战略管理起源综述课件.ppt

If a man takes no thought about what is distant, he will find sorrow near at hand. He who will not worry about what is far off will soon find something worse than worry.——ConfuciusSTRATEGIC MANAGEMENT: Concepts and CasesChapter ObjectivesChapter Objectivesu1.Describe the strategic management process.u2.Explain the need for integrating analysis and intuition in strategic management.u3.Define and give examples of key terms in strategic management.u4.Describe the benefits of good strategic management. What is Strategic Management?What is Strategic Management?u Defining Strategic ManagementØ “the art and science of formulating, implementing, and eva-luating cross-functional decisions that enable an organiza- tion to achieve its objectives”ØWhat is strategy? (theoretical review of definition of strategy)ØChandler(1962): strategy is the determination of the basic long-term goals of an enterprise, the adoption of courses of action and the allocation of resources necessary for carrying out these goals.uMintzberg(1979):Strategy is a mediating force between the organization and its environment: consistent patterns in stre-ams of organizational decisions to deal with the environment.uQuinn(1980): a strategy is the pattern or plan that integrate an organization’s major goals, policies, and action sequence into a cohesive wholeuPrahalad(1993): strategy is more than just fit and allocation of resources. It is stretch and leveraging of resources.uTeece(1994): the essence of strategy is the search for rents. Strategic, management is or can and should be the study of rent-seeking by the enterprise.Definition of StrategyDefinition of Strategyu明茨伯格明茨伯格( (Mintzberg) ) 的整合观：的整合观：Ø战略是计划战略是计划 plan；；Ø战略是计谋战略是计谋 ploy；；Ø战略是模式战略是模式 pattern；；Ø战略是定位战略是定位 position；；Ø战略是观念战略是观念 perspective;Definition of StrategyDefinition of StrategyuStrategies are the means by whichlong-term objectives will be achieved.Definition of StrategyDefinition of Strategyexample: table 1-1Definition of StrategyDefinition of StrategyHow to make a precise and inspiring corporate strategic statement for a particular company?讨论题讨论题（（评评价价该战该战略表述）略表述）u发展目标发展目标 Ø雅戈尔的目标是雅戈尔的目标是““创国际品牌，铸百年企业创国际品牌，铸百年企业””，目前雅戈尔的主，目前雅戈尔的主导产品衬衫、西服已连续多年稳居全国市场综合占有率榜首，产导产品衬衫、西服已连续多年稳居全国市场综合占有率榜首，产品系列不断丰富，各板块的发展齐头并进。

品系列不断丰富，各板块的发展齐头并进u未来几年里，雅戈尔将着手做好以下工作：未来几年里，雅戈尔将着手做好以下工作：1.1.加快产业结构调整，形成以纺织服装、房产、国际贸易为核心多加快产业结构调整，形成以纺织服装、房产、国际贸易为核心多元发展的格局，强化核心竞争力元发展的格局，强化核心竞争力2.2.调整品牌战略，使之与国际、国内市场的需求相适应发展雅戈调整品牌战略，使之与国际、国内市场的需求相适应发展雅戈尔系列，开发新的品牌系列，逐步形成一个定位准确、产品细化、尔系列，开发新的品牌系列，逐步形成一个定位准确、产品细化、能够满足不同的消费群体需要的品牌系列能够满足不同的消费群体需要的品牌系列3.3.调整、提升国内的营销网点，加强窗口商场和大型专卖店的布局、调整、提升国内的营销网点，加强窗口商场和大型专卖店的布局、建设和管理建设和管理4.4.利用信息技术强化物流、资金流、信息流的管理，增强企业对市利用信息技术强化物流、资金流、信息流的管理，增强企业对市场的应变能力场的应变能力5.5.加强国际交流与合作积极寻求与国际知名服装企业的合作交流加强国际交流与合作积极寻求与国际知名服装企业的合作交流，推进品牌国际化进程。

