戰(zhàn)略管理概念與案例

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)略競爭力2Chapter1:WhatisStrategicManagement

第1章:戰(zhàn)略管理和戰(zhàn)略競爭力Overview:Eightcontentareas

概要:八大領(lǐng)域

NatureofCompetition

戰(zhàn)略競爭力的特性The21stCenturyCompetitiveLandscape

21世紀(jì)的競爭格局I/OModelofAbove-AverageReturns(AAR)

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

超額利潤的資源基礎(chǔ)模型Overview: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4Casestudy:NatureofCompetition:Boeingvs.Airbus

案例分析----競爭力的特性: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夢想系列)Casestudy:NatureofCompetition:Boeingvs.Airbus

案例分析----競爭力的特性: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爭RespondedtocustomerdemandswithmoreefficientA-380aircraft用更具效率的A-380飛機(jī)來滿足顧客的需求61.NatureofCompetition:Basicconcepts

競爭力的特性:基本概念

StrategicCompetitiveness戰(zhàn)略競爭力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)核心競爭力、獲取競爭優(yōu)勢的一系列綜和的、協(xié)調(diào)的約定和行動1.NatureofCompetition:Basicconcepts

競爭力的特性:基本概念CompetitiveAdvantage(CA)競爭優(yōu)勢(CA)Implementedstrategythatcompetitorsareunabletoduplicateorfindtoocostlytoimitate實(shí)施的戰(zhàn)略競爭對手不能復(fù)制或因成本太高而無法模仿AboveAverageReturns超額利潤Returnsinexcessofwhatinvestorexpectsincomparisontootherinvestmentswithsimilarrisk一項(xiàng)投資的利潤超過投資者預(yù)期能從其他相同風(fēng)險(xiǎn)的投資項(xiàng)目獲得的利潤81.NatureofCompetition:Basicconcepts

競爭力的特性: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)目獲得的利潤相同的情況下產(chǎn)生的利潤StrategicManagementProcess(SMP)戰(zhàn)略管理過程(SMP)Fullsetofcommitments,decisionsandactionsrequiredforafirmtoachievestrategiccompetitivenessandearnaboveaveragereturns一家公司想要獲取競爭力和超額利潤而采用的一整套約定、決策和行動9

