企业战略管理英文版(PPT 174页)

Business Strategy
Structure and Schedule
Course Grading
References
Session One
Emerge and development of business strategy
Process of strategic management
Levels of business strategies
First step: mission
What is the key of strategy
Choice and balance
Session 2External Environment
The external environment of companies
General Environment
Economic environment
Technological environment
Social and cultural environment
Political and legal environment
Natural environment
International environment
Industrial environment
Several cases
1.Current competition
2.Potential entering
3.Bargaining power of suppliers
4.Bargaining power of buyers
Substitutes
The entering and exiting barriers
示例：美国不同产业的资产收益率
Beyond the 5-forces
Session 3Resources and Capability
Case: Glaxo
Categories of resources 
Ranks of resources
Critical resources for success
Acquirement of resources
Case: an oil refiner
Value creation from resources
Case: a region
General value chain
Value chain system
Core Competence
Identify core competence
Sources of core competence
Session 4Business Portfolio Analysis
Business portfolio
BCG Matrix
Basic principles for BCG analysis
Critiques to BCG Matrix
Business status-industry attractiveness matrix
Session 5Corporate Strategies
Corporate Strategies
Integration Strategies
Intensive Strategies
Diversification Strategies
Defense Strategies
Session 6Selecting Strategies
SWOT Model
Evaluation of SWOT
Matrix for selecting strategies
Strategy-category model
Comparison of 3 models
Factors influencing strategy-selection
Session 7Competitive Strategies
Generic strategies of Porter
Cost Leadership
The way to achieve low cost
Disadvantages of cost leadership
Differentiation Strategy
Disadvantages of differentiation strategy
Niche strategy
Competitive strategies and business life-cycle
Competitive strategies and industrial features
Disasters in competitive strategies
Session 8
Innovation diffusion and critical mass
Positive feedback and winner-take-all
Winner-take-all
网络效应
每一个使用者的数量取决于其他使用者的数量
梅特卡夫定律
网络外部性的来源
负的网络外部性
Strategies under critical mass
如何锁定顾客
忠实顾客计划
两个转移成本
两个转移成本
供应商及合作伙伴
（3）锁定周期
   合作和兼并 ——建立联盟
政府在临界容量中的作用
Session 9Competitive Advantage of Nations and the Clusters
What is your choice?
What is your impression?
Sources of competitive advantage of nations
Porter’s research
企业竞争优势的来源
Productivity and the business environment
Factor conditions
Demand Condition
Related and supporting industries
Context for firm strategy and rivalry
Role of the government
Implications for firms
The competitive clusters
Clusters and competitiveness
Risks of clusters
Levels of clusters
内容
什么是平衡计分卡?
为什么公司需要平衡计分卡?
设计平衡计分卡的流程如何?
在设计平衡计分卡时有哪些考虑点?
如何界定适用于不同层面的平衡计分卡指标体系?
研讨内容
绩效管理体系的设计需紧紧围绕企业的策略目标，确保各部门的绩效评估标准与公司总的目标协调一致，使企业每一分力量都用在最终目标的实现上
除了要能有效地评估企业的财务成果外，绩效体系还必须能够评估实现这些财务目标时所需的客户、内部营运和学习的能力
最重要的是要根据下述原则确定哪些绩效指标对企业实现整个企业的策略目标起着至关重要的作用
绩效管理体系的建立从企业发展策略开始，在财务、客户、内部营运、学习与成长四个方面展开，找出这些领域的关键成功因素，最终确立每个关键成功因素的关键绩效指标
总经理、绩效考核委员会和人力资源部门必须就绩效绩效评估效果，给部门或业务负责人提供适当的指导和支持，以协助部门强化其绩效

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