Strategic Management Process (cont'd) ·Step3:Doing an internal analysis步骤3：内部分析 Assessing organizational resources,capabilities,and activities: >评价组织的资源、能力和活动 Strengths create value for the customer and strengthen the competitive position of the firm. 。优势为顾客创造价值并增强企业的竞争地位 Weaknesses can place the firm at a competitive disadvantage 。劣势可能使企业处于不利的竞争地位 >Analyzing financial and physical assets is fairly easy,but assessing intangible assets(employee's skills,culture,corporate reputation,.and so forth)isn't as easy.对组织的金融资产和实物资 产进行内部分析很容易，但要评估组织的无形资产（如员工的技 能、才干和知识)并不容易 Steps 2 and 3 combined are called a SWOT analysis.(Strengths, Weaknesses,Opportunities,and Threats) ·内部分析结合称SOT分析法（优势、劣势、机会和威胁） 2007 Prentice Hall,Inc.All rights reserved. 8-11
© 2007 Prentice Hall, Inc. All rights reserved. 8–11 Strategic Management Process (cont’d) • Step 3: Doing an internal analysis步骤3：内部分析 ➢ Assessing organizational resources, capabilities, and activities: ➢ 评价组织的资源、能力和活动 ❖ Strengths create value for the customer and strengthen the competitive position of the firm. ❖ 优势为顾客创造价值并增强企业的竞争地位 ❖ Weaknesses can place the firm at a competitive disadvantage. ❖ 劣势可能使企业处于不利的竞争地位 ➢ Analyzing financial and physical assets is fairly easy, but assessing intangible assets (employee’s skills, culture, corporate reputation, and so forth) isn’t as easy.对组织的金融资产和实物资 产进行内部分析很容易，但要评估组织的无形资产（如员工的技 能、才干和知识）并不容易 • Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats) • 内部分析结合称为SWOT分析法（优势、劣势、机会和威胁）
Exhibit8-3 Corporate Rankings(partial lists)公司排名（部分名单） 《商业周刊》全球品牌100强(2005) 《财富》美国最受尊重的公司(2006) 1.可口可乐 1.通用电气 2.微软 2.联邦快递 3.1BM 3.西南航空 4.通用电气 4.宝洁 5.英特尔 5.星巴克 《华尔街日报》全球企业声誉(2005) 《财富》百强企业(2006) 1.强生 1.Genentech 2.可口可乐 2.Wegman's Food Markets 3.Google 3.Valero Energy 4.UPS 4.Griffin Hospital 5.W.L.Gore &Associates 5.3M eica's Most Admired ooppanies Fortne.February22.200665Wall ree to Work For,"Fortune .p.89R.Asop.Ranking Corporate Joumal,December6,2005.p.B1:and-The 100 Top Brands,"BusinessWeek.August1.2005.p.90. 2007 Prentice Hall,Inc.All rights reserved. 8-12
© 2007 Prentice Hall, Inc. All rights reserved. 8–12 Exhibit 8–3 Corporate Rankings (partial lists) 公司排名（部分名单） Sources: “America’s Most Admired Companies,” Fortune, February 22, 2006, p. 65; “The 100 Best Companies to Work For,” Fortune, January 11, 2006, p. 89; R. Alsop, “Ranking Corporate Reputations,” Wall Street Journal, December 6, 2005, p. B1; and “The 100 Top Brands,” BusinessWeek, August 1, 2005, p. 90. 《商业周刊》全球品牌100强(2005) 1. 可口可乐 2. 微软 3. IBM 4. 通用电气 5. 英特尔 《华尔街日报》/全球企业声誉(2005) 1. 强生 2. 可口可乐 3. Google 4. UPS 5. 3M 《财富》美国最受尊重的公司(2006) 《财富》百强企业(2006) 1. 通用电气 2. 联邦快递 3. 西南航空 4. 宝洁 5. 星巴克 1. Genentech 2. Wegman’s Food Markets 3. Valero Energy 4. Griffin Hospital 5. W. L. Gore & Associates
Strategic Management Process (cont'd) ·Step4:Formulating strategies步骤4：构造战略 Develop and evaluate strategic alternatives >改进和评估战略选择 >Select appropriate strategies for all levels in the organization that provide relative advantage over competitors为组织中各层级选择适当的战略以提供与 竞争者相比的相对优势 Match organizational strengths to environmental opportunities使组织优势与环境机会相符 >Correct weaknesses and guard against threats >纠正劣势和防止威胁 2007 Prentice Hall,Inc.All rights reserved. 8-13
© 2007 Prentice Hall, Inc. All rights reserved. 8–13 Strategic Management Process (cont’d) • Step 4: Formulating strategies步骤4：构造战略 ➢Develop and evaluate strategic alternatives ➢改进和评估战略选择 ➢Select appropriate strategies for all levels in the organization that provide relative advantage over competitors为组织中各层级选择适当的战略以提供与 竞争者相比的相对优势 ➢ Match organizational strengths to environmental opportunities使组织优势与环境机会相符 ➢Correct weaknesses and guard against threats ➢纠正劣势和防止威胁
Strategic Management Process(cont'd) ·Step5:Implementing strategies实施战略 >Im plementation:effectively fitting organizational structure and activities to the environment.实施：使组织结构和活动与环 境有效结合 >The environment dictates the chosen strategy;effective strategy implementation requires an organizational structure matched to its requirements.环境反应了所选战略；有效地战略实施 需要一个组织结构与它的需求相适应 ·Step6:Evaluating results:步骤6：评估结果 >How effective have strategies been?战略的实施效果如何？ >What adjustments,if any,are necessary?若存在的话，什么适应 性是必要的？ 2007 Prentice Hall,Inc.All rights reserved. 8-14
© 2007 Prentice Hall, Inc. All rights reserved. 8–14 Strategic Management Process (cont’d) • Step 5: Implementing strategies实施战略 ➢ Implementation: effectively fitting organizational structure and activities to the environment.实施：使组织结构和活动与环 境有效结合 ➢ The environment dictates the chosen strategy; effective strategy implementation requires an organizational structure matched to its requirements.环境反应了所选战略；有效地战略实施 需要一个组织结构与它的需求相适应 • Step 6: Evaluating results步骤6：评估结果 ➢ How effective have strategies been?战略的实施效果如何？ ➢ What adjustments, if any, are necessary?若存在的话，什么适应 性是必要的？