企業(yè)戰(zhàn)略管理-環(huán)境分析

企業(yè)戰(zhàn)略管理--環(huán)境分析第二講環(huán)境分析一、環(huán)境分析的重要性信息收集和分析是戰(zhàn)略管理的重要因素，而環(huán)境分析正好滿足要求。TheimportanceofenvironmentalanalysisAkeyelement,thetypeofenvironmentalinformationinthisphase.1、內(nèi)外分析Internalandexternalforces,positiveornegativeimpact.Exles:Rateofproductinnovationvs.pricediscountingbyacompetitor.公共機構(gòu)重組、合并和私有化。GovernmentReengineering.2、努力和高效ExhaustiveandProductive戰(zhàn)略管理重視外部環(huán)境（由內(nèi)到外）、長期目標(biāo)和組織的未來。

環(huán)境分析的重要性趨勢或事件

促進(jìn)或阻礙

青蛙實驗：反應(yīng)過激或反應(yīng)不足

變化--目標(biāo)沖突和多種力量的平衡。奶酪？觀念：管制與控制，或開放與靈活注意力：內(nèi)部或外部

（三）戰(zhàn)略制訂科層描述：

Strategy-MakingHierarchy1.總體層Thecorporatelevel董事會和高層管理Totalentity,directionTheboardofdirectors+topmanagement(CEO,President,othersupportofferssuchasCOO,CIO,CFO,CKOandstrategicplanners)(1)長期視點Long-term：Financialandnon-financialobjectivesfortheentireorganization;(2)確定范圍Thecurrentbusiness:Divisionsorsubsidiaries.Keep+divestorliquidate+newmove;(3)分配資源allocatetheresourcesamongthebusinesses;(4)建立關(guān)系Therelationshipwiththepublicandimageinthecommunity.（三）戰(zhàn)略制訂科層描述：

Strategy-MakingHierarchy2.事業(yè)層TheBusinesslevel

事業(yè)部（地理、產(chǎn)品或服務(wù)、服務(wù)對象等）強調(diào)競爭能力

SBUs--StrategicBusinessUnits：DivisionsandsubsidiariesCompetitivecapacities本科生、研究生；高科技、制造業(yè)、旅游業(yè)。3.職能層

Thefunctionallevel部門（人力、財務(wù)、技術(shù)、信息、生產(chǎn)、市場等）Departments—devisingappropriatestrategiestoachievetheobjectives董事會

TheBoardofDirectorsWhy?政治局，常委會，人民代表大會，國務(wù)院務(wù)會，政務(wù)會，理事會。確定使命Definethemission;檢查和詢問有關(guān)決策執(zhí)行Examineandquestionsubsidiaries’plan;制訂全面規(guī)劃Formanoverallplan;激勵高層管理者M(jìn)otivatethemanagementtoperform;監(jiān)控偏差Monitorperformanceandactswherethereisfailuretoachieveobjectives.評判高層管理者的績效JudgetheperformanceofTopmanagement,reward,punish,orreplacetheexecutives.董事會分析要點

Focusoftheboard’sanalysis(1)存在的理由WhyBoardsExist----法律要求Alegalmandate:atleastthreemembers;----內(nèi)在要求Internalcomplexityandexternalchanges;outsidersadvices;(2)董事會成員的資格QualificationsofDirectors----經(jīng)驗Experienceintheindustry;----政治和經(jīng)濟系統(tǒng)Economicalandpoliticalsystemofthecountry;----勇氣和客觀Courageandobjectivityinarticulatingviews;----判斷能力強Soundjudgment;----誠信Integrity;----時間充足Timeavailability;(3)董事會的責(zé)任BoardResponsibilities----保護(hù)成員利益Toprotecttheinterestsofthestockholders;----維護(hù)資產(chǎn)安全tosafeguardtheassets。(4)董事會的職能BoardFunctions(governancenotmanagement)治理非管理----決定執(zhí)行者Hiring,evaluating,replacingtheexecutives;----批準(zhǔn)高層人事RatifyingtheCEO’sselection;----政策的核準(zhǔn)Approving,modifyingorrejectingthepolicies;----薪酬水平Settingthesalarylevels;----通過審計保持連續(xù)性ensuringtheintegrityoftopmanagementthroughcontinuousauditing;---保障長遠(yuǎn)發(fā)展Assuringthelong-runsurvivalandsuccessoftheorganizationC.董事會的組成BoardComposition

(1)管理董事Managementdirectors:president,financeandmanufacturingdivision;(2)附屬董事Affiliatednon-managementdirectors:customer,creditor,investmentbanker.(3)獨立董事Independentdirectors:executivesofanotherorganizations,aprofessor,acommunityleader.(4)外部董事Outsidersoutnumberinsiders:----advantagesanddisadvantagesofInsiders;----advantagesanddisadvantagesofoutsiders;知識Knowledge溝通Communication時間的許可Availabilityoftimecontinuity+creation+objectivejudgment+experiences.D.董事會的類型TypesofBoards依法型Constitutionalboards:“small,new,lowtechnology,closelyownedfirms”橡皮圖章型Rubberstboards:a.sharetheexecutives’views,andb.notknownforcourage.監(jiān)控型Oversightboards:playanactiveroleinreviewing,approving,modifying,orrejectingmanagement’sdecisionsconcerningthecompany’smissions,objectives,strategies,andpolicies.刺激型Catalystboards:aninitiatorofaction,taketheleadingroleinestablishingandmodifyingthemission,objectives,strategy,andpolicies.

