Course title: Strategic Management (Bus 1310)

Chapter 1
Basic Concepts and processes of Strategic
Management
‫اﻟﻣﻔﺎھﯾم اﻷﺳﺎﺳﯾﺔ وﻋﻣﻠﯾﺎت اﻹدارة اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
 Learning Objectives ‫اﻷھﺪاف اﻟﺘﻌﻠﯿﻤﯿﺔ‬

Upon finishing this chapter, your expected outcomes should encompass the
following:
• Understand the benefits of strategic management
• Explain how globalization and environ- mental sustainability influence strategic management
• Understand the basic model of strategic management and its components
• Identify some common triggering events that act as stimuli for strategic change
• Understand strategic decision-making modes

:‫ ﯾﺟب أن ﺗﺷﻣل اﻟﻧﺗﺎﺋﺞ اﻟﻣﺗوﻗﻌﺔ ﻣﺎ ﯾﻠﻲ‬،‫ﻋﻧد اﻻﻧﺗﮭﺎء ﻣن ھذا اﻟﻔﺻل‬

‫ اﻟﺗﻌرف ﻋﻠﻰ ﻓواﺋد اﻹدارة اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
‫ اﺷرح ﻛﯾف ﺗؤﺛر اﻟﻌوﻟﻣﺔ واﻻﺳﺗداﻣﺔ اﻟﺑﯾﺋﯾﺔ ﻋﻠﻰ اﻹدارة اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
‫ ﻓﮭم اﻟﻧﻣوذج اﻷﺳﺎﺳﻲ ﻟﻺدارة اﻹﺳﺗراﺗﯾﺟﯾﺔ وﻣﻛوﻧﺎﺗﮭﺎ‬
‫ ﺣدد ﺑﻌض اﻷﺣداث اﻟﻣﺣﻔزة اﻟﺷﺎﺋﻌﺔ اﻟﺗﻲ ﺗﻌﻣل ﻛﻣﺣﻔزات ﻟﻠﺗﻐﯾﯾر اﻻﺳﺗراﺗﯾﺟﻲ ﻓﮭم‬
‫طرق اﺗﺧﺎذ اﻟﻘرار اﻻﺳﺗراﺗﯾﺟﻲ‬
Chapter Contents ‫ﻣﺣﺗوﯾﺎت اﻟﻔﺻل‬
 The Study of Strategic Management ‫دراﺳﺔ اﻹدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
o Strategic Management ‫اﻹدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
o Phases of Strategic Management ‫ﻣﺮاﺣﻞ اﻹدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
o Benefits of Strategic Management ‫ﻓﻮاﺋﺪ اﻹدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
o Additional Benefits of Strategic Management ‫ﻓﻮاﺋﺪ إﺿﺎﻓﯿﺔ ﻟﻺدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
 Globalization, Innovation, and Sustainability: Challenges to Strategic
Management ‫ ﺗﺤﺪﯾﺎت اﻹدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬:‫اﻟﻌﻮﻟﻤﺔ واﻻﺑﺘﻜﺎر واﻻﺳﺘﺪاﻣﺔ‬
o Impact of Globalization ‫ﺗﺄﺛﯿﺮ اﻟﻌﻮﻟﻤﺔ‬
o Impact of Environmental Sustainability ‫ﺗﺄﺛﯿﺮ اﻻﺳﺘﺪاﻣﺔ اﻟﺒﯿﺌﯿﺔ‬
o Risks of Climate Change ‫ﻣﺨﺎطﺮ ﺗﻐﯿﺮ اﻟﻤﻨﺎخ‬
Chapter Contents ‫ﻣﺣﺗوﯾﺎت اﻟﻔﺻل‬
 Creating a Learning Organization ‫ﺧﻠﻖ اﻟﻤﻨﻈﻤﺔ اﻟﻤﺘﻌﻠﻤﺔ‬
o Strategic flexibility ‫اﻟﻤﺮوﻧﺔ اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
o Learning organization ‫اﻟﺘﻌﻠﻢ اﻟﺘﻨﻈﯿﻤﻲ‬
o Main activities of a learning organization ‫اﻻﻧﺸﻄﺔ اﻟﺮﺋﯿﺴﯿﺔ ﻟﻠﻤﻨﻈﻤﺔ اﻟﻤﺘﻌﻠﻤﺔ‬
 Basic Model of Strategic Management ‫اﻟﻨﻤﻮذج اﻷﺳﺎﺳﻲ ﻟﻺدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
o Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
o Strategy formulation ‫ﺻﯿﺎﻏﺔ اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
o Strategy implementation ‫ﺗﻄﺒﯿﻖ اﻻﺳﺘﺮاﺗﯿﺠﻲ‬
o Evaluation and control ‫اﻟﻤﺮاﻗﺒﺔ واﻟﺘﻘﯿﯿﻢ‬
 Strategic Decision Making ‫ﺻﻨﻊ اﻟﻘﺮار اﻻﺳﺘﺮاﺗﯿﺠﻲ‬
 The Strategic Audit: Aid to Strategic Decision Making
‫ اﻟﻤﺴﺎﻋﺪة ﻓﻲ اﺗﺨﺎذ اﻟﻘﺮارات اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬:‫اﻟﺘﺪﻗﯿﻖ اﻻﺳﺘﺮاﺗﯿﺠﻲ‬
The Study of Strategic Management

 Strategic Management: a set of managerial decisions and actions that determines the long-
run performance of a corporation.
.‫ ﻣﺟﻣوﻋﺔ ﻣن اﻟﻘرارات واﻹﺟراءات اﻹدارﯾﺔ اﻟﺗﻲ ﺗﺣدد أداء اﻟﺷرﻛﺔ ﻋﻠﻰ اﻟﻣدى اﻟطوﯾل‬:‫اﻹدارة اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
 It includes ‫ﺗﺸﻤﻞ‬
• Internal and external environment scanning ‫ﻣﺴﺢ اﻟﺒﯿﺌﺔ اﻟﺨﺎرﺟﯿﺔ واﻟﺪاﺧﻠﯿﺔ‬
• Strategy formulation ‫ﺻﯿﺎﻏﺔ اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
• Strategy implementation ‫ﺗﻄﺒﯿﻖ اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
• Evaluation and control ‫ﻣﺮاﻗﺒﺔ وﺗﻘﯿﯿﻢ اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
The Study of Strategic Management

 Phases of Strategic Management: ‫ﻣﺮاﺣﻞ اﻹدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬

• Phase 1: Basic financial planning ‫اﻟﺘﺨﻄﯿﻂ اﻟﻤﺎﻟﻲ اﻷﺳﺎﺳﻲ‬
• Phase 2: Forecast-based planning ‫اﻟﺘﺨﻄﯿﻂ اﻟﻘﺎﺋﻢ ﻋﻠﻰ اﻟﺘﻨﺒﺆ‬
• Phase 3: Externally oriented strategic planning ‫اﻟﺘﺨﻄﯿﻂ اﻻﺳﺘﺮاﺗﯿﺠﻲ اﻟﻤﻮﺟﮭﺔ ﺑﺎﻟﺨﺎرج‬
• Phase 4: Strategic management ‫اﻹدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
The Study of Strategic Management
 Benefits of Strategic Management: ‫ﻓﻮاﺋﺪ اﻹدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
• Clearer sense of strategic vision for the firm ‫إﺣﺴﺎس أوﺿﺢ ﺑﺎﻟﺮؤﯾﺔ اﻹﺳﺘﺮاﺗﯿﺠﯿﺔ ﻟﻠﺸﺮﻛﺔ‬
• Sharper focus on what is strategically important ‫اﻟﺘﺮﻛﯿﺰ ﺑﺸﻜﻞ أﻛﺜﺮ ﺣﺪة ﻋﻠﻰ ﻣﺎ ھﻮ ﻣﮭﻢ ﻣﻦ اﻟﻨﺎﺣﯿﺔ اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
• Improved understanding of a rapidly changing environment ‫ﺗﺤﺴﯿﻦ ﻓﮭﻢ اﻟﺒﯿﺌﺔ ﺳﺮﯾﻌﺔ اﻟﺘﻐﯿﺮ‬

 Additional Benefits of Strategic Management: ‫اﻟﻔﻮاﺋﺪ اﻹﺿﺎﻓﯿﺔ ﻟﻺدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬

• Improved organizational performance ‫ﺗﺤﺴﯿﻦ اﻷداء اﻟﺘﻨﻈﯿﻤﻲ‬
• Achieves a match between the organization’s environment and its strategy, structure and processes
‫ﯾﺤﻘﻖ اﻟﺘﻄﺎﺑﻖ ﺑﯿﻦ ﺑﯿﺌﺔ اﻟﻤﻨﻈﻤﺔ واﺳﺘﺮاﺗﯿﺠﯿﺘﮭﺎ وھﯿﻜﻠﮭﺎ وﻋﻤﻠﯿﺎﺗﮭﺎ‬
• Important in unstable environments ‫ﻣﮭﻢ ﻓﻲ اﻟﺒﯿﺌﺎت ﻏﯿﺮ اﻟﻤﺴﺘﻘﺮة‬
• Strategic thinking ‫اﻟﺘﻔﻜﯿﺮ اﻻﺳﺘﺮاﺗﯿﺠﻲ‬
• Organizational learning ‫اﻟﺘﻌﻠﻢ اﻟﺘﻨﻈﯿﻤﻲ‬
Globalization, Innovation, and Sustainability: Challenges to Strategic
Management
 Impact of Globalization: ‫ﺗﺄﺛﯿﺮ اﻟﻌﻮﻟﻤﺔ‬
Globalization: the integration and internationalization of markets and corporations
‫ ﺗﻜﺎﻣﻞ وﺗﺪوﯾﻞ اﻷﺳﻮاق واﻟﺸﺮﻛﺎت‬:‫اﻟﻌﻮﻟﻤﺔ‬
 Impact of Environmental Sustainability: ‫ﺗﺄﺛﯿﺮ اﻟﺒﯿﺌﺔ اﻟﻤﺴﺘﺪاﻣﺔ‬
Environmental Sustainability: the use of business practices to reduce a company’s impact on
the natural, physical environment.
.‫ اﺳﺘﺨﺪام ﻣﻤﺎرﺳﺎت اﻷﻋﻤﺎل ﻟﺘﻘﻠﯿﻞ ﺗﺄﺛﯿﺮ اﻟﺸﺮﻛﺔ ﻋﻠﻰ اﻟﺒﯿﺌﺔ اﻟﻄﺒﯿﻌﯿﺔ واﻟﻤﺎدﯾﺔ‬:‫اﻻﺳﺘﺪاﻣﺔ اﻟﺒﯿﺌﯿﺔ‬
 Risks of Climate Change include: ‫ﺗﺸﻤﻞ ﻣﺨﺎطﺮ ﺗﻐﯿﺮ اﻟﻤﻨﺎخ ﻣﺎ ﯾﻠﻲ‬
• Regulatory risk ‫اﻟﻤﺨﺎطﺮ اﻟﺘﻨﻈﯿﻤﯿﺔ‬
• Supply chain risk ‫ﻣﺨﺎطﺮ ﺳﻠﺴﻠﺔ اﻟﺘﻮرﯾﺪ‬
• Product and technology risk ‫ﻣﺨﺎطﺮ اﻟﻤﻨﺘﺞ واﻟﺘﻜﻨﻮﻟﻮﺟﯿﺎ‬
• Litigation risk ‫اﻟﻤﺨﺎطﺮ اﻟﻘﻀﺎﺋﯿﺔ‬
• Reputational risk ‫ﻣﺨﺎطﺮ اﻟﺴﻤﻌﺔ‬
• Physical risk ‫اﻟﻤﺨﺎطﺮ اﻟﻤﺎدﯾﺔ‬
Theories of Organizational Adaptation ‫ﻧﻈﺮﯾﺎت اﻟﺘﻜﯿﻒ اﻟﺘﻨﻈﯿﻤﻲ‬
 Population ecology: established organizations are unable to adapt to change.
.‫ اﻟﻤﻨﻈﻤﺎت اﻟﻘﺎﺋﻤﺔ ﻏﯿﺮ ﻗﺎدرة ﻋﻠﻰ اﻟﺘﻜﯿﻒ ﻣﻊ اﻟﺘﻐﯿﯿﺮ‬:‫ اﻟﺒﯿﺌﺔ اﻟﺴﻜﺎﻧﯿﺔ‬
 Institution theory: organizations adapt by imitating successful organizations.
.‫ ﺗﺘﻜﯿﻒ اﻟﻤﻨﻈﻤﺎت ﻣﻦ ﺧﻼل ﺗﻘﻠﯿﺪ اﻟﻤﻨﻈﻤﺎت اﻟﻨﺎﺟﺤﺔ‬:‫ ﻧﻈﺮﯾﺔ اﻟﻤﺆﺳﺴﺔ‬
 Strategic choice perspective: organizations adapt to change and have the ability to reshape
their environment.
.‫ ﺗﺘﻜﯿﻒ اﻟﻤﻨﻈﻤﺎت ﻣﻊ اﻟﺘﻐﯿﯿﺮ وﻟﺪﯾﮭﺎ اﻟﻘﺪرة ﻋﻠﻰ إﻋﺎدة ﺗﺸﻜﯿﻞ ﺑﯿﺌﺘﮭﺎ‬:‫ ﻣﻨﻈﻮر اﻻﺧﺘﯿﺎر اﻻﺳﺘﺮاﺗﯿﺠﻲ‬
 Organizational learning theory: organizations adapt defensively and use knowledge to
improve their relationship with the environment.
.‫ ﺗﺘﻜﯿﻒ اﻟﻤﻨﻈﻤﺎت ﺑﺸﻜﻞ دﻓﺎﻋﻲ وﺗﺴﺘﺨﺪم اﻟﻤﻌﺮﻓﺔ ﻟﺘﺤﺴﯿﻦ ﻋﻼﻗﺘﮭﺎ ﺑﺎﻟﺒﯿﺌﺔ‬:‫ ﻧﻈﺮﯾﺔ اﻟﺘﻌﻠﻢ اﻟﺘﻨﻈﯿﻤﻲ‬
 Creating a Learning Organization ‫ ﺧﻠﻖ اﻟﻤﻨﻈﻤﺔ اﻟﻤﺘﻌﻠﻤﺔ‬/‫إﻧﺸﺎء‬
 Strategic flexibility: the ability to shift from one dominant strategy to another and requires:
:‫ اﻟﻘﺪرة ﻋﻠﻰ اﻟﺘﺤﻮل ﻣﻦ اﺳﺘﺮاﺗﯿﺠﯿﺔ ﺳﺎﺋﺪة إﻟﻰ أﺧﺮى وﺗﺘﻄﻠﺐ‬:‫ اﻟﻤﺮوﻧﺔ اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
• Long-term commitment to the development and nurturing of critical resources
.‫• اﻻﻟﺘﺰام طﻮﯾﻞ اﻷﻣﺪ ﺑﺘﻄﻮﯾﺮ ورﻋﺎﯾﺔ اﻟﻤﻮارد اﻟﺤﯿﻮﯾﺔ‬
• Learning organization
.‫• اﻟﻤﻨﻈﻤﺔ اﻟﻤﺘﻌﻠﻤﺔ‬
 Learning organization: an organization skilled at creating, acquiring, and transferring knowledge and at
modifying its behavior to reflect new knowledge and insights
‫ ﻣﻧظﻣﺔ ﻣﺎھرة ﻓﻲ إﻧﺷﺎء اﻟﻣﻌرﻓﺔ واﻛﺗﺳﺎﺑﮭﺎ وﻧﻘﻠﮭﺎ وﺗﻌدﯾل ﺳﻠوﻛﮭﺎ ﻟﺗﻌﻛس اﻟﻣﻌرﻓﺔ واﻟرؤى اﻟﺟدﯾدة‬:‫اﻟﻣﻧظﻣﺔ اﻟﻣﺗﻌﻠﻣﺔ‬
 Main activities of a learning organization include: ‫ﺗﺸﻤﻞ اﻷﻧﺸﻄﺔ اﻟﺮﺋﯿﺴﯿﺔ ﻟﻠﻤﻨﻈﻤﺔ اﻟﻤﺘﻌﻠﻤﺔ ﻣﺎ ﯾﻠﻲ‬
• Solving problems systematically ‫ﺣﻞ اﻟﻤﺸﺎﻛﻞ ﺑﺸﻜﻞ ﻣﻨﮭﺠﻲ‬
• Experimenting with new approaches ‫ﺗﺠﺮﺑﺔ أﺳﺎﻟﯿﺐ ﺟﺪﯾﺪة‬
• Learning from past experience, history and experiences of others ‫اﻟﺘﻌﻠﻢ ﻣﻦ ﺗﺠﺎرب اﻟﻤﺎﺿﻲ واﻟﺘﺎرﯾﺦ وﺗﺠﺎرب اﻵﺧﺮﯾﻦ‬
• Transferring knowledge quickly and easily throughout the organization
‫• ﻧﻘﻞ اﻟﻤﻌﺮﻓﺔ ﺑﺴﺮﻋﺔ وﺳﮭﻮﻟﺔ ﻓﻲ ﺟﻤﯿﻊ أﻧﺤﺎء اﻟﻤﻨﻈﻤﺔ‬
Basic Model of Strategic Management ‫اﻟﻨﻤﻮذج اﻷﺳﺎﺳﻲ ﻟﻺدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
 Basic Elements of Strategic Management: ‫اﻟﻤﻜﻮﻧﺎت اﻷﺳﺎﺳﯿﺔ ﻟﻺدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
1. Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
2. Strategy formulation ‫ﺻﯿﺎﻏﺔ اﻹﺳﺘﺮاﺗﯿﺠﯿﺔ‬
3. Strategy implementation ‫اﻟﺘﻄﺒﯿﻖ اﻹﺳﺘﺮاﺗﯿﺠﻲ‬
4. Evaluation and control ‫اﻟﺘﻘﯿﯿﻢ واﻟﺮﻗﺎﺑﺔ‬
Basic Model of Strategic Management ‫اﻟﻨﻤﻮذج اﻷﺳﺎﺳﻲ ﻟﻺدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
Basic Model of Strategic Management ‫اﻟﻨﻤﻮذج اﻷﺳﺎﺳﻲ ﻟﻺدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
 Basic Elements of Strategic Management: ‫اﻟﻤﻜﻮﻧﺎت اﻷﺳﺎﺳﯿﺔ ﻟﻺدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
• Environmental Scanning is the monitoring, evaluating and disseminating of information
from the external and internal environments to key people within the organization
‫ اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ ھﻮ ﻣﺮاﻗﺒﺔ وﺗﻘﯿﯿﻢ وﻧﺸﺮ اﻟﻤﻌﻠﻮﻣﺎت ﻣﻦ اﻟﺒﯿﺌﺎت‬
.‫اﻟﺨﺎرﺟﯿﺔ واﻟﺪاﺧﻠﯿﺔ ﻟﻸﺷﺨﺎص اﻟﺮﺋﯿﺴﯿﯿﻦ داﺧﻞ اﻟﻤﻨﻈﻤﺔ‬
 Basic Model of Strategic Management ‫اﻟﻨﻤﻮذج اﻷﺳﺎﺳﻲ ﻟﻺدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
 Basic Elements of Strategic Management: ‫اﻟﻤﻜﻮﻧﺎت اﻷﺳﺎﺳﯿﺔ ﻟﻺدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬

• Strategy Formulation: the development of long-range plans for the effective management of
environmental opportunities and threats in light of organizational strengths and weaknesses (SWOT)
‫ وﺿﻊ ﺧﻄﻂ طﻮﯾﻠﺔ اﻟﻤﺪى ﻟﻺدارة اﻟﻔﻌﺎﻟﺔ ﻟﻠﻔﺮص واﻟﺘﮭﺪﯾﺪات اﻟﺒﯿﺌﯿﺔ ﻓﻲ‬:‫ﺻﯿﺎﻏﺔ اﻹﺳﺘﺮاﺗﯿﺠﯿﺔ‬
(SWOT) ‫ﺿﻮء ﻧﻘﺎط اﻟﻘﻮة واﻟﻀﻌﻒ اﻟﺘﻨﻈﯿﻤﯿﺔ‬
Mission: the purpose or reason for the organization’s existence
.‫ اﻟﻐﺮض أو ﺳﺒﺐ وﺟﻮد اﻟﻤﻨﻈﻤﺔ‬:‫• اﻟﺮﺳﺎﻟﺔ‬
Vision: describes what the organization would like to become
‫ ﺗﺼﻒ ﻣﺎ ﺗﻮد اﻟﻤﻨﻈﻤﺔ أن ﺗﺼﺒﺢ ﻋﻠﯿﮫ‬:‫• اﻟﺮؤﯾﺔ‬
Objectives: the end results of planned activity
‫ اﻟﻨﺘﺎﺋﺞ اﻟﻨﮭﺎﺋﯿﺔ ﻟﻠﻨﺸﺎط اﻟﻤﺨﻄﻂ ﻟﮫ‬:‫• اﻷھﺪاف‬
Mission Statements ‫ﺑﯿﺎﻧﺎت اﻟﺮﺳﺎﻟﺔ‬

 Describe what an organization does ‫وﺻﻒ ﻣﺎ ﺗﻔﻌﻠﮫ اﻟﻤﻨﻈﻤﺔ‬

• The products and services it provides ‫اﻟﻤﻨﺘﺠﺎت واﻟﺨﺪﻣﺎت اﻟﺘﻲ ﺗﻘﺪﻣﮭﺎ‬
• The markets in which it competes ‫اﻷﺳﻮاق اﻟﺘﻲ ﺗﺘﻨﺎﻓﺲ ﻓﯿﮭﺎ‬

 Strategic Commitments:‫اﻻﻟﺘﺰاﻣﺎت اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬

Actions to achieve the mission that are: ‫اﻹﺟﺮاءات ﻟﺘﺤﻘﯿﻖ اﻟﺮﺳﺎﻟﺔ اﻟﺘﻲ ھﻲ‬
• Costly ‫ﻣﻜﻠﻔﺔ‬
• Long-term oriented ‫ﻣﻮﺟﺔ ﻋﻠﻰ اﻟﻤﺪى اﻟﺒﻌﯿﺪ‬
• Difficult to reverse. ‫ﻣﻦ اﻟﺼﻌﺐ اﻟﺘﺮاﺟﻊ‬
 Key Aspects of an Effective Vision and Why Is a Vision Important?
‫اﻟﺠﻮاﻧﺐ اﻟﺮﺋﯿﺴﯿﺔ ﻟﻠﺮؤﯾﺔ اﻟﻔﻌﺎﻟﺔ وﻟﻤﺎذا ﺗﻌﺘﺒﺮ اﻟﺮؤﯾﺔ ﻣﮭﻤﺔ؟‬
 Key Aspects of an Effective Vision ‫اﻟﺠﻮاﻧﺐ اﻟﺮﺋﯿﺴﯿﺔ ﻟﻠﺮؤﯾﺔ اﻟﻔﻌﺎﻟﺔ‬
1. Captures an organization’s aspiration ‫ﯾﺠﺴﺪ طﻤﻮح اﻟﻤﻨﻈﻤﺔ‬
2. Identifies what it ultimately wants to accomplish ‫ﯾﺤﺪد ﻣﺎ ﯾﺮﯾﺪ ﺗﺤﻘﯿﻘﮫ ﻓﻲ اﻟﻨﮭﺎﯾﺔ‬
3. Motivates employees to aim for a target ‫ﯾﺤﻔﺰ اﻟﻤﻮظﻔﯿﻦ ﻋﻠﻰ ﺗﺤﻘﯿﻖ اﻟﮭﺪف‬
4. Leaves room for contributions ‫ﯾﺘﺮك ﻣﺠﺎﻻ ﻟﻠﻤﺴﺎھﻤﺎت‬
 Why Is a Vision Important? ‫ﻟﻤﺎذا ﺗﻌﺘﺒﺮ اﻟﺮؤﯾﺔ ﻣﮭﻤﺔ‬
• Employees tend to feel part of something bigger than themselves.
.‫ﯾﻤﯿﻞ اﻟﻤﻮظﻔﻮن إﻟﻰ اﻟﺸﻌﻮر ﺑﺄﻧﮭﻢ ﺟﺰء ﻣﻦ ﺷﻲء أﻛﺒﺮ ﻣﻨﮭﻢ‬
• Helps employees find meaning in their work
‫• ﯾﺴﺎﻋﺪ اﻟﻤﻮظﻔﯿﻦ ﻋﻠﻰ إﯾﺠﺎد اﻟﻤﻌﻨﻰ ﻓﻲ ﻋﻤﻠﮭﻢ‬
• Allows employees to experience a greater sense of purpose
‫• ﯾﺘﯿﺢ ﻟﻠﻤﻮظﻔﯿﻦ ﺗﺠﺮﺑﺔ إﺣﺴﺎس أﻛﺒﺮ ﺑﺎﻟﮭﺪف‬
 Some Vision Examples ‫ﺑﻌﺾ اﻷﻣﺜﻠﺔ ﻋﻠﻰ اﻟﺮؤﯾﺔ‬
 Teach for America’s Vision ‫اﻟﺘﺪرﯾﺲ ﻣﻦ أﺟﻞ رؤﯾﺔ أﻣﺮﯾﻜﺎ‬
“One day, all children in this nation will have the opportunity to attain an excellent education.”
".‫ ﺳﻮف ﺗﺘﺎح ﻟﺠﻤﯿﻊ اﻷطﻔﺎل ﻓﻲ ھﺬه اﻷﻣﺔ اﻟﻔﺮﺻﺔ ﻟﻠﺤﺼﻮل ﻋﻠﻰ ﺗﻌﻠﯿﻢ ﻣﻤﺘﺎز‬،‫"ﻓﻲ ﯾﻮم ﻣﻦ اﻷﯾﺎم‬
• This vision is: ‫ھﺬه اﻟﺮؤﯾﺔ ھﻲ‬
– Effective ‫ﻓﻌﺎل‬
– Clear ‫واﺿﺢ‬
– Identifies what they ultimately want to accomplish ‫ﯾﺤﺪد ﻣﺎ ﯾﺮﯾﺪون ﺗﺤﻘﯿﻘﮫ ﻓﻲ اﻟﻨﮭﺎﯾﺔ‬
– An inspiring target ‫ھﺪف ﻣﻠﮭﻢ‬
 Nordstrom’s Vision ‫رؤﯾﺔ ﻧﻮردﺳﺘﺮوم )ﻣﺗﺟر ﺗﺟزﺋﺔ ﻣﺗﺧﺻص ﻓﻲ اﻷزﯾﺎء ﯾوﻓر ﻟﻠﻌﻣﻼء ﻣﻼﺑس وأﺣذﯾﺔ وإﻛﺳﺳوارات ﻋﺎﻟﯾﺔ اﻟﺟودة ﻟﻠرﺟﺎل‬
(.‫واﻟﻧﺳﺎء واﻷطﻔﺎل‬
“To provide outstanding service every day, one customer at a time”
"‫ ﻟﻌﻤﯿﻞ واﺣﺪ ﻓﻲ ﻛﻞ ﻣﺮة‬،‫"ﺗﻘﺪﯾﻢ ﺧﺪﻣﺔ ﻣﺘﻤﯿﺰة ﻛﻞ ﯾﻮم‬
 Aramco’s vision ‫رؤﯾﺔ أراﻣﻜﻮ‬
“To be the world’s preeminent integrated energy and chemicals company, operating in a safe, sustainable
and reliable manner”
"‫ وﺗﻌﻤﻞ ﺑﻄﺮﯾﻘﺔ آﻣﻨﺔ وﻣﺴﺘﺪاﻣﺔ وﻣﻮﺛﻮﻗﺔ‬،‫"أن ﻧﻜﻮن اﻟﺸﺮﻛﺔ اﻟﺮاﺋﺪة ﻋﺎﻟﻤﯿًﺎ ﻓﻲ ﻣﺠﺎل اﻟﻄﺎﻗﺔ واﻟﻜﯿﻤﺎوﯾﺎت اﻟﻤﺘﻜﺎﻣﻠﺔ‬
Mission Statements Differ from Vision Statements
‫اﻻﺧﺘﻼف ﺑﯿﻦ ﺑﯿﺎن اﻟﺮﺳﺎﻟﺔ واﻟﺮؤﯾﺔ‬
 Vision statements: what an organization wants to accomplish
.‫ ﻣﺎ ﺗﺮﯾﺪ اﻟﻤﻨﻈﻤﺔ ﺗﺤﻘﯿﻘﮫ‬:‫ﺑﯿﺎﻧﺎت اﻟﺮؤﯾﺔ‬
• Teach for America’s vision: “to attain an excellent education for all children”
."‫ "ﻟﺘﺤﻘﯿﻖ ﺗﻌﻠﯿﻢ ﻣﻤﺘﺎز ﻟﺠﻤﯿﻊ اﻷطﻔﺎل‬:‫"اﻟﺘﻌﻠﯿﻢ ﻣﻦ أﺟﻞ رؤﯾﺔ أﻣﺮﯾﻜﺎ‬
• Aramco’s vision: “to be the world’s preeminent integrated energy and chemicals company,
operating in a safe, sustainable and reliable manner ”
‫ وأن ﺗﻌﻤﻞ ﺑﻄﺮﯾﻘﺔ آﻣﻨﺔ‬،‫ "أن ﻧﻜﻮن اﻟﺸﺮﻛﺔ اﻟﻤﺘﻜﺎﻣﻠﺔ اﻟﺮاﺋﺪة ﻓﻲ ﻣﺠﺎل اﻟﻄﺎﻗﺔ واﻟﻜﯿﻤﺎوﯾﺎت ﻋﻠﻰ ﻣﺴﺘﻮى اﻟﻌﺎﻟﻢ‬:‫• رؤﯾﺔ أراﻣﻜﻮ‬
"‫وﻣﺴﺘﺪاﻣﺔ وﻣﻮﺛﻮﻗﺔ‬
 Mission statements: how the vision will be accomplished
.‫ ﻛﯿﻒ ﺳﯿﺘﻢ ﺗﺤﻘﯿﻖ اﻟﺮؤﯾﺔ‬:‫ ﺑﯿﺎﻧﺎت اﻟﺮﺳﺎﻟﺔ‬
• TFA says it will achieve its vision by “enlisting our nation’s most promising future leaders in
the effort”
• Aramco says it will achieve its vision by “striving to provide reliable, affordable, and more
sustainable energy to communities around the world, and by delivering value to its
shareholders through business cycles, maintaining its preeminence in oil and gas production
and its leading position in chemicals. It aims to capture value across the energy value chain
and to profitably grow its portfolio”
Basic Model of Strategic Management ‫اﻟﻨﻤﻮذج اﻷﺳﺎﺳﻲ ﻟﻺدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
 Basic Elements of Strategic Management: ‫اﻟﻤﻜﻮﻧﺎت اﻷﺳﺎﺳﯿﺔ ﻟﻺدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬

Strategies: form a comprehensive master plan that states how the corporation will
achieve its mission and objectives
‫ وﺿﻊ ﺧﻄﺔ رﺋﯿﺴﯿﺔ ﺷﺎﻣﻠﺔ ﺗﻮﺿﺢ ﻛﯿﻔﯿﺔ ﺗﺤﻘﯿﻖ اﻟﻤﺆﺳﺴﺔ ﻟﺮﺳﺎﻟﺘﮭﺎ وأھﺪاﻓﮭﺎ‬:‫اﻻﺳﺘﺮاﺗﯿﺠﯿﺎت‬
• Corporate ‫ﻛﺒﺮى اﻟﺸﺮﻛﺎت‬
• Business ‫اﻷﻋﻤﺎل‬
• Functional ‫اﻟﻮظﯿﻔﻲ‬

Policies: the broad guidelines for decision making that links the formulation of a
strategy with its implementation
‫ اﻟﻤﺒﺎدئ اﻟﺘﻮﺟﯿﮭﯿﺔ اﻟﻌﺎﻣﺔ ﻻﺗﺨﺎذ اﻟﻘﺮارات اﻟﺘﻲ ﺗﺮﺑﻂ ﺻﯿﺎﻏﺔ اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ وﺗﻨﻔﯿﺬھﺎ‬:‫• اﻟﺴﯿﺎﺳﺎت‬
Basic Model of Strategic Management
Basic Model of Strategic Management
 Basic Elements of Strategic Management:
• Strategy implementation: the process by which strategies and policies are put into action
through the development of:
:‫ اﻟﻌﻤﻠﯿﺔ اﻟﺘﻲ ﯾﺘﻢ ﻣﻦ ﺧﻼﻟﮭﺎ وﺿﻊ اﻻﺳﺘﺮاﺗﯿﺠﯿﺎت واﻟﺴﯿﺎﺳﺎت ﻣﻮﺿﻊ اﻟﺘﻨﻔﯿﺬ ﻣﻦ ﺧﻼل ﺗﻄﻮﯾﺮ‬:‫• ﺗﻨﻔﯿﺬ اﻹﺳﺘﺮاﺗﯿﺠﯿﺔ‬
• Programs ‫اﻟﺒﺮاﻣﺞ‬
• Budgets ‫اﻟﻤﯿﺰاﻧﯿﺎت‬
• Procedures ‫اﻻﺟﺮاءات‬
 Evaluation and control: the process in which corporate activities and performance results
are monitored so that actual performance can be compared to desired performance
‫ اﻟﻌﻤﻠﯿﺔ اﻟﺘﻲ ﯾﺘﻢ ﻣﻦ ﺧﻼﻟﮭﺎ ﻣﺮاﻗﺒﺔ أﻧﺸﻄﺔ اﻟﺸﺮﻛﺔ وﻧﺘﺎﺋﺞ اﻷداء ﺑﺤﯿﺚ ﯾﻤﻜﻦ ﻣﻘﺎرﻧﺔ اﻷداء اﻟﻔﻌﻠﻲ ﺑﺎﻷداء اﻟﻤﻄﻠﻮب‬:‫ اﻟﺘﻘﯿﯿﻢ واﻟﺮﻗﺎﺑﺔ‬
 Performance: the end result of organizational activities ‫ اﻟﻨﺘﯿﺠﺔ اﻟﻨﮭﺎﺋﯿﺔ ﻟﻸﻧﺸﻄﺔ اﻟﺘﻨﻈﯿﻤﯿﺔ‬:‫اﻷداء‬
 Feedback/Learning Process: revise or correct decisions based on performance
‫ ﻣﺮاﺟﻌﺔ اﻟﻘﺮارات أو ﺗﺼﺤﯿﺤﮭﺎ ﺑﻨﺎ ًء ﻋﻠﻰ اﻷداء‬:‫ﻋﻤﻠﯿﺔ اﻟﺘﻌﻠﻢ‬/‫• اﻟﺘﻐﺬﯾﺔ اﻟﺮاﺟﻌﺔ‬
Initiation of Strategy: Triggering Events ‫ إﺛﺎرة اﻷﺣﺪاث‬:‫ﺑﺪء اﻹﺳﺘﺮاﺗﯿﺠﯿﺔ‬

Triggering event: something that acts as a stimulus for a change in strategy and can include:
:‫ ﺷﻲء ﯾﻌﻤﻞ ﻛﻤﺤﻔﺰ ﻟﺘﻐﯿﯿﺮ اﻹﺳﺘﺮاﺗﯿﺠﯿﺔ وﯾﻤﻜﻦ أن ﯾﺸﻤﻞ‬:‫اﻟﺤﺪث اﻟﻤﺤﻔﺰ‬
• New CEO ‫اﻟﺮﺋﯿﺲ اﻟﺘﻨﻔﯿﺬي اﻟﺠﺪﯾﺪ‬

• External intervention ‫اﻟﺘﺪﺧﻞ اﻟﺨﺎرﺟﻲ‬

• Threat of change of ownership ‫اﻟﺘﮭﺪﯾﺪ ﺑﺘﻐﯿﯿﺮ اﻟﻤﻠﻜﯿﺔ‬

• Performance gap ‫ﻓﺠﻮة اﻷداء‬

• Strategic inflection point ‫ﻧﻘﻄﺔ اﻧﻌﻄﺎف اﺳﺘﺮاﺗﯿﺠﯿﺔ‬

Strategic Decision Making ‫ﺻﻨﻊ اﻟﻘﺮار اﻻﺳﺘﺮاﺗﯿﺠﻲ‬
 Strategic decision-making focuses on the long-run future of the organization
• Characteristics of strategic decision making include:
‫• ﯾﺮﻛﺰ اﺗﺨﺎذ اﻟﻘﺮار اﻻﺳﺘﺮاﺗﯿﺠﻲ ﻋﻠﻰ ﻣﺴﺘﻘﺒﻞ اﻟﻤﻨﻈﻤﺔ ﻋﻠﻰ اﻟﻤﺪى اﻟﻄﻮﯾﻞ ﻟﺘﺸﻤﻞ ﺧﺼﺎﺋﺺ اﺗﺨﺎذ اﻟﻘﺮار‬
:‫اﻻﺳﺘﺮاﺗﯿﺠﻲ ﻣﺎ ﯾﻠﻲ‬
• Rare ‫ﻧﺎدرة‬
• Consequential ‫اﻟﺘﺒﻌﯿﺔ‬
• Directive ‫اﻟﺘﻮﺟﯿﮫ‬
 Mintzberg’s Modes of Strategic Decision Making
‫ أﺳﺎﻟﯿﺐ ﻣﯿﻨﺘﺰﺑﯿﺮج ﻓﻲ اﺗﺨﺎذ اﻟﻘﺮار اﻻﺳﺘﺮاﺗﯿﺠﻲ‬
• Entrepreneurial ‫اﻷﻋﻤﺎل اﻟﺮﯾﺎدﯾﺔ‬
• Adaptive ‫اﻟﺘﻜﯿﻒ‬
• Planning ‫اﻟﺘﺨﻄﯿﻂ‬
• Logical incrementalism (Quinn)
Strategic Decision Making
 Strategic Decision-Making Process:
1. Evaluate current performance results ‫ﺗﻘﯿﯿﻢ ﻧﺘﺎﺋﺞ اﻷداء اﻟﺤﺎﻟﯿﺔ‬
2. Review corporate governance ‫ﻣﺮاﺟﻌﺔ ﺣﻮﻛﻤﺔ اﻟﺸﺮﻛﺎت‬
3. Scan and assess the external environment ‫ﻣﺴﺢ وﺗﻘﯿﯿﻢ اﻟﺒﯿﺌﺔ اﻟﺨﺎرﺟﯿﺔ‬
4. Scan and assess the internal corporate environment ‫ﻣﺴﺢ وﺗﻘﯿﯿﻢ اﻟﺒﯿﺌﺔ اﻟﺪاﺧﻠﯿﺔ ﻟﻠﺸﺮﻛﺔ‬
5. Analyze strategic (SWOT) factors ‫ﺗﺤﻠﯿﻞ ﻋﻮاﻣﻞ ﺳﻮات اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
6. Generate, evaluate and select the best alternative strategy ‫إﻧﺸﺎء وﺗﻘﯿﯿﻢ واﺧﺘﯿﺎر أﻓﻀﻞ اﺳﺘﺮاﺗﯿﺠﯿﺔ ﺑﺪﯾﻠﺔ‬
7. Implement selected strategies ‫ﺗﻄﺒﯿﻖ اﻻﺳﺘﺮاﺗﯿﺠﯿﺎت اﻟﻤﺨﺘﺎرة‬
8. Evaluate implemented strategies ‫ﺗﻘﯿﯿﻢ اﻻﺳﺘﺮاﺗﯿﺠﯿﺎت اﻟﻤﻨﻔﺬة‬
Strategic Decision Making
Strategic Decision Making
The Strategic Audit: Aid to Strategic Decision Making

 Strategic audit provides a checklist of questions, by area or issue, that enables a

systematic analysis to be made of various corporate functions and activities
‫ واﻟﺗﻲ ﺗﻣﻛن‬،‫ ﺣﺳب اﻟﻣﺟﺎل أو اﻟﻘﺿﯾﺔ‬،‫ﯾوﻓر اﻟﺗدﻗﯾﻖ اﻻﺳﺗراﺗﯾﺟﻲ ﻗﺎﺋﻣﺔ ﻣرﺟﻌﯾﺔ ﻣن اﻷﺳﺋﻠﺔ‬
‫ﻣن إﺟراء ﺗﺣﻠﯾل ﻣﻧﮭﺟﻲ ﻟﻣﺧﺗﻠف وظﺎﺋف وأﻧﺷطﺔ اﻟﺷرﻛﺔ‬
1310 Strategic Management

Thank you For

listening
These slides from
THOMAS L. WHEELEN & J. DAVID HUNGER (2012) STRATEGIC MANAGEMENT &
BUSINESS POLICY. 13th Edition, Pearson Prentice Hall, Inc.
28
Strategic Management
Wheelen, T. L., Hunger, J. D., Hoffman, A. N., & Bamford, C. E. (2018). Strategic management and business policy:
Globalization, innovation, and sustainability. pearson.

