策略管理起源

1、策略管理起源Chapter Objectives1.Describe the strategic management process.2.Explain the need for integrating analysis and intuition in strategic management.3.Define and give examples of key terms in strategic management.4.Describe the benefits of good strategic management. What is Strategic Management? De

2、fining Strategic Management “the art and science of formulating, implementing, and eva-luating cross-functional decisions that enable an organiza- tion to achieve its objectives”What is strategy? (theoretical review of definition of strategy)Chandler(1962): strategy is the determination of the basic

3、 long-term goals of an enterprise, the adoption of courses of action and the allocation of resources necessary for carrying out these goals.Mintzberg(1979):Strategy is a mediating force between the organization and its environment: consistent patterns in stre-ams of organizational decisions to deal

4、with the environment.Quinn(1980): a strategy is the pattern or plan that integrate an organizations major goals, policies, and action sequence into a cohesive wholePrahalad(1993): strategy is more than just fit and allocation of resources. It is stretch and leveraging of resources.Teece(1994): the e

5、ssence of strategy is the search for rents. Strategic, management is or can and should be the study of rent-seeking by the enterprise.Definition of Strategy明茨伯格(Mintzberg) 的整合觀：戰(zhàn)略是計劃 plan；戰(zhàn)略是計謀 ploy；戰(zhàn)略是模式 pattern；戰(zhàn)略是定位 position；戰(zhàn)略是觀念 perspective;Definition of StrategyStrategies are the means by whic

6、hlong-term objectives will be achieved.Definition of Strategyexample: table 1-1Definition of StrategyHow to make a precise and inspiring corporate strategic statement for a particular company?討論題（評價該戰(zhàn)略表述）發(fā)展目標雅戈爾的目標是“創(chuàng)國際品牌，鑄百年企業(yè)”，目前雅戈爾的主導產品襯衫、西服已連續(xù)多年穩(wěn)居全國市場綜合占有率榜首，產品系列不斷豐富，各板塊的發(fā)展齊頭并進。未來幾年里，雅戈爾將著手做好以下工

7、作：加快產業(yè)結構調整，形成以紡織服裝、房產、國際貿易為核心多元發(fā)展的格局，強化核心競爭力。調整品牌戰(zhàn)略，使之與國際、國內市場的需求相適應。發(fā)展雅戈爾系列，開發(fā)新的品牌系列，逐步形成一個定位準確、產品細化、能夠滿足不同的消費群體需要的品牌系列。調整、提升國內的營銷網點，加強窗口商場和大型專賣店的布局、建設和管理。利用信息技術強化物流、資金流、信息流的管理，增強企業(yè)對市場的應變能力。加強國際交流與合作。積極尋求與國際知名服裝企業(yè)的合作交流，推進品牌國際化進程。 討論題（評價該戰(zhàn)略表述）某公司的戰(zhàn)略陳述:充分利用國內外畜禽業(yè)和農業(yè)蓬勃發(fā)展的外部機會，依托公司多年以來在獸農藥生產領域所形成的技術和市場

8、優(yōu)勢，以產品經營夯實產業(yè)基礎，以資本經營擴張產業(yè)規(guī)模，積極拓展海內外市場，將公司建設成為國內規(guī)模最大、實力最強的高科技獸藥生產企業(yè)和國內一流的農藥生產基地。Definition of Strategy企業(yè)戰(zhàn)略的現(xiàn)實表述要素：時間：從*年-*年；途徑：業(yè)務定位和組合；企業(yè)愿景或使命；目標（長期目標：領導任期）：定性：含有強烈的價值觀（產業(yè)報國、民族振興等）和企業(yè)成長意識的非財務指標定量：市場占有率、產值、銷售額、利潤等財務指標Dimensions of corporate strategic statement:Horizontal ( at least five years);Approach

9、: business positioning and business portfolio;Business vision and mission;Long-term objectives:4.1 Qualitative measurements4.2 Quantitative measurementsQuestion:whats the relationship between strategy and plan?Definition of Strategy戰(zhàn)略（形神兼?zhèn)洌娬{愿景、價值觀；注重從未來看現(xiàn)在（managing the realities based on looking in

