企业战略管理复习资料

第一章

1.战略定义：战略是关于一个组织长期的方向和活动范围，它应使该组织在不断变化的环境中通过资源的配置来获取竞争优势、满足市场的需求并实现有关利害团体的期望。 Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a changing environment, to meet the needs of markets and to fulfill stakeholder’s expectation.

2.战略的特征：

1）long-term direction：长期方向 2）advantage：（竞争）优势

3）scope of an organization’s activities：组织的活动范围 4）match activities with environment：活动与环境相匹配

5）bounded rationality and resources scarcity：有限理性和资源的稀缺性 6）values and expectation：价值和期望

3.战略的核心问题是一个企业的成长方向和自然演化。The core problem of strategy is direction of growth and natural evolvement of an enterprise. How do firms behave？（企业如何行事？）

Why is there great difference among the firms?(为什么企业存在差异？) （企业理论主要解释企业为什么存在，而战略主要解释企业为什么存在差异）

4.The Process of Strategy Management：战略管理的过程

General management and strategic management：综合/全面管理和战略管理

general management is basic management and its management knowledge has wide scope of application.综合管理是最基本的管理，它的管理知识有着广泛的应用范围。

strategic management is special management and it uses the knowledge of general management, focusing on the strategic issues.战略管理是一种特殊的管理，它使用着综合管理方面的知识，并关注企业的战略问题。

5.战略管理需要解决的三个问题：Three problems strategic management should to solve 1）How about the station and environment of the enterprise?企业所处的市场地位和

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市场环境

2）What enterprise is it going to be?企业准备做什么？ 3）How to reach its given aim?怎样达到既定目标？

（新ppt）3 key questions：

1) Where is the organization now?企业现在所处的位置

2) If no changes are made, where will the organization be in a few years?如果组织没有做出任何改变（变革），几年后，企业所处的位置在哪儿？

3) If the answers are not acceptable, what specific actions should management undertake? 如果答案难以接受，管理应该着手采取什么具体的措施？

6.战略管理定义：战略管理是指一个组织在分析和了解内外部环境的基础上，确定战略方向，制定有助于实现目标的战略并加以实施，尽最大努力满足组织利益相关者的过程。Strategic management is the process through which organizations analyze and learn from their internal and external environments, established strategic direction, create strategies that intended to help achieve established goals, and execute those strategies, all in and effort to satisfy key organizational constituencies, which are called stakeholders.

7.How it evolved：怎样发展？

Strategic management in many organizations tends to evolve in four phases from basic financial planning to forecast-based planning, to what people refer to as strategic planning (strategy formulation only), and finally to full-blown strategic management (including implementation and control). 许多组织战略管理发展的四个阶段： 1）基本财务规划 2）预测（规划） 3）战略规划（战略制定） 4）战略管理（包括执行和控制）

8.环境和学习型组织：environment and learning organization Dynamic and complex environment：动态、复杂的市场环境

learning organization——An organization that is skilled at creating, acquiring, and transferring knowledge and at modifying its behavior to reflect new knowledge

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and insights.学习型组织，该组织擅长创造、获取和传递知识，同时修正自身的行为，以适应新的知识和见解。

9.Factors of strategic management： 1）Product – market scope：产品-市场范围

(which specifies the particular industries to which the firm confines its product -market position )：在指定的特定行业界定产品-市场定位/位置 2）Growth vector ( or the product-market matrix )：增长向量

(which indicates the direction in which the firm is moving with respect to its current product -market position）：向关于现有产品-市场位置正在移动的方向 3）Competitive advantage：竞争优势

（which seeks to identify particular properties of individual product markets that will give the firm a strong competitive position. ）寻找个人产品市场独特品质属性，会给企业带来强有力的竞争优势。

4）Synergy：协同。业务部门之间有竞争有协同。

10.战略层级： The strategy hierarchy

Level 1: Corporate strategy in concerned with the overall purpose and scope of the organization to meet the expectations of owners or major stakeholders and add value to the different parts of the enterprise.

Level 2: Strategic business strategy is about how to compete successfully in a particular market.

Level 3: operational strategies are concerned with how the component parts of the organization in terms of resources, processes, people and their skills effectively deliver the corporate- and business-level strategies direction.

1）公司层战略。关注整个组织的目的和范围,以满足预期的所有者或主要的利益相关者和增加企业价值。

2）战略事业单位/元战略。怎样成功地在特定的市场竞争？

3）职能层战略。如何组织资源、流程、人员及人员技能有效地完成前面两层战略提出的战略规划。

网络层战略：network strategy.凌驾在三大战略之上，处理各组织间的关系。

11.A strategic business unit is a semi-autonomous unit within an organization. It is usually responsible for its own budgeting, new product decisions, hiring

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decisions, and price setting. An SBU is treated as an internal profit Centre by corporate headquarters. Each SBU is responsible for developing its business strategies, strategies that must be in tune with broader corporate strategies. 战略业务单位是半自治的单位在一个组织。它通常负责自己的预算、新产品决策,做出招聘决定的,价格设置。一个单位被视为一个由公司总部内部利润中心。每个业务单位负责其业务发展策略,策略必须与更广泛的企业战略保持一致。

12.战略管理是统计的结果，不一定会取得成功。

13.战略制定的导火索：战略制定通常不是一个常规的,持续的过程,但往往是由触发事件,如新CEO或性能差距。Strategy formulation is typically not a regular, continuous process but is often initiated by triggering events, such as a new CEO or a performance gap.

委托代理理论，银行（是否保证自己的利益）会利用自己的权利抵制或干预企业战略的执行。

第二章 战略制定

1.战略管理步骤：

1）确定组织现在的使命、目标、战略

2）分析企业的环境：运用SWOT方法分析企业外部环境（机会、威胁等）和内部环境（优势、劣势等） 3）制定战略 4）执行战略 5）评估结果

2.High-performing companies tend to have an organizational identity that is understood by both internal and external stakeholders.绩优企业趋向于拥有一个被内外部利益相关者都理解的组织身份/认同。

On the inside, a well-established organizational identity can provide guidance

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