Chapter 2
Environmental Scanning and
Industry Analysis
‫اﻟﻣﺳﺢ اﻟﺑﯾﺋﻲ وﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬
Learning Objectives ‫اﻷھﺪاف اﻟﺘﻌﻠﯿﻤﯿﺔ‬

 Upon finishing this chapter, your expected outcomes should encompass the
following:
:‫ ﺳﺘﻜﻮن ﻗﺎدر ﻋﻠﻰ‬،‫ ﺑﻌﺪ اﻻﻧﺘﮭﺎء ﻣﻦ ھﺬا اﻟﻔﺼﻞ‬

1. Understanding the concept of environmental scanning

2. Perceiving the components of the external environment
3. Understanding the trends of external environmental forces
4. Industry environment analysis
5. Understand forecasting

‫اﻟﺘﻌﺮف ﻋﻠﻰ ﻣﻔﮭﻮم اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬ .1

‫إدراك ﻋﻨﺎﺻﺮ اﻟﺒﯿﺌﺔ اﻟﺨﺎرﺟﯿﺔ‬ .2
‫ﻓﮭﻢ اﺗﺠﺎھﺎت ﻗﻮى اﻟﺒﯿﺌﺔ اﻟﺨﺎرﺟﯿﺔ‬ .3
‫ﺗﺤﻠﯿﻞ ﺑﯿﺌﺔ اﻟﺼﻨﺎﻋﺔ‬ .4
‫ﻓﮭﻢ اﻟﺘﻨﺒﺆ‬ .5
Chapter Contents
 Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
o Natural environment ‫اﻟﺒﯿﺌﺔ اﻟﻄﺒﯿﻌﯿﺔ‬
o Societal environment ‫اﻟﺒﯿﺌﺔ اﻻﺟﺘﻤﺎﻋﯿﺔ‬
o Task environment ‫اﻟﻌﻤﻞ‬/‫ﺑﯿﺌﺔ اﻟﻤﮭﺎم‬
o Trends in Economic Forces ‫اﺗﺠﺎھﺎت اﻟﻘﻮى اﻻﻗﺘﺼﺎدﯾﺔ‬
o Trends in Technological Forces ‫اﺗﺠﺎھﺎت اﻟﻘﻮى اﻟﺘﻜﻨﻮﻟﻮﺟﯿﺔ‬
o Trends in Political-Legal Forces ‫اﺗﺠﺎھﺎت اﻟﻘﻮى اﻟﺴﯿﺎﺳﯿﺔ واﻟﻘﺎﻧﻮﻧﯿﺔ‬
o Trends in Sociocultural Forces ‫اﺗﺠﺎھﺎت اﻟﻘﻮى اﻻﺟﺘﻤﺎﻋﯿﺔ واﻟﺜﻘﺎﻓﯿﺔ‬
o Identifying External Strategic Factors ‫ﺗﺤﺪﯾﺪ اﻟﻌﻮاﻣﻞ اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ اﻟﺨﺎرﺟﯿﺔ‬
 Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻤﻞ‬/‫ ﺗﺤﻠﯿﻞ ﺑﯿﺌﺔ اﻟﻤﮭﺎم‬:‫ﺗﺤﻠﯿﻞ اﻟﺼﻨﺎﻋﺔ‬
o Porter’s 5 forces ‫ﻗﻮى ﺑﻮرﺗﺮ اﻟﺨﻤﺴﺔ‬
o Industry Evolution ‫ﺗﻄﻮر اﻟﺼﻨﺎﻋﺔ‬
Chapter Contents
o Categorizing International Industries ‫ﺗﺼﻨﯿﻒ اﻟﺼﻨﺎﻋﺎت اﻟﺪوﻟﯿﺔ‬
o Strategic Types ‫اﻷﻧﻮاع اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ‬
o Hypercompetition ‫اﻟﻤﻨﺎﻓﺴﺔ اﻟﻤﻔﺮطﺔ‬
o Using Key Success Factors to Create an Industry Matrix
‫اﺳﺘﺨﺪام ﻋﻮاﻣﻞ اﻟﻨﺠﺎح اﻟﺮﺋﯿﺴﯿﺔ ﻹﻧﺸﺎء ﻣﺼﻔﻮﻓﺔ اﻟﺼﻨﺎﻋﺔ‬
 Competitive intelligence ‫اﻟﺬﻛﺎء اﻟﺘﻨﺎﻓﺴﻲ‬
o Sources of competitive intelligence ‫ﻣﺼﺎدر اﻟﺬﻛﺎء اﻟﺘﻨﺎﻓﺴﻲ‬
o Monitoring Competitors for Strategic Planning ‫ﻣﺮاﻗﺒﺔ اﻟﻤﻨﺎﻓﺴﯿﻦ ﻣﻦ أﺟﻞ اﻟﺘﺨﻄﯿﻂ اﻻﺳﺘﺮاﺗﯿﺠﻲ‬
 Forecasting ‫اﻟﺘﻨﺒﺆ‬
 Synthesis of External Factors ‫ﺗﺠﻤﯿﻊ اﻟﻌﻮاﻣﻞ اﻟﺨﺎرﺟﯿﺔ‬
Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬

 Environmental scanning: the monitoring, evaluation and dissemination of information

from the external and internal environments to key people within the corporation

.‫ ﻣﺮاﻗﺒﺔ وﺗﻘﯿﯿﻢ وﻧﺸﺮ اﻟﻤﻌﻠﻮﻣﺎت ﻣﻦ اﻟﺒﯿﺌﺎت اﻟﺨﺎرﺟﯿﺔ واﻟﺪاﺧﻠﯿﺔ ﻟﻸﺷﺨﺎص اﻟﺮﺋﯿﺴﯿﯿﻦ داﺧﻞ اﻟﺸﺮﻛﺔ‬:‫ اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
 Identifying External Environmental Variables
‫ ﺗﺤﺪﯾﺪ اﻟﻤﺘﻐﯿﺮات اﻟﺒﯿﺌﯿﺔ اﻟﺨﺎرﺟﯿﺔ‬
• Natural environment
‫اﻟﺒﯿﺌﺔ اﻟﻄﺒﯿﻌﯿﺔ‬ •
• Societal environment
‫اﻟﺒﯿﺌﺔ اﻻﺟﺘﻤﺎﻋﯿﺔ‬ •
• Task environment
‫ اﻟﻌﻤﻞ‬/‫ﺑﯿﺌﺔ اﻟﻤﮭﺎم‬ •
Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
 Identifying External Environmental Variables
‫ ﺗﺤﺪﯾﺪ اﻟﻤﺘﻐﯿﺮات اﻟﺒﯿﺌﯿﺔ اﻟﺨﺎرﺟﯿﺔ‬
 Natural environment
‫ اﻟﺒﯿﺌﺔ اﻟﻄﺒﯿﻌﯿﺔ‬
• Physical resources
‫ﻣﻮارد ﻣﺎدﯾﺔ‬ •
• Wildlife
‫اﻟﺤﯿﺎة اﻟﺒﺮﯾﺔ‬ •
• Climate
‫اﻟﻤﻨﺎخ‬ •
Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
 Identifying External Environmental Variables
‫ ﺗﺤﺪﯾﺪ اﻟﻤﺘﻐﯿﺮات اﻟﺒﯿﺌﯿﺔ اﻟﺨﺎرﺟﯿﺔ‬
 Societal environment: social systems that influence long-term decisions
‫ اﻟﻨﻈﻢ اﻻﺟﺘﻤﺎﻋﯿﺔ اﻟﺘﻲ ﺗﺆﺛﺮ ﻋﻠﻰ اﻟﻘﺮارات طﻮﯾﻠﺔ اﻷﺟﻞ‬:‫ اﻟﺒﯿﺌﺔ اﻻﺟﺘﻤﺎﻋﯿﺔ‬
• Economic forces
‫اﻟﻘﻮى اﻻﻗﺘﺼﺎدﯾﺔ‬ •
• Technological forces
‫اﻟﻘﻮى اﻟﺘﻜﻨﻮﻟﻮﺟﯿﺔ‬ •
• Political-legal forces
‫اﻟﻘﻮى اﻟﺴﯿﺎﺳﯿﺔ واﻟﻘﺎﻧﻮﻧﯿﺔ‬ •
• Sociocultural forces
‫اﻟﻘﻮى اﻻﺟﺘﻤﺎﻋﯿﺔ واﻟﺜﻘﺎﻓﯿﺔ‬ •
Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
 Identifying External Environmental Variables
‫ ﺗﺤﺪﯾﺪ اﻟﻤﺘﻐﯿﺮات اﻟﺒﯿﺌﯿﺔ اﻟﺨﺎرﺟﯿﺔ‬
 Task environment: groups that directly affect a corporation and are affected by the corporation
‫ اﻟﻤﺠﻤﻮﻋﺎت اﻟﺘﻲ ﺗﺆﺛﺮ ﺑﺸﻜﻞ ﻣﺒﺎﺷﺮ ﻋﻠﻰ اﻟﺸﺮﻛﺔ وﺗﺘﺄﺛﺮ ﺑﮭﺎ‬:‫اﻟﻌﻤﻞ‬/‫ﺑﯿﺌﺔ اﻟﻤﮭﺎم‬
• Government ‫اﻟﺤﻜﻮﻣﺔ‬
• Local communities ‫اﻟﻤﺠﺘﻤﻌﺎت اﻟﻤﺤﻠﯿﺔ‬
• Suppliers ‫اﻟﻤﻮردﯾﻦ‬
• Competitors ‫اﻟﻤﻨﺎﻓﺴﯿﻦ‬
• Customers ‫اﻟﻌﻤﻼء‬
• Creditors ‫اﻟﺪاﺋﻨﻮن‬
• Unions ‫اﻟﻨﻘﺎﺑﺎت‬
• Special interest groups/trade associations ‫اﻟﺠﻤﻌﯿﺎت اﻟﺘﺠﺎرﯾﺔ‬/‫ﻣﺠﻤﻮﻋﺎت اﻟﻤﺼﺎﻟﺢ اﻟﺨﺎﺻﺔ‬
Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
 Identifying External Environmental Variables
‫ ﺗﺤﺪﯾﺪ اﻟﻤﺘﻐﯿﺮات اﻟﺒﯿﺌﯿﺔ اﻟﺨﺎرﺟﯿﺔ‬
 Industry analysis: an in-depth examination of key factors within a corporation’s
task environment

‫ﻋﻤﻞ اﻟﺸﺮﻛﺔ‬/‫ ﻓﺤﺺ ﻣﺘﻌﻤﻖ ﻟﻠﻌﻮاﻣﻞ اﻟﺮﺋﯿﺴﯿﺔ داﺧﻞ ﺑﯿﺌﺔ ﻣﮭﺎم‬:‫ ﺗﺤﻠﯿﻞ اﻟﺼﻨﺎﻋﺔ‬
‫‪Environmental scanning‬‬ ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
‫‪ Trends in Economic Forces:‬‬

‫‪ ‬اﺗﺠﺎھﺎت اﻟﻘﻮى اﻻﻗﺘﺼﺎدﯾﺔ‬

‫•‬ ‫‪Interest rates‬‬ ‫أﺳﻌﺎر اﻟﻔﺎﺋﺪة‬
‫•‬ ‫‪Home sales‬‬ ‫ﻣﺒﯿﻌﺎت اﻟﻤﻨﺎزل‬
‫•‬ ‫‪Oil prices‬‬ ‫أﺳﻌﺎر اﻟﻨﻔﻂ‬
‫•‬ ‫‪Emerging markets‬‬ ‫اﻷﺳﻮاق اﻟﻨﺎﻣﯿﺔ‬
‫•‬ ‫‪BRIC countries‬‬ ‫دول اﻟﺒﺮﯾﻜﺲ )ﺗﻀﻢ أﻛﺒﺮ اﻟﻜﯿﺎﻧﺎت اﻻﻗﺘﺼﺎدﯾﺔ ﻓﻲ اﻟﻌﺎﻟﻢ(‬
‫•‬ ‫‪Eastern Europe‬‬ ‫أورﺑﺎ اﻟﺸﺮﻗﯿﺔ‬
Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
 Trends in Technological Forces:
‫ اﺗﺠﺎھﺎت اﻟﻘﻮى اﻟﺘﻜﻨﻮﻟﻮﺟﯿﺔ‬
• Portable information devices and electronic networking
‫أﺟﮭﺰة اﻟﻤﻌﻠﻮﻣﺎت اﻟﻤﺤﻤﻮﻟﺔ واﻟﺸﺒﻜﺎت اﻹﻟﻜﺘﺮوﻧﯿﺔ‬ •
• Alternative energy sources
‫ﻣﺼﺎدر اﻟﻄﺎﻗﺔ ﺑﺪﯾﻠﮫ‬ •
• Precision farming
‫اﻟﺰراﻋﺔ اﻟﺪﻗﯿﻘﺔ‬ •
• Virtual personal assistants
‫اﻷﺷﺨﺎص اﻻﻓﺘﺮاﺿﯿﯿﻦ اﻟﻤﺴﺎﻋﺪﯾﻦ‬ •
• Genetically altered organisms
ً ‫اﻟﻜﺎﺋﻨﺎت اﻟﻤﻌﺪﻟﺔ وراﺛﯿﺎ‬ •
• Smart, mobile robots
‫اﻟﺮوﺑﻮﺗﺎت اﻟﺬﻛﯿﺔ واﻟﻤﺘﻨﻘﻠﺔ‬ •
Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
 Trends in Political-Legal Forces:
:‫ اﺗﺠﺎھﺎت اﻟﻘﻮى اﻟﺴﯿﺎﺳﯿﺔ واﻟﻘﺎﻧﻮﻧﯿﺔ‬
• Enforcement of U.S. antitrust laws
‫اﻻﻣﺘﺜﺎل ﻟﻘﻮاﻧﯿﻦ ﻣﻜﺎﻓﺤﺔ اﻻﺣﺘﻜﺎر اﻷﻣﺮﯾﻜﯿﺔ‬ •
• Taxation and labor laws
‫ﻗﻮاﻧﯿﻦ اﻟﻀﺮاﺋﺐ واﻟﻌﻤﻞ‬ •
• Government bureaucracy
‫اﻟﺒﯿﺮوﻗﺮاطﯿﺔ اﻟﺤﻜﻮﻣﯿﺔ‬ •
• World Trade Organization
‫ﻣﻨﻈﻤﺔ اﻟﺘﺠﺎرة اﻟﻌﺎﻟﻤﯿﺔ‬ •
Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
 Trends in Sociocultural Forces:
:‫ اﺗﺠﺎھﺎت اﻟﻘﻮى اﻻﺟﺘﻤﺎﻋﯿﺔ واﻟﺜﻘﺎﻓﯿﺔ‬

• Demographics ‫اﻟﻤﺘﻐﯿﺮات اﻟﺪﯾﻤﻮﻏﺮاﻓﯿﺔ‬

• Increasing environmental awareness ‫زﯾﺎدة اﻟﻮﻋﻲ اﻟﺒﯿﺌﻲ‬
• Growing health consciousness ‫ﺗﺰاﯾﺪ اﻟﻮﻋﻲ اﻟﺼﺤﻲ‬
• Expanding seniors market ‫ﺗﻮﺳﯿﻊ ﺳﻮق اﻟﺴﻦ‬
• Impact of Millennials (‫ﺗﺄﺛﯿﺮ ﺟﯿﻞ اﻷﻟﻔﯿﺔ )وﻟﺪ وﻧﻤﻰ ﻓﻲ ﻋﺼﺮ اﻻﻧﺘﺮﻧﺖ واﻟﮭﻮاﺗﻒ اﻟﺬﻛﯿﺔ ووﺳﺎﺋﻞ اﻟﺘﻮاﺻﻞ اﻻﺟﺘﻤﺎع‬
• Declining mass market ‫ﺗﺮاﺟﻊ اﻟﺴﻮق اﻟﺸﺎﻣﻞ‬
• Changing pace and location of life ‫ﺗﻐﯿﯿﺮ وﺗﯿﺮة وﻣﻮﻗﻊ اﻟﺤﯿﺎة‬
• Changing household composition ‫ﺗﻐﯿﯿﺮ ﺗﻜﻮﯾﻦ اﻷﺳﺮة‬
• Increasing diversity of workforce and markets ‫زﯾﺎدة ﺗﻨﻮع اﻟﻘﻮى اﻟﻌﺎﻣﻠﺔ واﻷﺳﻮاق‬
Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
 Identifying External Strategic Factors:
:‫ ﺗﺤﺪﯾﺪ اﻟﻌﻮاﻣﻞ اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ اﻟﺨﺎرﺟﯿﺔ‬

• Issues priority matrix: used to identify and analyze developments in the external environment
‫ ﺗﺴﺘﺨﺪم ﻟﺘﺤﺪﯾﺪ وﺗﺤﻠﯿﻞ اﻟﺘﻄﻮرات ﻓﻲ اﻟﺒﯿﺌﺔ اﻟﺨﺎرﺟﯿﺔ‬:‫ﻣﺼﻔﻮﻓﺔ أوﻟﻮﯾﺎت اﻟﻘﻀﺎﯾﺎ‬ •

• External strategic factors: key environmental trends that are judged to have both a medium to
high probability of occurrence and a medium to high probability of impact on the corporation
‫ اﻻﺗﺠﺎھﺎت اﻟﺒﯿﺌﯿﺔ اﻟﺮﺋﯿﺴﯿﺔ اﻟﺘﻲ ﯾُﺤﻜﻢ ﻋﻠﯿﮭﺎ ﺑﺄﻧﮭﺎ ذات اﺣﺘﻤﺎﻟﯿﺔ ﺣﺪوث ﻣﺘﻮﺳﻄﺔ إﻟﻰ ﻋﺎﻟﯿﺔ واﺣﺘﻤﺎﻟﯿﺔ‬:‫اﻟﻌﻮاﻣﻞ اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ اﻟﺨﺎرﺟﯿﺔ‬
‫ﻣﺘﻮﺳﻄﺔ إﻟﻰ ﻋﺎﻟﯿﺔ ﻟﻠﺘﺄﺛﯿﺮ ﻋﻠﻰ اﻟﺸﺮﻛﺔ‬
Environmental scanning ‫اﻟﻤﺴﺢ اﻟﺒﯿﺌﻲ‬
 Identifying External Strategic Factors:
:‫ ﺗﺤﺪﯾﺪ اﻟﻌﻮاﻣﻞ اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ اﻟﺨﺎرﺟﯿﺔ‬
Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻣل‬/‫ ﺗﺣﻠﯾل ﺑﯾﺋﺔ اﻟﻣﮭﺎم‬:‫ﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬

 Industry: a group of firms that produces a similar product or service

‫ ﻣﺠﻤﻮﻋﺔ ﻣﻦ اﻟﺸﺮﻛﺎت اﻟﺘﻲ ﺗﻨﺘﺞ ﻣﻨﺘ ًﺠﺎ أو ﺧﺪﻣﺔ ﻣﻤﺎﺛﻠﺔ‬:‫ اﻟﺼﻨﺎﻋﺔ‬

 Porter’s 5 forces:
:‫ ﻗﻮى ﺑﻮرﺗﺮ اﻟﺨﻤﺴﺔ‬
• Threat of new entrants ‫ﺗﮭﺪﯾﺪ اﻟﺪاﺧﻠﯿﻦ اﻟﺠﺪد‬
• Rivalry among existing firms ‫اﻟﺘﻨﺎﻓﺲ ﺑﯿﻦ اﻟﺸﺮﻛﺎت اﻟﻘﺎﺋﻤﺔ‬
• Threat of substitute products ‫ﺗﮭﺪﯾﺪ اﻟﻤﻨﺘﺠﺎت اﻟﺒﺪﯾﻠﺔ‬
• Bargaining power of buyers ‫اﻟﻘﻮة اﻟﺘﻔﺎوﺿﯿﺔ ﻟﻠﻤﺸﺘﺮﯾﻦ‬
• Bargaining power of suppliers ‫اﻟﻘﻮة اﻟﺘﻔﺎوﺿﯿﺔ ﻟﻠﻤﻮردﯾﻦ‬
• Relative power of other stakeholders (added) (‫اﻟﻘﻮة اﻟﻨﺴﺒﯿﺔ ﻷﺻﺤﺎب اﻟﻤﺼﻠﺤﺔ اﻵﺧﺮﯾﻦ )ﻣﻀﺎﻓﺔ‬
Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻣل‬/‫ ﺗﺣﻠﯾل ﺑﯾﺋﺔ اﻟﻣﮭﺎم‬:‫ﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬
Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻣل‬/‫ ﺗﺣﻠﯾل ﺑﯾﺋﺔ اﻟﻣﮭﺎم‬:‫ﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬

 Threat of new entrants: new entrants to an industry bring new capacity, a desire to gain
market share and substantial resources

‫ اﻟﺪاﺧﻠﻮن اﻟﺠﺪد إﻟﻰ اﻟﺼﻨﺎﻋﺔ ﯾﺠﻠﺒﻮن ﻗﺪرات ﺟﺪﯾﺪة ورﻏﺒﺔ ﻓﻲ اﻟﺤﺼﻮل ﻋﻠﻰ ﺣﺼﺔ ﻓﻲ اﻟﺴﻮق وﻣﻮارد‬:‫ ﺗﮭﺪﯾﺪ اﻟﺪاﺧﻠﯿﻦ اﻟﺠﺪد‬
‫ﻛﺒﯿﺮة‬
 Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻣل‬/‫ ﺗﺣﻠﯾل ﺑﯾﺋﺔ اﻟﻣﮭﺎم‬:‫ﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬
 Entry barrier: an obstruction that makes it difficult for a company to enter an industry
‫ ﻋﺎﺋﻖ ﯾﺠﻌﻞ ﻣﻦ اﻟﺼﻌﺐ ﻋﻠﻰ اﻟﺸﺮﻛﺔ دﺧﻮل اﻟﺼﻨﺎﻋﺔ‬:‫ ﺣﺎﺟﺰ اﻟﺪﺧﻮل‬

• Economies of scale ‫اﻗﺘﺼﺎدﯾﺎت اﻟﺤﺠﻢ اﻟﻜﺒﯿﺮ‬

• Product differentiation ‫ﺗﻤﺎﯾﺰ اﻟﻤﻨﺘﺠﺎت‬
• Capital requirements ‫ﻣﺘﻄﻠﺒﺎت رأس اﻟﻤﺎل‬
• Switching costs ‫ﺗﻜﺎﻟﯿﻒ اﻟﺘﺒﺪﯾﻞ‬
• Access to distribution channels ‫اﻟﻮﺻﻮل إﻟﻰ ﻗﻨﻮات اﻟﺘﻮزﯾﻊ‬
• Cost disadvantages due to size ‫ﻋﯿﻮب اﻟﺘﻜﻠﻔﺔ ﺑﺴﺒﺐ اﻟﺤﺠﻢ‬
• Government policies ‫ﺳﯿﺎﺳﺎت اﻟﺤﻜﻮﻣﺔ‬
 Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻣل‬/‫ ﺗﺣﻠﯾل ﺑﯾﺋﺔ اﻟﻣﮭﺎم‬:‫ﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬
 Rivalry Among Existing Firms: new entrants to an industry bring new capacity, a desire to
gain market share and substantial resources
‫ ورﻏﺒﺔ ﻓﻲ اﻟﺤﺼﻮل ﻋﻠﻰ ﺣﺼﺔ ﻓﻲ‬،‫ اﻟﺪاﺧﻠﻮن اﻟﺠﺪد إﻟﻰ اﻟﺼﻨﺎﻋﺔ ﯾﺠﻠﺒﻮن ﻗﺪرات ﺟﺪﯾﺪة‬: ‫ اﻟﺘﻨﺎﻓﺲ ﺑﯿﻦ اﻟﺸﺮﻛﺎت اﻟﻘﺎﺋﻤﺔ‬
‫اﻟﺴﻮق وﻣﻮارد ﻛﺒﯿﺮة‬

• Number of competitors ‫ﻋﺪد اﻟﻤﻨﺎﻓﺴﯿﻦ‬

• Rate of industry growth ‫ﻣﻌﺪل ﻧﻤﻮ اﻟﺼﻨﺎﻋﺔ‬
• Product or service characteristics ‫ﺧﺼﺎﺋﺺ اﻟﻤﻨﺘﺞ أو اﻟﺨﺪﻣﺔ‬
• Amount of fixed costs ‫ﺣﺠﻢ اﻟﺘﻜﺎﻟﯿﻒ اﻟﺜﺎﺑﺘﺔ‬
• Capacity ‫اﻟﻘﺪرة‬
• Height of exit barriers ‫ارﺗﻔﺎع ﺣﻮاﺟﺰ اﻟﺨﺮوج‬
• Diversity of rivals ‫ﺗﻨﻮع اﻟﻤﻨﺎﻓﺴﯿﻦ‬
Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻣل‬/‫ ﺗﺣﻠﯾل ﺑﯾﺋﺔ اﻟﻣﮭﺎم‬:‫ﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬

 Threat of Substitute Products or Services: products that appear different but can satisfy
the same need as another product

‫ وﻟﻜﻨﮭﺎ ﯾﻤﻜﻦ أن ﺗﻠﺒﻲ ﻧﻔﺲ اﻟﺤﺎﺟﺔ ﻣﺜﻞ ﻣﻨﺘﺞ آﺧﺮ‬،‫ اﻟﻤﻨﺘﺠﺎت اﻟﺘﻲ ﺗﺒﺪو ﻣﺨﺘﻠﻔﺔ‬:‫ اﻟﺘﮭﺪﯾﺪ ﺑﺎﻟﻤﻨﺘﺠﺎت أو اﻟﺨﺪﻣﺎت اﻟﺒﺪﯾﻠﺔ‬
 Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻣل‬/‫ ﺗﺣﻠﯾل ﺑﯾﺋﺔ اﻟﻣﮭﺎم‬:‫ﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬
 Bargaining Power of Buyers: ability of buyers to force prices down, bargain for higher
quality, play competitors against each other
‫ وإﺛﺎرة اﻟﻤﻨﺎﻓﺴﯿﻦ‬،‫ واﻟﻤﺴﺎوﻣﺔ ﻟﻠﺤﺼﻮل ﻋﻠﻰ ﺟﻮدة أﻋﻠﻰ‬،‫ ﻗﺪرة اﻟﻤﺸﺘﺮﯾﻦ ﻋﻠﻰ ﺧﻔﺾ اﻷﺳﻌﺎر‬:‫ اﻟﻘﻮة اﻟﺘﻔﺎوﺿﯿﺔ ﻟﻠﻤﺸﺘﺮﯾﻦ‬
‫ﺿﺪ ﺑﻌﻀﮭﻢ اﻟﺒﻌﺾ‬
• Large purchases ‫ﻣﺸﺘﺮﯾﺎت ﻛﺒﯿﺮة‬
• Backward integration ‫اﻟﺘﻜﺎﻣﻞ اﻟﺨﻠﻔﻲ‬
• Alternative suppliers ‫اﻟﻤﻮردﯾﻦ اﻟﺒﺪﯾﻠﯿﻦ‬
• Low cost to change suppliers ‫اﻧﺨﻔﺎض ﺗﻜﻠﻔﺔ ﺗﻐﯿﯿﺮ اﻟﻤﻮردﯾﻦ‬
• Product represents a high percentage of buyer’s cost ‫ﯾﻤﺜﻞ اﻟﻤﻨﺘﺞ ﻧﺴﺒﺔ ﻋﺎﻟﯿﺔ ﻣﻦ اﻟﺘﻜﻠﻔﺔ اﻟﺘﻲ ﯾﺘﺤﻤﻠﮭﺎ اﻟﻤﺸﺘﺮي‬
• Buyer earns low profits ‫ﯾﺤﺼﻞ اﻟﻤﺸﺘﺮي ﻋﻠﻰ أرﺑﺎح ﻣﻨﺨﻔﻀﺔ‬
• Product is unimportant to buyer ‫اﻟﻤﻨﺘﺞ ﻏﯿﺮ ﻣﮭﻢ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻠﻤﺸﺘﺮي‬
 Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻣل‬/‫ ﺗﺣﻠﯾل ﺑﯾﺋﺔ اﻟﻣﮭﺎم‬:‫ﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬
 Bargaining Power of Suppliers: ability of suppliers to raise prices or reduce quality
‫ ﻗﺪرة اﻟﻤﻮردﯾﻦ ﻋﻠﻰ رﻓﻊ اﻷﺳﻌﺎر أو ﺧﻔﺾ اﻟﺠﻮدة‬:‫ اﻟﻘﻮة اﻟﺘﻔﺎوﺿﯿﺔ ﻟﻠﻤﻮردﯾﻦ‬
• Industry is dominated by a few companies
‫ﯾﮭﯿﻤﻦ ﻋﺪد ﻗﻠﯿﻞ ﻣﻦ اﻟﺸﺮﻛﺎت ﻋﻠﻰ اﻟﺼﻨﺎﻋﺔ‬ •
• Unique product or service
‫ﻣﻨﺘﺞ أو ﺧﺪﻣﺔ ﻓﺮﯾﺪة ﻣﻦ ﻧﻮﻋﮭﺎ‬ •
• Substitutes are not readily available
‫اﻟﺒﺪاﺋﻞ ﻟﯿﺴﺖ ﻣﺘﺎﺣﺔ ﺑﺴﮭﻮﻟﺔ‬ •
• Ability to forward integrate
‫اﻟﻘﺪرة ﻋﻠﻰ اﻟﺘﻜﺎﻣﻞ إﻟﻰ اﻷﻣﺎم‬ •
• Unimportance of product or service to the industry
‫ﻋﺪم أھﻤﯿﺔ ﻣﻨﺘﺞ أو ﺧﺪﻣﺔ اﻟﺼﻨﺎﻋﺔ‬ •
 Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻣل‬/‫ ﺗﺣﻠﯾل ﺑﯾﺋﺔ اﻟﻣﮭﺎم‬:‫ﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬
 Relative Power of Other Stakeholders
‫ اﻟﻘﻮة اﻟﻨﺴﺒﯿﺔ ﻷﺻﺤﺎب اﻟﻤﺼﻠﺤﺔ اﻵﺧﺮﯾﻦ‬
• Government ‫اﻟﺤﻜﻮﻣﺔ‬
• Local communities ‫اﻟﻤﺠﺘﻤﻌﺎت اﻟﻤﺤﻠﯿﺔ‬
• Creditors ‫اﻟﺪاﺋﻨﯿﻦ‬
• Trade associations ‫اﻟﺠﻤﻌﯿﺎت اﻟﺘﺠﺎرﯾﺔ‬
• Special interest groups ‫ﻣﺠﻤﻮﻋﺎت اﻻھﺘﻤﺎﻣﺎت اﻟﺨﺎﺻﺔ‬
• Unions ‫اﻟﻨﻘﺎﺑﺎت‬
• Shareholders ‫اﻟﻤﺴﺎھﻤﯿﻦ‬
• Complementors: products that work well with a firm’s product
‫ اﻟﻤﻨﺘﺠﺎت اﻟﺘﻲ ﺗﻌﻤﻞ ﺑﺸﻜﻞ ﺟﯿﺪ ﻣﻊ ﻣﻨﺘﺞ اﻟﺸﺮﻛﺔ‬:‫اﻟﻤﻨﺘﺠﺎت اﻟﻤﻜﻤﻠﺔ‬
Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻣل‬/‫ ﺗﺣﻠﯾل ﺑﯾﺋﺔ اﻟﻣﮭﺎم‬:‫ﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬
 Industry Evolution
‫ ﺗﻄﻮر اﻟﺼﻨﺎﻋﺔ‬

• Fragmented industry: no firm has a large market share and each firm only serves a small
piece of the total market in competition with other firms
‫ ﻻ ﺗﻤﺘﻠﻚ أي ﺷﺮﻛﺔ ﺣﺼﺔ ﺳﻮﻗﯿﺔ ﻛﺒﯿﺮة وﻛﻞ ﺷﺮﻛﺔ ﺗﺨﺪم ﻓﻘﻂ ﺣﺼﺔ ﺻﻐﯿﺮة ﻣﻦ إﺟﻤﺎﻟﻲ اﻟﺴﻮق ﻓﻲ‬:‫اﻟﺼﻨﺎﻋﺔ اﻟﻤﺠﺰأة‬ •
‫اﻟﻤﻨﺎﻓﺴﺔ ﻣﻊ اﻟﺸﺮﻛﺎت اﻷﺧﺮى‬
• Consolidated industry: domination by a few large firms, each struggles to differentiate
products from its competition
‫ ﺣﯿﺚ ﺗﻜﺎﻓﺢ ﻛﻞ ﻣﻨﮭﺎ ﻟﺘﻤﯿﯿﺰ ﻣﻨﺘﺠﺎﺗﮭﺎ ﻋﻦ ﻣﻨﺎﻓﺴﯿﮭﺎ‬،‫ ھﯿﻤﻨﺔ ﻋﺪد ﻗﻠﯿﻞ ﻣﻦ اﻟﺸﺮﻛﺎت اﻟﻜﺒﯿﺮة‬:‫اﻟﺼﻨﺎﻋﺔ اﻟﻤﻮﺣﺪة‬ •
 Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻣل‬/‫ ﺗﺣﻠﯾل ﺑﯾﺋﺔ اﻟﻣﮭﺎم‬:‫ﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬
Categorizing International Industries
‫ﺗﺼﻨﯿﻒ اﻟﺼﻨﺎﻋﺎت اﻟﺪوﻟﯿﺔ‬

• Multi-domestic Industries: specific to each country or group of countries

‫ ﺧﺎﺻﺔ ﺑﻜﻞ دوﻟﺔ أو ﻣﺠﻤﻮﻋﺔ دول‬:‫ﺻﻨﺎﻋﺎت ﻣﺤﻠﯿﺔ ﻣﺘﻌﺪدة‬ •
• Global Industries: operate worldwide with multinational companies making only small
adjustments for country-specific circumstances
‫ ﺗﻌﻤﻞ ﻓﻲ ﺟﻤﯿﻊ أﻧﺤﺎء اﻟﻌﺎﻟﻢ ﻣﻊ ﺷﺮﻛﺎت ﻣﺘﻌﺪدة اﻟﺠﻨﺴﯿﺎت وﻻ ﺗﻘﻮم إﻻ ﺑﺘﻌﺪﯾﻼت ﺑﺴﯿﻄﺔ ﻟﺘﻨﺎﺳﺐ اﻟﻈﺮوف‬:‫اﻟﺼﻨﺎﻋﺎت اﻟﻌﺎﻟﻤﯿﺔ‬ •
‫اﻟﺨﺎﺻﺔ ﺑﻜﻞ ﺑﻠﺪ‬
• Regional industries: multinational companies primarily coordinate their activities within
regions
‫ ﺗﻘﻮم اﻟﺸﺮﻛﺎت ﻣﺘﻌﺪدة اﻟﺠﻨﺴﯿﺎت ﺑﺘﻨﺴﯿﻖ أﻧﺸﻄﺘﮭﺎ ﻓﻲ اﻟﻤﻘﺎم اﻷول داﺧﻞ اﻟﻤﻨﺎطﻖ‬:‫اﻟﺼﻨﺎﻋﺎت اﻹﻗﻠﯿﻤﯿﺔ‬ •
Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻣل‬/‫ ﺗﺣﻠﯾل ﺑﯾﺋﺔ اﻟﻣﮭﺎم‬:‫ﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬
Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻣل‬/‫ ﺗﺣﻠﯾل ﺑﯾﺋﺔ اﻟﻣﮭﺎم‬:‫ﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬
Strategic group: a set of business units or firms that pursue similar strategies with similar
resources
‫ ﻣﺠﻤﻮﻋﺔ ﻣﻦ وﺣﺪات اﻷﻋﻤﺎل أو اﻟﺸﺮﻛﺎت اﻟﺘﻲ ﺗﺘﺒﻊ اﺳﺘﺮاﺗﯿﺠﯿﺎت ﻣﻤﺎﺛﻠﺔ ﺑﻤﻮارد ﻣﻤﺎﺛﻠﺔ‬:‫اﻟﻤﺠﻤﻮﻋﺔ اﻹﺳﺘﺮاﺗﯿﺠﯿﺔ‬
 Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻣل‬/‫ ﺗﺣﻠﯾل ﺑﯾﺋﺔ اﻟﻣﮭﺎم‬:‫ﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬
 Strategic Types
‫ اﻷﻧﻮاع اﻹﺳﺘﺮاﺗﯿﺠﯿﺔ‬

• Defenders: focus on improving efficiency

‫ اﻟﺘﺮﻛﯿﺰ ﻋﻠﻰ ﺗﺤﺴﯿﻦ اﻟﻜﻔﺎءة‬:‫اﻟﻤﺪاﻓﻌﻮن‬ •
• Prospectors: focus on product innovation and market opportunities
‫ اﻟﺘﺮﻛﯿﺰ ﻋﻠﻰ اﺑﺘﻜﺎر اﻟﻤﻨﺘﺠﺎت وﻓﺮص اﻟﺴﻮق‬:‫اﻟﻤﻨﻘﺒﻮن‬ •
• Analyzers: focus on at least two different product market areas
‫ اﻟﺘﺮﻛﯿﺰ ﻋﻠﻰ ﻣﺠﺎﻟﯿﻦ ﻣﺨﺘﻠﻔﯿﻦ ﻋﻠﻰ اﻷﻗﻞ ﻣﻦ ﻣﺠﺎﻻت ﺳﻮق اﻟﻤﻨﺘﺠﺎت‬:‫اﻟﻤﺤﻠﻠﻮن‬ •
• Reactors: lack a consistent strategy-structure-culture relationship
‫ ﺗﻔﺘﻘﺮ إﻟﻰ ﻋﻼﻗﺔ ﻣﺘﺴﻘﺔ ﺑﯿﻦ اﻹﺳﺘﺮاﺗﯿﺠﯿﺔ واﻟﮭﯿﻜﻞ واﻟﺜﻘﺎﻓﺔ‬:‫اﻟﻤﺘﻔﺎﻋﻠﻮن‬ •
 Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻣل‬/‫ ﺗﺣﻠﯾل ﺑﯾﺋﺔ اﻟﻣﮭﺎم‬:‫ﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬
 Hypercompetition
‫ اﻟﻤﻨﺎﻓﺴﺔ اﻟﻤﻔﺮطﺔ‬

• Creates a condition of disequilibrium and change

‫ﺗﺨﻠﻖ ﺣﺎﻟﺔ ﻣﻦ ﻋﺪم اﻟﺘﻮازن واﻟﺘﻐﯿﯿﺮ‬ •
• Competitive advantage comes from:
:‫اﻟﻤﯿﺰة اﻟﺘﻨﺎﻓﺴﯿﺔ ﺗﺄﺗﻲ ﻣﻦ‬ •
 knowledge of environment ‫اﻟﻤﻌﺮﻓﺔ اﻟﺒﯿﺌﯿﺔ‬
 willingness to take risks ‫اﻟﺮﻏﺒﺔ ﻓﻲ ﺗﺤﻤﻞ اﻟﻤﺨﺎطﺮ‬
 Cannibalization of own products ‫ﺗﻔﻜﯿﻚ اﻟﻤﻨﺘﺠﺎت اﻟﺨﺎﺻﺔ‬
Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻣل‬/‫ ﺗﺣﻠﯾل ﺑﯾﺋﺔ اﻟﻣﮭﺎم‬:‫ﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬
 Using Key Success Factors to Create an Industry Matrix
‫اﺳﺘﺨﺪام ﻋﻮاﻣﻞ اﻟﻨﺠﺎح اﻟﺮﺋﯿﺴﯿﺔ ﻹﻧﺸﺎء ﻣﺼﻔﻮﻓﺔ اﻟﺼﻨﺎﻋﺔ‬

 Key success factors: variables that can significantly affect the overall competitive positions of
companies within an industry

‫ اﻟﻤﺘﻐﯿﺮات اﻟﺘﻲ ﯾﻤﻜﻦ أن ﺗﺆﺛﺮ ﺑﺸﻜﻞ ﻛﺒﯿﺮ ﻋﻠﻰ اﻟﻮﺿﻊ اﻟﺘﻨﺎﻓﺴﻲ اﻟﻌﺎم ﻟﻠﺸﺮﻛﺎت داﺧﻞ اﻟﺼﻨﺎﻋﺔ‬:‫ ﻋﻮاﻣﻞ اﻟﻨﺠﺎح اﻟﺮﺋﯿﺴﯿﺔ‬

 Industry matrix: summarizes the key success factors within a particular industry

‫ ﺗﻠﺨﺺ ﻋﻮاﻣﻞ اﻟﻨﺠﺎح اﻟﺮﺋﯿﺴﯿﺔ ﻓﻲ ﺻﻨﺎﻋﺔ ﻣﻌﯿﻨﺔ‬:‫ ﻣﺼﻔﻮﻓﺔ اﻟﺼﻨﺎﻋﺔ‬

Industry Analysis: Analyzing the Task Environment
‫اﻟﻌﻣل‬/‫ ﺗﺣﻠﯾل ﺑﯾﺋﺔ اﻟﻣﮭﺎم‬:‫ﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬
 Competitive intelligence ‫اﻟذﻛﺎء اﻟﺗﻧﺎﻓﺳﻲ‬

 Competitive intelligence (business intelligence): a formal program of gathering information

on a company’s competitors
‫ ﺑﺮﻧﺎﻣﺞ رﺳﻤﻲ ﻟﺠﻤﻊ اﻟﻤﻌﻠﻮﻣﺎت ﻋﻦ ﻣﻨﺎﻓﺴﻲ اﻟﺸﺮﻛﺔ‬:(‫ اﻟﺬﻛﺎء اﻟﺘﻨﺎﻓﺴﻲ )ذﻛﺎء اﻷﻋﻤﺎل‬
 Sources of competitive intelligence:
:‫ ﻣﺼﺎدر اﻟﺬﻛﺎء اﻟﺘﻨﺎﻓﺴﻲ‬
• Information brokers ‫وﺳﻄﺎء اﻟﻤﻌﻠﻮﻣﺎت‬
• Internet ‫اﻻﻧﺘﺮﻧﺖ‬
• Industrial espionage ‫اﻟﺘﺠﺴﺲ اﻟﺼﻨﺎﻋﻲ‬
• Investigatory services ‫ﺧﺪﻣﺎت اﻟﺘﺤﻘﯿﻖ‬
Competitive intelligence ‫اﻟذﻛﺎء اﻟﺗﻧﺎﻓﺳﻲ‬

 Monitoring Competitors for Strategic Planning: Primary activity of competitive

intelligence is to monitor competitors

‫ اﻟﻨﺸﺎط اﻷﺳﺎﺳﻲ ﻟﻠﺬﻛﺎء اﻟﺘﻨﺎﻓﺴﻲ ھﻮ ﻣﺮاﻗﺒﺔ اﻟﻤﻨﺎﻓﺴﯿﻦ‬:‫ ﻣﺮاﻗﺒﺔ اﻟﻤﻨﺎﻓﺴﯿﻦ ﻟﻠﺘﺨﻄﯿﻂ اﻻﺳﺘﺮاﺗﯿﺠﻲ‬

 Competitors organizations: that offer same, similar, or substitute products or services in the
business areas in which a particular company operates

‫ اﻟﺘﻲ ﺗﻘﺪم ﻧﻔﺲ اﻟﻤﻨﺘﺠﺎت أو اﻟﺨﺪﻣﺎت اﻟﻤﻤﺎﺛﻠﺔ أو اﻟﺒﺪﯾﻠﺔ ﻓﻲ ﻣﺠﺎﻻت اﻟﻌﻤﻞ اﻟﺘﻲ ﺗﻌﻤﻞ ﻓﯿﮭﺎ ﺷﺮﻛﺔ ﻣﻌﯿﻨﺔ‬:‫ اﻟﻤﻨﻈﻤﺎت اﻟﻤﻨﺎﻓﺴﺔ‬
Forecasting ‫اﻟﺗﻧﺑؤ‬
• Forecasting is based on a set of assumptions
‫ﯾﻌﺘﻤﺪ اﻟﺘﻨﺒﺆ ﻋﻠﻰ ﻣﺠﻤﻮﻋﺔ ﻣﻦ اﻻﻓﺘﺮاﺿﺎت‬ •
• Faulty underlying assumptions are the most frequent cause of forecasting errors
‫اﻻﻓﺘﺮاﺿﺎت اﻷﺳﺎﺳﯿﺔ اﻟﺨﺎطﺌﺔ ھﻲ اﻟﺴﺒﺐ اﻷﻛﺜﺮ ﺷﯿﻮﻋﺎ ﻷﺧﻄﺎء اﻟﺘﻨﺒﺆ‬ •
• Useful forecasting techniques:
‫ أﺳﺎﻟﯿﺐ اﻟﺘﻨﺒﺆ اﻟﻤﻔﯿﺪة‬/‫ﺗﻘﻨﯿﺎت‬ •
 Extrapolation ‫اﻻﺳﺘﻘﺮاء‬
 Brainstorming ‫اﻟﻌﺼﻒ اﻟﺬھﻨﻲ‬
 Expert opinion ‫رأى اﻟﺨﺒﺮاء‬
 Industry Scenario ‫ﺳﯿﻨﺎرﯾﻮ اﻟﺼﻨﺎﻋﺔ‬
 Delphi technique ‫أﺳﻠﻮب دﻟﻔﻲ‬
 Statistical modeling ‫اﻟﻨﻤﺎذج اﻹﺣﺼﺎﺋﯿﺔ‬
 Prediction markets ‫اﻷﺳﻮاق اﻟﺘﻨﺒﺆﯾﺔ‬
 Cross impact analysis ‫ﺗﺤﻠﯿﻞ اﻟﺘﺄﺛﯿﺮ اﻟﻤﺘﻘﺎطﻊ‬
Synthesis of External Factors ‫ﺗﺠﻤﯿﻊ اﻟﻌﻮاﻣﻞ اﻟﺨﺎرﺟﯿﺔ‬
Strategic Management
Wheelen, T. L., Hunger, J. D., Hoffman, A. N., & Bamford, C. E. (2018). Strategic management and business policy:
Globalization, innovation, and sustainability. pearson.

