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企业战略管理发展阶段(英文版)

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企业战略管理英文版

企业战略管理英文版

50% ;
• : 设备、原材料、地理位置（ . ） • ：, • ()
Entering barriers
high
low
Exiting barrier
high high risk, high profit high risk, low profit
low Low risk, high profit low risk, low profit
示例：美国不同产业的资产收益率
policy
control
structure
control
reform
16
公司战略 CorporateStrategy
（公司总部）
事业战略
事业战略
事业战略
事业战略
BusinessStrategy BusinessStrategy BusinessStrategy BusinessStrategy
事业部/战略经营单位#1 事业部/战略经营单位#2 事业部/战略经营单位#3 事业部/战略经营单位#4
产业
制药 饮料 电信 化妆品 科学、照相、控制设备 出版、印刷 烟草 批发 综合百货店 保险 商业银行
平均资产收益率（％）
12.3 5.1 4.9 4.8 3.7 3.4 3.0 2.0 1.7 0.5 0.2
5
• “ ”, “ ” •: • 20% •
3
• a,
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:
• 1980－1985：, 胃溃疡, 44% • 1997, , ; •, • •3 • •
2
• • （学习曲线）（） • （有形/无形） • （电信网络） • （外资与中国的合作） • （地下钱庄） • • 业务具有协同性的企业（上下游企业）（雷允上-国大

战略管理课件英文版Ch6CorporateLevelStrategy48P

战略管理课件英文版Ch6CorporateLevelStrategy48P
Examples: Hershey, Wrigley
21
Levels and Types of Diversification
Moderate to High Levels of Diversification
Related Constrained
<70% of revenues from dominant business; all businesses share product, technological and distribution linkages
28
Managerial Motives to Diversify
Managers have motives to diversify:
– diversification increases size; size is associated with executive compensation
– diversification reduces employment risk – effective governance mechanisms may restrict
7
This is what Pepsi used to look like
8
Pepsi’s experiment with fast food
Pepsi acquires Pizza Hut in 1977, Taco Bell in 1978 and KFC in 1986.
In 1997, Pepsi spins off all three as Tricon ($11B with 29,000 restaurants). They are now part of Yum! Brands.

林奇《战略管理》(英文版第7版)教学课件_pp08

林奇《战略管理》(英文版第7版)教学课件_pp08
Keep points short and well-argued Concentrate only on the key issues: no long lists Use key factors for success (KFS) as a guide
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Options can be combined together to give four options in total: four generic strategies for any organisation
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 8.6 Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 8.7
Options based on market opportunities - 1
In the 1980s, Professor Michael Porter argued that there were only four fundamental strategic options available to all companies: Porter’s Generic Strategy Options
Environment
Options
This session

企业战略管理英文版(第一章)

企业战略管理英文版(第一章)

Important Definitions
Risk
An investor's uncertainty about the economic gains or losses resulting from a particular investment.
Average returns
Returns equal to what an investor expects from other investments with similar amount of risk.
2006 by Nelson, a division of Thomson Canada Limited.
1-7
What is Strategy?
"A unified, comprehensive, and integrated plan designed to ensure that the basic objectives of the enterprise are achieved." (Glueck, 1980:9) "The pattern or plan that integrates an organization's major goals, policies, and action sequences into a cohesive whole." (Quinn, 1980) "A pattern of resource allocation that enables firms to maintain or improve their performance. "A good strategy… neutralizes threats and exploits opportunities while capitalizing on strengths and avoiding or fixing weaknesses." (Barney, 1997:17)

businessstrategy企业战略管理英文版(上海财经大学董

businessstrategy企业战略管理英文版(上海财经大学董
7
• 中国期刊网 • Proquest • Ebscon • 国研网 • 中经网 • Google and others
8
Session One
History, Concept, and Process
9
• After your graduation, …… • Suitable for individuals, family, company, government and
– Typical – failure or success – Action of one company or relation among
several companies – In english
4
Course Grading
• Final exam
50％
• Presentation and report 40%
3. Assessment of cases
– Content – Format – Effect
4. Deadline: the 8th week
3
• Examples
– 盛大网络 – Canon – DELL – 网络游戏产业 – Textile industry – Others
• Should be
4. Business portfolio and choosing strategies
5. Corporate strategies
6. Competitive strategy (and game theory)
7. Balanced scorecard and emergency management
• 迈克尔·波特：《竞争战略》，华夏出版社