推进品牌国际化进程 讨论题讨论题（（评评价价该战该战略表述）略表述）某公司的战略陈述:充分利用国内外畜禽业和农业蓬勃发展的外部充分利用国内外畜禽业和农业蓬勃发展的外部机会，依托公司多年以来在兽农药生产领域所机会，依托公司多年以来在兽农药生产领域所形成的技术和市场优势，以产品经营夯实产业形成的技术和市场优势，以产品经营夯实产业基础，以资本经营扩张产业规模，积极拓展海基础，以资本经营扩张产业规模，积极拓展海内外市场，将公司建设成为国内规模最大、实内外市场，将公司建设成为国内规模最大、实力最强的高科技兽药生产企业和国内一流的农力最强的高科技兽药生产企业和国内一流的农药生产基地药生产基地Definition of StrategyDefinition of Strategyu企业战略的现实表述要素：企业战略的现实表述要素：1.时间：从时间：从****年年---****年；年；2.途径：业务定位和组合；途径：业务定位和组合；3.企业愿景或使命；企业愿景或使命；4.目标（长期目标：领导任期）：目标（长期目标：领导任期）：①①定性：含有强烈的价值观（产定性：含有强烈的价值观（产业报国、民族振兴等）和企业业报国、民族振兴等）和企业成长意识的非财务指标成长意识的非财务指标②②定量：市场占有率、产值、销定量：市场占有率、产值、销售额、利润等财务指标售额、利润等财务指标uDimensions of corporate strategic statement:1.Horizontal ( at least five years);2.Approach: business positioning and business portfolio;3.Business vision and mission;4.Long-term objectives:4.1 Qualitative measurements4.2 Quantitative measurements？Question:what’s the relationship between strategy and plan?Definition of StrategyDefinition of Strategy战略战略（形神兼备）（形神兼备）强调愿景、价值观；强调愿景、价值观；注重从未来看现在注重从未来看现在（（managing the realities based on looking into the future;inside-out ））计划计划（有形无神）（有形无神）强调目标和步骤；强调目标和步骤；注重从现在看未来注重从现在看未来（（ thinking the future based on current situations;outside-in））Definition of StrategyDefinition of Strategy战略计划关注点竞争规则目前状态制定过程高中低管理层之间的关系同心理状态对待风险的态度同反映内容组织利益最大化利益折中推动力经营理念和战略意图资源Definition of StrategyDefinition of Strategy 战略计划（规划）存在状态后天（排除“愿景驱动型”企业）先天核心要素愿景目标分析路径昨天 今天 未来 昨天 今天 未来 视野向外向内Definition of StrategyDefinition of StrategyDefinition of StrategyDefinition of Strategy究竟用究竟用哪个名词哪个名词？？战略战略经营经营战略战略规划规划计划计划发展发展战略战略Definition of StrategyDefinition of Strategy•战略管理是否是管理规范的大型企业战略管理是否是管理规范的大型企业的专利？的专利？•中小企业存在战略管理吗？中小企业存在战略管理吗？1•larger and well-established firms larger and well-established firms and SMEs;and SMEs;•Think globally, do locally.Think globally, do locally.2uThe kind of strategy (level)ØCorporate-level strategyØFunctional-level strategyØCompetitive-level strategyDefinition of StrategyDefinition of Strategy•Corporate-level strategyCompetitive-level strategyFunctional-level strategyDefinition of StrategyDefinition of StrategyDefinition of StrategyDefinition of Strategyu现实中有些企业，对企业现实中有些企业，对企业战略趋之若骛，喜欢在一战略趋之若骛，喜欢在一些名词后面加上些名词后面加上““战略战略””二字，如人才战略、广告二字，如人才战略、广告战略、营销战略，等等。

战略、营销战略，等等如何冷静地看待这些热点如何冷静地看待这些热点现象？现象？u企业是否都同时具备这三企业是否都同时具备这三种战略呢？如果具备，需种战略呢？如果具备，需要哪些条件？如果不具备要哪些条件？如果不具备，那是怎样的表现形式？，那是怎样的表现形式？原因何在？原因何在？Stages of Strategic ManagementStages of Strategic ManagementuProcess view of Strategic ManagementØStrategic formulation includes developing a vision and mission; SWOT ; establishing long-term objectives; generating alternative strategies; choosing particular strategies to pursueØThe differences with strategic formationØStrategic implementation includes organizational design and resources allocationØ Characteristic: integration; the most difficult stageØ Strategic evaluation: reviewing, measuring, correctingØThree fundamental activities: corporate, division or stra-tegic business unit, functionalStages of Strategic ManagementStages of Strategic Managementstrategic formulationstrategic implementationstrategic evaluationThe strategic management modelThe strategic management modeluThe strategic process is dynamic and continuousuComplexity in practiceuSome factors affecting this model’s formality:ØScale and history;ØEnvironment;ØBusiness scope.uCase: Intel SLRP: Strategic Long-range Planning , (1987)The strategic management modelThe strategic management modeluThe strategic management process is not cleanly divided and neatly performed in practice as the strategic management model suggests.uApplication of the strategic management process is typically more formal in larger and well-established organizations.Integrating Intuition and AnalysisIntegrating Intuition and Analysisu To deal with condition of uncertaintyTo deal with condition of uncertaintyuEnvironmental uncertainty: dynamic, complex, unpredictableuMintzberg & Waters(1985): Types of strategy: planned, entrepreneurial, ideological, umbrella, process, unconnected, consensus, imposeduThe fundamental difference between deliberate and emergent strategy is the former focuses on direction and control—get desired things done– the latter opens up this processuNotion of “strategic learning”.uStrategy formation walks on two feet. That is to say, strategic formulation is based on integrating intuition and analysis.Integrating Intuition and AnalysisIntegrating Intuition and AnalysisQuestion: Ø IntuitionØ InspirationØ Imagination撞大运撞大运(serendipity)与战略与战略偶然性和必然性偶然性和必然性Integrating Intuition and AnalysisIntegrating Intuition and Analysisu材料材料1：：20世纪世纪60年代，年代，3M公司正在生产和销售用作空调冷却液的碳公司正在生产和销售用作空调冷却液的碳氟化合物。

