战略制定：形势分析与经营战略

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1、TheStrategy-FormulationAnalyticalFrameworkStage1:TheInputStageStage2:TheMatchingStageStage3:TheDecisionStageExternalFactorAnalysisSummary(EFAS)StrategicAnalysisSummary(SFAS)InternalFactorAnalysisSummary(IFAS)Threats-Opportunities-Weaknesses-Strengths(

2、TOWS)MatrixBostonConsultingGroup(BCG)Matrix长期目标（Long-TermObjectives）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，五年后芯片收入应为总收入的50%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：

3、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SITUATIONALANALYSISSomeoftheprimarycriticismsofSWOTanalysis:p.96UsingEFASandIFASandSFASMatrixstodealwiththecritic

4、ismsofSWOTanalysisSITUATIONALANALYSISHowgenerateaSFASMatrix?SITUATIONALANALYSISOnedesiredoutcomeofanalyzingstrategicfactorsisidentifyingapropitiousnichewhereanorganizationcoulduseitsdistinctivecompetencetotakeadvantageofaparticularopportunity.Niche:an

5、eedinthemarketplacethatiscurrentlyunsatisfied.SITUATIONALANALYSISApropitiousnicheisanextremelyfavorableniche.Apropitiousnicheisacompany’sspecificcompetitiverolethatissowellsuitedtothefirm’sinternalandexternalenvironmentthatothercorporationarenotlikely

6、tochallengeordislodgeit.SITUATIONALANALYSISHowtofindapropitiousnichepropitiousnichethroughstrategicwindowStrategicwindows:uniquemarketopportunitiesataparticulartimeThefirstonethroughthestrategicwindowcanoccupyapropitiousnicheanddiscouragecompetition(i

7、fthefirmhastherequiredstrengths).SITUATIONALANALYSISCase:p.98ReviewofmissionandobjectivesAcorporationmustreexamineitscurrentmissionandobjectivesbeforeitcangenerateandevaluatealternativestrategies.tendency:managertendtoconcentrateonthealternatives,thea

8、ctionpossibilities,ratherthanonamissiontofulfillandobjectivestoachieve.Why?P.99ReviewofmissionandobjectivesProblemsinperformancecanderivefromaninappropriatemissionstatementthatistoonarrowortoobroad.Objectivescaneitherfocustoomuchonshort-termop