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企业战略管理5.ppt
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企业战略管理5.ppt介绍

U51050Strategic ManagementU51050 战略管理 Module 5: 第 5 章 Strategies in Action 战略行动 Long Term Objectives 长期目标 Comprehensive Strategic Management Model 综合战略管理模型 Strategies in Action	  战略行动 “ Planning. Doing things today to make us better tomorrow. Because the future belongs to those who make tough decisions today.” “ 计划,今天所做的事情是为了我们有更好的明天。因为未来属于那些在今天作出艰难的决定的人们。” —Eaton Corporation— Session Objectives 章节目标 Describe types & forms of strategy 	 描述战略的类型和形式 Introduce key elements 	 介绍要素 Identify the development of strategy paradigms 	 确定战略范例的制定 Introduce experts in strategy formation 	 介绍战略制定专家 Exercise 1  练习1 How does your company use strategic management? 	 你的公司是如何运用战略管理的? Could it be used for greater strategic advantage? 	 它能否被用来取得更大的战略优势? Give an example of how this could occur, sharing your thinking with your group/best idea with the class! 	 举例说明如何才能使之发生,和你的小组成员分享你的想法/向全班讲述你的最佳想法! Traditional Perspective 传统的观点 Successful strategy is deliberately planned & executed 	 成功的战略是要精心计划和执行的 Implementation secured by detailing work to be done 	 实施是通过做详细的工作来保证的 Action planning, assigning responsibility to managers & other key players, ensuring accountability, & giving focus to the business 	 行动计划制定、将任务分配给管理者和其他主要参与者,确保责任并确定业务重点 Planning encourages long term thinking & commitment 	 计划鼓励长期的思维和投入 Incremental Perspective 渐进观点 Planners faith in formal processes counterproductive 	 计划者对达不到预期目标的正式流程的信心 Incremental perspective argues new strategies emerge over time, learning by doing, blending initiatives into a coherent pattern of activities 	 逐渐增长的观点认为随着时间的推移,新的战略还会出现,在实践中学习,将主动性结合到活动的一种协调的模式当中去 Luck and timing also play a role! 	 运气和时机也很重要! Strategy formation involves making sense & experimenting with new ideas 	 战略制定包括了使其合理化和对新想法的进行试验  Quinn’s Incrementalism Research Quinn 的渐进主义研究 Quinn studied changes in 10 major companies 	 Quinn 研究在10家大型公司中的变革 Refutes traditional analytical planning 	 对传统的分析性计划制定进行了反驳 Planning typically fragmented, evolutionary, intuitive 	 典型的计划应该是分段的、会逐步进化的、凭直觉的 Importance of organisational & power behavioural factors 	 组织和权力行为因素的重要性 Quinn- critical success  Quinn- 关键成功 Overall organisational structure or basic management style is key 	 总体的组织结构或基本的管理风格是很关键的 International & global relationships 	 国际性和全球性的关系 Innovation & growth capabilities 	 创新和发展的能力 Work relationships & social values 	 工作关系和社会价值  Need for Traditional Planning 传统计划制定需要的内容 What sorts of planning & plans do organisations need? 	 什么样的计划制定和计划是组织需要的? Which organisational activities benefit from plans & why? 	 有哪些组织活动可以从计划中获益,为什么? Critical planning questions include 	 关键性计划制定问题包括: direction or latitude?		 方向或范围? commitment or flexibility?	 投入或灵活性? coordination or autonomy?	 协调或自治? formal or informal processes?	 正式或非正式的流程? differentiated or integrated tasks?