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1、1MANAGEMENT:A GLOBAL PERSPECTIVEWeihrich and KoontzChapter 5.Strategies,Policies,and Planning Premises21.The definition of strategy;2.The strategic planning process.3.The TOWS Matrix 4.The business portfolio matrix 5.The hierarchy of strategies;6.The industrial analysis7.Porters generic strategies;8
2、.Delphi technique;Chapter objectives31.Definition Strategy is the determination of the mission and the basic long-term objectives of an enterprise,followed by the adoption of courses of action and allocation of resources necessary to achieve these aims.Policies are general statements or understandin
3、gs that guide managers thinking in decision making.4Understanding of strategy Where are we?Where do you want to go?How can we get there?5Case study1.What is the major business of Samsung?2.What is the main problem of most Korean conglomerates?3.What is the basic value of Samsung?4.According to the b
4、asic value and its philosophy,which are emphasized in Samsung?5.What can we learn from the case?62.The Strategic Planning Process 7The Strategic Planning Process1.Inputs to the organization2.Industry analysis3.Enterprise profile4.Development of alternative strategies5.Evaluation and choice of strate
5、gies6.Medium-and short-range planning7.Implementation through reengineering,staffing,leadership,and control8.Consistency testing and contingency planning;82-1 Inputs to the organization People;Capital;Management skills;Technical skills;Goals of stakeholders;Employees;Consumers;Suppliers;Stockholders
6、;Governments;Community;92-2 Industry analysis Competition within an industry;The possibility of new firms;The availability of substitute;The bargaining positions of suppliers;The bargaining positions of buyers 102-3 Enterprise profile Missions or purpose;Orientation,values,and visions of executives;
7、Strategic intent;11External environment Economic factors;Social factors;Political factors;Legal factors;Demographic factors;Technological factors;Ecological factors;12Internal environment We should analyze the strengths and weaknesses of each department;Human resources;Financial resources;The compan
8、y image;Organization structure;Organization climate;Planning and control system;Public relations;132-4 Develop alternatives Specialization or concentration;Diversification;International expansion;Liquidation strategy;Retrenchment strategy;14Case study-Alternatives of TunHe To establish subsidiaries;
9、to form joint ventures with famous company in soft drink To acquire a listed company and control its management and operation?152-5 Evaluation and choice of strategy Risks;Timing;The reaction of competitors;162-6/7 Implementation of strategy Strategy should be translated into middle-term or short-te
10、rm plans.Reengineering the organization,staffing,and providing leadership is required in implementation of the strategy;173.the TOWS Matrix What is the relationship between the SWOT Matrix and the TOWS Matrix?What is the major function of the TOWS Matrix?What does TOWS stand for?How many alternative
11、 strategies according to the TOWS Matrix?Elaborate each alternative strategy and illustrate18Definition of the TOWS Matrix The TOWS Matrix is a conceptual framework for a systematic analysis The TOWS facilitates matching the external threats and opportunities with the internal weaknesses and strengt
12、hs of the organization.19TOWS Matrix204 Alternative Strategies SO strategy:MaxiMaxi WO strategy:MiniMaxi ST strategy:MaxiMini WT strategy:MiniMini21烟台啤酒2003年结论竞争关键因素：n销售模式n品牌与产品n人优势 劣势深度分销模式纯生、黑生生产技术烟台地区的品牌忠诚系统的营销管理能力区域化地名品牌 大 的 城 市 市 场 的 销 售营销经验少资本扩张潜力小机会 啤 酒 消 费 的 时 尚 性 带来的个性化；流通领域变革中高档份额扩大 胶 东 地
13、区 是 大 集 团 的战略空白点 完 善 深 度 分 销，保 证 烟 台市场，提供资金流 加 强 品 牌 管 理，利 用 地 域情节巩固品牌忠诚 利 用 纯 生、黑 生 扩 大 市 场区域增加中高份额 创 新 销 售 模 式，适 应流 通 变 革，进 入 城 市 市场；创 新 时 尚 性 中 高 档 品牌 进 入 中 高 端 市 场、个性市场威胁 啤 酒 产 业 集 中 带 来 的高竞争；青岛啤酒的进入 行 业 竞 争 将 从 对 生 产转 为 对 市 场/人 力 资 源 的竞争 在 烟 威 地 区 构 建 网 络/品牌优势求得生存 营 销 管 理 机 制 的 完 善 保 证市场资源和人力资源
14、 在 区 外 利 用 周 期 性 差异 化 产 品/品 牌 创 新 求 得发展22The body shopStrengths WeaknessesOpportunities SO strategyWO strategyThreats ST strategyWT strategy234.Business Portfolio Matrix 24Business Portfolio Matrix Two dimensions;Four quadrants;How can we deal with different business?How about the cash flow in each
15、quadrant;What is the application of the matrix?Comments on the matrix25Business Portfolio Matrix Two dimensions Relative competitive position(market share)Business growth rate Four positions Question marks Stars Cash cows Dogs265.Hierarchy of Company Strategies The corporate-level strategy.Executive
16、s craft the overall strategy for a diversified company.Business strategies are developed usually by the general manager of a business unit.Functional strategies.The aim is to support the business and corporate strategies.276.Five Forces in Industry Analysis The competition among companies The threat
17、 of new companies entering the market The possibility of using substitute products or services The bargaining power of suppliers The bargaining power of the buyers or customers 287.Porters Generic Strategies Overall Cost Leadership Strategy Differentiation Strategy Focused Strategy(low cost or diffe
18、rentiation)29How can we make overall cost leadership strategy Transfer plants from higher labor cost countries to lower labor cost countries To simplify the package To simplify the functions of products Sacrifice the quality of products or services To reduce the marketing expenses To look for raw ma
19、terials with low price To utilize the latest technologies To expand the production scale308.Delphi Technique The background of Delphi Technique The process of Delphi Technique The purpose of the Delphi Technique31The process of Delphi Technique Select a panel of experts;Ask experts to make a forecas
20、t anonymously Compile the answers and give feedback to the experts;Ask experts to make new forecast;The process may be repeated several times;A convergent opinion appears32Questions as to Delphi What is the purpose of Delphi?Is it a qualitative approach or quantitative approach to forecast;How can we improve the accuracy of forecast?33Key points in Chapter 5 TOWS Matrix;Business Portfolio Matrix;Hierarchy of strategies;Industry analysis;Generic strategy;Delphi technique;