战略管理流程讲义(英文版!13资料

战略管理流程讲义(英文版!13资料

战略管理流程讲义(英文版!13资料Strategic Management Process Handout1. Definition of Strategic Management:Strategic management is the process of formulating and implementing strategies that enable an organization to achieve its long-term goals and objectives. It involves analyzing the internal and external environment, setting goals, formulating strategies, implementing them, and evaluating their effectiveness.2. Importance of Strategic Management:Strategic management helps organizations to:- Align their activities with their mission and vision.- Identify and capitalize on opportunities.- Anticipate and respond to threats and challenges.- Allocate resources effectively.3. Strategic Management Process:a. Environmental Analysis:- Assess and analyze the external environment (political, economic, social, technological, legal, and environmental factors).- Identify opportunities and threats facing the organization.b. Internal Analysis:- Identify strengths and weaknesses.c. Goal Setting:- Establish long-term goals and objectives based on the analysis of the external and internal environment.- Ensure the goals are measurable, specific, and alignedwith the organization's mission and vision.d. Strategy Formulation:- Develop strategies to achieve the identified goals and objectives.- Consider various strategic options such as differentiation, cost leadership, focus, integration, and diversification.- Select the most suitable strategies considering the organization’s resources, capabilities, and market conditi ons.e. Strategy Implementation:- Translate the selected strategies into action plans and initiatives.- Monitor and control the implementation process.f. Strategy Evaluation:- Evaluate the extent to which the goals and objectives are being achieved.- Identify any changes in the external or internal environment that may require adjustments to the strategies.- Make necessary changes and modifications to improve the effectiveness of the strategies.4. Challenges in Strategic Management:- Uncertainty and volatility in the business environment.- Rapid technological advancements.- Limited resources and budget constraints.- Resistance to change and organizational inertia.5. Tips for Effective Strategic Management:- Involve key stakeholders and employees in the strategic management process.- Continuously scan and monitor the external environment for changes and trends.- Foster a culture of innovation and adaptability within the organization.- Regularly review and adjust the strategies based on feedback and evaluation.- Encourage collaboration and cross-functional cooperation.- Invest in training and development to build strategic capabilities.。

企业战略管理英文PPT第五章

企业战略管理英文PPT第五章

Marketing & Sales
Outbound Logistics
Inbound Logistics
Service
Value Creating Activities common to a Inbound Cost Leadership Business Level Strategy Logistics
Cost Effective MIS Systems
Firm Infrastructure
Support Activities
Support Activities
Simplified Planning Practices to Reduce Planning Costs
Relatively Few Management Layers to Reduce Overhead
5.
© 2006 by Nelson, a division of Thomson Canada Limited.
5-3
Core Competency, Strategy and Business Level Strategy
Core Competency
The resources and capabilities that are determined to be a source of competitive advantage for a firm over its rivals. An integrated & coordinated set of actions taken to exploit core competencies & gain a competitive advantage. Actions taken to provide customers value and gain a competitive advantage by exploiting core competencies in specific, individual product markets.

businessstrategy企业战略管理英文版(上海财经大学董

businessstrategy企业战略管理英文版(上海财经大学董

• Plan（计划） • Pattern（模式） • position（定位） • Point (观念) • Policy（计谋）
• Design school • Planning school • Positioning school • Entrepreneur school • Resources school
18
Mission
Compete
Develop
19
Profit objective Value objective Managerial objective
Social objective
矿区企业之差异 20
What is the key of strategy
• An French engineer in a French company • 《利家与阿松》中的前田利家 • IBM and Microsoft • The dilemma of innovators
11
• Phase 3：Marketing management
– 1930s to 1950s – Diversified demand, buyer’s market, competition – Market and customer oriented
• Phase 4：strategic management
• Class participation
10％
5
References
• Arthur A. Thompson and A.J. Strickland. Strategic Management: Concepts and Cases. McGraw-Hill companies, Inc. 2001

简述企业战略管理工作流程的变化

简述企业战略管理工作流程的变化

英文回答：Changes in business strategic management processes are mainly reflected in responsiveness to environmental and market changes。

In the past， corporate strategic management focused more on long—term planning and stability， and strategies， once defined， tended to remain constant for long periods of time。

However， as market changes accelerated andpetition intensified， the strategic management of enterprises began to focus more on flexibility and rapid response。

Strategic assessments and adjustments are needed more frequently in strategic management processes to respond to market changes andpetition challenges in a timely manner。

企业战略管理工作流程的变化主要体现在对环境和市场变化的反应能力上。

过去，企业战略管理更多地注重长期规划和稳定性，一旦确定的战略往往会长时间保持不变。

然而，随着市场变化加快、竞争日益激烈，企业战略管理开始更加注重灵活性和快速反应。

战略管理工作流程中需要更频繁地进行战略评估和调整，以便及时应对市场变化和竞争挑战。

The strategic management of enterprises has changed considerably as technology has evolved。

