企业战略治理的理论和方法Theories and Methodologies in Strategic ManagementChapter 1 Introduction of Strategic Management Outline of this chapter1. Definition of strategic management (SM).2. Some key trems uesed in SM3. Model of SM.4. Aims of SM.5. Functions and benefits of SM6. Reasons for not doing SM.7. Guildlines or principles for an effective SM.8. Methodologies of SM9. Abilities learned and practiced in SM.1.1 definition of SM( or SMP).Strategic management process is the full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above average returns.And more specifically, SM can be defined as an art andscience of formulating, implementing and evaluating overall decisions that enable an business organization (BO) to achieve its long term objectives.1.2 some key terms often used in SMA. strategists: CEO, president（总裁）, chair of the board （董事长）, executive director（执行董事）, or entrepreneur （企业家）, who are responsible for making strategic decision and who will also take most responsibility for failure and success of a BO.B. mission（使命）and vision（愿景）.a. Mission : which identify the business scope for a BO.b. Vision : which set the ultimate objectives and prospects for a BO.C. long term objective: refers to specific results, which a BO *strives to achieve within a period longer than one year.D. annual objective (*manage)E. Strategy: refers to the means which is used by a BO to achieve its long term objectives. e.g focus（专业化）, acquisition（收购）, diversification（多元化）, retrenchment （收缩）.F. policy: refers to the means which is used by a BO to guide its day to day operation, e.g compensation policy, motivation policy, business rules, cost control regulation, customer service policy, ect. The policy often reflect the business ethics and values of a BO and its top management.1.3 model of SMSteps 1: strategic analysis,which can be further divided into following steps: external analysis,internal analysis.Step 2: strategy formulation, which can be further divided into following steps:strategic position i.e developing vision and mission for a business organization,and strategy selection, which mainly focus on selecting proper strategies to achieve the long term objective of a BO. Steps 3:strategy implementation,which can be further divided into following steps : establishing objectives,managing to achieve objectives.Steps 4: strategy evaluation, which can be further divided intio following steps:evaluating strategy,adjusting strategy.1.4 aim of SMWhen we conduct SM, all of SM activities should be aimed at long term benefits rather than short term interests, and theories and methods used in SM are also developed and practiced on the basis of long term objectives . Therefore, in the long run, the aim of SM as well as the whole BO is to provide customer satisfaction and constantly compete to be the best among many other competitors. So the fundamental business ethics is the altruim.1.5 functions and benefits of SMThe major function or benefit of SM is to provide a clear direction and paths for the future development of a BO.1.6 why some BOs do not conduct SM.a. firefighting managementb. waste of timec. too expensived. fear of failuree. overconfident1.7 GUIDELINE OF SMA. Forward thinking.B. Fullsight thinking.C. Trend thinking.D. Rational thinking.E. Path thinking.1.8 methodology used in SMA. the first methodology is binary analysis or dialectics, which analyse two sides of the issue and try to make comprehensive conclusion of the targeted issue. Some typical binary analysis include external and internal analysis, SW, OT, gain or loss, ect.B. The second one is gain or loss, or benefit or harm analysis, which list and evaluate the major benefits and losses ofcertain actions and thereby make a final decision. C. The third one is objective orientation.Which means in SM, we always put objective as the top priority, and make strategic decisions in accordance with the objective. So before we take any action, it is important to make clear what is your purpose and what is your final goal of taking this action.D. The fourth one is the result or effect orientation, which means we evaluate the effectiveness of a certain strategy according to its final results or its actual effects it has produced.E. The fifth one is systematic plan or comprehensive management, which means in SM, we should see a BO as a whole system, each department or division has its independentfunctions and duties, and each department is also an indispensible part of the wholeorganization, and they are all committed to the same mission of the whole organization, and this kind of relationship between different department is called strategic partner. The other meanning of systematic plan is that each separate steps of business management are related to each other, and we should make thefirst step conducive and productive to the second step.1.9 ABILITIES NEEDED TO CONDUCTING EFFECTIVE SMConducting effective SM, a strategist will need to have several essential abilities, which include:A. Ability of foresightful and insightful analysis, which isneeded to conduct an effctive strategic analysis.B. Ability of making a decisive judgement, which is needed when making strategic selection.C. Ability of comprehesive planning, which is needed when formulating a strategic plan.D. Ability of thougthful practicing, which is needed when implementing the strategy.E. Ability of flexibility and adaptiveness, which is needed when facing a constantly changing enviornment