企业战略管理的理论与方法英文版.docx

企业战略管理的理论与方法英文版.docx

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企业战略管理的理论与方法英文版

企业战略管理的理论和方法

TheoriesandMethodologiesinStrategicManagement

Chapter1IntroductionofStrategicManagement

Outlineofthischapter

1.Definitionofstrategicmanagement（SM）.

2.SomekeytremsuesedinSM

3.ModelofSM.

4.AimsofSM.

5.FunctionsandbenefitsofSM

6.ReasonsfornotdoingSM.

7.GuildlinesorprinciplesforaneffectiveSM.

8.MethodologiesofSM

9.AbilitieslearnedandpracticedinSM.

1.1definitionofSM（orSMP）.

Strategicmanagementprocessisthefullsetofcommitments,decisions,andactionsrequiredforafirmtoachievestrategiccompetitivenessandearnaboveaveragereturns.

Andmorespecifically,SMcanbedefinedasanartandscienceofformulating,implementingandevaluatingoveralldecisionsthatenableanbusinessorganization（BO）toachieveitslongtermobjectives.

1.2somekeytermsoftenusedinSM

A.strategists:

CEO,president（总裁）,chairoftheboard（董事长）,executivedirector（执行董事）,orentrepreneur（企业家）,whoareresponsibleformakingstrategicdecisionandwhowillalsotakemostresponsibilityforfailureandsuccessofaBO.

B.mission（使命）andvision（愿景）.

a.Mission:

whichidentifythebusinessscopeforaBO.

b.Vision:

whichsettheultimateobjectivesandprospectsforaBO.

C.longtermobjective:

referstospecificresults,whichaBO*strivestoachievewithinaperiodlongerthanoneyear.

D.annualobjective（*manage）

E.Strategy:

referstothemeanswhichisusedbyaBOtoachieveitslongtermobjectives.e.gfocus（专业化）,acquisition（收购）,diversification（多元化）,retrenchment（收缩）.

F.policy:

referstothemeanswhichisusedbyaBOtoguideitsdaytodayoperation,e.gcompensationpolicy,motivationpolicy,businessrules,costcontrolregulation,customerservicepolicy,ect.ThepolicyoftenreflectthebusinessethicsandvaluesofaBOanditstopmanagement.

1.3modelofSM

Steps1:

strategicanalysis,

whichcanbefurtherdividedintofollowingsteps:

externalanalysis,

internalanalysis.

Step2:

strategyformulation,whichcanbefurtherdividedintofollowingsteps:

strategicpositioni.edevelopingvisionandmissionforabusinessorganization,

andstrategyselection,whichmainlyfocusonselectingproperstrategiestoachievethelongtermobjectiveofaBO.

Steps3:

strategyimplementation,

whichcanbefurtherdividedintofollowingsteps:

establishingobjectives,

managingtoachieveobjectives.

Steps4:

strategyevaluation,whichcanbefurtherdividedintiofollowingsteps:

evaluatingstrategy,

adjustingstrategy.

1.4aimofSM

WhenweconductSM,allofSMactivitiesshouldbeaimedatlongtermbenefitsratherthanshortterminterests,andtheoriesandmethodsusedinSMarealsodevelopedandpracticedonthebasisoflongtermobjectives.

Therefore,inthelongrun,theaimofSMaswellasthewholeBOistoprovidecustomersatisfactionandconstantlycompetetobethebestamongmanyothercompetitors.Sothefundamentalbusinessethicsisthealtruim.

1.5functionsandbenefitsofSM

ThemajorfunctionorbenefitofSMistoprovideacleardirectionandpathsforthefuturedevelopmentofaBO.

1.6whysomeBOsdonotconductSM.

a.firefightingmanagement

b.wasteoftime

c.tooexpensive

d.fearoffailure

e.overconfident

1.7GUIDELINEOFSM

A.Forwardthinking.

B.Fullsightthinking.

C.Trendthinking.

D.Rationalthinking.

E.Paththinking.

1.8methodologyusedinSM

A.thefirstmethodologyisbinaryanalysisordialectics,whichanalysetwosidesoftheissueandtrytomakecomprehensiveconclusionofthetargetedissue.Sometypicalbinaryanalysisincludeexternalandinternalanalysis,SW,OT,gainorloss,ect.

B.Thesecondoneisgainorloss,orbenefitorharmanalysis,whichlistandevaluatethemajorbenefitsandlossesofcertainactionsandtherebymakeafinaldecision.

C.Thethirdoneisobjectiveorientation.WhichmeansinSM,wealwaysputobjectiveasthetoppriority,andmakestrategicdecisionsinaccordancewiththeobjective.Sobeforewetakeanyaction,itisimportanttomakeclearwhatisyourpurposeandwhatisyourfinalgoaloftakingthisaction.

D.Thefourthoneistheresultoreffectorientation,whichmeansweevaluatetheeffectivenessofacertainstrategyaccordingtoitsfinalresultsoritsactualeffectsithasproduced.

E.Thefifthoneissystematicplanorcomprehensivemanagement,whichmeansinSM,weshouldseeaBOasawholesystem,eachdepartmentordivisionhasitsindependentfunctionsandduties,andeachdepartmentisalsoanindispensiblepartofthewhole

organization,andtheyareallcommittedtothesamemissionofthewholeorganization,andthiskindofrelationshipbetweendifferentdepartmentiscalledstrategicpartner.Theothermeanningofsystematicplanisthateachseparatestepsofbusinessmanagementarerelatedtoeachother,andweshouldmakethe

firststepconduciveandproductivetothesecondstep.

