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

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1、Ch冲Ier6:SiraiegyAnalysisaiChoiceCHAPTER6STRATEGYANA1.YSISANDCHOICECHAPTEROUT1.INE lheNatureofStrategyAnalySiSandChoice AComprehensiveStratcgjl-FormulationFramework TheInputStage TheMatchingStage TheDecisionStage CulturalAspectsofStrategyChoice ThePoliiicsofStrategyChoiCe GovenianceIssuesCHAPTEROBJEC

2、TIVESAfterstudyingthischapter,youshouldbeabletodothefollowing:1. DescribeaIhree-Stageframeworkforchoosingamongalternativestrategies.2. ExplainhowtodevelopaSWOTMatrix.SPACEMatrix,BCGMatrix,IEMatrix.andQSPM.3. klentif,importantbehavioral,political,ethical,arlsocialresponsibilityconsiderationsinstrateg

3、yanalysisandchoice.4. Discusstheroleofintuitioninstrategicanalysisandchoice.5. Discusstheroleoforganizationalcultureinstrategicanalysisandchoice.6. DiscusstheroleofaboardOfdil锭torsinChOOSmganngalternativestrategies.CHAPTEROVERVIEWStrategicanalysisaixlchoicelargelyinvolveInakingSulyectivedecisionsbas

4、edonobjectiveinformation.Cliapier6intoducesimportantconceptsIhalcanhelpstrategistsgeneralefeasibleHlemalives,evaluatelhsealternatives,andChooSeaspecificcourseoaction.BehavioralaspectsofStratcgjIbnnulationarcdescribed,includingpolitics,culture,ethics,andsocialresponsibilityconsiderations.DoingGreatin

5、aWeakEconomy-AppleWhenmostfirmswerestrugglingin2008,Appleincreaseditsrevenues1111$24billionin2007to$32,4billionin2008.Fortunemagazinein2009ratedAppleastheirnumber-onefcbMostAdmiredCompanyintheWorldintermsofitsmanagementandperformance.BrisksalesofiPods,iljhone.andlaptopsareyieldinghigherandhigherreve

6、nuesandprofitseveryqua11er.122Applehasaggrejisivenewplanstobuilditsowncomputerchipstosharefewerdetailsaboutitstechnologywithexternalchipmanufacturers.EXTENDEDCHAPTEROUT1.INEWITHTEACHINGTIPSI. THENATUREOFSTRATEGYANA1.YSISANDCHOICEA. Rgwv6-1illustratesthischaptersfocusonestablishingIong-Iennobjectives

7、,generatingalternativestrategies,andselectingstrategiestopursue.B. TheProccssofGeneratingandSelectingStrategics1. Strategistsneverconsiderallfeasiblealternativesthatcouldbenefitthefirm,becauseIhereareaninfinitenumberofpossibleactionsaklaninfinitenumberofwaystoimplementthoseactions.Thereft)代.amanagea

8、bleseiOftheInoSlaltraciivealternativeStnitegiesmustbedeveloped.2. IdentifyingandevaluatingalternativestrategicsshouldinvolvemanyofthemanagersandemployeeswhoearlierassembledtheorganizationalmissionStateInent.performedtheexternalaudit,alconductedIheinternalaudit.3. AlternativestrategiesproposedbyPaniC

9、iPanlSshouldheconsideredanddiscussedinameetingorseriesofmeetings.VTN(VisittheNet):hNccacSHChiCHegwmOChUelsld050hmcautionagainstplannersusurpingtheresxnsibilityoflinemuersinstrategicplanning.II. ACOMPREHENSIVESTRATECiY-FORMU1.ATlONFRAMEWORKA.ImportantStralegy-FonnulalionTechniques1. Importantstrategy

10、-formulationtechniquescanbeintegratedintoathree-stagedecision-makingframework,asshowninFigure6-2ofIheIeXtbook.ThetoolsPrcSentedinhisfranevokavapplicabletoallsizesatvdtypesofOrganizaiionsandcanhelpSiralegistsidentifj,evaluate,andselectstrategies.2. Theframeworkdescribedabovehasthreestages:a. Stage1:T