in which a business organization may frequently encounter.Chapter 2 external analysis in strategic analysis Objectives:A.describe a framework of external analysis.B. identify key factors in EAC. outline a general process of analysing each of the key factor .D. make a preliminary conclusion of EA2.1 Introduction of EA2.1.1 a general definition of strategic analysisIn SM, SA refers to a systematic and comprehensive analysis on the external and internal factors, which will affect business operation of a BO. So SA include two parts of analysis, one is EA, and the other is IA.2.1.2 the aim or function of SABefore making strategic decisions for a BO, srategist should carefully analyzing some essential factors that willaffect the effectiveness of these decisions. As an old Chinese saying said: without knowing your enemy and yourself, you can never win a war.The first strategic decision needed to be made for a BO is the mission and vision, which identify the main business scope and long term goals for a BO. Before making this decisions, strategists should know the long term profitibility of the selected business.Basically, the long term profitibility of an business are mainly determined by two factors. One is the average profitibility of the whole industry, and the other one is the earning capacity of the individual BO. Therefore SA mainly focus on analyzing these two factors, among them, EA focus on industry analysis, and IA focus on enterprise analysis.2.1.3 methods used in EABesides some basic principles in SM, we will also study some methodologies used in SM. In EA, there are some basic methods, which we will illustrate in detail in our later discussion. Here we will make a brief introduction about some of these methods.The first method is the method of key factors. This method is used in selecting factors, which will affect the long term profitibility of a certain industry. Since there are so many factors which can affect the profitibility of an industry, that we can put all of these factors into our consideration. What we can do is to select some key factors that have significant affact on the profitibility of an industry. In Chinese philosophy, this method is called catching the majorcontradictions and major aspects of the major contradiction. The other method is trend analysis. As we said before in chapter 1, prediction about future events can not be made so precisely as some economic reports. But we still can make a basic prediction that could tell us the general trend of future events.2.1.4 the model of EAThe model here refer to the framework used in the EA, whichare different in different SM theory.2.1.5 Five force modelA. force from competitorsB. force from new entrantsC. force from substitute productsD. froce from buyersE. force from supplyers2.1.6 outline of industry analysisA. total demandB. total supplyC. competition situationD. supply chain situationE. other related factors2.2 analysis on general demand2.2.1 the theory of market mechanism:total supply and total demand decide market price, and market price affect total supply and total demand, and thus affect allocation of resources in the market.2.2.2 the aim of analysis on general demandFrom the basic theory of market mechanism, we can know that total demand is one of the two factors, which decide market price. In a market economy, all business activities are aimed to satisfy a certain kind of demand,and to some extent, the profitibility of a industry are largely determind by the total demand in this industry. By analysing the current total demand and the general trend in a relatively longer period, we can get a basic conclusion on the profitibility of an industry.2.2.3 some major indicators used to analysize general demandA. current total demand for a product = per captia consumption of a product * quantity of total populationB. Future demand for a product = per captia demand for a product in future * total population in futureC. the annual growth rate of total demand = (future demand – current) / growing years2.2.4 basic conclusion on total demand: four stages in product’s life cycleA. introduction stageB. growth stageC. maturity stageD. decline stageA. Main characteristics of introduction stage:-----high growth rate-----high profit margin********starsB. Main characteristics of growing stage------high growth rate------medium or low profit margin********cash cowsC. Main characteristics of stable stage:-----medium or low growth rate-----medium or low profit margin********dogsD. Main characteristics of decling stage:------negative growth rate------low profit margin********questions2.3 Analysis on general supply2.3.1 aims of general supply ananlysisfrom theory of market mechanism we have known that,in addition to general demand, general supply is another determinant factor which will affect market price. Actually, it is the relationship between total demand and total supply that finally determine the market price. Just because in most cases, general demand usually is the initial factor that will change the equillibrium price, we put it in the first place in our discussion. In this section,will turn our focus on total supply analysis, and discuss how it will affact market price and thus profitibility in a certain industry.2.3.2 indicators used in general supply analysisA. overall capacity of general supply relative to general demand: reflect current capacity(1) undercapacity(2) duecapacity(3) overcapacityB. Barrier