基礎(chǔ)財會英語全32講義ckyy

第二部分－－Unit5CorporateStrategyandRiskUnit5CorporateStrategyandRiskManagementUnit6FinancialManagementandCostManagementUnit7EconomicLawUnit5與風(fēng)險管理CorporateStrategyandRiskManagementTopic1戰(zhàn)略分析StrategyysisTopic2StrategyTopic3ImplementationoftheStrategyTopic4風(fēng)險管理RiskManagementTopic5InternalControlundertheFrameworkofRiskTopic1戰(zhàn)略分析Strategy宏觀環(huán)境分析（PEST分析）Generalmacroenvironmentysis（PEST產(chǎn)業(yè)環(huán)境分析ysisontheindustrialBostonSWOT分析SWOT宏觀環(huán)境分析（PEST分析）Generalmacroenvironmentysis（PESTPoliticalfactorsandlegalContentsofpoliticalfactorsandlegalModernconceptofcorporate戰(zhàn)略分析Strategic宏觀環(huán)境分析ysisofmacro-environment;PEST分析PESTysis;外部環(huán)境分析Strategicysis–Externalenvironment;內(nèi)部環(huán)境分析Strategyysis-Internalenvironment1政治和法律環(huán)境分析的內(nèi)容a.企業(yè)所在國家和地區(qū)的穩(wěn)定狀況；Thepoliticalstabilityofthelocation/countryinwhich/wheretheenterpriseisoperated；b.行為對企業(yè)的影響；Influenceoftheernmentonc.所持的態(tài)度和推行的基本政策，以及這些政策的連續(xù)性和穩(wěn)定性；Therulingparty’sattitudeandimplementationofthebasic,andtheircontinuityandstability；d.各政治對企業(yè)活動產(chǎn)生的影響。Effectsofvariouspoliticalgroupstheactivitiesofthe法律規(guī)范，特別是和企業(yè)經(jīng)營密切相關(guān)的經(jīng)濟(jì)；Legalnorms，especiallycloselyrelatedto’soperations；國家司法機關(guān)和機關(guān)；Statejudicialagencyandlawenmentagency；c.企業(yè)的法律意識；Corporateawarenessofthelaw；d.國際法所規(guī)定的國際法律環(huán)境和目標(biāo)國的國內(nèi)法律環(huán)境。Theinternationallegalenvironmentstipulatedbytheinternationallawandthetargetcountry’sdomesticlegalPoliticalandlegalcharacteristicsofenvironmentaleffectsonenterprisestrategy不可測性：企業(yè)很難預(yù)測國家政治環(huán)境的變化。Unpredictable：Theenterpriseisverydifficulttopredictthechangeofthenationalpoliticalenvironment.直接性：國家政治環(huán)境直接影響企業(yè)的經(jīng)營狀況。Direct：Thecountry’spoliticalenvironmentdirectlyinfluencesoperationstatusoftheenterprise。法推卸和轉(zhuǎn)移這種變化的。Irreversible：Politicalandlegalenvironmentonceinfluencingtheenterprise,willcausetherapidobviouschange,whiletheenterpriseisunabletoshirkandtransfersuchchanges.Economic2Industrialstructure（mostimportant）,distributionstructure,exchangestructure,consumptionstructureandtechnicalstructureThelevelofeconomicdevelopmentGrossdomesticproduct,Grossdomesticproductpercapitaandeconomicgrowthrate經(jīng)濟(jì)體EconomicFormofnationaleconomicMacroeconomicComprehensivenationaldevelopmentstrategyandindustrial,thenational edistribution,price,materialcirculationCurrenteconomicTheleveloftaxation,theinflationrate,thetradebalanceandexchangerates,unemploymentrate,interestrate,thecreditlevelandernmentsubsidiesOthergeneraleconomicconditionsWagelevel,changeinpriceofrsandcompetitors,andtheernmentetc.StrategyDevelopmentSocialandcultural3人口因Enterprisestolocalresidents’geographicaldistribution,density,age,levelofeducation,nationality,etc.SocialSocialstratification,differencesbetweenstratumsofthesociety,andthepossibilityofpeopletobeconverted,withinthepopulationeachgroup’ssize,wealthanditscompositionchangesandthepopulationdistributionindifferentregions（city,suburbanandruralareas消費心TheenterpriseshouldhavedifferenttypesofproductstomeetdifferentcustomerneedsCurrentandemerginglifestyleand文化傳AkindofsocialcustomsofacountryorregionformedinthelonghistoricalperiodValueThesocialpublic’sconceptsandstandardstoevaluatevariousTechnologyTheprogressofbasictechnologyenablestheenterprisetocarryoneffectiveysistothemarketandcustomers；Theemergenceofnewincreasedthedemandofthesocietyandthenewindustryregardingtheproductsandservicesofthenewindustry；Technologicalprogresscancreatecompetitiveadvantage；theprogressoftechnology/technologicaladvancesTechnologicaladvancesmayresultintheeliminationoftheexistingproducts,ormaysignificantlyshortentheproductlifecycle；Thedevelopmentofnewtechnologyenablesenterprisestobemoreconcernedaboutenvironmentalprotection,corporatesocialresponsibility,andcorporategrowth, 產(chǎn)業(yè)環(huán)境分析ysisontheindustrialProductLifeIntroductionGrowthMature④期DeclineIndustrylife產(chǎn)業(yè)五種競爭力Industryfivecompetitive①五種競爭力分析ysisof5潛在進(jìn)入者的進(jìn)入Potentialnewentrant’sthreat產(chǎn)業(yè)五種競爭力Fivesinthecompetitiveapproach;潛在進(jìn)入者的進(jìn)入Threatofnewentrants;4規(guī)模經(jīng)EconomiesofWithinacertainperiod,whentheabsolutetyproductsorservicesproducedbyenterprisesunitcosttendstocontroloverkeyGenerallyreflectedbyaccumulationandcontrolofresourcesandmethodsofresourcesused,suchasfunding,patent,technology,rawmaterialssupply,distributionchannel,andlearningExistingbusiness’smarketadvantageMainlyonbrandadvantagewhichistheresultofproductdifferentiationLimitaccesstopricingintothecompetitorsareaThisisanimportantweaponoftenusedbybigbusinessestonewentrants,especiallyinthosemarketsonwhichtechnologicaladvantagesareweakenedandinvestmentis）險EnterItisarevengeoftenusedinoligopolisticmarket.opponents’aimstooffsetthepossibleadvantagesoftheaction,avoidingtheriskoccurredasaresultofopponents’替代品的替代ThethreatofsubstituteTherearetwotypesofsubstituteproducts,oneisdirectsubstitution,andtheotherisindirectsubstitution.替代品的替代Threatof供應(yīng)者、者討價還價的能力Bargainingpowerofrsand供應(yīng)者、者討價還價的能力Powerofbuyersor表5供應(yīng)者 影響因內(nèi)Whenthepurchasingpowerisconcentrated,itmeanssignificanttransactiontosellers,whichwouldincreaseDegreeofconcentrationbargainingpowerofbuyer（orseller）businessWhenasmallgroupofcompaniescontrolsthesupplyandthemtofewbuyers,rscangenerallyimposeadealofpressureintermsofprice,qualityandconditionsontheDegreeofproductdifferentiationanddegreeofassetspecificityWherershaveproductsdifferentiationwhichcannotbecompetedagainstcompetitors’substituteproducts,thusrs’bargainingpowerisenhanced;Ifther’sproductisstandardornotthebuyers’bargainingpower影響因內(nèi)容DegreeofIfbuyershaveintroducedpartialintegrationorfacedwitharealthreatfrombackwardintegration,theycangainadvantageouspositioninbargainingprocess.Whenprovidersexhibitrealthreatsofforwardintegration,thebargainingpowerisenhanced.以回?fù)鬍xtentWhenbuyersfullyunderstandtheneeds,theactualmarketprice,andvendorinformationsuchascost,theygainmuchmorebargainingpowerinthecaseoflimitedinformation.Buyerswouldbeinamorepositiontoensuretheygetthemostpreferentialpricesfromandalsocanfightbackwhenrscanclaimthattheirbusiness影響因內(nèi)ExtentIfrsgainafullunderstandingofbuyers,theirunderstandingtheswitchcostofbuyers（thatis,costoftransferringfromprovidertoanotherprovider）,hasalsoincreasedthebargainingAlso,inthecaseofmaintainingbuyers’acceptablelevel,theyrefusetogivemorefavorablesupply產(chǎn)業(yè)內(nèi)現(xiàn)有企業(yè)的競爭Intraindustrycompetitionfromexistingbusinessesa）產(chǎn)業(yè)內(nèi)有眾多的或勢均力敵的競爭對手；Therearenumerousorclosecompetitorsinthe產(chǎn)業(yè)發(fā)展緩慢；Slowdevelopmentofthe顧客認(rèn)為所有的商品都是同質(zhì)的；CustomersbelievethatallproductsareIntensityofindustry產(chǎn)業(yè)中存在過剩的生產(chǎn)能力；Thereisexcessproductioncapacityintheindustry;e）產(chǎn)業(yè)進(jìn)入低而退出高。