2.TheStrategicManagementProcess102.戰(zhàn)略管理過程1121stCenturyCompetitiveLandscape21世紀(jì)紀(jì)競競爭爭格格局局3.1Introduction:TheCompetitiveLandscape(CL)概述述:競爭爭格格局局(CL)Paceofchangeisrapid變化化速速度度快快Partnershipscreatedbymergers&acquisitions(M&As)通過過合合并并和和購購買買形形成成合合作作關(guān)關(guān)系系(M&As)OtherCLcharacteristics:Economiesofscale,advertisingbudgetsnotaseffectiveasbefore,changeinmanagerialmind-setfrom““traditional””tomoreflexibleandinnovative競爭格局局的其他他特點(diǎn):經(jīng)濟(jì)規(guī)模模,廣告語段段已經(jīng)不不想以前前那么有有效,管理思維維模式從從“傳統(tǒng)統(tǒng)”向更更加柔性性和創(chuàng)新新性轉(zhuǎn)變變1221stCenturyCompetitiveLandscape21世紀(jì)競爭爭格局Hypercompetition–extremelyintenserivalryamongcompetingfirms,characterizedby超級競爭爭–競爭公司司之間的的異常激激烈的較較量,特征包括括：Escalating&increasinglyaggressivecompetitivemoves不斷提升升和增加加的具有有侵略性性的競爭爭推動力力AssumptionsofmarketstabilityreplacedwithnotionofINstabilityandchange市場穩(wěn)定定的假設(shè)設(shè)已經(jīng)被被不穩(wěn)定定和變化化的觀念念所取代代3.21stCenturyCompetitiveLandscape21世紀(jì)競爭爭格局3.2Twoprimarydriversofthecompetitivelandscape:競爭格局局的兩個(gè)個(gè)主要推推動力Theglobaleconomy經(jīng)濟(jì)全球球化Technology科學(xué)技術(shù)143.21stCenturyCompetitiveLandscape21世紀(jì)競爭爭格局TheGlobalEconomy全球經(jīng)濟(jì)濟(jì)1)Goods,services,people,skillsandideasmovefreelyacrossgeographicborders貨物、服服務(wù)、人人員、技技術(shù)和觀觀念超越越地理界界限自由由流通2)Europe,throughtheEuropeanUnion(EU)istheworld’slargestsinglemarket歐洲,歐盟(EU)成為世界界上最大大的單一一市場EUvsU.S.GDP:35%higher歐盟和其其他西歐歐國家的的GDP超過美國國35%3)Emergingmajorcompetitiveforces:China&India新生的主主要競爭爭力:中國&印度Insummary:globalizationincreasedeconomicinterdependenceamongcountriesasreflectedintheflowofgoodsandservices,financialcapital,andknowledgeacrosscountryborders總之:全球化是是指反映映在產(chǎn)品品、服務(wù)務(wù)、金融融資本和和知識跨跨國界流流動中的的國家間間日益增增長的經(jīng)經(jīng)濟(jì)相互互依賴性性153.21stCenturyCompetitiveLandscape21世紀(jì)競爭爭格局TechnologyandTechnologicalChanges技術(shù)和技技術(shù)進(jìn)步步3categories三種趨勢勢1)Technologydiffusion&disruptivetechnologies技術(shù)擴(kuò)散散和突破破性技術(shù)術(shù)2)Theinformationage信息時(shí)代代3）Increasingknowledgeintensity不斷增加加的知識識密度163.21stCenturyCompetitiveLandscape21世紀(jì)競爭爭格局TechnologyandTechnologyChanges(Cont’d)技術(shù)和技技術(shù)進(jìn)步步1)Technologydiffusion技術(shù)擴(kuò)散散Perpetualinnovation:describeshownewinformation-intensivetechnologiesarereplacingolderforms持續(xù)創(chuàng)新新:形容信息息密集型型的新技技術(shù)如何何快速和和有效地地替代舊舊技術(shù)Speedtomarketmaybeprimarycompetitiveadvantage進(jìn)入市場場的速度度幾乎成成為最主主要的競競爭優(yōu)勢勢12––18monthtimeframetogatherinfore:competitorR&D只要12––18個(gè)月同行行企業(yè)就就能收集集到競爭爭者的研研發(fā)和產(chǎn)產(chǎn)品決策策信息3.21stCenturyCompetitiveLandscape21世紀(jì)競爭爭格局Disruptivetechnologies突破性技技術(shù)Technologiesthat突破性技技術(shù)是Destroyvalueofexistingtechnology破壞原有有技術(shù)的的價(jià)值Createnewmarkets產(chǎn)生新的的市場183.21stCenturyCompetitiveLandscape21世紀(jì)競爭爭格局TechnologyandTechnologyChanges(Cont’d)技術(shù)和技技術(shù)進(jìn)步步2)Theinformationage信息時(shí)代代Dramaticchangesoverlastseveralyears過去幾年年，信息息技術(shù)發(fā)發(fā)生翻天天覆地的的變化Majortechnologicaldevelopments:computers,phones,artificialintelligence,virtualreality主要技術(shù)術(shù)發(fā)展:個(gè)人電腦腦,手機(jī)，人人工智能能，虛擬擬世界Internetprovidesinfrastructureforinformationanytime,anywhere互聯(lián)網(wǎng)提提供