3mpa《战略管理》(ppt 13).pptVIP

战略管理Strategic Management 第三讲 战略匹配 Strategic Match 内外条件的分类 Classification of Internal and External Conditions 优势Strengths: 竞争优势 competitive advantage+stable and healthy internal atmosphere（稳定、健康的条件）. 弱势Weaknesses: 竞争弱势competitive disadvantages+an unstable and unhealthy internal atmosphere（不稳定的内部条件） 一、优势和弱势Strengths and Weaknesses 1. 优势Strengths (1) 核心竞争力Distinctive competency (leverage): product design, low cost, high efficiency, leadership in product innovation, ability to influence legislation, control of cost and other, massive availability of capital, CRM-customer relations management. Examples: Toyota—quality; Benz—image, IBM—service; Coca Cola—international brand recognition; HP—innovation; ATT—technological expertise. 开发Developing a distinctive competency 利用Exploiting distinctive competency 保护Protecting distinctive competency 1. 优势 Strengths (2)稳定器 stabilizers: maintenance strength Fair wages and salaries; good working conditions;efficient employee hiring practices, promotion from within, a clear sense of mission, efficient work flow, availability of executive training program, effective superior-subordinate communication. 组织正常运作的必要条件。 2. 弱势 Weaknesses (1) 下沉者 Sinkers 关键点出现大问题，灾难来临。 large hole in the ship structure Shoddy workmanship or defective merchandise; poor customer service; bad location; disloyal employees, lack of product innovation, poor credit line; lack of leadership and managerial skills at the corporate level. (2) 动荡者Destabilizers 保证顺利航行 内部权责不清Lack of clear job descriptions, wide span of supervision, deviation from the company’s policy of promotion from within; poor working condition; inadequate executive training program. 3、如何判断优势和弱势？ 1、历史的标准 Historical Criterion 特定条件下，将现在与过去的绩效进行比较。 2、竞争的标准 Competitive Criterion 和第一名相比，处于何种地位。 3、名义的标准 Normative Criterion “How things ought to be” instead of with “how things are” 与最新的理论研究成果相比。 二、机会和威胁 Opportunities and Threats 1. 机会 Opportunities 市场增长等Growth of customer; exit of competito