Lowbarriertoentryandhighexitbarrier.Strategiesoffivecompetitive首先，公司必須自我定位，通過利用成本優(yōu)勢或差異優(yōu)勢把公司與五種競爭力相，從而能Firstofall,companiesshouldpositionthemselvesthroughtheuseofcostadvantageordifferentialadvantagetokeepawayfromthefivecompetitivefactors,sothattheycanachievemorethantheircompetitors.Secondly,companiesmustidentifythemarketsegmentinwhichtheinfluenceoffivecompetitivefactorsisless.Finally, mustworkhardtochangethefivecompetitiveBoston6a.高增長—強競爭地位Highgrowthandstrongcompetitive出cangainmoreprofitsandoperatingcashflows;highmarket業(yè)businesseswithinvestmentvalue,requiresignificantinvestmentc.Suitablestrategy:developmentManagementorganization:thebestformofbusinessismultidivisionalstructureandismanagedbysomeonewhoisanexpertonboththeproductionandBoston高增長—強競爭地位的“”業(yè)務(wù)“Star”position:highgrowth-highBusinessunitorganizationBusinessa.高增長—低競爭地位Highgrowthandlowb.需要大量的投資支出，但是能夠生成的很少needsalotinvestmentspending,butonlyabletogeneratealowlevelof問題業(yè)c.Appropriatestrategyabandonor才干的人負(fù)責(zé)Managementorganization:itisbettertotaketheformoforprojectbasedorganizations,selectingtalentswithnninganddaretotake“Questionmark”positionhighgrowthlowAbandona.低增長—強競爭地位Lowgrowthandstrongcompetitive的發(fā)展，金牛產(chǎn)品會創(chuàng)造大量的凈現(xiàn)金流入Marketpositionisfavorable,highprofitrate,norequirementofinvestment,butcanprovidesubstantialfundingforenterprisestosupportthedevelopmentofotherbusiness,cashcowswillgeneratesignificantnetcashinflowc.適宜采用的戰(zhàn)略：保持或收割戰(zhàn)略Appropriatestrategies:keepord.管理組織：適合事業(yè)部制進(jìn)行管理，其經(jīng)營者最好是市場型人物organization:suitableformultidivisionalstructure,itsoperatorsbetteraremarketingCashcow”positionslowgrowthhigh瘦狗業(yè)低增長—弱競爭地位Lowgrowthandlow市場競爭激烈，可獲利潤很低，不能成為企業(yè)的來源Theintensemarketcompetitionandlowprofitabilitycannotformasourceoffunding適宜采用的戰(zhàn)略：收割或放棄戰(zhàn)略AppropriatestrategyabandonorManagementorganization:mergedwithotherdepartments,unifiedmanagement“DogpositionslowgrowthlowSWOT分析SWOT劣劣LackofmarketknowledgeandNodifferencesinproductsand（comparisonwithPoorbusiness優(yōu)BusinessexpertswithspecializedmarketExclusiveaccesstonaturalTheThecreativeandinnovativeproductTheenterpriseingoodCompetitorshavepriorityinaccessingCostadvantagesgainedfromdistributioninlectualpropertyLowqualityofproductorQualityprocessesandcontrolPoorBrandandreputationalTheemergenceofnew·價格PriceCompetitorsinventcreativeandinnovativealternativeproductsorservices機 countries,emerging（such internetMergersandacquisitions,jointventuresorstrategicalliancesVerticalmergerandHorizontalmergerandDiversifiedmergerand企業(yè)戰(zhàn)略Strategic ernmentissuednewAnewbarriertoPotentialtaxburdenforproductsorEnteringattractivenewmarketAnewinternational ernmentrulesTheinternationaltradebarrier Thepowerofmarketleaderisnotstronginacertainmarket七天連鎖酒店創(chuàng)立于2005年，2009年11月20日在紐約所上市，作為第一競爭壓力比較大。（⑤Competitivenessofcompetitors）（①Threatofnew-由于投資一家100間客房的經(jīng)濟(jì)型酒店只需要四五百萬元，預(yù)計可在5年回收投資，投資收益率高達(dá)20%，因此的壁壘較小，非常適合尋求多元化的酒店或公司。對于小規(guī)模的經(jīng)濟(jì)型酒店，如果投資者需要退出，則可以把酒店轉(zhuǎn)讓給一些性的經(jīng)濟(jì)型酒店，實現(xiàn)的（④Threatsof接納進(jìn)口設(shè)備，而且很多酒店以租賃廠房、倉庫或者辦公樓的方式來開設(shè)酒店，其支付的水平遠(yuǎn)遠(yuǎn)低于市場上正常貿(mào)易的（②Bargainingpowerofrs）。