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The Management of Strategy
(Concepts and Cases)
战略管理：概念与案例
Part I: Strategic Management Inputs
第Ⅰ篇: 战略管理的输入
Chapter 1: What is Strategic Management
第1章: 战略管理和战略竞争力
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Chapter 1: What is Strategic Management
第1章: 战略管理和战略竞争力
Overview: Eight content areas 概要: 八大领域
Nature of Competition
战略竞争力的特性
The 21st Century Competitive Landscape
21世纪的竞争格局
I/O Model of Above-Average Returns (AAR)
超额利润的行业组织模型
Resource-Based Model of AAR
超额利润的资源基础模型
Overview: Eight content areas (cont’d)
概要: 八大领域 (续）
Strategic Vision and Mission
战略愿景和使命
Stakeholders
利益相关者
Strategic Leaders
战略领导者
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Case study: Nature of Competition: Boeing vs. Airbus
案例分析----竞争力的特性: 波音与空中客车
Boeing 波音
Historically a global leader in airplane manufacturing
历史上飞机生产的全球领先者
Revenue from commercial aircraft division & gov’t contracts
收入主要来源于商用飞机生产和政府合同
Regained supremacy in 2006: more 787 super jumbo
orders vs. Airbus’s more efficient A-380
2006年重新夺回霸权: 波音787超大型飞机 vs. 空中客车的A-
380飞机
Changed strategy and design 改变战略和设计
Different production process 不同的生产过程
Smaller plane (787 Dreamliner) 更小的飞机 (787 梦想系列)
Case study: Nature of Competition: Boeing vs. Airbus
案例分析----竞争力的特性: 波音与空中客车
Airbus 空中客车
EU Government owned and subsidized
欧洲政府拥有所有权并为其提供补贴
Won competitor battle with Boeing between 2001
& 2005
2001-2005年赢得与波音公司的竞争
Responded to customer demands with more
efficient A-380 aircraft
用更具效率的A-380飞机来满足顾客的需求
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1. Nature of Competition: Basic concepts
竞争力的特性: 基本概念
Strategic Competitiveness 战略竞争力
Achieved when a firm formulate & implements a value-
creating strategy
当一个公司成功地制定和执行价值创造的战略时获得
Strategy 战略
Integrated and coordinated set of commitments and
actions designed to exploit core competencies and gain a
competitive advantage
设计用来开发核心竞争力、获取竞争优势的一系列综和的、
协调的约定和行动
1. Nature of Competition: Basic concepts
竞争力的特性: 基本概念
Competitive Advantage (CA) 竞争优势 (CA)
Implemented strategy that competitors are unable
to duplicate or find too costly to imitate
实施的战略竞争对手不能复制或因成本太高而无法
模仿
Above Average Returns 超额利润
Returns in excess of what investor expects in
comparison to other investments with similar risk
一项投资的利润超过投资者预期能从其他相同风险
的投资项目获得的利润
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1. Nature of Competition: Basic concepts
竞争力的特性: 基本概念
Risk 风险
Investor’s uncertainty about economic gains/losses resulting from a
particular investment
一项特定投资的盈亏的不确定性
Average Returns平均利润
Returns equal to what investor expects in comparison to other
investments with similar risk
一项投资的盈利水平与投资者预期从其他形同风险的项目获得的利润相
同的情况下产生的利润
Strategic Management Process (SMP)战略管理过程 (SMP)
Full set of commitments, decisions and actions required for a firm to
achieve strategic competitiveness and earn above average returns
一家公司想要获取竞争力和超额利润而采用的一整套约定、决策和行动
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2. The Strategic Management Process
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2. 战略管理过程
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3. 21st Century Competitive Landscape
21世纪竞争格局
Introduction: The Competitive Landscape (CL)
概述: 竞争格局 (CL)
