種獨(dú)特性是企業(yè)戰(zhàn)略和超額利潤(rùn)的基礎(chǔ)Eachfirm’sperformancedifferenceacrosstimeemerges(vsindustry’sstructuralcharacteristics)企業(yè)間經(jīng)營(yíng)業(yè)績(jī)的差異主要來源于它們的資源和能力(而不是行業(yè)結(jié)構(gòu)特征)Combineduniquenessshoulddefinethefirms’strategicactions如何整合這些資源和能力決定一個(gè)企業(yè)的戰(zhàn)略行動(dòng)Resourcesaretangibleandintangible資源可分為有形和無形285.TheResource-BasedModel715.TheResource-BasedModelofAAR

超額利潤(rùn)的資源基礎(chǔ)模型5.2Resources資源5.2.1Inputsintoafirm‘sproductionprocess企業(yè)生產(chǎn)過程的投入部分Includescapitalequipment,employeeskills,patents,high-qualitymanagers,financialcondition,etc.包括資本設(shè)備,員工技能,專利技術(shù),有才干的管理人員,融資等.

5.2.2Basisforcompetitiveadvantage:Whenresourcesarevaluable,rare,costlytoimitateandnon-substitutable競(jìng)爭(zhēng)優(yōu)勢(shì)的基礎(chǔ):當(dāng)資源是有價(jià)值的、稀缺的、難以模仿的并無法替代的時(shí)候295.TheResource-BasedModel5.TheResource-BasedModelofAAR

超額利潤(rùn)的資源基礎(chǔ)模型5.2.3Internal/firm-specificresources(N=3)

內(nèi)部的/公司的資源Physical實(shí)物資源Thingsyoucantouch/feel=tangible可以觸摸或感受到的東西=有形的Human人力資源People/employees人/員工Organizationalcapital組織資本Relativetothefirmitself與公司自身相關(guān)的5.TheResource-BasedModelof735.TheResource-BasedModelofAAR

超額利潤(rùn)的資源基礎(chǔ)模型5.3Capability能力Capacityforasetofresourcestoperformataskoractivityinanintegrativemanner將眾多資源結(jié)合運(yùn)用以完成一項(xiàng)任務(wù)或活動(dòng)的才能5.4

CoreCompetency核心競(jìng)爭(zhēng)力Afirm’sresourcesandcapabilitiesthatserveassourcesofcompetitiveadvantageoveritsrival為企業(yè)戰(zhàn)勝其競(jìng)爭(zhēng)者提供競(jìng)爭(zhēng)優(yōu)勢(shì)來源的資源和能力315.TheResource-BasedModel5.TheResource-BasedModelofAAR

超額利潤(rùn)的資源基礎(chǔ)模型Summary總結(jié)Afirmhassuperiorperformancebecauseof一個(gè)企業(yè)擁有良好的業(yè)績(jī)是因?yàn)閁niqueresourcesandcapabilities,andthecombinationmakesthemdifferent,andbetter,thantheircompetition–drivingthecompetitiveadvantage獨(dú)特的資源和能力,以及整合這些資源使得它們不同于并且強(qiáng)于競(jìng)爭(zhēng)者–即形成競(jìng)爭(zhēng)優(yōu)勢(shì)5.TheResource-BasedModelof756.VisionandMission

愿景和使命6.1Vision愿景Pictureofwhatthefirmwantstobe描繪企業(yè)期望成為什么樣子Whatthefirmultimatelywantstoachieve企業(yè)最終想實(shí)現(xiàn)什么Aneffectivevision