經(jīng)濟(jì)型酒店品牌眾多，且彼此之間的差異化程度很低，商的選擇余地大。（③Bargainingpowerofbuyers）Besidesthevisionisoneofthekeyelementsofstrategy,otherfourkeyelementsinclude:sustainability;effectivedeliveryprocessofstrategy;competitiveadvantagesandutilizationofconnectionbetweenthe anditsenvironment.Theysisoffivecompetitive①Threatofnew-entrants:Barrierstoentryandexitofeconomicalhosarerelativelylow,investmentreturnrateisrelativelyhigh,sothethreatofnewentrantsishighwithintheindustry.②Bargainingpowerofrs:Manyeconomicalhosusebulkpurchasewhichaccountsforalargeproportionofther’ssales.Also,thehodoesnotuseimportedequipmentasawayofcostreduction.Thehooperatesitsbusinessthroughrentingthefactories,warehousesorbuildingswhichtherentpaidismuchlowerthanthemarket.Allthisreflectsthebargainingpowerofrsisrelativelylow.③Bargainingpowerofbuyers:therearealotofeconomicalhobrandsandthedegreeofdifferentiationamongwhichislow,allowinggreatrangeofchoicestobuyers.Thismeansthebargainingpowerofbuyersishigh.④Threatsofsubstitutes:starshouseslowerpricetoattractcustomersduringoff-season.Mosandbackpackersalsoattractalargenumberof travelers.Thismeansthethreatofsubstitutesishigh.⑤Competitivenessofcompetitors:OtherthanIbisstilladheretodirectinvestinthedevelopmentofdomestichos,otherhocompanieshaveputthefranchisedevelopmentastheprimaryway.Thecompetitivepressureisrelativelyhigh.Topic2StrategyOverallBusinessunitStrategyselection;Corporatestrategy;（競爭戰(zhàn)略）Business（Competitive）OverallDevelopmentStability收縮戰(zhàn)略RetrenentStrategyStableContractionDevelopment（1）戰(zhàn)略IntegrationIntensivegrowthDiversificationIntegratedIntensive（1）戰(zhàn)略Integration表8戰(zhàn)MainlyapplicabletotheObtainorstrengthenthecontrolovertheretailtraderorHighmarketingcostorunreliabilityoftheexistingsellers,whichisdifficulttosatisfytheneedsoftheenterprise;Highpotentialgrowthwithin后向戰(zhàn)略Integratedstrategy-前向戰(zhàn)略Integratedstrategy-橫向戰(zhàn)略Integratedstrategy-縱 戰(zhàn)略Integratedstrategy-ObtainorstrengthenthecontrolovertheretailtraderordealerThehasthefundsandhumanresourcesavailableforforwardintegrationProfitmarginis其控制權(quán)ObtaintheownershiporstrengthenthecontrolovertheMainlyapplicabletothefollowingDemandfortherawpartsisdifficulttobemetarisingfromthehighcostandunreliabilityoftheexistingThenumberofrsisbutthenumberofconsumersisObtaintheownershiporstrengthenthecontroloftheThe’sindustryhaslargepotentialgrowth；ThehasfundsandhumanresourcesavailableforbackwardHighprofitmargininthesupplyObtaintheownershiporstrengthenthecontroloftheStablepriceoftheproductsiscriticaltotheenterprises,thebackwardintegrationstrategyhelptocontroloverthecostsoftherawmaterialsandthenmakesurethepriceisM&AorMainlyapplicabletothefollowingThecompetitioninenterprise’sindustryisEconomiesofscaleoftheenterprise’sindustryisM&AorThehorizontalintegrationconformstotheanti-monopolylawwhichenablestheenterprisetoobtainmonopolypositioninsegmentedarea;EnterpriseindustrygrowthpotentialisThehasfundsandhumanresourcesavailableforhorizontalintegrationIntensivegrowth9MainlyapplicabletothefollowingExistingproductsandexistingmarketsThewholemarketisgrowing,orthegrowthisinfluencedbysomefactorsEnterprisedecidestolimitthebenefitexistingproductsorOtherenterprisesexitfromthemarketduevariousIntensiveMarketpenetrationexistingproductandexistingproductsandTheenterprisehasastrongmarketposition,andcanusetheexperienceandtheabilitytoobtainstronguniquecompetitiveadvantageTheriskislow,seniormanagementhashighdegreeofparticipation,andrelativelysmallamountofinvestmentisMainlyapplicabletothefollowingNewmarketThereexistsundevelopedorunsaturatedexistingTheenterprisescanobtainnew,reliable,andhighqualitydistributionMarketdevelopmentexistingproductandnewTheenterprisesoperatesuccessfullyinNewmarketandexistingexistingTheenterpriseshavefundsandhumanresourcesavailableforexpansionTheenterpriseshavesurplusEnterprises’industryisinaprocessofrapidNewproductsandexistingmarketMainlyapplicabletothefollowingHighMarketcredibilityandcustomer’ssatisfactionoftheproductsTheindustrysuitableforinnovationinwhichtheliesisahigh-techindustryatarapidspeedofTheindustryisinaphaseofdevelopmentataNewproductsThehasstrongcapabilityonresearchexistingPrimarycompetitorsprovidehigh-qualityproductssimilarProductdevelopmentnewproductandexistingResearchandResearchanddevelopmentDiversificationoperatingwithoperatingwithexistingproductsorintheexistingmarketcannotachievetheobjectives TheamountofcapitalretainedfromtheprevioussuccessintheexistingproductsormarketexceedsthecapitaldemandedforfinancialexpansionintheexistingproductormarketComparedwithexpansionintheexistingproductormarket,diversificationstrategymeanshigherprofitReasonsofadoptingdiversificationstrategyRelatedUnrelated優(yōu)RiskMoreeasilyobtainfinancingfromthecapitalFindnewpointofgrowthintheenterprisewhenitisunabletoUsetheresourcesnotfullyUseofsurplusAccesstofundsorotherfinancialEnterintoanothermarketusingtheenterprise’simageandgainedincertainindustryorRisksfromexistingMarketoverall風(fēng)RiskofenteringintotheExitIntegratedriskofinternalStability11穩(wěn)定戰(zhàn)StabilityItreferstothestrategywhichenablesthe’sexpectedofoperationbasicallytoremainatthestartingpointaslimitationofoperatingenvironmentandinternalconditions適用條StabilitystrategyappliestocompanieswhichareverysuccessfultheearlystageofbusinessandhavelittlechangeintermsofstrategicenvironmentforecastEnterprisescanmakefulluseofallkindsofresourcesexistinginoriginalproduction優(yōu)ReducetherequiredcapitalinvestmentanddevelopmentriskofnewproductsmarketsAvoidthereallocationofresourcesandthecostofPreventtheimbalancecausedbyexcessiveanddrasticOncethelargechangeoccursintheexternalenvironment,strategicobjectives,theexternalenvironmentofenterprises,andbusinesscapacitywouldlosebalanceamongeachother,whichwouldmakeenterprisesintotroubleTendtoenableenterprisestoreduceriskawareness,orevenriskaverse,risk-aversecorporateculturecanbeformed,reducingthesensitivityandadaptabilityto收縮戰(zhàn)略Retrenent12收縮戰(zhàn)Retrenent（TurnaroundItisthestrategyemployedbycompanieswithnodevelopmentornopotentialfordevelopment.ReasonsforretrenentstrategyTheneedofthestrategicreorganizationoflargeTheshort-termbehaviorofsmallContractionReasonsforExternalreasons.Duetotheoveralleconomicsituation,industrialcycles,changesintechnology,changesinsocialvaluesorfashioncompetition,andmarketsaturationandetc,leadingthewholeindustrymarketvolumeTheenterprise（businessofEnterprise）losesitscompetitiveedge.Duetoroughinternaloperationalmechanism,poordecisions,mismanagementandotherreasons,