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1、TheStrategy-FormulationAnalyticalFrameworkStage1:TheInputStageStage2:TheMatchingStageStage3:TheDecisionStageExternalFactorAnalysisSummary(EFAS)StrategicAnalysisSummary(SFAS)InternalFactorAnalysisSummary(IFAS)Threats-Opportunities-Weaknesses-Strengths(TOWS)MatrixBostonConsu
2、ltingGroup(BCG)Matrix長(zhǎng)期目標(biāo)（Long-TermObjectives）戰(zhàn)略目標(biāo)與愿景、使命戰(zhàn)略目標(biāo)是人們期望實(shí)行某種戰(zhàn)略而達(dá)到的理想結(jié)果，是企業(yè)遠(yuǎn)景和使命的具體化。例如：實(shí)施“名牌戰(zhàn)略”，五年后品牌產(chǎn)品的銷售額應(yīng)達(dá)到1億元首鋼集團(tuán)實(shí)施多元化戰(zhàn)略，進(jìn)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(biāo)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(chǎng)競(jìng)爭(zhēng)地位：市場(chǎng)占有率、總銷售收入，等等4、產(chǎn)品結(jié)構(gòu)：新產(chǎn)品開發(fā)數(shù)、新品產(chǎn)值率，等等5、財(cái)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
3、擴(kuò)大、生產(chǎn)自動(dòng)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(xiàng)目，等等8、人力資源的開發(fā)：培訓(xùn)人數(shù)及費(fèi)用、技術(shù)職稱比例9、職工福利：工資水平、獎(jiǎng)勵(lì)水平10、社會(huì)責(zé)任目標(biāo)SITUATIONALANALYSISSomeoftheprimarycriticismsofSWOTanalysis:p.96UsingEFASandIFASandSFASMatrixstodealwiththecriticismsofSWOTanalysisSITUATIONALANALYSISHowgenerateaSFASMatrix?SITUAT
4、IONALANALYSISOnedesiredoutcomeofanalyzingstrategicfactorsisidentifyingapropitiousnichewhereanorganizationcoulduseitsdistinctivecompetencetotakeadvantageofaparticularopportunity.Niche:aneedinthemarketplacethatiscurrentlyunsatisfied.SITUATIONALANALYSISApropitiousnicheisanext
5、remelyfavorableniche.Apropitiousnicheisacompany’sspecificcompetitiverolethatissowellsuitedtothefirm’sinternalandexternalenvironmentthatothercorporationarenotlikelytochallengeordislodgeit.SITUATIONALANALYSISHowtofindapropitiousnichepropitiousnichethroughstrategicwindowStrat
6、egicwindows:uniquemarketopportunitiesataparticulartimeThefirstonethroughthestrategicwindowcanoccupyapropitiousnicheanddiscouragecompetition(ifthefirmhastherequiredstrengths).SITUATIONALANALYSISCase:p.98ReviewofmissionandobjectivesAcorporationmustreexamineitscurrentmissiona
7、ndobjectivesbeforeitcangenerateandevaluatealternativestrategies.tendency:managertendtoconcentrateonthealternatives,theactionpossibilities,ratherthanonamissiontofulfillandobjectivestoachieve.Why?P.99ReviewofmissionandobjectivesProblemsinperformancecanderivefromaninappropria
8、temissionstatementthatistoonarrowortoobroad.Objectivescaneitherfocustoomuchonshort-termop
