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1、The Strategy-Formulation Analytical Framework Stage 1: The Input Stage Stage2: The Matching Stage Stage3: The Decision Stage,External Factor Analysis Summary (EFAS),Strategic Analysis Summary (SFAS),Internal Factor Analysis Summary (IFAS),Threats-Opportunities-Weaknesses-Strengths (TOWS) Matrix,Bost
2、on Consulting Group (BCG) Matrix,长期目标 （Long-Term Objectives） 战略目标与愿景、使命 战略目标是人们期望实行某种战略而达到的理想结果，是企业远景和使命的具体化。 例如：实施“名牌战略”，五年后品牌产品的销售额应达到1亿元 首钢集团实施多元化战略，进入芯片领域，五年后芯片收入应为总收入的50%,企业战略目标的一般内容 1、盈利能力 2、生产效率：年产量、成本降低率、投入产出比率，等 3、市场竞争地位：市场占有率、总销售收入，等等 4、产品结构：新产品开发数、新品产值率，等等 5、财务状况 6、企业的建设与发展：年产量增加速度、生产规模扩大
3、、生产自动化、信息化水平、企业管理水平，等等 7、技术水平：专利数、开发和创新项目，等等 8、人力资源的开发：培训人数及费用、技术职称比例 9、职工福利：工资水平、奖励水平 10、社会责任目标,SITUATIONAL ANALYSIS,Some of the primary criticisms of SWOT analysis:p.96 Using EFAS and IFAS and SFAS Matrixs to deal with the criticisms of SWOT analysis,SITUATIONAL ANALYSIS,How generate a SFAS Matrix
4、?,SITUATIONAL ANALYSIS,One desired outcome of analyzing strategic factors is identifying a propitious niche where an organization could use its distinctive competence to take advantage of a particular opportunity. Niche: a need in the marketplace that is currently unsatisfied.,SITUATIONAL ANALYSIS,A
5、 propitious niche is an extremely favorable niche. A propitious niche is a companys specific competitive role that is so well suited to the firms internal and external environment that other corporation are not likely to challenge or dislodge it.,SITUATIONAL ANALYSIS,How to find a propitious niche p
6、ropitious niche through strategic window Strategic windows: unique market opportunities at a particular time The first one through the strategic window can occupy a propitious niche and discourage competition (if the firm has the required strengths).,SITUATIONAL ANALYSIS,Case: p.98,Review of mission
7、 and objectives A corporation must reexamine its current mission and objectives before it can generate and evaluate alternative strategies. tendency: manager tend to concentrate on the alternatives, the action possibilities, rather than on a mission to fulfill and objectives to achieve. Why? P.99,Re
8、view of mission and objectives Problems in performance can derive from an inappropriate mission statement that is too narrow or too broad. Objectives can either focus too much on short-term operational goals or be so general that they provide little real guidance.,Generating alternatives strategies
9、using a TOWS matrix,Example p.105 Maytag Corporation TOWS matrix,TOWS Matrix,Eight steps in constructing a TOWS Matrix 1.List the firms key external opportunities. 2.List the firms key external threats. 3.List the firms key internal strengths. 4.List the firms key internal weaknesses. 5.Match intern
10、al strengths with external opportunities and record the resultant SO Strategies in the appropriate cell.,6.Match internal weaknesses with external opportunities and record the resultant WO Strategies. 7.Match internal strengths with external threats and record the resultant ST Strategies. 8. Match i
11、nternal weaknesses with external threats and record the resultant WT Strategies. Attention: The purpose of matching tool is to generate feasible alternative strategies, not to select or determine which strategies are the best!,TOWS Matrix,Explanation of Strategies of SO, WO,ST, and WT SO: Use streng
12、ths to take advantages of opportunities WO：Overcome weaknesses by taking advantages of opportunities ST: Use strengths to avoid threats WT: Minimize weaknesses and avoid threats Example：pp.105,Competitive Strategy,Competitive strategy creates a defendable position in an industry so that a firm can o
13、utperform competitors. Answer two questions:p.103 1.Compete on cost or something other than cost? 2.Compete for broad industry or a niche?,review,Competitive Strategy,Porter two “generic” strategies: lower cost and differentiation. P.106 Why “generic” ? P103,Competitive Strategy,Porter: a firms comp
14、etitive advantage is determined by its competitive scope, that is, the breath of the target market of the company and unit. Before using one of the two generic strategies, the firm or unit must choose the range of product varieties it will produce. A company or unit can choose a broad target or a na
15、rrow target.,Combining two types of target markets with the two competitive advantages forms the following figure.,Competitive Strategy,Cost leadership is a low-cost competitive strategy that aims at the broad mass market and requires “ aggressive construction of efficient-scale facilities, vigorous
16、 pursuit of cost reductions from experience, tight cost and over- head control, avoidance of marginal customer accounts, and cost minimization in areas like R&D, service, sales force, advertising, and so on.,单位成本,累积产量,经验曲线,劳动生产率,时间,学习曲线,Competitive Strategy,Benefits of cost leadership: lower price a
17、nd satisfactory profit, a defense against rivals, high bargaining power to suppliers, entry barrier,Competitive Strategy,Differentiation is aimed at the broad mass market and involves the creation of a product or service that is perceived through its industry as unique( design, brand image, technolo
18、gy, feature, dealer network, or customer service. Resulting brand loyalty lowers customers sensitivity to price.(p.107),Competitive Strategy,Benefits of Differentiation:p107 above-average premium, buyer loyalty as an entry barrier,Competitive Strategy,A differentiation strategy is more likely to gen
19、erate higher profits than is a low-cost strategy because differentiation creates a better entry barrier. A low-cost strategy is more likely to generate increases in market share.,Risks of competitive strategies,Cost leadership can be imitated by competitors . Differentiation can be imitated by competitors, especially when the basis for differentiation becomes less important to buyers.,以下内容因时间原因暂不讲，自学。,What is the relationship between industry structure and competitive strategy,How does hyper-competition affect competitive strategy,What are competitive tactics?,What are cooperative strategy,