了一一個(gè)允許許信息在在世界任任何地方方的電腦腦間傳遞遞的平臺臺3.21stCenturyCompetitiveLandscape21世紀(jì)競爭爭格局3）Increasingknowledgeintensity不斷增加加的知識識密度Definedasinformation,intelligence&expertiseandisthebasisoftechnologyanditsapplication知識也可可以稱為為信息、、智能、、經(jīng)驗(yàn)，，是技術(shù)術(shù)以及技技術(shù)應(yīng)用用的基礎(chǔ)礎(chǔ)Gainedthroughexperience,observationsandinferences通過觀察察、經(jīng)驗(yàn)驗(yàn)和推論論得到StrategicFlexibility–setofcapabilitiesusedtorespondtovariousdemandsandopportunitiesexistinginadynamicanduncertaincompetitiveenvironment戰(zhàn)略柔性性–公司用來來應(yīng)對不不斷變化化的競爭爭環(huán)境所所帶來的的各種需需求和機(jī)機(jī)遇的一一系列能能力20IndustrialOrganizational(I/O)ModelofAbove-AverageReturns(AAR)超額利潤潤的行業(yè)業(yè)組織模模型(AAR)21超額利潤潤的行業(yè)業(yè)組織模模型(AAR)22IndustrialOrganizational(I/O)ModelofAbove-AverageReturns(AAR)超額利潤潤的行業(yè)業(yè)組織模模型(AAR)4.1BasicPremise–toexplainthedominantinfluenceoftheexternalenvironmentonafirm'sstrategicactionsandperformance基本前提提–揭示外部環(huán)境境對公司戰(zhàn)戰(zhàn)略行為為的決定定性影響響234.IndustrialOrganizational(I/O)ModelofAbove-AverageReturns(AAR)超額利潤潤的行業(yè)業(yè)組織模模型(AAR)4.2UnderlyingAssumptions基本假設(shè)設(shè)1)ExternalenvironmentimposespressuresandconstraintsthatdeterminethestrategiesresultinginAAR外部環(huán)境境表現(xiàn)為為影響超超額利潤潤戰(zhàn)略決決定的壓壓力和限限制2)Mostfirmscompetewithinaparticularindustry/segment大多數(shù)在在同一行行業(yè)或行行業(yè)內(nèi)相相同領(lǐng)域域競爭的的公司Controlsimilarstrategicallyrelevantresources掌握著類類似的相相關(guān)戰(zhàn)略略資源Pursuesimilarstrategiesinlightofthoseresources并因此采采取相似似的戰(zhàn)略略4.IndustrialOrganizational(I/O)ModelofAbove-AverageReturns(AAR)超額利潤潤的行業(yè)業(yè)組織模模型(AAR)3)Resourcesforimplementingstrategiesarehighlymobileacrossfirms實(shí)施戰(zhàn)略略所需的的資源在在公司間間具有高高度的流流動性Thereforeanyresourcedifferencesbetweenfirmswillbeshort-lived因此公司司間的資資源差異異不會維維持太久久4)Organizationaldecisionmakersarerationalandcommittedtoactinginthefirm'sbestinterests,asshownbytheirprofit-maximizingbehaviors組織的決決策者都都是理性性的，并并致力于于為公司司謀取最最大的利利益，正正如他們們追求利利潤最大大化的行行為254.IndustrialOrganizational(I/O)ModelofAbove-AverageReturns(AAR)超額利潤潤的行業(yè)業(yè)組織模模型(AAR)4.3Five-ForcesModel(MichaelPorter)競爭的的五力力模型型The5Forcesincludes5種力量量包括括Suppliers,buyers,competitiverivalry,productsubstitutesandpotentialentrants供應(yīng)商商、顧顧客、、行業(yè)業(yè)內(nèi)現(xiàn)現(xiàn)有競競爭者者、替替代產(chǎn)產(chǎn)品和和潛在在進(jìn)入入者Determinesthenature/levelofcompetitionandprofitpotentialinanindustry決定競競爭的的層次次和一一個(gè)行行業(yè)的的潛在在利潤潤Suggestsanindustry’’sprofitabilityisaninteractionbetweenthese5forces指出一一個(gè)行行業(yè)的的收益益性是是五種種力量量相互互作用用的結(jié)結(jié)果26TheResource-BasedModelofAAR27超額利利潤的的資源源基礎(chǔ)礎(chǔ)模型型285.TheResource-BasedModelofAAR超額利利潤的的資源源基礎(chǔ)礎(chǔ)模型型5.1BasicPremise-afirm'sunique[internal]resources&capabilities,incombination,isthebasisforfirmstrategyandAAR基本前前提-任何一一個(gè)組組織都都是獨(dú)獨(dú)特的的資源源和能能力的的組合,這種獨(dú)獨(dú)特性性是企企業(yè)戰(zhàn)戰(zhàn)略和和超額額利潤潤的基基礎(chǔ)Eachfirm’sperformancedifferenceacrosstimeemerges(vsindustry’sstructuralcharacteristics)企業(yè)間間經(jīng)營營業(yè)績績的差差異主主要來來源于于它們們的資資源和和能力力(而不是是行業(yè)業(yè)結(jié)構(gòu)構(gòu)特征征)Combineduniquenessshoulddefinethefirms’strategicactions如何整整合這這些資資源和和能力力決定定一個(gè)個(gè)企業(yè)業(yè)的戰(zhàn)戰(zhàn)略行行動Resourcesaretangibleandintangible資源可可分為為有形形和無無形295.TheResource-BasedModelofAAR超額利利潤的的資源源基礎(chǔ)礎(chǔ)模型型5.2Resources資源Inputsintoafirm‘‘sproductionprocess企業(yè)生生產(chǎn)過過程的的投入入部分分Includescapitalequipment,employeeskills,patents,high-qualitymanagers,financialcondition,etc.