…			  差异化任务或整合性任务:…… Mintzberg Fall & Rise of Strategic Planning 明茨伯格的《公司战略计划--大败局的分析》 Strategy can start with line managers 	 战略可以从生产线经理开始 Planners and consultants can assist 	 计划制定者和顾问可以从旁协助 Business needs to understand difference between strategic thinking & planning 	 公司需要理解战略性思维和计划制定之间的差异 Most successful strategies are visions not plans, integrating soft & hard data into a vision for business development 	 最成功的战略是愿景而非计划、将软件和硬件方面的数据整合到一个愿景当中去,来为公司寻求发展 Mintzberg 2 明茨伯格2 Important difference b/w strategic thinking & planning 	 战略思维和计划制定中的重要差异 Planning, plans & planners 	 计划制定、计划和计划制定者 Planning as strategic programming 	 计划制定就如同战略设计规划 Planning to communicate, shape & control 	 通过制定计划来进行沟通、塑造和控制 Planners as strategy finders, analysts & catalysts	 	 计划者就如同战略的发现者、分析者和催化剂 Strategies in Action 战略行动 Why strategic planning… 为什么有战略性计划制定……  Quest for higher revenues and profits 	 要求更高的收入和利润 Competitive advantage 竞争优势 Business reputation & corporate citizenship 	 公司的声誉和企业的权力和义务 Sustainability as business driver 	 可持续发展是公司的驱动因素 TBL and Green Business reputation 	 三条底线和绿色企业声誉 			 Strategies in Action 战略行动 Timelines for Planning: 计划制定的时间线: Results expected from pursuing strategies 	 来自追求战略的预期结果 Long Term time frame —2 to 5 plus years 	 长期时间框架-2到5年或5年以上 North American nor Asian model 	 既不是北美模式也不是亚洲模式  Question: Is 5 years long enough? 问题:5年够不够长? Strategies in Action 战略行动 Nature of Objectives	 目标的性质  Outputs and outcomes 	 产出和结果 Quantitative and qualitative measures 	 定量和定性的衡量标准 Measurable & operational	 可衡量的和可操作的 Realistic			 具有现实意义的 Understandable		 可理解的 Integrated			 整合的/一致的 Do-able!			 可实行的	 Strategies in Action 战略行动 Focus of Objectives 目标的重点  Growth in assets		 资产的增长 Growth in sales		 销售额的增长 Profitability			 盈利能力 Market share		 市场份额 Diversification		 多元化 Integration			 整合性 Social responsibility	 社会责任 Strategies in Action 战略行动 Objectives link strategy to operations: 目标把战略和运作联系起来:  Designing and managing work	 对工作进行设计和管理 Organizing activities			 组织活动 Managing new businesses		 管理新的业务 Providing direction			 指明方向 Organizational synergy		 组织的协同效应 Standards for evaluation		 评价的标准 	 Strategies in Action 战略行动  Problems & Pitfalls		 问题和缺陷 Strategists should avoid: 战略制定者应该避免: Managing by extrapolation 	 用推断的方式来进行管理 “If it isn’t broken, don’t fix it” 	“ 如果它还没坏,就不要修它” Exercise 2	 练习2 How can Strategic Management develop your market share and assist in designing and managing work?  	 战略管理如何能拓展你的市场份额和帮助你设计和管理工作? Share examples within your group and report one finding to the class 	 和你的小组成员分享例子并向全班汇报一个讨论成果 Strategies in Action 战略行动  Strategists should avoid: 战略制定者应该避免: Managing by crisis 	 通过危机来进行管理 Reactive vs. proactive 	 被动的和主动的 Strategies in Action 战略行动  Strategists should also avoid: 战略制定者应该避免:  Managing by ‘subjective’: 	 通过“主观意愿”进行管理: The ‘Mystery’ approach 	“ 神秘的”決策法 Subordinates are left to figure out what is happening and why 	 让下属去弄清楚发生了什么事以及为什么会发生这样的事 Strategies in Action 战略行动管理  Strategists should avoid: 战略制定者应该避免: Managing by hope: 	 通过希望来管理: Good times are just around the corner… 	 好日子就快到了…… Strategies in Action 战略行动 Strategists should also avoid: 	 战略制定者应该能够避免: Replacing management by authority with ‘laissez faire’ management 	 用权力管理来取代“放任自由”式的管理 Exercise 3	 练习3 Which of these happen in your workplace? Analyse why, and how it could be managed differently? 	 上述内容哪些在你的工作环境中发生过?