1.9ABILITIESNEEDEDTOCONDUCTINGEFFECTIVESM

ConductingeffectiveSM,astrategistwillneedtohaveseveralessentialabilities,whichinclude:

A.Abilityofforesightfulandinsightfulanalysis,whichisneededtoconductaneffctivestrategicanalysis.

B.Abilityofmakingadecisivejudgement,whichisneededwhenmakingstrategicselection.

C.Abilityofcomprehesiveplanning,whichisneededwhenformulatingastrategicplan.

D.Abilityofthougthfulpracticing,whichisneededwhenimplementingthestrategy.

E.Abilityofflexibilityandadaptiveness,whichisneededwhenfacingaconstantlychangingenviornmentinwhichabusinessorganizationmayfrequentlyencounter.

Chapter2externalanalysisinstrategicanalysis

Objectives:

A.describeaframeworkofexternalanalysis.

B.identifykeyfactorsinEA

C.outlineageneralprocessofanalysingeachofthekeyfactor.

D.makeapreliminaryconclusionofEA

2.1IntroductionofEA

2.1.1ageneraldefinitionofstrategicanalysis

InSM,SAreferstoasystematicandcomprehensiveanalysisontheexternalandinternalfactors,whichwillaffectbusinessoperationofaBO.SoSAincludetwopartsofanalysis,oneisEA,andtheotherisIA.

2.1.2theaimorfunctionofSA

BeforemakingstrategicdecisionsforaBO,srategistshouldcarefullyanalyzingsomeessentialfactorsthatwillaffecttheeffectivenessofthesedecisions.AsanoldChinesesayingsaid:

withoutknowingyourenemyandyourself,youcanneverwinawar.

ThefirststrategicdecisionneededtobemadeforaBOisthemissionandvision,whichidentifythemainbusinessscopeandlongtermgoalsforaBO.Beforemakingthisdecisions,strategistsshouldknowthelongtermprofitibilityoftheselectedbusiness.

Basically,thelongtermprofitibilityofanbusinessaremainlydeterminedbytwofactors.Oneistheaverageprofitibilityofthewholeindustry,andtheotheroneistheearningcapacityoftheindividualBO.ThereforeSAmainlyfocusonanalyzingthesetwofactors,amongthem,EAfocusonindustryanalysis,andIAfocusonenterpriseanalysis.

2.1.3methodsusedinEA

BesidessomebasicprinciplesinSM,wewillalsostudysomemethodologiesusedinSM.InEA,therearesomebasicmethods,whichwewillillustrateindetailinourlaterdiscussion.Herewewillmakeabriefintroductionaboutsomeofthesemethods.

Thefirstmethodisthemethodofkeyfactors.Thismethodisusedinselectingfactors,whichwillaffectthelongtermprofitibilityofacertainindustry.Sincetherearesomanyfactorswhichcanaffecttheprofitibilityofanindustry,thatwecanputallofthesefactorsintoourconsideration.Whatwecandoistoselectsomekeyfactorsthathavesignificantaffactontheprofitibilityofanindustry.InChinesephilosophy,thismethodiscalledcatchingthemajorcontradictionsandmajoraspectsofthemajorcontradiction.

Theothermethodistrendanalysis.Aswesaidbeforeinchapter1,predictionaboutfutureeventscannotbemadesopreciselyassomeeconomicreports.Butwestillcanmakeabasicpredictionthatcouldtellusthegeneraltrendoffutureevents.

2.1.4themodelofEA

ThemodelhererefertotheframeworkusedintheEA,whicharedifferentindifferentSMtheory.

2.1.5Fiveforcemodel

A.forcefromcompetitors

B.forcefromnewentrants

C.forcefromsubstituteproducts

D.frocefrombuyers

E.forcefromsupplyers

2.1.6outlineofindustryanalysis

A.totaldemand

B.totalsupply

C.competitionsituation

D.supplychainsituation

E.otherrelatedfactors

2.2analysisongeneraldemand

2.2.1thetheoryofmarketmechanism:

totalsupplyandtotaldemanddecidemarketprice,andmarketpriceaffecttotalsupplyandtotaldemand,andthusaffectallocationofresourcesinthemarket.

2.2.2theaimofanalysisongeneraldemand

Fromthebasictheoryofmarketmechanism,wecanknowthattotaldemandisoneofthetwofactors,whichdecidemarketprice.Inamarketeconomy,allbusinessactivitiesareaimedtosatisfyacertainkindofdemand,

andtosomeextent,theprofitibilityofaindustryarelargelydetermindbythetotaldemandinthisindustry.Byanalysingthecurrenttotaldemandandthegeneraltrendinarelativelylongerperiod,wecangetabasicconclusionontheprofitibilityofanindustry.

2.2.3somemajorindicatorsusedtoanalysizegeneraldemand

A.currenttotaldemandforaproduct=percaptiaconsumptionofaproduct*quantityoftotalpopulation

B.Futuredemandforaproduct=percaptiademandforaproductinfuture*totalpopulationinfuture

C.theannualgrowthrateoftotaldemand=（futuredemand–current）/growingyears

2.2.4basicconclusionontotaldemand:

fourstagesinproduct’slifecycle

A.introductionstage

B.growthstage

C.ma