of entering an industry: reflect possible capacity increase in the future(1) Investment barrier(2) techonology barrier(3) policy barrierC. Barrier of leaving an industry: reflect possible capacity decrease in the future(1) special equipment(2) large volume of investmemt2.3.3 basic conclusion on total supplyA. undersupply: relatively high prifit marginB. saturate: medium profit marginC. oversupply: low profit margin2.4 analysis on competing situation2.4.1 the aim of competing situation analysisIn a market economy, theoratically, there are four different kinds of competition situation, which include pure competion, monopolistic competion, oligopoly, and monopoly.Generally, in each of these different competition situation, the profit margin of a BO is different, so the competition situation is an important external factor which has significant influence on the profitibility of a industry as a whole. The aim of competition analysis is to analyze the current competition situation in a certain industry, and thusmake a preliminary assessment on the profitibility of a industry.2.4.2 the major indicators used in competitive situation analysisA. the number of competitors in an industry.B. the market share of the leading competitors in this industry.2.4.3 basic conclusion on competiting analysisA. pure competition: many competitors compete in a homogeneous product market, and no single competitor gain a notable market share.Conclusion: low profit marginB. monopolistic competition: many competitors compete in a heterogeneous product market with differentiated productfeatures, and no single competitor gain a dominant market share.Conclusion: relatively high profit margin.C. oligopoly: relatively fewer competitors compete in an identical product market or a differentiated product market, and each competitor has a remarkable market share. Conclusion: high profit marginD. monopoly: only a single player in the market, or a single competitor has a dominant market share, say 80% or 90% of the total market share.Conclusion: controllable high profit margin.2.5 analysis on supply chain2.5.1 the aim of supply chain analysisBesides the controllability in an industry that can greatly affect the profit margin of a BO, the supply chain before and after this BO will also play a role in the profit margin of this BO. These supply chain include suppliers which provide rawmaterials to the BO, and distributors which provide distribution channels to the BO. If the suppliers and the distributors can provide their products or services at cheaper price to the BO, it can get a higher profit margin, otherwise it will have a lower profit margin.2.5.2 indicators used in supply chain analysisA. monopolistic degree of supplier or distributor2.5.3 basic conclusion of supply chain analysisA. high monopolistic degree: low profit marginB. low monopolistic degree: medium or high profit margin2.6 analysis on macroeconomy2.6.1 aims of macroeconomy analysisBesides those factors with the industry that will greatly affect the profitability of an industry, the factors outside the industry will also affect the profitability of the industry . Except those countercycle industry, in an expansion period,an industry generally get a high profit margin, and in a shrinking period, an industry generally has a low profit margin.2.6.2 indicators used in macroeconomy analysisA. economic growth rateB. inflation rate2.6.3 basic conclusion on macroeconomy analysisA. high growth rate: high or medium profit marginB. low or nagetive growth rate:low profit marginChapter 3 internal analysis3.1 introdution of internal analysis3.1.1 aims of internal analysisAlthough the general profitability in an industry has an influence on the profitability of a BO, we still can see a big difference on the profitability of different BOs in the same industry. As a matter of fact, it is the factors within a BO that finally determind the profitability.3.1.2 key factors used in IAthose factors which are vitally important to the competitiveness of a BO, which include:A. resource factorsB. capability factorsC. organizational factors3.1.3 methods applied in IA--------scarcity rating methodhigh scarcity: highly competitive,and high profitabilitylow scarcity: lowly competitive,and low profitability3.2 analysis on resourse factors3.2.1 aims of resource analysis.The resources refer to the physical and nonphysical assets a BO possess or has actual controls. How much and how rare resources a BO own will greatly affect the earning capacity of a BO.3.2.2 key factors applied in resources analysisA. physical resourceB. human resourceC. nonphysical resource3.2.3 scarcity on resource factors and preliminary conclusion of IA on resources factors:A. has no scarcity: low competitivenessB. has immitable scarcity: short term competitivenessC.has unimmitable or sustainable scarcity: long termcompetitiveness3.3 analysis on capabilities factors3.3.1 the aims of capabilities analysisThe capabilities refer to any kinds of skill or capacity which a BO possess to make fully use of its various resources. Resources are only potential wealth, if they are not properly used.The capability to properly use the resources will greatly affact the value, which a certain kind of resource contribute to the profit of a BO. So the capabilities is another improtant fatctor which will greatly affect the profitability of a BO, and thus is needed carefully analysing.3.3.2 Key factors in capability analysis.。