10、to the future;inside-out ）計劃（有形無神）強調目標和步驟；注重從現(xiàn)在看未來（ thinking the future based on current situations;outside-in）Definition of Strategy戰(zhàn)略計劃關注點競爭規(guī)則目前狀態(tài)制定過程高中低管理層之間的關系同心理狀態(tài)對待風險的態(tài)度同反映內容組織利益最大化利益折中推動力經營理念和戰(zhàn)略意圖資源Definition of Strategy 戰(zhàn)略計劃（規(guī)劃）存在狀態(tài)后天（排除“愿景驅動型”企業(yè)）先天核心要素愿景目標分析路徑昨天 今天 未來 昨天 今天 未來 視野向外向內Definit

11、ion of StrategyDefinition of Strategy究竟用哪個名詞？戰(zhàn)略經營戰(zhàn)略規(guī)劃計劃發(fā)展戰(zhàn)略Definition of Strategy1戰(zhàn)略管理是否是管理規(guī)范的大型企業(yè)的專利？中小企業(yè)存在戰(zhàn)略管理嗎？2larger and well-established firms and SMEs;Think globally, do locally.The kind of strategy (level)Corporate-level strategyFunctional-level strategyCompetitive-level strategyDefinition o

12、f StrategyCorporate-level strategyCompetitive-level strategyFunctional-level strategyDefinition of StrategyDefinition of Strategy現(xiàn)實中有些企業(yè)，對企業(yè)戰(zhàn)略趨之若騖，喜歡在一些名詞后面加上“戰(zhàn)略”二字，如人才戰(zhàn)略、廣告戰(zhàn)略、營銷戰(zhàn)略，等等。如何冷靜地看待這些熱點現(xiàn)象？企業(yè)是否都同時具備這三種戰(zhàn)略呢？如果具備，需要哪些條件？如果不具備，那是怎樣的表現(xiàn)形式？原因何在？Stages of Strategic ManagementProcess view of Strateg

13、ic ManagementStrategic formulation includes developing a vision and mission; SWOT ; establishing long-term objectives; generating alternative strategies; choosing particular strategies to pursueThe differences with strategic formationStrategic implementation includes organizational design and resour

14、ces allocation Characteristic: integration; the most difficult stage Strategic evaluation: reviewing, measuring, correctingThree fundamental activities: corporate, division or stra-tegic business unit, functionalStages of Strategic Managementstrategic formulationstrategic implementationstrategic eva

15、luationThe strategic management modelThe strategic process is dynamic and continuousComplexity in practiceSome factors affecting this models formality:Scale and history;Environment;Business scope.Case: Intel SLRP: Strategic Long-range Planning , (1987)The strategic management modelThe strategic mana

16、gement process is not cleanly divided and neatly performed in practice as the strategic management model suggests.Application of the strategic management process is typically more formal in larger and well-established organizations.Integrating Intuition and Analysis To deal with condition of uncerta

17、intyEnvironmental uncertainty: dynamic, complex, unpredictableMintzberg & Waters(1985): Types of strategy: planned, entrepreneurial, ideological, umbrella, process, unconnected, consensus, imposedThe fundamental difference between deliberate and emergent strategy is the former focuses on direction a

18、nd controlget desired things done the latter opens up this processNotion of “strategic learning”.Strategy formation walks on two feet. That is to say, strategic formulation is based on integrating intuition and analysis.Integrating Intuition and AnalysisQuestion: Intuition Inspiration Imagination撞大運

19、(serendipity)與戰(zhàn)略偶然性和必然性Integrating Intuition and Analysis材料1：20世紀60年代，3M公司正在生產和銷售用作空調冷卻液的碳氟化合物。有一次，一位研究人員一不小心把這種把這種化合物弄臟了鞋子，后來她又將咖啡灑到鞋子上，令她吃驚的是咖啡在鞋面上形成小水珠后滑了下去，沒有像往常那樣玷污鞋面。由此她想到，碳氟化合物可能有助于保護織物不受玷污，這就是Scotch Guard的來歷，這個產品曾經成為3M公司最賺錢的產品，并把3M公司帶入織物保護行業(yè)。材料2： 1959年，一批本田公司的經理來到美國洛杉磯，其目標是銷售排氣量為250cc和350cc的