Pace of change is rapid 变化速度快
Partnerships created by mergers & acquisitions (M&As)
通过合并和购买形成合作关系 (M&As)
Other CL characteristics: Economies of scale,
advertising budgets not as effective as before, change in
managerial mind-set from “traditional” to more flexible and
innovative
竞争格局的其他特点: 经济规模, 广告语段已经不想以前那
么有效, 管理思维模式从“传统”向更加柔性和创新性转变
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21st Century Competitive Landscape
21世纪竞争格局
Hypercompetition – extremely intense rivalry among
competing firms, characterized by
超级竞争 – 竞争公司之间的异常激烈的较量, 特征包括：
Escalating & increasingly aggressive competitive moves
不断提升和增加的具有侵略性的竞争推动力
Assumptions of market stability replaced with notion of
INstability and change
市场稳定的假设已经被不稳定和变化的观念所取代
3. 21st Century Competitive Landscape
21世纪竞争格局
Two primary drivers of the
competitive landscape:
竞争格局的两个主要推动力
The global economy
经济全球化
Technology 科学技术
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3. 21st Century Competitive Landscape
21世纪竞争格局
The Global Economy全球经济
1) Goods, services, people, skills and ideas move freely across
geographic borders货物、服务、人员、技术和观念超越地理界限自由
流通
2) Europe, through the European Union (EU) is the world’s largest single
market欧洲, 欧盟 (EU) 成为世界上最大的单一市场
EU vs . GDP: 35% higher欧盟和其他西欧国家的GDP超
过美国35%
3) Emerging major competitive forces: China & India新生的主要竞争力:
中国 & 印度
In summary: globalization increased economic interdependence among
countries as reflected in the flow of goods and services, financial
capital, and knowledge across country borders总之: 全球化是指反映在
产品、服务、金融资本和知识跨国界流动中的国家间日益增长的经济相
互依赖性
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3. 21st Century Competitive Landscape
21世纪竞争格局
Technology and Technological Changes
技术和技术进步
3 categories 三种趋势
1) Technology diffusion & disruptive
technologies 技术扩散和突破性技术
2) The information age 信息时代
3）Increasing knowledge intensity不断增加的知识
密度
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3. 21st Century Competitive Landscape
21世纪竞争格局
Technology and Technology Changes (Cont’d)
技术和技术进步
1) Technology diffusion技术扩散
Perpetual innovation: describes how new information-
intensive technologies are replacing older forms持续创新:
形容信息密集型的新技术如何快速和有效地替代旧技术
Speed to market may be primary competitive advantage进
入市场的速度几乎成为最主要的竞争优势
12 – 18 month timeframe to gather info re: competitor
R&D只要12 – 18 个月同行企业就能收集到竞争者的研发和
产品决策信息
3. 21st Century Competitive Landscape
21世纪竞争格局
Disruptive technologies突破性技术
Technologies that突破性技术是
Destroy value of existing technology破坏原有技术的
价值
Create new markets 产生新的市场
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3. 21st Century Competitive Landscape
21世纪竞争格局
Technology and Technology Changes (Cont’d)技术
和技术进步
2) The information age信息时代
Dramatic changes over last several years过去几年，信息技
术发生翻天覆地的变化
Major technological developments: computers, phones, artificial
intelligence, virtual reality主要技术发展: 个人电脑,手机，
人工智能，虚拟世界
Internet provides infrastructure for information anytime,
anywhere互联网提供了一个允许信息在世界任何地方的
电脑间传递的平台
3. 21st Century Competitive Landscape
21世纪竞争格局
3） Increasing knowledge intensity不断增加的知识密
度
Defined as information, intelligence & expertise and is the basis
of technology and its application知识也可以称为信息、智
能、经验，是技术以及技术应用的基础
Gained through experience, observations and inferences通过
