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1、第1页/共83页The Strategy-Formulation Analytical Framework Stage 1:The Input Stage Stage2:The Matching StageStage3:The Decision StageExternal Factor External Factor Analysis Analysis Summary(EFAS)Summary(EFAS)Strategic Analysis Strategic Analysis SummarySummary(SFAS)(SFAS)Internal Factor Internal Factor
2、Analysis Summary Analysis Summary(IFAS)(IFAS)Threats-Opportunities-Weaknesses-Strengths(TOWS)MatrixBoston Consulting Group(BCG)Matrix第2页/共83页第3页/共83页第4页/共83页第5页/共83页第6页/共83页 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
3、后芯片收入应为总收入的50%第7页/共83页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、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、社会责任目标第8页/共83页第9页/共83页第10页/共83页第11页/共83页第12页/共83页第13页/共83页第14页/共83页第15页/共8
4、3页第16页/共83页SITUATIONAL ANALYSISSome of the primary criticisms of SWOT analysis:p.96Using EFAS and IFAS and SFAS Matrixs to deal with the criticisms of SWOT analysis第17页/共83页SITUATIONAL ANALYSISHow generate a SFAS Matrix?第18页/共83页第19页/共83页第20页/共83页第21页/共83页第22页/共83页第23页/共83页第24页/共83页SITUATIONAL ANALY
5、SISOne 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.第25页/共83页SITUATIONAL ANALYSISA propitious nic
6、he 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.第26页/共83页SITUATIONAL ANALYSISHow to find a propitious nichepropitious
7、niche through strategic window Strategic windows:unique market opportunities at a particular timeThe first one through the strategic window can occupy a propitious niche and discourage competition(if the firm has the required strengths).第27页/共83页第28页/共83页SITUATIONAL ANALYSISCase:p.98第29页/共83页 Review
8、 of mission and objectivesA 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.9
9、9第30页/共83页 Review of mission and objectivesProblems 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.第31页/共83页第32页/共83页Generat
10、ing alternatives strategies using a TOWS matrixExample p.105 Maytag Corporation TOWS matrix第33页/共83页TOWS Matrix InternalExternalStrengthsList 1.2.3.,WeaknessesList 1.2.3.,OpportunitiesList 1.2.3.,SO StrategyUse strengths to take advantage of opportunitiesWO StrategyOvercome weaknesses by take advant
11、age of opportunitiesThreatsList 1.2.3.,ST StrategyUse strengths to avoid threatsWT Strategy Minimize weaknesses and avoid threats 第34页/共83页Eight steps in constructing a TOWS Matrix1.List the firms key external opportunities.2.List the firms key external threats.3.List the firms key internal strength
12、s.4.List the firms key internal weaknesses.5.Match internal strengths with external opportunities and record the resultant SO Strategies in the appropriate cell.第35页/共83页6.Match internal weaknesses with external opportunities and record the resultant WO Strategies.7.Match internal strengths with ext
13、ernal threats and record the resultant ST Strategies.8.Match internal 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!第36页/共83页TOWS M
14、atrix InternalExternalStrengthsList 1.2.3.,WeaknessesList 1.2.3.,OpportunitiesList 1.2.3.,SO StrategyUse strengths to take advantage of opportunitiesWO StrategyOvercome weaknesses by take advantage of opportunitiesThreatsList 1.2.3.,ST StrategyUse strengths to avoid threatsWT Strategy Minimize weakn
15、esses and avoid threats 第37页/共83页Explanation of Strategies of SO,WO,ST,and WTSO:Use strengths to take advantages of opportunitiesWO：Overcome weaknesses by taking advantages of opportunitiesST:Use strengths to avoid threatsWT:Minimize weaknesses and avoid threatsExample：pp.105第38页/共83页第39页/共83页第40页/共
16、83页Competitive StrategyCompetitive strategy creates a defendable position in an industry so that a firm can outperform competitors.Answer two questions:p.103 1.Compete on cost or something other than cost?2.Compete for broad industry or a niche?第41页/共83页第42页/共83页review第43页/共83页Competitive StrategyPo
17、rter two“generic”strategies:lower cost and differentiation.P.106Why“generic”?P103第44页/共83页第45页/共83页Competitive StrategyPorter:a firms competitive 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 strat
18、egies,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 narrow target.第46页/共83页Combining two types of target markets with the two competitive advantages forms the following figure.第47页/共83页Competitive StrategyCost leadership
19、is a low-cost competitive strategy that aims at the broad mass market and requires“aggressive construction of efficient-scale facilities,vigorous pursuit of cost reductions from experience,tight cost and over-head control,avoidance of marginal customer accounts,and cost minimization in areas like R&
20、D,service,sales force,advertising,and so on.第48页/共83页第49页/共83页单位成本累积产量经验曲线第50页/共83页劳动生产率时间学习曲线第51页/共83页Competitive StrategyBenefits of cost leadership:lower price and satisfactory profit,a defense against rivals,high bargaining power to suppliers,entry barrier第52页/共83页Competitive StrategyDifferentia
21、tion 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,technology,feature,dealer network,or customer service.Resulting brand loyalty lowers customers sensitivity to price.(p.107)第53页/共83页Competitive
22、 StrategyBenefits of Differentiation:p107 above-average premium,buyer loyalty as an entry barrier第54页/共83页第55页/共83页Competitive StrategyA differentiation strategy is more likely to generate higher profits than is a low-cost strategy because differentiation creates a better entry barrier.A low-cost st
23、rategy is more likely to generate increases in market share.第56页/共83页第57页/共83页第58页/共83页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.第59页/共83
24、页第60页/共83页第61页/共83页以下内容因时间原因暂不讲，自学。第62页/共83页What is the relationship between industry structure and competitive strategy第63页/共83页第64页/共83页第65页/共83页第66页/共83页第67页/共83页第68页/共83页How does hyper-competition affect competitive strategy第69页/共83页What are competitive tactics?第70页/共83页第71页/共83页第72页/共83页第73页/共83页第74页/共83页What are cooperative strategy第75页/共83页第76页/共83页第77页/共83页第78页/共83页第79页/共83页第80页/共83页第81页/共83页第82页/共83页感谢您的观看！第83页/共83页