英语战略分析.ppt

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Ch 6-,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,copyright Cui,Shijuan,*,Chapter 6,战略分析与选择,Strategic Management:Concepts&Cases,8,th,Edition,Fred David,1,Chapter Outline,The Nature of Strategy&Choice,A Comprehensive Strategy-Formulation Framework,The Input Stage,2,Chapter Outline(,contd,),The Matching Stage,The Decision Stage,3,-,Establishing long-term objectives,-Generating alternative strategies,-Selecting strategies to pursue,-Best alternative-achieve mission&objectives,Nature of Strategy Analysis&Choice,Strategy Analysis&Choice,4,Vision,Mission,Objectives,External audit,Internal audit,Past successful strategies,Strategy Analysis&Choice,Alternative Strategies Derive From-,5,Strategy Analysis&Choice,Generating Alternatives-,Participation in generating alternative strategies should be as broad as possible,6,战略制定综合框架,Stage 1:,输入阶段,Stage 2:,匹配阶段,Stage 3:,决策阶段,7,战略制定综合框架,Internal Factor EvaluationMatrix(IFE),External Factor EvaluationMatrix(EFE),Competitive Profile Matrix(CPM),Stage 1:,输入阶段,8,Stage 1:The Input Stage,Basic input information for the matching&decision stage matrices,Requires strategists to quantify subjectivity early in the process,Good intuitive judgment always needed,9,战略制定综合框架,SWOT Matrix,SPACE Matrix,BCG Matrix,IE Matrix,Grand Strategy Matrix,Stage 2:,匹配阶段,10,Stage 2:The Matching Stage,Match between organizations internal resources&skills and the opportunities&risks created by its external factors,11,Stage 2:The Matching Stage,Strengths,Weaknesses,Opportunities,Threats,SWOT Matrix,12,SWOT Matrix,Strengths-Opportunities,(SO),Weaknesses-Opportunities,(WO),Strengths-Threats,(ST),Weaknesses-Threats,(WT),Four Types of Strategies,13,SO,Strategies利用优势,来把握机会,SO,Strategies,StrengthsWeaknessesOpportunities,ThreatsSWOT,14,WO,Strategies,利用机会,克服劣势,WO,Strategies,StrengthsWeaknessesOpportunities,ThreatsSWOT,15,ST,Strategies,利用优势,回避威胁,ST,Strategies,StrengthsWeaknessesOpportunities,ThreatsSWOT,16,WT,Strategies,将劣势降到最小,并避免威胁,WT,Strategies,StrengthsWeaknessesOpportunities,ThreatsSWOT,17,SWOT Matrix,Developing the SWOT,List firms key internal,Strengths,List firms key internal,Weaknesses,List firms key external,Opportunities,List firms key external,Threats,18,家乐福在亚太市场的,SWOT,19,SWOT Matrix,Leave Blank,Strengths,S,List Strengths,Weaknesses,W,List Weaknesses,Opportunities,O,List Opportunities,SO,Strategies,Use strengths to take advantage of opportunities,WO,Strategies,Overcoming weaknesses by taking advantage of opportunities,Threats,T,List Threats,ST,Strategies,Use strengths to avoid threats,WT,Strategies,Minimize weaknesses and avoid threats,20,图,SWOT,分析矩阵,外,部,环,境,内部环境,长处,S,：,S,1,S,2,S,3,弱点,W,W,1,W,2,W,3,机会,O,：,O,1,O,2,O,3,SO,组合方案：,（,1,）,O,1,S,1,S,2,（,2,）,O,2,S,1,S,3,（,3,）,O,3,S,3,WO,组合方案：,（,1,）,O,1,W,1,（,2,）,O,2,W,2,W,3,威胁,T,：,T,1,T,2,T,3,ST,组合方案：,（,1,）,T,1,T,2,S,1,S,2,（,2,）,T,2,T,3,S,1,S,2,（,3,）,T,3,S,1,WT,组合方案：,（,1,）,T,2,W,1,21,S W,O T,优势,S,S1,：,地理位置优越，是天然渔港,S2,：,有一个坚强、有魄力的领导班子,S3,：,有融资信誉,弱势,W,W1,：,近海渔业资源枯竭,W2,：,渔轮设备陈旧,W3,：,单一捕捞经营,W4,：,经济效益差,机会,O,O1,：,国际国内市场对渔产品需求大,O2,：,公海渔业资源丰裕,O3,：,渔产品深加工可带来高附加值,O4,：,渔港若停大船可变商港,S O,战略,1,、投资建设深水码头，建国内大渔港城（,O 2,、,O4,、,S 1,、,S 3,）,2,、,前向一体化，资源深加工（,O1,、,O3,、,O 4,、,S 3,）,W O,战略,1,、组织远洋船队挺进白令公海（,O1,O2,、,W 1,、,W2,、,W 3,、,W 4,）,2,、,发展创汇渔业（,O1,、,O2,、,W 3,、,W 4,）,3,、,合资合作开发渔产品（,O3,、,W 3,）,威胁,T,T1,：,公海环境险恶，风险较大,T2,：,与美、日、波兰、前苏联等捕捞船队竞争,T3,：,我方不熟悉国际商法,S T,战略,1,、科学论证、果断决策、采取对策、降低风险（,S2,、,S3,、,T1,、,T2,、,T3,）,W T,战略,22,Limitations with SWOT