Thank you For listening

Course title: Strategic Management (Bus 1310)

Chapter 3
Internal scanning: Organizational
analysis
‫ وﺗﺣﻠﯾل اﻟﺻﻧﺎﻋﺔ‬:‫اﻟﻣﺳﺢ اﻟداﺧﻠﻲ‬
Chapter Contents ‫ﻣﺣﺗوﯾﺎت اﻟﻔﺻل‬
 4.1 A Resource- Based Approach to Organizational Analysis
 4.2 Business Models
 4.3 Value- Chain Analysis
 4.4 Scanning Functional Resources and Capabilities
 4.5 Synthesis of Internal Factors
‫ اﻟﻣﻧﮭﺞ اﻟﻘﺎﺋم ﻋﻠﻰ اﻟﻣوارد ﻟﻠﺗﺣﻠﯾل اﻟﺗﻧظﯾﻣﻲ‬4.1
‫ ﻧﻣﺎذج اﻷﻋﻣﺎل‬4.2
‫ ﺗﺣﻠﯾل ﺳﻠﺳﻠﺔ اﻟﻘﯾﻣﺔ‬4.3
‫ ﻣﺳﺢ اﻟﻣوارد واﻟﻘدرات اﻟوظﯾﻔﯾﺔ‬4.4
‫ ﺗﺟﻣﯾﻊ اﻟﻌواﻣل اﻟداﺧﻠﯾﺔ‬4.5
2
4.1 A Resource- Based Approach to Organizational Analysis

Organizational analysis- concerned with identifying and developing an

organization’s resources and competencies
‫ ﯾﮭﺗم ﺑﺗﺣدﯾد وﺗطوﯾر ﻣوارد وﻛﻔﺎءات اﻟﻣﻧظﻣﺔ‬- ‫اﻟﺗﺣﻠﯾل اﻟﺗﻧظﯾﻣﻲ‬
•

5-3
4.1 A Resource- Based Approach to Organizational Analysis

Core and Distinctive Competencies

‫اﻟﻛﻔﺎءات اﻷﺳﺎﺳﯾﺔ واﻟﻣﻣﯾزة‬
Resources- ‫ اﻟﻣوارد‬an organization’s assets ‫أﺻول اﻟﻣﻧظﻣﺔ‬
• Tangible ‫اﻟﻣﻠﻣوﺳﺔ‬
• Intangible ‫ﻏﯾر اﻟﻣﻠﻣوﺳﺔ‬
Capabilities- ‫ اﻟﻛﻔﺎءات‬a corporation’s ability to exploit its resources
‫ﻗدرة اﻟﺷرﻛﺔ ﻋﻠﻰ اﺳﺗﻐﻼل ﻣواردھﺎ‬

5-4
4.1 A Resource- Based Approach to Organizational Analysis
Core and Distinctive Competencies
‫اﻟﻛﻔﺎءات اﻷﺳﺎﺳﯾﺔ واﻟﻣﻣﯾزة‬
Competency- a cross-functional integration and coordination
of capabilities ‫ اﻟﺗﻛﺎﻣل ﺑﯾن اﻟوظﺎﺋف وﺗﻧﺳﯾﻖ اﻟﻘدرات‬- ‫اﻟﻛﻔﺎءة‬
Core competency- a collection of competencies that cross
divisional boundaries, is wide-spread throughout the
corporation and is something the corporation does
exceedingly well ‫اﻟﻛﻔﺎءات اﻷﺳﺎﺳﯾﺔ – ﻣﺟﻣوﻋﺔ ﻣن اﻟﻛﻔﺎءات اﻟﺗﻲ ﺗﺗﺟﺎوز‬
‫ وھو أﻣر ﺗﻘوم ﺑﮫ‬،‫ وﺗﻧﺗﺷر ﻋﻠﻰ ﻧطﺎق واﺳﻊ ﻓﻲ ﺟﻣﯾﻊ أﻧﺣﺎء اﻟﺷرﻛﺔ‬،‫ﺣدود اﻷﻗﺳﺎم‬
‫اﻟﺷرﻛﺔ ﺑﺷﻛل ﺟﯾد ﻟﻠﻐﺎﯾﺔ‬
Distinctive competency- core competencies that are
superior to those of the competition ‫ اﻟﻛﻔﺎءات‬- ‫اﻟﻛﻔﺎءات اﻟﻣﻣﯾزة‬
‫اﻷﺳﺎﺳﯾﺔ اﻟﺗﻲ ﺗﺗﻔوق ﻋﻠﻰ ﺗﻠك اﻟﻣوﺟودة ﻓﻲ اﻟﻣﻧﺎﻓﺳﺔ‬
5-5
‫‪4.1 A Resource- Based Approach to Organizational Analysis‬‬

‫‪Core and Distinctive Competencies‬‬

‫اﻟﻛﻔﺎءات اﻷﺳﺎﺳﯾﺔ واﻟﻣﻣﯾزة‬
‫)‪VRIO framework (Barney‬‬
‫إطﺎر ‪VRIO‬ھو أﺣد أدوات ﺗﺣﻠﯾل اﻟﺑﯾﺋﺔ اﻟداﺧﻠﯾﺔ وﯾﺗﻛون ﻣن أرﺑﻌﺔ ﻣﺣﺎور ﻟﻣوارد اﻟﻣﻧظﻣﺔ‬ ‫•‬
‫وﺗداﺑﯾر اﻟﻧﺟﺎح اﻟﻣﺳﺗدام‪ .‬اﻟﻌواﻣل اﻷرﺑﻌﺔ اﻟرﺋﯾﺳﯾﺔ اﻟﺗﻲ ﺗرﻛز ﻋﻠﯾﮭﺎ ھﻲ ذو ﻗﯾﻣﺔ وﻧﺎدرة وﺻﻌﺑﺔ‬
‫اﻟﺗﻘﻠﯾد وﻣﻧظﻣﺔ‪ .‬ﻛل ھذه اﻟﻔﺋﺎت ﻣﮭﻣﺔ ﻟﻔﮭﻣﮭﺎ ﻋﻧد ﺗﺣﻠﯾل ﻋﻣﻠك ﺑﺣﺛًﺎ ﻋن ﻋﻼﻣﺎت اﻟﻧﺟﺎح وھﻲ‬
‫ﺟوھر إطﺎر ﻋﻣل ‪VRIO.‬‬
‫•‬ ‫ذو ﻗﯾﻣﺔ ‪Value‬‬
‫•‬ ‫ﻧﺎدرة ‪Rare‬‬
‫•‬ ‫ﺻﻌﺑﺔ اﻟﺗﻘﻠﯾد ‪Imitability‬‬
‫•‬ ‫ﻣﻧظﻣﺔ ‪Organization‬‬

‫‪5-6‬‬
4.1 A Resource- Based Approach to Organizational Analysis

Using Resources to Gain Competitive Advantage

‫اﺳﺗﺧدام اﻟﻣوارد ﻟﻠﺣﺻول ﻋﻠﻰ ﻣﯾزة ﺗﻧﺎﻓﺳﯾﺔ‬
1. Identify and classify resources in terms of strengths and
weaknesses ‫ﺗﺣدﯾد وﺗﺻﻧﯾف اﻟﻣوارد ﻣن ﺣﯾث ﻧﻘﺎط اﻟﻘوة واﻟﺿﻌف‬
2. Combine the firm’s strengths into specific capabilities and core
competencies‫اﻟﺟﻣﻊ ﺑﯾن ﻧﻘﺎط ﻗوة اﻟﺷرﻛﺔ ﻓﻲ ﻗدرات ﻣﺣددة وﻛﻔﺎءات أﺳﺎﺳﯾﺔ‬
3. Appraise profit potential- Are there any distinctive competencies?
‫ﺗﻘﯾﯾم إﻣﻛﺎﻧﯾﺔ اﻟرﺑﺢ – ھل ھﻧﺎك أي ﻛﻔﺎءات ﻣﻣﯾزة؟‬
4. Select the strategy that best exploits the firm’s capabilities and
competencies relative to external opportunities ‫اﺧﺗﯾﺎر اﻹﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻲ‬
‫ﺗﺳﺗﻐل ﺑﺷﻛل أﻓﺿل ﻗدرات اﻟﺷرﻛﺔ وﻛﻔﺎءاﺗﮭﺎ ﻣﻘﺎرﻧﺔ ﺑﺎﻟﻔرص اﻟﺧﺎرﺟﯾﺔ‬
5. Identify resource gaps and invest in upgrading weaknesses ‫ﺗﺣدﯾد‬
‫اﻟﻔﺟوات ﻓﻲ اﻟﻣوارد واﻻﺳﺗﺛﻣﺎر ﻓﻲ ﺗرﻗﯾﺔ ﻧﻘﺎط اﻟﺿﻌف‬

5-7
4.1 A Resource- Based Approach to Organizational Analysis

Access to a Distinctive Competency

‫اﻟوﺻول إﻟﻰ اﻟﻛﻔﺎءة اﻟﻣﻣﯾزة‬
1. Asset endowment ‫ اﻟﺗﻌرف ﻋﻠﻰ اﻷﺻول‬/‫اﻟوﻗوف‬
2. Acquired from someone else‫ﻣﻛﺗﺳﺑﺔ ﻣن ﺷﺧص آﺧر‬
3. Shared with another business‫ﻣﺷﺗرﻛﺔ ﻣﻊ ﻋﻣل آﺧر‬
4. Built and accumulated within the company ‫ﺑﻧﯾت‬
‫وﺗراﻛﻣت داﺧل اﻟﺷرﻛﺔ‬

5-8
4.1 A Resource- Based Approach to Organizational Analysis

Access to a Distinctive Competency

‫اﻟوﺻول إﻟﻰ اﻟﻛﻔﺎءة اﻟﻣﻣﯾزة‬
Clusters- geographic concentrations of
interconnected companies and industries
‫ اﻟﺗﺟﻣﻌﺎت اﻟﺟﻐراﻓﯾﺔ ﻟﻠﺷرﻛﺎت واﻟﺻﻧﺎﻋﺎت اﻟﻣﺗراﺑطﺔ‬- ‫اﻟﻣﺟﻣوﻋﺎت‬
Access to:
• Employees ‫اﻟﻣوظﻔﯾن‬
• Suppliers ‫اﻟﻣوردﯾن‬
• Information ‫اﻟﻣﻌﻠوﻣﺎت‬
• Complementary products ‫اﻟﻣﻧﺗﺟﺎت اﻟﺗﻛﻣﯾﻠﯾﺔ‬

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4.1 A Resource- Based Approach to Organizational Analysis

Imitability an Advantage
‫اﻟﺗﻘﻠﯾد واﻟﻣﯾزة‬
Durability- the rate at which a firm’s underlying resources,
capabilities, or core competencies depreciate or become
obsolete
‫ اﻟﻣﻌدل اﻟذي ﺗﻧﺧﻔض ﻓﯾﮫ ﻗﯾﻣﺔ اﻟﻣوارد أو اﻟﻘدرات أو اﻟﻛﻔﺎءات اﻷﺳﺎﺳﯾﺔ‬- ‫اﻟﻣﺗﺎﻧﺔ‬
‫ﻟﻠﺷرﻛﺔ أو ﺗﺻﺑﺢ ﻣﺗﻘﺎدﻣﺔ‬
Imitability- the rate at which a firm’s underlying resources,
capabilities, or core competencies can be duplicated by
others
‫اﻟﺗﻘﻠﯾد – اﻟﻣﻌدل اﻟذي ﯾﻣﻛن ﺑﮫ ﺗﻛرار اﻟﻣوارد اﻷﺳﺎﺳﯾﺔ ﻟﻠﺷرﻛﺔ أو اﻟﻘدرات‬
‫أو اﻟﻛﻔﺎءات اﻷﺳﺎﺳﯾﺔ ﻣن ﻗﺑل اﻵﺧرﯾن‬

5-10
4.1 A Resource- Based Approach to Organizational Analysis

Determining the Sustainability of an Advantage

‫ﺗﺣدﯾد ﻣدى اﺳﺗداﻣﺔ اﻟﻣﯾزة‬
Transparency- the speed at which other firms under the relationship of
resources and capabilities support a successful strategy
‫ اﻟﺳرﻋﺔ اﻟﺗﻲ ﺗدﻋم ﺑﮭﺎ اﻟﺷرﻛﺎت اﻷﺧرى ﻓﻲ ظل ﻋﻼﻗﺔ اﻟﻣوارد واﻟﻘدرات اﺳﺗراﺗﯾﺟﯾﺔ ﻧﺎﺟﺣﺔ‬- ‫اﻟﺷﻔﺎﻓﯾﺔ‬
Transferability- the ability of competitors to gather the resources and
capabilities necessary to support a competitive challenge
‫ ﻗدرة اﻟﻣﻧﺎﻓﺳﯾن ﻋﻠﻰ ﺟﻣﻊ اﻟﻣوارد واﻟﻘدرات اﻟﻼزﻣﺔ ﻟدﻋم اﻟﺗﺣدي اﻟﺗﻧﺎﻓﺳﻲ‬- ‫ﻗﺎﺑﻠﯾﺔ ﻟﻠﺗﺣوﯾل‬
Replicability- the ability of competitors to use duplicated resources and
capabilities to imitate the other firm’s success
‫اﻟﻘﺎﺑﻠﯾﺔ ﻟﻠﺗﻛرار – ﻗدرة اﻟﻣﻧﺎﻓﺳﯾن ﻋﻠﻰ اﺳﺗﺧدام اﻟﻣوارد واﻟﻘدرات اﻟﻣﻛررة ﻟﺗﻘﻠﯾد ﻧﺟﺎح اﻟﺷرﻛﺔ اﻷﺧرى‬

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4.1 A Resource- Based Approach to Organizational Analysis

Determining the Sustainability of an Advantage

‫ﺗﺣدﯾد ﻣدى اﺳﺗداﻣﺔ اﻟﻣﯾزة‬
Explicit knowledge- knowledge that can be easily articulated
and communicated
‫ اﻟﻣﻌرﻓﺔ اﻟﺗﻲ ﯾﻣﻛن اﻟﺗﻌﺑﯾر ﻋﻧﮭﺎ وﺗوﺻﯾﻠﮭﺎ ﺑﺳﮭوﻟﺔ‬- ‫اﻟﻣﻌرﻓﺔ اﻟﺻرﯾﺣﺔ‬
Tacit knowledge- knowledge that is not easily communicated
because it is deeply rooted in employee experience or in the
company’s culture
‫ اﻟﻣﻌرﻓﺔ اﻟﺗﻲ ﻻ ﯾﻣﻛن ﻧﻘﻠﮭﺎ ﺑﺳﮭوﻟﺔ ﻷﻧﮭﺎ ﻣﺗواﻓرة ﺑﻌﻣﻖ ﻓﻲ ﺗﺟرﺑﺔ اﻟﻣوظف‬:‫اﻟﻣﻌرﻓﺔ اﻟﺿﻣﻧﯾﺔ‬
‫أو ﻓﻲ ﺛﻘﺎﻓﺔ اﻟﺷرﻛﺔ‬

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4.1 A Resource- Based Approach to Organizational Analysis

5-13
4.2 Business Models
Business models- a company’s method for making
money in the current business environment
‫ﻟﺑﯾﺎن اﻟذي ﯾوﺿﺢ طرﯾﻘﺔ ﺟﻠب اﻟﺷرﻛﺔ ﻟﻸﻣوال واﻟﺣﻔﺎظ ﻋﻠﻰ ﺗدﻓﻖ أرﺑﺎﺣﮭﺎ ﻣﻊ ﻣرور اﻟوﻗت‬

‫ طرﯾﻘﺔ اﻟﺷرﻛﺔ ﻟﻛﺳب اﻟﻣﺎل ﻓﻲ ﺑﯾﺋﺔ اﻷﻋﻣﺎل اﻟﺣﺎﻟﯾﺔ‬- ‫ﻧﻣوذج اﻷﻋﻣﺎل‬

Includes
• Who the company serves ‫ﻣن ﺗﺧدﻣﮫ اﻟﺷرﻛﺔ‬
• What the company provides ‫ﻣﺎ ﺗﻘدﻣﮫ اﻟﺷرﻛﺔ‬
• How the company makes money ‫ﻛﯾف ﺗﺟﻧﻲ اﻟﺷرﻛﺔ اﻟﻣﺎل‬
• How the company differentiates and sustains competitive
advantage ‫ﻛﯾف ﺗﻣﯾز اﻟﺷرﻛﺔ وﺗﺣﺎﻓظ ﻋﻠﻰ اﻟﻣﯾزة اﻟﺗﻧﺎﻓﺳﯾﺔ‬
• How the company provides its product/service ‫ﻛﯾف ﺗﻘدم اﻟﺷرﻛﺔ‬
‫ﺧدﻣﺗﮭﺎ‬/‫ﻣﻧﺗﺟﮭﺎ‬

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4.2 Business Models
Business models
‫ﻧﻣوذج اﻷﻋﻣﺎل‬
• Customer solutions model ‫ﻧﻣوذج ﺣﻠول اﻟﻌﻣﻼء‬
• Profit pyramid model ‫ﻧﻣوذج اﻟرﺑﺢ اﻟﮭرﻣﻲ‬
• Multi-component system/installed model
‫ﻧﻣوذج ﻣﺛﺑت‬/‫ﻧظﺎم ﻣﺗﻌدد اﻟﻣﻛوﻧﺎت‬
• Advertising model ‫ﻧﻣوذج إﻋﻼﻧﻲ‬
• Switchboard model ‫ﻧﻣوذج ﻟوﺣﺔ اﻟﺗﺑدﯾل‬

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4.2 Business Models
Business models (cont’d)

• Efficiency model ‫ﻧﻣوذج اﻟﻛﻔﺎءة‬

• Blockbuster model ‫ﻧﻣوذج اﻗﺑﺎل ﺷدﯾد‬
• Profit multiplier model ‫ﻧﻣوذج ﻣﺿﺎﻋف اﻟرﺑﺢ‬
• Entrepreneurial model ‫ﻧﻣوذج رﯾﺎدة اﻷﻋﻣﺎل‬
• De Facto industry standard model
‫اﻟﻧﻣوذج اﻟﻘﯾﺎﺳﻲ ﻟﻠﺻﻧﺎﻋﺔ ﺑﺣﻛم اﻷﻣر اﻟواﻗﻊ‬ •

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 4.3 Value- Chain Analysis

Value chain- a linked set of value creating activities that begin with basic raw materials coming
from suppliers, moving on to a series of value-added activities involved in producing and
marking a product or service, and ending with distributors getting the final goods into the
hands of the ultimate consumer
‫ ﻣﺟﻣوﻋﺔ ﻣﺗراﺑطﺔ ﻣن أﻧﺷطﺔ ﺧﻠﻖ اﻟﻘﯾﻣﺔ اﻟﺗﻲ ﺗﺑدأ ﺑﺎﻟﻣواد اﻟﺧﺎم اﻷﺳﺎﺳﯾﺔ اﻟﻘﺎدﻣﺔ ﻣن‬- ‫ﺳﻠﺳﻠﺔ اﻟﻘﯾﻣﺔ‬
‫ وﺗﻧﺗﻘل إﻟﻰ ﺳﻠﺳﻠﺔ ﻣن أﻧﺷطﺔ اﻟﻘﯾﻣﺔ اﻟﻣﺿﺎﻓﺔ اﻟﺗﻲ ﺗﻧطوي ﻋﻠﻰ إﻧﺗﺎج وﺗﻣﯾﯾز ﻣﻧﺗﺞ أو‬،‫اﻟﻣوردﯾن‬
‫ أﯾدي اﻟﻣﺳﺗﮭﻠك اﻟﻧﮭﺎﺋﻲ‬.‫ وﺗﻧﺗﮭﻲ ﻣﻊ ﻗﯾﺎم اﻟﻣوزﻋﯾن ﺑﺈدﺧﺎل اﻟﺑﺿﺎﺋﻊ اﻟﻧﮭﺎﺋﯾﺔ إﻟﻰ اﻟﺳوق‬،‫ﺧدﻣﺔ‬

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4.3 Value- Chain Analysis

Industry Value Chain Analysis

‫ﺗﺣﻠﯾل ﺳﻠﺳﻠﺔ اﻟﻘﯾﻣﺔ اﻟﺻﻧﺎﻋﯾﺔ‬
Value chain segments include:
:‫ﺗﺷﻣل ﻗطﺎﻋﺎت ﺳﻠﺳﻠﺔ اﻟﻘﯾﻣﺔ ﻣﺎ ﯾﻠﻲ‬
• Upstream ‫ اﻟﻣوردﯾن‬/‫اﻟﻣﻧﺑﻊ‬
• Downstream ‫ اﻟﻌﻣﻼء‬/‫اﻟﻣﺻب‬
Center of gravity- the part of the chain that is most important to the
company and the point where its core competencies lie
‫ ﺟزء اﻟﺳﻠﺳﻠﺔ اﻷﻛﺛر أھﻣﯾﺔ ﺑﺎﻟﻧﺳﺑﺔ ﻟﻠﺷرﻛﺔ واﻟﻧﻘطﺔ اﻟﺗﻲ ﺗﻛﻣن ﻓﯾﮭﺎ ﻛﻔﺎءاﺗﮭﺎ‬- ‫ﻣرﻛز اﻟﺛﻘل‬
‫اﻷﺳﺎﺳﯾﺔ‬
– Vertical integration ‫اﻟﺗﻛﺎﻣل اﻟرأﺳﻲ‬

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4.3 Value- Chain Analysis
Corporate Value Chain Analysis
‫ﺗﺣﻠﯾل ﺳﻠﺳﻠﺔ اﻟﻘﯾﻣﺔ ﻟﻠﺷرﻛﺎت‬
Support activities ‫اﻷﻧﺷطﺔ اﻟداﻋﻣﺔ‬
Primary activities ‫اﻷﻧﺷطﺔ اﻷﺳﺎﺳﯾﺔ‬ • Procurement ‫اﻟﺷراء‬
• Inbound logistics ‫اﻟﺧدﻣﺎت‬ • Technology development
‫اﻟﻠوﺟﺳﺗﯾﺔ اﻟواردة‬ ‫ﺗطوﯾر اﻟﺗﻛﻧوﻟوﺟﯾﺎ‬
• Operations ‫اﻟﻌﻣﻠﯾﺎت‬ • Human resource management
• Outbound logistics ‫اﻟﺧدﻣﺎت‬ ‫إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
‫اﻟﻠوﺟﺳﺗﯾﺔ اﻟﺻﺎدرة‬ • Firm infrastructure
‫اﻟﺑﻧﯾﺔ اﻟﺗﺣﺗﯾﺔ ﻟﻠﺷرﻛﺎت‬

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4.3 Value- Chain Analysis

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4.3 Value- Chain Analysis

Corporate Value Chain Analysis

‫ﺗﺣﻠﯾل ﺳﻠﺳﻠﺔ اﻟﻘﯾﻣﺔ ﻟﻠﺷرﻛﺎت‬
1. Examine each product line’s value chain in terms of the various
activities involved in producing the product or service
‫ﻗم ﺑﻔﺣص ﺳﻠﺳﻠﺔ اﻟﻘﯾﻣﺔ ﻟﻛل ﺧط إﻧﺗﺎج ﻣن ﺣﯾث اﻷﻧﺷطﺔ اﻟﻣﺧﺗﻠﻔﺔ اﻟﻣﺷﺎرﻛﺔ ﻓﻲ إﻧﺗﺎج اﻟﻣﻧﺗﺞ‬
‫أو اﻟﺧدﻣﺔ‬
1. Examine the linkages within each product line’s value chain
‫ﻓﺣص اﻟرواﺑط داﺧل ﺳﻠﺳﻠﺔ اﻟﻘﯾﻣﺔ ﻟﻛل ﺧط إﻧﺗﺎج‬
1. Examine the potential synergies among the value chains of different product lines or
business units
‫دراﺳﺔ أوﺟﮫ اﻟﺗراﺑط اﻟﻣﺣﺗﻣﻠﺔ ﺑﯾن ﺳﻼﺳل اﻟﻘﯾﻣﺔ ﻟﺧطوط اﻹﻧﺗﺎج أو وﺣدات اﻷﻋﻣﺎل اﻟﻣﺧﺗﻠﻔﺔ‬

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4.4 Scanning Functional Resources and Capabilities

Basic Organizational Structures

‫اﻟﮭﯾﺎﻛل اﻟﺗﻧظﯾﻣﯾﺔ اﻷﺳﺎﺳﯾﺔ‬
• Simple ‫اﻟﻌﯾﻧﺔ‬
• Functional ‫اﻟوظﯾﻔﻲ‬
• Divisional ‫اﻟﺗﻘﺳﯾﻣﻲ‬
• Strategic Business Units ‫وﺣدات اﻷﻋﻣﺎل اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
• Conglomerate ‫اﻟﺗﻛﺗﻼت‬

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4.4 Scanning Functional Resources and Capabilities

5-23
4.4 Scanning Functional Resources and Capabilities

Corporate Culture: The Company Way

‫ طرﯾﻘﺔ اﻟﺷرﻛﺔ‬:‫ﺛﻘﺎﻓﺔ اﻟﺷرﻛﺔ‬
Corporate culture- the collection of beliefs, expectations and
values learned and shared by a corporation’s members and
transmitted from one generation of employees to another.
‫ ﻣﺟﻣوﻋﺔ اﻟﻣﻌﺗﻘدات واﻟﺗوﻗﻌﺎت واﻟﻘﯾم اﻟﺗﻲ ﯾﺗﻌﻠﻣﮭﺎ وﯾﺗﺷﺎرﻛﮭﺎ أﻋﺿﺎء اﻟﺷرﻛﺔ‬- ‫ﺛﻘﺎﻓﺔ اﻟﺷرﻛﺔ‬
.‫وﺗﻧﺗﻘل ﻣن ﺟﯾل ﻣن اﻟﻣوظﻔﯾن إﻟﻰ ﺟﯾل آﺧر‬

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4.4 Scanning Functional Resources and Capabilities
Functions of Corporate Culture
‫وظﺎﺋف اﻟﺛﻘﺎﻓﺔ اﻟﻣؤﺳﺳﯾﺔ‬
• Conveys a sense of identity for employees
‫ﯾﻧﻘل اﻟﺷﻌور ﺑﺎﻟﮭوﯾﺔ ﻟﻠﻣوظﻔﯾن‬
• Generates employee commitment
‫ﯾوﻟد اﻟﺗزام اﻟﻣوظف‬
• Adds to the stability of the organization as a social system
‫ﯾﺿﯾف إﻟﻰ اﺳﺗﻘرار اﻟﻣﻧظﻣﺔ ﻛﻧظﺎم اﺟﺗﻣﺎﻋﻲ‬
• Serves as a frame of reference for employees to understand
organizational activities and as a guide for behavior
‫ﺑﻣﺛﺎﺑﺔ إطﺎر ﻣرﺟﻌﻲ ﻟﻠﻣوظﻔﯾن ﻟﻔﮭم اﻷﻧﺷطﺔ اﻟﺗﻧظﯾﻣﯾﺔ وﻛدﻟﯾل ﻟﻠﺳﻠوك‬

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4.4 Scanning Functional Resources and Capabilities

Corporate Culture: The Company Way

‫ طرﯾﻘﺔ اﻟﺷرﻛﺔ‬:‫ﺛﻘﺎﻓﺔ اﻟﺷرﻛﺔ‬
Cultural intensity- the degree of which members of a unit accept the
norms, values and other cultural content associated with the unit
‫ درﺟﺔ ﻗﺑول أﻋﺿﺎء اﻟوﺣدة ﻟﻠﻣﻌﺎﯾﯾر واﻟﻘﯾم واﻟﻣﺣﺗوﯾﺎت اﻟﺛﻘﺎﻓﯾﺔ اﻷﺧرى اﻟﻣرﺗﺑطﺔ ﺑﺎﻟوﺣدة‬- ‫ﻛﺛﺎﻓﺔ اﻟﺛﻘﺎﻓﯾﺔ‬
Shows the depth of the culture ‫ﯾظﮭر ﻋﻣﻖ اﻟﺛﻘﺎﻓﺔ‬
Cultural integration- the extent of which units throughout the
organization share a common culture
‫ ﻣدى ﻣﺷﺎرﻛﺔ اﻟوﺣدات ﻓﻲ ﺟﻣﯾﻊ أﻧﺣﺎء اﻟﻣﻧظﻣﺔ ﻓﻲ ﺛﻘﺎﻓﺔ ﻣﺷﺗرﻛﺔ‬- ‫اﻟﺗﻛﺎﻣل اﻟﺛﻘﺎﻓﻲ‬
Shows the breadth of the culture ‫ﯾظﮭر اﺗﺳﺎع اﻟﺛﻘﺎﻓﺔ‬

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4.4 Scanning Functional Resources and Capabilities

Strategic Marketing Issues

‫ﻗﺿﺎﯾﺎ اﻟﺗﺳوﯾﻖ اﻻﺳﺗراﺗﯾﺟﻲ‬
Market position- Who are our customers?
‫ ﻣن ھم ﻋﻣﻼؤﻧﺎ؟‬- ‫وﺿﻊ اﻟﺳوق‬
Marketing Mix- the particular combination of key variables
under a corporation’s control that can be used to affect
demand and to gain competitive advantage
‫ ﻣﺟﻣوﻋﺔ ﻣﻌﯾﻧﺔ ﻣن اﻟﻣﺗﻐﯾرات اﻟرﺋﯾﺳﯾﺔ اﻟﺧﺎﺿﻌﺔ ﻟﺳﯾطرة اﻟﺷرﻛﺔ واﻟﺗﻲ‬- ‫اﻟﻣزﯾﺞ اﻟﺗﺳوﯾﻘﻲ‬
‫ﯾﻣﻛن اﺳﺗﺧداﻣﮭﺎ ﻟﻠﺗﺄﺛﯾر ﻋﻠﻰ اﻟطﻠب واﻟﺣﺻول ﻋﻠﻰ ﻣﯾزة ﺗﻧﺎﻓﺳﯾﺔ‬

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4.4 Scanning Functional Resources and Capabilities

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4.4 Scanning Functional Resources and Capabilities

Product life cycle- product monetary sales over time

from introduction through growth and maturity to
decline ‫ اﻟﻣﺑﯾﻌﺎت اﻟﻧﻘدﯾﺔ ﻟﻠﻣﻧﺗﺞ ﺑﻣرور اﻟوﻗت ﺑد ًءا ﻣن‬- ‫دورة ﺣﯾﺎة اﻟﻣﻧﺗﺞ‬
‫اﻟﺗﻘدﯾم وﺣﺗﻰ اﻟﻧﻣو واﻟﻧﺿﺞ وﺣﺗﻰ اﻻﻧﺧﻔﺎض‬

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4.4 Scanning Functional Resources and Capabilities

Brand- a name given to a company’s product which identifies that

item in the mind of the consumer
‫ اﺳم ﯾطﻠﻖ ﻋﻠﻰ ﻣﻧﺗﺞ اﻟﺷرﻛﺔ وﯾﺣدد ھذا اﻟﻌﻧﺻر ﻓﻲ ذھن اﻟﻣﺳﺗﮭﻠك‬- ‫اﻟﻌﻼﻣﺔ اﻟﺗﺟﺎرﯾﺔ‬
Corporate brand- a type of brand in which the company’s name
serves as the brand
‫ ﻧوع ﻣن اﻟﻌﻼﻣﺎت اﻟﺗﺟﺎرﯾﺔ اﻟﺗﻲ ﯾﻛون ﻓﯾﮭﺎ اﺳم اﻟﺷرﻛﺔ‬- ‫اﻟﻌﻼﻣﺔ اﻟﺗﺟﺎرﯾﺔ ﻟﻠﺷرﻛﺎت‬
‫ﺑﻣﺛﺎﺑﺔ اﻟﻌﻼﻣﺔ اﻟﺗﺟﺎرﯾﺔ‬

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4.4 Scanning Functional Resources and Capabilities

Corporate reputation- a widely held perception of a company

by the general public
‫ ﺗﺻور واﺳﻊ اﻟﻧطﺎق ﻟﻠﺷرﻛﺔ ﻣن ﻗﺑل ﻋﺎﻣﺔ اﻟﻧﺎس‬- ‫ﺳﻣﻌﺔ اﻟﺷرﻛﺔ‬
• Stakeholders’ perceptions of quality
‫ﺗﺻورات أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ ﺣول اﻟﺟودة‬
• Corporation’s prominence in the minds of stakeholders
‫ﻣﻛﺎﻧﺔ اﻟﺷرﻛﺔ ﻓﻲ أذھﺎن أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ‬

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4.4 Scanning Functional Resources and Capabilities

Strategic Financial Issues

‫اﻟﻘﺿﺎﯾﺎ اﻟﻣﺎﻟﯾﺔ اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
Financial leverage- ratio of total debt to total assets
• Used to describe how debt is used to increase earnings available to
common shareholders
‫ ﻧﺳﺑﺔ إﺟﻣﺎﻟﻲ اﻟدﯾن إﻟﻰ إﺟﻣﺎﻟﻲ اﻷﺻول ﯾﺳﺗﺧدم ﻟوﺻف ﻛﯾﻔﯾﺔ اﺳﺗﺧدام اﻟدﯾن ﻟزﯾﺎدة اﻷرﺑﺎح‬- ‫اﻟراﻓﻌﺔ اﻟﻣﺎﻟﯾﺔ‬
‫اﻟﻣﺗﺎﺣﺔ ﻟﻠﻣﺳﺎھﻣﯾن اﻟﻌﺎدﯾﯾن‬
Capital budgeting- the analyzing and ranking of possible investments in fixed
assets in terms of additional outlays and receipts that will result from each
investment
‫ ﺗﺣﻠﯾل وﺗﺻﻧﯾف اﻻﺳﺗﺛﻣﺎرات اﻟﻣﺣﺗﻣﻠﺔ ﻓﻲ اﻷﺻول اﻟﺛﺎﺑﺗﺔ ﻣن ﺣﯾث اﻟﻧﻔﻘﺎت اﻹﺿﺎﻓﯾﺔ واﻹﯾرادات‬- ‫اﻟﻣﯾزاﻧﯾﺔ اﻟرأﺳﻣﺎﻟﯾﺔ‬
‫اﻟﺗﻲ ﺳﺗﻧﺗﺞ ﻋن ﻛل اﺳﺗﺛﻣﺎر‬
• Hurdle point

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4.4 Scanning Functional Resources and Capabilities

Strategic Research and Development Issues

‫ﻗﺿﺎﯾﺎ اﻟﺑﺣث واﻟﺗطوﯾر اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
R & D intensity- pending no R & D as a percentage of sales revenue
‫ ﻓﻲ اﻧﺗظﺎر ﻋدم وﺟود ﺑﺣث وﺗطوﯾر ﻛﻧﺳﺑﺔ‬- ‫ﻛﺛﺎﻓﺔ اﻟﺑﺣث واﻟﺗطوﯾر‬
‫ﻣﺋوﯾﺔ ﻣن إﯾرادات اﻟﻣﺑﯾﻌﺎت‬
Technology competence- the development and use of innovative
technology
‫ ﺗطوﯾر واﺳﺗﺧدام اﻟﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﺑﺗﻛرة‬- ‫اﻟﻛﻔﺎءة اﻟﺗﻛﻧوﻟوﺟﯾﺔ‬
Technology transfer- the process of taking new technology from the
laboratory to the marketplace
‫ﻧﻘل اﻟﺗﻛﻧوﻟوﺟﯾﺎ – ﻋﻣﻠﯾﺔ ﻧﻘل اﻟﺗﻛﻧوﻟوﺟﯾﺎ اﻟﺟدﯾدة ﻣن اﻟﻣﺧﺗﺑر إﻟﻰ اﻟﺳوق‬

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4.4 Scanning Functional Resources and Capabilities

Strategic Research and Development Issues

‫ﻗﺿﺎﯾﺎ اﻟﺑﺣث واﻟﺗطوﯾر اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
R & D Mix- the mix of:
Basic R & D- focuses on theoretical problems
‫ ﯾرﻛزان ﻋﻠﻰ اﻟﻣﺷﻛﻼت اﻟﻧظرﯾﺔ‬- ‫اﻟﺑﺣث واﻟﺗطوﯾر اﻷﺳﺎﺳﯾﺎن‬
Product R & D- concentrates on marketing and is concerned with product or
product packaging improvements
‫ ﯾرﻛز ﻋﻠﻰ اﻟﺗﺳوﯾﻖ وﯾﮭﺗم ﺑﺗﺣﺳﯾﻧﺎت اﻟﻣﻧﺗﺞ أو ﺗﻐﻠﯾف اﻟﻣﻧﺗﺞ‬- ‫اﻟﺑﺣث واﻟﺗطوﯾر ﻟﻠﻣﻧﺗﺞ‬
Engineering R & D is concerned with engineering, concentrating on quality
control, and the development of design specifications and improved
production equipment
‫ وﺗطوﯾر ﻣواﺻﻔﺎت اﻟﺗﺻﻣﯾم وﺗﺣﺳﯾن‬،‫ ﻣﻊ اﻟﺗرﻛﯾز ﻋﻠﻰ ﻣراﻗﺑﺔ اﻟﺟودة‬،‫ﯾﮭﺗم اﻟﺑﺣث واﻟﺗطوﯾر اﻟﮭﻧدﺳﻲ ﺑﺎﻟﮭﻧدﺳﺔ‬
‫ﻣﻌدات اﻹﻧﺗﺎج‬

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4.4 Scanning Functional Resources and Capabilities

Strategic Research and Development Issues

‫ﻗﺿﺎﯾﺎ اﻟﺑﺣث واﻟﺗطوﯾر اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
Technology discontinuity- when a new technology
cannot be used to enhance current technology, but
substitutes for the technology to yield better
performance
‫ ﻋﻧدﻣﺎ ﻻ ﯾﻣﻛن اﺳﺗﺧدام ﺗﻛﻧوﻟوﺟﯾﺎ ﺟدﯾدة ﻟﺗﻌزﯾز اﻟﺗﻛﻧوﻟوﺟﯾﺎ‬- ‫اﻧﻔﺻﺎل اﻟﺗﻛﻧوﻟوﺟﯾﺎ‬
.‫ وﻟﻛﻧﮭﺎ ﺗﺣل ﻣﺣل اﻟﺗﻛﻧوﻟوﺟﯾﺎ ﻟﺗﺣﻘﯾﻖ أداء أﻓﺿل‬،‫اﻟﺣﺎﻟﯾﺔ‬
• Moore’s Law

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4.4 Scanning Functional Resources and Capabilities

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4.4 Scanning Functional Resources and Capabilities

Strategic Operations Issues

‫ﻗﺿﺎﯾﺎ اﻟﻌﻣﻠﯾﺎت اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
Intermittent Systems- item is normally processed sequentially, but the
work and sequence of the process vary
‫ ﻟﻛن ﯾﺧﺗﻠف ﻋﻣل اﻟﻌﻣﻠﯾﺔ وﺗﺳﻠﺳﻠﮭﺎ‬،‫ ﺗﺗم ﻣﻌﺎﻟﺟﺔ اﻟﻌﻧﺻر ﻋﺎدة ً ﺑﺷﻛل ﺗﺳﻠﺳﻠﻲ‬- ‫اﻷﻧظﻣﺔ اﻟﻣﺗﻘطﻌﺔ‬
Continuous systems- work is laid out in lines on which products can be
continuously assembled or processed
‫ ﯾﺗم وﺿﻊ اﻟﻌﻣل ﻓﻲ ﺧطوط ﯾﻣﻛن ﺗﺟﻣﯾﻊ اﻟﻣﻧﺗﺟﺎت أو ﻣﻌﺎﻟﺟﺗﮭﺎ ﺑﺷﻛل ﻣﺳﺗﻣر‬- ‫اﻷﻧظﻣﺔ اﻟﻣﺳﺗﻣرة‬
Operating leverage- impact of a specific change in sales volume on net
operation income
‫ ﺗﺄﺛﯾر ﺗﻐﯾر ﻣﻌﯾن ﻓﻲ ﺣﺟم اﻟﻣﺑﯾﻌﺎت ﻋﻠﻰ ﺻﺎﻓﻲ دﺧل اﻟﺗﺷﻐﯾل‬- ‫اﻟراﻓﻌﺔ اﻟﺗﺷﻐﯾﻠﯾﺔ‬

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4.4 Scanning Functional Resources and Capabilities

Strategic Operations Issues

‫ﻗﺿﺎﯾﺎ اﻟﻌﻣﻠﯾﺎت اﻻﺳﺗراﺗﯾﺟﯾﺔ‬

Experience curve- unit production costs decline by some fixed

percentage each time the total accumulated volume of
production units doubles
‫ ﺗﻧﺧﻔض ﺗﻛﺎﻟﯾف إﻧﺗﺎج اﻟوﺣدة ﺑﻧﺳﺑﺔ ﻣﺋوﯾﺔ ﺛﺎﺑﺗﺔ ﻓﻲ ﻛل ﻣرة ﯾﺗﺿﺎﻋف ﻓﯾﮭﺎ‬- ‫ﻣﻧﺣﻧﻰ اﻟﺧﺑرة‬
‫إﺟﻣﺎﻟﻲ اﻟﺣﺟم اﻟﻣﺗراﻛم ﻟوﺣدات اﻹﻧﺗﺎج‬

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‫‪4.4 Scanning Functional Resources and Capabilities‬‬

‫‪Strategic Operations Issues‬‬

‫ﻗﺿﺎﯾﺎ اﻟﻌﻣﻠﯾﺎت اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
‫‪Flexible Manufacturing for Mass Customization‬‬
‫ﺗﺻﻧﯾﻊ ﻣرن ﻟﻠﺗﺧﺻﯾص اﻟﺷﺎﻣل‬
‫اﻟﺗﺻﻣﯾم ﺑﺎﺳﺗﺧدام اﻟﺣﺎﺳب اﻵﻟﻲ ‪• Computer Assisted Design‬‬
‫اﻟﺗﺻﻧﯾﻊ ﺑﺎﺳﺗﺧدام اﻟﺣﺎﺳب اﻵﻟﻲ ‪• Computer Assisted Manufacturing‬‬
‫اﻗﺗﺻﺎدﯾﺎت اﻟﺣﺟم اﻟﻛﺑﯾر ‪• Economies of Scale‬‬
‫وﺗﻧﺷﺄ وﻓورات اﻟﺣﺟم ﺑﺳﺑب اﻟﻌﻼﻗﺔ اﻟﻌﻛﺳﯾﺔ ﺑﯾن اﻟﻛﻣﯾﺔ اﻟﻣﻧﺗﺟﺔ واﻟﺗﻛﺎﻟﯾف اﻟﺛﺎﺑﺗﺔ ﻟﻛل وﺣدة؛ أي‬
‫أﻧﮫ ﻛﻠﻣﺎ زادت ﻛﻣﯾﺔ اﻹﻧﺗﺎج اﻟﺟﯾد‪ ،‬اﻧﺧﻔﺿت اﻟﺗﻛﻠﻔﺔ اﻟﺛﺎﺑﺗﺔ ﻟﻛل وﺣدة ﻷن ھذه اﻟﺗﻛﺎﻟﯾف ﻣوزﻋﺔ ﻋﻠﻰ‬
‫ﻋدد أﻛﺑر ﻣن اﻟﺳﻠﻊ‪.‬‬

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4.4 Scanning Functional Resources and Capabilities