theenterprisebusinessmarketcannotsustain,andhavetousedefensiveMethodsofTightandTightandfocusedstrategiestendtofocusonshort-termgains,mainlyrelatedtotakeremedialstepstopreventprofitdecrease,withaviewtoimmediateeffect.Specificpractices（1）機MechanismFiscalandfinancialCostreductionFocusedFocusMethodsofTurnaroundstrategyrelatesmoretothechangeofoveralloperation.Specificpracticesare:Repositionoradjustmentoftheexistingproductsand調(diào)整策AdjustmentofmarketingMethodsofGivingupGivingupstrategyinvolvingchangesinproperty（orsubsidiaries）,comparedwiththeprevioustwostrategies,isamorethroughoutwayofretreat.LimitationofJudgmentofstatusoftheenterpriseor于1989年提出了一個詳盡的Thompsonmadeadetailedlistinysisofenterpriseproductsintermsofitslifecycle,futureprofitanddevelopmentyzingcurrentmarketsituationofproductsorunits;RecognitionoftheuseofremainingLookingforawillingnessWhetheritisworthofgivinguppartofprofitablebusinessesandinvestingthoseinotherhighprofitablebusinesses;IssueofTheroleofthebusinessthatarereadytogivenupinthewholeand會OpportunitiesofmakingexistingLimitationofJudgmentofstatusoftheenterpriseorsatisfiedwithotherproductsandProducingthetangibleandbenefitsresultingfromLookingfortherightPorterdescribedseveralmajorexitbarriersinthebook,theThelevelofasset退出壁ExitTheinternalstrategy（4）感Emotionalbarriers,Theernmentandthesocial放棄戰(zhàn)略的類型有：TypesofgivingupstrategiesFranchise.Enterprisessellfranchisebusinesseswithlimitedrights,butchargeaone-offfee.務(wù)。Subcontract.Companiesusetenderofferstoallowothertoproduce’stypeofproductorprovideservice.賣斷。指母公司將其中的業(yè)務(wù)單位賣給另外一家企業(yè)，從而斷絕一切關(guān)系。Sell.Itreferstotheparentwouldselloneofthebusinessunitstoanotherenterpriseandcutallties.可以在短期或者中期保留股權(quán)。Managementandleveragedbuyouts.Asellsmostofthebusinesstoitsmanagementoranother,buttheparentcanbeintheshortormediumtermtoretainequity.Leveragedbuy-Nonleveragedbuy-DebtandRemovalunit/split.Partoftheparentesastrategiccorporateentity,obtainingtheownershipofsubsidiariesintheformofmultiple資產(chǎn)互換與戰(zhàn)略貿(mào)易。所有權(quán)的轉(zhuǎn)讓通過企業(yè)之間交換資產(chǎn)實現(xiàn)。Assetswapsandstrategictrade.TransferofownershiprealizedthroughexchangebetweenenterpriseBusinessunitCostleadershipDifferentiationFocusedCostleadershipstrategy；Differentiationstrategy；集中化戰(zhàn)略FocusedCostleadership13Throughtheinternalcostcontrol,thereducesthecosttothelowestlimit, ingtheindustrycostleaderinresearchanddevelopment,production,sales,services,advertisingandotherCostleadershipFormbarrierof優(yōu)StrengthenbargainingpowerReducethethreatofMaintaincompetitive實施條Productshavehighpriceelasticity,andthereexistalargenumberofpricesensitivityusersinthemarket;Allproductsintheindustryarehighstandardized,andhardtobe實施條Purchasersdonotconcerntoomuchaboutbrand,andmostpurchasersalsousetheproductsinthesameway;Pricecompetitionisthemainwayofmarketcompetition,andtheconversioncostofconsumersislow;Intheindustrywithsignificanteconomiesofscale,setupequipmenttoachieveeconomiesofReducethecostofvariousImproveResourcesImproveproductImprovecapacityutilizationSelectappropriatetradeFocusonkeyChangesintechnologymaywriteofftheinvestmentusedtoreducethecostandexperienceaccumulatedinthe風(fēng)學(xué)Followersornewentrantsoftheindustrylearnatlowercostbyimitationorinvestmentcapacitytolevelofhigh-techMarketdemandisshiftedfromcost-conscioustofocusonproductbrandimage,its