20、摩托車，而不是風靡日本的50cc摩托車，因為他們認為美國市場的產品普遍比日本市場的體型更大、更加豪華。但是，最終的事實是美國市場更加青睞50cc摩托車。材料3：曾經的中央電視臺黃金時間段廣告播放的“標王”：山東秦池（姬長孔：1995年，我們每天向中央電視臺開進一輛桑塔納，開出的是一輛豪華奧迪；今年（指1996年），我們每天要開進一輛豪華奔馳，爭取開出一輛加長林肯（投標金額是3.2億）：廣東愛多VCDIntegrating Intuition and Analysis比爾蓋茨的幸運突變把微軟公司帶入軟件產業(yè)領導地位的產品是MS-DOS，它是IBM電腦和IBM兼容機的操作系統(tǒng)。然而DOS軟件最初不

21、是微軟開發(fā)的，它的開發(fā)商是西雅圖電腦公司（Seattle Computer），那時的名字叫Q-DOS（代表快速而粗糙的操作系統(tǒng)）。當時IBM正著手尋找一種操作系統(tǒng)來支持最初的PC電腦，其中包括微軟公司。蓋茨當時已經是西雅圖計算機界的圈內人，他知道西雅圖電腦公司的DOS軟件和IBM的購買計劃后，立刻采取行動：向他的父親借款5萬美元。然后向西雅圖電腦公司提出購買Q-DOS的意向，該公司恰好缺少現(xiàn)金，很快同意了這樁交易。蓋茨把這套系統(tǒng)改名為MS-DOS，進行了一些修改，將其授權給IBM公司使用。此后的一切，用他們的話來說，就是歷史本身了。蓋茨是幸運兒嗎？在微軟日后的發(fā)展中，他一直如此幸運嗎？Inte

22、grating Intuition and Analysis工作越努力，運氣就越好Adapting to changeThe strategic management process is dynamic.Itami(1992): dynamic strategic fitPorter(1996): selection and transformationStrategic changeCompetitive advantageDefinition: anything that a firm does especially well compared to rival firms.IO and

23、 RBVTwo effective measures:Firstly, continually adapting to changes;Secondly, capitalize changes in external trends and events and internal capabilities, competencies, and resources.Key terms in strategic managementStrategistDefinition of strategist (perspective of authorities): they are individuals

24、 who are most responsible for the success or failure of organization.Perspective of capabilities: strategic thinking and strategic implementationArtful exploiter.Key terms in strategic managementKey terms in strategic managementAre you a strategist or just a manager? Written by H. H. Hinterhuber & W

25、olfgang Popp,HBR,1992,1. Q 1: Do I have an entrepreneurial vision? Q 2: Do I have a corporate philosophy ? Q 3: Do I have competitive advantage? Q 4: Do my employees use their ability to act freely in the interest of the company? Q 5: Have I built an organization that implements my vision? Q 6: Are

26、the line managers involved in strategic planning? Q 7: Is the corporate culture in harmony with the strategy? Q 8: Do I point out directions and take new approaches Q 9: Have I been lucky in my life so far? Q10: Do I make a contribution to the development of society?M. Hitt, et al.(2001): strategic

27、entrepreneurship大前研一：企業(yè)家的戰(zhàn)略頭腦（The Mind of Strategist）項保華：SM商數測試（鏈接），供學員自我測驗。Strategist 從相關的調查數據中可以發(fā)現(xiàn)，企業(yè)經營者對自己決策能力的自信，存在著高估的可能性。調查顯示，大多數企業(yè)經營者的決策能力需要提升。在現(xiàn)實中，經常有企業(yè)家因為決策失誤而事業(yè)失敗。2002年的調查中，對于“企業(yè)經營者最容易出現(xiàn)的問題”，57.7%的人選擇“決策失誤”。有關研究表明，決策失誤是中國企業(yè)家最容易犯的錯誤之一。在改革初期，企業(yè)經營者的決策方式大多屬于粗放型，但是，隨著市場越來越復雜，競爭越來越激烈，很多企業(yè)的決策形式需要

