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-)riented.SerViCe-Oriemed,gover

16、nnienlal,orevenathleticmustdevelopandexecutegoodstrategicstowin.3Table6-1providesthebasicnceptofmatching.VTN(VisittheNel):hup:.csHchico.edu/nig”MnUIegynuNhUel3d()24.himgivesexunpleobjectives,B. ThcSWOTMatrix1. TheSWOTMatrixisanimpo11antmatchingtlthathelpsmanagersdevelopfourtypesofstrategies:a. SOstrategi