战略管理流程讲义(英文版!03资料

战略管理流程讲义(英文版!03资料
VALUE for customers?
And... Will environmental changes make our core competencies obsolete?
Are substitutes available for our core competencies?
Are our core competencies easily imitated?
such as capital equipment, skills of employees, brand names, finances and talented managers
Ch3-8
Resources
What a firm Has...
What a firm has to work with: its assets, including its people and the value of its brand name
Ch3-5
Discovering Core Competencies
Resources
* Tangible * Intangible
Ch3-6
ResouБайду номын сангаасces
What a firm Has...
What a firm has to work with:
its assets, including its people and the value of its brand name
* Financial * Physical * Technological * Organizational
Intangible Resources
* Valuable * Rare * Costly to Imitate * Nonsubstitutable

战略管理(第八版)Chapter-1(中英)PPT课件

战略管理(第八版)Chapter-1(中英)PPT课件
传统的管理理念已无法获得竞争.力，管理者必须培养全新的管理理16 念——灵活创新、高效统一、应变自如
21st Century Competitive Landscape (Cont’d)
Hypercompetition – extremely intense rivalry among competing firms, characterized by Escalating & increasingly aggressive competitive moves Assumptions of market stability replaced with notion of instability and change
.
组织结构与控制
战略领导力 战略型企业家
战略竞争力
超额利润
12
战略管理：
安索夫 1976年 《从战略规划到战略管理》中最 早提出
最早的定义：战略管理是将企业的日常业务决策 同长期计划决策相结合而形成的一系列经营管理 业务。
实际上，战略管理的关键词不是战略也不是管理， 而是动态的管理。
定义：企业确定其使命，根据组织外部环境和内 部条件设定企业的战略目标，为保证目标的正确 落实和实现进行谋划，并依靠企业内部能力将这 种谋划和决策付诸实施，以及在实施过程中进行 控制的一个动态管理过程。
执行的重要决策，采取的途径和行动以及为实 现目标对企业主要资源分配的一种模式。
.
6
在这其中，明茨伯格认为战略形式分为自发产 生的战略，已设计的战略，实现的战略等。
已设计的战略
准备实施的战略
没有实现的战略
自发形成的战略
.
7
4、战略是一种定位（position）

chap6战略管理英语版

chap6战略管理英语版
6
Procter & Gamble’s Diversification Strategy
Procter & Gamble (P&G) (Cont’d) Synergy created with combining toothbrush and toothpaste businesses


10
Levels of Diversification (N=3)
1. Low Levels

Single Business Strategy

Corporate-level strategy in which the firm generates 95% or more of its sales revenue from its core business area

Builds synergy: value added by corporate office adds up to more than the value if different businesses in the portfolio were separate and independent

Dominant Business Diversification Strategy

Corporate-level strategy whereby firm generates 70-95% of total sales revenue within a single business area
11
Levels of Diversification (N=3)
2. Moderate to High Levels
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• How does Siemens perform and is its performance
expected to improve further?
1. Background information
4. Value chain strategy
BACKGROUND INFORMATION • Location
• Starting year
• Registered • Number of
• Focus on
– Marketing,
capital
employees
• Management • Era analysis
advertising and promotion
team
– Distribution (channel
Investment • Invested USD 0.44 billion in China
Business
• All business sectors of Siemens including information
and communication, automation and control, power, transportation and household appliance, etc.
MAJOR PILLAR FOR SIEMENS
BUSINESS IN ASIA PACIFIC Location
• Based at Germany • 50+ JVs, 28 offices in China
• Shanghai is the largest Siemens location outside Germany
企业战略管理发展阶段（英文版）
OVERVIEW OF COMPETITOR 1. Background information
4. Value chain strategy
• Location
• Starting year
Focus on
ANALYSIS FRAMEWORK • Registered • Number of
capital
employees
• Management • Era analysis
• Marketing,
advertising and promotion
team
• Distribution (channel
• Equity
and sales force)
structure
2. Strategy
• In which segment of the market is Siemens strong or
weak?
• What is the key success factors for Siemens to pick up
market share quickly since 1999?
• How does Siemens’s distribution channel differ from its
6. Financial performance
• Sales • Profit
KEY ISSUES TO PROBE -
Strategy
Product/market
Value chain strategy
Organization & ownership
Financial performance
SIEMENS • What does Siemens aim to be in 2005 in mobile communication?
• How are Siemens’s product and value delivery system
strategies different from its competitors’?
• What will be Siemens’s future products and which
segments of the market will it target at?
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
3. Product/market
• Key product offerings • Key customers • Value proposition • Geographic focus • Pricing
6. Financial performance
• Sales • Profit
CHINA HAS DEVELOPED INTO A
competitors’?
• How capable is Siemens in R&D, manufacturing, sales
and marketing?
• With a broad product portfolio, how does Siemens
organize or reorganize itself?
• Equity
and sales force)
structure
2. Strategy
• Mission • Vision • Corporate strategy • Market position
5. Organization and ownership
• Organization structure • Ownership structure
Starting
• Entered China's telecommunicd communication business started 1991
• 30,000 staff in information and communication mobile globally Employees • 25,000 employees for all business sectors in china