2.高層管理TheTopManagementA.CEO在管理中的重要性WhyCEO’sAnalysis(1)靈魂Thesouloftheorganization:shapingthestrategicdirection.(2)塑造特性moldingthecharacteroftheexecutiveteam.(3)樂隊指揮、戰(zhàn)地指揮官、球隊教練、船長likeanorchestraconductor,amilitaryfieldcommander,afootballcoach,ashipcaptain.B.如何分析HowtoanalyzeCEO?

(1)CEO的責(zé)任TheCEO’sresponsibilities----清晰內(nèi)部能力和外部變化Makesurethecapabilityandchanges;----明確事業(yè)范圍和目標(biāo)以及實現(xiàn)策略Definethebusinessandobjectivesandstrategiestoattainthoseobjectives;----創(chuàng)造氛圍Createtheconditionsnecessaryforsuccessfulimplementationofstrategies.----確定控制機制Establishaneffectivecontrolmechanism;----吸引和留住優(yōu)秀人才Attractandkeepthetalentexecutives;----權(quán)力和制度的有效傳達(dá)Power,institutionsfortransfersystem;----樹立良好的組織形象ProjectagoodOrganizationimage

(2)CEO的角色

TheCEO’sRoles----人際角色I(xiàn)nterpersonalroles:afigurehead,aleader,andaliaison;名譽領(lǐng)袖、領(lǐng)導(dǎo)者和聯(lián)絡(luò)者。----信息角色I(xiàn)nformationalroles:amonitor(internalandexternal),adisseminator,andaspokesperson;監(jiān)督者、傳播者、發(fā)言人。----決策角色Decisionalroles:anentrepreneur,adisturbancehandler,aresourceallocate,andanegotiator.創(chuàng)業(yè)者、危機處理者、資源分配者和協(xié)調(diào)者。E.CEO的決策風(fēng)格

TheCEO’sDecision-MakingStyle獨裁式AutocraticStyle----威權(quán)unilaterally.Authoritarian.----正式formalauthority----優(yōu)點是快速反應(yīng)quicklyadapttochangesintheexternalenvironments.-----缺點是maybringthepooranddevastating.(2)參與式ParticipativeStyle----咨詢consultwithsubordinates.Democratic.----優(yōu)點在于信息enoughinformation;----缺點是慢而不決mayslowandhardtogetagreement.

F.CEO的價值觀TheCEO’sValues

(1)價值要素ComponentsofValues----理論要素Theoreticalcomponent:empirical,criticalandrationalapproach.----經(jīng)濟要素Economicalcomponent:profit,thecreationofwealth.----美學(xué)要素Aestheticcomponent:formsymmetry,andharmony.----社會要素Socialcomponent:warmhumanrelations,lovekindness,sympathy,andunselfishness.----政治要素Politicalcomponent:Power,influence,andrecognition.----宗教要素Religiouscomponent:unityandthecreationoftheuniverseTheCEOspersonallywanttheorganizationtodoortobeII.事業(yè)層TheBusinessLevel中層、獨立的事業(yè)分部Middlelayer,StrategicBusinessUnits,Afreestandingbusiness分權(quán)運動SBU:1920-1960movementondivisionalizationanddecentralization.Theorganizationgrowth,diversity,andoverallcomplexity,semi-autonomousbusinesses.正式規(guī)劃1960s’formal(traditional)planning:overallpurposes,objectives,andenvironmentalassumptions.Overlyoptimisticorpessimistic,andprofitlessgrowth.通用的組合理論GE’sConcept:“portfolio”;uniquebusinessmissionorpurpose;haveidentifiablecompetitors,havemajorfunctions(production,financeetc.)（1）成本領(lǐng)先戰(zhàn)略

CostLeadership

擴張、嚴(yán)格控制、成本最小化Efficientfacilities,tightoverheadcontrol,costminimization.優(yōu)點：對競爭對手、購買方、供應(yīng)方在價格方面具有更高的討價還價能力。