11、heInputStagesummarizesthebasicinputintbmationneededtoiinnulaiestrategies.ItconsistsOftheEFEMatrix.IhUIFEMatrix,andtheCPMb. Stage2:TheMalchingStageIbCUSeSupongeneratingfeasibleahemativestrategiesbyaligningkeyexternalandinternalfactors,hincludestheSwOTMatrix.SPACEMatrix.BCGMatrix.IEMatrix,andGrandStni

12、tcgyMatrix.Chapier6:SiraiegyAnalysisandChoicec. Stage3:TheDecisionStageusestheGSPMtorevealtherelativeatlraciivene?sofalternativestrategics.3. AHninetechniquesincludedinIhestrategy-formulationframeworkrequireintegrationofintuitionandanalysis.VTN(VisittheNet):hup:/Ayciuchico.e(hi/mgmt/straiegy/m()(hil

13、el/sld()22.htmgivesthepurposeandCharadisticsjfNijedivesin.TheinputstageA. TheInputStageincludestheExternalFactorEvaluation(EFE)Matrix,theCompetitiveProfileMatrix(CPM),and(heInternalFactorEvaluation(IFE)Matrix.B. ProceduresfordevelopinganEFEMatrix,anIFEMatrix,andaCPMWCrCpresentedearlier.C. TheinputtI

14、srcquin?SrategiMstoquantifysubjectivelydu!,ingearlystagesofthestralegy-f11nulali()nprocess.MakingsmalldecisionsinIhCinput11ulricesga11iingtherelativeimportanceofexternalandinternallact(rallowsStralegiMslogeneratearuievaluatealternativestrategicsmoreeffectively.IV.THEMATCHINGSTAGEA. TheMaichingStage1

15、. TheMatchingStageincludestheStrengths-Wcakncsscs-Opportuni(is-Thrcats(SWoT)Matrix.IheStrategicPositionandctionEvaluation(SPACE)Matrix,theBostonConsultingGroup(BCG)Matrix,theInternal-External(IE)Matrix,andIhe(5randStrategyMatrix.2. Anyorganization,Wh(Hhernili(aryrxluct-es.e. Matchintc11dstrengthswit

16、hexternalopportunitiesandrecordtheresultingSOstrategiesintheappropriatecell.f. MatchinternalweaknesseswithexternalopportunitiesandrecordtheresultingWOstrategies.g. MatchinlemalstrengthswithexternalthreatsandrecordtheresultantSTMrategies.h. Matchinternalweaknesseswithexternalthreatsandrccoxitheresult

17、ingWTstrategies.4. AIthOUghtheSWOTInatriXiswidelyusedinstrategicplanning.IheanalysisdoeshaveSOlnelimitations.a. SWOTdocsnotshowhowtoachieveacompetitiveadvantage.b. ASWOmatrixisastaticassessment.c. SW()Tanalysismayleadtot11ntoOverenijMiasizecertaininternalorexternalfactors.VTN(VisittheNet):hui):/Apla

18、nwarex)r/strategicsampleJitmp11)videxasampleStnttegicplanavwellasthebvidesanexampleofaSPACEmatrixanalysisIbrabank.D. TheBCGMatrix1. AUtOnoInOUSdivisions(orPrOiitcenters)ofanOiganizaiionnukeupwhaliscalledabusinessportfolio.2. TheBCGMatrixgraphicallyportraysdifferencesamongdivisions(ofafirm)intermsofr

19、elativemarketsharepositionandindustrygrowthrate.3. Table6-4identifiesreasonstodiscloseornotdiscloseIinaMialinformationbydivision.4. Table6-5presentsmarketsharedataforselectedindustriesin2009.1265. TheBCGMatrix叩PCarSinFigure6-6,DivisionsintherespectivecirclesintheBCGMatrixarecalledQuestionMarks.Stars