Strategic Human Resource Issues

‫ﻗﺿﺎﯾﺎ اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
Teams ‫اﻟﻔرﯾﻖ‬
Autonomous (self-managed)- a group of people working together without a
supervisor to plan, coordinate and evaluate their work
‫ ﻣﺟﻣوﻋﺔ ﻣن اﻷﺷﺧﺎص ﯾﻌﻣﻠون ﻣﻌًﺎ دون ﻣﺷرف ﻟﺗﺧطﯾط وﺗﻧﺳﯾﻖ وﺗﻘﯾﯾم ﻋﻣﻠﮭم‬- (‫اﻻﺳﺗﻘﻼﻟﯾﺔ ) ُﻣدار ذاﺗﯾًﺎ‬
Cross-functional work teams- various disciplines are involved in a project from
the beginning
‫ ﺗﺷﺎرك ﻣﺧﺗﻠف اﻟﺗﺧﺻﺻﺎت ﻓﻲ اﻟﻣﺷروع ﻣﻧذ اﻟﺑداﯾﺔ‬- ‫ﻓرق ﻋﻣل ﻣﺗﻌددة اﻟوظﺎﺋف‬
Concurrent engineering- specialists work side-by-side and compare notes
constantly to design cost-effective products with features customers want
‫ﯾﻌﻣل اﻟﻣﺗﺧﺻﺻون اﻟﮭﻧدﺳﯾون اﻟﻣﺗزاﻣﻧون ﺟﻧﺑًﺎ إﻟﻰ ﺟﻧب وﯾﻘﺎرﻧون اﻟﻣﻼﺣظﺎت ﺑﺎﺳﺗﻣرار ﻟﺗﺻﻣﯾم ﻣﻧﺗﺟﺎت ﻓﻌﺎﻟﺔ ﻣن‬
‫ﺣﯾث اﻟﺗﻛﻠﻔﺔ ﻣﻊ اﻟﻣﯾزات اﻟﺗﻲ ﯾرﯾدھﺎ اﻟﻌﻣﻼء‬

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4.4 Scanning Functional Resources and Capabilities

Strategic Human Resource Issues

‫ﻗﺿﺎﯾﺎ اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
Virtual Teams- groups of geographically or organizationally dispersed
coworkers that are assembled using a combination of
telecommunications and information technologies to accomplish
organizational tasks- driven by 5 trends
‫ ﻣﺟﻣوﻋﺎت ﻣن زﻣﻼء اﻟﻌﻣل اﻟﻣﺗوزﻋﯾن ﺟﻐراﻓﯾًﺎ أو ﺗﻧظﯾﻣﯾًﺎ واﻟﺗﻲ ﯾﺗم ﺗﺟﻣﯾﻌﮭﺎ‬- ‫اﻟﻔرق اﻻﻓﺗراﺿﯾﺔ‬
‫ ﻣدﻓوﻋﺔ ﺑﺧﻣﺳﺔ‬- ‫ﺑﺎﺳﺗﺧدام ﻣﺟﻣوﻋﺔ ﻣن ﺗﻘﻧﯾﺎت اﻻﺗﺻﺎﻻت واﻟﻣﻌﻠوﻣﺎت ﻹﻧﺟﺎز اﻟﻣﮭﺎم اﻟﺗﻧظﯾﻣﯾﺔ‬
‫اﺗﺟﺎھﺎت‬

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4.4 Scanning Functional Resources and Capabilities

Strategic Human Resource Issues

‫ﻗﺿﺎﯾﺎ اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
• Flatter organizational structures ‫ ﺗﻘﺎرب اﻟﮭﯾﺎﻛل اﻟﺗﻧظﯾﻣﯾﺔ‬/‫ﻣﻼﺻﻘﺔ‬
• Turbulent environments ‫اﻟﺑﯾﺋﺎت اﻟﻣﺿطرﺑﺔ‬
• Increased employee autonomy ‫زﯾﺎدة اﺳﺗﻘﻼﻟﯾﺔ اﻟﻣوظﻔﯾن‬
• Higher knowledge requirements ‫ﻣﺗطﻠﺑﺎت اﻟﻣﻌرﻓﺔ اﻟﻌﻠﯾﺎ‬
• Increased globalization ‫زﯾﺎدة اﻟﻌوﻟﻣﺔ‬
• Increased employee decision making ‫زﯾﺎدة اﺗﺧﺎذ اﻟﻘرار ﻟدى اﻟﻣوظﻔﯾن‬

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4.4 Scanning Functional Resources and Capabilities

Strategic Human Resource Issues

‫ﻗﺿﺎﯾﺎ اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
Quality of work life- includes improvements in:
:‫ ﺗﺗﺿﻣن ﺗﺣﺳﯾﻧﺎت ﻓﻲ‬- ‫ﺟودة ﺣﯾﺎة اﻟﻌﻣل‬
• Introducing participative problem solving ‫ﺗﻘدﯾم ﺣل ﻟﻠﻣﺷﻛﻼت اﻟﺗﺷﺎرﻛﯾﺔ‬
• Restructuring work ‫إﻋﺎدة ھﯾﻛﻠﺔ اﻟﻌﻣل‬
• Introducing innovative reward systems ‫ﺗﻘدﯾم أﻧظﻣﺔ ﻣﻛﺎﻓﺂت ﻣﺑﺗﻛرة‬
• Improving the work environment ‫ﺗﺣﺳﯾن ﺑﯾﺋﺔ اﻟﻌﻣل‬

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4.4 Scanning Functional Resources and Capabilities

Strategic Human Resource Issues

‫ﻗﺿﺎﯾﺎ اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
Human diversity- the mix in the workplace of people from
different races, cultures and backgrounds
‫ ﻣزﯾﺞ ﻓﻲ ﻣﻛﺎن اﻟﻌﻣل ﻣن اﻟﻧﺎس ﻣن أﻋراق وﺛﻘﺎﻓﺎت وﺧﻠﻔﯾﺎت ﻣﺧﺗﻠﻔﺔ‬- ‫اﻟﺗﻧوع اﻟﺑﺷري‬
• Provides a sustainable competitive advantage
‫ﯾوﻓر ﻣﯾزة ﺗﻧﺎﻓﺳﯾﺔ ﻣﺳﺗداﻣﺔ‬

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4.4 Scanning Functional Resources and Capabilities

Strategic Information Systems/Technology Issues

‫ﻗﺿﺎﯾﺎ اﻟﺗﻛﻧوﻟوﺟﯾﺎ‬/‫ﻧظم اﻟﻣﻌﻠوﻣﺎت اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
Information systems/technology contributions to
performance:
:‫ﻣﺳﺎھﻣﺎت اﻟﺗﻛﻧوﻟوﺟﯾﺎ ﻓﻲ اﻷداء‬/‫ﻧظم اﻟﻣﻌﻠوﻣﺎت‬
• Automation of back office processes ‫أﺗﻣﺗﺔ ﻋﻣﻠﯾﺎت اﻟﻣﻛﺗب اﻟﺧﻠﻔﻲ‬
• Automation of individual tasks ‫أﺗﻣﺗﺔ اﻟﻣﮭﺎم اﻟﻔردﯾﺔ‬
• Enhancement of key business functions ‫ﺗﻌزﯾز وظﺎﺋف اﻟﻌﻣل اﻟرﺋﯾﺳﯾﺔ‬
• Development of a competitive advantage ‫ﺗطوﯾر اﻟﻣﯾزة اﻟﺗﻧﺎﻓﺳﯾﺔ‬

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4.4 Scanning Functional Resources and Capabilities

Strategic Information Systems/Technology Issues

‫ﻗﺿﺎﯾﺎ اﻟﺗﻛﻧوﻟوﺟﯾﺎ‬/‫ﻧظم اﻟﻣﻌﻠوﻣﺎت اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
Current trends in Information systems/technology
Internet include:
:‫ﺗﻛﻧوﻟوﺟﯾﺎ اﻹﻧﺗرﻧت ﻣﺎ ﯾﻠﻲ‬/‫ﺗﺷﻣل اﻻﺗﺟﺎھﺎت اﻟﺣﺎﻟﯾﺔ ﻓﻲ ﻧظم اﻟﻣﻌﻠوﻣﺎت‬
• Intranet ‫اﻟﺷﺑﻛﺔ اﻟداﺧﻠﯾﺔ‬
• Extranet ‫اﻟﺷﺑﻛﺔ اﻟﺧﺎرﺟﯾﺔ‬
• Web 2.0‫اﻟوﯾب‬

5-46
4.4 Scanning Functional Resources and Capabilities

Strategic Information Systems/Technology Issues

‫ﻗﺿﺎﯾﺎ اﻟﺗﻛﻧوﻟوﺟﯾﺎ‬/‫ﻧظم اﻟﻣﻌﻠوﻣﺎت اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
Supply chain management- networks for sourcing raw materials,
manufacturing products or creating services, storing, and
distributing goods, and delivering them to customers and
consumers
‫ ﺷﺑﻛﺎت ﻟﻠﺣﺻول ﻋﻠﻰ اﻟﻣواد اﻟﺧﺎم وﺗﺻﻧﯾﻊ اﻟﻣﻧﺗﺟﺎت أو إﻧﺷﺎء اﻟﺧدﻣﺎت‬- ‫إدارة ﺳﻠﺳﻠﺔ اﻟﺗورﯾد‬
‫وﺗﺧزﯾن وﺗوزﯾﻊ اﻟﺑﺿﺎﺋﻊ وﺗﺳﻠﯾﻣﮭﺎ ﻟﻠﻌﻣﻼء واﻟﻣﺳﺗﮭﻠﻛﯾن‬

5-47
4.5 Synthesis of Internal Factors

5-48
Quiz: True and False
1. Organizational analysis- concerned with identifying and developing an organization’s resources and core
competencies.
2. Capabilities- a corporation’s ability to analyze its resources.
3. Core competency- a collection of competencies that cross divisional boundaries, is wide-spread
throughout the corporation and is something the corporation does well.
4. The aim of internal scanning is to identify and classify resources in terms of strengths and weaknesses.
5. Replicability is the ability of competitors to use duplicated resources and capabilities to imitate the other
firm’s success.
6. Value chain is a linked set of value creating activities starting with input and ending by output.
7. Corporate value chain analysis included both primary activities and fundamental ones.
8. Brand is a name given to a company which identifies that item in the mind of the consumer.
9. Corporate reputation is a widely held perception of a company by the employees.
10.In order to determine Market position, you need to know What are our products?

49
Strategic Management 1310

Thank you For

listening
These slides from
THOMAS L. WHEELEN & J. DAVID HUNGER (2012) STRATEGIC MANAGEMENT &
BUSINESS POLICY. 13th Edition, Pearson Prentice Hall, Inc.
50
Course title: Strategic management (BUS 1310)

Chapter 4
SWOT Analysis: Strengths, Weaknesses,
Opportunities, and Threats
‫ﻧﻘﺎط اﻟﻘوة واﻟﺿﻌف واﻟﻔرص واﻟﺗﮭدﯾدات‬: ‫ﺗﺣﻠﯾل اﺳوت‬

1
Chapter 4: Learning Objectives ‫اھداف اﻟدراﺳﺔ‬

5.1 Understand What is a SWOT analysis and why should you

use one
‫ﻓﮭم ﻣﺎ ھو ﺗﺣﻠﯾل اﺳوت وﻟﻣﺎذا ﯾﺟب ﻋﻠﯾك اﺳﺗﺧداﻣﮫ‬
5.2 Understand When do you use SWOT
‫ﻓﮭم ﻣﺗﻲ ﻧﺳﺗﺧدم ﺗﺣﻠﯾل اﺳوت‬
5 .3 Identify the elements of a SWOT analysis
‫ﻓﮭم ﻋﻧﺎﺻروﻣﻛوﻧﺎت ﺗﺣﻠﯾل اﺳوت‬
5.4 Understand How do you create a SWOT analysis ‫ﻓﮭم ﻛﯾﻔﯾﺔ ﺑﻧﺎء‬
‫ ﻣﺻﻔوﻓﺔ اﺳوت‬-
Contents‫اﻟﻣﺣﺗوﯾﺎت‬:
• What is a SWOT analysis and why should you use one?
‫• ﻣﺎ ھو ﺗﺣﻠﯾل اﺳوت ؟وﻟﻣﺎذا ﯾﺟب ﻋﻠﯾك اﺳﺗﺧداﻣﮫ؟‬
• When do you use SWOT?
‫• ﻣﺗﻲ ﻧﺳﺗﺧدم ﺗﺣﻠﯾل اﺳوت‬
• What are the elements of a SWOT analysis?
‫• ﻣﺎ ھﻲ ﻋﻧﺎﺻر ﺗﺣﻠﯾل اﺳوت‬
• Listing Your Internal Factors: Strengths and Weaknesses (S, W)
‫• ﻗﺎﺋﻣﺔ اﻟﻌواﻣل اﻟداﺧﻠﯾﺔ اﻟﺧﺎﺻﺔ ﺑﻧﻘﺎط اﻟﻘوة واﻟﺿﻌف‬
• Listing External Factors: Opportunities and Threats (O,T)
‫ادراج اﻟﻌواﻣل اﻟﺧﺎرﺟﯾﺔ اﻟﻔرص واﻟﺗﮭدﯾدات‬
• How do you create a SWOT analysis?
‫• ﻛﯾف ﯾﻣﻛﻧك ﺑﻧﺎء ﺗﺣﻠﯾل اﺳوت‬
• How do you use your SWOT analysis?
‫• ﻛﯾف ﺗﺳﺗﺧدم ﺗﺣﻠﯾل اﺳوت اﻟﺧﺎص ﺑك‬
• In Summary‫اﻟﻣﻠﺧص‬

3
 What is a SWOT analysis and why should you use one?
‫ﻣﺎ ﻫﻮ ﺗﺤﻠ ﻞ اﺳﻮت ؟وﻟﻤﺎذا ﺠﺐ ﻋﻠ ﻚ اﺳﺘﺨﺪاﻣﻪ‬

A SWOT analysis guides you to identify the positives and negatives inside your
organization (Strength & Weakness) and outside of it, in the external
environment (Opportunity & Threat). Developing a full awareness of your
situation can help with both strategic planning and decision -making.
‫ﻳﺮﺷﺪك ﺗﺤﻠ ﻞ اﺳﻮﺗﺎ ﺗﺤﺪ ﺪ اﻻ ﺠﺎﺑ ﺎت واﻟﺴﻠﺒ ﺎت داﺧﻞ ﻣﺆﺳﺴﺘﻚ )اﻟﻘﻮة واﻟﻀﻌﻒ( وﺧﺎرﺟﻬﺎ‬
‫اﻟ ﺎﻣﻞ ﻤﻮﻗﻔﻚ ﻤﻜﻦ ان ﺴﺎﻋﺪ‬ ‫اﻟﺒ ﺌﺔ اﻟﺨﺎرﺟ ﺔ )اﻟﻔﺮص واﻟﺘﻬﺪ ﺪات(ان ﺗﻄ ﺮ اﻟﻮ‬
‫واﺗﺨﺎذ اﻟﻘﺮار‬ ‫اﻟﺘﺨﻄ ﻄﺎﻻﺳ اﺗ‬

4
 When do you use SWOT?
‫ﻣ ﺴﺘﺨﺪم ﺗﺤﻠ ﻞ اﺳﻮت‬

You might use it to:‫ ﻤﻜﻨﻚ اﺳﺘﺨﺪاﻣﻪ ﻣﻦ اﺟﻞ‬:

•Explore possibilities to problems. ‫اﺳﺘﻜﺸﺎف اﺣﺘﻤﺎﻻت اﻟﻤﺸﺎ ﻞ‬
•Make decisions for your initiative.‫اﺗﺨﺎذ ﻗﺮارات ﻟﻤ ﺎدراﺗﻚ‬
•Determine where change is possible. ‫ﺗﺤﺪ ﺪ اﻳﻦ ﻤﻜﻦ ان ﻧﻐ‬
•Adjust and refine plans mid-course. ‫ﻣﻨﺘﺼﻒ‬ ‫اﻟﺨﻄﻂ‬ ‫ﺿ ﻂ وﺗﺤﺴ‬
‫اﻟﺪورة‬

5
 What are the elements of a SWOT analysis?
‫ﻣﺎ ﻋﻨﺎ ﺗﺤﻠ ﻞ اﺳﻮت‬

A SWOT analysis focuses on Strengths, Weaknesses, Opportunities, and

Threats.‫ﻳﺮﻛﺰ ﺗﺤﻠ ﻞ اﺳﻮت ﻋ ﻧﻘﺎط اﻟﻘﻮة واﻟﻀﻌﻒ واﻟﻔﺮص واﻟﺘﻬﺪ ﺪات‬
Ask participants to answer these simple questions: what are the strengths
and weaknesses of your group, community, or effort, and what are the
opportunities and threats facing it? ‫اﻃﻠﺐ ﻣﻦ اﻟﻤﺸﺎرﻛ اﻻﺟﺎ ﺔ ﻋ اﻻﺳﺌﻠﺔ اﻟ ﺴ ﻄﺔ‬
‫ وﻣﺎ اﻟﻔﺮص واﻟﺘﻬﺪ ﺪات‬. ‫ﻣﺎ ﻧﻘﺎط اﻟﻘﻮة واﻟﻀﻌﻒ ﻣﺠﻤﻮﻋﺘﻚ او ﻣﺠﺘﻤﻌﻚ او ﺟﻬﺪك‬:
‫اﻟ ﺗﻮاﺟﻬﻬﺎ‬.

‫ﻧﻘﺎط اﻟﻘﻮة‬ ‫اﻟﻔﺮص‬ ‫اﻟﺘﻬﺪ ﺪات‬

‫ﻧﻘﺎط اﻟﻀﻌﻒ‬

6
 What are the elements of a SWOT analysis?
‫ﻣﺎ ﻋﻨﺎ ﺗﺤﻠ ﻞ اﺳﻮت‬

If a looser structure helps you brainstorm, you can group positives and
negatives to think broadly about your organization and its external
environment. ‫ﻓ ﻤﻜﻨﻚ ﺗﺠﻤﻴﻊ‬، ‫اذا ﺎن اﻟﻬ ﺎ ﻞ اﻻ ﻣﺮوﻧﺔ ﺴﺎﻋﺪك ﻋ ﺗ ﺎدل اﻻﻓ ﺎر‬
‫اﻻ ﺠﺎﺑ ﺎت واﺳﻠﺒ ﺎت ﻟﻠﺘﻔﻜ ﻋ ﻧﻈﺎق واﺳﻊ ﺣﻮل ﻣﺆﺳﺴﺘﻚ‬

‫ﻧﻘﺎط اﻟﻘﻮة‬ ‫ﻧﻘﺎط اﻟﻀﻌﻒ‬

‫أﺻول‬ ‫ﺣدود‬
‫ﻣوارد‬ ‫ﻗﯾود‬
‫ﻓرص‬ ‫ﺗﮭدﯾدات‬
‫آﻓﺎق‬ ‫ﺗﺣدﯾﺎت‬

7
 ‫ﺗﺤﻠ ﻞ اﺳﻮت?‪What are the elements of a SWOT analysis‬‬ ‫ﻋﻨﺎ‬ ‫ﻣﺎ‬

‫‪Below is a third option for structuring your SWOT analysis, which may be‬‬
‫‪appropriate for a larger initiative that requires detailed planning. This‬‬
‫‪"TOWS Matrix" is adapted from Fred David's Strategic Management text.‬‬
‫ﻳﻮﺟﺪ ادﻧﺎە ﺧ ﺎر ﺛﺎﻟﺚ ﻟﺘﻨﻈ ﻢ ﺗﺤﻠ ﻞ اﺳﻮت اﻟﺨﺎص ﻚ‪.‬واﻟﺬي ﻗﺪ ﻜﻮن ﻣﻨﺎﺳ ﺎ ﻟﻤ ﺎدرة ا ﺗﺘﻄﻠﺐ ﺗﺨﻄ ﻄﺎ‬
‫ﺗﻔﺼ ﻠ ﺎ ‪-‬ﻣﺼﻔﻮﻓﺔ ﺳﻮت ﻫﺬە ﻣﻘ ﺴﺔ ﻣﻦ ﻧﺺ اﻻدارة اﻻﺳ اﺗ ﺠ ﺔ ﻟﻔ ﺪد ﻔ ﺪ‬

‫اﻟﻔرﺻﺔ ‪-‬اﻟﻘوة ‪:‬اﺳﺗراﺗﯾﺟﯾﺎت ﺗﺳﺗﺧدم ﻧﻘﺎط اﻟﻘﻮة‬ ‫اﻟﻔرﺻﺔ ‪-‬اﻟﺿﻌف ‪:‬اﺳﺗراﺗﯾﺟﯾﺎت ﺗﺗﻐﻠب ﻋﻠﻰ‬
‫ﻟﻼﺳﺗﻔﺎدة ﻣن اﻟﻔرص‬ ‫ﻧﻘﺎط اﻟﺿﻌف ﻣن ﺧﻼل اﻻﺳﺗﻔﺎدة ﻣن اﻟﻔرص‬

‫اﻟﺗﮭدﯾد ‪-‬اﻟﻘوة ‪:‬اﻻﺳﺗراﺗﯾﺟﯾﺎت ﺗﺳﺗﺧدم ﻧﻘﺎط‬ ‫اﻟﺗﮭدﯾد ‪-‬اﻟﺿﻌف ‪:‬اﻻﺳﺗراﺗﯾﺟﯾﺎت ﺗﻘﻠل ﻣن‬
‫اﻟﻘﻮة ﻟﺗﺟﻧب اﻟﺗﮭدﯾدات‬ ‫ﻧﻘﺎط اﻟﺿﻌف وﺗﺗﺟﻧب اﻟﺗﮭدﯾدات‬
‫‪8‬‬
 What are the elements of a SWOT analysis?
‫ﻣﺎ ﻋﻨﺎ ﺗﺤﻠ ﻞ اﺳﻮت‬

David gives an example for Campbell Soup Company that stresses financial
goals, but it also illustrates how you can pair the items within a SWOT grid to
develop strategies. (This version of the chart is abbreviated.)
‫ﻌ د ﻔ ﺪ ﻣﺜﺎﻻ ﻟ ﻛﺔ ﻛﻮﻣ ﻞ ﻟﻠﺤﺴﺎء اﻟ ﺗﺆﻛﺪ ﻋ اﻻﻫﺪاف اﻟﻤﺎﻟ ﺔ وﻟ ﻨﻬﺎ ﺗﻮﺿﺢ ا ﻀﺎ ﻛ ﻒ ﻤﻜﻨﻚ اﻗﺮان‬
‫اﻟﻌﻨﺎ داﺧﻞ ﺷ ﻜﺔ اﺳﻮت ﻟﺘﻄ ﺮ اﻻﺳ اﺗ ﺠ ﺎت‬

9
 Listing Your Internal Factors:
Strengths and Weaknesses (S, W)
‫ﻗﺎﺋﻣﺔ اﻟﻌواﻣل اﻟداﺧﻠﯾﺔ اﻟداﺧﻠﯾﺔ اﻟﺧﺎﺻﺔ ﺑﻛﻧﻘﺎط اﻟﻘوة واﻟﺿﻌف‬

General areas to consider‫اﻟﻤﺠﺎﻻت اﻟﻌﺎﻣﺔ ﻟﻠﻨﻈﺮ ﻓﻴﻬﺎ‬-

• Human resources - staff, volunteers, board members,
target population ‫اﻋﻀﺎء‬- ‫اﻟﻤﺘﻄﻮﻋ‬- ‫اﻟﻤﻮﻇﻔ‬-‫اﻟﻤﻮارد اﻟ ﺔ‬
‫اﻟﺴ ﺎن اﻟﻤﺴﺘﻬﺪﻓ‬-‫ﻣﺠﻠﺲ اﻻدارة‬
• Physical resources - your location, building, equipment
‫اﻟﻤﻌﺪات‬- ‫اﻟﻤﺒ‬-‫ﻣﻮﻗﻌﻚ‬-‫اﻟﻤﻮارد اﻟﻤﺎﻟ ﺔ‬
• Financial - grants, funding agencies, other sources of
income ‫اﻟﻤﻨﺢ وو ﺎﻻت اﻟﺘﻤ ﻞ وﻣﺼﺎدر اﻟﺪﺧﻞ اﻻﺧﺮي‬-‫اﻟﻤﺎﻟ ﺔ‬
• Activities and processes - programs you run, systems you
employ‫اﻻﻧﻈﻤﺔ اﻟ ﺴﺘﺨﺪﻣﻬﺎ‬- ‫اﻟ اﻣﺞ اﻟ ﺗﺪﻳﺮﻫﺎ‬- ‫اﻻ ﺸﻄﺔ واﻟﻌﻤﻠ ﺎت‬
-
• Past experiences - building blocks for learning and
success, your reputation in the community - ‫اﻟﺨ ات اﻟﺴﺎ ﻘﺔ‬
‫اﻟﻠﺒﻨﺎت اﻻﺳﺎﺳ ﺔ ﻟﻠﺘﻌﻠ ﻢ واﻟﻨﺠﺎح وﺳﻤﻌﺘﻚ اﻟﻤﺠﺘﻤﻊ‬
10
 Listing External Factors:
Opportunities and Threats (O, T)
‫ادراج اﻟﻌواﻣل اﻟﺧﺎرﺟﯾﺔ اﻟﻔرص واﻟﺗﮭدﯾدات‬

Forces and facts that your group does not control include ‫ﺸﻤﻞ اﻟﻘﻮي واﻟﺤﻘﺎﺋﻖ اﻟ ﻻ‬
‫ ﺴ ﻄﺮ ﻋﻠﻴﻬﺎ ﻣﺠﻤﻮﻋﺘﻚ‬:
• Future trends in your field or the culture ‫اﻻﺗﺠﺎﻫﺎت اﻟﻤﺴﺘﻘ ﻠ ﺔ ﻣﺠﺎل ﻋﻤﻠﻚ او‬
‫اﻟﺜﻘﺎﻓﺔ‬
• The economy - local, national, or international ‫اﻻﻗﺘﺼﺎد ﻣﺤ وﻃ دو‬
• Funding sources - foundations, donors, legislatures- ‫ﻣﺼﺎدر اﻟﺘﻤ ﻞ‬
‫اﻟﻬﻴﺌﺎﺗﺎﻟ ﻌ ﺔ‬- ‫اﻟﺠﻬﺎت اﻟﻤﺎﻧﺤﺔ‬- ‫اﻟﻤﺆﺳﺴﺎت‬
• Demographics - changes in the age, race, gender, culture of those you
serve or in your area ‫اﻟﺘﻐ ات اﻟﻌﻤﺮ او اﻟﻌﺮق او اﻟﺠ ﺲ او ﺛﻘﺎﻓﺔ‬- ‫اﻟ ﻛﻴ ﺔ اﻟﺴ ﺎﻧ ﺔ‬
‫اﻻﺷﺨﺎص اﻟﺬﻳﻦ ﺗﺨﺪﻣﻬﻢ ﻣﻨﻄﻘﺘﻚ‬
• The physical environment (Is your building in a growing part of town? Is
the bus company cutting routes?) ‫اﻟﺒ ﺌﺔ اﻟﻤﺎد ﺔ ﻫﻞ اﻟﻤﺒ اﻟﺨﺎص ﻚ ﻘﻊ‬
‫ﻫﻞ ﺗﻘﻮﻣ ﻛﺔ اﻻﺗﺼﺎﻻت ﻘﻄﻊ اﻟﻄ ﻖ‬- ‫وﺳﻂ اﻟﻤﺪﻳﻨﻪ‬
• Legislation (Do new federal requirements make your job harder...or
easier?)‫اﻟ ﻌﺎت اﻟﻤﺘﻄﻠ ﺎت اﻟﻔﺪراﻟ ﺔ اﻟﺠﺪ ﺪة ﺗﺠﻌﻞ ﻋﻤﻠﻚ ا ﺻﻌ ﺔ ام ﺳﻬﻮﻟﺔ‬
• Local, national or international events ‫اﻻﺣﺪاث اﻟﻤﺤﻠ ﺔ او اﻟﻮﻃﻨ ﺔ او اﻟﺪوﻟ ﺔ‬

11
 How do you create a SWOT analysis?
‫ﻛﯾف ﯾﻣﻛﻧك اﻧﺷﺎء ﺗﺣﻠﯾل اﺳوت‬

• Who develops the SWOT?‫ﻣﻦ ﻘﻮم ﺑﺘﻄ ﺮە‬

• When and where do you develop a SWOT analysis? ‫ﻣ‬
‫واﻳﻦ ﻧﻘﻮم ﺑﺘﻄ ﺮە‬
• How do you develop a SWOT analysis? ‫ﻛ ﻒ ﻤﻜﻨﻚ ﺗﻄ ﺮ‬
‫ﺗﺤﻠ ﻞ اﺳﻮت‬

12
 How do you create a SWOT analysis?
‫ﻛﯾف ﯾﻣﻛﻧك اﻧﺷﺎء ﺗﺣﻠﯾل اﺳوت‬

Steps for conducting a SWOT analysis:‫اﻟﺧطوات‬

•Designate a leader or group facilitator.‫ﺗﻌﯾﯾن ﻗﺎﺋد ﻟﻠﻣﺟﻣوﻋﺔ‬
•Designate a recorder to back up the leader if your group is large. ‫ﻗم ﺑﺗﻌﯾﯾن ﺑﺗﻌﯾﯾن‬
‫ﻣﺳﺟل ﻟدﻋم اﻟﻘﺎﺋد اذا ﻛﺎﻧت اﻟﻣﺟﻣوﻋﺔ ﻛﺑﯾرة‬
•Introduce the SWOT method and its purpose in your organization. ‫ﻗدم طرﯾﻘﺔ ﺳوت‬
‫واﻟﻐرض ﻣﻧﮭﺎ ﻓﻲ ﻣؤﺳﺳﺗك‬
•Let all participants introduce themselves.‫دع ﺟﻣﯾﻊ اﻟﻣﺷﺎرﻛﯾن ﯾﻘدﻣون اﻧﻔﺳﮭم‬
•Have each group designate a recorder; direct them to create a ‫اطﻠب ﻣن ﻛل ﻣﺟﻣوﻋﺔ‬
‫ ﺗﻌﯾﯾن ﻣﺳﺟل وﺗوﺟﯾﮭﮭم ﻻﻧﺷﺎء ﺗﺣﻠﯾل اﺳوت‬SWOT analysis.
•Reconvene the group at the agreed-upon time to share results. ‫ﻗم ﺑﺎﻋﺎدةﻋﻘد اﺟﺗﻣﺎع‬
‫ﺑﺎﻟﻣﺟﻣوﻋﺔ ﻓﻲ اﻟوﻗت اﻟﻣﺣددﻋﻠﯾﮫ ﻟﻣﺷﺎرﻛﺔ اﻟﻧﺗﺎﺋﺞ‬
•Discuss and record the results.‫ﻣﻧﺎﻗﺷﺔ وﺗﺳﺟﯾل اﻟﻧﺗﺎﺋﺞ‬
•Prepare a written summary of the SWOT analysis to give to participants. ‫اﻋداد‬
‫ﻣﻠﺧص ﻣﻛﺗوب ﻟﺗﺣﻠﯾل اﺳوت ﻟﺗﻘدﯾﻣﮫ ﻟﻠﻣﺷﺎرﻛﯾن‬

13
 How do you use your SWOT analysis?
‫ﻛﯾف ﺗﺳﺗﺧدم ﺗﺣﻠﯾل اﺳوت اﻟﺧﺎص ﺑك‬

Use it to:‫اﺳﺘﺨﺪﻣﻪ ل‬
• Identify the issues or problems you intend to
change.‫ﺗﺤﺪ ﺪ اﻟﻘﻀﺎ ﺎ او اﻟﻤﺸﺎ ﻞ اﻟ ﺗﻨﻮي ﺗﻐﻴ ﻫﺎ‬
• Set or reaffirm goals.‫ﺗﺤﺪ ﺪ اﻻﻫﺪاف او اﻋﺎدة ﺗﺎ ﺪﻫﺎ‬
• Create an action plan.‫ا ﺸﺎء ﺧﻄﺔ ﻋﻤﻞ‬

14
 In Summary
‫ﻓﻲ اﻟﻣﻠﺧص‬
A realistic recognition of the weaknesses and threats that exist for your
effort is the first step to countering them with a robust set of strategies
that build upon strengths and opportunities. A SWOT analysis identifies
your strengths, weaknesses, opportunities and threats to assist you in
making strategic plans and decisions
‫ان اﻻدراك اﻟﻮاﻗ ﻟﻨﻘﺎط اﻟﻀﻌﻒ واﻟﺘﻬﺪ ﺪات ﺟﻬﻮدك ﻫﻮ اﻟﺨﻄﻮة اﻻو ﻟﻤﻮاﺟﻬﺘﻬﺎ‬
‫ ﺤﺪد ﺗﺤﻠ ﻞ اﺳﻮت‬. ‫ﻤﺠﻤﻮﻋﺔ ﻗ ﺔ ﻣﻦ اﻻﺳ اﺗ ﺠ ﺎت اﻟ ﺗﻌﺘﻤﺪ ﻋ ﻧﻘﺎط اﻟﻘﻮة واﻟﻔﺮص‬
‫ﻧﻘﺎط اﻟﻘﻮة واﻟﻀﻌﻒ واﻟﻔﺮص واﻟﺘﻬﺪ ﺪات ﻟﺪ ﻚ ﻟﻤﺴﺎﻋﺪﺗﻚ اﺗﺨﺎذ اﻟﺨﻄﻂ واﻟﻘﺮارات‬
‫اﻻﺳ اﺗ ﺠ ﺔ‬

15
Course title: Strategic management (BUS 1310)

Thank you For

listening

These slides from

Kansas University (link) ctb.ku.edu university community tool box

16
 ‫اﺳم اﻟﻣﻘرر‪ :‬اﻹدارة اﻻﺳﺗراﺗﯾﺟﯾﺔ‬

‫اﻟﻔﺻل اﻟﺧﺎﻣس‬
‫اﻟﺑداﺋل اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
 ‫اﻷھداف اﻟدراﺳﯾﺔ ﻟﻠﻔﺻل‬
‫ﺑﻘراءﺗك ﻟﮭذا اﻟﻔﺻل ﺳﺗﺗﻌرف ﻋﻠﻲ‪:‬‬
‫‪ ‬اﻟﻌواﻣل اﻟﺗﻲ ﺗؤﺧذ ﻓﻲ اﻻﻋﺗﺑﺎر ﻋﻧد اﻟﻣﻔﺎﺿﻠﺔ ﺑﯾن ﺑداﺋل اﻻﺳﺗراﺗﯾﺟﯾﺎت‪.‬‬
‫‪ ‬ﺗﻘﺳﯾﻣﺎت اﻟﺑداﺋل اﻻﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
‫‪ ‬ﻧﻣوذج ﻣﺗﻛﺎﻣل ﻟﻠﺑداﺋل اﻻﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
 ‫ﻣﺣﺗوﯾﺎت اﻟﻔﺻل‬
‫‪ .1‬اﻟﻌواﻣل اﻟﺗﻲ ﺗؤﺧذ ﻓﻲ اﻻﻋﺗﺑﺎر ﻋﻧد اﻟﻣﻔﺎﺿﻠﺔ ﺑﯾن اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬

‫‪ .2‬ﺗﻘﺳﯾﻣﺎت اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬

‫‪ .3‬ﻧﻣوذج ﻣﺗﻛﺎﻣل ﻟﻠﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬

‫‪3‬‬
 ‫‪ .1‬اﻟﻌواﻣل اﻟﺗﻲ ﺗؤﺧذ ﻓﻲ اﻻﻋﺗﺑﺎر ﻋﻧد اﻟﻣﻔﺎﺿﻠﺔ ﺑﯾن اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬

‫اﻻﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬ ‫ﻣن أﺑرز اﻟﻌواﻣل اﻟﺗﻲ ﺗؤﺧذ ﻓﻲ اﻻﻋﺗﺑﺎر ﻋﻧد اﻟﻣﻔﺎﺿﻠﺔ ﺑﯾن ﻗﺎﺋﻣﺔ ﻣن اﻟﺑداﺋل‬
‫‪ ‬ﺗﺗﻌدد اﻟﻌواﻣل اﻟواﺟب دراﺳﺗﮭﺎ وﺗﺣﻠﯾﻠﮭﺎ ﻻﺧﺗﯾﺎر اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﻧﺎﺳﺑﺔ ﻟظروف‬
‫وإﻣﻛﺎﻧﯾﺎت اﻟﻣﻧظﻣﺔ‪ ،‬وﻣن أھم ھذه اﻟﻌواﻣل‪:‬‬
‫‪ .1‬اﻷھداف اﻟﺗﻲ ﺗﺳﻌﻰ اﻟﻣﻧظﻣﺔ إﻟﻰ ﺗﺣﻘﯾﻘﮭﺎ‪.‬‬
‫‪ .2‬اﻟﻘﯾود اﻟﺧﺎﺻﺔ ﺑﺎﻟﻔرص واﻟﻣﺧﺎطر اﻟﺑﯾﺋﯾﺔ‪.‬‬
‫‪ .3‬اﻟﻘﯾود اﻟﺧﺎﺻﺔ ﺑﻧواﺣﻲ اﻟﻘوة واﻟﺿﻌف اﻟﻣﺗﻌﻠﻘﺔ ﺑﺎﻟﻣﻧظﻣﺔ‪.‬‬
‫‪ .4‬ﻗﯾم اﻹدارة وأﺧﻼﻗﯾﺎﺗﮭﺎ‪ ،‬واﻟﻣﮭﺎرات اﻹدارﯾﺔ واﻟﺗﻧظﯾﻣﯾﺔ اﻟﻣﺗﺎﺣﺔ‪.‬‬
 ‫‪ .2‬ﺗﻘﺳﯾﻣﺎت اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
‫‪ ‬ﯾﻣﻛن وﺿﻊ ﺑداﺋل اﻻﺳﺗراﺗﯾﺟﯾﺎت ﻓﻲ ﻋدة ﺗﻘﺳﯾﻣﺎت ﻋﻠﻰ اﻟﻧﺣو اﻟﺗﺎﻟﻲ‪:‬‬
‫اﺳﺗراﺗﯾﺟﯾﺔ اﻹﺑﻘﺎء ﻋﻠﻰ اﻟوﺿﻊ اﻟﺣﺎﻟﻲ‪.‬‬ ‫‪.1‬‬
‫‪ .2‬اﺳﺗراﺗﯾﺟﯾﺔ اﻟﻧﻣو واﻟﺗوﺳﻊ‪ ،‬واﻟﺗﻲ ﺗﺄﺧذ أﺣد اﻷﺷﻛﺎل اﻟﺗﺎﻟﯾﺔ‪:‬‬
‫إﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗرﻛﯾز‪.‬‬ ‫أ‪-‬‬
‫ب‪ -‬إﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻧوع‪ ،‬وﺗﺄﺧذ أﺣد اﻷﺷﻛﺎل اﻟﺗﺎﻟﯾﺔ‪:‬‬
‫‪ ‬اﻟﺗﻧوع اﻟﻣرﺗﺑط وﻏﯾر اﻟﻣرﺗﺑط‪.‬‬
‫‪ ‬اﻟﺗﻧوع اﻟرأﺳﻲ واﻷﻓﻘﻲ‪.‬‬
‫‪ ‬اﻟﺗﻧوع اﻟداﺧﻠﻲ واﻟﺧﺎرﺟﻲ‪.‬‬
‫ت‪ -‬اﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﺷﺎرﻛﺔ‪.‬‬
‫‪ .3‬اﺳﺗراﺗﯾﺟﯾﺔ اﻹﻧﻛﻣﺎش‪ ،‬واﻟﺗﻲ ﻗد ﺗﺄﺧذ أﺣد اﻷﺷﻛﺎل اﻟﺗﺎﻟﯾﺔ‪:‬‬
‫أ‪ -‬ﺗﺧﻔﯾض ﺣﺟم اﻟﻌﻣﻠﯾﺎت‪.‬‬
‫ب‪ -‬اﻻﺳﺗﺳﻼم ﻟﺷرﻛﺔ أﺧرى‪.‬‬
‫ت‪ -‬اﻟﺗﺣول ﻛﻠﯾﺎ ً إﻟﻰ ﻧﺷﺎط آﺧر‪.‬‬
‫ث‪ -‬اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﺻﻔﯾﺔ وﺑﯾﻊ اﻷﺻول‪:‬‬
 ‫‪ .2‬ﺗﻘﺳﯾﻣﺎت اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ )ﺗﺎﺑﻊ(‬

‫أوﻻً‪ :‬اﺳﺗراﺗﯾﺟﯾﺔ اﻹﺑﻘﺎء ﻋﻠﻰ اﻟوﺿﻊ اﻟﺣﺎﻟﻲ‪:‬‬

‫ﺗﻣﺛل اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻲ ﺗﺳﺗﻣر اﻟﺷرﻛﺔ ﻣن ﺧﻼﻟﮭﺎ ﻓﻲ ﺧدﻣﺔ ﻋﻣﻼؤھﺎ ﺑﻧﻔس اﻷﺳﻠوب اﻟذي ﻛﺎن ﻣﺗﺑﻌﺎ ً ﻓﻲ‬ ‫‪‬‬
‫اﻟﻣﺎﺿﻲ‪ ،‬ﻓﻣزﯾﺞ اﻟﻣﻧﺗﺟﺎت‪ ،‬وﻗﻧوات اﻟﺗوزﯾﻊ‪ ،‬واﻷﺳواق‪ ،‬واﻟﻌﻣﻼء‪ ،‬ھذا إﻟﻰ ﺟﺎﻧب اﻷھداف اﻟﺗﺳوﯾﻘﯾﺔ ﺗﺑﻘﻲ ﻧﺳﺑﯾﺎ ً‬
‫ﺑﻼ ﺗﻐﯾﯾر‪ ،‬وﻋﺎدة ﻣﺎ ﯾﻘﺎس ﻣﺳﺗوي اﻷداء ﺑﻣﻌدل ﻧﻣو اﻟﻣﺑﯾﻌﺎت اﻟذي ﻏﺎﻟﺑﺎ ً ﻣﺎ ﯾﻛون ﻋﻧد ﻣﺳﺗواه اﻟﺳﺎﺑﻖ‪.‬‬
‫أھم اﻟﻣﺑررات اﻟداﻋﯾﺔ ﻻﺗﺑﺎع اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺑﻘﺎء ﻋﻠﻰ اﻟوﺿﻊ اﻟﺣﺎﻟﻲ‪:‬‬ ‫‪‬‬
‫رﻏﺑﺔ أﺻﺣﺎب اﻟﻣﻧﺷﺂت اﻟﺻﻐﯾرة واﻟﻧﺎﺟﺣﺔ ﻓﻲ ﻧﻔس اﻟوﻗت ﻓﻲ اﻟﻧﻣو ﻋﻠﻰ ﻣﮭل‪.‬‬ ‫‪.1‬‬
‫ﻗﻧﺎﻋﺔ أﺻﺣﺎب اﻟﻣﻧﺷﺂت ﺑﻣﺳﺗوﯾﺎت أرﺑﺎح ﻣﺗواﺿﻌﺔ ﻣﻊ اﻟﺣﻔﺎظ ﻋﻠﯾﮭﺎ وﺣﻣﺎﯾﺗﮭﺎ‪.‬‬ ‫‪.2‬‬
‫ﺗﺟﻧب اﻟﻣﺧﺎطر اﻟﻣﺗرﺗﺑﺔ ﻋﻠﻲ اﻟﻧﻣو واﻟﺗوﺳﻊ ﻓﻲ اﻷﻧﺷطﺔ‪ ،‬واﻟﻌﻣﻠﯾﺎت‪ ،‬واﻟﻣﻧﺗﺟﺎت‪ ،‬واﻷﺳواق‪.‬‬ ‫‪.3‬‬
‫ﺗﺧوف إدارة اﻟﻣﻧظﻣﺔ ﻣن زﯾﺎدة اﻷﻧﻔﺎق ﻋﻠﻰ اﻻﺳﺗﺛﻣﺎرات اﻹﺿﺎﻓﯾﺔ‪.‬‬ ‫‪.4‬‬
‫ﻗﺻور اﻹﻣﻛﺎﻧﯾﺎت اﻟﻣﺗﺎﺣﺔ ﻟدي اﻟﻣﻧظﻣﺔ‪.‬‬ ‫‪.5‬‬
‫ﻋدم ﺗوﻓر اﻟﻘدرات واﻟﻣﮭﺎرات اﻹدارﯾﺔ ذات اﻟﺧﺑرة واﻟدراﯾﺔ واﻟﺗﻲ ﺗﺗﻣﯾز ﺑدﻗﺔ اﻟﺗوﻗﻊ واﻟﺗﻧﺑؤ ﺑﻣﺳﺗﻘﺑل اﻷﻋﻣﺎل‪.‬‬ ‫‪.6‬‬
‫اﻟﻘﯾود اﻟﺑﯾﺋﯾﺔ اﻟﺗﻲ ﺗﻔرض ﻋﻠﻰ اﻟﻣﻧظﻣﺔ اﻻﺳﺗﻣرار ﺑﻧﻔس ﻣﻌدﻻت ﻧﻣوھﺎ اﻟﺣﺎﻟﯾﺔ‪.‬‬ ‫‪.7‬‬
‫وﻣن أھم اﻟﻣﺧﺎطر اﻟﺗﻲ ﺗﺗﻌرض ﻟﮭﺎ اﻟﻣﻧظﻣﺎت اﻟﺗﻲ ﺗﻧﺗﮭﺞ اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺑﻘﺎء ﻋﻠﻰ اﻟوﺿﻊ اﻟﺣﺎﻟﻲ‪:‬‬ ‫‪‬‬
‫اﻟﺗﻐﯾر ﻓﻲ اﻟظروف واﻟﻌواﻣل اﻟطﺑﯾﻌﯾﺔ‪.‬‬ ‫‪.1‬‬
‫ﺗﺳرب اﻟﻣﮭﺎرات واﻟﻛﻔﺎءات اﻟﺑﺷرﯾﺔ‪.‬‬ ‫‪.2‬‬
 ‫‪ .2‬ﺗﻘﺳﯾﻣﺎت اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ )ﺗﺎﺑﻊ(‬