有一次，一位研究人员一不小心把这种氟化合物有一次，一位研究人员一不小心把这种把这种化合物弄脏把这种化合物弄脏了鞋子，后来她又将咖啡洒到鞋子上，令她吃惊的是咖啡在鞋面上形了鞋子，后来她又将咖啡洒到鞋子上，令她吃惊的是咖啡在鞋面上形成小水珠后滑了下去，没有像往常那样玷污鞋面由此她想到，碳氟成小水珠后滑了下去，没有像往常那样玷污鞋面由此她想到，碳氟化合物可能有助于保护织物不受玷污，这就是化合物可能有助于保护织物不受玷污，这就是Scotch Guard的来历，这个产品曾经成为的来历，这个产品曾经成为3M公司最赚钱的产品，并把公司最赚钱的产品，并把3M公司公司带入织物保护行业带入织物保护行业u材料材料2：： 1959年，一批本田公司的经理来到美国洛杉矶，其目标是销售排气量年，一批本田公司的经理来到美国洛杉矶，其目标是销售排气量为为250cc和和350cc的摩托车，而不是风靡日本的的摩托车，而不是风靡日本的50cc摩托车，因为他们认摩托车，因为他们认为美国市场的产品普遍比日本市场的体型更大、更加豪华但是，最为美国市场的产品普遍比日本市场的体型更大、更加豪华但是，最终的事实是美国市场更加青睐终的事实是美国市场更加青睐50cc摩托车。

摩托车u材料材料3：曾经的中央电视台黄金时间段广告播放的：曾经的中央电视台黄金时间段广告播放的“标王标王”：山东秦池：山东秦池（姬长孔：（姬长孔：1995年，我们每天向中央电视台开进一辆桑塔纳，开出的年，我们每天向中央电视台开进一辆桑塔纳，开出的是一辆豪华奥迪；今年（指是一辆豪华奥迪；今年（指1996年），我们每天要开进一辆豪华奔驰年），我们每天要开进一辆豪华奔驰，争取开出一辆加长林肯（投标金额是，争取开出一辆加长林肯（投标金额是3.2亿）：广东爱多亿）：广东爱多VCDIntegrating Intuition and AnalysisIntegrating Intuition and Analysis比尔比尔··盖茨的幸运突变盖茨的幸运突变•把微软公司带入软件产业领导地位的产品是把微软公司带入软件产业领导地位的产品是MS-MS-DOSDOS，它是，它是IBMIBM电脑和电脑和IBMIBM兼容机的操作系统然而兼容机的操作系统然而DOSDOS软件最初不是软件最初不是微软开发的，它的开发商是西雅图电脑公司（微软开发的，它的开发商是西雅图电脑公司（Seattle Seattle ComputerComputer），那时的名字叫），那时的名字叫Q-Q-DOSDOS（代表快速而粗糙的操作系统）。