包括資資本設(shè)設(shè)備,員工技技能,專利技技術(shù),有才干干的管管理人人員,融資等等.Basisforcompetitiveadvantage:Whenresourcesarevaluable,rare,costlytoimitateandnon-substitutable競爭優(yōu)優(yōu)勢的的基礎(chǔ)礎(chǔ):當(dāng)資源源是有有價(jià)值值的、、稀缺缺的、、難以以模仿仿的并并無法法替代代的時(shí)時(shí)候5.TheResource-BasedModelofAAR超額利利潤的的資源源基礎(chǔ)礎(chǔ)模型型Internal/firm-specificresources(N=3)內(nèi)部的的/公司的的資源源Physical實(shí)物資資源Thingsyoucantouch/feel=tangible可以觸觸摸或或感受受到的的東西西=有形的的Human人力資資源People/employees人/員工Organizationalcapital組織資資本Relativetothefirmitself與公司司自身身相關(guān)關(guān)的315.TheResource-BasedModelofAAR超額利利潤的的資源源基礎(chǔ)礎(chǔ)模型型5.3Capability能力Capacityforasetofresourcestoperformataskoractivityinanintegrativemanner將眾多多資源源結(jié)合合運(yùn)用用以完完成一一項(xiàng)任任務(wù)或或活動動的才才能5.4CoreCompetency核心競競爭力力Afirm’’sresourcesandcapabilitiesthatserveassourcesofcompetitiveadvantageoveritsrival為企業(yè)業(yè)戰(zhàn)勝勝其競競爭者者提供供競爭爭優(yōu)勢勢來源源的資資源和和能力力5.TheResource-BasedModelofAAR超額利利潤的的資源源基礎(chǔ)礎(chǔ)模型型Summary總結(jié)Afirmhassuperiorperformancebecauseof一個(gè)企企業(yè)擁擁有良良好的的業(yè)績績是因因?yàn)閁niqueresourcesandcapabilities,andthecombinationmakesthemdifferent,andbetter,thantheircompetition––drivingthecompetitiveadvantage獨(dú)特的的資源源和能能力,以及整整合這這些資資源使使得它它們不不同于于并且且強(qiáng)于于競爭爭者–即形成成競爭爭優(yōu)勢勢336.VisionandMission愿景和和使命命6.1Vision愿景Pictureofwhatthefirmwantstobe描繪企企業(yè)期期望成成為什什么樣樣子Whatthefirmultimatelywantstoachieve企業(yè)最最終想想實(shí)現(xiàn)現(xiàn)什么么Aneffectivevisionstatementistheresponsibilityoftheleaderwhoshouldworkwithotherstoformit一個(gè)有有效地地愿景景描述述應(yīng)當(dāng)當(dāng)由企企業(yè)領(lǐng)領(lǐng)導(dǎo)者者與其其他員員工共共同合合作形形成Foundationforthemission使命的的基礎(chǔ)礎(chǔ)6.VisionandMission愿景和和使命命6.2Mission使命Specificsbusiness(es)inwhichfirmintendstocompeteandcustomersitintendstoserve一家企企業(yè)意意圖參參與競競爭的的一個(gè)個(gè)或多多個(gè)業(yè)業(yè)務(wù)，，以及及所要要服務(wù)務(wù)的顧顧客Morespecificthanthevision比愿景更加加具體357.Stakeholders利益相關(guān)者者7.1BasisPremise–afirmcaneffectivelymanagestakeholderrelationshipstocreateacompetitiveadvantageandoutperformitscompetitors基本前提–一個(gè)企業(yè)能能夠有效地地處理利益益相關(guān)者之之間的關(guān)系系來形成競競爭優(yōu)勢，，并且業(yè)績績超過其他他公司7.2Stakeholdersareindividualsandgroups利益相關(guān)者者是個(gè)人或或群體Theycanaffect,andareaffectedby,thestrategicoutcomes/performanceafirmachieves他們能夠影影響企業(yè)的的愿景和使使命，同時(shí)時(shí)受企業(yè)戰(zhàn)戰(zhàn)略產(chǎn)出的的影響Three(3)classifications分為三類36TheThreeStakeholderGroups37三類利益相相關(guān)者387.Stakeholders利益相關(guān)者者ClassificationsofStakeholders分類CapitalMarket資本市場利利益相關(guān)者者Expectreturnscommiseratewithriskacceptedbyinvestments預(yù)期收益與與風(fēng)險(xiǎn)程度度成正比Higherthedependencyrelationship,themoredirectandsignificantfirm’’sresponse依賴關(guān)系越越緊密，公公司的反應(yīng)應(yīng)就會越直直接，越重重視ProductMarket產(chǎn)品市場利利益相關(guān)者者The4groupsbenefitduetocompetitivebattles四類群體從從企業(yè)的競競爭中獲得得利益Organizational組織利益相相關(guān)者Theemployees員工398.StrategicLeaders戰(zhàn)略領(lǐng)導(dǎo)者者8.1Peoplelocatedindifferentpartsofthefir