Matrix,不能显示出企业如何获得竞争优势,只提供静态的评估,可能会使公司过分强调某一个外部或内部因素,23,Strategy-Formulation Analytical Framework,SWOT Matrix,SPACE Matrix,BCG Matrix,IE Matrix,Grand Strategy Matrix,Stage 2:,匹配阶段,24,SPACE Matrix,Strategic Position&Action Evaluation Matrix,进攻型,保守型,防御型,竞争型,25,SPACE Matrix,Two Internal Dimensions,Financial Strength,(FS),Competitive Advantage,(CA),26,SPACE Matrix,Two External Dimensions,Environmental Stability,(ES),Industry Strength,(IS),27,SPACE Factors,Environmental Stability(ES),Technological changes,Rate of inflation,Demand variability,Price range of competing products,Barriers to entry,Competitive pressure,Price elasticity of demand,Ease of exit from market Risk involved in business,Financial Strength(FS),Return on investment,Leverage,Liquidity,Working capital,Cash flow,External Strategic Position,Internal Strategic Position,28,SPACE Factors,Industry Strength(IS),Growth potential,Profit potential,Financial stability,Technological know-how,Resource utilization,Ease of entry into market,Productivity,capacity utilization,Competitive Advantage CA,Market share,Product quality,Product life cycle,Customer loyalty,Competitions capacity utilization,Technological know-how,Control over suppliers&distributors,External Strategic Position,Internal Strategic Position,29,Steps to Developing a SPACE Matrix,Select a set of variables to define FS,CA,ES,&IS,Assign a numerical value:,From+1 to+6 to each FS&IS dimension,From-1 to-6 to each ES&CA dimension,Compute an average score for each FS,CA,ES,&IS,30,Steps to Developing a SPACE Matrix,Plot the average score on the appropriate axis,Add the two scores on the x-axis and plot the point.Add the two scores on the y-axis and plot the point.Plot the intersection of the new xy point,Draw a directional vector from the origin through the new intersection point.,31,SPACE Matrix,FS,+6,+1,+5,+4,+3,+2,-6,-5,-43,-2,-1,-6,-5,-4,-3,-2,-1,+1,+2,+3,+4,+5,+6,ES,CA,IS,保守型,进攻型,防御型,竞争型,32,Strategy-Formulation Analytical Framework,SWOT Matrix,SPACE Matrix,BCG Matrix,IE Matrix,Grand Strategy Matrix,Stage 2:,匹配阶段,33,BCG Matrix,Boston Consulting Group Matrix,Enhances multi-divisional firm in formulating strategies,Autonomous divisions=business portfolio,Divisions may compete in different industries,Focus on market-share position&industry growth rate,34,BCG Matrix,Relative Market Share Position,Ratio of a divisions own market share in an industry to the market share held by the largest rival firm in that industry,35,BCG Matrix,Dogs,IV,Cash Cows,III,Question Marks,I,Stars,II,Relative Market Share Position,High,1.0,Medium,.50,Low,0.0,Industry Sales Growth Rate,High,+20,Low,-20,Medium,0,36,BCG Matrix,Question Marks,Low relative market share compete in high-growth industry,Cash needs are high,Case generation is low,Decision to strengthen(intensive strategies)or divest,37,BCG Matrix,Stars,High relative market share and high growth rate,Best long-run opportunities for growth&profitability,Substantial investment to maintain or strengthen dominant position,Integration strategies,intensive strategies,joint ventures,38,BCG Matrix,Cash Cows,High relative market share,competes in low-growth industry,Generate cash in excess of their needs,Milked for other purposes,Maintain strong position as long as possible,Product development,concentric diversification,If weakensretrenchment or divestiture,39,BCG MatrixDogs,Low relative market share&compete in slow or no market growth,Weak internal&external position,Liquidation,divestiture,retrenchment,40,1.,2.,3.,4.,关键在于各部分业务组合的有机匹配与长短期盈利性的平衡。