当时（代表快速而粗糙的操作系统）当时IBMIBM正着手寻找一种操作正着手寻找一种操作系统来支持最初的系统来支持最初的PCPC电脑，其中包括微软公司盖茨当时已经是西电脑，其中包括微软公司盖茨当时已经是西雅图计算机界的圈内人，他知道西雅图电脑公司的雅图计算机界的圈内人，他知道西雅图电脑公司的DOSDOS软件和软件和IBMIBM的的购买计划后，立刻采取行动：向他的父亲借款购买计划后，立刻采取行动：向他的父亲借款5 5万美元然后向西万美元然后向西雅图电脑公司提出购买雅图电脑公司提出购买Q-Q-DOSDOS的意向，该公司恰好缺少现金，很快同意了这桩交易盖茨把的意向，该公司恰好缺少现金，很快同意了这桩交易盖茨把这套系统改名为这套系统改名为MS-MS-DOSDOS，进行了一些修改，将其授权给，进行了一些修改，将其授权给IBMIBM公司使用此后的一切，用公司使用此后的一切，用他们的话来说，就是历史本身了他们的话来说，就是历史本身了•盖茨是幸运儿吗？在微软日后的发展中，他一直如此幸运吗？盖茨是幸运儿吗？在微软日后的发展中，他一直如此幸运吗？Integrating Intuition and AnalysisIntegrating Intuition and Analysis工作越努力，运气就越好工作越努力，运气就越好Adapting to changeAdapting to changeuThe strategic management process is dynamic.uItami(1992): dynamic strategic fituPorter(1996): selection and transformationuStrategic changeuCompetitive advantageØDefinition: anything that a firm does especially well compared to rival firms.uIO and RBVuTwo effective measures:ØFirstly, continually adapting to changes;ØSecondly, capitalize changes in external trends and events and internal capabilities, competencies, and resources.Key terms in strategic managementKey terms in strategic managementuStrategistStrategistØDefinition of strategist (perspective of authorities): they are individuals who are most responsible for the success or failure of organization.ØPerspective of capabilities: strategic thinking and strategic implementationØArtful exploiter.Key terms in strategic managementKey terms in strategic managementKey terms in strategic managementKey terms in strategic managementuAre you a strategist or just a manager? Written by H. H. Hinterhuber & Wolfgang Popp,HBR,1992,1. Q 1: Do I have an entrepreneurial vision? Q 2: Do I have a corporate philosophy ? Q 3: Do I have competitive advantage? Q 4: Do my employees use their ability to act freely in the interest of the company? Q 5: Have I built an organization that implements my vision? Q 6: Are the line managers involved in strategic planning? Q 7: Is the corporate culture in harmony with the strategy? Q 8: Do I point out directions and take new approaches Q 9: Have I been lucky in my life so far? Q10: Do I make a contribution to the development of society?uM. Hitt, et al.(2001): strategic entrepreneurshipu大前研一：企业家的战略头脑（The Mind of Strategist）u项保华：SM商数测试（链接），供学员自我测验。

StrategistStrategist• 从相关的调查数据中可以发现，企业经营者对自己决策能力的自信，存在着高从相关的调查数据中可以发现，企业经营者对自己决策能力的自信，存在着高估的可能性调查显示，大多数企业经营者的决策能力需要提升在现实中，估的可能性调查显示，大多数企业经营者的决策能力需要提升在现实中，经常有企业家因为决策失误而事业失败经常有企业家因为决策失误而事业失败2002年的调查中，对于年的调查中，对于“企业经营者企业经营者最容易出现的问题最容易出现的问题”，，57.7%的人选择的人选择“决策失误决策失误”有关研究表明，有关研究表明，决策失决策失误是中国企业家最容易犯的错误之一误是中国企业家最容易犯的错误之一在改革初期，企业经营者的决策方式大在改革初期，企业经营者的决策方式大多属于粗放型，但是，随着市场越来越复杂，竞争越来越激烈，很多企业的决多属于粗放型，但是，随着市场越来越复杂，竞争越来越激烈，很多企业的决策形式需要变革策形式需要变革2007 年的调查显示，年的调查显示，对于对于“目前企业家最需要提升的方面目前企业家最需要提升的方面”，，“决策能力决策能力”排在第排在第1 位。