28、變革。2007 年的調查顯示，對于“目前企業(yè)家最需要提升的方面”，“決策能力”排在第1 位。這表明企業(yè)經營者對提高決策能力有一定的緊迫感。 調查還顯示，我國多數企業(yè)對于制定企業(yè)長遠的發(fā)展戰(zhàn)略，包括創(chuàng)新戰(zhàn)略重視不夠。2004 年的調查中了解了企業(yè)是否有成文的企業(yè)戰(zhàn)略發(fā)展規(guī)劃，結果顯示，沒有戰(zhàn)略規(guī)劃的占6.4%，有1 年以內計劃的占15%，3 年以內規(guī)劃的占35.1%，5 年以內規(guī)劃的占30.4%，10 年以內規(guī)劃的占9.3%，10 年以上規(guī)劃的占3.8%。這表明，超過半數的企業(yè)只有三年以內的規(guī)劃。Strategist舉出具體的中外企業(yè)家的典型案例國外：松下幸之助國內：柳傳志、張瑞敏浙商：魯冠球、

29、馬云StrategistStrategistCSO (Chief Strategy Officer)如果某企業(yè)沒有設置戰(zhàn)略管理部或者CSO職位，那么是否可以說這家企業(yè)沒有戰(zhàn)略管理活動？為什么？Vision and mission statementsVision statement: what do we want to become?Mission statement: what is our business?Collins and Porras(1996): HBRKey terms in strategic management External opportunities and t

30、hreats: OT Internal strengths and weakness: SWLong-term objectives (goals)Strategies Annual objectivesPolicies Benefits of Strategic ManagementBenefits: strategic management allows organization to be more proactive than reactive in shaping its own future.Strategic management provide the opportunity

31、of empowering individuals to decentralize the strategic management process.Communication is a key to successful strategic management.Decentralizing (empower) the strategic management process( Gary Hamel: Strategy as evolutionary.HBR,1996)Financial benefits and its relationship with firm growth.Nonfi

32、nancial benefits.重視戰(zhàn)略的企業(yè)績效一定優(yōu)于不重視戰(zhàn)略的企業(yè)嗎？Why some firms do no strategic planningPoor reward structuresFire-fighting (crisis management)Waster of timeToo expensiveLazinessContent with success: path-dependence ; lock inFear of failureOverconfidencePrior bad experienceSelf-interestFear of the unknownHon

33、est difference of opinionSuspicionWhy some firms do no strategic planning中國企業(yè)戰(zhàn)略管理的現(xiàn)狀一、真正執(zhí)行戰(zhàn)略管理的前提二、中國企業(yè)戰(zhàn)略管理的誤區(qū)1、重視戰(zhàn)術運用 忽視戰(zhàn)略研究2、沒有遠期規(guī)劃 追逐短期利益3、脫離外部環(huán)境 戰(zhàn)略不切實際4、自我認識不足 目標欲速不達5、盲目多元經營 喪失核心能力6、規(guī)模擴張沖動 管理工作滯后7、孤立看待戰(zhàn)略 忽視組織配套8、戰(zhàn)略實施到位 企業(yè)文化滯后9、戰(zhàn)略實施僵化 缺乏動態(tài)調整10、力求戰(zhàn)略創(chuàng)新 創(chuàng)新脫離市場Pitfalls in strategic management(p17)Co

34、mmunication is insufficientKey employees are exclusive in strategic management.Change climate is weak.Flexibility and creativity are stifled.Guidelines for effective strategic managementSelf-reflective learning process is critical. Therefore, a key role of strategist is to facilitate continuous organizational learning and change.Open-mindedness.Trade-off: long-range vs. short-range consideration.Business ethics a