观察、经验和推论得到
Strategic Flexibility – set of capabilities used to respond to
various demands and opportunities existing in a dynamic and
uncertain competitive environment战略柔性 – 公司用来应
对不断变化的竞争环境所带来的各种需求和机遇的一
系列能力
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Industrial
Organizational
(I/O) Model of
Above-
Average
Returns (AAR)
超额利润的行业组织模
型(AAR)
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超额利润的行
业组织模型
(AAR)
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4. Industrial Organizational (I/O) Model of
Above-Average Returns (AAR)
超额利润的行业组织模型(AAR)
Basic Premise – to explain the dominant
influence of the external environment on a
firm's strategic actions and performance
基本前提 – 揭示外部环境对公司战略行为的决
定性影响
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4. Industrial Organizational (I/O) Model of
Above-Average Returns (AAR)
超额利润的行业组织模型(AAR)
Underlying Assumptions基本假设
1) External environment imposes pressures and constraints
that determine the strategies resulting in AAR外部环境表
现为影响超额利润战略决定的压力和限制
2) Most firms compete within a particular industry/segment大
多数在同一行业或行业内相同领域竞争的公司
Control similar strategically relevant resources掌握着类似
的相关战略资源
Pursue similar strategies in light of those resources并因此
采取相似的战略
4. Industrial Organizational (I/O) Model of
Above-Average Returns (AAR)
超额利润的行业组织模型(AAR)
3) Resources for implementing strategies are highly
mobile across firms实施战略所需的资源在公
司间具有高度的流动性
Therefore any resource differences between firms
will be short-lived因此公司间的资源差异不会维
持太久
4) Organizational decision makers are rational and
committed to acting in the firm's best interests, as
shown by their profit-maximizing behaviors组织的
决策者都是理性的，并致力于为公司谋取最
大的利益，正如他们追求利润最大化的行为
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4. Industrial Organizational (I/O) Model of
Above-Average Returns (AAR)
超额利润的行业组织模型(AAR)
Five-Forces Model (Michael Porter)竞争的五力
模型
The 5 Forces includes5种力量包括
Suppliers, buyers, competitive rivalry, product substitutes
and potential entrants供应商、顾客、行业内现有竞
争者、替代产品和潜在进入者
Determines the nature/level of competition and profit
potential in an industry决定竞争的层次和一个行业
的潜在利润
Suggests an industry’s profitability is an interaction
between these 5 forces指出一个行业的收益性是五
种力量相互作用的结果
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The
Resource-
Based
Model of
AAR
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超额利润的资
源基础模型
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5. The Resource-Based Model of AAR
超额利润的资源基础模型
Basic Premise - a firm's unique [internal] resources &
capabilities, in combination, is the basis for firm strategy
and AAR基本前提 - 任何一个组织都是独特的资源
和能力的组合, 这种独特性是企业战略和超额利润
的基础
Each firm’s performance difference across time emerges (vs
industry’s structural characteristics)企业间经营业绩的差异主
要来源于它们的资源和能力 (而不是行业结构特征)
Combined uniqueness should define the firms’ strategic actions
如何整合这些资源和能力决定一个企业的战略行动
Resources are tangible and intangible资源可分为有形和无形
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5. The Resource-Based Model of AAR
超额利润的资源基础模型
Resources资源
Inputs into a firm‘s production process
企业生产过程的投入部分
Includes capital equipment, employee skills, patents,
high-quality managers, financial condition, etc.包括资
本设备, 员工技能, 专利技术, 有才干的管理人员,
融资等.
