战略学
主题
1
:
战略学导论
内容皆为研究生学习期间课程课件，谨供各位学习交流，纰漏之处，望各位不吝赐教
翻译：
Eason Liu
Liu-y5@
什么是战略
？
根据你的理解，写出你自己关于战略的定义
你会使用什么样的词汇来描述
？
什么是战略？
“
战略是关于一个组织长期的定位和视野
,
它在变化的环境中通过对资源和人才配置，来达到满足股东期望的目的，并以此来实现竞争性的优势
”
(
Johnson et al., 2011)
什么是战略
？
“…
竞争战略是关于如何和别人有所不同
.
也就是精巧的选择一组不同的活动来传达一个独特的价值组合
”
(Porter, 1996)
“…
是一种组织的内部能力（
internal capabilities
）和外部关系（
external relationships
）间的组合
”
(Kay, 1993)
Mintzberg
–
战略的
5Ps
模型
战略是一种计划－在行动之前的考虑和制定
战略是一种计谋－威胁要对竞争对手的行为采取行动
｛不一定要真正的实施该行动｝
战略是一种模式－一些具有一致性的行为流（
stream of actions
）
｛计划和模式间流动的动态的战略观点｝
战略是一种定位－使得公司能够有效的竞争
战略是一种视角－组织成员所共有的观点或概念
战略决策是关于
:
一个组织长期的定位
一个组织行为的范围
超越竞争者而得到优势
(
竞争优势，
competitive advantage)
强调在商业环境中的改变
(
外部的，
external)
以资源和能力为基础
(
战略能力，
strategic capabilities) –
（内部的，
internal
）
持股人的价值和预期
因此
,
它们是
:
天生就具有复杂性的
在不确定的环境之中被制定的
会影响到具体的操作决策的
需要一种综合的方法
关乎大量的改变的
战略的三水平
:
战略的三水平
:
公司层面战略
涉及到：
组织总的范围和目标
价值是如何被附加到组织内的不同部门上的
战略的三水平
:
涉及到
涉及到组织内的特别的，详细的（
Particular
）战略业务单元（
Strategic Business Units,
SBUs
)
如何在特别的，具体的市场中成功竞争
最佳价值（
“Best value”
）
(
公共部门
)
事业层面战略
战略的三水平
:
涉及到
组织的资源，流程和人员是如何有效地传达公司层面和事业层面的战略的
经营战略
战略三层次的关键？
战略的这三个层面只见必须是相互协调和一致的（
integrated
&
consistent
）
这一点为什么很重要
？
既定战略的和应急战略
（
Prescriptive & emergent strategy
）
你是如何理解这两个条目的？
既定战略
既定的
(
打算中的
)
战略是一种有序的，有逻辑的战略观点，并且它假设
：
目标是被提前界定清晰
的
。
未来是可预测的且环境是稳
定的
。
它不随着时间
的改变而改变
。
由管理者深思熟虑的构思和规划
既定战略
应急战略
应急战略
:
是一种随着时间而不间断发展的程序和战
略
。
有不清晰的目标
(
但随着时间发展而愈发清晰
)
。
与组织的实际活动相
一致
。
考虑到人和组织文化的因素
。
应急战略
那么，解决方案是什么呢？
在战略发展中，我们既需要既定战略，又需要应急战略
要去发展和完成具有清晰和富有逻辑性的方案：既定战略
然而，与此同时，尝试其他可能的战略：应急战略
1.
依据这种分类，你会如何来描述你所在公司的战略？
2.
它有没有随着时间的改变而变化？是如何变化的？并且为何会发生如此变化？
在清晰表述战略上的困难
你能用
少于
35
个字来总结你的组织的战略么？并且，是否你的同事也是这么认为的呢？
“
有这样
一个不可告人的小秘密，大多数的执行官不能够简明而清晰的表述他们公司的目标，范围和优势。而且，如果他们不能够做得到的话，没有其他人能做得到
。
”
Collis
&
Rukstad
(2008)
好的战略表述的组成因素
(
Collis &
Rukstad
, 2008)
“
水晶般清澈的
”
…
目标
,
范围
,
和优势
好的战略表述的组成因素
(
Collis &
Rukstad
, 2008)
任何的战略表述必须以一个此战略被设计要达到的最终目的的定义来开始
(
目标
/
objective
).
同时，明确商业活动的范围也很重要：打算把公司开在哪里？
.
保持低风险的界限是什么？
例如：如果你打算进入酒店业，你要提供哪种类型的服务？是让顾客在此就餐还是外带？是随意轻松的氛围还是奢华的环境？你会提供什么类型的食物等等问题？
好的战略表述的组成因素
(Collis &
Rukstad
, 2008)
战略的目标和范围是不够的
你的竞争性优势
（
competitive advantage
）才是你的战略的核心与菁华
：
你的公司如何做的与别人不同或优于别人决定了那些最重要的方面，也就是说，你会籍此完成既定的目标
好的战略表述的组成因素
(Collis &
Rukstad
, 2008)
竞争优势有着充作的外部和组成成分
：
一个解释了为什么目标客户群
(
targeted customer)
一定要选择你的产品而不是别人的
价值主张
(value
proposition
)
，
也是一个关于为什么内部的活动必须保持均衡一致，所以也就只有你的公司才能够传递那个价值主张的描述
。
什么是战略管理？
“
战略管理包括对一个组织的
战略位置
(
strategic position
)
的理解
,
为将来做出战略选择
(
strategic choices
)
,
和对实际行动中战略
（
strategy in action
）
的管理
。
”
(Johnson et al., 2011)
什么是战略管理？
影响战略位置的因素有
:
外部的环境
(
the
external
environment);
一个组织的战略能力－资源和人员能力
(
resources & competences)
;
以及
持股人的预期和影响。
什么是战略管理？
战略选择涉及到
:
从业务单位
(
business unit)
和公司层面
(
corporate levels)
理解未来战略的
基础
;
发展方向和发展方法两个方面来制定战略的选择
;
甄别哪些选择会成功，哪些会失败。
什么是战略管理？
行动中的战略（
Strategy in action
）涉及到
：
保证
选定的战略被实际运用到实践之中
Reading
Johnson et al (2011) – Chapter 1
Lynch (2009) – Chapters 1 & 2
Ansoff
, I., 1991. Critique of Henry
Mintzberg’s
‘The Design School: Reconsidering the Basic Premises of Strategic Management’.