20、.CashCows,andDogs.4. Tliefourquadrantstvresenthefollowing:a. QuestionMarks-DivisionsinQuadnintIhavealowrelativemarketshareposition,yetcompeteinahigh-gxvlhindustry.Generallythesefirms,cashneedsarehighandtheircashgenerationislow.b. Sta*sQuadraiHIIbusinessesrepresenttheorganizationsbestlong-mnopportuni

21、liesIbrgrowtharlPronlabilily.Thesebusinesseshaveahighrelativemarketshareandcompeteinhighgrowthrateindustries.c. CashCowsDivisionspositionedinQUadmmIIIhaveahighrelativemarketposition,butcompeteinalow-growthindustry.TheyarecalledCashCowsbecausetheygeneratecashinexcessoftheirneeds.d. Dogs-QuadranIlVdiv

22、isionsCflbeorgani/xitionhavealowrelativemarice(sharepositionandcompeteinaslowedornogowthindustry:theyarcDogsinafirmsportlblio.4. Figures6-7and6-8PrOVideexamplesoftheBCGMatrix.TheIEMatrix1. TheIEMatrixpositionsanorganizationsvariousdivisionsinanine-celldisplayillustratedinFigure6-9.2. TheIEMatrixissi

23、milarto(heBCGMatrixinthatbothKX)15involvepkMlingorgani/xiliondivisionsinaNCheInatiCdiagram;thisiswhytheyarecalledPOnfbIi。matrices.3. DifteretKesbetweentheIEMatriXandtheBC(；Matrixa. Axesarediflerentb. IEMatrixrequiresmoreinfbnnalionaboutdivisionsthanBCG.c. StrategicimplicationsofeachIlUHriXaredierunl

24、.4. TheIEMatrixisbasedontwokeydimensions:theIFEtotalweightedscoresonthex-axisandtheEFEtotalweightedscoresontheyaxis.5. TlieIEMatrixcanbedividcxlintothreemajorregions:a. Divisions1.I1.andIVcanbedescribedasgrowandbuild.b. DivisionsIII.V.andVIlcanbemanagedbestwithholdandnuintainstrategies.Chapier6:Sra(

25、egyAnalysisandChoicec. DivisionsVI,VnI,rIXshoulduseharvestm*divesstrategies.6. Figure6-)0providesanexampleIEMatrix,whichdepictsanorganizationcomposedOffburdivisions.7. AsindicatedinFigure6-11,theIEMatrixhasfivePnxlUClsegments.DivisionIhas(helargestrevenuesandIhelargestp11)fitsin(hematrix.F.TheGrandS

26、trategyMatrix1. Inaddition(o(heSWOTMatrix.SPACEMatrix.BCGMairix.andIEMatrix,theGrandStrategyMalrixhasbecomeapopulartlfewf(rmulatingalternativestrategics.AllorganizationscanbepositionalinoneoftheGrandStratCgyMatrixsfourstratcgjquadrants.2. TlieGrandStrategyMatrixispicturedinFigure6-12.3. ItisbasedonI

27、woevaluadve(ii11ensions:Conipetilivcpositionami11urkelg11wlh.a. FirmslocatedinQUadran”oftheGrandStrategyMatrixarcinexcellentstrategicposition.b. FirmspositionedinQuadrantIIneedtoevaluatetheirpresentapproachtothenarkeplace.c. QuadranlIIICrgHniZaIioRScompeleinslow-grwlhirlusiriesandhaveweakcompeii(MN.