‫ﺛﺎﻧﯾﺎ ً‪ :‬اﺳﺗراﺗﯾﺟﯾﺔ اﻟﻧﻣو واﻟﺗوﺳﻊ‪:‬‬

‫ﺑﺷﻛل ﻋﺎم ﻓﺈن اﻟﻧﻣو ﯾﺳﺎﻋد ﻋﻠﻰ ﺗﺣﻘﯾﻖ اﻟﻌدﯾد ﻣن اﻟﻣزاﯾﺎ ﻟﻠﻣﻧظﻣﺔ‪ ،‬ﻣﻧﮭﺎ‪:‬‬ ‫‪‬‬
‫ﻗدر أﻛﺑر ﻣن اﻷرﺑﺎح‪.‬‬ ‫‪.1‬‬
‫ﻣﻛﺎﻧﺔ أﻗوي ﻟﻠﻣﻧظﻣﺔ‪.‬‬ ‫‪.2‬‬
‫ﻣﻛﺎﻧﺔ وﺳﻣﻌﺔ أﻓﺿل ﻟﻠﻣدﯾرﯾن ﺑﺎﻟﻣﻧظﻣﺔ‪.‬‬ ‫‪.3‬‬
‫اﻟﺗﻣﺗﻊ ﺑﺎﻗﺗﺻﺎدﯾﺎت اﻟﺣﺟم اﻟﻛﺑﯾر‪.‬‬ ‫‪.4‬‬
‫إﻣﻛﺎﻧﯾﺔ اﻟﺳﯾطرة واﻟﻧﺟﺎح ﻓﻲ اﻷﺟل اﻟطوﯾل‪.‬‬ ‫‪.5‬‬
‫وﯾﻣﻛن أن ﯾﺗم اﻟﻧﻣو ﻣن ﺧﻼل ﻋدة اﺳﺗراﺗﯾﺟﯾﺎت‪ ،‬وذﻟك ﻋﻠﻰ اﻟﻧﺣو اﻟﺗﺎﻟﻲ‪:‬‬ ‫‪‬‬
‫إﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗرﻛﯾز‪.‬‬ ‫‪.1‬‬
‫إﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻧوع‪.‬‬ ‫‪.2‬‬
‫إﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﺷﺎرﻛﺔ‪.‬‬ ‫‪.3‬‬
 ‫‪ .2‬ﺗﻘﺳﯾﻣﺎت اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ )ﺗﺎﺑﻊ(‬
‫إﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗرﻛﯾز‪ :‬ﺗﺷﯾر ھذه اﻻﺳﺗراﺗﯾﺟﯾﺔ إﻟﻰ ﺗرﻛﯾز ﻧﺷﺎط اﻟﻣﻧظﻣﺔ ﻓﻲ ﻣﺟﺎل ﻣﺣدد ﺗﺗﺧﺻص ﻓﯾﮫ‪ ،‬ﻓﺗﻧﺗﺞ ﻧوع واﺣد ﻣن‬ ‫‪o‬‬
‫اﻟﻣﻧﺗﺟﺎت أو ﺗﺗﺧﺻص ﻓﻲ ﺧدﻣﺔ ﻧوع ﻣﻌﯾن ﻣن اﻟﻌﻣﻼء أو ﺗﻘدم ﻣﻧﺗﺟﺎﺗﮭﺎ ﻟﺳوق ﻣﻌﯾن ‪ ..‬وھﻛذا‪ ،‬وﺗﺗﯾﺢ اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗرﻛﯾز‬
‫ﻟﻠﻣﻧظﻣﺎت اﻟﺗﻲ ﺗﻧﺗﮭﺟﮭﺎ اﻟﺗﻣﺗﻊ ﺑﺎﻟﻌدﯾد ﻣن اﻟﻣزاﯾﺎ‪ ،‬ﻣﻧﮭﺎ‪:‬‬
‫اﻻﺳﺗﻔﺎدة ﻣن ﻣزاﯾﺎ اﻟﺗﺧﺻص‪.‬‬ ‫‪.1‬‬
‫اﻟﻘدرة ﻋﻠﻰ اﻟﺗﺟدﯾد واﻟﺗطوﯾر‪.‬‬ ‫‪.2‬‬
‫اﻛﺗﺳﺎب اﻟﻣزاﯾﺎ اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﻌﺎﻟﯾﺔ‪ ،‬ﻧﺗﯾﺟﺔ ﻟزﯾﺎدة اﻟﻛﻔﺎءة ﻓﻲ اﻟﻌﻣﻠﯾﺎت واﻟﻣﻧﺗﺟﺎت‪.‬‬ ‫‪.3‬‬
‫‪ ‬وﺑﺎﻟرﻏم ﻣن ﻣزاﯾﺎ ھذه اﻻﺳﺗراﺗﯾﺟﯾﺔ إﻻ أن اﻟﻣﻧظﻣﺎت ﻗد ﻻ ﺗﺣﺑذھﺎ ﻟﺳﺑب أو ﻵﺧر‪ ،‬وﻣن ﺑﯾن ﺗﻠك اﻷﺳﺑﺎب اﻵﺗﻲ‪:‬‬
‫ﻋدم اﻻﺳﺗﺟﺎﺑﺔ اﻟﺳرﯾﻌﺔ ﻟﻠﺗﻐﯾﯾر ﻓﻲ اﻟظروف اﻟﺑﯾﺋﯾﺔ اﻟﻣﺣﯾطﺔ‪.‬‬ ‫‪.1‬‬
‫ظﮭور ﻣﻧﺎﻓﺳﯾن ﺟدد ﯾﻌﻣﻠون ﻓﻲ ﻧﻔس اﻟﻣﺟﺎﻻت اﻟﺗﻲ ﺗرﻛز ﻋﻠﯾﮭﺎ اﻟﺷرﻛﺔ‪.‬‬ ‫‪.2‬‬
‫اﻟﺗطور اﻟﺗﺎرﯾﺧﻲ ﻗد ﯾﻣﺛل ﻗﯾدا ً ﻋﻠﻰ اﻟﺷرﻛﺔ اﻟﺗﻲ ﺗﺗﺑﻊ اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗرﻛﯾز إذ ﻻ ﺑدﯾل أﻣﺎﻣﮭﺎ ﺳوى اﻻﺳﺗﻌﺎﻧﺔ ﺑﺗﻛﻧوﻟوﺟﯾﺎ ﻣﻌﯾﻧﺔ‪.‬‬ ‫‪.3‬‬
‫ﺗوزﯾﻊ اﻟﻣﺧﺎطر ﻋﻠﻰ ﻣﺟﺎﻻت وﻣﻧﺗﺟﺎت ﻣﺗﻌددة ﻣﻣﺎ ﯾﺧﻔض ﻣن اﺣﺗﻣﺎل ﺗﻌرض اﻟﺷرﻛﺔ ﻟﺗﺣﻘﯾﻖ اﻟﺧﺳﺎﺋر‪.‬‬ ‫‪.4‬‬
‫اﻻﺗﺟﺎه إﻟﻰ إﺷﺑﺎع ﻣﺧﺗﻠف ﺣﺎﺟﺎت ورﻏﺑﺎت اﻟﻌﻣﻼء ﻟﻠﺣﻔﺎظ ﻋﻠﯾﮭم وﻛﺳب اﺳﺗﻣرارﯾﺔ ﺗﻌﺎﻣﻠﮭم ﻣﻊ اﻟﻣﻧظﻣﺔ‪.‬‬ ‫‪.5‬‬
‫ﻋدم اﻟﺗﻌرض ﻟﻠﺗوﻗف ﺑﺳﺑب اﻧﺧﻔﺎض أو ﻧدرة اﻟﻣواد اﻟﺧﺎم‪.‬‬ ‫‪.6‬‬
‫اﻻﺳﺗﻔﺎدة ﻣن اﻟطﺎﻗﺎت اﻟﻣﺗﺎﺣﺔ ﻟدى اﻟﺷرﻛﺔ ﺳواء ﻛﺎﻧت ﻣﺎدﯾﺔ أو ﺑﺷرﯾﮫ‪.‬‬ ‫‪.7‬‬
 ‫‪ .2‬ﺗﻘﺳﯾﻣﺎت اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ )ﺗﺎﺑﻊ(‬

‫إﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻧوع‪:‬‬ ‫‪o‬‬

‫ﺗﺳﺗﺧدم اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻧوع ﻣن اﺟل زﯾﺎدة واﺗﺳﺎع ﻓرص اﻟﺷرﻛﺔ وذﻟك ﻋن طرﯾﻖ إﺿﺎﻓﺔ‬ ‫‪‬‬
‫أﺳواق أو ﻣﻧﺗﺟﺎت أو ﺧدﻣﺎت أو ﻣراﺣل إﻧﺗﺎج ﺟدﯾدة‪ ،‬أن اﻟﻐرض ﻣن اﻟﺗﻧوﯾﻊ ھو اﻟﺳﻣﺎح‬
‫ﻟﻠﺷرﻛﺔ ﺑﺎﻟﺗوﺳﻊ ﻓﻲ أﻋﻣﺎﻟﮭﺎ وﻣﻧﺗﺟﺎﺗﮭﺎ وزﯾﺎدة اﻧﺗﺷﺎرھﺎ ﻋﻣﺎ ھﻲ ﻋﻠﯾﮫ ﻓﻲ اﻟوﺿﻊ اﻟﺣﺎﻟﻲ‪.‬‬
‫وﯾﺄﺧذ اﻟﺗﻧوع أﺣد اﻷﺷﻛﺎل اﻟﺗﺎﻟﯾﺔ‪:‬‬ ‫‪‬‬
‫اﻟﺗﻧوع اﻟﻣرﺗﺑط وﻏﯾر اﻟﻣرﺗﺑط‪.‬‬ ‫‪.1‬‬
‫اﻟﺗﻧوع اﻟرأﺳﻲ واﻷﻓﻘﻲ‪.‬‬ ‫‪.2‬‬
‫اﻟﺗﻧوع اﻟداﺧﻠﻲ واﻟﺧﺎرﺟﻲ‪.‬‬ ‫‪.3‬‬
‫وﻓﯾﻣﺎ ﯾﻠﻲ ﺷرح ﻟﻛل إﺳﺗراﺗﯾﺟﯾﺔ ﻣن ﺗﻠك اﻹﺳﺗراﺗﯾﺟﯾﺎت‪:‬‬ ‫‪‬‬
 ‫‪ .2‬ﺗﻘﺳﯾﻣﺎت اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ )ﺗﺎﺑﻊ(‬

‫اﻟﺗﻧوع اﻟﻣرﺗﺑط وﻏﯾر اﻟﻣرﺗﺑط‪:‬‬ ‫‪.1‬‬

‫‪ o‬اﻟﺗﻧوﯾﻊ اﻟﻣرﺗﺑط‪ :‬وﯾﻣﻛن ﻟﻠﺷرﻛﺔ إﺗﺑﺎع ھذه اﻻﺳﺗراﺗﯾﺟﯾﺔ ﻋﻧدﻣﺎ ﺗﻌﻣل ﻋﻠﻰ إﺿﺎﻓﺔ أﻧﺷطﺔ‬
‫وﻣﻧﺗﺟﺎت ﻟﮭﺎ ارﺗﺑﺎط ﺑﻌﻣﻠﯾﺎﺗﮭﺎ اﻟﺣﺎﻟﯾﺔ ﻣﻣﺎ ﯾﻌطﻰ ﻟﮭﺎ ﻓرﺻﺔ اﺳﺗﺧدام ﻧﻔس اﻟﺧﺑرة واﻹﻣﻛﺎﻧﺎت‬
‫واﻟﻔن واﻟﺗﻛﻧوﻟوﺟﯾﺎ واﻻﺳﺗﻔﺎدة ﻣن ﻣزاﯾﺎ اﻟﺗﻧوﯾﻊ ﺑﺻﻔﺔ ﻋﺎﻣﺔ ‪ ،‬إﻻ اﻧﮫ ﯾﻌﺎب ﻋﻠﻰ ﻣﺛل ھذه‬
‫اﻻﺳﺗراﺗﯾﺟﯾﺔ ﻋدم ﺗوﻓﯾر اﻟﻘدرات واﻟﻣﮭﺎرات اﻟﻔﻧﯾﺔ واﻹدارﯾﺔ ﻓﻲ ﺑﻌض اﻷﺣﯾﺎن ﻛذﻟك ﻋدم ﻣﻼﺋﻣﺔ‬
‫اﻷﺳواق أو اﻟﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﺗﺎﺣﺔ‬
‫‪ o‬اﻟﺗﻧوﯾﻊ ﻏﯾر اﻟﻣرﺗﺑط‪ :‬وﯾﺣدث ذﻟك ﻋﻧدﻣﺎ ﺗﺗﺣول اﻟﺷرﻛﺔ إﻟﻰ ﻣﺟﺎﻻت وﻋﻣﻠﯾﺎت ﻻ ﺗرﺗﺑط‬
‫ﺑﺎﻟﻌﻣﻠﯾﺎت اﻟﺣﺎﻟﯾﺔ ﻟﻧﺷﺎط اﻟﺷرﻛﺔ وﻗد ﯾﺗم اﻻﺳﺗﻌﺎﻧﺔ ﺑﮭذا اﻟﻧوع ﻣن اﻟﺗﻧوﯾﻊ ﻟﻼﺳﺗﻔﺎدة ﻣن ﺳﻣﻌﺔ‬
‫اﻟﺷرﻛﺔ وﻣرﻛزھﺎ اﻟﺗﺳوﯾﻘﻲ ﻛذﻟك ﻟﻼﺳﺗﻔﺎدة ﻣن اﻟﻣوارد اﻟﻣﺎﻟﯾﺔ اﻟﻣﺗﺎﺣﺔ ﻛﻣﺎ ﻗد ﯾﻧﺟم ھذا اﻟﺗﻧوﯾﻊ‬
‫ﻻن ﻓرص اﻟﻧﻣو ﻓﻲ ﺧطوط اﻹﻧﺗﺎج اﻟﺣﺎﻟﯾﺔ ﻣﺣدودة ﻣﻣﺎ ﯾﺗطﻠب اﻟﺑﺣث ﻋن ﻣﺟﺎﻻت وﻣﻧﺎطﻖ‬
‫أﺧرى ھذا وﯾظل اﻟﻐرض اﻟرﺋﯾﺳﻲ ﻣن ھذا اﻟﺗﻧوﯾﻊ ﻣﺗﻣﺛﻼً ﻓﻲ ﺗﺣﺳﯾن رﺑﺣﯾﺔ اﻟﺷرﻛﺔ وإﺷﺑﺎع‬
‫ﻣﺧﺗﻠف‪ .‬اﻟرﻏﺑﺎت وﻛﺳب ﻋﻣﻼء ﺟدد ﻟﻠﺷرﻛﺔ ﺑﻣﺎ ﯾؤدى إﻟﻰ زﯾﺎدة ﻣﻌدل ﻧﻣو اﻟﺷرﻛﺔ إﻻ اﻧﮫ ﯾﻌﺎب‬
‫ﻋﻠﻰ ھذه اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﺷﺗت اﻟذي ﻗد ﺗﺗﺳم ﺑﮫ ﻋﻣﻠﯾﺎت وأﻧﺷطﺔ اﻟﺷرﻛﺔ ‪.‬‬
 ‫‪ .2‬ﺗﻘﺳﯾﻣﺎت اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ )ﺗﺎﺑﻊ(‬
‫‪ .2‬اﻟﺗﻧوع اﻟداﺧﻠﻲ واﻟﺗﻧوع اﻟﺧﺎرﺟﻲ‪:‬‬
‫‪ o‬اﻟﺗﻧوع اﻟداﺧﻠﻲ‪ :‬وﺗﻣﺛل ھذه اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻋﺗﻣﺎد اﻟﻣﻧظﻣﺔ ﻋﻠﻰ ﻧﻔﺳﮭﺎ وذﻟك ﻣن ﺧﻼل اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣواردھﺎ‬
‫اﻟﻣﺗﺎﺣﺔ وﯾﻣﻛن أن ﺗﺄﺧذ ھذه اﻻﺳﺗراﺗﯾﺟﯾﺔ ﺑﻌض أو ﻛل اﻷﺷﻛﺎل اﻟﺗﺎﻟﯾﺔ‪:‬‬
‫دﺧول اﻟﻣﻧظﻣﺔ أﺳواق ﺟدﯾده ﺑﻧﻔس ﻣﻧﺗﺟﺎﺗﮭﺎ اﻟﺣﺎﻟﯾﺔ ﻋﻧدﻣﺎ ﺗرﻏب ﻓﻲ اﻻﻧﺗﺷﺎر وﺗوﺳﯾﻊ اﻟﻧطﺎق اﻟﺟﻐراﻓﻲ‬ ‫‪.1‬‬
‫ﻟﯾﺷﻣل ﻋﻣﻼء ﺟدد‪.‬‬
‫ﺟذب ﻋﻣﻼء ﺟدد ﻟﻠﻣﻧﺗﺟﺎت اﻟﺣﺎﻟﯾﺔ ‪.‬‬ ‫‪.2‬‬
‫ﺗﺳوﯾﻖ ﻣﻧﺗﺟﺎت ﺟﯾده ﻓﻲ اﻷﺳواق اﻟﺣﺎﻟﯾﺔ‪.‬‬ ‫‪.3‬‬
‫اﻟﺗﻧوﯾﻊ اﻟﺧﺎرﺟﻲ‪ :‬ﻗد ﯾﺄﺧذ أﺣد ﺷﻛﻠﯾن‪:‬‬ ‫‪o‬‬
‫اﻻﻧدﻣﺎج‪ :‬وﯾﻣﺛل اﻻﻧدﻣﺎج ﺷﻛﻼً ﺟوھرﯾﺎ ً ﻣن أﺷﻛﺎل اﻟﺗﻧوﯾﻊ اﻟﺧﺎرﺟﻲ وﯾﺗﻣﺛل ﻓﻲ اﻧﺿﻣﺎم ﺷرﻛﺗﺎن أو اﻛﺛر‬ ‫‪.1‬‬
‫وﻣزج أﻋﻣﺎﻟﮭﻣﺎ ﻟﺗﻛون ﻣﻧظﻣﮫ واﺣده رﺑﻣﺎ ﺑﺎﺳم ﺟدﯾد أو ﺑﺎس أﺣدھﻣﺎ وﻋﺎدةً ﻣﺎ ﺗﻛون ھذه اﻟﺷرﻛﺎت ذات‬
‫ﺣﺟم ﺻﻐﯾر ‪.‬‬
‫‪ .2‬ﺷراء ﺷرﻛﺔ أﺧرى‪ :‬وﯾﺗﻣﺛل اﻟﺷﻛل اﻟﺗﺎﻟﻲ ﻣن أﺷﻛﺎل اﻟﺗﻧوﯾﻊ اﻟﺧﺎرﺟﻲ ﻓﻲ ﺷراء ﺷرﻛﺔ أﺧرى وﺑﺎﻛﺗﻣﺎل‬
‫ﻋﻣﻠﯾﺔ اﻟﺷراء ﺗﻔﻘد اﻟﺷرﻛﺔ اﻟﻣﺷﺗراة ﻛﯾﺎﻧﮭﺎ ﺑﺣﯾث ﺗذوب ﺗﻣﺎﻣﺎ ً ﻓﻲ اﻟﺷرﻛﺔ اﻟﻣﺷﺗرﯾﺔ‪.‬‬
 ‫‪ .2‬ﺗﻘﺳﯾﻣﺎت اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ )ﺗﺎﺑﻊ(‬
‫‪ .2‬ﺗﺎﺑﻊ اﻟﺗﻧوع اﻟداﺧﻠﻲ واﻟﺗﻧوع اﻟﺧﺎرﺟﻲ‪:‬‬
‫ھﻧﺎﻟك ﻋدة اﻋﺗﺑﺎرات ﯾﺟب أﺧذھﺎ ﻓﻲ اﻟﺣﺳﺑﺎن ﻟﻧﺟﺎح اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻧوﯾﻊ اﻟﺧﺎرﺟﻲ ﺳواء ﻓﻲ ﺣﺎﻻت اﻻﻧدﻣﺎج أو ﺷراء ﺷرﻛﺔ‬ ‫‪‬‬
‫أﺧرى‪ ،‬وﻣن أھم ﺗﻠك اﻻﻋﺗﺑﺎرات ﻣﺎ ﯾﻠﻲ‪:‬‬
‫ﺗﺣدﯾد اﻷھداف ﺑوﺿوح وﺗوزﯾﻌﮭﺎ ﻋﻠﻰ ﻣﺧﺗﻠف اﻟﻣراﻛز اﻟﻣﺳﺋوﻟﺔ ﺧﺎﺻﺔ ﺗوﻗﻌﺎت اﻟرﺑﺣﯾﺔ‪.‬‬ ‫‪.1‬‬
‫ﺗﺣدﯾد اﻷرﺑﺎح ﻟﻛل ﻣن ﻣﺳﺎھﻣﻲ اﻟﺷرﻛﺗﯾن اﻟﻣﻧﺿﻣﺗﯾن‪.‬‬ ‫‪.2‬‬
‫ﺗﺣدﯾد ﻧﻘﺎط اﻟﻘوة واﻟﺿﻌف وﻣﻌﺎﯾﯾر اﻷداء اﻟرﺋﯾﺳﯾﺔ ﻟﻛل ﻣن اﻟﺷرﻛﺗﯾن‪.‬‬ ‫‪.3‬‬
‫اﺷﺗراك ﻛﺑﺎر اﻟﻣﺳؤوﻟﯾن ﻓﻲ ﻛل ﻣن اﻟﺷرﻛﺗﯾن ﻓﻲ ﺗﺣﻣل اﻟﻣﺳﺋوﻟﯾﺔ ﺑﻧﺎء ﻋﻠﻰ ﺑرﻧﺎﻣﺞ اﻧدﻣﺎج ﻣﺗﻛﺎﻣل ﯾﻘوم ﻋﻠﻰ اﻟﻣودة واﻟﺻدق‪.‬‬ ‫‪.4‬‬
‫ﺧﻠﻖ ﻣﻧﺎخ ﻣن اﻟﺛﻘﺔ اﻟﻣﺗﺑﺎدﻟﺔ‪.‬‬ ‫‪.5‬‬
‫اﻻھﺗﻣﺎم ﺑﺂراء وﻣﻘﺗرﺣﺎت اﻟﻌﺎﻣﻠﯾن ﻓﻲ ﻛل ﻣن اﻟﺷرﻛﺗﯾن‪.‬‬ ‫‪.6‬‬
‫وﺑﺎﻟرﻏم ﻣن اﻟﻣزاﯾﺎ اﻟﺗﻲ ﻗد ﺗﻌود ﻋﻠﻰ اﻟﺷرﻛﺎت اﻟﻣﻧدﻣﺟﺔ ﺳوﯾﺎ ً أو اﻟﺷرﻛﺎت اﻟﻣﺷﺗرﯾﺔ ﻟﺷرﻛﺎت أﺧرى إﻻ أن ھﻧﺎﻟك ﺑﻌض‬ ‫‪‬‬
‫اﻷﺳﺑﺎب اﻟﺗﻲ ﻗد ﺗؤدى ﻟﻔﺷل اﻻﻧدﻣﺎج أو اﻟﺷراء ﻣن ﺑﯾﻧﮭﺎ ﻣﺎ ﯾﻠﻲ‪:‬‬
‫اﻟﻣﻐﺎﻻة ﻓﻲ اﻟدﻓﻊ ﻟﻠﺷرﻛﺔ اﻟﻣﺷﺗراة‪.‬‬ ‫‪.1‬‬
‫اﻓﺗراض أن اﻟﻣﻧﺗﺟﺎت ﺳﺗﺳﺗﻣر ﻓﻲ أداﺋﮭﺎ ﺑﻧﻔس اﻟﺟودة‪.‬‬ ‫‪.2‬‬
‫إﺗﻣﺎم إﺟراءات اﻻﻧدﻣﺎج ﺑﺳرﻋﺔ ودون دراﺳﺔ ﻛﺎﻓﯾﺔ ﻟﻧﺗﺎﺋﺟﮫ‪.‬‬ ‫‪.3‬‬
‫اﻟﺗوﺳﻊ واﻟﺗﻧوع ﻓﻲ ﻣﺟﺎﻻت ﻗد ﯾﻛون ﺑﻌﺿﮭﺎ ﻏﯾر واﺿﺢ ﺗﻣﺎﻣﺎ ﻟﻠﺷرﻛﺔ اﻟﻣﺷﺗرﯾﺔ‪.‬‬ ‫‪.4‬‬
‫اﻛﺗﺳﺎب ﺛﻘﺎﻓﺎت وأﺧﻼﻗﯾﺎت اﻟﺷرﻛﺔ اﻟﻣﺷﺗراة‪.‬‬ ‫‪.5‬‬
‫ﺗﺣﻣل ﻣﺷﺎﻛل وأﻋﺑﺎء اﻟﺷرﻛﺔ اﻟﻣﺷﺗراة‪.‬‬ ‫‪.6‬‬
 ‫‪ .2‬ﺗﻘﺳﯾﻣﺎت اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ )ﺗﺎﺑﻊ(‬
‫اﻟﺗﻧوع اﻟرأﺳﻲ واﻷﻓﻘﻲ‪:‬‬ ‫‪.3‬‬
‫اﻟﺗﻧوع اﻷﻓﻘﻲ‪ :‬وﯾﻣﻛن ﻟﻠﺷرﻛﺔ إﺗﺑﺎع ھذه اﻻﺳﺗراﺗﯾﺟﯾﺔ ﻋﻧدﻣﺎ ﺗﺿﯾف وﺣدات ﺟدﯾدة )ﺳواء ﻣرﺗﺑطﺔ أو ﻏﯾر‬ ‫‪.1‬‬
‫ﻣرﺗﺑطﺔ( ﻣﺳﺗﻔﯾدة ﻣن ﻣرﻛزھﺎ وﻣواردھﺎ اﻟﺣﺎﻟﯾﺔ وھذا ﺗﺗﻌدد أﺷﻛﺎل اﻟﺗﻧوﯾﻊ اﻷﻓﻘﻲ ﻋﻠﻰ اﻟﻧﺣو اﻟﺗﺎﻟﻲ‪:‬‬
‫ﺗﻧوع أﻓﻘﻲ ﻣرﺗﺑط‪:‬‬ ‫أ‪-‬‬
‫ﯾﺗم داﺧﻠﯾﺎ ً‪ :‬وذﻟك إذا ﺗم إﺿﺎﻓﺔ ﻣﻧﺗﺟﺎت ﺟدﯾدة ﻟﻸﺳواق اﻟﺣﺎﻟﯾﺔ‪.‬‬ ‫‪‬‬
‫وﯾﺗم ﺧﺎرﺟﯾﺎ ً‪ :‬وذﻟك إذا ﻗﺎﻣت اﻟﺷرﻛﺔ ﺑﺷراء ﺷرﻛﺔ أﺧرى ﻣﻧﺗﺟﺎﺗﮭﺎ ﺷﺑﯾﮭﮫ ﺑﻣﻧﺗﺟﺎت اﻟﺷرﻛﺎت اﻷﺻﻠﯾﺔ أو‬ ‫‪‬‬
‫ﺷراء ﺷرﻛﺔ ﻟﮭﺎ ﻗﻧوات ﺗوزﯾﻊ ﻓﻲ أﺳواق ﺟدﯾدة‪.‬‬
‫ﺗﻧوع أﻓﻘﻲ ﻏﯾر ﻣرﺗﺑط‪:‬‬ ‫ب‪-‬‬
‫ﯾﺗم داﺧﻠﯾﺎ ً‪ :‬ﻋﻧد اﻻﺗﺟﺎه ﻹﻧﺗﺎج ﻣﻧﺗﺟﺎت ﺟدﯾده ﺗﻣﺎﻣﺎ ً وﻟﯾس ﻟﮭﺎ ﻋﻼﻗﺔ ﺑﺎﻟﻣﻧﺗﺞ اﻟﺣﺎﻟﻲ وﺑﺎﻟدﺧول ﺑﮭﺎ ﻟﻧﻔس‬ ‫‪‬‬
‫اﻷﺳواق اﻟﺣﺎﻟﯾﺔ ﻛﻣﺎ ﻗد ﯾﺄﺧذ ﺻورة أﺧرى ﺗﺗﻣﺛل ﻓﻲ إﺿﺎﻓﺔ ﻣﻧﺗﺟﺎت ﺟدﯾده واﻟدﺧول ﺑﮭﺎ إﻟﻰ أﺳواق ﺟدﯾده‪.‬‬
‫ﯾﺗم ﺧﺎرﺟﯾﺎ ً‪ :‬ﻋﻧد اﻻﺗﺟﺎه ﻟﻼﻧدﻣﺎج ﻣﻊ ﺷرﻛﺔ أﺧرى ﺗﻣﺎرس ﻧﺷﺎط ﻣﺧﺗﻠف ﻛﻣﺎ ﻗد ﯾﺗم أﯾﺿﺎ ﻋﻧد ﺷراء ﺷرﻛﺔ‬ ‫‪‬‬
‫ﺗدﻋم ﻣوﻗف اﻟﺷرﻛﺔ اﻷﺻﻠﯾﺔ وﺗﺳﺎﻋدھﺎ ﻋﻠﻰ دﺧول ﻗﺳم ﺟدﯾد ﻣن أﻗﺳﺎم اﻟﺳوق‪.‬‬
 ‫‪ .2‬ﺗﻘﺳﯾﻣﺎت اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ )ﺗﺎﺑﻊ(‬
‫ﺗﺎﺑﻊ اﻟﺗﻧوع اﻟرأﺳﻲ واﻷﻓﻘﻲ‪:‬‬ ‫‪.3‬‬
‫اﻟﺗﻧوﯾﻊ اﻟراﺳﻲ‪ :‬ﺗﺗﻌدد اﻟﺧطوات اﻟﺗﻲ ﯾﻣر ﺑﮭﺎ اﻟﻣﻧﺗﺞ ﻓﻲ ﺳﺑﯾل ﺗﺣوﯾﻠﮫ إﻟﻰ ﻣﺎدة ﺧﺎم وﺣﺗﻰ ﯾﺻﺑﺢ‬ ‫‪.2‬‬
‫ﻣﻧﺗوج ﯾﺣﻘﻖ ﻣﻧﻔﻌﺔ ﻣﻌﯾﻧﮫ وﯾﺻل ﻟﯾد اﻟﻣﺳﺗﮭﻠك وﻣن ﺛم ﻓﻌﻧدﻣﺎ ﺗﻧوع اﻟﺷرﻛﺔ ﻋﻣﻠﯾﺎﺗﮭﺎ وﺗﺗوﺳﻊ ﻓﻲ‬
‫ﻣراﺣل اﻹﻧﺗﺎج ﻣﺗﺟﮫ ﻧﺣو ﻣﺻﺎدر اﻟﻣواد اﻟﺧﺎم ﻓﮭﻲ ﺑذﻟك ﺗﺗﺑﻊ اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻧوﯾﻊ اﻟرأﺳﻲ اﻟﺧﻠﻔﻲ‪ ،‬أﻣﺎ‬
‫إذا ﺗوﺳﻌت ﻋﻣﻠﯾﺎت اﻟﺷرﻛﺔ واﺗﺳﻌت وﻟﻛن ﻓﻲ اﺗﺟﺎه اﻟﻣﺳﺗﮭﻠك ﻓﺈﻧﮭﺎ ﺑذﻟك ﺗﻧﺗﮭﺞ اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻧوع‬
‫اﻟرأﺳﻲ اﻷﻣﺎﻣﻲ‪ ،‬وﻟذﻟك ﺗﺗﻌدد اﺳﺗراﺗﯾﺟﯾﺎت اﻟﺗﻧوع اﻟرأﺳﻲ ﻛﻣﺎ ﯾﻠﻲ‪:‬‬
‫اﻟﺗﻧوع اﻟرأﺳﻲ اﻟﺧﻠﻔﻲ‪:‬‬ ‫أ‪-‬‬
‫ﻗد ﯾﻛون ﻣرﺗﺑط‪ :‬وذﻟك ﻋﻧدﻣﺎ ﺗﻛون رﻏﺑﺔ اﻟﺷرﻛﺔ ﻓﻲ اﻟﺳﯾطرة ﻋﻠﻰ اﻟﺗﺳﮭﯾﻼت اﻹﻧﺗﺎﺟﯾﺔ‪ ،‬ﺧﺎﺻﺔ ﻓﯾﻣﺎ‬ ‫‪‬‬
‫ﯾﺗﻌﻠﻖ ﺑﺎﻟﻣواد اﻟﺧﺎم اﻟﻣﺳﺗﺧدﻣﺔ ﻓﻲ اﻟﻌﻣﻠﯾﺎت اﻟﺣﺎﻟﯾﺔ‪.‬‬
‫ﻗد ﯾﻛون ﻏﯾر ﻣرﺗﺑط‪ :‬وذﻟك ﻋﻧد رﻏﺑﺔ اﻟﺷرﻛﺔ ﻓﻲ ﺗﻧﻣﯾﺔ اﻟﻘدرة ﻋﻠﻰ إﻧﺗﺎج ﻣواد ﺧﺎم ﺟدﯾدة ﻟﯾس ﻟﮭﺎ‬ ‫‪‬‬
‫ﻋﻼﻗﺔ ﺑﺎﻟﻣﻧﺗﺞ اﻟﺣﺎﻟﻲ‪.‬‬
‫اﻟﺗﻧوع اﻟرأﺳﻲ اﻷﻣﺎﻣﻲ‪:‬‬ ‫ب‪-‬‬
‫ﻗد ﯾﻛون ﻣرﺗﺑط‪ :‬وذﻟك ﻋﻧدﻣﺎ ﺗﺗﺟﮫ اﻟﺷرﻛﺔ ﻟﺗﻧﻣﯾﺔ ﻣﻧﺎﻓذ ﻟﻠﺗوزﯾﻊ ﻟﻧﻔس ﻣﻧﺗﺟﺎﺗﮭﺎ اﻟﺣﺎﻟﯾﺔ‪.‬‬ ‫‪‬‬
‫ﻗد ﯾﻛون ﻏﯾر ﻣرﺗﺑط‪ :‬وذﻟك ﻋﻧدﻣﺎ ﺗﻛون رﻏﺑﺔ اﻟﺷرﻛﺔ ﻣﻧﺎﻓذ ﺗﺟزﺋﺔ ﻻ ﻋﻼﻗﺔ ﻟﮭﺎ ﺑﺧط اﻟﻣﻧﺗوج اﻟﺣﺎﻟﻲ‪،‬‬ ‫‪‬‬
‫ﻛﻣﺎ ﻗد ﺗﻘوم اﻟﺷرﻛﺔ ﺑﺷراء ﻣﻧﺎﻓذ ﺗﺟزﺋﮫ ﻻ ﺗﺗﻌﺎﻣل ﻓﻲ ﻣﻧﺗﺟﺎﺗﮭﺎ اﻟﺣﺎﻟﯾﺔ‪.‬‬
 ‫‪ .2‬ﺗﻘﺳﯾﻣﺎت اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ )ﺗﺎﺑﻊ(‬
‫‪ .4‬اﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﺷﺎرﻛﺔ‪:‬‬
‫‪ ‬ﺗﺷﯾر ھذه اﻻﺳﺗراﺗﯾﺟﯾﺔ إﻟﻰ اﻟﻧﻣو واﻟﺗوﺳﻊ ﻋن طرﯾﻖ اﻻﻧدﻣﺎج اﻟﻣؤﻗت ﻋن طرﯾﻖ ﺷرﻛﺗﯾن أو أﻛﺛر وذﻟك‬
‫ﻟﺗﺣﻘﯾﻖ أھداف ﻣﻌﯾﻧﺔ‪ ،‬وﯾﺗم اﻻﺳﺗﻌﺎﻧﺔ ﺑﮭذه اﻻﺳﺗراﺗﯾﺟﯾﺔ ﻟﻌدة أﺳﺑﺎب‪ ،‬ﻣﻧﮭﺎ‪:‬‬
‫‪ .1‬اﻻﺳﺗﻔﺎدة ﻣن اﻗﺗﺻﺎدﯾﺎت اﻟﺣﺟم اﻟﻛﺑﯾر‪.‬‬
‫‪ .2‬ﺗوزﯾﻊ ﺗﻛﺎﻟﯾف اﻟﺑﺣوث واﻟﺗطوﯾر ﺧﺎﺻﺔ ﻓﻲ اﻟﻌﻣﻠﯾﺎت اﻟﻛﺑﯾرة‪.‬‬
‫‪ .3‬اﻻﺳﺗﻔﺎدة ﻣن اﻟﻛﻔﺎءات اﻟﺗﻧظﯾﻣﯾﺔ واﻟﺑﺷرﯾﺔ ﻓﻲ ﻣﺟﺎﻻت ﻣﺧﺗﻠﻔﺔ وذﻟك ﻣن ﺧﻼل ﻣزج اﻟﻣﻌﻠوﻣﺎت‬
‫واﻟﻣﻌﺎرف ﻟﻛﻼ اﻟﺷرﻛﺗﯾن‪.‬‬
‫‪ .4‬اﻟﺗﻛﺎﻣل ﺑﯾن اﻟﺷرﻛﺗﯾن ﻟﻼﺳﺗﻔﺎدة ﻣن ﻣزاﯾﺎ ﻛل ﺷرﻛﺔ وﻧﻘﺎط ﻗوﺗﮭﺎ‪.‬‬
‫‪ .5‬دﺧول اﻷﺳواق اﻟدوﻟﯾﺔ واﻟرﻏﺑﺔ ﻓﻲ ﻣﻣﺎرﺳﺔ أﻧﺷطﺔ اﻟﺗﺻدﯾر‪.‬‬
‫‪ ‬ورﻏم ﻣﺎ ﺗﺣﻘﻘﮫ ھذه اﻻﺳﺗراﺗﯾﺟﯾﺔ ﻣن ﻣزاﯾﺎ ﻣﺗﻌددة ﻟﻛل ﻣن اﻟﺷرﻛﺗﯾن إﻻ أﻧﮫ ﺗواﺟﮭﮭﺎ ﺑﻌض اﻟﻣﺷﻛﻼت‬
‫واﺟﺑﮫ اﻷﺧذ ﻓﻲ اﻻﻋﺗﺑﺎر ﻣﺛل‪:‬‬
‫ﻣﺷﻛﻼت ﺗوزﯾﻊ واﻗﺗﺳﺎم اﻷرﺑﺎح‪.‬‬ ‫‪-‬‬
‫ﻋدم وﺿوح اﻟﻣﺳؤوﻟﯾﺎت وﺗﺿﺎرب اﻟﺳﻠطﺎت‪.‬‬ ‫‪-‬‬
‫اﻟﺻراﻋﺎت اﻟﻣﺧﺗﻠﻔﺔ ﺑﯾن إدارة اﻟﺷرﻛﺗﯾن‪.‬‬ ‫‪-‬‬
 ‫‪ .2‬ﺗﻘﺳﯾﻣﺎت اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ )ﺗﺎﺑﻊ(‬

‫ﺛﺎﻟﺛﺎ ً‪ :‬اﺳﺗراﺗﯾﺟﯾﺔ اﻹﻧﻛﻣﺎش‪:‬‬

‫‪ ‬ﺗﻌد اﺳﺗراﺗﯾﺟﯾﺔ اﻻﻧﻛﻣﺎش اﻟﺑدﯾل اﻟﺛﺎﻟث ﻣن ﺑداﺋل اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﺗﺎﺣﺔ‪ ،‬ﻓﺎﻟﺷرﻛﺎت اﻟﺗﻲ ﺗﻌﻣل ﻓﻲ ظل ھذه‬
‫اﻻﺳﺗراﺗﯾﺟﯾﺎت ﺗﻌﻣل ﻋﻠﻰ اﻟﺗﻘﻠﯾل ﻣن آﻓﺎق ﺗﻌﺎﻣﻼﺗﮭﺎ وأﻋﻣﺎﻟﮭﺎ ﺑطرﯾﻘﺔ ﻣﻌﯾﻧﮫ‪ ،‬وﯾﻣﻛن أن ﺗﺄﺧذ درﺟﺔ ﺗﺧﻔﯾض‬
‫اﻟﺷرﻛﺔ ﻷﻋﻣﺎﻟﮭﺎ ﻋن ﻣﻌدﻻﺗﮭﺎ اﻟﺳﺎﺑﻘﺔ أﺣد اﻷﺷﻛﺎل اﻟﺗﺎﻟﯾﺔ‪:‬‬
‫‪ .1‬اﺳﺗراﺗﯾﺟﯾﺔ ﺗﺧﻔﯾض ﺣﺟم اﻟﻌﻣﻠﯾﺎت‪.‬‬
‫‪ .2‬اﺳﺗراﺗﯾﺟﯾﺔ اﻻﺳﺗﺳﻼم ﻟﺷرﻛﺔ أﺧرى‪.‬‬
‫‪ .3‬اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﺣول ﻛﻠﯾﺎ ً إﻟﻰ ﻧﺷﺎط آﺧر‪.‬‬
‫‪ .4‬اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﺻﻔﯾﺔ وﺑﯾﻊ اﻹﺻول‪.‬‬
‫‪ ‬وﻓﯾﻣﺎ ﯾﻠﻲ ﻧﻠﻘﻲ اﻟﺿوء ﻋﻠﻰ ﻛل ﻣن اﻹﺳﺗراﺗﯾﺟﯾﺎت اﻟﻣذﻛورة آﻧﻔﺎ ً‪:‬‬
 ‫‪ .2‬ﺗﻘﺳﯾﻣﺎت اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ )ﺗﺎﺑﻊ(‬