eaDifferentiation14reniatontraegyisneterriseprvidspductsandservcestoustmerswihuiquefetur,wichcanakefurterncraseitsprouctprie.ftepicepreumcargdbythexcedsheostofheniqefatue,henhedifferentiationstrategycangaincompetitiveDifferentiation優(yōu)FormabarriertoReducethecustomerEnhancebargainingAvoidthethreatofProductisabletofullyachievedifferentiation,andrecognizedbythe實施條市場情Thecustomers’needsareThetechnologyofindustryinwhichtheenterpriseischangesfast,and esthefocusImplementationofdifferentiationstrategyshouldhavetheandcapabilitiesStrongresearchanddevelopmentcapabilitiesandproductcapabilities,strongresearchanddevelopment資源和能力ResourcesandcapabilitiesStrongmarketingability,managementnelwithstrongEnsurethatthereareincentivesystems,managementsystemsandcreativeculturewhichcanmotivateemployees’Overallimprovethequalityofabusiness,setupproductmaintaintheadvancedtechnologyandtheabilitytoestablishimprovedistributionHighcostofproduct風(fēng)ChangesinmarketTheimitationandattackofcompetitorsmakethedegreeofdifferentiationandeventurnedFocused CompetitiveCompetitiveadvantagescanbeachievedbycostleadershiportowardsaspecificgroup,segmentmarketorregionalFocus優(yōu)TheadvantagesthatcostleadershipanddifferentiationstrategyresisttheindustryfivecompetitivesarereflectedinacentralizedIncaseofSMEs,focusedstrategyenhancetheirrelativecompetitiveForlargeenterprises,theyavoidadirectwithrivals,soenterprisesisinacompetitive實施條DiscrepanciesbetweengroupsexistinthedemandofThetargetmarkethasrelativeattractionintermsofmarketsize,growthrate,profitability,andcompetition;Inthetargetmarket,noothercompetitorsadoptsimilar實施條Duetolimitedresourcesandcapacity,itisdifficulttoachieveleadershipordifferentiationintheindustryasawhole,onlyabletoselectindividualmarketsegmentRiskofsmalltarget風(fēng)DemanddifferencesbetweengroupsofeEntryofcompetitorsandTopic3ImplementationoftheVerticaldivisionoflabormanagementissueswithintheorganizationStructureofhorizontaldivisionofRelationshipbetweenbusinessstrategyandorganizationalTypeoforganization’sMethodofstrategicVerticaldivisionoflabormanagementissueswithintheorganizationStrategyStrategiccontrolStrategicStrategicStrategymanagementUnsuccessful戰(zhàn)略ChangemanagementinBlueOceanReverseFlat16類型說明Ex特點Centralizationreferstotheenterprise’sseniormanagementhavingthemostimportantdecision-makingpower.Centralizedstructurehasmulti-levelmanagementlayersandallocatesdecisionrightstotopmanagement;themanagementscopeisquitenarrow,thusshowingahierarchicalstructure.1.優(yōu)點①易于協(xié)調(diào)各職能間的決策Easytocoordinatethedecisionofvariousfunctions;Upperandlowerformsofcommunicationarestandardized;TheagreementisreachedwiththetargetoftheThedecisionmakingprocessisfastincriticalsituation;Ithelpstoachieveeconomiesofscale;得以協(xié)Itismoresuitableforenterprisesthatarecloselymonitoredbyexternalagencies,becausealldecisionscanbe類型說明Ex特點CentralizationreferstotheseniormanagementhavingthemostSeniormanagementmaynotattentiontothedecision-makingCentralizedstructurehasmulti-levelmanagementlayersandallocatesdecisionrightstotopmanagement;themanagementscopeisquitenarrow,thusshowingahierarchicalstructure.requirementsofindividualBecausedecisionsarerequiredtobereportedbyalllevelsoffunctionsittakeslongerForthelowerlevelmanagers,theoccupationdevelopment類型說明Ex特點ReducetheloadofImprovebusiness產(chǎn)生激勵效應(yīng)ProvideadditionalinformationfordecisionmakingandincentiveeffectsontheDecentralizedstructurecontainslessmanagementlayers,whichallocatesthedecisionmakingrightstoalowerlevel.IthasawiderangeofmanagementpresentsaflatStructureofhorizontaldivisionofBasictypesofhorizontalstructureofEntrepreneurialorganizationalEntrepreneurialorganization17特點Becauseoflessflexibilityandlackofspecialization,itssuccessreliesheavilyonofficers’alcompetency適用情通常應(yīng)用于小型企業(yè)UsuallyappliedtosmallFunctional18適用情況單一業(yè)務(wù)企業(yè)Single-business優(yōu)缺點Advantages&Focusonetypeofactivitieswithinasinglesectortoachieveeconomiesofscale;TrainingforexpertsineachDuetotheroutineandrepetitivetasks,productivityisItisconvenientfortheBoardofDirectorstomonitoreachFunctionalorganization監(jiān)督適用情況單一業(yè)務(wù)企業(yè)Single-business題Asexcessivesubdivisionismadetoprocesseswithimportance,problemsmayoccurincoordinatingdifferent優(yōu)缺點Advantages&It’sdifficulttodeterminetheprofitandlossofeachItwouldleadtobetweenfunctions,fragmentation,thanmutualcooperationfortheoverallinterestsofHierarchyandcentralizationofdecisionmakingmechanismwilldownthereactionDivisionalorganization19①在企業(yè)與其客戶的聯(lián)系上能實現(xiàn)更好更快的地區(qū)決策Withgeographicdivisionstructure,thelinksbetweenaanditscustomerscanbeenhancedtoachievebetterfasterregionaldecision-②會削減成本費用CostTypesandItwillbehelpfulforthecompaniesinvolvedinforeignoperationstocopewithdifferentenvironmentalchanges①管理成本的重復(fù)OverlapofmanagementDifficultyindealingwithcross-regionalaffairsofaSuitability：CompaniesngbusinessingeographicalFunctionalorganization監(jiān)督Typesand結(jié)構(gòu)ProductDivisionStructureDifferentfunctionalactivitiesofproductionandsaleofvarietyofproductscanbecoordinatedandassistedbyDivision/ProductManagers；Eachdivisioncanconcentrateinitsownarea,whichmeansthatsuchastructureismoreflexibleandthereforemoreconducivetotheimplementationofproductItiseasytosellorcloseanydivisionwithpoorsmayoccurbetweendivisionsduringcompetitionforlimitedresources；Theoverlapandwasteofmanagementcostsofdivisionsmayarise；ItisdifficulttocoordinatetheworkiftherearealargenumberofproductdivisionsTheseniormanagementmaylacktheholisticconceptiftherearealargenumberofproductdivisionsSuitability:EnterprisewithmultiplelinesofProduct/BrandbusinessBusinessunitorganizationTypesandDivisionStructureUsuallyassociatedwiththesalesdepartmentandsaleswork,thecustomer/marketdivisionstructuremaybeemployedbywholesalemarketingorsubcontractingenterpriseswherecertainmanagersareresponsibleforcontactingmajorCustomersegmentation/MarketsegmentationbusinessCustomersegmentation/Marketsegmentationbusiness（4）MM-form20MSuitableforsustainableThechiefexecutiveofficerhasmoretimeinconductingysiseachdepartmentandtheallocationofAuthoritywasassignedfromheadquarterstoeachdivisionandassignedfurtherwithineach優(yōu)缺點AdvantagesConductfinancialevaluationandcomparisononeachperformanceusingthemethodliketherateofreturnonTheallocatingofpartofenterprisemanagementcostisandsomewhatCausedysfunctionalcompetitionandsbetween生Whenadivisionproducestheproductsrequiredbyanotherthedeterminationoftransferpricingmaybe適用情況具有多個產(chǎn)品線的企業(yè)EnterprisewithmanyproductionStrategicbusinessunit21適用情TheSBUstructureisespeciallyapplicablet