28、d. QuadrantIVbusinesseshavestrongcompetitivepositionbutarcinaslowgrowthindustry.V. THEDECISIONSTAGEA. TheQuanliUiliveStrategicPlanningMatrix(QSPM)1. Otherthanrankingstrategies(oachievetheprioritizedlist,thereisonlyoneanalyticaltechniqueintheIileratUledesignedtodeenninetherclativeattractivenessoffeas

29、iblealternativeactions.2. TbiStechniqueistheQSPM,whichcomprisesStage3oftheSlraIegy-Ibmiulalionanalyticalframework.Thistechniqueobjectivelyindicateswhichal(cruivcstrategicsarebest.3. Thebasicib11naoftheQSPMisillustratedinTable66Theleftcolumnconsistsofkeyexlemalarlinternalfactors,andIbetopFOVVconsists

30、offeasiblealternativestrategies.4. AQSPMforaretailcomputerstoreisprovidedinTable6-7.5. Sixsteps(odevelopingaQSPM:a. MakealistofthefirmskeyexternalOpportuiHtiesZtluvalsandinternalSITVngIhS/weaknessesintheleftcolumnof(beQSPM.b. AssignweightsIoeachkeyexternalandinternalfactor.c. ExaminetheStage2matrice

31、sandidentifyalternativestrategicsthattheorganizationshouldconsiderimpleneniing.d. DelerminetleAunictivertessSccxes(AS).e. ComputethetotalAS.f. Compute(hesumTotalAS.B. PositiveFeaturesand1.imitationsoftheQSPM1. ApositivefeatureofIheQSPMisthatsetsofJUrategiescanbeexaminedsequeniallyOrsimultaneously.An

32、OIherpositivefeatureofliveQSPMisthatitrequiresstrategiststointegratePeTlinenIexternalandin(emalfaclorsintothedecisionprocess.DevelopingaQSPMmakesitlesslikelythatkeyfactorswillbeoverlookedorweightedinappropriately.2. IheQSPMisnotwithoutsomelimitations.First,italwaysrequiresintuitivejudgment.Second,it

33、canonlybeasgoftencanimplementchangesswiftlyandeasily.3. StrategiestlutrequirefewerculturalchangesnuybeInO忙attractivebecauseextensivechangescantakeconside11ble(i11eandebrt.VII. THEPO1.ITICSOFSTRATEGYCHOICEA. Intheabsenceofobjecliveanalyses,strategydcxisionsloooftenarcbasedonthepoliticsofthemoment.Wit

34、hdevelopmentofimprovedstrategy-formulationtls,POlitiCaltactosbecomelessimportantinnukingstrategicdecisions.B. Tacticstoaidinstrategy:1.EqUiflndity-Itisoftenpossibletoachievesimilarresultsusingdifferentmeansorpaths.2. Satisfying-AchievingSaIiSfiaCtOryresultswithanacceptablestrategyisfarbetterthanfail

35、ingtoachieveOPlilnaIinsultswithanUnPoPUIarstrategy.3. GeneralizationShiftingIbCUSfh)nspecificissuesiomoregeneralonesInayincreaseoptionsRegainingorganizationalco1111nilrnent.4. FOCUSOnHigher-OlerIssues-Byraisinganissuetoahigherlevel,manyShOrlTemiinterestscanbepostponedinfavoroflong-terminterests.5. P

36、rOYidePoliticalAccessonImportantIssues-StrategyandpolicydecisionswithsigniikantnegativeconsequencestormiddlemanagerwillInOtiVateinterventionIxiliaviorfromthem.VIII. GOVERNANCEISSUESA. Adirectorisoneofagroupofpersonsentrustedwiththeoveralldirectionofacorporateenterprise.Aboardofdirectorsisagroupofper

37、sonselectedbytheownershipofacorporationtoIiaveovenightalguidanceovermanagementandtolookouttortlesharehok!ers,interests.B. Table6-8givesthedutiesandresponsibilitiesofboardsofdirectors.C. Therecessionavdcreditcrunchof2(X)8-2(X)9PrOlnP(edShareholdeistobecomemoreWaryofboardsofdirectors.SliareIioIdeisarenowdemandingIhalIheirboardsdoabetterjobofgoverningCorPOnneAnierkra.ShafvholdersarealsoupsetwithboardsfewallowingCEOstoreceivehugecrukof-ycarbonuseswhentheStoCkpricedropsd11slicallyduringtheyear.D. BusinessWeekrecentlyevaluat