‫ﺛﺎﻟﺛﺎ ً‪ :‬اﺳﺗراﺗﯾﺟﯾﺔ اﻹﻧﻛﻣﺎش‪:‬‬

‫‪ .1‬اﺳﺗراﺗﯾﺟﯾﺔ ﺗﺧﻔﯾض ﺣﺟم اﻟﻌﻣﻠﯾﺎت‪:‬‬
‫‪ ‬ﺗﻘوم اﻟﺷرﻛﺔ اﻟﺗﻲ ﺗﺗﺑﻊ ھذه اﻻﺳﺗراﺗﯾﺟﯾﺔ إﻣﺎ ﺑﺈﻟﻐﺎء ﺑﻌض اﻟوﺣدات اﻹﻧﺗﺎﺟﯾﺔ أو أﺣد ﻣن ﻣﻌدﻻت إﻧﺗﺎج اﻟوﺣدات‬
‫اﻟﺣﺎﻟﯾﺔ ﺑﺣث ﺗﻌﻣل ﺑﻣﻌدل أﻗل‪ ،‬وﻣن اﻟﻣﺑررات اﻟرﺋﯾﺳﺔ ﻟﺗﺑﻧﻲ اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﺧﻔﯾض ﻣﺎ ﯾﻠﻲ‪:‬‬
‫‪ -‬ﺗدھور اﻟظروف اﻻﻗﺗﺻﺎدﯾﺔ اﻟﺳﺎﺋدة‪.‬‬
‫ﺿﻌف اﻹﻣﻛﺎﻧﯾﺎت اﻟﻣﺎدﯾﺔ اﻟﻣﺗﺎﺣﺔ ﺑﻣﺎ ﯾؤدي إﻟﻰ ﺗﺧﻔﯾض اﻷﺟور واﻻﺳﺗﻐﻧﺎء ﻋن ﺑﻌض اﻷﻓراد واﻻﻛﺗﻔﺎء ﺑﺑﻌض‬ ‫‪-‬‬
‫اﻷﻋﻣﺎل اﻟﺿرورﯾﺔ‪.‬‬
‫ﻧدرة اﻟﻣوارد اﻟﺗﻲ ﺗﻌﺗﻣد ﻋﻠﯾﮭﺎ اﻟﺷرﻛﺔ ﻓﻲ ﻋﻣﻠﯾﺎﺗﮭﺎ اﻟﺻﻧﺎﻋﯾﺔ‪.‬‬ ‫‪-‬‬
‫اﻟﺿﻐوط اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﻧﺎﺟﻣﺔ ﻋن ظﮭور ﻣﻧﺎﻓﺳﯾن أﻛﺛر ﻗدرة ﻋﻠﻰ اﻟﺑﻘﺎء واﻟﺻﻣود ﺑﺎﻟﺳوق‪.‬‬ ‫‪-‬‬
‫اﻟوﻗوف ﻣرﺣﻠﯾﺎ ً ﻟﻼﺳﺗﻔﺎدة ﻣن اﻟﻧﺟﺎح اﻟذي ﺣﻘﻘﺗﮫ اﻟﺷرﻛﺔ ﻓﻲ ﺑﻌض اﻟﻣﺟﺎﻻت‪.‬‬ ‫‪-‬‬
 ‫‪ .2‬ﺗﻘﺳﯾﻣﺎت اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ )ﺗﺎﺑﻊ(‬
‫‪ .2‬اﺳﺗراﺗﯾﺟﯾﺔ اﻻﺳﺗﺳﻼم ﻟﺷرﻛﺔ أﺧرى‪:‬‬
‫‪ ‬ﺗﻣﺛل اﺳﺗراﺗﯾﺟﯾﺔ اﻻﺳﺗﺳﻼم ﻧوع آﺧر ﻣن اﺳﺗراﺗﯾﺟﯾﺎت اﻻﻧﻛﻣﺎش وﯾﺗم اﺗﺑﺎﻋﮭﺎ ﻋﻧدﻣﺎ ﺗﺑﯾﻊ اﻟﺷرﻛﺔ ﻣﻌظم‬
‫ﻣﻧﺗﺟﺎﺗﮭﺎ ﻟﻌﻣﯾل واﺣد ﯾﻘوم ھو ﺑﺗﺳوﯾﻘﮭﺎ وﺗﺗﺣﻠل ھﻲ ﻣن ﺗﻛﺎﻟﯾف اﻟﻧﺷﺎط اﻟﺗﺳوﯾﻘﻲ‪ ،‬وﻣن اﻟﻣﺑررات‬
‫اﻟداﻋﯾﺔ ﻻﺗﺑﺎع ھذه اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻵﺗﻲ‪:‬‬
‫‪ -‬ﺿﻣﺎن ﻋﻣﻠﯾﺎت اﻟﺗﻣوﯾل‪ ،‬ﻓﺎﻟﺷرﻛﺔ اﻟﻣﺳﯾطرة واﻟﺗﻲ ﻏﺎﻟﺑﺎ ً ﻣﺎ ﺗﺣﺗﻛر ﺷراء ﻣﻧﺗﺟﺎت اﻟﺷرﻛﺔ اﻟﻣﺳﺗﺳﻠﻣﺔ ﺗﻘدم‬
‫ﻟﮭﺎ اﻟﺗﺳﮭﯾﻼت اﻟﻣﺎﻟﯾﺔ وﺗﺗوﻟﻲ ﻋﻣﻠﯾﺎت اﻟﻧﻘل واﻟﺗﺧزﯾن ‪..‬اﻟﺦ‪.‬‬
‫‪ -‬ﺿﻣﺎن ﺑﯾﻊ اﻟﻣﻧﺗﺟﺎت‪ ،‬وذﻟك ﻣن ﺧﻼل اﻟﻌﻘود اﻟﻣﺑرﻣﺔ ﺑﯾن اﻟﺷرﻛﺗﯾن ﻟﻣدد زﻣﻧﯾﺔ ﻣﻌﯾﻧﺔ‪.‬‬
‫‪ -‬اﻟﻣﺳﺎھﻣﺔ ﻓﻲ اﻟﺗﻌرف ﻋﻠﻰ اﻟﺳوق واﻟﺑﻘﺎء ﻓﯾﮫ ﻟﺣﯾن اﻻﺳﺗﻘرار واﻟﻧﻣو‪.‬‬
‫‪ ‬إﻻ اﻧﮫ ﯾؤﺧذ ﻋﻠﻰ ھذه اﻻﺳﺗراﺗﯾﺟﯾﺔ ﻣﺎ ﯾﻠﻲ‪:‬‬
‫‪ -‬إن اﻟﺷرﻛﺔ اﻟﻣﺳﺗﺳﻠﻣﺔ ﻋﺎدة ﻣﺎ ﺗﻛون ﻻ ﺣوﻟﮫ وﻻ ﻗوة ﻟﮭﺎ إذ أﻧﮭﺎ ﺗﻛون ﻣﻘﯾدة وﻣﺣددة ﺑﺎﻷﻧﺷطﺔ اﻟﺧﺎﺻﺔ‬
‫ﺑﺎﻟﺷرﻛﺔ اﻟﻣﺳﯾطرة‪.‬‬
‫‪ -‬إن اﻟﺷرﻛﺔ اﻟﻣﺳﯾطرة ﻗد ﻻ ﺗﻛون ﻋﻠﻰ ﻣﻌرﻓﺔ ﻛﺎﻣﻠﺔ ﺑﺗﻔﺎﺻﯾل اﻟﺷرﻛﺔ اﻟﻣﺳﺗﺳﻠﻣﺔ‪ ،‬وﺑﺎﻟﺗﺎﻟﻲ ﻗد ﯾﻘودھﺎ ذﻟك‬
‫إﻟﻰ اھﺗزاز ﻣوﻗﻔﮫ ﻓﻲ اﻟﺳوق وﺗدھور أﻋﻣﺎﻟﮭﺎ‪.‬‬
 ‫‪ .2‬ﺗﻘﺳﯾﻣﺎت اﻟﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ )ﺗﺎﺑﻊ(‬
‫‪ .3‬اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﺣول ﻛﻠﯾﺎ ً إﻟﻰ ﻧﺷﺎط آﺧر‪ :‬ﺗﺷﯾر ھذه اﻻﺳﺗراﺗﯾﺟﯾﺔ ﻣن اﺳﺗراﺗﯾﺟﯾﺎت اﻻﻧﻛﻣﺎش إﻟﻰ اﻟﺗﺣول ﻣن‬
‫ﻧوع ﻣﻌﯾن ﻣن اﻷﻋﻣﺎل إﻟﻰ ﻧوع آﺧر ﻣﺧﺗﻠف ﻓﻲ ﺧﺻﺎﺋﺻﮫ وأﺑﻌﺎده ﻋﻣﺎ ﻛﺎﻧت ﺗﻣﺎرﺳﮫ اﻟﺷرﻛﺔ ﻓﻲ ﻋﻣﻠﯾﺎﺗﮭﺎ‬
‫اﻟﺳﺎﺑﻘﺔ‪ ،‬وﻣن أھم اﻟﻣﺑررات اﻟداﻋﯾﺔ ﻹﺗﺑﺎع ھذه اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻵﺗﻲ‪:‬‬
‫‪ -‬اﻧﺧﻔﺎض ﻋﺎﺋد اﻟﻌﻣﻠﯾﺎت اﻟﺣﺎﻟﻲ ﺑﺻورة ﻣﻠﺣوظﺔ‪.‬‬
‫‪ -‬وﺟود ﻓرص ﻓﻲ ﻣﺟﻼت أﺧرى ﺗﻣﺛل وﺿﻌﺎ ً أﻓﺿل ﻟﻠﺷرﻛﺔ‪.‬‬
‫‪ -‬ﺗﻘﺎدم اﻟﻣﻧﺗﺟﺎت اﻟﺗﻲ ﺗﻧﺗﺟﮭﺎ اﻟﺷرﻛﺔ ﺣﺎﻟﯾﺎ ً‬
‫‪ -‬ﺗﻣﺗﻊ اﻟﺷرﻛﺔ ﺑﻧظﺎم إداري ﻣرن وﻗوي ﻓﻲ ﻧﻔس اﻟوﻗت ﯾﻣﻛﻧﮭﺎ ﻣن اﻟﺗﺣول إﻟﻰ اﻷﻧﺷطﺔ اﻟﺟدﯾدة ﺑﻛل ﺳﮭوﻟﺔ‪.‬‬
‫‪ -‬ﺗﯾﺳﯾر اﻟﺣﺻول ﻋﻠﻰ اﻟﺗﻣوﯾل اﻟﻼزم ﻟﺗدﻋﯾم ﻋﻣﻠﯾﺔ اﻟﺗﺣول‪.‬‬
‫‪ .4‬اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﺻﻔﯾﺔ وﺑﯾﻊ اﻹﺻول‪ :‬ﺗﺷﯾر ھذه اﻻﺳﺗراﺗﯾﺟﯾﺔ إﻟﻰ إﻧﺗﮭﺎء أﻋﻣﺎل اﻟﺷرﻛﺔ ﺑﺣﯾث ﺗﻐﻠﻖ أﺑواﺑﮭﺎ‬
‫وﺗﺻﻔﻲ أﻋﻣﺎﻟﮭﺎ وﺗﺑﯾﻊ اﺻوﻟﮭﺎ‪ ،‬وﻋﺎدة ﻣﺎ ﺗﻌﺗﺑر اﻟﺗﺻﻔﯾﺔ اﻟﺑدﯾل اﻷﺧﯾر أﻣﺎم اﻟﺷرﻛﺔ‪ ،‬وﻣن أھم اﻟﻣﺑررات‬
‫اﻟداﻋﯾﺔ ﻟﻠﺟوء اﻟﺷرﻛﺎت إﻟﻰ ھذه اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻵﺗﻲ‪:‬‬
‫‪ -‬اﻟﺧﺳﺎﺋر اﻟﻣﺗﺗﺎﻟﯾﺔ اﻟﺗﻲ ﻟﺣﻘت ﺑﺎﻟﺷرﻛﺔ‪.‬‬
‫‪ -‬ﺿﻌف اﻹدارة وارﺗﺑﺎك اﻟﻌﻣﻠﯾﺎت اﻟﺗﻧظﯾﻣﯾﺔ ﺑﮭﺎ‪.‬‬
‫‪ -‬اﻧﺳﺣﺎب ﺷرﯾك ھﺎم أو أﻛﺛر ﻣن ﺷرﯾك ﻣن اﻟﺷرﻛﺔ‪.‬‬
‫‪ -‬ﻋﻧدﻣﺎ ﺗﻛون ﻗﯾﻣﺔ اﻟﺷرﻛﺔ ﻋﻧد ﺗﺻﻔﯾﺗﮭﺎ أﻓﺿل ﻣن ﻗﯾﻣﺗﮭﺎ ﻓﻲ ﺣﯾﺎﺗﮭﺎ واﺳﺗﻣرارھﺎ‪.‬‬
 ‫‪ .3‬ﻧﻣوذج ﻣﺗﻛﺎﻣل ﻟﻠﺑداﺋل اﻻﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫ﯾوﺿﺢ اﻟﺷﻛل اﻟﺗﺎﻟﻲ ﻧﻣوذج ﻣﺗﻛﺎﻣل ﻟﻠﺑداﺋل اﻻﺳﺗراﺗﯾﺟﯾﺔ‪ ،‬وذﻟك ﺑﻣراﻋﺎة اﻟوﺿﻊ ‪‬‬
‫اﻟداﺧﻠﻲ ﻟﻠﻣﻧظﻣﺔ وﻛذﻟك اﻟوﺿﻊ اﻟﺑﯾﺋﻲ ﻟﮭﺎ‪:‬‬

‫ﻗوي‬ ‫ﺿﻌﯾف‬
‫ﻗوي‬ ‫)أ( اﻟﺷرﻛﺔ اﻟﻣﺛﺎﻟﯾﺔ‬ ‫)ب( اﻟﺷرﻛﺔ اﻟﻣﮭددة‬
‫‪ -‬اﻹﺑﻘﺎء ﻋﻠﻰ اﻟوﺿﻊ اﻟﺣﺎﻟﻲ‬
‫‪ -‬اﻟﺗرﻛﯾز‬
‫‪ -‬اﻟﺗﻧوﯾﻊ اﻟﻣرﺗﺑط‬
‫اﻟوﺿﻊ اﻟﺑﯾﺋﻲ اﻟداﺧﻠﻲ‬

‫‪ -‬اﻟﺗﻧوﯾﻊ اﻷﻓﻘﻲ‬ ‫ـ اﻟﺗﻧوﯾﻊ ﻏﯾر ﻣرﺗﺑط‬

‫ـ اﻟﺗﻧوﯾﻊ اﻟراﺳﻲ‬ ‫ـ اﻟﺗﺣول ﻟﻧﺷﺎط آﺧر‬
‫ـ اﻟﻣﺷــــﺎرﻛﺔ‬
‫)ج( اﻟﺷرﻛﺔ اﻟﻣﺣظوظﺔ‬ ‫)د( اﻟﺷرﻛﺔ ذات اﻟﻣﺷﺎﻛل‬
‫‪ -‬ﺗﺧﻔﯾض ﺣﺟم اﻟﻌﻣﻠﯾﺎت‬ ‫ـ ﺗﺧﻔﯾض ﺣﺟم اﻟﻌﻣﻠﯾﺎت‬
‫‪ -‬اﻻﺳﺗﺳﻼم ﻟﺷرﻛﺔ أﺧرى‬ ‫ـ اﻻﺳﺗﺳﻼم ﻟﺷرﻛﺔ أﺧرى‬
‫‪ -‬اﻻﻧدﻣﺎج ـ اﻟﺗرﻛﯾز‬ ‫ـ اﻟﺗﺻﻔﯾﺔ‬
‫‪ -‬اﻟﻣﺷﺎرﻛﺔ ـ اﻟﺗﺻﻔﯾﺔ‬
‫ﺿﻌﯾف‬
‫اﻟوﺿﻊ اﻟﺑﯾﺋﻲ اﻟﺧﺎرﺟﻲ‬
 ‫ﺗﺎﺑﻊ ﻧﻣوذج ﻣﺗﻛﺎﻣل ﻟﻠﺑداﺋل اﻻﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫‪ ‬ﻣن اﻟﺷﻛل ﻓﻲ اﻟﺷرﯾﺣﺔ اﻟﺳﺎﺑﻘﺔ ﯾﺗﺿﺢ اﻵﺗﻲ‪:‬‬
‫ﻓﻲ اﻟﻣرﺑﻊ )أ( ﺗظﮭر ﻟﻧﺎ »اﻟﺷرﻛﺔ اﻟﻣﺛﺎﻟﯾﺔ« ﺗﻠك اﻟﺗﻲ ﺗﺗﻣﺗﻊ ﺑﻌواﻣل داﺧﻠﯾﺔ ﻗوﯾﺔ ﻣﻊ وﺟود ﻓرص‬
‫ﺑﺎﻟﺑﯾﺋﯾﺔ اﻟﻣﺣﯾطﺔ ﺑﮭﺎ ‪ ،‬وﻟﮭذا ﻓﻘد ﯾﻛون اﻟﻣﻧﺎﺳب ﺑﺎﻟﻧﺳﺑﺔ ﻟﻣﺛل ﺗﻠك اﻟﺷرﻛﺔ‬
‫‪ -‬اﺗﺑﺎع اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗرﻛﯾز‪ ،‬ﻓﺎﻟﺷرﻛﺎت ﻓﻲ ﻣﺛل ھذه اﻟﺣﺎﻟﺔ ﻋﺎدة ﻣﺎ ﺗﻣﺛل اﻟرﯾﺎدة ﻓﻲ ﻣﺟﺎل‬
‫ﺻﻧﺎﻋﺗﮭﺎ‪ ،‬وﯾﻣﻛﻧﮭﺎ اﻻﺳﺗﻔﺎدة ﻣن ﺟﮭود اﻟﺗرﻛﯾز ﻓﻲ دﻋم ﻣرﻛزھﺎ ﻣن ﺧﻼل ﺗﺣﺳﯾن ﻣزﯾﺟﮭﺎ‬
‫اﻟﺗﺳوﯾﻘﻲ‪ ،‬وﺗطوﯾر ﻣﻧﺗﺟﺎﺗﮭﺎ وﺧدﻣﺎﺗﮭﺎ ﺑﺣﯾث ﺗﺗﻣﯾز ﻋن ﻣﻧﺗﺟﺎت وﺧدﻣﺎت اﻟﻣﻧﺎﻓﺳﯾن‪.‬‬
‫‪ -‬ﻛﻣﺎ ﯾﻣﻛن ﻟﻣﺛل ھذه اﻟﺷرﻛﺎت أن ﺗﺗﺑﻊ أﯾﺿﺎ ً اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻧوﯾﻊ اﻟراﺳﻲ ﻟﻣﺧﺗﻠف ﻣﻧﺗﺟﺎﺗﮭﺎ‬
‫واﻷﺳواق اﻟﺗﻲ ﺗﺗﻌﺎﻣل ﻣﻌﮭﺎ ﺳواء ﻛﺎﻧت ﺗﻧوﯾﻌﺎ ً إﻟﻰ اﻟﺧﻠف أو ﻟﻺﻟﻣﺎم وﻻ ﯾﻘﺗﺻر اﻟﻣﺗﺎح ﻣن‬
‫اﻟﺑداﺋل اﻻﺳﺗراﺗﯾﺟﯾﺔ ﻟﮭذه اﻟﺷرﻛﺎت ﻋﻧد ذﻟك اﻟﺣد‪ ،‬ﺑل ﯾﻣﻛﻧﮭﺎ ﺗﺗﺑﻧﻰ اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻧوﯾﻊ اﻷﻓﻘﻲ‬
‫وذﻟك ﻟﻼﺳﺗﻔﺎدة ﻣن اﻟﻣرﻛز واﻟﺷﮭرة واﻟﻣوارد اﻟﻣﺗﺎﺣﺔ ﻟدﺧول اﻷﺳواق اﻟﺟدﯾدة‪.‬‬
 ‫ﺗﺎﺑﻊ ﻧﻣوذج ﻣﺗﻛﺎﻣل ﻟﻠﺑداﺋل اﻻﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫‪ ‬ﻣن اﻟﺷﻛل ﺑﺎﻟﺷرﯾﺣﺔ اﻟﺳﺎﺑﻘﺔ ﯾﺗﺿﺢ اﻵﺗﻲ‪:‬‬
‫ﻓﻲ اﻟﻣرﺑﻊ )ب( ﻓﻧﺟد »اﻟﺷرﻛﺔ اﻟﻣﮭددة« ﺗﻠك اﻟﺗﻲ ﺗﺗﻣﺗﻊ ﺑﻌواﻣل داﺧﻠﯾﺔ ﻗوﯾﺔ‪ ،‬وﻟﻛن ﻣوﻗﻔﮭﺎ اﻟﺑﯾﺋﻲ‬
‫ﺧﺎرﺟﯾﺎ ﺿﻌﯾف ﻟوﺟود ﻣﺧﺎطر وﺗﮭدﯾدات ﺑﯾﺋﯾﺔ ﻣﺛل ﺗﻠك اﻟﺷرﻛﺔ‬
‫‪ -‬ﻗد ﺗﻌﺗﻣد ﻋﻠﻰ اﺳﺗراﺗﯾﺟﯾﺔ اﻹﺑﻘﺎء ﻋﻠﻰ اﻟوﺿﻊ اﻟﺣﺎﻟﻲ ﺑﺣﯾث ﺗظل ﻣﻌدﻻت ﻧﻣوھﺎ ﻋﻠﻰ ﻧﺣو ﻣﻣﺎﺛل‬
‫ﻟﻣﻌدﻻت اﻟﻧﻣو اﻟﺳﺎﺑﻘﺔ ﻧﺳﺑﯾﺎً‪ ،‬ﻛﻣﺎ ﻗد ﺗﻠﺟﺄ إﻟﻰ اﺳﺗﺑدال ﻣﻧﺗﺟﺎﺗﮭﺎ ﺑﺄﺧرى ﻣطوره ﺑﻌد ﻣﺣﺎوﻟﺔ‬
‫اﻟﺗﻌرف ﻋﻠﻰ ﺷرﯾﺣﺔ اﻟﺳوق واﻟﻌﻣل ﻋﻠﻰ ﺗطوﯾرھﺎ ﻟﻠﻣﺣﺎﻓظﺔ ﻋﻠﯾﮭﺎ‪ ،‬وﯾﻣﻛن ﻟﻠﺷرﻛﺔ أﯾﺿﺎ ً إﺿﺎﻓﺔ‬
‫ﺧط إﻧﺗﺎج ﺟدﯾد واﻹﺳﺗﻔﺎدة ﻣن ﻋواﻣل ﻗوﺗﮭﺎ اﻟﻣﺗﺎﺣﺔ واﻻﺳﺗﺛﻣﺎر ﻓﻲ ﻋﻣﻠﯾﺎت ﺟدﯾدة ﻣﺗﺑﻌﺔ ﻓﻲ ذﻟك‬
‫اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻧوﯾﻊ اﻟﻣرﺗﺑط أو اﻟﺗﻧوﯾﻊ ﻏﯾر اﻟﻣرﺗﺑط ﺣﺳب طﺑﯾﻌﺔ وظروف اﻟﺑﯾﺋﺔ وﻣﺗطﻠﺑﺎﺗﮭﺎ واﻟﻰ‬
‫ﺟﺎﻧب ﻣﺎ ﺳﺑﻖ‬
‫‪ -‬ﯾﻣﻛن ﻟﻠﺷرﻛﺔ اﻟﻣﮭددة أن ﺗﺗﺑﻧﻰ اﺳﺗراﺗﯾﺟﯾﺔ )اﻟﻣﺷروﻋﺎت اﻟﻣﺷﺗرﻛﺔ( اﻟﻣﺷﺎرﻛﺔ ﻣﻊ ﺷرﻛﺔ أﺧرى‬
‫وذﻟك ﻟﻼﺳﺗﻔﺎدة ﻣن اﻟﻣوﻗف اﻟﺑﯾﺋﻲ ﻟﻠﺷرﻛﺔ اﻷﺧرى‪ ،‬إﻟﻰ ﺟﺎﻧب اﻻﺳﺗﻔﺎدة ﻣن ﻧﻘﺎط اﻟﻘوة اﻟداﺧﻠﯾﺔ‬
‫ﻟﻠﺷرﻛﺔ ذاﺗﮭﺎ ‪ ،‬وﺑﻣﻌﻧﻰ آﺧر ﯾﻣﻛن اﻻﻋﺗﻣﺎد ﻋﻠﻰ اﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﺷﺎرﻛﺔ ﻋﻧدﻣﺎ ﺗﺗﻣﺗﻊ ﺷرﻛﺔ ﻣﺎ‬
‫ﺑﻣوﻗف داﺧﻠﻲ ﻓﻲ ﺣﯾن ﺗﻔﻘد اﻟﻔرﺻﺔ اﻟﺑﯾﺋﯾﺔ اﻟﻣﻧﺎﺳﺑﺔ ‪ ،‬وﻋﻠﻰ اﻟﺟﺎﻧب اﻵﺧر ﺗﺗﻣﺗﻊ اﻟﺷرﻛﺔ اﻷﺧرى‬
‫ﺑﻣوﻗف ﺑﯾﺋﻲ ﻗوى ﯾﺗﯾﺢ ﻓرﺻﺔ ﺑﯾﺋﯾﺔ ھﺎﻣﺔ‪ ،‬وﺗﻔﻘد اﻟﻘوة اﻟداﺧﻠﯾﺔ ‪.‬‬
 ‫ﺗﺎﺑﻊ ﻧﻣوذج ﻣﺗﻛﺎﻣل ﻟﻠﺑداﺋل اﻻﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫‪ ‬ﻣن اﻟﺷﻛل ﺑﺎﻟﺷرﯾﺣﺔ اﻟﺳﺎﺑﻘﺔ ﯾﺗﺿﺢ اﻵﺗﻲ‪:‬‬
‫ﻓﻲ اﻟﻣرﺑﻊ)ج( ﺗوﺟد »اﻟﺷرﻛﺔ اﻟﻣﺣﻔوظﺔ« وﺗﻣﺛل اﻟﺷرﻛﺔ ذات اﻟﻣوﻗف اﻟﺿﻌﯾف داﺧﻠﯾﺎً‪ ،‬اﻟﻘوى ﺑﯾﺋﯾﺎ ً‬
‫ﻣﺛل ھذه اﻟﺷرﻛﺔ ﯾﻣﻛﻧﮭﺎ ﺗﺑﻧﻰ اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﺧﻔﯾض ﻣن ﺧﻼل ﺗﺧﻔﯾض ﺣﺟم اﻟﻣﺑﯾﻌﺎت وذﻟك ﻟﺗﻘوﯾﺔ‬
‫ﻋﻣﻠﯾﺎﺗﮭﺎ اﻟداﺧﻠﯾﺔ اﻟﻣﺗﺑﻘﯾﺔ‪ ،‬ﻛﻣﺎ ﯾﻣﻛﻧﮭﺎ اﺗﺑﺎع اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗرﻛﯾز وذﻟك ﻟﺧدﻣﺔ ﻗﺳم ﻣﻌﯾن ﻣن أﻗﺳﺎم‬
‫اﻟﺳوق‪ ،‬وﺗﻌزﯾز وﺗﻘوﯾﺔ ﻋﻣﻠﯾﺎﺗﮭﺎ ﻛﻲ ﺗﺳﻣﺢ ﻟﮭﺎ ﺑﻣﻧﺎﻓﺳﺔ أﻛﺛر ﻓﻌﺎﻟﯾﺔ ‪ .‬ھذا‪ ،‬وﯾﻣﻛن ﻟﮭذه اﻟﺷرﻛﺔ أﯾﺿﺎ ً‬
‫اﻧﺗﮭﺎج اﺳﺗراﺗﯾﺟﯾﺔ اﻻﺳﺗﺳﻼم ﻟﺷرﻛﺔ أﺧرى ﺣﺗﻰ ﺗﺗﻣﻛن ﻣن ﺧﻔض ﺗﻛﺎﻟﯾف اﻟﺗﺳوﯾﻖ واﻟﺗﺻﻣﯾم‬
‫وﺗﺣﺳن ﻣن وﺿﻌﮭﺎ اﻟﻣﺎﻟﻲ‪ ،‬وﯾﻣﻛن ﻟﻠﺷرﻛﺔ اﻟﺗﻲ ﺗﻘﻊ ﻓﻲ اﻟﻣرﺑﻊ )ج( أن ﺗﺳﻌﻰ ﻟﻠﺗﻌﺎون ﻣﻊ اﻟﺷرﻛﺎت‬
‫ﻗوﯾﺔ ﻣن ﺧﻼل اﻻﻧدﻣﺎج‪ ،‬أو ﺗرﺗﯾﺑﺎت ﻣؤﻗﺗﺔ ﻛﻣﺎ ھو اﻟﺣﺎل ﻓﻲ اﻟﻣﺷروﻋﺎت اﻟﻣﺷﺗرﻛﺔ )ﻣﺷﺎرﻛﺔ(‪.‬‬
‫وأﺧﯾرا ً ﻓﻘد ﻻ ﯾﻛون أﻣﺎم ﻣﺛل ھذه اﻟﺷرﻛﺎت ﺧﯾﺎر إﻻ أن ﺗﺗرك اﻟﺳوق وﺗﺻﻔﻰ أﺳﮭﻣﮭﺎ وﻣﻣﺗﻠﻛﺎﺗﮭﺎ إذا‬
‫أﺣﺳت ﺑﺎﻧﮫ ﻻ ﻣﻔر ﻣن ذﻟك أو أن ﻣزاﯾﺎه أﻓﺿل ﻣن اﻻﺳﺗﻣرار ﻓﻲ اﻟﺳوق‪.‬‬
‫وﺧﯾرا ً وﻓﻰ اﻟﻣرﺑﻊ) د( ﺗوﺟد »اﻟﺷرﻛﺔ ذات اﻟﻣﺷﺎﻛل« وھﻲ اﻟﺷرﻛﺔ اﻟﺿﻌﯾﻔﺔ داﺧﻠﯾﺎ ً وﺑﯾﺋﯾﺎ ً ‪ ،‬ﻣﺛل ھذه‬
‫اﻟﺷرﻛﺔ ﻗد ﯾﻛون ﻣن اﻟﻣﻧﺎﺳب ﻟﮭﺎ أن ﺗﺗﺑﻊ اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﺧﻔﯾض‪ ،‬أو اﺳﺗراﺗﯾﺟﯾﺔ اﻻﺳﺗﺳﻼم ﻟﻠﺷرﻛﺔ‬
‫اﻷﻗوى واﻟﺗﻲ ﺗﻣﺛل اﻟﻣﻧﻘذ ﻓﻲ ھذه اﻟﺣﺎﻟﺔ‪ ،‬وﻗد ﻻ ﯾﻛون أﻣﺎم ھذه اﻟﺷرﻛﺔ ﺳﺑﯾل ﻟﻠﻧﺟﺎة ﻓﺗﺗردى ﻣﻧﺗﺟﺎﺗﮭﺎ‬
‫‪ ،‬وﺗﺑﯾﻊ اﺻوﻟﮭﺎ‪ ،‬وﺗﺻﻔﻰ أﻋﻣﺎﻟﮭﺎ‪.‬‬
 ‫ﺷﺎﻛﺮا ً ﻻﺳﺘﻤﺎﻋﻜﻢ‪،‬‬

‫ﺗم ﺗﺟﮭﯾز ھذه اﻟﺷراﺋﺢ ﻣن ھذا اﻟﻣرﺟﻊ‪:‬‬

‫د‪ .‬ﻋﺒﺪ اﻟﺤﻤﯿﺪ اﻟﻤﻐﺮﺑﻲ‪ ،‬اﻹدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ ﻟﻤﻮاﺟﮭﺔ ﺗﺤﺪﯾﺎت اﻟﻘﺮن اﻟﺤﺎدي واﻟﻌﺸﺮﯾﻦ )اﻟﻄﺒﻌﺔ اﻟﺴﺎﺑﻌﺔ‪ ،‬ﻣﺠﻤﻮﻋﺔ اﻟﻨﯿﻞ اﻟﻌﺮﺑﯿﺔ‪ ،‬اﻟﻘﺎھﺮة( ‪.2014‬‬
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 ‫اﺳم اﻟﻣﻘرر‪ :‬اﻹدارة اﻻﺳﺗراﺗﯾﺟﯾﺔ‬

‫اﻟﻔﺻل اﻟﺳﺎدس‬
‫اﻻﺧﺗﯾﺎر اﻻﺳﺗراﺗﯾﺟﻲ‬
 ‫اﻷھداف اﻟدراﺳﯾﺔ ﻟﻠﻔﺻل‪.‬‬
‫ﺑﻘراءﺗك ﻟﮭذا اﻟﻔﺻل ﺳﺗﺗﻌرف ﻋﻠﻲ‪:‬‬
‫‪ -‬ﻧﻤﻮذج ﺟﻤﺎﻋﺔ ﺑﻮﺳﻄﻦ اﻻﺳﺘﺸﺎرﯾﺔ‪.‬‬
‫‪ -‬اﻟﻤﻌﺎﯾﯿﺮ اﻟﻮاﺟﺐ ﻣﺮاﻋﺎﺗﮭﺎ ﻟﻨﺠﺎح اﻻﺧﺘﯿﺎر اﻹﺳﺘﺮاﺗﯿﺠﻲ‪.‬‬
 ‫ﻣﺣﺗوﯾﺎت اﻟﻔﺻل‬
‫‪ .1‬ﻧﻤﻮذج ﺟﻤﺎﻋﺔ ﺑﻮﺳﻄﻦ اﻻﺳﺘﺸﺎرﯾﺔ‪:‬‬
‫ﻣﺘﻐﯿﺮات ﻧﻤﻮذج ﺟﻤﺎﻋﺔ ﺑﻮﺳﻄﻦ‪.‬‬ ‫‪o‬‬
‫اﻟﺨﻄﻮات اﻟﻮاﺟﺐ اﺗﺒﺎﻋﮭﺎ ﻟﺘﻄﺒﯿﻖ ﻧﻤﻮذج ﺟﻤﺎﻋﺔ ﺑﻮﺳﻄﻦ‪.‬‬ ‫‪o‬‬
‫ﻣﻌﻮﻗﺎت ﺗﻄﺒﯿﻖ ﻧﻤﻮذج ﺟﻤﺎﻋﺔ ﺑﻮﺳﻄﻦ‪.‬‬ ‫‪o‬‬
‫‪ .2‬اﻟﻤﻌﺎﯾﯿﺮ اﻟﻮاﺟﺐ ﻣﺮاﻋﺎﺗﮭﺎ ﻟﻨﺠﺎح اﻻﺧﺘﯿﺎر اﻹﺳﺘﺮاﺗﯿﺠﻲ‬

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‫❑ ﺧﻠﺻﻧﺎ ﻓﻲ اﻟوﺣدة اﻟﺳﺎﺑﻘﺔ ﻣن اﻟﻣﻘرر إﻟﻰ أن ھﻧﺎك ﻋددا ً ﻣن اﻹﺳﺗراﺗﯾﺟﯾﺎت اﻟﻣﺗﺎﺣﺔ أﻣﺎم‬
‫اﻟﻣﻧظﻣﺔ ﻟﻺﺧﺗﯾﺎر ﻣن ﺑﯾﻧﮭﺎ‪ ،‬وﻗد ﺗﻣﺛﻠت ھذه اﻟﺑداﺋل ﻓﻲ ﺛﻼث أﻧواع رﺋﯾﺳﯾﺔ ﻣن‬
‫اﻹﺳﺗراﺗﯾﺟﯾﺎت‪ ،‬ﻓﺎﻟﻣﻧظﻣﺔ ﻗد ﺗﺳﯾر ﻋﻠﻰ ﻧﻔس اﻟﻧﮭﺞ اﻟﺣﺎﻟﻲ وھﻲ ﺑذﻟك ﺗﺗﺑﻊ إﺳﺗراﺗﯾﺟﯾﺔ‬
‫اﻟوﺿﻊ اﻟﺣﺎﻟﻲ وﻗد ﺗﺗواﻓر ﻟﻠﻣﻧظﻣﺔ وﺗﺳﺎﻋدھﺎ ﺑﻌض اﻟظروف ﻓﺗﺗﺑﻊ إﺳﺗراﺗﯾﺟﯾﺔ اﻟﻧﻣو‬
‫واﻟﺗوﺳﻊ‪ ،‬وأﺧﯾرا ً وﻟﺳوء ﺑﻌض اﻟظروف واﻟﻌواﻣل – اﻟداﺧﻠﯾﺔ أو اﻟﺧﺎرﺟﯾﺔ أو ﻛﻠﯾﮭﻣﺎ –‬
‫ﻓﻘد ﺗﺗﺑﻊ اﻟﻣﻧظﻣﺔ إﺣدى إﺳﺗراﺗﯾﺟﯾﺎت اﻹﻧﻛﻣﺎش‪.‬‬
‫❑ وإﺳﺗﻛﻣﺎﻻً ﻟﻠوﺣدة اﻟﺳﺎﺑﻘﺔ‪ ،‬ھﻧﺎك ﺑﻌض اﻟﻧﻣﺎذج اﻟﺗﻲ ﺗﺳﺎﻋد اﻟﻣﻧظﻣﺔ ﻋﻠﻰ إﺧﺗﯾﺎر‬
‫اﻹﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﻼﺋﻣﺔ ﻟﻣﻧﺗوج ﻣﻌﯾن أو ﻣﺟﻣوﻋﺔ ﻣن اﻟﻣﻧﺗﺟﺎت‪ ،‬ﺳوف ﻧﻛﺗﻔﻲ ﻓﻘط‬
‫ﺑﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن ﻟﻺﺳﺗﺷﺎرﯾﺔ‪ ،‬ھذا إﻟﻰ ﺟﺎﻧب ﺗﻧﺎول أھم اﻟﻣﻌﺎﯾﯾر اﻟواﺟب‬
‫ﻣراﻋﺎﺗﮭﺎ ﻟﻧﺟﺎح اﻹﺧﺗﯾﺎر اﻹﺳﺗراﺗﯾﺟﻲ‪ ،‬ﯾﺣث ﺗﺣﺗوي ھذه اﻟوﺣدة ﻋﻠﻲ‪:‬‬
‫❑ ﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن ﻟﻼﺳﺗﺷﺎرﯾﺔ‪.‬‬

‫❑ اﻟﻣﻌﺎﯾﯾر اﻟواﺟب ﻣراﻋﺎﺗﮭﺎ ﻟﻧﺟﺎح اﻹﺧﺗﯾﺎر اﻹﺳﺗراﺗﯾﺟﻲ‬

 ‫ﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن ﻟﻺﺳﺗﺷﺎرﯾﺔ ‪:BCG‬‬
‫❑ ﯾﻌﺗﺑر ﻧﻣوذج ﻣﺟﻣوﻋﺔ ﺟﻣﺎﻋﺔ ﺑوﺳطن اﻻﺳﺗﺷﺎرﯾﺔ واﺣدة ﻣن أھم اﻟﻧﻣﺎذج اﻟﻣﺳﺗﺧدﻣﺔ ﺑﻐرض ﺻﻧﻊ‬
‫ﻗرار اﻻﺧﺗﯾﺎر اﻹﺳﺗراﺗﯾﺟﻲ اﻟذي ﯾﺗﻌﻠﻖ ﺑﻣﻧﺗﺞ أو ﻣﺟﻣوﻋﺔ ﻣﻌﯾﻧﺔ ﻣن اﻟﻣﻧﺗﺟﺎت‪ ،‬وﯾﻣﻛﻧﻧﺎ ﻓﻲ ھذا‬
‫اﻟﺻدد اﻟﺗﻌرف ﻋﻠﻲ اﻟﻧﻘﺎط اﻟﺗﺎﻟﯾﺔ‪:‬‬
‫‪ .1‬ﻣﺗﻐﯾرات ﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن‪.‬‬
‫‪ .2‬اﻟﺧطوات اﻟواﺟب اﺗﺑﺎﻋﮭﺎ ﻟﺗطﺑﯾﻖ ﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن‪.‬‬
‫‪ .3‬ﻣﻌوﻗﺎت ﺗطﺑﯾﻖ ﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن‪.‬‬
‫أوﻻً‪ :‬ﻣﺗﻐﯾرات ﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن‪ :‬ﯾﻣﻛن ﺑﻧﺎء ﻣﺻﻔوﻓﺔ ﻣﺟﻣوﻋﺔ ﺟﻣﺎﻋﺔ ﺑوﺳطن اﻻﺳﺗﺷﺎرﯾﺔ طﺎﻟﻣﺎ‬
‫ﺗوﻓرت اﻟﺑﯾﺎﻧﺎت واﻟﻣﻌﻠوﻣﺎت ﻋن اﻟﻣﺗﻐﯾرﯾن اﻷﺳﺎﺳﯾﯾن اﻟﺗﺎﻟﯾﯾن‪:‬‬
‫‪ o‬اﻟﻣﺗﻐﯾر اﻷول‪ :‬اﻟﻣرﻛز اﻟﺗﻧﺎﻓﺳﻲ ﻟﻠﺷرﻛﺔ أو ﺣﺻﺗﮭﺎ ﻓﻲ اﻟﺳوق وﯾﺑدو ذﻟك ﻋﻠﻰ اﻟﻣﺣور اﻷﻓﻘﻲ‪.‬‬
‫‪ o‬اﻟﻣﺗﻐﯾر اﻟﺛﺎﻧﻲ‪ :‬ﻣﻌدل اﻟﻧﻣو ﻓﻲ اﻟﻧﺷﺎط وذﻟك ﻓﯾﻣﺎ ﯾﺗﻌﻠﻖ ﺑﺎﻟﺻﻧﺎﻋﺔ اﻟﺗﻲ ﺗﻧﺗﻣﻲ إﻟﯾﮭﺎ اﻟﺷرﻛﺔ وﯾظﮭر‬
‫ذﻟك ﻋﻠﻰ اﻟﻣﺣور اﻟرأﺳﻲ‪.‬‬
‫❑ وھﻛذا ﯾﺄﺧذ اﻟﻧﻣوذج ﻓﻲ اﻋﺗﺑﺎره اﻟﻌواﻣل اﻟﺗﻲ ﺳﺑﻖ ﺷرﺣﮭﺎ ﻓﯾﻣﺎ ﯾﺗﻌﻠﻖ ﺑﺎﻟﺑﯾﺋﺔ اﻟﺧﺎرﺟﯾﺔ ﺣﯾث ﯾﺗم‬
‫اﻟﻛﺷف ﻋن اﻟﻔرص واﻟﻣﺧﺎطر اﻟﺗﻲ ﺗﺣﯾط ﺑﺎﻟﻣﻧظﻣﺔ‪ ،‬ﻛﻣﺎ ﯾﺗم اﻷﺧذ ﻓﻲ اﻻﻋﺗﺑﺎر ﻧواﺣﻲ ﻗوة اﻟﻣﻧظﻣﺔ‬
‫وﺿﻌﮭﺎ اﻟداﺧﻠﻲ ﺑﻣﺎ ﯾﺳﺎﻋد ﻋﻠﻰ ﺑﯾﺎن ﻣرﻛزھﺎ اﻟﺗﻧﺎﻓﺳﻲ ﻓﻲ اﻟﺳوق‪ ،‬وﯾوﺿﺢ اﻟﺣﺻﺔ اﻟﺳوﻗﯾﺔ اﻟﺗﻲ‬
‫ﺗﺣﺻل ﻋﻠﯾﮭﺎ اﻟﻣﻧظﻣﺔ‪.‬‬
 ‫ﻣﺗﻐﯾرات ﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن ﻟﻺﺳﺗﺷﺎرﯾﺔ‪:‬‬
‫أﺑﻌﺎد وﻣﺗﻐﯾرات ﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن‬

‫ﻣرﺗﻔﻊ‬

‫اﻟﻧﺟوم‬ ‫ﻋﻼﻣﺎت اﻻﺳﺗﻔﮭﺎم‬

‫‪Stars‬‬ ‫‪Question Marks‬‬
‫ﻣﻌدل اﻟﻧﻣو ﻓﻲ‬ ‫درﺟﺔ اﻟﻧﻣو ﻓﻲ اﻟﻧﺷﺎط ﻋﺎﻟﯾﺔ‬ ‫درﺟﺔ اﻟﻧﻣو ﻓﻲ اﻟﻧﺷﺎط ﻋﺎﻟﯾﺔ‬
‫ﻧﺷﺎط اﻟﺻﻧﺎﻋﺔ‬ ‫‪ /‬ﺣﺻﺔ اﻟﺷرﻛﺔ ﻓﻲ اﻟﺳوق ﻋﺎﻟﯾﺔ‬ ‫ﺣﺻﺔ اﻟﺷرﻛﺔ ﻓﻲ اﻟﺳوق ﻣﻧﺧﻔﺿﺔ‬
‫اﻟﺗﻲ ﺗﻧﺗﻣﻲ‬
‫إﻟﯾﮭﺎ اﻟﻣﻧظﻣﺔ‬
‫)درﺟﺔ اﻟﻧﻣو‬ ‫اﻟﺑﻘرة اﻟﺣﻠوب‬ ‫اﻟﻛﻼب‬
‫ﻓﻲ اﻟﺳوق(‬ ‫‪Cash Cows‬‬ ‫‪Dogs‬‬
‫درﺟﺔ اﻟﻧﻣو ﻓﻲ اﻟﻧﺷﺎط ﻣﻧﺧﻔﺿﺔ‬ ‫درﺟﺔ اﻟﻧﻣو ﻓﻲ اﻟﻧﺷﺎط ﻣﻧﺧﻔﺿﺔ‬
‫ﺣﺻﺔ اﻟﺷرﻛﺔ ﻓﻲ اﻟﺳوق ﻋﺎﻟﯾﺔ‬ ‫ﺣﺻﺔ اﻟﺷرﻛﺔ ﻓﻲ اﻟﺳوق ﻣﻧﺧﻔﺿﺔ‬
‫ﻣﻧﺧﻔض‬
‫ﻣرﺗﻔﻊ‬ ‫ﻣﻧﺧﻔض‬
‫اﻟﻣرﻛز اﻟﺗﻧﺎﻓﺳﻲ ﻟﻠﻣﻧظﻣﺔ »اﻟﺣﺻﺔ اﻟﺳوﻗﯾﺔ«‬
 ‫ﺗﺎﺑﻊ ﻣﺗﻐﯾرات ﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن ﻟﻼﺳﺗﺷﺎرﯾﺔ‪:‬‬
‫❑ ﻣن اﻟﺷﻛل أﻋﻼه ﯾﺗﺿﺢ أن اﻟﺑداﺋل اﻟﻣﺗﺎﺣﺔ أﻣﺎم اﻟﻣﻧظﻣﺔ ﻓﻲ ظل اﻟﻣﺗﻐﯾرﯾن اﻷﺳﺎﺳﯾﯾن اﻟﺳﺎﺑﻖ ذﻛرھﻣﺎ‪ :‬اﻟﻣرﻛز‬
‫اﻟﺗﻧﺎﻓﺳﻲ ﻟﻠﺷرﻛﺔ )اﻟﺣﺻﺔ اﻟﺳوﻗﯾﺔ(‪ ،‬وﻣﻌدل اﻟﻧﻣو ﻓﻲ اﻟﻧﺷﺎط‪ ،‬ﯾﻣﻛن ﺑﯾﺎﻧﮭﻣﺎ ﻋﻠﻰ اﻟﻧﺣو اﻟﺗﺎﻟﻲ‪:‬‬
‫▪ اﻟﻣرﺑﻊ اﻷول اﻟﻧﺟوم‪ :‬ﻣﻌدل ﻧﻣو اﻟﻧﺷﺎط ﻋﺎﻟﯾﺔ‪ /‬واﻟﺣﺻﺔ اﻟﺳوﯾﻘﺔ ﻟﻠﺷرﻛﺔ ﻋﺎﻟﯾﺔ‪ :‬وﯾﺷﯾر ھذا اﻟﻣرﺑﻊ إﻟﻰ ﻣرﻛز‬
‫ﺗﻧﺎﻓﺳﻲ ﻟﻠﺷرﻛﺔ ﻗوي ﻣن ﻧﺎﺣﯾﺔ وﻣﻌدل ﻧﻣو ﻣﺗزاﯾد ﻓﻲ اﻟﻧﺷﺎط ﻣن ﻧﺎﺣﯾﺔ أﺧرى‪ ،‬ﻣﻣﺎ ﯾﻌﻧﻲ ﻛﺑر ﺣﺻﺔ اﻟﻣﻧظﻣﺔ ﻓﻲ‬
‫اﻟﺳوق ﻋﻧد ﻣﻘﺎرﻧﺗﮭﺎ ﻣﻊ ﻣﻧﺎﻓﺳﯾﮭﺎ‪ ،‬ﺑل ﻗد ﯾﻛون ﻟﮭﺎ ﻣرﻛز اﻟﻘﯾﺎدة واﻟرﯾﺎدة ﻟﻠﻣﻧظﻣﺎت اﻷﺧرى واﻟﺗﻲ ﺗﻌﻣل ﻣﻌﮭﺎ‬
‫ﻓﻲ ﻧﻔس اﻟﻣﺟﺎل‪ ،‬ﻛﻣﺎ أن ﻣﻌدل اﻟﻧﻣو ﻓﻲ اﻟﻧﺷﺎط ﯾﺗﺳم ﺑﺎﻟزﯾﺎدة ﻟﻺﻗﺑﺎل اﻟﻛﺑﯾر ﻟﻠﻣﻧﺗﺟﺎت ﻣﺣل اﻟﺗﻌﺎﻣل‪.‬‬
‫وﺑﻧﺎءا ً ﻋﻠﻰ ذﻟك ﯾﻣﻛن إﯾﺿﺎح أھم ﻣﻣﯾزات ھذا اﻟﻣرﺑﻊ ﻋﻠﻰ اﻟﻧﺣو اﻟﺗﺎﻟﻲ‪:‬‬
‫‪ -‬ﺗزاﯾد اﻟﻣﺑﯾﻌﺎت ﻣن اﻟﻣﻧﺗﺟﺎت ﺑﺻورة ﻣﺳﺗﻣرة‪.‬‬
‫‪ -‬ﻣن اﻟﻣﺗوﻗﻊ زﯾﺎدة اﻷرﺑﺎح ﺑدرﺟﺔ ﻛﺑﯾرة‪.‬‬
‫‪ -‬ﺗﺗﺳم اﻟﻣﻧظﻣﺎت اﻟﺗﻲ ﺗﺣظﻰ ﺑﺎﻟوﺟود ﻓﻲ ھذا اﻟﻣرﺑﻊ ﺑﻣﻛﺎﻧﮫ وﺳﻣﻌﺔ ﺟﯾدة‪.‬‬
‫إذا ً ﻣﺎ ھﻲ اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﻧﺎﺳﺑﺔ ﻟﻠﻣﻧظﻣﺔ ﻓﻲ ھذا اﻟﻣرﺑﻊ ؟‬
‫ﯾﺟب أن ﺗﻌﻣل اﻟﻣﻧظﻣﺔ ﻓﻲ ﻣﺛل ھذه اﻟظروف ﻋﻠﻰ اﺗﺑﺎع اﺳﺗراﺗﯾﺟﯾﺔ اﻟﻧﻣو واﻟﺗوﺳﻊ ﻓﺎﻟﻣﻧظﻣﺔ ﻟﻛﻲ ﺗﺣﺎﻓظ ﻋﻠﻰ‬
‫رﯾﺎدﺗﮭﺎ ﻻ ﺑد ﻟﮭﺎ أن ﺗﻌﻣل ﻋﻠﻰ اﻟﻣزﯾد ﻣن اﻻﺳﺗﺛﻣﺎرات ﻟﻠﻧﻣو‪.‬‬
 ‫ﺗﺎﺑﻊ ﻣﺗﻐﯾرات ﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن ﻟﻼﺳﺗﺷﺎرﯾﺔ‪:‬‬
‫▪ اﻟﻣرﺑﻊ اﻟﺛﺎﻧﻲ اﻟﺑﻘرة اﻟﺣﻠوب‪ :‬ﺣﺻﺔ اﻟﺷرﻛﺔ ﻓﻲ اﻟﺳوق ﻋﺎﻟﯾﺔ‪ /‬ﻣﻌدل ﻧﻣو اﻟﻧﺷﺎط ﻣﻧﺧﻔﺿﺔ‪:‬‬
‫ﯾﺷﯾر ھذا اﻟﻣرﺑﻊ إﻟﻰ ﻣرﻛز ﺗﻧﺎﻓﺳﻲ ﻗوي ﻟﻠﻣﻧظﻣﺔ ﻣن ﻧﺎﺣﯾﺔ‪ ،‬ﻓﻲ ﺣﯾن ﯾﺗﺳم ﻣﻌدل اﻟﻧﻣو ﻓﻲ‬
‫اﻟﻧﺷﺎط ﺑﺎﻹﻧﺧﻔﺎض واﻟﺗدھور ﻣن ﻧﺎﺣﯾﺔ أﺧرى‪ ،‬ﻓﺈن اﻟﻣﻧظﻣﺔ ﻓﻲ ھذه اﻟﺣﺎﻟﺔ ﯾظل ﻟﮭﺎ ﻣرﻛز‬
‫اﻟرﯾﺎدة ﺑﯾن اﻟﻣﻧظﻣﺎت ﻓﻲ ﻧﻔس اﻟﻣﺟﺎل‪ ،‬وﻟﻛن اﻟﻧﻣو ﻓﻲ اﻟﻧﺷﺎط آﺧذ ﻓﻲ اﻟﺗدھور واﻹﻧﺣدار‪.‬‬
‫وﻣن أھم ﻣﻣﯾزات ھذا اﻟﻣرﺑﻊ ﻣﺎ ﯾﻠﻲ‪:‬‬
‫‪ -‬ﻛﺑر ﺣﺟم اﻟﺗدﻓﻖ اﻟﻧﻘدي واﺳﺗﻣراره‪.‬‬
‫‪ -‬ﻋﺎدة ﻣﺎ ﺗﺟﺗﻣﻊ اﻟظروف ﻟﻠوﺻول إﻟﻰ ھذه اﻟﺣﺎﻟﺔ ﻋﻧدﻣﺎ ﺗﺻل اﻟﻣﻧﺗﺟﺎت إﻟﻰ ﻣرﺣﻠﺔ اﻟﻧﺿوج‬
‫ﻓﻲ دورة ﺣﯾﺎة اﻟﻣﻧﺗوج‪.‬‬
‫إذا ً ﻣﺎ ھﻲ اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﻧﺎﺳﺑﺔ ﻟﻠﻣﻧظﻣﺔ ﻓﻲ ﻣﺛل ھذه اﻟﺣﺎﻟﺔ؟‬
‫ﺗﻌﺗﻣد اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻲ ﺗﻌﺗﻣدھﺎ اﻟﻣﻧظﻣﺔ ﻓﻲ ﻣﺛل ھذه اﻟﺣﺎﻟﺔ ﻋﻠﻰ ﺿرورة اﻟﺑﺣث ﻋن‬
‫اﺳﺗﺛﻣﺎرات ﻓﻲ ﻣﺟﺎﻻت ﻣﺗﻌددة ﺟدﯾدة‪ ،‬أ أﺧرى ﻣﺳﺎﻋدة ﻣﻣﺎ ﯾﺗطﻠب إﺗﺑﺎع اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻧوع‬
‫اﻟﻣرﺗﺑط وﻏﯾر اﻟﻣرﺗﺑط أو اﻟﺑﺣث ﻋن أي اﺳﺗراﺗﯾﺟﯾﺔ ﻣﻧﺎﺳﺑﺔ ﻣن اﺳﺗراﺗﯾﺟﯾﺎت اﻟﻧﻣو واﻟﺗوﺳﻊ‪.‬‬
 ‫ﺗﺎﺑﻊ ﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن ﻟﻼﺳﺗﺷﺎرﯾﺔ‪:‬‬
‫▪ اﻟﻣرﺑﻊ اﻟﺛﺎﻟث ﻋﻼﻣﺎت اﻻﺳﺗﻔﮭﺎم‪ :‬درﺟﺔ ﻧﻣو اﻟﻧﺷﺎط ﻋﺎﻟﯾﺔ‪/‬ﺣﺻﺔ اﻟﺷرﻛﺔ اﻟﺳوﻗﯾﺔ ﻣﻧﺧﻔﺿﺔ‪ :‬ﯾﺷﯾر‬
‫ھذا اﻟﻣرﺑﻊ إﻟﻰ ﻣرﻛز ﺗﻧﺎﻓﺳﻲ ﻣﻧﺧﻔض‪ ،‬ﻓﻲ ﺣﯾن ﯾﺗﻣﯾز ﻣﻌدل اﻟﻧﻣو ﻓﻲ اﻟﺳوق ﺑﺎﻻرﺗﻔﺎع‪ ،‬ﻣﻣﺎ ﯾﻌﻧﻲ ﺿﻌف‬
‫اﻟﻣرﻛز اﻟﺗﻧﺎﻓﺳﻲ ﻟﻠﻣﻧظﻣﺔ ﻣﻘﺎرﻧﺔ ﺑﻐﯾرھﺎ ﻣن اﻟﻣﻧظﻣﺎت ﻓﻲ ﻧﻔس ﻣﺟﺎﻟﮭﺎ‪ ،‬ﻓﻲ اﻟوﻗت اﻟذي ﯾﺗﺳم ﻓﯾﮫ اﻟﻧﺷﺎط‬
‫ﺑﺎﻹﻧﺗﻌﺎش واﻟﻧﻣو‪.‬‬
‫أھم ﻣﻣﯾزات ھذا اﻟﻣرﺑﻊ ﺗﺗﻣﺛل ﻓﯾﻣﺎ ﯾﻠﻲ‪:‬‬
‫‪ -‬اﻧﺧﻔﺎض ﻣﺑﯾﻌﺎت اﻟﻣﻧظﻣﺔ ﻣﻘﺎرﻧﺔ ﺑﻐﯾرھﺎ ﻣن اﻟﻣﻧظﻣﺎت ﻓﻲ ﻧﻔس اﻟﻣﺟﺎل‪.‬‬
‫‪ -‬ﺗﻧﺎﻗص اﻷرﺑﺎح ﻧﺗﯾﺟﺔ ﻹﻧﺧﻔﺎض اﻟﻣﺑﯾﻌﺎت‪.‬‬
‫‪ -‬إﻗﺑﺎل اﻟﻣﺳﺗﮭﻠﻛﯾن ﻋﻠﻰ ﻣﻧﺗﺟﺎت اﻟﻣﻧظﻣﺎت اﻟﻣﻧﺎﻓﺳﺔ ﺑﺻورة أﻓﺿل‪,‬‬
‫‪ -‬ﻋدم اﺳﺗﻘرار ﺳﻣﻌﺔ وﻣﻛﺎﻧﺔ اﻟﻣﻧظﻣﺔ ﻓﻲ اﻟﺳوق‪.‬‬
‫إذا ً ﻣﺎ ھﻲ اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﻧﺎﺳﺑﺔ ﻟﻠﻣﻧظﻣﺔ ﻓﻲ ﻣﺛل ھذه اﻟظروف ؟‬
‫أن اﻟﻣﻧظﻣﺔ ﻓﻲ ﻣﺛل ھذه اﻟظروف ﺗﺣﺎول ﺗدﻋﯾم ﻣرﻛزھﺎ اﻟﺗﻧﺎﻓﺳﻲ ﺑﻣﺎ ﯾؤدي ﻟﻼﻧﺗﻘﺎل ﺑﻧﺷﺎطﮭﺎ إﻟﻰ اﻟﻣرﺑﻊ اﻷول‪ ،‬ھذا‬
‫إﻻ وﻗد ﺗﻧزل اﻟﻣﻧظﻣﺔ إﻟﻰ اﻟﻣرﺑﻊ اﻟراﺑﻊ اﻟذي ﯾﺷﯾر إﻟﻰ ﺣﺻﺔ ﻣﻧﺧﻔﺿﺔ ﻓﻲ اﻟﺳوق وﻣﻌدل ﻧﻣو ﻣﺧﻔض‪.‬‬
‫وﻓﻲ ﻣﺛل ھذه اﻟظروف ﯾﻣﻛن ﻟﻠﺷرﻛﺔ اﺗﺑﺎع اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗرﻛﯾز وذﻟك ﺣﺗﻰ ﺗﺳﺗطﯾﻊ ﺗﺧطﻲ ﻣوﻗف اﻻﻧﺧﻔﺎض ﻓﻲ‬
‫ﺣﺻﺗﮭﺎ وﻣﺣﺎوﻟﺔ اﻻﺳﺗﻔﺎدة ﻣن ﻣﻌدل اﻟﻧﻣو ﻓﻲ اﻟﻧﺷﺎط ﺑﺎﻟﺳوق‪ ،‬ﻛﻣﺎ ﯾﻣﻛﻧﮭﺎ اﺗﺑﺎع أي ﻣن اﺳﺗراﺗﯾﺟﯾﺎت اﻟﻧﻣو‬
‫واﻟﺗوﺳﻊ‪.‬‬
 ‫ﺗﺎﺑﻊ ﻣﺗﻐﯾرات ﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن ﻟﻺﺳﺗﺷﺎرﯾﺔ‪:‬‬
‫▪ اﻟﻣرﺑﻊ اﻟراﺑﻊ اﻟﻛﻼب‪ :‬ﺣﺻﺔ اﻟﺷرﻛﺔ ﻓﻲ اﻟﺳوق ﻣﺧﻔﺿﺔ‪/‬درﺟﺔ ﻧﻣو اﻟﻧﺷﺎط ﻣﻧﺧﻔﺿﺔ‪ :‬ﯾﺷﯾر ھذا اﻟﻣرﺑﻊ إﻟﻰ‬
‫ﻣﺳﺗوي ﻧﺷﺎط ﻣﻧﺧﻔض‪ ،‬وﻛذا اﻟﺣﺎل‪ ،‬ﻣﻌدل ﻧﻣو ﻣﺧﻔض أﯾﺿﺎً‪ ،‬وﻓﻲ ھذه اﻟﺣﺎﻟﺔ ﺗﻛون اﻟﻣﻧظﻣﺔ ﻓﻲ ﻣوﻗف ﻻ‬
‫ﺗﺣﺳد ﻋﻠﯾﮫ‪ ،‬ﻓﮭﻲ ﺗﻌﺎﻧﻲ ﻣن ﻋدة ﻣﺧﺎطر‪.‬‬
‫وأھم ﻣﻣﯾزات ھذا اﻟﻣرﺑﻊ ﺗﺗﻣﺛل ﻓﯾﻣﺎ ﯾﻠﻲ‪:‬‬
‫‪ -‬اﻧﺧﻔﺎض اﻟﻣﺑﯾﻌﺎت إﻟﻰ أدﻧﻲ ﻣﺳﺗوي ﻣﻣﻛن‪.‬‬
‫‪ -‬ﺗﻧﺎﻗص اﻷرﺑﺎح‪ ،‬ﺑل ﻗد ﺗﺣﻘﻖ اﻟﻣﻧظﻣﺔ ﺑﻌض اﻟﺧﺳﺎﺋر‪.‬‬
‫‪ -‬ﻋدم اﻹﻗﺑﺎل ﻋﻠﻰ ﻣﻧﺗﺟﺎت اﻟﺷرﻛﺔ ﻓﻲ اﻟﺳوق‪.‬‬
‫‪ -‬ﺗﻘﺎدم اﻟﻣﻧﺗﺟﺎت وﻋدم ﺗﺣﻘﯾﻘﮭﺎ ﻟرﻏﺑﺎت وإﺣﺗﯾﺎﺟﺎت ﺟﻣﮭور اﻟﻣﺳﺗﮭﻠﻛﯾن‪.‬‬
‫إذا ً ﻣﺎ ھﻲ اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﻧﺎﺳﺑﺔ ﻓﻲ ﻣﺛل ھذه اﻟظروف ؟‬
‫إن اﻟﻣﻧظﻣﺎت ﻋﺎدة ﻓﻲ ﻣﺛل ھذه اﻟظروف ﺗﻠﺟﺄ إﻟﻰ اﺳﺗراﺗﯾﺟﯾﺔ اﻻﻧﻛﻣﺎش ﺑﺄي ﻣن أﺷﻛﺎﻟﮭﺎ اﻟﻣﺗﻌددة‪ ،‬ﻓﻘد ﺗﻠﺟﺄ اﻟﺷرﻛﺔ‬
‫ﻟﻼﺳﺗﺳﻼم ﻟﺷرﻛﺔ أﺧرى أو ﺗﺗﺣول إﻟﻰ ﻧﺷﺎط آﺧر أو اﻟﺗﺻﻔﯾﺔ وﺑﯾﻊ اﻹﺻول‪.‬‬
 ‫ﺛﺎﻧﯾﺎ ً‪ :‬ﺧطوات ﺗطﺑﯾﻖ ﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن‪:‬‬
‫❑ ﯾﻣر ﺗطﺑﯾﻖ ﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن ﺑﺎﻟﺧطوات اﻟﺗﺎﻟﯾﺔ‪:‬‬
‫‪ .1‬ﺗﺣدﯾد اﻟﻘطﺎﻋﺎت اﻟﺳوﻗﯾﺔ اﻟﺗﻲ ﺗﻌﻣل ﺑﮭﺎ اﻟﻣﻧظﻣﺔ‪ .‬ﻟﻠوﻗف ﻋﻠﻰ ﻣرﻛزھﺎ ﺑﯾن اﻟﻣﻧﺎﻓﺳﯾن ﻓﻲ ھذه‬
‫اﻟﻘطﺎﻋﺎت‪.‬‬
‫‪ .2‬ﺗﺣدﯾد ﺧﺻﺎﺋص اﻟﻣﺻﻔوﻓﺔ ﺑﺎﻟﻧﺳﺑﺔ ﻟﻛل ﻗطﺎع ﺳوﻗﻲ‪ :‬أي ﺗﺣدﯾد )ﻣﻌدل اﻟﻧﻣو‪ /‬اﻟﺣﺻﺔ اﻟﺳوﻗﯾﺔ(‪.‬‬
‫‪ .3‬ﺗﺣدﯾد ﻣوﻗﻊ ﻛل ﻗطﺎع ﺳوﻗﻲ ﻋﻠﻰ اﻟﻣﺻﻔوﻓﺔ‪ ،‬وذﻟك ﻓﯾﻣﺎ ﯾﺗﻌﻠﻖ ﺑﺎﻟﻣﻧﺗﺞ أو اﻟﻣﻧﺗﺟﺎت ﻗﯾد اﻟدراﺳﺔ‪.‬‬
‫‪ .4‬إﺧﺗﯾﺎر اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﻧﺎﺳﺑﺔ‪ ،‬وﯾﺟب ﻋﻠﻰ اﻟﻣﻧظﻣﺔ ﻋﻧد اﺧﺗﯾﺎر اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﻧﺎﺳﺑﺔ ﻣراﻋﺎة اﻵﺗﻲ‪:‬‬
‫‪ -‬إن ﺗﺣدﯾد اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﻧﺎﺳﺑﺔ ﻟﻛل ﻗطﺎع أو ﻣﻧﺗﺞ ﯾﺟب أن ﯾﻛون ﻣﺻﺣوﺑﺎ ً ﺑﺗﺣدﯾد ﻣدي‬
‫)ﻋﻼﻣﺎت اﻻﺳﺗﻔﮭﺎم( اﻟﺗﻲ ﺗﺳﺗطﯾﻊ اﻟﻣﻧظﻣﺔ ﻣواﺟﮭﺗﮭﺎ ﻓﻲ ﺿوء ﻣواردھﺎ اﻟﺣﺎﻟﯾﺔ‪.‬‬
‫‪ -‬ﯾﺟب اﻟﺗﻣﯾﯾز ﺑﯾن ﻧﺗﯾﺟﺔ اﻟﺗﺳﺎؤﻻت )ﻋﻼﻣﺎت اﻻﺳﺗﻔﮭﺎم( اﻟﺗﻲ ﺗﺳﺗطﯾﻊ اﻟﻣﻧظﻣﺔ اﻟﺗﺣرك ﻣﻧﮭﺎ ﺗﺟﺎه‬
‫اﻟﻣرﺑﻊ اﻷول )اﻟﻧﺟوم( وﺗﻠك اﻟﺗﻲ ﻗد ﺗؤدي ﺑﮭﺎ إﻟﻰ ﻣرﺣﻠﺔ اﻻﻧﺳﺣﺎب )اﻟﻣرﺑﻊ اﻟراﺑﻊ(‪.‬‬
‫‪ -‬ﯾﺟب اﻟﻘﯾﺎم ﺑﻣراﺟﻌﺔ ﻣﺳﺗﻣرة ﻟﻼﺳﺗراﺗﯾﺟﯾﺎت اﻟﻣﺧﺗﺎرة ﻓﻲ ﺿوء اﻟﺗﻐﯾرات اﻟﺑﯾﺋﯾﺔ اﻟﻌﺎﻣﺔ ﻟﻠﻣﻧظﻣﺔ‬
‫اﻟﺧﺎﺻﺔ ﺑﮭﺎ‪ ،‬وذﻟك ﺑﺎﻹﺿﺎﻓﺔ ﻟﻠوﻗوف ﻋﻧد رد ﻓﻌل اﻟﻣﻧﺎﻓﺳﯾن ﻋﻠﻰ ﻛل اﺳﺗراﺗﯾﺟﯾﺔ ﻋﻠﻰ ﺣده‪.‬‬
 ‫ﺛﺎﻟﺛﺎ ً‪ :‬ﻣﻌوﻗﺎت ﺗطﺑﯾﻖ ﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن‪:‬‬
‫ﻣن أھم اﻟﻣﻌوﻗﺎت اﻟﺗﻲ ﺗواﺟﮫ ﺗطﺑﯾﻖ ﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن اﻵﺗﻲ‪:‬‬ ‫❑‬
‫اﺳﺗﺧدام أﺳﻠوب ﺑﺳﯾط ﺟدا ً ﻟﻠﺗﻌﺎﻣل ﻣﻊ ﻣواﻗف ﻣﻌﻘدة ﺟدا ً‪).‬إذ ﺗوﺟد اﻟﻌدﯾد ﻣن اﻟﻣﺷﻛﻼت ﻓﻲ ﺳﺑﯾل اﻟﺗطﺑﯾﻖ ﻣﻧﮭﺎ‬ ‫‪.1‬‬
‫ﻣﺷﻛﻠﺔ ﻗﯾﺎس اﻟﺣﺻﺔ اﻟﺳوﻗﯾﺔ ﻟﻠﺳﻠﻌﺔ أو ﺗﺣدﯾد ﻣﻌدل اﻟﻧﻣو اﻟﺳوﻗﻲ ﻣﻊ اﺳﺗﻣرار ﺗﻐﯾر ﺣدود اﻟﺳوق وﻓﻘﺎ ﻟدﺧول‬
‫ﺳﻠﻊ ﺟدﯾدة او ﻟﺗﻐﯾﯾر أذواق اﻟﻣﺳﺗﮭﻠﻛﯾن أو دﺧول ﻣﺳﺗﮭﻠﻛﯾن ﺟدد‪ ،‬ھذا ﺑﺎﻹﺿﺎﻓﺔ اﻟﻰ ﺻﻌوﺑﺔ اﻻﻋﺗﻣﺎد اﻟﻣطﻠﻖ‬
‫ﻋﻠﻰ اﻟﻣﺻﻔوﻓﺔ دون ﻣﺳﺎﻋدة اﻟرأي اﻟﺷﺧﺻﻲ ﻟﻺدارة(‬
‫اﻹﯾﺟﺎز واﻟﺣﻛم اﻟظﺎھري‪).‬اﻟﻧﻣوذج ﯾﺳﺗﺧدم ﻟوﺻف اﺳﺗراﺗﯾﺟﯾﺎت ﻋﺎﻣﺔ ﻟﻣواﻗف ﺗﺳوﯾﻘﯾﺔ ﻣﺗﻧوﻋﺔ ﻓﻲ ﺣﯾن ﺗوﺟد‬ ‫‪.2‬‬
‫ﺑﻌض اﻟﻣواﻗف اﻟﺗﻲ ﺗﺗطﻠب دراﺳﺔ ﻣﺟﻣوﻋﺔ ﻣن اﻟﻣﺗﻐﯾرات اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ اﺧﺗﯾﺎر اﻻﺳﺗراﺗﯾﺟﯾﺔ (‬
‫ﺗﻘوم اﻟﻣﺻﻔوﻓﺔ ﻋﻠﻰ اﻓﺗراﺿﯾن أﺳﺎﺳﯾﯾن ھﻣﺎ‪ :‬ﻣﻌدل اﻟﻧﻣو‪ ،‬واﻟﺣﺻﺔ اﻟﺳوﻗﯾﺔ وﻓﻲ ﺣﺎﻟﺔ ﻋدم ﺗﺣﻘﻖ أﺣدھﻣﺎ‬ ‫‪.3‬‬
‫ﺗﻛون ﻧﺗﺎﺋﺞ اﻟﻣﺻﻔوﻓﺔ ﻏﯾر ﺻﺣﯾﺣﺔ ﻧﺳﺑﯾﺎ ً‪.‬‬
‫اﻟﺗرﻛﯾز ﻋﻠﻰ أھﻣﯾﺔ اﻟﺣﺻﺔ اﻟﺳوﻗﯾﺔ واﻟﻌواﻣل اﻟﻣرﺗﺑطﺔ ﺑﮭﺎ ﻓﻲ ﺗﺣدﯾد اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﻼﺋﻣﺔ‪ ،‬وﺗﻧﺻﺢ اﻟﻣﺻﻔوﻓﺔ‬ ‫‪.4‬‬
‫ﺑﺿرورة ﺗﺻﻔﯾﺔ اﻟﺷرﻛﺎت اﻟﺗﻲ ﺗﺻل ﻟﻣرﺣﻠﺔ اﻟﺗدھور )اﻟﻣرﺑﻊ اﻟراﺑﻊ(‪ ،‬ﻓﻲ ﺣﯾن أﺛﺑﺗت ﺑﻌض اﻟدراﺳﺎت أن ھﻧﺎك‬
‫ﺷرﻛﺎت ﻛﺎﻧت ﺣﺻﺗﮭﺎ اﻟﺳوﻗﯾﺔ ﺿﻌﯾﻔﺔ ﺟدا ً إﻻ اﻧﮫ اﺳﺗطﺎﻋت أن ﺗﺣﻘﻖ أرﺑﺎح وﻣﻌدﻻت ﻧﻣو أﻛﺛر ارﺗﻔﺎﻋﺎ ً ﻣن‬
‫اﻟﺷرﻛﺎت اﻟﻣﺳﯾطرة ﻓﻲ اﻟﺳوق‪.‬‬
 ‫اﻟﻣﻌﺎﯾﯾر اﻟواﺟب ﻣراﻋﺎﺗﮭﺎ ﻟﻧﺟﺎح اﻻﺧﺗﯾﺎر اﻹﺳﺗراﺗﯾﺟﻲ‪:‬‬
‫❑ ﯾﺗﺿﻣن اﺧﺗﯾﺎر اﻹﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻌرف ﻋﻠﻰ ﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺎت اﻟﻣﻣﻛﻧﺔ واﻟﺗﻲ ﯾﻣﻛن‬
‫ﺗطﺑﯾﻘﮭﺎ‪ ،‬وﯾﻛون اﻻﺧﺗﯾﺎر ﻣﯾﺳرا ً إذا ﺣددت ﻋﻣﻠﯾﺔ اﻟﺗﻘﯾﯾم ﺑدﯾﻼً واﺣدا ً ﻣﻣﯾز‪ ،‬وﻟﻛن‬
‫ﻓﻲ أﻏﻠب اﻷﺣﯾﺎن ﯾﺟد ﻣﺗﺧذ اﻟﻘرار أﻣﺎﻣﮫ اﻟﻌدﯾد ﻣن اﻟﺑداﺋل‪ ،‬وﺣﺗﻰ ﯾﺗم اﻹﺧﺗﯾﺎر‬
‫اﻟﻣﻧﺎﺳب ﯾﺟب ﻣراﻋﺎة ﻋدة ﻣﻌﺎﯾﯾر ھﺎﻣﺔ وھﻲ‪:‬‬
‫‪ .1‬دراﺳﺔ اﻟﺧﺑرة اﻟﻣﺎﺿﯾﺔ‪) .‬اﻷﻓراد ‪ -‬اﻟﻣﻧظﻣﺔ(‬
‫‪ .2‬اﺗﺟﺎھﺎت ذوي اﻟﻧﻔوذ ﻓﻲ اﻟﻣﻧظﻣﺔ )اﻟﻣﻧﺎخ اﻟﺳﯾﺎﺳﻲ(‪ -.‬دور اﻹدارة اﻟﻌﻠﯾﺎ واﻟوﺳطﻲ‬
‫‪ .3‬ﻣﺳﺗوى اﻟﻣﺧﺎطر اﻟذي ﯾﻣﻛن ﻗﺑوﻟﮫ‪) .‬اﻟﻣﺣدودة واﻟﻌﺎﻟﯾﺔ(‬
‫‪ .4‬ﻋﻧﺻر اﻟزﻣن )اﻟﺗوﻗﯾت اﻟﻣﻧﺎﺳب(‪) .‬اﻟوﻗت اﻟﻣﺗﺎح ﻟﻼﺧﺗﯾﺎر‪ ،‬ﺗوﻗﯾت اﻟﻌواﺋد‪ ،‬ﺗوﻗﯾت‬
‫اﺳﺗﻌداد اﻟﺳوق (‬
‫‪ .5‬اﻟﻣوارد اﻟﺗﻧظﯾﻣﯾﺔ‪) .‬اﻟﻣﺎدﯾﺔ واﻟﺑﺷرﯾﺔ واﻟﻣﺎﻟﯾﺔ(‬
‫‪ .6‬ﻣرﻛز اﻟﻣﻧظﻣﺔ ﻓﻲ اﻟﺻﻧﺎﻋﺔ‪) .‬اﻟﻣﻧظﻣﺎت اﻟراﺋدة واﻟﺗﺎﺑﻌﺔ(‬
 ‫ﺷﺎﻛﺮا ً ﻻﺳﺘﻤﺎﻋﻜﻢ‪،‬‬

‫ﺗم ﺗﺟﮭﯾز ھذه اﻟﺷراﺋﺢ ﻣن ھذا اﻟﻣرﺟﻊ‪:‬‬

‫د‪ .‬ﻋﺒﺪ اﻟﺤﻤﯿﺪ اﻟﻤﻐﺮﺑﻲ‪ ،‬اﻹدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ ﻟﻤﻮاﺟﮭﺔ ﺗﺤﺪﯾﺎت اﻟﻘﺮن اﻟﺤﺎدي واﻟﻌﺸﺮﯾﻦ )اﻟﻄﺒﻌﺔ اﻟﺴﺎﺑﻌﺔ‪ ،‬ﻣﺠﻤﻮﻋﺔ اﻟﻨﯿﻞ اﻟﻌﺮﺑﯿﺔ‪ ،‬اﻟﻘﺎھﺮة( ‪.2014‬‬
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 ‫اﺳم اﻟﻣﻘرر‪ :‬اﻹدارة اﻻﺳﺗراﺗﯾﺟﯾﺔ‬

‫اﻟﻔﺻل اﻟﺳﺎﺑﻊ‬
‫ﺗطﺑﯾﻖ اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
 ‫اﻷھداف اﻟدراﺳﯾﺔ ﻟﻠﻔﺻل‬
‫ﺑﻘراءﺗك ﻟﮭذا اﻟﻔﺻل ﺳﺗﺗﻌرف ﻋﻠﻲ‪:‬‬

‫‪ ‬أھﻣﯾﺔ ﻋﻣﻠﯾﺔ ﺗطﺑﯾﻖ اﻹﺳﺗراﺗﯾﺟﯾﺔ‬

‫‪ ‬إطﺎر ﻣﺎﻛﯾﻧزي ﻟﺗﺣﻘﯾﻖ ﻓﺎﻋﻠﯾﺔ ﺗﻧﻔﯾذ اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
‫‪ ‬ﻣﺗطﻠﺑﺎت ﺗطﺑﯾﻖ اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
 ‫ﻣﺣﺗوﯾﺎت اﻟﻔﺻل‬

‫‪ .1‬أھﻣﯾﺔ ﻋﻣﻠﯾﺔ ﺗطﺑﯾﻖ اﻹﺳﺗراﺗﯾﺟﯾﺔ‬

‫‪ .2‬إطﺎر ﻣﺎﻛﯾﻧزي ﻟﺗﺣﻘﯾﻖ ﻓﺎﻋﻠﯾﺔ ﺗﻧﻔﯾذ اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
‫‪ .3‬ﻣﺗطﻠﺑﺎت ﺗطﺑﯾﻖ اﻹﺳﺗراﺗﯾﺟﯾﺔ‬

