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1、TheStrategy-FormulationAnalyticalFrameworkStage1:TheInputStageStage2:TheMatchingStageStage3:TheDecisionStageExternalFactorAnalysisSummary(EFAS)StrategicAnalysisSummary(SFAS)InternalFactorAnalysisSummary(IFAS)Threats-Opportunities-Weaknesses-Strengths(
2、TOWS)MatrixBostonConsultingGroup(BCG)Matrix長期目標（Long-TermObjectives）戰(zhàn)略目標與愿景、使命戰(zhàn)略目標是人們期望實行某種戰(zhàn)略而達到的理想結(jié)果，是企業(yè)遠景和使命的具體化。例如：實施“名牌戰(zhàn)略”，五年后品牌產(chǎn)品的銷售額應(yīng)達到1億元首鋼集團實施多元化戰(zhàn)略，進入芯片領(lǐng)域，五年后芯片收入應(yīng)為總收入的50%企業(yè)戰(zhàn)略目標的一般內(nèi)容1、盈利能力2、生產(chǎn)效率：年產(chǎn)量、成本降低率、投入產(chǎn)出比率，等3、市場競爭地位：市場占有率、總銷售收入，等等4、產(chǎn)品結(jié)構(gòu)：
3、新產(chǎn)品開發(fā)數(shù)、新品產(chǎn)值率，等等5、財務(wù)狀況6、企業(yè)的建設(shè)與發(fā)展：年產(chǎn)量增加速度、生產(chǎn)規(guī)模擴大、生產(chǎn)自動化、信息化水平、企業(yè)管理水平，等等7、技術(shù)水平：專利數(shù)、開發(fā)和創(chuàng)新項目，等等8、人力資源的開發(fā)：培訓人數(shù)及費用、技術(shù)職稱比例9、職工福利：工資水平、獎勵水平10、社會責任目標SITUATIONALANALYSISSomeoftheprimarycriticismsofSWOTanalysis:p.96UsingEFASandIFASandSFASMatrixstodealwiththecritic
4、ismsofSWOTanalysisSITUATIONALANALYSISHowgenerateaSFASMatrix?SITUATIONALANALYSISOnedesiredoutcomeofanalyzingstrategicfactorsisidentifyingapropitiousnichewhereanorganizationcoulduseitsdistinctivecompetencetotakeadvantageofaparticularopportunity.Niche:an
5、eedinthemarketplacethatiscurrentlyunsatisfied.SITUATIONALANALYSISApropitiousnicheisanextremelyfavorableniche.Apropitiousnicheisacompany’sspecificcompetitiverolethatissowellsuitedtothefirm’sinternalandexternalenvironmentthatothercorporationarenotlikely
6、tochallengeordislodgeit.SITUATIONALANALYSISHowtofindapropitiousnichepropitiousnichethroughstrategicwindowStrategicwindows:uniquemarketopportunitiesataparticulartimeThefirstonethroughthestrategicwindowcanoccupyapropitiousnicheanddiscouragecompetition(i
7、fthefirmhastherequiredstrengths).SITUATIONALANALYSISCase:p.98ReviewofmissionandobjectivesAcorporationmustreexamineitscurrentmissionandobjectivesbeforeitcangenerateandevaluatealternativestrategies.tendency:managertendtoconcentrateonthealternatives,thea
8、ctionpossibilities,ratherthanonamissiontofulfillandobjectivestoachieve.Why?P.99ReviewofmissionandobjectivesProblemsinperformancecanderivefromaninappropriatemissionstatementthatistoonarrowortoobroad.Objectivescaneitherfocustoomuchonshort-termop
