第七章战略制定工具与逻辑.ppt

第7章 战略制定工具与逻辑 参见： Strategic ManagementConcepts Cases8th editionFred R. David Chapter 6: Strategy Analysis And Choice 战略制定工具与逻辑 “战略管理不是一个魔术盒，也不只是一套技术。战略管理是分析式思维，是对资源的有效配置。计划不只是一堆数字。战略管理中最为重要的问题是根本不能被数量化的。” —Peter Drucker— 战略制定工具与逻辑 “无论是否发生了问题，都要不断地改进——使情况变得更好。对产品是这样，必要时对整个公司也是如此。” —Bill Saporito— 战略制定工具与逻辑 “计划往往夭折于实施之前，这或者是由于期望太高，或者是由于投入太少。” —T. J. Cartwright— 战略制定工具与逻辑 战略指定工具与逻辑: 在客观信息的基础上进行主观决策 战略制订工具与逻辑 战略制定工具与逻辑: Generate feasible alternatives Evaluate alternatives Select specific course of action 战略制定工具与逻辑 战略制定与选择过程 Develop set of most attractive alternative strategies Determine for the set Advantages Disadvantages Trade-offs Costs Benefits 战略制定工具与逻辑 战略制定与选择过程 Involve a broad mix of personnel Representation from each department/function Provides opportunity to gain understanding of firm’s direction Provides vehicle to develop commitment to attainment of organizational objectives 战略制定工具与逻辑 战略制定与选择过程 Evaluate each alternative Internal and external audit information Firm’s mission statement Listed in writing Ranked in order of attractiveness 战略制定工具与逻辑 Stage 1: The Input Stage Provides Basic Input for Stages 2 and 3 External Factor Evaluation Matrix (EFE) Internal Factor Evaluation Matrix (IFE) Competitive Profile Matrix 战略制定工具与逻辑 Stage 2: The Matching Stage Strategy is characterized by the organizational match between Internal resources and skills Opportunities risks created by external factors Matching Key Factors Four Types of Strategies SO Strategies WO Strategies ST Strategies WT Strategies Strategy Analysis Choice The TOWS Matrix List the firm’s key external opportunities List the firm’s key external threats List the firm’s key internal strengths List the firm’s key internal weaknesses Strategy Analysis Choice The TOWS Matrix Match internal strengths with external opportunities and record the resultant SO Strategies Match internal weaknesses with external opportunities and record the resultant WO Strategies Match internal st