‫‪3‬‬
‫‪ ‬ﺗﻧﺎوﻟﻧﺎ ﻓﻲ اﻟﻔﺻول اﻟﺳﺎﺑﻘﺔ اﻟﺧطوات اﻟﻔرﻋﯾﺔ ﻟﻣرﺣﻠﺔ ﺻﯾﺎﻏﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ‪ ،‬ﻓﺑدأﻧﺎ‬
‫ﺑﺗﺣدﯾد رﺳﺎﻟﺔ اﻟﻣﻧظﻣﺔ‪ ،‬ﺛم ﻋﻣﻠﯾﺔ وﺿﻊ اﻟﻐﺎﯾﺎت واﻷھداف‪ ،‬وأﺗﺑﻌﻧﺎ ذﻟك ﺑﺗﺣﻠﯾل اﻟﺑﯾﺋﺔ‬
‫اﻟﺧﺎرﺟﯾﺔ واﻟداﺧﻠﯾﺔ ﻟﻠﻣﻧظﻣﺔ‪ ،‬وﺗﻌرﺿﻧﺎ ﻟﻠﺑداﺋل اﻹﺳﺗراﺗﯾﺟﯾﺔ ﺑﺻﻔﺔ ﻋﺎﻣﺔ‪ ،‬وأﺧﯾرا ً ﺑﯾﻧﺎ‬
‫ﻛﯾﻔﯾﺔ اﻹﺧﺗﯾﺎر اﻹﺳﺗراﺗﯾﺟﻲ وذﻟك ﻣن ﺧﻼل اﻹﺳﺗﻌﺎﻧﺔ ﺑﻧﻣوذج ﺟﻣﺎﻋﺔ ﺑوﺳطن‬
‫اﻹﺳﺗﺷﺎرﯾﺔ‪ ،‬واﻟﻣﻌﺎﯾﯾر اﻟﺗﻲ ﯾﺟب دراﺳﺗﮭﺎ وﺗﺣﻠﯾﻠﮭﺎ ﻟﻧﺟﺎح اﻹﺧﺗﯾﺎر اﻹﺳﺗراﺗﯾﺟﻲ‪.‬‬
‫‪ ‬وﻓﻲ ھذا اﻟﺟزء ﻣن اﻟﻣﻘرر ﺳﻧﺗﻌرض ﻋﻠﻰ ﻋﻣﻠﯾﺔ ﺗطﺑﯾﻖ اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻲ ﺗم‬
‫اﺧﺗﯾﺎرھﺎ‪ ،‬وذﻟك ﻣن ﺧﻼل ﺗﻧﺎوﻟﻧﺎ اﻟﻣوﺿوﻋﺎت اﻟﺗﺎﻟﯾﺔ‪:‬‬
‫‪ ‬أھﻣﯾﺔ ﻋﻣﻠﯾﺔ ﺗطﺑﯾﻖ اﻻﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
‫‪ ‬إطﺎر ﻣﺎﻛﯾﻧزي ﻟﺗﺣﻘﯾﻖ ﻓﺎﻋﻠﯾﺔ ﺗﻧﻔﯾذ اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
‫‪ ‬ﻣﺗطﻠﺑﺎت ﺗطﺑﯾﻖ اﻻﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
 ‫أھﻣﯾﺔ ﻋﻣﻠﯾﺔ ﺗطﺑﯾﻖ اﻻﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫‪ ‬إن اﻟﻧﺟﺎح ﻓﻲ ﺻﯾﺎﻏﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ أو إﺧﺗﯾﺎرھﺎ ﻣن ﺑﯾن اﻟﺑداﺋل اﻟﻣﺗﺎﺣﺔ ذﻟك ﻻ ﯾﻌﻧﻲ ﺑﺎﻟﺿرورة اﻟﻧﺟﺎح ﻓﻲ‬
‫ﺗطﺑﯾﻘﮭﺎ‪ ،‬ﻓﻐﺎﻟﺑﺎ ً ﻣﺎ ﯾﻛون اﻟﺗطﺑﯾﻖ أﻛﺛر ﺻﻌوﺑﺔ‪ ،‬إذ ﯾﺣﺗوي ﻋﻠﻰ ﻋﻣﻠﯾﺎت وأﻧﺷطﺔ ﻓﻌﻠﯾﺔ‪ ،‬وﯾﻣﻛﻧﻧﺎ اﻟوﻗوف ﻋﻠﻰ‬
‫ھذه اﻟﺣﻘﯾﻘﺔ ﻣن واﻗﻊ إﺳﺗﻘراء اﻟﻣﻔﺎرﻗﺎت اﻟزوﺟﯾﺔ اﻟﺗﺎﻟﯾﺔ‪:‬‬
‫‪ - .1‬إن ﺻﯾﺎﻏﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ ﺗﮭﺗم ﺑﺑﯾﺎن وﺿﻊ ﻣﺧﺗﻠف اﻟﻌواﻣل اﻟﻣؤﺛرة ﻗﺑل اﻟﺗطﺑﯾﻖ‪.‬‬
‫‪ -‬إن ﺗطﺑﯾﻖ اﻹﺳﺗراﺗﯾﺟﯾﺔ ﯾﮭﺗم ﺑﺈدارة اﻟﻌواﻣل اﻟﻣؤﺛرة أﺛﻧﺎء اﻟﻌﻣﻠﯾﺎت واﻹﻧﺗﺎج‪.‬‬
‫‪ - .2‬ﺗرﻛز ﺻﯾﺎﻏﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ ﻋﻠﻰ اﻟﻔﻌﺎﻟﯾﺔ‪.‬‬
‫‪ -‬ﯾرﻛز ﺗطﺑﯾﻖ اﻹﺳﺗراﺗﯾﺟﯾﺔ ﻋﻠﻰ اﻟﻛﻔﺎءة‪.‬‬
‫‪ - .3‬إن أﺳﺎس ﺻﯾﺎﻏﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ ﯾﺗﻣﺛل ﻓﻲ اﻟﺗﻧﺑؤ واﻟﺗوﻗﻊ اﻟﻣﺳﺗﻘﺑﻠﻲ‪.‬‬
‫‪ -‬إن أﺳﺎس ﺗطﺑﯾﻖ اﻹﺳﺗراﺗﯾﺟﯾﺔ ﯾﻧﺑﻧﻲ ﻋﻠﻰ اﻟﻌﻣﻠﯾﺎت اﻟﺗﺷﻐﯾﻠﯾﺔ‪.‬‬
‫‪ - .4‬ﺗﺗطﻠب ﺻﯾﺎﻏﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ ﻣﮭﺎرات ﺗوﻗﻊ وﺗﺧﻣﯾن وﺗﺣﻠﯾل ﺣﺳﻧﺔ‪.‬‬
‫‪ -‬ﯾﺗطﻠب ﺗطﺑﯾﻖ اﻹﺳﺗراﺗﯾﺟﯾﺔ ﻣﮭﺎرات داﻓﻌﯾﺔ وﻗﯾﺎدة ﻓﻌﺎﻟﺔ‪.‬‬
‫‪ - .5‬ﺗﺗطﻠب ﺻﯾﺎﻏﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻧﺳﯾﻖ واﻟﺗﻛﺎﻣل ﻓﯾﻣﺎ ﺑﯾن ﻋدد ﻗﻠﯾل ﻣن اﻷﻓراد‪.‬‬
‫‪ -‬ﯾﺗطﻠب ﺗطﺑﯾﻖ اﻹﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻧﺳﯾﻖ واﻟﺗﻛﺎﻣل ﻓﯾﻣﺎ ﺑﯾن ﻋدد ﻛﺑﯾر ﻣن اﻷﻓراد‪.‬‬
 ‫ﺗﺎﺑﻊ أھﻣﯾﺔ ﻋﻣﻠﯾﺔ ﺗطﺑﯾﻖ اﻻﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫‪ ‬إن ﻣﻔﺎھﯾم وأدوات ﺻﯾﺎﻏﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ ﻻ ﺗﺧﺗﻠف ﻛﺛﯾرا ً ﺑﯾن اﻟﺷرﻛﺎت اﻟﻛﺑﯾرة أو اﻟﺻﻐﯾرة‪ ،‬ﻛذﻟك اﻟﺣﺎل‬
‫ﻓﯾﻣﺎ ﺑﯾن اﻟﻣﻧظﻣﺎت اﻟرﺑﺣﯾﺔ أو اﻟﻣﻧظﻣﺎت اﻟﺗﻲ ﻻ ﺗﮭدف إﻟﻰ اﻟرﺑﺢ‪ ،‬ﻓﻲ ﺣﯾن أن ﺗطﺑﯾﻖ اﻹﺳﺗراﺗﯾﺟﯾﺔ ﯾﺧﺗﻠف‬
‫ﻛﻠﯾﺎ ً ﻣﻊ إﺧﺗﻼف اﻷﺣﺟﺎم وأﻧﻣﺎط اﻟﺷرﻛﺎت‪ ،‬ﻓﯾﺷﻣل ﺗطﺑﯾﻖ اﻹﺳﺗراﺗﯾﺟﯾﺔ اﻟﻌدﯾد ﻣن اﻷﻧﺷطﺔ ﻣﻧﮭﺎ‪:‬‬
‫‪ -‬ﺑﯾﺎن ﻣوظﻔون ﺟدد‪.‬‬
‫‪ -‬ﺗﻐﯾﯾر اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﺳﻌﯾر ﺑﺎﻟﻣﻧظﻣﺔ‪.‬‬
‫‪ -‬ﺗﻧﻣﯾﺔ وﺗطوﯾر اﻟﻣوازﻧﺎت اﻟﻣﺎﻟﯾﺔ‪.‬‬
‫‪ -‬ﺗﻧﻣﯾﺔ ﻣﮭﺎرات اﻟﻌﺎﻣﻠﯾن‪.‬‬
‫‪ -‬ﺗﺄﺳﯾس ﻧظم إﺟراءات اﻟرﻗﺎﺑﺔ ﻋﻠﻰ اﻟﺗﻛﺎﻟﯾف‪.‬‬
‫‪ -‬ﺗﻌدﯾل اﺳﺗراﺗﯾﺟﯾﺎت اﻹﻋﻼن‪.‬‬
‫‪ -‬ﺗﻧﻣﯾﺔ ﻧظم اﻟﺗﺳﮭﯾﻼت اﻟﺑدﯾﻠﺔ‪.‬‬
‫‪ -‬ﺗﺣوﯾل اﻟﻣدﯾرﯾن ﻣﻣﺎ ﯾﺗﻌﻠﻖ ﺑﺗطﺑﯾﻖ اﻷﻋﻣﺎل ﺣﺳب اﻟﻛﻔﺎءة‪.‬‬
‫‪ -‬وﻏﯾرھﺎ‪.‬‬
 ‫إطﺎر ﻣﺎﻛﯾﻧزي ﻟﺗﺣﻘﯾﻖ ﻓﺎﻋﻠﯾﺔ ﺗﻧﻔﯾذ اﻹﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫‪ ‬وﻗد ﻗدﻣت ﻣﺟﻣوﻋﺔ ﻣﺎﻛﯾﻧزي اﻻﺳﺗﺷﺎرﯾﺔ ﻧﻣوذج ﻋرف ﺑﺈﺳﻣﮭﺎ ﯾﮭﺗم ﺑﯾﺎن اﻟﻌﻧﺎﺻر اﻹدارﯾﺔ واﻟﺗﻧظﯾﻣﯾﺔ‬
‫اﻟﺳﺑﻌﺔ ﻟﻧﺟﺎح ﺗطﺑﯾﻖ اﻻﺳﺗراﺗﯾﺟﯾﺔ‪ ،‬وﯾوﺿﺢ اﻟﺷﻛل اﻟﺗﺎﻟﻲ إطﺎر ﻣﺎﻛﻧزي ﻟﺗﺣﻘﯾﻖ ﻓﻌﺎﻟﯾﺔ ﺗﻧﻔﯾذ‬
‫اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬

‫اﻟﮭﯾﻛل‬ ‫اﻷﻧظﻣﺔ‬

‫اﻟﻘﯾم‬ ‫ﻧﻣط‬
‫اﻹﺳﺗراﺗﯾﺟﯾﺔ‬ ‫اﻟﻣﺷﺗرﻛﺔ‬ ‫اﻹدارة‬

‫اﻟﻣﮭﺎرات‬ ‫اﻟﻣوظﻔﯾن‬
 ‫إطﺎر ﻣﺎﻛﯾﻧزي ﻟﺗﺣﻘﯾﻖ ﻓﺎﻋﻠﯾﺔ ﺗﻧﻔﯾذ اﻹﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫‪ ‬وﯾﺗﺿﺢ ﻣن اﻟﺷﻛل ﺑﺎﻟﺷرﯾﺣﺔ اﻟﺳﺎﺑﻘﺔ أن اﻟﻌﻧﺎﺻر اﻹدارﯾﺔ واﻟﺗﻧظﯾﻣﯾﺔ اﻟﺗﻲ ﯾﺷﯾر إﻟﯾﮭﺎ ﻧﻣوذج ﻣﺎﻛﯾﻧزي ﺗﺗﻣﺛل ﻓﯾﻣﺎ ﯾﻠﻲ‪:‬‬
‫‪ .1‬اﻻﺳﺗراﺗﯾﺟﯾﺔ‪ :‬وﺗﺷﯾر إﻟﻰ ﻣﺟﻣوﻋﺔ اﻟﻣﻣﺎرﺳﺎت اﻟﻣﺗﻛﺎﻣﻠﺔ اﻟﺗﻲ ﺗﻣﺎرﺳﮭﺎ اﻟﻣﻧظﻣﺔ ﺑﻘﺻد ﺗﺣﻘﯾﻖ اﻟﺗﻔوق ﻋﻠﻰ اﻟﻣﻧﺎﻓﺳﯾن‬
‫وﺗﺣﺳﯾن ﺻورﺗﮭﺎ أﻣﺎم اﻟﻣﻧﺎﻓﺳﯾن ﻣﻊ ﻗدرة ﻣﺗﻣﯾزة ﻋﻠﻰ ﺗﺧﻔﯾض اﻟﻣوارد‪.‬‬
‫‪ .2‬اﻟﮭﯾﻛل‪ :‬وﯾﻣﺛل ﻣﺟﻣوﻋﺔ اﻟﻌﻼﻗﺎت اﻟﺗﻧظﯾﻣﯾﺔ اﻟﺗﻲ ﺗظﮭرھﺎ اﻟﺧرﯾطﺔ اﻟﺗﻧظﯾﻣﯾﺔ واﻷﻋﻣﺎل واﻟﻣﮭﺎم واﻟﻣﺳﺋوﻟﯾﺔ واﻟﺳﻠطﺎت‬
‫اﻟداﻟﺔ ﻋﻠﻰ ﻣن اﻟﻣﺳﺋول أﻣﺎم ﻣن‪ ،‬وﺗﻘﺳﯾم اﻷﻧﺷطﺔ وﺑﯾﺎن اﻟﺗﺧﺻﺻﺎت وﺗﺣﻘﯾﻖ اﻟﺗﻛﺎﻣل واﻟﺗﻧﺳﯾﻖ ﻓﯾﻣﺎ ﺑﯾﻧﮭم‪.‬‬
‫‪ .3‬اﻷﻧظﻣﺔ‪ :‬وﺗدل ﻋﻠﻰ ﻋﻣﻠﯾﺎت اﻟﺗﺷﻐﯾل واﻟﺗدﻓﻘﺎت اﻟﺗﻲ ﺗﺑﯾن ﻛﯾﻔﯾﺔ إﺗﻣﺎم اﻟﻌﻣل داﺧل اﻟﻣﻧظﻣﺔ أوﻻ ً ﺑﺄول وذﻟك ﻟﻣﺧﺗﻠف‬
‫اﻷﻧﺷطﺔ واﻟﻌﻣﻠﯾﺎت وﻣن ﺑﯾﻧﮭﺎ ﻧظم اﻟﻣﻌﻠوﻣﺎت‪ ،‬وﻧظم اﻟﻣوازﻧﺎت اﻟرأﺳﻣﺎﻟﯾﺔ‪ ،‬وﻧظم اﻹﻧﺗﺎج واﻟﻌﻣﻠﯾﺎت‪ ،‬وﻧظم رﻗﺎﺑﺔ‬
‫اﻟﺟودة‪ ،‬وﻧظم ﻗﯾﺎس اﻷداء وﺗﻘﯾﯾم اﻟﻌﻣل‪.‬‬
‫‪ .4‬ﻧﻣط اﻹدارة‪ :‬وﯾﻣﺛل ﻧﻣط اﻹدارة اﻻﯾدﻟوﺟﯾﺔ اﻟﻔﻛرﯾﺔ ﻹدارة اﻟﻣﻧظﻣﺔ‪ ،‬وﻓﻠﺳﻔﺗﮭﺎ اﻟﺗﻧظﯾﻣﯾﺔ ﺑﺣﯾث ﺗﺑﯾن ﻗﯾم وﻣﻌﺗﻘدات‬
‫اﻹدارة‪ ،‬وﯾﺣﺗﺎج إﻟﻰ أﻋز اﻟﻣوارد ﻣﺎدة وﺑﺷر ووﻗﺗﺎً‪ ،‬وﯾﺳﺗﺣﻖ أن ﯾﺗﺣول إﻟﻰ ﺳﻠوك وﺗﺻرف‪.‬‬
‫‪ .5‬اﻟﮭﯾﺋﺔ اﻹدارﯾﺔ‪ :‬وﯾﻘﺻد ﺑﺎﻟﮭﯾﺋﺔ اﻹدارﯾﺔ اﻟﻣوظﻔﯾن داﺧل اﻟﻣﻧظﻣﺔ‪ ،‬وھﻧﺎ ﯾﺻﺑﺢ ﻣن اﻟﺿروري اﻻھﺗﻣﺎم واﻟﺗﻔﻛﯾر ﻓﻲ‬
‫وﻻء اﻷﻓراد ﺑﺷﻛل ﻣﺗﻛﺎﻣل ﻟﯾس ﻓﻲ ﺷﺧﺻﯾﺎﺗﮭم ﻓﻘط‪ ،‬ﺑل ﻓﻲ ﻛل ﻣﺎ ﯾﺗﻌﻠﻖ ﺑﺧﺻﺎﺋﺻﮭم اﻟدﯾﻣﻐراﻓﯾﺔ ﺑﻣﺎ ﯾﻔﯾد اﻟﺗﻧﻔﯾذ‬
‫اﻟﻔﻌﺎل ﻟﻼﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
‫‪ .6‬اﻟﻘﯾم اﻟﻣﺷﺗرﻛﺔ‪ :‬وﺗﻣﺛل اﻟﻘﯾم واﻟﺗطﻠﻌﺎت اﻷﺳﺎﺳﯾﺔ واﻟطﻣوﺣﺎت اﻟﺗﻲ ﯾﺷﺗرك ﻓﯾﮭﺎ اﻷﻓراد ﺑﺎﻟﻣﻧظﻣﺔ وﻏﺎﻟﺑﺎ ً ﻻ ﻧﺟدھﺎ‬
‫ﺻرﯾﺣﺔ ﻓﻲ اﻷھداف‪ ،‬وإﻧﻣﺎ ﺗﻌﺑر ﻋن اﻷﻓﻛﺎر اﻟﻌرﯾﺿﺔ ﻟﻠﺗوﺟﮫ اﻟﻣﺳﺗﻘﺑﻠﻲ اﻟذي ﺗرﻗب اﻹدارة اﻟﻌﻠﯾﺎ ﻓﻲ ﻧﺷره داﺧل‬
‫اﻟﻣﻧظﻣﺔ وﻣن ﺛم ﯾﺟب ﻣﺷﺎرﻛﺗﮭﺎ ﻣن ﺟﺎﻧب اﻷﻓراد‪.‬‬
‫‪ .7‬اﻟﻣﮭﺎرات‪ :‬وﺗﻣﺛل اﻟﺧﺑرات واﻹﻣﻛﺎﻧﺎت‪ ،‬واﻟﻛﻔﺎءات اﻟﻘﺎدرة ﻋﻠﻰ ﺗﺣوﯾل اﻟﻣﻌﻠوﻣﺎت واﻟﻣﻌﺎرف إﻟﻰ واﻗﻊ ﻋﻣﻠﻲ‪،‬‬
‫واﻟﺧﺻﺎﺋص اﻟﺗﻲ ﺗﻣﯾز اﻟﻣﻧظﻣﺔ ﻣن ﻏﯾرھﺎ ﻣن اﻟﻣﻧظﻣﺎت‪.‬‬
 ‫ﻣﺗطﻠﺑﺎت ﺗطﺑﯾﻖ اﻻﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫‪ ‬إن ﺻﯾﺎﻏﺔ اﻻﺳﺗراﺗﯾﺟﯾﺔ ﻓﻲ ﺣﺎﺟﺔ إﻟﻰ ﻗدرة ﻓﻛرﯾﺔ وﺗﺣﻠﯾﻠﯾﺔ‪ ،‬ﺑﯾﻧﻣﺎ وﺿﻌﮭﺎ ﻣوﺿﻊ‬
‫اﻟﺗطﺑﯾﻖ ﯾﺣﺗﺎج إﻟﻰ ﻗدرات وﻣﮭﺎرات إدارﯾﺔ وﻓﻧﯾﺔ ﻣﺗﻌددة اﻷﺑﻌﺎد‪.‬‬
‫‪ ‬أﻣﺎ ﻓﯾﻣﺎ ﯾﺗﻌﻠﻖ ﺑﺗطﺑﯾﻖ اﻻﺳﺗراﺗﯾﺟﯾﺔ ﻓﺎن اﻷﻣر ھﻧﺎ ﯾﺷﻣل ﻛﺎﻓﺔ اﻟﺟﮭود اﻟﺗﻲ ﺗﺑذل‬
‫ﻟوﺿﻊ اﻻﺳﺗراﺗﯾﺟﯾﺔ ﻣوﺿﻊ اﻟﺗطﺑﯾﻖ وﻣن أھم اﻟﺟﮭود واﻷﻧﺷطﺔ‪:‬‬
‫‪ -‬ﺑﻧﺎء اﻷھداف اﻟﺳﻧوﯾﺔ وﺻﯾﺎﻏﺔ اﻟﺳﯾﺎﺳﺎت‪.‬‬
‫‪ -‬ﺗﺣدﯾد اﻟﻣﮭﺎم اﻷﺳﺎﺳﯾﺔ اﻟﺗﻲ ﯾﺟب اﻟﻘﯾﺎم ﺑﮭﺎ‪.‬‬
‫‪ -‬ﺗﺧﺻﯾص اﻟﻣﮭﺎم ﻋﻠﻰ اﻷﻓراد وﺑﯾﺎن ﻣﺳﺋوﻟﯾﺔ ﻛل ﻓرد‪.‬‬
‫‪ -‬اﻟﺗﻧﺳﯾﻖ ﺑﯾن اﻟﻣﮭﺎم اﻟﻣﺧﺗﻠﻔﺔ‪.‬‬
‫‪ -‬ﺗﺻﻣﯾم ﻧظﺎم دﻗﯾﻖ ﻟﻠﻣﻌﻠوﻣﺎت اﻹدارﯾﺔ‪.‬‬
‫‪ -‬ﺗﺻﻣﯾم ﺑراﻣﺞ ﺧﺎﺻﺔ ﻟﻣراﻗﺑﺔ اﻟﺳﻠوك واﻟﺗﺻرﻓﺎت‪.‬‬
‫‪ -‬وﺿﻊ ﻧظﺎم ﯾﺳﻣﺢ ﺑﻣﻘﺎرﻧﺔ اﻷداء اﻟﻔﻌﻠﻲ ﺑﺎﻟﻣﻌﺎﯾﯾر واﻟﻣﻘﺎﯾﯾس اﻟﻣوﺿوﻋﺔ‪.‬‬
‫‪ -‬وﺿﻊ ﻧظﺎم ﻟﻠرﻗﺎﺑﺔ واﻟﺣواﻓز واﻟﺟزاءات ﺑﺎﻟﻧﺳﺑﺔ ﻟﻸﻓراد‪.‬‬
‫‪ -‬ﺗﺣدﯾد ﻣﻘﺎﯾﯾس وﻣﻌﺎﯾﯾر اﻷداء اﻟﻣﻧﺎﺳﺑﺔ‪.‬‬
 ‫ﺗﺎﺑﻊ ﻣﺗطﻠﺑﺎت ﺗطﺑﯾﻖ اﻻﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫وﺑﻧﺎءا ً ﻋﻠﻰ ﻣﺎ ﺟﺎء ﻓﻲ اﻟﺷرﯾﺣﺔ اﻟﺳﺎﺑﻘﺔ ﯾﻣﻛن ﺗﻘﺳﯾم اﻟﻣﺗطﻠﺑﺎت اﻟواﺟب ﻣراﻋﺎﺗﮭﺎ ‪‬‬
‫ﻟﺗطﺑﯾﻖ اﻹﺳﺗراﺗﯾﺟﯾﺔ ﻓﻲ اﻟﻣﺟﻣوﻋﺎت اﻟﺗﻲ ﯾوﺿﺣﮭﺎ اﻟﺷﻛل أدﻧﺎه‪:‬‬

‫ﺗﻧﻣﯾﺔ اﻟﻘدرات‬ ‫اﻷھداف اﻟﺳﻧوﯾﺔ‬

‫واﻟﻛﻔﺎءات اﻹدارﯾﺔ‬
‫اﻟﻣﺗطﻠﺑﺎت اﻟواﺟب‬
‫اﻟﻌﻣﻠﯾﺎت واﻷﻧﺷطﺔ‬
‫ﻣراﻋﺎﺗﮭﺎ ﻋﻧد ﺗطﺑﯾﻖ‬ ‫ﺻﯾﺎﻏﺔ اﻟﺳﯾﺎﺳﺎت‬
‫اﻟداﺧﻠﯾﺔ‬
‫اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
‫ﺑﻧﺎء اﻟﮭﯾﻛل‬ ‫ﺗوزﯾﻊ وﺗﺧﺻﯾص‬
‫اﻟﺗﻧظﯾﻣﻲ‬ ‫اﻟﻣوارد‬
 ‫ﺷﺎﻛﺮا ً ﻻﺳﺘﻤﺎﻋﻜﻢ‪،‬‬

‫ﺗم ﺗﺟﮭﯾز ھذه اﻟﺷراﺋﺢ ﻣن ھذا اﻟﻣرﺟﻊ‪:‬‬

‫د‪ .‬ﻋﺒﺪ اﻟﺤﻤﯿﺪ اﻟﻤﻐﺮﺑﻲ‪ ،‬اﻹدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ ﻟﻤﻮاﺟﮭﺔ ﺗﺤﺪﯾﺎت اﻟﻘﺮن اﻟﺤﺎدي واﻟﻌﺸﺮﯾﻦ )اﻟﻄﺒﻌﺔ اﻟﺴﺎﺑﻌﺔ‪ ،‬ﻣﺠﻤﻮﻋﺔ اﻟﻨﯿﻞ اﻟﻌﺮﺑﯿﺔ‪ ،‬اﻟﻘﺎھﺮة( ‪.2014‬‬
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 ‫اﺳم اﻟﻣﻘرر‪ :‬اﻹدارة اﻻﺳﺗراﺗﯾﺟﯾﺔ‬

‫اﻟﻔﺻل اﻟﺛﺎﻣن‬
‫اﻟﻣراﺟﻌﺔ اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
 ‫اﻷھداف اﻟدراﺳﯾﺔ ﻟﻠﻔﺻل‬
‫ﺑﻘراءﺗك ﻟﮭذا اﻟﻔﺻل ﺳﺗﺗﻌرف ﻋﻠﻲ‪:‬‬
‫‪ ‬أھﻣﯾﺔ ﻋﻣﻠﯾﺔ اﻟﻣراﺟﻌﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
‫‪ ‬اﻟﻌﻼﻗﺔ ﺑﯾن ﻣﺳﺗوﯾﺎت اﻹدارة اﻹﺳﺗراﺗﯾﺟﯾﺔ وﻋﻣﻠﯾﺎت اﻟﻣراﺟﻌﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
‫‪ ‬ﺧﺻﺎﺋص اﻟﻣﻌﻠوﻣﺎت اﻟﻣطﻠوﺑﺔ ﻟﺗﺣﻘﯾﻖ اﻟرﻗﺎﺑﺔ ﻓﻲ ﻣﺳﺗوﯾﺎت اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
‫‪ ‬اﻹطﺎر اﻟﻌﺎم ﻟﺧطوات ﺗﻘوﯾم اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
 ‫ﻣﺣﺗوﯾﺎت اﻟﻔﺻل‬
‫أھﻣﯾﺔ ﻋﻣﻠﯾﺔ اﻟﻣراﺟﻌﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬ ‫‪.1‬‬
‫اﻟﻌﻼﻗﺔ ﺑﯾن ﻣﺳﺗوﯾﺎت اﻹدارة اﻹﺳﺗراﺗﯾﺟﯾﺔ وﻋﻣﻠﯾﺎت اﻟﻣراﺟﻌﺔ‬ ‫‪.2‬‬
‫اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
‫ﺧﺻﺎﺋص اﻟﻣﻌﻠوﻣﺎت اﻟﻣطﻠوﺑﺔ ﻟﺗﺣﻘﯾﻖ اﻟرﻗﺎﺑﺔ ﻓﻲ ﻣﺳﺗوﯾﺎت‬ ‫‪.3‬‬
‫اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
‫اﻹطﺎر اﻟﻌﺎم ﻟﺧطوات ﺗﻘوﯾم اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬ ‫‪.4‬‬

‫‪3‬‬
‫‪ ‬ﺗﻌد ﻋﻣﻠﯾﺔ ﺗﻘﯾﯾم اﻹﺳﺗراﺗﯾﺟﯾﺔ واﻟرﻗﺎﺑﺔ ﻋﻠﯾﮭﺎ ھﺎﻣﺔ ﺟدا ً ﻓﻲ ﻣراﺣل اﻹدارة‬
‫اﻹﺳﺗراﺗﯾﺟﯾﺔ‪ ،‬إذ أﻧﮭﺎ ﺗوﺿﺢ ﻣدي ﻣﺳﺎﯾرة ﻋﻣﻠﯾﺎت اﻟﺗطﺑﯾﻖ ﻟﻣﺎ ﺗم ﺗﺻوره ﻓﻲ‬
‫ﻣرﺣﻠﺔ اﻟﺻﯾﺎﻏﺔ‪ ،‬وﺗظﮭر ﻣدي اﻟﺗطور اﻹﯾﺟﺎﺑﻲ أو اﻹﻧﺣراف اﻟﺳﻠﺑﻲ ﻓﻲ‬
‫إﺳﺗﺛﻣﺎرات اﻟﻣﻧظﻣﺔ‪.‬‬
‫‪ ‬وﻟذﻟك ﯾﻣﻛن اﻟﻘول إن ﺻﯾﺎﻏﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ وﺗطﺑﯾﻘﮭﺎ ﺳﯾﺻﺑﺣﺎن ﺑﻼ ﺟدوى إذا‬
‫ﺣدﺛت ﺗﻐﯾرات ﻓﻲ اﻟﻌواﻣل اﻟداﺧﻠﯾﺔ أو اﻟﺧﺎرﺟﯾﺔ أدت إﻟﻰ اﻹﻧﺣراف ﻋﻣﺎ ھو‬
‫ﻣﺗﺻور ﻓﯾﻣﺎ ﺳﺑﻖ‪ ،‬ﻣﻣﺎ ﯾﺑرز ﺿرورة ﻣواﻛﺑﺔ ﻋﻣﻠﯾﺎت اﻟﺗطﺑﯾﻖ واﻟرﻗﺎﺑﺔ ﻋﻠﯾﮭﺎ‪،‬‬
‫وﺗﻘﯾﯾﻣﮭﺎ وﺳرﻋﺔ إﺗﺧﺎذ اﻹﺟراءات اﻟﺗﺻﺣﯾﺣﯾﺔ ﺣﺗﻰ ﺗﺳﺗﻣر اﻹﺳﺗراﺗﯾﺟﯾﺔ ﻓﻲ‬
‫ﻣﺳﺎرھﺎ اﻟﺻﺣﯾﺢ‪ ،‬وﻓﻲ ھذا اﻟﺟزء ﻣن اﻟﻣﻘرر ﺳﯾﺗم ﺗﻧﺎول اﻟﻣوﺿوﻋﺎت اﻟﺗﺎﻟﯾﺔ‪:‬‬
‫‪ ‬أھﻣﯾﺔ اﻟﻣراﺟﻌﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
‫‪ ‬اﻟﻌﻼﻗﺔ ﺑﯾن ﻣﺳﺗوﯾﺎت اﻹﺳﺗراﺗﯾﺟﯾﺔ وﻋﻣﻠﯾﺎت اﻟﻣراﺟﻌﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
‫‪ ‬ﺧﺻﺎﺋص اﻟﻣﻌﻠوﻣﺎت اﻟﻣطﻠوﺑﺔ ﻟﺗﺣﻘﯾﻖ اﻟرﻗﺎﺑﺔ ﻓﻲ ﻣﺳﺗوﯾﺎت اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
‫‪ ‬اﻹطﺎر اﻟﻌﺎم ﻟﺧطوات ﺗﻘوﯾم اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
 ‫أھﻣﯾﺔ اﻟﻣراﺟﻌﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫‪ ‬ﺗﻛﻣن أھﻣﯾﺔ ﻋﻣﻠﯾﺔ ﻣراﺟﻌﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ ﻓﻲ أن اﻟﻣﻧظﻣﺔ ﻣن ﺧﻼل رﻗﺎﺑﺗﮭﺎ ﻋﻠﻰ ﻋﻣﻠﯾﺎت اﻟﺗطﺑﯾﻖ ﻗد‬
‫ﯾﺗﺿﺢ ﻟﮭﺎ ظﮭور ﺑﻌض اﻟﻣﺷﻛﻼت اﻟداﺧﻠﯾﺔ أو اﻟﺧﺎرﺟﯾﺔ اﻟﺗﻲ ﻗد ﺗﻣﻧﻊ اﻟﻣﻧظﻣﺔ أو ﺗﺣد ﻗدرﺗﮭﺎ ﻋﻠﻰ ﺗﻧﻔﯾذ‬
‫اﻟﻣﺷروﻋﺎت طوﯾﻠﺔ اﻷﺟل أو ﺣﺗﻰ اﻟﻣﺷروﻋﺎت اﻟﺳﻧوﯾﺔ ﻣﻣﺎ ﯾﻧﻌﻛس ﻋﻠﻰ ﺗﺣﻘﯾﻖ أھداﻓﮭﺎ‪.‬‬
‫‪ ‬إن ﻋﻣﻠﯾﺔ اﻟﻣراﺟﻌﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ ﺗﺑدو ذات أھﻣﯾﺔ ﺑﺎﻟﻐﺔ ﻷن اﻟﻌواﻣل واﻟﻣﺗﻐﯾرات اﻟداﺧﻠﯾﺔ واﻟﺧﺎرﺟﯾﺔ‬
‫ﻟﯾﺳت ﺛﺎﺑﺗﺔ ﻋﻠﻰ اﻟﻣدى اﻟﺑﻌﯾد‪ ،‬ﻓﺎﻟﺗﻐﯾﯾر ﺳﻣﮫ أﺳﺎﺳﯾﺔ ﻟﮭذه اﻟﻌواﻣل ﻣﻣﺎ ﯾؤﺛر ﺑﺎﻟﺗﺎﻟﻲ ﻋﻠﻰ ﻧﻘﺎط اﻟﺿﻌف‬
‫واﻟﻘوة وﻛذﻟك اﻟﻔرص واﻟﻣﺧﺎطر‪.‬‬
‫‪ ‬وﻋﻧد اﻟﻣراﺟﻌﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ ﯾﻧﺑﻐﻲ ﻟﻠﻣﻧظﻣﺔ اﻹﺟﺎﺑﺔ ﻋﻠﻰ ﺑﻌض اﻟﺗﺳﺎؤﻻت وأھﻣﮭﺎ اﻵﺗﻲ‪:‬‬
‫‪ -‬ھل ﻣﺎزاﻟت ﻧﻘﺎط اﻟﻘوة اﻟﺧﺎﺻﺔ ﺑﺎﻟﻣﻧظﻣﺔ ﻋﻠﻰ ﺣﺎﻟﮭﺎ ﻗوﯾﺔ؟‬
‫‪ -‬ھل ﺗﻣت إﺿﺎﻓﺔ ﻧﻘﺎط ﻗوة أﺧرى‪ ،‬وإذا ﺗم ذﻟك ﻓﻔﻲ أي اﻟﻣﺟﺎﻻت؟‬
‫‪ -‬ھل ﻣﺎزاﻟت ﻧﻘﺎط اﻟﺿﻌف ﻋﻠﻰ ﺣﺎﻟﮭﺎ؟‬
‫‪ -‬ھل ﺗم اﻟوﻗوف ﻧﻘﺎط ﺿﻌف أﺧرى؟ وإذا ﻛﺎﻧت ھﻧﺎك ﻧﻘﺎط ﺿﻌف ﺟدﯾدة‪ ،‬ﻓﻣﺎ ھذه اﻟﻧﻘﺎط؟‬
‫‪ -‬ھل ﻣﺎ زاﻟت ﻋﻧﺎﺻر اﻟﻔرص اﻟﺧﺎرﺟﯾﺔ ﻣﺗﺎﺣﺔ ؟‬
‫‪ -‬ھل ﺗوﺟد اﻵن ﻓرص ﺟدﯾده وﻣﺎ ھﻲ ؟‬
‫‪ -‬ھل ﻣﺎ زاﻟت ﻋﻧﺎﺻر اﻟﻣﺧﺎطر اﻟﺧﺎرﺟﯾﺔ ﻋﻠﻰ ﺣﺎﻟﮭﺎ ؟ وھل ﺗوﺟد ﻣﺧﺎطر ﺟدﯾده ؟‬
 ‫ﺗﺎﺑﻊ أھﻣﯾﺔ اﻟﻣراﺟﻌﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫‪ ‬ﻣﺎ ذﻛر ﻓﻲ اﻟﺷرﯾﺣﺔ اﻟﺳﺎﺑﻘﺔ ﯾﺗﻌﻠﻖ ﺑﺗﻘﯾﯾم اﻟﻌواﻣل واﻟﻣﺗﻐﯾرات اﻟداﺧﻠﯾﺔ واﻟﺧﺎرﺟﯾﺔ‪ ،‬ﻛذﻟك اﻟﺣﺎل ﻓﯾﻣﺎ ﯾﺧص اﻷداء‬
‫اﻟﺗﻧظﯾﻣﻲ ﻓﯾﺟب ﻣﻘﺎرﻧﺔ اﻟﻧﺗﺎﺋﺞ اﻟﻔﻌﻠﯾﺔ ﺑﺗﻠك اﻟﻣﺗوﻗﻌﺔ ﻟﻠوﻗوف ﻋﻠﻰ اﻹﻧﺣراﻓﺎت‪ ،‬وﺗﺣدﯾد إﻟﻰ أي ﻣدي ﺗم اﻟوﺻول‬
‫ﻟﻸھداف ﺳوي ﻋﻠﻰ اﻟﻣﺳﺗوي اﻟﺑﻌﯾد أو اﻟﻘﺻﯾر‪.‬‬
‫‪ ‬إن اﻟﺗﻘﯾﯾم ﻟﯾس ﻣطﻠوﺑﺎ ً ﻓﻲ ﺣد ذاﺗﮫ ﺑﺻورة ﻣﺟردة وإﻧﻣﺎ ﺗﻛﻣن أھﻣﯾﺗﮫ ﻓﯾﻣﺎ ﯾﺳﻔر ﻋن ﻧﺗﺎﺋﺞ ﺗﺳﺎﻋد ﻋﻠﻰ إﺗﺧﺎذ‬
‫اﻹﺟراءات اﻟﺗﺻﺣﯾﺣﯾﺔ‪ ،‬وﺗﻠك اﻟﺗﻲ ﺗﺣدث اﻟﺗﻐﯾرات اﻟﻣطﻠوﺑﺔ ﻟﺗﺣﺳﯾن وﺿﻊ اﻟﻣﻧظﻣﺔ ﻟﻺﺳﺗﻣرار ﻓﻲ ﺗطﺑﯾﻖ‬
‫إﺳﺗراﺗﯾﺟﯾﺎﺗﮭﺎ وﻗد ﯾﺗرﺗب ﻋﻠﻰ ﻋﻣﻠﯾﺔ اﻟﺗﻘﯾﯾم اﻟﻌدﯾد ﻣن اﻹﺟراءات اﻟﺗﺻﺣﯾﺣﯾﺔ‪ ،‬ﻣن أھﻣﮭﺎ‪:‬‬
‫‪ .1‬إﻋﺎدة ﺗﻘرﯾر اﻷھداف وﺗﻧﻘﯾﺣﮭﺎ‪.‬‬
‫‪ .2‬إﺑﺗﻛﺎر ﺳﯾﺎﺳﺎت ﺟدﯾدة ﺗﺗﻧﺎﺳب ﻣﻊ اﻟﺗﻐﯾﯾر‪.‬‬
‫‪ .3‬زﯾﺎدة رأس ﻣﺎل اﻟﻣﻧظﻣﺔ ﺑﺈﺻدار اﺳﮭم ﺟدﯾدة‪.‬‬
‫‪ .4‬إﺿﺎﻓﺔ أو ﺗﻌدﯾل ﻣﻧﺗﺟﺎت‪.‬‬
‫‪ .5‬ﺗﻧﻣﯾﺔ ﻗدرات أو ﻣﮭﺎرات اﻟﻌﺎﻣﻠﯾن‪.‬‬
 ‫اﻟﻌﻼﻗﺔ ﺑﯾن ﻣﺳﺗوﯾﺎت اﻹﺳﺗراﺗﯾﺟﯾﺔ وﻋﻣﻠﯾﺎت اﻟﻣراﺟﻌﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫‪ ‬ﯾﻛﻣن ﻏرض اﻟرﻗﺎﺑﺔ واﻟﺗﻘﯾﯾم ﻓﻲ اﻟﺗﻌرف ﻋﻠﻰ درﺟﺔ ﺗطﺑﯾﻖ اﻹﺳﺗراﺗﯾﺟﯾﺔ وﻣدي ﻣﺳﺎﯾرﺗﮭﺎ‬
‫ﻟﻸھداف اﻟﻣوﺿوﻋﺔ ﻣﺳﺑﻘﺎ ً وﻣﮭﺎم اﻟﻣﻧظﻣﺔ‪ ،‬وﻗد أﺷﺎر اﻟﺑﻌض إﻟﻰ أن ﻋﻣﻠﯾﺔ ﺗﻘﯾﯾم اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
‫ﯾﻣﻛن إﺗﻣﺎﻣﮭﺎ ﻣن ﺧﻼل اﻟﺗرﻛﯾز ﻋﻠﻰ اﻟﻧﻘﺎط اﻟﺗﺎﻟﯾﺔ‪:‬‬
‫‪ .1‬ﺗﻘﯾﯾم ﻣﺎ إذا ﻛﺎﻧت اﻷھداف اﻟﺗﻲ أﻋدت اﻻﺳﺗراﺗﯾﺟﯾﺔ ﻣن اﺟل ﺗﺣﻘﯾﻘﮭﺎ ﻣﺗﻣﺷﯾﺔ ﻣﻊ اﻷھداف اﻟﺗﻲ‬
‫ﺗوﺻﻠﻧﺎ إﻟﯾﮭﺎ أم ﻻ ؟‬
‫‪ .2‬ﺗﻘﯾﯾم ﻣﺣﺗوﯾﺎت اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
‫‪ .3‬ﺗﻘﯾﯾم ﻗدرة اﻟﻣﻧظﻣﺔ ﻋﻠﻰ ﺗطﺑﯾﻖ اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
‫‪ .4‬ﺗﻘﯾﯾم اﻷداء اﻟﻧﺎﺟم ﻋن إﺗﺑﺎع اﻹﺳﺗراﺗﯾﺟﯾﺔ‪.‬‬
‫‪ ‬وﻋﻧد ﻣراﺟﻌﺔ اﻻﺳﺗراﺗﯾﺟﯾﺔ واﻟﻘﯾﺎم ﺑﻌﻣﻠﯾﺎت اﻟرﻗﺎﺑﺔ ﻋﻠﯾﮭﺎ ﯾﻔﺿل اﻟﺑﻌض أن ﯾرﺑط ﻣﺳﺗوﯾﺎت‬
‫اﻹﺳﺗراﺗﯾﺟﯾﺔ واﻟﻌﻣﻠﯾﺎت اﻟرﻗﺎﺑﯾﺔ‪.‬‬
‫‪ ‬ﯾوﺿﺢ اﻟﺷﻛل اﻟﺗﺎﻟﻲ اﻟﻌﻼﻗﺔ ﺑﯾن ﻣﺳﺗوﯾﺎت اﻹﺳﺗراﺗﯾﺟﯾﺔ وﻋﻣﻠﯾﺎت اﻟﻣراﺟﻌﺔ واﻟرﻗﺎﺑﺔ‪.‬‬
‫ﺗﺎﺑﻊ اﻟﻌﻼﻗﺔ ﺑﯾن ﻣﺳﺗوﯾﺎت اﻹﺳﺗراﺗﯾﺟﯾﺔ وﻋﻣﻠﯾﺎت اﻟﻣراﺟﻌﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬

‫اﻟﻌﻼﻗﺔ ﺑﯾن ﻣﺳﺗوﯾﺎت اﻹﺳﺗراﺗﯾﺟﯾﺔ وﻋﻣﻠﯾﺎت اﻟﻣراﺟﻌﺔ واﻟرﻗﺎﺑﺔ‬

‫ﻋﻣﻠﯾﺎت اﻟﻣراﺟﻌﺔ واﻟرﻗﺎﺑﺔ‬ ‫ﻣﺳﺗوﯾﺎت اﻹﺳﺗراﺗﯾﺟﯾﺔ‬

‫اﻟرﻗﺎﺑﺔ‬
‫إﺳﺗراﺗﯾﺟﯾﺔ‬
‫واﻟﻣراﺟﻌﺔ‬
‫اﻟﻣﻧظﻣﺔ‬
‫اﻹﺳﺗراﺗﯾﺟﯾﺔ‬

‫اﺳﺗراﺗﯾﺟﯾﺔ‬
‫اﻟرﻗﺎﺑﺔ‬
‫وﺣدات‬
‫اﻹدارﯾﺔ‬
‫اﻷﻋﻣﺎل‬

‫اﻹﺳﺗراﺗﯾﺟﺔ‬
‫اﻟرﻗﺎﺑﺔ‬
‫اﻟوظﯾﻔﯾﺔ‬
‫اﻟﺗﺷﻐﯾﻠﯾﺔ‬
‫واﻟﺗﺷﻐﯾﻠﯾﺔ‬
 ‫ﺧﺻﺎﺋص اﻟﻣﻌﻠوﻣﺎت اﻟﻣطﻠوﺑﺔ ﻟﺗﺣﻘﯾﻖ اﻟرﻗﺎﺑﺔ ﻓﻲ ﻣﺳﺗوﯾﺎت اﻹﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫‪ ‬ﺗﺣﺗﺎج ﻋﻣﻠﯾﺎت اﻟرﻗﺎﺑﺔ إﻟﻰ ﻣﺟﻣوﻋﺔ ﻣن اﻟﺑﯾﺎﻧﺎت واﻟﻣﻌﻠوﻣﺎت ﻓﻲ ﻛل ﻣﺳﺗوي ﻣن اﻹﺳﺗراﺗﯾﺟﯾﺔ‪ ،‬وﯾﺑﯾن‬
‫اﻟﺟدول اﻟﺗﺎﻟﻲ ﺧﺻﺎﺋص اﻟﻣﻌﻠوﻣﺎت اﻟﻣطﻠوﺑﺔ ﻟﺗﺣﻘﯾﻖ اﻟرﻗﺎﺑﺔ ﻓﻲ ﻣﺳﺗوﯾﺎت اