《外国企业的发展战略(英文版)73245.pptx》由会员分享，可在线阅读，更多相关《外国企业的发展战略(英文版)73245.pptx（34页珍藏版）》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。
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.DefinitionStrategy 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 understanding
3、s that guide managers thinking in decision making.4Understanding of strategyWhere 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 bas
4、ic 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 strategi
5、es6.Medium-and short-range planning7.Implementation through reengineering,staffing,leadership,and control8.Consistency testing and contingency planning;82-1 Inputs to the organizationPeople;Capital;Management skills;Technical skills;Goals of stakeholders;Employees;Consumers;Suppliers;Stockholders;Go
6、vernments;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 profileMissions or purpose;Orientation,values,and visions of executives;Stra
7、tegic intent;11External environmentEconomic factors;Social factors;Political factors;Legal factors;Demographic factors;Technological factors;Ecological factors;12Internal environmentWe should analyze the strengths and weaknesses of each department;Human resources;Financial resources;The company imag
8、e;Organization structure;Organization climate;Planning and control system;Public relations;132-4 Develop alternativesSpecialization or concentration;Diversification;International expansion;Liquidation strategy;Retrenchment strategy;14Case study-Alternatives of TunHeTo establish subsidiaries;to form
9、joint ventures with famous company in soft drinkTo acquire a listed company and control its management and operation?152-5 Evaluation and choice of strategyRisks;Timing;The reaction of competitors;162-6/7 Implementation of strategyStrategy should be translated into middle-term or short-term plans.Re
10、engineering 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 strategies
11、 according to the TOWS Matrix?Elaborate each alternative strategy and illustrate18Definition of the TOWS MatrixThe TOWS Matrix is a conceptual framework for a systematic analysisThe TOWS facilitates matching the external threats and opportunities with the internal weaknesses and strengths of the org
12、anization.19TOWS Matrix204 Alternative Strategies SO strategy:MaxiMaxiWO strategy:MiniMaxiST strategy:MaxiMiniWT 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
13、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
14、Matrix 24Business Portfolio MatrixTwo dimensions;Four quadrants;How can we deal with different business?How about the cash flow in each quadrant;What is the application of the matrix?Comments on the matrix25Business Portfolio MatrixTwo dimensionsRelative competitive position(market share)Business gr
15、owth rateFour positionsQuestion marksStarsCash cowsDogs265.Hierarchy of Company Strategies The corporate-level strategy.Executives 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
16、 to support the business and corporate strategies.276.Five Forces in Industry AnalysisThe competition among companiesThe threat 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 custom
17、ers 287.Porters Generic Strategies Overall Cost Leadership Strategy Differentiation Strategy Focused Strategy(low cost or differentiation)29How can we make overall cost leadership strategyTransfer plants from higher labor cost countries to lower labor cost countriesTo simplify the packageTo simplify
18、 the functions of productsSacrifice the quality of products or servicesTo reduce the marketing expensesTo look for raw materials with low priceTo utilize the latest technologiesTo expand the production scale308.Delphi Technique The background of Delphi TechniqueThe process of Delphi TechniqueThe pur
19、pose of the Delphi Technique31The process of Delphi TechniqueSelect a panel of experts;Ask experts to make a forecast anonymouslyCompile 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
20、to DelphiWhat 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 5TOWS Matrix;Business Portfolio Matrix;Hierarchy of strategies;Industry analysis;Generic strategy;Delphi technique;9、静夜四无邻，荒居旧业
21、贫。5月-235月-23Monday,May 22,202310、雨中黄叶树，灯下白头人。00:38:1000:38:1000:385/22/2023 12:38:10 AM11、以我独沈久，愧君相见频。5月-2300:38:1000:38May-2322-May-2312、故人江海别，几度隔山川。00:38:1000:38:1000:38Monday,May 22,202313、乍见翻疑梦，相悲各问年。5月-235月-2300:38:1000:38:10May 22,202314、他乡生白发，旧国见青山。22 五月 202312:38:10 上午00:38:105月-2315、比不了得就不比
22、，得不到的就不要。五月 2312:38 上午5月-2300:38May 22,202316、行动出成果，工作出财富。2023/5/22 0:38:1000:38:1022 May 202317、做前，能够环视四周；做时，你只能或者最好沿着以脚为起点的射线向前。12:38:10 上午12:38 上午00:38:105月-239、没有失败，只有暂时停止成功！。5月-235月-23Monday,May 22,202310、很多事情努力了未必有结果，但是不努力却什么改变也没有。00:38:1000:38:1000:385/22/2023 12:38:10 AM11、成功就是日复一日那一点点小小努力的积
23、累。5月-2300:38:1000:38May-2322-May-2312、世间成事，不求其绝对圆满，留一份不足，可得无限完美。00:38:1000:38:1000:38Monday,May 22,202313、不知香积寺，数里入云峰。5月-235月-2300:38:1000:38:10May 22,202314、意志坚强的人能把世界放在手中像泥块一样任意揉捏。22 五月 202312:38:10 上午00:38:105月-2315、楚塞三湘接，荆门九派通。五月 2312:38 上午5月-2300:38May 22,202316、少年十五二十时，步行夺得胡马骑。2023/5/22 0:38:1
24、000:38:1022 May 202317、空山新雨后，天气晚来秋。12:38:10 上午12:38 上午00:38:105月-239、杨柳散和风，青山澹吾虑。5月-235月-23Monday,May 22,202310、阅读一切好书如同和过去最杰出的人谈话。00:38:1000:38:1000:385/22/2023 12:38:10 AM11、越是没有本领的就越加自命不凡。5月-2300:38:1000:38May-2322-May-2312、越是无能的人，越喜欢挑剔别人的错儿。00:38:1000:38:1000:38Monday,May 22,202313、知人者智，自知者明。胜人者
25、有力，自胜者强。5月-235月-2300:38:1000:38:10May 22,202314、意志坚强的人能把世界放在手中像泥块一样任意揉捏。22 五月 202312:38:10 上午00:38:105月-2315、最具挑战性的挑战莫过于提升自我。五月 2312:38 上午5月-2300:38May 22,202316、业余生活要有意义，不要越轨。2023/5/22 0:38:1000:38:1022 May 202317、一个人即使已登上顶峰，也仍要自强不息。12:38:10 上午12:38 上午00:38:105月-23MOMODA POWERPOINTLorem ipsum dolor sit,eleifend nulla ac,fringilla purus.Nulla iaculis tempor felis amet,consectetur adipiscing elit.Fusce id urna blanditut cursus.感感 谢谢 您您 的的 下下 载载 观观 看看专家告诉