文档介绍：战略管理 StrategicManagement*第三章战略匹配 StrategicMatch内外条件的分类ClassificationofInternalandExternalConditions优势Strengths:petitiveadvantage+stableandhealthyinternalatmosphere(稳定、健康的条件).弱势Weaknesses:petitivedisadvantages+anunstableandunhealthyinternalatmosphere(不稳定的内部条件)*一、优势和弱势 (1)petency(leverage):productdesign,lowcost,highefficiency,leadershipinproductinnovation,abilitytoinfluencelegislation,controlofcostandother,massiveavailabilityofcapital,CRM-:Toyota—quality;Benz—image,IBM—service;CocaCola—internationalbrandrecognition;HP—innovation;AT&T—*(2)稳定器stabilizers:maintenancestrengthFairwagesandsalaries;goodworkingconditions;efficientemployeehiringpractices,promotionfromwithin,aclearsenseofmission,efficientworkflow,availabilityofexecutivetrainingprogram,effectivesuperior-。*(1)下沉者Sinkers关键点出现大问题,灾难来临。largeholeintheshipstructureShoddyworkmanshipordefectivemerchandise;poorcustomerservice;badlocation;disloyalemployees,lackofproductinnovation,poorcreditline;lackofleadershipandmanagerialskillsatthecorporatelevel.(2)动荡者Destabilizers保证顺利航行内部权责不清Lackofclearjobdescriptions,widespanofsupervision,pany’spolicyofpromotionfromwithin;poorworkingcondition;inadequateexecutivetrainingprogram.*3、如何判断优势和弱势?1、历史的标准HistoricalCriterion特定条件下,将现在与过去的绩效进行比较。2、petitiveCriterion和第一名相比,处于何种地位。3、名义的标准NormativeCriterion“Howthingsoughttobe”insteadofwith“howthingsare”与最新的理论研究成果相比。*二、机会和威胁 ;petitor;increasesofsuppliers,abundancesoflabor;fewgovernmentregulations,populationgrowth,culturalchanges,lowerinflation,favorabletechnologicalbreakthroughs,,petitorintotheindustry,decreaseinthenumberofsuppliers,increaseinthecostofrawmaterials,shortageoflabor,greatergovernmentregulations,adverseculturaltren