,明星,问题,瘦狗,金牛,行业销售增长率,高,+20%,中,10%,低,-20%,在行业中相对市场份额地位,高,2,中,1,低,0.5,BCG Matrix,41,一家公司,三个经营领域为普通自行车、山地自行车和玩具自行车，数据如下：,BCG Matrix,42,普通,相对市场份额,高 低,市场增长率,高,低,明星,问号,现金牛,狗,玩,具,山地,BCG Matrix,43,高,销,售,赠,长,率,低,高,市场占有率,低,明星产品,?,问题产品,$,金牛产品,狗类产品,饼,干,糖,果,雪,糕,月,饼,酒,店,餐,厅,健,康,食,品,代,理,面,包,嘉顿公司业务项目,整顿结果：发展,(Develop):,维持,(Hold):,(,建议策略,),收割,(Harvest):,放弃,(Divest):,香港嘉顿公司产品整顿案例,44,Strategy-Formulation Analytical Framework,SWOT MatrixSPACE Matrix,BCG,Matrix,IE,Matrix,Grand Strategy Matrix,Stage 2:,匹配阶段,45,The Internal-External Matrix,Positions an organizations various divisions in a nine-cell display,Similar to BCG Matrix except the IE Matrix:,Requires more information about the divisions,Strategic implications of each matrix are different,46,47,行业吸引力,市场容量,增长率,收益水平,竞争强度,季节性波动,周期性波动,技术与资本需求,社会影响,法律法规,环境保护的限制,机遇和威胁,进入和退出障碍,强,中,弱,竞争能力（相对竞争地位）,市场份额 相对成本水平,核心竞争力 知识,相对于竞争对手的利润水平 技术能力,价格,/,服务竞争能力 管理才干,强 中 弱,发展,选择,撤退,业务组合管理：,GE,矩阵,48,IE Matrix,Based on two key dimensions,The IFE total weighted scores on the x-axis,The EFE total weighted scores on the y-axis,Divided into three major regions,Grow and build Cells I,II,or IV,Hold and maintain Cells III,V,or VII,Harvest or divest Cells VI,VIII,or IX,49,50,Strategy-Formulation Analytical Framework,SPACE Matrix,BCG Matrix,IE Matrix,Stage 2:,匹配阶段,SWOT Matrix,Grand Strategy Matrix,51,Grand Strategy Matrix,（,大战略矩阵,）,Tool for formulating alternative strategies,Based on two dimensions,竞争地位,市场增长,52,Quadrant IV,Concentric diversification,Horizontal diversification,Conglomerate diversification,Joint ventures,Quadrant III,Retrenchment,Concentric diversification,Horizontal diversification,Conglomerate diversification,Liquidation,Quadrant I,Market development,Market penetration,Product development,Forward integration,Backward integration,Horizontal integration,Concentric diversification,Quadrant II,Market development,Market penetration,Product development,Horizontal integration,Divestiture,Liquidation,RAPID MARKET GROWTH,SLOW MARKET GROWTH,WEAK,COMPETITIVE,POSITION,STRONG,COMPETITIVE,POSITION,53,Grand Strategy Matrix,Excellent strategic position,Concentration on current markets/products,Take risks aggressively when necessary,第一象限,54,Grand Strategy Matrix,Evaluate present approach,How to improve competitiveness,Rapid market growth requires intensive strategy,第二象限,55,Grand Strategy Matrix,Compete in slow-growth industries,Weak competitive position,Drastic changes quickly,Cost&asset reduction(retrenchment),象限,III,56,Grand Strategy Matrix,Strong competitive position,Slow-growth industry,Diversification to more promising growth areas,象限,IV,57,Strategy-Formulation Analytical Framework,Stage 3:,决策阶段,Quantitative StrategicPlanning Matrix(QSPM),58,QSPM,Technique designed to determine the relative attractiveness of feasible alternative actions,Quantitative Strategic Planning Matrix,59,QSPM,Key Internal Factors,Management,Marketing,Finance/Accounting,Production/Operations,Research and Development,Computer Information Systems,Strategy 3,Strategy 2,Strategy 1,Weight,Key External Factors,Economy,Political/Legal/Governmental,Social/Cultural/Demographic/Environmental,Technological,Competitive,Strategic Alternatives,60,Steps to Develop a QSPM,左栏列示公司关键机会与威胁和内部优势与劣势,给出每个关键外部及内部要素的权数,检查匹配阶段的矩阵，确定企业应当考虑实施的备选战略方案，将这些方案填入矩阵的顶行中,61,Steps to Develop a QSPM,确定吸引力评分,计算吸引力总评分,（,TAS,）,计算吸引力总评分合计数,（,STAS,）,62,QSPM,要求进行直觉性判断和给出理性假设,取决于先前的信息输入和匹配结果,Limitations,63,QSPM,决策过程中综合考虑内外因素,一组战略可以一次或者同时被考察,Advantages,64,