人民大2024战略管理（第13版）教师手册 David_13e_im_06.docx

Ch冲Ier6:SiraiegyAnalysisaiChoiceCHAPTER6STRATEGYANA1.YSISANDCHOICECHAPTEROUT1.INE 'l'heNatureofStrategyAnalySiSandChoice AComprehensiveStratcgjl-FormulationFramework TheInputStage TheMatchingStage TheDecisionStage CulturalAspectsofStrategyChoice ThePoliiicsofStrategyChoiCe GovenianceIssuesCHAPTEROBJECTIVESAfterstudyingthischapter,youshouldbeabletodothefollowing:1. DescribeaIhree-Stageframeworkforchoosingamongalternativestrategies.2. ExplainhowtodevelopaSWOTMatrix.SPACEMatrix,BCGMatrix,IEMatrix.andQSPM.3. klentif,importantbehavioral,political,ethical,arlsocialresponsibilityconsiderationsinstrategyanalysisandchoice.4. Discusstheroleofintuitioninstrategicanalysisandchoice.5. Discusstheroleoforganizationalcultureinstrategicanalysisandchoice.6. DiscusstheroleofaboardOfdil锭torsinChOOSmgan>ngalternativestrategies.CHAPTEROVERVIEWStrategicanalysisaixlchoicelargelyinvolveInakingSulyectivedecisionsbasedonobjectiveinformation.Cliapier6intoducesimportantconceptsIhalcanhelpstrategistsgeneralefeasibleHlemalives,evaluatelhsealternatives,andChooSeaspecificcourseoaction.BehavioralaspectsofStratcgj'Ibnnulationarcdescribed,includingpolitics,culture,ethics,andsocialresponsibilityconsiderations.DoingGreatinaWeakEconomy-AppleWhenmostfirmswerestrugglingin2008,Appleincreaseditsrevenues11>11$24billionin2007to$32,4billionin2008.Fortunemagazinein2009ratedAppleastheirnumber-onefcbMostAdmiredCompanyintheWorld"intermsofitsmanagementandperformance.BrisksalesofiPods,iljhone>.andlaptopsareyieldinghigherandhigherrevenuesandprofitseveryqua11er.122Applehasaggrejisivenewplanstobuilditsowncomputerchipstosharefewerdetailsaboutitstechnologywithexternalchipmanufacturers.EXTENDEDCHAPTEROUT1.INEWITHTEACHINGTIPSI. THENATUREOFSTRATEGYANA1.YSISANDCHOICEA. Rgwv6-1illustratesthischapter'sfocusonestablishingIong-Iennobjectives,generatingalternativestrategies,andselectingstrategiestopursue.B. TheProccssofGeneratingandSelectingStrategics1. Strategistsneverconsiderallfeasiblealternativesthatcouldbenefitthefirm,becauseIhereareaninfinitenumberofpossibleactionsaklaninfinitenumberofwaystoimplementthoseactions.Thereft)代.amanageableseiOftheInoSlaltraciivealternativeStnitegiesmustbedeveloped.2. IdentifyingandevaluatingalternativestrategicsshouldinvolvemanyofthemanagersandemployeeswhoearlierassembledtheorganizationalmissionStateInent.performedtheexternalaudit,alconductedIheinternalaudit.3. AlternativestrategiesproposedbyPaniCiPanlSshouldheconsideredanddiscussedinameetingorseriesofmeetings.VTN(VisittheNet):hNccacSHChiCHegwmOChUelsld050hmcautionagainstplannersusurpingtheresx>nsibilityoflinemuersinstrategicplanning.II. ACOMPREHENSIVESTRATECiY-FORMU1.ATlONFRAMEWORKA.ImportantStralegy-FonnulalionTechniques1. Importantstrategy-formulationtechniquescanbeintegratedintoathree-stagedecision-makingframework,asshowninFigure6-2ofIheIeXtbook.ThetoolsPrcSentedinhisfranevokavapplicabletoallsizesatvdtypesofOrganizaiionsandcanhelpSiralegistsidentifj,evaluate,andselectstrategies.2. Theframeworkdescribedabovehasthreestages:a. Stage1:TheInputStagesummarizesthebasicinputintbmationneededtoii>nnulaiestrategies.ItconsistsOftheEFEMatrix.IhUIFEMatrix,andtheCPMb. Stage2:TheMalchingStageIbCUSeSupongeneratingfeasibleahemativestrategiesbyaligningkeyexternalandinternalfactors,hincludestheSwOTMatrix.SPACEMatrix.BCGMatrix.IEMatrix,andGrandStnitcgyMatrix.Chapier6:SiraiegyAnalysisandChoicec. Stage3:TheDecisionStageusestheGSPMtorevealtherelativeatlraciivene?>sofalternativestrategics.3. AHninetechniquesincludedinIhestrategy-formulationframeworkrequireintegrationofintuitionandanalysis.VTN(VisittheNet):hup:/Ayciuchico.e(hi/mgmt/straiegy/m()(hilel/sld()22.htmgivesthepurposeandCharad"istics<jfNijedivesin.TheinputstageA. TheInputStageincludestheExternalFactorEvaluation(EFE)Matrix,theCompetitiveProfileMatrix(CPM),and(heInternalFactorEvaluation(IFE)Matrix.B. ProceduresfordevelopinganEFEMatrix,anIFEMatrix,andaCPMWCrCpresentedearlier.C. TheinputtIsrcquin?SrategiMstoquantifysubjectivelydu!,ingearlystagesofthestralegy-f<>11nulali()nprocess.MakingsmalldecisionsinIhCinput11ulricesga11iingtherelativeimportanceofexternalandinternallact(>rallowsStralegiMslogeneratearuievaluatealternativestrategicsmoreeffectively.IV.THEMATCHINGSTAGEA. TheMaichingStage1. TheMatchingStageincludestheStrengths-Wcakncsscs-Opportuni(is-Thrcats(SWoT)Matrix.IheStrategicPositionandctionEvaluation(SPACE)Matrix,theBostonConsultingGroup(BCG)Matrix,theInternal-External(IE)Matrix,andIhe(5randStrategyMatrix.2. Anyorganization,Wh(Hhernili(aryr<xluct-<)riented.SerViCe-Oriemed,governnienlal,orevenathleticmustdevelopandexecutegoodstrategicstowin.3Table6-1providesthebasicnceptofmatching.VTN(VisittheNel):hup:.csHchico.edu/nig”MnUIegynuNhUel3d()24.himgivesexunpleobjectives,B. ThcSWOTMatrix1. TheSWOTMatrixisanimpo11antmatchingtlthathelpsmanagersdevelopfourtypesofstrategies:a. SOstrategi