单击此处编辑母版标题样式,*,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,战略管理,Strategic Management,公共管理学院 城市管理系,2003年9月,第三,讲,讲,战,战略,匹,匹配StrategicMatch,内外,条,条件,的,的分,类,类,ClassificationofInternalandExternalConditions,优势,Strengths:,竞,竞,争,争优,势,势competitiveadvantage+stableandhealthyinternalatmosphere,（,（稳,定,定、,健,健康,的,的条,件,件）.,弱势,Weaknesses:,竞,竞争,弱,弱势competitivedisadvantages+anunstableandunhealthyinternalatmosphere（,不,不稳,定,定的,内,内部,条,条件,）,）,一、,优,优势,和,和弱,势,势StrengthsandWeaknesses,1.,优,优,势,势Strengths,(1),核,核心,竞,竞争,力,力Distinctivecompetency(leverage):productdesign,lowcost,highefficiency,leadershipinproductinnovation,abilitytoinfluencelegislation,controlofcostandother,massiveavailabilityofcapital,CRM-customerrelationsmanagement.,Examples:Toyota,quality;Benz,image,IBMservice;CocaCola,internationalbrandrecognition;HP,innovation;AT&Ttechnologicalexpertise.,开发Developingadistinctivecompetency,利用Exploitingdistinctivecompetency,保护Protectingdistinctivecompetency,1.,优,优,势,势Strengths,(2)稳定,器,器stabilizers:maintenancestrength,Fairwagesandsalaries;goodworking conditions;efficient employee hiringpractices,promotionfromwithin,aclear sense ofmission,efficientworkflow,availability of executive trainingprogram,effectivesuperior-subordinatecommunication.,组织正常运,作,作的必要条,件,件。
2.弱势,Weaknesses,(1)下,沉,沉者 Sinkers,关键点出现,大,大问题，灾,难,难来临largeholein the ship structure,Shoddy workmanship or defective merchandise;poorcustomer service;bad location;disloyalemployees,lack ofproduct innovation,poorcredit line;lack ofleadership andmanagerial skills at thecorporatelevel.,(2)动,荡,荡者Destabilizers保证顺利航,行,行,内部权责不,清,清Lackof clearjob descriptions,wide span ofsupervision,deviation from the company,s policyof promotion from within;poorworking condition;inadequateexecutivetrainingprogram.,3、如何判,断,断优势和弱,势,势？,1、历史的,标,标准HistoricalCriterion,特定条件下,，,，将现在与,过,过去的绩效,进,进行比较。
2、竞争的,标,标准Competitive Criterion,和第一名相,比,比，处于何,种,种地位3、名义的,标,标准NormativeCriterion,“Howthings ought tobe”instead ofwith,“,“howthings are”,与最新的理,论,论研究成果,相,相比二、机会和,威,威胁Opportunities and Threats,1.,机会,Opportunities,市场增长等,Growth ofcustomer;exitof competitor;increasesof suppliers,abundancesof labor;few governmentregulations,population growth,culturalchanges,lowerinflation,，favorable technologicalbreakthroughs,improvedpoliticalrelationsbetween acountry and foreignnation with large market.,2.,威胁,Threats,Decline inthesizeof the customerbase,entry ofa powerful competitor into the industry,decreasein the numberof suppliers,increase inthecostof raw materials,shortage oflabor,greatergovernmentregulations,adverse culturaltrends,higherinflationrates,recession,higherunemployment rates,deteriorationin the political relations betweentwo countries,and so on.,1.机会Opportunities,(1)未,来,来的机会Future Opportunities,Earlydetection,(2)现,在,在的机会Current Opportunities,-渐,进,进性evolvedopportunities;,-突,发,发性sudden opportunities;,-潜,在,在hidden opportunities.,2.威胁Threats,未来的威胁Future Threats,现在的威胁Current Threats,-渐,进,进的 evolvedthreats,-突,发,发的 suddenthreats,-潜,在,在的 hiddenthreats,3.变威,胁,胁为机会Turning threatsto,opportunities,决断力,Earlyrecognition,三、战略匹,配,配StrategicMatch,1.杠杆,力,力,Leverage-Strengths toOpportunities,-Strategic window(window of opportunity）,2.维持,力,力,Maintenance-Strengthsto Threats,-maintain orprotect theirmarket position,3.局限,力,力,Constraint-Weaknesses toopportunities,-abiggovernmentbureaucracy vs.theprivate sector,4.脆弱,力,力,Vulnerability-Weaknesses toThreats,SWOT分,析,析,波特M.E.Porter的5种,力,力量分析,SWOT,分析提供了,四,四种战略,。