人民大2024战略管理（第13版）教师手册 David_13e_im_06.docx

Ch冲Ier6:SiraiegyAnalysisaiChoiceCHAPTER6STRATEGYANA1.YSISANDCHOICECHAPTEROUT1.INE 'l'heNatureofStrategyAnalySiSandChoice AComprehensiveStratcgjl-FormulationFramework TheInputStage TheMatchingStage TheDecisionStage CulturalAspectsofStrategyChoice ThePoliiicsofStrategyChoiCe GovenianceIssuesCHAPTEROBJECTIVESAfterstudyingthischapter,youshouldbeabletodothefollowing:1. DescribeaIhree-Stageframeworkforchoosingamongalternativestrategies.2. ExplainhowtodevelopaSWOTMatrix.SPACEMatrix,BCGMatrix,IEMatrix.andQSPM.3. klentif,importantbehavioral,political,ethical,arlsocialresponsibilityconsiderationsinstrategyanalysisandchoice.4. Discusstheroleofintuitioninstrategicanalysisandchoice.5. Discusstheroleoforganizationalcultureinstrategicanalysisandchoice.6. DiscusstheroleofaboardOfdil锭torsinChOOSmgan>ngalternativestrategies.CHAPTEROVERVIEWStrategicanalysisaixlchoicelargelyinvolveInakingSulyectivedecisionsbasedonobjectiveinformation.Cliapier6intoducesimportantconceptsIhalcanhelpstrategistsgeneralefeasibleHlemalives,evaluatelhsealternatives,andChooSeaspecificcourseoaction.BehavioralaspectsofStratcgj'Ibnnulationarcdescribed,includingpolitics,culture,ethics,andsocialresponsibilityconsiderations.DoingGreatinaWeakEconomy-AppleWhenmostfirmswerestrugglingin2008,Appleincreaseditsrevenues11>11$24billionin2007to$32,4billionin2008.Fortunemagazinein2009ratedAppleastheirnumber-onefcbMostAdmiredCompanyintheWorld"intermsofitsmanagementandperformance.BrisksalesofiPods,iljhone>.andlaptopsareyieldinghigherandhigherrevenuesandprofitseveryqua11er.122Applehasaggrejisivenewplanstobuilditsowncomputerchipstosharefewerdetailsaboutitstechnologywithexternalchipmanufacturers.EXTENDEDCHAPTEROUT1.INEWITHTEACHINGTIPSI. THENATUREOFSTRATEGYANA1.YSISANDCHOICEA. Rgwv6-1illustratesthischapter'sfocusonestablishingIong-Iennobjectives,generatingalternativestrategies,andselectingstrategiestopursue.B. TheProccssofGeneratingandSelectingStrategics1. Strategistsneverconsiderallfeasiblealternativesthatcouldbenefitthefirm,becauseIhereareaninfinitenumberofpossibleactionsaklaninfinitenumberofwaystoimplementthoseactions.Thereft)代.amanageableseiOftheInoSlaltraciivealternativeStnitegiesmustbedeveloped.2. IdentifyingandevaluatingalternativestrategicsshouldinvolvemanyofthemanagersandemployeeswhoearlierassembledtheorganizationalmissionStateInent.performedtheexternalaudit,alconductedIheinternalaudit.3. AlternativestrategiesproposedbyPaniCiPanlSshouldheconsideredanddiscussedinameetingorseriesofmeetings.VTN(VisittheNet):hNccacSHChiCHegwmOChUelsld050hmcautionagainstplannersusurpingtheresx>nsibilityoflinemuersinstrategicplanning.II. ACOMPREHENSIVESTRATECiY-FORMU1.ATlONFRAMEWORKA.ImportantStralegy-FonnulalionTechniques1. Importantstrategy-formulationtechniquescanbeintegratedintoathree-stagedecision-makingframework,asshowninFigure6-2ofIheIeXtbook.ThetoolsPrcSentedinhisfranevokavapplicabletoallsizesatvdtypesofOrganizaiionsandcanhelpSiralegistsidentifj,evaluate,andselectstrategies.2. Theframeworkdescribedabovehasthreestages:a. Stage1:TheInputStagesummarizesthebasicinputintbmationneededtoii>nnulaiestrategies.ItconsistsOftheEFEMatrix.IhUIFEMatrix,andtheCPMb. Stage2:TheMalchingStageIbCUSeSupongeneratingfeasibleahemativestrategiesbyaligningkeyexternalandinternalfactors,hincludestheSwOTMatrix.SPACEMatrix.BCGMatrix.IEMatrix,andGrandStnitcgyMatrix.Chapier6:SiraiegyAnalysisandChoicec. Stage3:TheDecisionStageusestheGSPMtorevealtherelativeatlraciivene?>sofalternativestrategics.3. AHninetechniquesincludedinIhestrategy-formulationframeworkrequireintegrationofintuitionandanalysis.VTN(VisittheNet):hup:/Ayciuchico.e(hi/mgmt/straiegy/m()(hilel/sld()22.htmgivesthepurposeandCharad"istics<jfNijedivesin.TheinputstageA. TheInputStageincludestheExternalFactorEvaluation(EFE)Matrix,theCompetitiveProfileMatrix(CPM),and(heInternalFactorEvaluation(IFE)Matrix.B. ProceduresfordevelopinganEFEMatrix,anIFEMatrix,andaCPMWCrCpresentedearlier.C. TheinputtIsrcquin?SrategiMstoquantifysubjectivelydu!,ingearlystagesofthestralegy-f<>11nulali()nprocess.MakingsmalldecisionsinIhCinput11ulricesga11iingtherelativeimportanceofexternalandinternallact(>rallowsStralegiMslogeneratearuievaluatealternativestrategicsmoreeffectively.IV.THEMATCHINGSTAGEA. TheMaichingStage1. TheMatchingStageincludestheStrengths-Wcakncsscs-Opportuni(is-Thrcats(SWoT)Matrix.IheStrategicPositionandctionEvaluation(SPACE)Matrix,theBostonConsultingGroup(BCG)Matrix,theInternal-External(IE)Matrix,andIhe(5randStrategyMatrix.2. Anyorganization,Wh(Hhernili(aryr<xluct-<)riented.SerViCe-Oriemed,governnienlal,orevenathleticmustdevelopandexecutegoodstrategicstowin.3Table6-1providesthebasicnceptofmatching.VTN(VisittheNel):hup:.csHchico.edu/nig”MnUIegynuNhUel3d()24.himgivesexunpleobjectives,B. ThcSWOTMatrix1. TheSWOTMatrixisanimpo11antmatchingtlthathelpsmanagersdevelopfourtypesofstrategies:a. SOstrategicsuseafirm,sinternalstrengthstotakeadvantageofexternalopportunities.b. WOstrategiesareaimedatimprovinginternalweaknessesbytakingadvantageofexternalopportunities.c. STMralegies-useafirm'sstrengthstoavoidOrreducetheimpactofexternalthreats.d. WTstrategicsarcdefensivetacticsdirectedatreducinginternalweaknessesandavoidingexternalthreats.2. AScheinaiicrepresentationOftheSWOTMatrixisprovidedinFigure6-3inIbeIeXlbook3. TherearceightstepstoconstructingaSWOTMatrix:a. 1.istIhefirm'Skeyexternalopportunities.b. 1.istthefirm'skeyexternaltlrcats.c. IJstthefirm'skeyinternalstrengths.d. 