位这表明企业经营者对提高决策能力有一定的紧迫感这表明企业经营者对提高决策能力有一定的紧迫感 调查还显示，我国多数企业对于制定企业长远的发展战略，包括创新战略重视调查还显示，我国多数企业对于制定企业长远的发展战略，包括创新战略重视不够2004 年的调查中了解了企业是否有成文的企业战略发展规划，结果显示，没有战略年的调查中了解了企业是否有成文的企业战略发展规划，结果显示，没有战略规划的占规划的占6.4%，有，有1 年以内计划的占年以内计划的占15%，，3 年以内规划的占年以内规划的占35.1%，，5 年以内规划的占年以内规划的占30.4%，，10 年以内规划的占年以内规划的占9.3%，，10 年以上规划的占年以上规划的占3.8%这表明，超过半数的企业只有三年以内的规划这表明，超过半数的企业只有三年以内的规划StrategistStrategistu举出具体的中外企业家的典型案例Ø国外：松下幸之助Ø国内：柳传志、张瑞敏Ø浙商：鲁冠球、马云StrategistStrategistStrategistStrategistuCSO (Chief Strategy Officer)u如果某企业没有设置战略管理部或者如果某企业没有设置战略管理部或者CSO职位，那么是否可以说这家企业没有战略职位，那么是否可以说这家企业没有战略管理活动？为什么？管理活动？为什么？Vision and mission statementsVision and mission statementsuVision statement: what do we want to become?uMission statement: what is our business?uCollins and Porras(1996): HBRKey terms in strategic managementKey terms in strategic managementl External opportunities and threats: OTl Internal strengths and weakness: SWlLong-term objectives (goals)lStrategies lAnnual objectiveslPolicies• Benefits of Strategic Benefits of Strategic ManagementManagementuBenefits: Østrategic management allows organization to be more proactive than reactive in shaping its own future.ØStrategic management provide the opportunity of empowering individuals to decentralize the strategic management process.pCommunication is a key to successful strategic management.pDecentralizing (empower) the strategic management process( Gary Hamel: Strategy as evolutionary.HBR,1996)pFinancial benefits and its relationship with firm growth.pNonfinancial benefits.重视战略的企业绩效一定重视战略的企业绩效一定优于不重视战略的企业吗？优于不重视战略的企业吗？Why some firms do no strategic planningWhy some firms do no strategic planningüPoor reward structuresüFire-fighting (crisis management)üWaster of timeüToo expensiveüLazinessüContent with success: path-dependence ; lock inüFear of failureüOverconfidenceüPrior bad experienceüSelf-interestüFear of the unknownüHonest difference of opinionüSuspicionWhy some firms do no strategic planningWhy some firms do no strategic planning中国企业战略管理的现状中国企业战略管理的现状一、真正执行战略管理的前提一、真正执行战略管理的前提二、中国企业战略管理的误区二、中国企业战略管理的误区1 1、重视战术运用、重视战术运用 忽视战略研究忽视战略研究2 2、没有远期规划、没有远期规划 追逐短期利益追逐短期利益3 3、脱离外部环境、脱离外部环境 战略不切实际战略不切实际4 4、自我认识不足、自我认识不足 目标欲速不达目标欲速不达5 5、盲目多元经营、盲目多元经营 丧失核心能力丧失核心能力6 6、规模扩张冲动、规模扩张冲动 管理工作滞后管理工作滞后7 7、孤立看待战略、孤立看待战略 忽视组织配套忽视组织配套8 8、战略实施到位、战略实施到位 企业文化滞后企业文化滞后9 9、战略实施僵化、战略实施僵化 缺乏动态调整缺乏动态调整1010、力求战略创新、力求战略创新 创新脱离市场创新脱离市场Pitfalls in strategic Pitfalls in strategic management(p17)management(p17)uCommunication is insufficientuKey employees are exclusive in strategic management.uChange climate is weak.uFlexibility and creativity are stifled.Guidelines for effective strategic managementGuidelines for effective strategic managementuSelf-reflective learning process is critical. Therefore, a key role of strategist is to facilitate continuous organizational learning and change.uOpen-mindedness.uTrade-off: long-range vs. short-range consideration.Business ethics and strategic managementBusiness ethics and strategic managementØDefinition: principles of conduct within organizations that guide decision making and behavior.ØInternet and business ethicsØBusiness ethics need to permeate organizationØBusiness ethics create strategic advantageØBusiness ethics and top managementØRelationship with trust, culture, visionComparing business and military strategyComparing business and military strategyuDifference: competition and conflictuSimilarity: adapt to change and constantly improve to be successfulThe nature of global competitionThe nature of global competitionStrategic management process’ speciality Advantages and disadvantages of international operation作作业题业题1.参考杭州市软件行业、电子商务行业、金融行业等企业的公参考杭州市软件行业、电子商务行业、金融行业等企业的公司年报、新闻报道和公司网站等，说明该企业的战略演变历司年报、新闻报道和公司网站等，说明该企业的战略演变历程，确定这些战略在多大程度上是程，确定这些战略在多大程度上是“深思熟虑深思熟虑”或者或者“随机随机应变应变”的结果。

的结果2.选择你熟悉或青睐的一家企业，用关于选择你熟悉或青睐的一家企业，用关于企业战略的关键术企业战略的关键术语语介绍其战略介绍其战略3.重视战略的企业绩效一定优于不重视战略的企业吗？为什重视战略的企业绩效一定优于不重视战略的企业吗？为什么？请举例分析么？请举例分析My suggestions •This is a team work, all of members should participate in discussion proactively and raise proposals.•One presenter is recommended by one team and team leader wouldn’t act as the presenter to the full extent. •10 mins/ presenter.•Slides are necessary and full English presentation is expected eagerly.•Audiences should ask two questions based on presentation, and Q & A is necessary.。