分析为什么、以及可以怎样通过不同的方式来进行管理? Share your insights with the class 	 将你所洞悉的情况和全班分享  Strategic Models 战略模型 Vertical integration strategies: 纵向一体化战略: Forward		 前向 Backward	 后向 Horizontal	 横向 Strategies in Action 战略行动 Guidelines for Forward Integration 前向一体化的指导方针 Present distributors expensive, unreliable, or incapable of meeting firm’s needs 	现有的分销商要价过高,不可靠、或者不能满足企业的需要 Availability of quality distributors limited 	 找到高素质的分销商的机会有限 When compete in an industry that is expected to grow markedly 	 当(企业)是在一个预期发展明显的行业中竞争的时候  Strategies in Action 战略行动 Guidelines for Backward Integration 后向一体化的指导方针 When present suppliers expensive, unreliable, or incapable of meeting needs 	 当现有的供应商要价过高、不可靠、或者不能满足需要的时候 Number of suppliers small and number of competitors large 	 供应商的数量少而竞争对手的数量多 High growth in industry sector 	 该行业处于一种高增长的态势 Strategies in Action 战略行动 Guidelines for Horizontal Integration 横向一体化的指导方针 Firm can gain monopolistic characteristics without government challenge 	 企业可以得到垄断的特征而没有受到政府的制约 Competes in growing industry 	 在成长中的行业里竞争 Increased economies of scale provide major competitive advantages 	 增长的规模经济提供了主要的竞争优势 Strategies in Action 战略行动 Guidelines for Market Penetration 市场渗透中的指导方针 Current markets not saturated 	 当前市场未达到饱和 Usage rate of present customers can be increased significantly 	 现有客户的使用率可以大幅度提高 Market shares of competitors declining while total industry sales increasing 整个行业销售额的上升时而竞争对手的市场份额在下降 Strategies in Action 战略行动 Guidelines for Market Development 市场开发的指导方针 New channels of distribution reliable, inexpensive, and good quality 	 新的分销渠道,可靠、费用低,而且质量高 Business is very successful at what it does 	 该公司在其所经营的领域中非常成功 Untapped or unsaturated markets 	 未曾开拓或尚未饱和的市场  Strategies in Action 战略行动 Guidelines for Product Development 产品开发的指导方针 Products in maturity stage of life cycle 	 产品处于生命周期的成熟阶段 Competes in industry characterized by rapid technological developments 	 在科技快速发展的行业中竞争 Major competitors offer better-quality products at comparable prices 	 主要竞争对手以可比价格提供质量更好的产品  Strategies in Action 战略行动 Guidelines for Concentric Diversification 集中式多元经营战略的指导方针  Competes in no- or slow-growth industry 	 在一个零增长或增长缓慢的产业中竞争 Adding new & related products increases sales of current products 	 增加新的、有相关性的产品来提升现有产品的销售额 New & related products offered at competitive prices 	 以具有竞争力的价格提供新的、相关的产品  Strategies in Action 战略行动 Guidelines for Conglomerate Diversification 混合式多元经营的指导方针  Declining annual sales and profits 	 年销售额和利润正在下降 Capital and managerial talent to compete successfully in a new industry 	 在新的行业里成功竞争所需的资本和管理人才 Financial synergy between the acquired and acquiring firms 	 收购和被收购公司之间在资金上的融合  Strategies in Action 战略行动 Guidelines for Horizontal Diversification 横向多元经营的指导方针 Revenues from current products/services would increase significantly by adding new unrelated products 	 来自现有产品/服务的收入将通过增加新的、不相关的产品而得到大幅度的增加 Highly competitive or no-growth industry with low margins and returns 	 处于高度竞争的和停止增长的行业,利润和回报都很低 Strategies in Action 战略行动 Guidelines for Joint Venture 合资企业的指导方针 Combination of privately held and publicly held can be synergistically combined 	 私营和公众公司组建合资企业 Domestic forms joint venture with foreign firm, can