Strategic Management Journal
, 12, 449-461.
Collis,
.
and
Rukstad
,
.
(2008)
Can you say what your strategy is?,
Harvard Business Review, Vol. 86,
Iss
. 4, pp. 82-90.
Mintzberg
, H., 1990. Reconsidering the Basic Premises of Strategic Management.
Strategic Management Journal
, 11, 171-195.
Porter, ., 1996. What is Strategy?
Harvard Business Review
, November-December, 61-78.
样例
: 20
世纪
80
年代到
90
年代的
IBM
案例比较简单，而且网上也比较容易找到，就是
IBM
出售
PC
部之前的一系列决策失误。大家自己网上了解一下吧，我接着翻译第二部分啦
L
iu
－
y5@
IBM in the 1980s and 1990s – 1
During this period, the world’s largest computer company IBM was in serious trouble
IBM’s launch of its first personal computer eventually cost the company US$16 billion between 1991 and 1993 – why?
Because it made a series of strategic mistakes….
IBM in the 1980s and 1990s – 2
During the 1980s, IBM gained market dominance of large computers – called computer ‘mainframes’
IBM then decided to move in a new broad strategic direction: into the growing market for ‘personal computers’ - PCs
IBM in the 1980s and 1990s – 3
IBM had major resources: including its people, its brand name, its reputation as ‘Big Blue’ and its quality research and development
Its competitive resources were easily the best in the computer business
So why did it fail with PCs?
IBM in the 1980s and 1990s – 4
Up to the late 1980s, IBM was highly profitable: it was
adding value
to its inputs
But then everything went wrong and IBM succeeded in
losing
value
to the extent of US$16 billion
IBM in the 1980s and 1990s – 5
During the late 1980s, there were many changes in the strategic environment
IBM’s own resources were also changing fast
‘Strategy dynamics’ were volatile and relatively difficult to predict
IBM in the 1980s and 1990s – 6
But just because the environment and resources are changing fast, it does not necessarily mean that a powerful company like IBM should fail with its launch of PCs
So what happened? Why was IBM’s PC strategy such a dismal failure?
IBM in the 1980s and 1990s – 7
During the 1970s and 1980s, IBM dominated the market and offered large, fast and reliable mainframe machines
Small personal computers (PCs) were not sold by IBM, but small PC manufacturers were offering their individual machines – . Atari, Sinclair ZX, Commodore
But there was no industry standard for PCs
IBM in the 1980s and 1990s – 8
Having conquered the mainframe market, IBM decided to launch its own PC – sourcing software from a tiny company called
Microsoft
and computer chips from a very small company called
Intel
IBM PC launched in 1983 – an immediate success
IBM in the 1980s and 1990s – 9
Some reasons for the IBM strategic disaster:
Increased competition
: IBM standardisation allowed low-cost clones from Asia-Pacific to enter because a new technology standard had been set by IBM
IBM in the 1980s and 1990s – 10
Some reasons for the IBM strategic disaster:
‘IBM compatible’ became the common claim on new PCs
Standardisation of the technology increased the production economies scale
This allowed new manufacturers to increase their profitability
IBM in the 1980s and 1990s – 11
Some reasons for the IBM strategic disaster
Suppliers were not contractually secured
: IBM failed to protect its interests in its supplier’s technology:
IBM allowed Microsoft to sell the MS-DOS software -
developed by Microsoft for the IBM PC
- to other PC manufacturers without taking a royalty
Although IBM took a share stake in Intel, it later sold this equity and kept no ownership of the PC chips used in the IBM PC
IBM in the 1980s and 1990s – 12
Some reasons for the IBM strategic disaster:
Branding by Intel and Microsoft shifted industry value added
: IBM allowed Microsoft and Intel to develop their own independent supplier strategies, . through branding
Industry
value added
shifted
from IBM to Microsoft and Intel Corporation
IBM in the 1980s and 1990s – 13
Some reasons for the IBM strategic disaster:
IBM’s corporate culture was over-confident
: IBM was so large and dominant that its senior managers felt IBM would always win
Many senior managers inside IBM saw little personal opportunity in the new PC market
IBM in the 1980s and 1990s – 14
Result: IBM lost US$16 billion between 1991 and 1993
Importantly in strategy, we need to distinguish between the
content
of the strategy – the disastrous launch of the IBM PC – and the
process
– the way that IBM managers arrived at this strategy
IBM sold its remaining interests in personal computers to the Chinese company Lenovo in 2005
