第3講：戰略與計劃成功戰略Long-term,simpleandagreed目標Profoundunderstandingofthecompetitiveenvironment競爭環境Objectiveappraisalofresources資源I成功戰略的基本要素有效的戰略實施戰略的特征Important.Involveasignificantcommitmentofresources.Noteasilyreversible.TheBasicFramework

Strategy:theLinkbetweentheFirmanditsEnvironment

企業：Goals&ValuesResources&CapabilitiesStructure&Systems行業環境：CompetitorsCustomersSuppliersSTRATEGY戰略戰略:是設計還是過程?設計PlanningandrationalchoiceINTENDEDSTRATEGYManydecisionmakersrespondingtomultitudeofexternalandinternalforces切實可行的戰略EMERGENTSTRATEGY過程Mintzberg’sCritiqueofFormalStrategicPlanning:Thefallacyofprediction–

thefutureisunknownThefallacyofdetachment--impossibletodivorceformulationfromimplementationThefallacyofformalization--inhibitsflexibility,spontaneity,intuitionand

learning.行業分析ProfitabilityofUSIndustries,1985-97產業結構的區分ConcentrationEntryandExitBarriersProductDifferentiationInformationPerfectCompetitionMonopolisticcompetitionMonopolyManyfirmsAfewfirmsTwofirmsOnefirmNobarriersSignificantbarriersHighbarriersHomogeneousProductPotentialforproductdifferentiationPerfectInformationflowImperfectavailabilityofinformationOligopolySUPPLIERSPOTENTIALENTRANTSSUBSTITUTESBUYERSINDUSTRYCOMPETITORSRivalryamongexistingfirmsBargainingpowerofsuppliersBargainingpowerofbuyersThreatofnewentrantsThreatofsubstitutesCOMPLEMENTSThesuppliersofcomplementscreatevaluefortheindustryandcanexercisebargainingpower波特模型的擴展行業利潤率的決定因素產品對顧客的價值Thevalueoftheproducttocustomers競爭的激烈程度Theintensityofcompetition價值鏈上利益相關者的談判能力Relativebargainingpoweratdifferentlevelswithinthevaluechain.3keyinfluences:價值鏈TECHNOLOGYPRODUCTDESIGNMANUFACTURINGMARKETINGDISTRIBUTIONSERVICE波特價值鏈FIRMINFRASTRUCTUREHUMANRESOURCEMANAGEMENTTECHNOLOGYDEVELOPMENTPROCUREMENTINBOUND OPERATIONS OUTBOUND MARKETING SERVICELOGISTICS LOGISTICS &SALESPRIMARYACTIVITIESSUPPORT

ACTIVITIES二獲得競爭優勢競爭優勢的產生Howdoescompetitiveadvantageemerge?Externalsourcesofchangee.g.:ChangingcustomerdemandChangingpricesTechnologicalchangeInternalsourcesofchangeResourceheterogeneityamongfirmsmeansdifferentialimpactSomefirmsfasterandmoreeffectiveinexploitingchangeSomefirmshavegreatercreativeandinnovativecapability競爭優勢的來源COSTADVANTAGEDIFFERENTIATIONADVANTAGE競爭優勢SimilarproductatlowercostPricepremiumfromuniqueproduct波特的通用競爭戰略

SOURCEOFCOMPETITIVEADVANTAGE Lowcost Differentiation

Industry-wide COST DIFFERENTIATIONCOMPETITIVE

LEADERSHIPSCOPE

SingleSegment

F

O

C

U

S

SYSTEM PRODUCTSERVICE COMMODITYSUPPORT(SOFTWARE)Differentiated Undifferentiated DifferentiatedMERCHANDISE(HARDWARE) Undifferentiated硬件與軟件的差異化三、執行力管理I行動計劃：執行的基礎（1）Purposesofplanning（計劃的目標）Planningisimportantandservesmanysignificantpurposes.A.Planninggivesdirection（方向）totheorganization.Notes:___________________________________________________________________B.Planningestablishescoordinatedeffort（協調努力）.Notes:__________________________________________________________C.Planningreducesuncertainty（不確定性）byanticipatingchange（預期市場變化）.Notes:___________________________________________________________________D.Planningclarifiestheconsequences（結果或收益）ofactionsmanagersmighttake.Notes:___________________________________________________________________E.Planningreducesoverlapping（重復）andwastefulactivities（無為的工作）.Notes:___________________________________________________________________F.Planningestablishesobjectivesorstandards（標準）thatfacilitatecontrol（便于控制）.Notes:___________________________________________________________________（2）Planningandperformance（計劃與績效關系）Researchhasshownwecannotassumeorganizationswithformalplanningprocessesalwaysoutperformthoseorganizationsthatdon’thaveformalplanningprocesses.A.Generallyspeaking,formalplanningisassociatedwithpositivefinancialresults（積極的財務結果）.Notes:___________________________________________________________________B.Thequalityoftheplanningprocessandappropriate（正確或恰當的）implementationprobablycontributemoretohighperformancethandoestheextentofplanning（泛泛的計劃運營）.Notes:______________________________________________________________C.Whenformalplanninghasbeenshownnottoleadtohigherperformance,theenvironmentisusuallythereason（借口）.Notes:______________________________________________________________（3）MythsaboutplanningTherearesomecommonmisconceptionsaboutplanning.A.Planningthatprovesinaccurate（不合適或不準確）isawasteofmanagement’stime（浪費管理時間）.Theendresultofplanningisonlyoneofitspurposes.Theprocessitselfcanbevaluableeveniftheresultmiss（未實現）thedesiredtarget（期望的目標）.Notes:___________________________________________________________________B.Planningcaneliminate（消除）change.Planningcannoteliminatechange,butitcanhelpanticipatechanges.Notes:___________________________________________________________________C.Planningreducesflexibility（靈活性）.Sinceplanningisanongoingactivity.Itonlyisaconstrainifmanagersstopdoingit.Notes:___________________________________________________________________（4）TypesofplansPlanscanbedescribedbytheirbreadth,timeframe,specificity,andfrequencyofuse.Breadth(范圍):strategic（戰略）versusoperational（運營）plan.Strategicplansareplansthatareorganizationwide,establishoverallobjectives,andpositionanorganizationintermsofitsenvironment.Operationalplansareplansthatspecifydetailsonhoeoverallobjectivesaretobeachieved.Notes:_________________________________________________________Timeframe（時間）:short-term（短期）versuslong-term（長期）plans.Short-termplansareplansthatcoverlessthanoneyear.Long-termplansareplansthatextendbeyondfiveyears.Notes:_________________________________________C.Specificity（具體性）:specificversusdirectionalplans（具體與指導）.Specificplansareplansthatclearlydefinedandleavenoroomforinterpretation.Directionalplansareflexibleplansthatsetoutgeneralguidelines.Notes:__________________________________________________________D.Frequency（頻率）ofuseSingle單一useversusstanding常設plans.Asingle-useplanisaonetimeplanthatisspecificallydesignedtomeettheneedsofauniquesituationandiscreatedinresponsibletononprogrammeddecisionsthatmanagersmake,Standingplans,ontheotherhand,areongoingplansthatprovideguidanceforactivitiesrepeatedlyperformedintheorganizationandthatarecreatedinresponsetoprogrammeddecisionsthatmanagersmake.Notes:_________________________________________（5）ContingencyfactorsinplanningSeveralcontingencyfactorsthateffectplanningcanbeidentified.A.Levelintheorganization（組織的層次）Operationsplanningusuallydominatestheplanningactivitiesoflower-levelmanagers.Asmanagersarepromotedthroughtheleveloforganization,theirplanningbecomesmorestrategic.Notes:___________________________________________________________________

B.Degreeofenvironmentaluncertainty（環境不確定性的程度）Thegreatertheenvironmentaluncertainty,themoreplansshouldbedirectionalandemphasisplacedontheshortterm.Notes:__________________________________________C.Lengthoffuturecommitments（未來承諾的期限）Thecommitmentconceptsaysthatplansshouldextendfarenoughtoseethroughcurrentcommitment.Notes:___________________________________________________________________II目標確定總結：目標制定、細化及評估

1、市場的獲得2、原料的獲得3、技術的獲得4、技能的獲得5、政府支持水平6、策略合適7、實施的容易程度8、風險的暴露9、盈利性10、成本/效益之比III基于目標管理的行動計劃什么是目標管理？它的優點和弱項是什么？如何實施？目標管理的過程

1.設定目標并取得一致

制定初步的組織最高目標；明確闡述組織的宗旨；制定部門的目標；反復使用目標.2.目標實施(新的投入)階段性的評價，正確的措施，較好的協助3.對績效最后的評價。①

任務的立體定位在實際經營活動中，生產、營銷與研制開發等可認定是一個立體結構。生產必須考慮銷售能力及銷費者的需求。研制開發必須滿足生產能力的要求和公司推介新產品的水平。從組織分工上看，由于職能部門左右著計劃、人力、資金等重要資源，很容易以居高臨下的心態對生產與銷售部門發號施令。但是，職能部門存在的理由在于最大限度地支持集團和二級子公司領導的工作，幫助、協調和督促營銷與生產部門，使他們處于最佳的運轉狀態。網絡（Network）

②

成功的關鍵因素的認定美國的麥當勞快餐，經營體系被概括為質量（Quality）、服務（Service）、衛生清潔（Cleanliness）和生活快節奏價值觀（Value）。美國的IBM公司始創于二十世紀五十年代，通過生產通用電氣公司的品牌產品，不斷強化銷售力量，大力推行售后服務，創立自己的品牌，成為世界頂級的電腦公司。在造紙業領域，成功的關鍵在于不斷提高工藝水平，使纖維素的利用率達到新水平。在證券領域，成功的關鍵在于時間差和利率水平。③確定最優的水平所謂最優，就是人的能力所能達到的最高水平。無論做什么，都要考慮這件事的最佳效果是什么。只要努力達到最高水平，就會找到最佳的辦法。目標水平的三個檔次：A、上水平——在一般的經營中成果較好的水平。B、優水平——比上水平高出一個檔次。C、最優水平——人的能力所能達到的最高水平。④找出障礙因素，明確克服困難的方案A、逐個地清除障礙因素，縮小最優水平與目前水平的差距。B、冷卻障礙因素，使它的不利影響降低到最低水平。C、要有一個正確的心態和一定的韌勁，要執著地努力。D、問題的性質決定了問題的解決方案。有的是暫時的，有的則是恒久的，需要二年甚至五年。⑤任務實施A、實施的方案和任務必須是經過與各位有關的經理人和職員充分溝通的，不能一意孤行。B、任