Basis for competitive advantage: When resources
are valuable, rare, costly to imitate and non-
substitutable竞争优势的基础: 当资源是有价值的、
稀缺的、难以模仿的并无法替代的时候
5. The Resource-Based Model of AAR
超额利润的资源基础模型
Internal/firm-specific resources (N=3)
内部的/公司的资源
Physical实物资源
Things you can touch/feel = tangible
可以触摸或感受到的东西 = 有形的
Human人力资源
People / employees人 / 员工
Organizational capital组织资本
Relative to the firm itself与公司自身相
关的
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5. The Resource-Based Model of AAR
超额利润的资源基础模型
Capability 能力
Capacity for a set of resources to perform a task or
activity in an integrative manner将众多资源结合运用
以完成一项任务或活动的才能
Core Competency核心竞争力
A firm’s resources and capabilities that serve as
sources of competitive advantage over its rival为企业
战胜其竞争者提供竞争优势来源的资源和能力
5. The Resource-Based Model of AAR
超额利润的资源基础模型
Summary总结
A firm has superior performance because of一个
企业拥有良好的业绩是因为
Unique resources and capabilities, and the
combination makes them different, and better, than
their competition – driving the competitive
advantage独特的资源和能力, 以及整合这些资
源使得它们不同于并且强于竞争者– 即形成
竞争优势
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6. Vision and Mission
愿景和使命
Vision愿景
Picture of what the firm wants to be描绘企业期望成为
什么样子
What the firm ultimately wants to achieve企业最终想
实现什么
An effective vision statement is the responsibility of the
leader who should work with others to form it一个有效
地愿景描述应当由企业领导者与其他员工共同合
作形成
Foundation for the mission使命的基础
6. Vision and Mission
愿景和使命
Mission使命
Specifics business(es) in which firm intends to
compete and customers it intends to serve一家企
业意图参与竞争的一个或多个业务，以及所
要服务的顾客
More specific than the vision比愿景更加具体
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7. Stakeholders
利益相关者
Basis Premise – a firm can effectively manage
stakeholder relationships to create a competitive
advantage and outperform its competitors基本前提
– 一个企业能够有效地处理利益相关者之间的关系
来形成竞争优势，并且业绩超过其他公司
Stakeholders are individuals and groups利益相
关者是个人或群体
They can affect, and are affected by, the strategic
outcomes/performance a firm achieves他们能够影响企
业的愿景和使命，同时受企业战略产出的影响
Three (3) classifications分为三类
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The Three Stakeholder Groups
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三类利益相关者
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7. Stakeholders
利益相关者
Classifications of Stakeholders分类
Capital Market资本市场利益相关者
Expect returns commiserate with risk accepted by
investments预期收益与风险程度成正比
Higher the dependency relationship, the more direct and
significant firm’s response依赖关系越紧密，公司的反应就
会越直接，越重视
Product Market产品市场利益相关者
The 4 groups benefit due to competitive battles四类群体
从企业的竞争中获得利益
Organizational组织利益相关者
The employees员工
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8. Strategic Leaders
战略领导者
People located in different parts of the firm
using the strategic management process to help
the firm reach its vision and mission存在于企业
不同位置，利用战略管理过程帮助企业达成
愿景和使命的人
Decisive and committed to nurturing those around
them有决断力，能够帮助周围的人成长
Create and sustain organizational culture创造和维
持组织文化
8. Strategic Leaders
战略领导者
Organizational culture emerges from &
sustained by leaders组织文化由领导者塑造和
维持
Complex set of ideologies, symbols and core
values shared throughout the firm一套复杂的思
想体系、企业标志、核心价值观的系统
Affects leaders/their work which in-turn shapes
culture影响战略领导者以及他们所作的工作，
其反过来也会塑造企业的文化
Influences how the firm conducts business影响企
业如何进行商业活动
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8. Strategic Leaders
战略领导者
The Work of Effective Strategic Leaders卓有成效的
战略领导者的工作
Work long hours长时间工作
Must be able to “think seriously and deeply…about the
purposes of the organizations they head or functions they
perform, about strategies, tactics,…..and people…and about
the important questions … they need to ask.”必须能够“严
肃而深入地思考他们领导的组织和他们行使的职能的
目的，以及企业的战略、战术、技术、系统和达成这
些目的所需要的成员，还有那些总是需要被问及的重
要的问题”
8. Strategic Leaders
战略领导者
Predicting Outcomes: Profit Pools (PP)结
果预测: 利润池 (PP)
Anticipates their decisions relative to the PP评估
与PP相关的决策
Entails the total profits earned in an industry at all
points along the value chain包括行业价值链上
每个节点能够赚取的利润总和
