企業戰略管理英文版(PPT 174頁)

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：美國不同產業的資產收益率
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
網絡效應
每一個使用者的數量取決於其他使用者的數量
梅特卡夫定律
網絡外部性的來源
負的網絡外部性
Strategies under critical mass
如何鎖定顧客
忠實顧客計劃
兩個轉移成本
兩個轉移成本
供應商及合作夥伴
（3）鎖定周期
合作和兼並 ——建立聯盟
政府在臨界容量中的作用
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
企業競爭優勢的來源
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
內容
什麼是平衡計分卡?
為什麼公司需要平衡計分卡?
設計平衡計分卡的流程如何?
在設計平衡計分卡時有哪些考慮點?
如何界定適用於不同層麵的平衡計分卡指標體係?
研討內容
績效管理體係的設計需緊緊圍繞企業的策略目標，確保各部門的績效評估標準與公司總的目標協調一致，使企業每一分力量都用在最終目標的實現上
除了要能有效地評估企業的財務成果外，績效體係還必須能夠評估實現這些財務目標時所需的客戶、內部營運和學習的能力
最重要的是要根據下述原則確定哪些績效指標對企業實現整個企業的策略目標起著至關重要的作用
績效管理體係的建立從企業發展策略開始，在財務、客戶、內部營運、學習與成長四個方麵展開，找出這些領域的關鍵成功因素，最終確立每個關鍵成功因素的關鍵績效指標
總經理、績效考核委員會和18新利真人网 部門必須就績效績效評估效果，給部門或業務負責人提供適當的指導和支持，以協助部門強化其績效

..............................