obtain local management to reduce certain risks 	 国内企业和外国公司合资的形式,可以通过纳用本地管理人员来减少某些风险 Distinctive competencies of two or more firms are complementary 	 两家或两家以上的公司可以很好地进行优势互补  Strategies in Action 战略行动 Guidelines for Retrenchment 收缩的指导方针 Business has failed to meet its objectives and goals consistently over time but has distinctive competencies 	 公司具有专有能力,却不能随着时间的推移持续的实现其目标 Is one of the weaker competitors 	 该公司属于较弱的竞争者之一 Inefficiency, low profitability, poor employee morale, and pressure from stockholders to improve performance. 	 低效率、低盈利、员工士气低落、并曾受股东要求提高业绩的压力等 Strategies in Action 战略行动 Guidelines for Divestiture 剥离的指导方针 When business has pursued retrenchment but failed to attain needed improvements 	 当企业采取了收缩战略却无法获得所需要的提高时 When a division needs more resources than the firm can provide 	 当一个分公司需要的资源超出了公司的提供能力时 When a division is responsible for the firm’s overall poor performance 	 当一个分公司失利使公司的整体业绩不佳时  Strategies in Action 战略行动 Guidelines for Liquidation 清算的指导方针 When retrenchment and divestiture have been pursued unsuccessfully 	 当收缩和剥离的战略都没能获得成功的时候 If the only alternative is bankruptcy, liquidation an orderly alternative 	 如果公司除清算外,唯一的选择就是宣布破产时, When stockholders can minimize losses by selling the firm’s assets 	 当股东可通过卖出公司的资产而将损失降到最小时 Exercise 4	 练习4 You are a manager in the construction industry and your business is being privatised 	 你是一个从事建筑行业的经理人,你的企业正在被私有化。 Which of Porter’s strategies might assist you to manage the transition effectively? 	 波特的哪一种战略可能帮助你有效地处理这一转变? Share your group’s best idea with the class 	 将你的小组的最佳想法和全班分享 Strategies in Action 战略行动 Intensive Strategies	 加强型战略  Market penetration 	 市场渗透 Market development 	 市场开发 Product development 	 产品开发  Strategies in Action 战略行动 Defined 定义  Seeking increased market share for present products or services in present markets 	 为当前的产品或服务在当前的市场中寻求增长的市场份额  Example 例子  Ameritrade, the on-line broker, tripled its annual advertising expenditures to $200 million to convince people they can make their own investment decisions. 	 Ameritrade, 网上代理商,将其年度广告费用翻了三番,达到2亿美元,来让人们相信他们可以自己做投资决策。 	 Market Penetration 市场渗透 Strategies in Action 战略行动 Defined	 定义  Introducing present products or services into new area 	 向新市场引入当前的产品或服务 Example 例子  Britain’s leading supplier of buses, Henlys PLC, acquires Blue Bird Corp. North America’s leading school bus maker. 	 英国公交车供应商中的行业领导者 Henlys PLC 收购了蓝鸟公司。该公司是北美的校车制造商的领导者。 Market Development 市场开发 Strategies in Action 战略行动 Defined	 定义  Seeking increased sales by improving present products or developing new ones  	通过提高现有的产品或改善新产品来增加销售额  Example 例子  Apple developed the G4 chip that runs at 500 megahertz. 	 苹果电脑开发出 G4 芯片,其运行速度是 500 兆。  Product Development 产品开发 Strategies in Action 战略行动 Diversification Strategies 多元化经营战略  Concentric diversification 	 集中化多元经营 Conglomerate diversification 	 混合式多元经营 Horizontal diversification 	 横向多元经营  Strategies in Action 战略行动 Defined	 定义  Adding new, but related, products or services 	 增加新的、但相关的产品或服务  Example	 例子  National Westminister Bank PLC in Britain bought the leading British insurance company, Legal & General Group PLC. 	 