1.istthefirm'skeyinternalweakne>es.e. Matchintc11dstrengthswithexternalopportunitiesandrecordtheresultingSOstrategiesintheappropriatecell.f. MatchinternalweaknesseswithexternalopportunitiesandrecordtheresultingWOstrategies.g. MatchinlemalstrengthswithexternalthreatsandrecordtheresultantSTMrategies.h. Matchinternalweaknesseswithexternalthreatsandrc>coxitheresultingWTstrategies.4. AIthOUghtheSWOTInatriXiswidelyusedinstrategicplanning.IheanalysisdoeshaveSOlnelimitations.a. SWOTdocsnotshowhowtoachieveacompetitiveadvantage.b. ASWOmatrixisastaticassessment.c. SW()Tanalysismayleadtot11ntoOverenijMiasizecertaininternalorexternalfactors.VTN(VisittheNet):hui):/Aplanwarex)r/strategicsampleJitmp11)videxasampleStnttegicplanavwellastheb<sifinaSWOTmatrix.TeachingTip:hereisanexcellentarticleaboutSWOTanalysislocatedathttpwww.mindtpagearticlenew,MC-05.htmincludingadownloadabletemplate.VTN(VisittheNet):givesexcellentalxnttheneedforplanning.C. TheSPACEMatrix1. TheSPACEMatrix,anotherimportantStage211uUchingtl.isillustratedinRgurc64.Itsfour-quadrantframeworkindicateswhetheraggressive,conservative,defensive,orcompetitivestrategiesaremoreappropriateIbragivenorganization.2. DePCndingonthetypeof()rgani/4ili()n,nume11nsvariablescouldmakeupeachofIbedimensionsrepresentedontheaxesCflhCSPACEMatrix.3. ThestepstodevelopaSPACEMatrixinclude:a. Selectaseiofvariables(odetineIiaanCialposition(FP),CompeiitivePOSiliOn(CP),stabilityposition(SP),andindustryposition(IP).b. Assignanumericalvaluerangingfrom÷1(worst)to+7(best)fortheVariabICSthatmakeuptheFPandIPdimensions.Assignanumberbetween-I(best)to-7(worst)forvariablesthatmakeuptheSPandCPdimensions.OntheFPandCPaxes,makeCCnlpariSOn(oCOmpelitOrs.OntheIPandSPaxes,makeComPariSOntootherindujUries.c. ComputeanaveragescoreIbrFP,CP,IP,andSPbysummingthevaluesgiventothevariablesanddivklingbythenumberofvariablesincludedineachdimension.d. PlottheaveragescoresforFP.IP.SP,andCPontheappropriateaxisintheSPACEMatrix.e. Addthetwoscoresonhex-axisandplotIheresultantpointonX.Addthetwoscoresonthey-axisandplottheresultantpointonY.PlottheintersectionOflhenewXypoint.f. DniwadinxtionalvectorfromIheoriginoftheSPACEmatrixIhrOUgh(henewintersectionpoint.Thisvectorrevealsthetypeofstrategicsrecommendedfortheorganization:aggressive,competitive,defensive,orconservative.4. Table6-2showsothervariablesconumnlyincludedintheSPACEMatrix.Figure6-511)videsexamplesofIhestrategy11)files.Table6-3p11>videsanexampleofaSPACEmatrixanalysisIbrabank.D. TheBCGMatrix1. AUtOnoInOUSdivisions(orPrOiitcenters)ofanOiganizaiionnukeupwhaliscalledabusinessportfolio.2. TheBCGMatrixgraphicallyportraysdifferencesamongdivisions(ofafirm)intermsofrelativemarketsharepositionandindustrygrowthrate.3. Table6-4identifiesreasonstodiscloseornotdiscloseIinaMialinformationbydivision.4. Table6-5presentsmarketsharedataforselectedindustriesin2009.1265. TheBCGMatrix叩PCarSinFigure6-6,DivisionsintherespectivecirclesintheBCGMatrixarecalledQuestionMarks.Stars.CashCows,andDogs.4. Tliefourquadrantstv>resenthefollowing:a. QuestionMarks-DivisionsinQuadnintIhavealowrelativemarketshareposition,yetcompeteinahigh-gxvlhindustry.Generallythesefirms,cashneedsarehighandtheircashgenerationislow.b. Sta*sQuadraiHIIbusinessesrepresenttheorganization'sbestlong-mnopportuniliesIbrgrowtharlPronlabilily.Thesebusinesseshaveahighrelativemarketshareandcompeteinhighgrowthrateindustries.c. CashCowsDivisionspositionedinQUadmmIIIhaveahighrelativemarketposition,butcompeteinalow-growthindustry.TheyarecalledCashCowsbecausetheygeneratecashinexcessoftheirneeds.d. Dogs-QuadranIlVdivisionsCflbeorgani/xitionhavealowrelativemarice(sharepositionandcompeteinaslowedornogowthindustry:theyarcDogsinafirm'sportlblio.4. Figures6-7and6-8PrOVideexamplesoftheBCGMatrix.TheIEMatrix1. TheIEMatrixpositionsanorganization'svariousdivisionsinanine-celldisplayillustratedinFigure6-9.2. TheIEMatrixissimilarto(heBCGMatrixinthatbothKX)15involvepkMlingorgani/xiliondivisionsinaNCheInatiCdiagram;thisiswhytheyarecalledPOnfbIi。matrices.3. DifteretKesbetweentheIEMatriXandtheBC(；Matrixa. Axesarediflerentb. IEMatrixrequiresmoreinfbnnalionaboutdivisionsthanBCG.c. StrategicimplicationsofeachIlUHriXaredierunl.4. TheIEMatrixisbasedontwokeydimensions:theIFEtotalweightedscoresonthex-axisandtheEFEtotalweightedscoresontheyaxis.5. TlieIEMatrixcanbedividcxlintothreemajorregions:a. Divisions1.I1.andIVcanbedescribedasgrowandbuild.b. DivisionsIII.V.andVIlcanbemanagedbestwithholdandnuintainstrategies.Chapier6:S<ra(egyAnalysisandChoicec. DivisionsVI,VnI,<>rIXshoulduseharvest<m*divesstrategies.6. Figure6-)0providesanexampleIEMatrix,whichdepictsanorganizationcomposedOffburdivisions.7. AsindicatedinFigure6-11,theIEMatrixhasfivePnxlUClsegments.DivisionIhas(helargestrevenuesandIhelargestp11)fitsin(hematrix.F.TheGrandStrategyMatrix1. Inaddition(o(heSWOTMatrix.SPACEMatrix.BCGMairix.andIEMatrix,theGrandStrategyMalrixhasbecomeapopulart<x>lfewf(>rmulatingalternativestrategics.AllorganizationscanbepositionalinoneoftheGrandStratCgyMatrix'sfourstratcgjquadrants.2. TlieGrandStrategyMatrixispicturedinFigure6-12.3. ItisbasedonIwoevaluadve(ii11ensions:Conipetilivcpositionami11urkelg11>wlh.a. FirmslocatedinQUadran”oftheGrandStrategyMatrixarcinexcellentstrategicposition.b. FirmspositionedinQuadrantIIneedtoevaluatetheirpresentapproachtothenarkeplace.c. QuadranlIIICrgHniZaIioRScompeleinslow-grwlhirlusiriesandhaveweakcompeii(MN.d. QuadrantIVbusinesseshavestrongcompetitivepositionbutarcinaslowgrowthindustry.V. THEDECISIONSTAGEA. TheQuanliUiliveStrategicPlanningMatrix(QSPM)1. Otherthanrankingstrategies(oachievetheprioritizedlist,thereisonlyoneanalyticaltechniqueintheIileratUledesignedtodeenninetherclativeattractivenessoffeasiblealternativeactions.2. TbiStechniqueistheQSPM,whichcomprisesStage3oftheSlraIegy-Ibmiulalionanalyticalframework.Thistechniqueobjectivelyindicateswhichal(cruivcstrategicsarebest.3. Thebasicib11naoftheQSPMisillustratedinTable66Theleftcolumnconsistsofkeyexlemalarlinternalfactors,andIbetopFOVVconsistsoffeasiblealternativestrategies.4. AQSPMforaretailcomputerstoreisprovidedinTable6-7.5. Sixsteps(odevelopingaQSPM:a. Makealistofthefirm'skeyexternalOpportuiHtiesZtluvalsandinternalSITVngIhS/weaknessesintheleftcolumnof(beQSPM.b. AssignweightsIoeachkeyexternalandinternalfactor.c. ExaminetheStage2matricesandidentifyalternativestrategicsthattheorganizationshouldconsiderimpleneniing.d. DelerminetleAunictivertessSccxes(AS).e. ComputethetotalAS.f. Compute(hesumTotalAS.B. PositiveFeaturesand1.imitationsoftheQSPM1. ApositivefeatureofIheQSPMisthatsetsofJUrategiescanbeexaminedsequeniallyOrsimultaneously.AnOIherpositivefeatureofliveQSPMisthatitrequiresstrategiststointegratePeTlinenIexternalandin(emalfaclorsintothedecisionprocess.DevelopingaQSPMmakesitlesslikelythatkeyfactorswillbeoverlookedorweightedinappropriately.2. IheQSPMisnotwithoutsomelimitations.First,italwaysrequiresintuitivejudgment.Second,itcanonlybeasg<xlasIheprerequisiteintb11naionandmatchinganalysesuponwhichi(isbased.VI. CU1.TURA1.ASPECTSOFSTRATEGYCHOICEA. Cultureincludesthesetofsharedvalues,beliefs,attitudes,customs,norms,personalities,heroes,andheroinesthatdescribeafirm.B. AllOrgHniHiOnSHaveaCullurc1. Itisbeneficialtoviewstrategicmanagementfromaculturalperspectivebecausesuccessoftenrestsonthedegreeofsupportthatstrategiesreceivefromafimfsculture.2. Ifafi11n,sstrategiesaresupportedbyculturalProdUCtSsuchasvalues,beliefs,rites,ritual，ceremonies,stories,symbols,kmgagcheroes,andheroines,thenmanagcn>oftencanimplementchangesswiftlyandeasily.3. StrategiestlutrequirefewerculturalchangesnuybeInO忙attractivebecauseextensivechangescantakeconside11ble(i11eandebrt.VII. THEPO1.ITICSOFSTRATEGYCHOICEA. Intheabsenceofobjecliveanalyses,strategydcxisionsloooftenarcbasedonthepoliticsofthemoment.Withdevelopmentofimprovedstrategy-formulationtls,POlitiCaltactosbecomelessimportantinnukingstrategicdecisions.B. Tacticstoaidinstrategy:1.EqUiflndity-Itisoftenpossibletoachievesimilarresultsusingdifferentmeansorpaths.2. Satisfying-AchievingSaIiSfiaCtOryresultswithanacceptablestrategyisfarbetterthanfailingtoachieveOPlilnaIinsultswithanUnPoPUIarstrategy.3. GeneralizationShiftingIbCUSfh)nspecificissuesiomoregeneralonesInayincreaseoptionsRegainingorganizationalco1111nilrnent.4. FOCUSOnHigher-OlerIssues-Byraisinganissuetoahigherlevel,manyShOrlTemiinterestscanbepostponedinfavoroflong-terminterests.5. PrOYidePoliticalAccessonImportantIssues-StrategyandpolicydecisionswithsigniikantnegativeconsequencestormiddlemanagerwillInOtiVateinterventionIxiliaviorfromthem.VIII. GOVERNANCEISSUESA. Adirectorisoneofagroupofpersonsentrustedwiththeoveralldirectionofacorporateenterprise.AboardofdirectorsisagroupofpersonselectedbytheownershipofacorporationtoIiaveoven>ightalguidanceovermanagementandtolookouttortlesharehok!ers,interests.B. Table6-8givesthedutiesandresponsibilitiesofboardsofdirectors.C. Therecessionavdcreditcrunchof2(X)8-2(X)9PrOlnP(edShareholdeistobecomemoreWaryofboardsofdirectors.SliareIioIdeisarenowdemandingIhalIheirboardsdoabetterjobofgoverningCorPOnneAnierkra.ShafvholdersarealsoupsetwithboardsfewallowingCEOstoreceivehugecrukof-ycarbonuseswhentheStoCkpricedropsd11slicallyduringtheyear.D. BusinessWeekrecentlyevaluat