缺點：技術(shù)變化的沖擊，競爭對手的模仿，忽視長遠(yuǎn)利益，局限于現(xiàn)有技術(shù)和戰(zhàn)略。

應(yīng)用：-需求彈性大，市場由價格競爭主導(dǎo)；-差別化不能為購買者帶來顯著利益；-大部分購買者對產(chǎn)品的使用了如指掌；

(2)差別化戰(zhàn)略

ProductDifferentiation品牌、技術(shù)、特性、客戶服務(wù)、分銷網(wǎng)絡(luò)Brandimage,technology,features,customerservices,dealernetwork優(yōu)點：品牌忠誠、利潤率高、進(jìn)入障礙Brandloyalty,profitmarginincrease,entrybarriers,bargainingpower缺點：高價格、多余功能和競爭者的模仿Customers’loss,competitors’imitation.應(yīng)用application--提供多種差別化方式Manyways,diverseneedsanduses;--用戶需求多樣化--采取差別化的競爭者不多Notmanyrivalfirmsarefollowingadifferentiationstrategy.(3)目標(biāo)專注策略Focus特定顧客、特定區(qū)域，特別產(chǎn)品Aspecialgroupofcustomers,anarrowgeographicarea,aparticularuseoftheproduct.Specializationleadstoproficiency優(yōu)點：開發(fā)特有的競爭對手難以模仿的技巧，新進(jìn)入者門檻高，客戶忠誠度高。+specialskills,entrybarriers,strongloyalty;缺點：競爭者使用替代品占領(lǐng)分市場，在市場容量小時失去競爭優(yōu)勢。應(yīng)用：--明顯需求差別和方式多樣化；--沒有競爭者進(jìn)入--組織的資源不允許擴展。請思考幾個相對應(yīng)的案例幼童—高成長低市場份額明星—高成長高市場份額需要持續(xù)的投資；金?！统砷L高份額，減少投資；瘦狗—低成長低份額，撤退。黑馬—為嚴(yán)重智力殘疾提供生活自理技能；坐鴨—道路安全計劃怒虎—關(guān)心少數(shù)民族教育睡狗—愛滋病的投資III.職能層TheFunctionalLevel1.市場營銷Marketing(ProductandServices)

(1)產(chǎn)品和服務(wù)Products:ideas,services,merchandise.----范圍thebreadthofproductionline;----質(zhì)量thequalitylevel.(2)市場研究MarketingResearch:customerneeds,values,buyinghabits,marketcharacteristics,growthpotentials,newproductacceptance,competitiveproducts.(3)目標(biāo)市場Targetmarket:undifferentiatedmarketing,concentratedmarketing,differentiatedmarketing.(4)市場容量Salesvolume:(5)市場份額Marketshare:(6)定價Pricing:(7)分銷Distribution(8)廣告Advertising(9)促銷Promotion2.生產(chǎn)Production(1)地點Locationoffacilities(2)更新Newnessoffacilities(3)布局Layoutoffacilities(4)質(zhì)量控制Qualitycontrol----Function;Reliability,AestheticsandSafety.(5)生產(chǎn)能力Productioncapacity(6)庫存能力Inventory3.研究與發(fā)展

ResearchandDevelopment(1)集中Focus:Basicandapplied.(2)態(tài)勢Posture:----革新Innovative:offensivelong-term;----保護(hù)Protective:defensive;Catch-upandcombination.(3)預(yù)算Budget:9%--0.8%;5.公共事務(wù)PublicAffairsConcepts:communityaffairs,communityrelations,externalaffairs,externalcommunications,publicrelations.Functions:ethics,socialresponsibility,crisismanagement.(1)倫理Ethics:perceptualdifference,competitivepressureandpsychologicaldisorders.(2)社會責(zé)任Socialresponsibility:financialcontribution;(3)危機管理CrisisManagement6.財務(wù)Finance/Accounting(1)現(xiàn)金ManagementofCash(2)庫存ManagementofInventory(3)ManagementofAccountsReceivable(4)ManagementofTotalAssets(5)ManagementofDebts(6)CapitalBudgetingIV.信息收集方法

Information-gatheringTools1.個人聯(lián)絡(luò)PersonalContacts:informalinterpersonalinteractions.2.觀察Observation:openanddisguised3.訪談和調(diào)查InterviewsandSurveyQuestionnaires4.報告Reports二、外部環(huán)境分析ExternalAnalysis內(nèi)外分析是一個硬幣的正反兩面，缺一不可。Gatheringandexamininginformationontheforces.外部環(huán)境的變化多端，反應(yīng)緩慢帶來災(zāi)難。Long-termhealth,short-termsurprise.1、特定環(huán)境Taskenvironment:immediateoroperating;inbothdirection;influenceandareinfluenced2、一般環(huán)境Generalenvironment:Influencebutarenotbeinfluencedbytheorganization.1、特定環(huán)境分析

TheTaskEnvironmentalAnalysis(3)供應(yīng)者分析Suppli