威斯敏斯特银行在英国收购了保险业中的龙头企业, Legal & General 集团公司 Concentric Diversification 集中式多元经营 Strategies in Action 战略行动 Defined 定义  Adding new, unrelated products or services 	 增加新的、不相关的产品或服务  Example 例子  H&R Block, the top tax preparation agency, said it will buy discount stock brokerage Olde Financial for $850 million in cash. 	 H&R Block, 顶级的税务代理公司,宣称它将以8亿5千万美元的价格买下折扣股经纪公司 Olde Financial Conglomerate Diversification 混合式的多元经营 Strategies in Action 战略行动 Defined	 定义  Adding new, unrelated products for present customers 	 为现有顾客增加新的、没有相关性的产品 Example 例子  New York Yankees baseball team are merging with New Jersey Nets basketball team. 	 纽约 Yankees 棒球队正在兼并新泽西 Nets 篮球球队。 Horizontal Diversification 横向多元化 Strategies in Action 战略行动 Defensive Strategies 防御型战略  Joint venture	 合资企业 Retrenchment	 收缩 Divestiture	 剥离 Liquidation	 清算  Strategies in Action 战略行动 Defined	 定义  Two or more sponsoring firms forming a separate organization for cooperative purposes 	 两个或以上的公司为了合作的目的成立一个独立的组织 Example 例子  Lucent Technologies and Philips Electronic NV form Philips Consumer Communications to make and sell telephones. 	 Lucent 技术公司和菲利浦电器公司成立了菲利浦消费者沟通公司来制造和销售电话。 Joint Venture 合资企业 Strategies in Action 战略行动 Defined	 定义  Regrouping through cost and asset reduction 	 通过减少成本资产来进行重组  Example 例子  Singer sewing machine company, declared bankruptcy. 	 Singer sewing 机械公司宣布破产。 Retrenchment 收缩 Strategies in Action 战略行动 Defined 定义  Selling a division 	 卖出一个分公司 Example 例子  Harcourt General, large US publisher, sells Neiman Marcus division. 	 Harcourt General, 大型的美国出版商,卖掉了 Neiman Marcus 分公司。 Divestiture 剥离 Strategies in Action 战略行动 Defined	 定义  Selling a company’s assets, in parts 	 将公司的资产分块售出 Example 例子  Ribol sold its assets and ceased business. 	 Ribol 卖出了它的资产并结束该公司的经营。 Liquidation 清算 *  2001 Prentice Hall Vision & Mission Statements 愿景和使命 陈述 Chapter 2 External Audit 外部分析 Chapter 3 Internal Audit 内部分析  Chapter 4 Long Term Objectives 长期目标 Chapter 5 Generate, Evaluate, Select Strategies 制定、评价和 选择战略 Chapter 6 Implement Strategies: Mgmt Issues 战略实施: 管理问题 Chapter 7 Implement Strategies: Marketing, Fin/Acct, R&D, CIS 战略实施: 市场营销、 财务/会计、 调研和计算 机信息系统 Chapter 8 Measure & Evaluate Performance 度量和评价 绩效 Chapter 9 Strategic Models 战略模型 Porter’s Growth Strategies 波特的增长战略 Vertical Integration Strategies 	 纵向一体化战略 Intensive Strategies 	 加强型战略 Diversification Strategies 	 多元经营战略 Defensive Strategies 	 防御型战略  Growth Strategies in Action 行动中的增长战略 Defined	 定义 Gaining ownership or increased control over distributors or retailers 	 获得分销商或零售商的所有权或增加对它们控制 	 Example	 例子  General Motors is acquiring 10% of its dealers. 	 通用汽车正在收购其10%的经销商。  Forward Integration 前向一体化 Strategies in Action 战略行动 Defined	 定义  Seeking ownership or increased control of a firm’s suppliers 	 寻求供应商的所有权或提高对企业的控制 Example	 例子  Motel 8 acquired a furniture manufacturer. 	 	 Motel 8 收购了一家家具制造商。  Backward Integration 后向一体化 Strategies in Action 战略行动 Defined	 定义  Seeking ownership or increased control over competitors 	 寻求所有权或增加对竞争对手的控制 Example	 例子  Hilton recently acquired Promus. 	 Hilton 最近收购了 Promus  Horizontal Integration 横向一体化 * *  * * *  2001 Prentice Hall 

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