英语战略分析教案.ppt

Copyright 2005 Prentice Hall Chapter 6战略分析与选择 Strategic Management: Concepts Cases 8th Edition Fred David Chapter Outline Chapter Outline (cont’d) -- Establishing long-term objectives -- Generating alternative strategies -- Selecting strategies to pursue -- Best alternative - achieve mission objectives Vision Mission Objectives External audit Internal audit Past successful strategies SO Strategies WO Strategies ST Strategies WT Strategies 家乐福在亚太市场的SWOT SWOT Matrix 图 SWOT分析矩阵 Limitations with SWOT Matrix 不能显示出企业如何获得竞争优势 只提供静态的评估 可能会使公司过分强调某一个外部或内部因素 SPACE Factors SPACE Factors Steps to Developing a SPACE Matrix Select a set of variables to define FS, CA, ES, IS Assign a numerical value: From +1 to +6 to each FS IS dimension From -1 to -6 to each ES CA dimension Compute an average score for each FS, CA, ES, IS Steps to Developing a SPACE Matrix Plot the average score on the appropriate axis Add the two scores on the x-axis and plot the point. Add the two scores on the y-axis and plot the point. Plot the intersection of the new xy point Draw a directional vector from the origin through the new intersection point. SPACE Matrix BCG Matrix 关键在于各部分业务组合的有机匹配与长短期盈利性的平衡。 The Internal-External Matrix Positions an organization’s various divisions in a nine-cell display Similar to BCG Matrix except the IE Matrix: Requires more information about the divisions Strategic implications of each matrix are different IE Matrix Based on two key dimensions The IFE total weighted scores on the x-axis The EFE total weighted scores on the y-axis Divided into three major regions Grow and build – Cells I, II, or IV Hold and maintain – Cells III, V, or VII Harvest or divest – Cells VI, VIII, or IX QSPM Steps to Develop a QSPM 左栏列示公司关键机会与威胁和内部优势与劣势 给出每个关键外部及内部要素的权数 检查匹配阶段的矩阵，确定企业应当考虑实施的备选战略方案，将这些方案填入矩阵的顶行中 Steps to Develop a QSPM 确定吸引力评分 计算吸引力总评分（TAS） 计算吸引力总评分合计数（STAS） QSPM 要求进行直觉性判断和给出理性假设 取决于先前的信息输入和匹配结果 Limitations QSPM 决策过程中综合考虑内外因素 一组战略可以一次或者同时被考察 Advantages FS +6 +1 +5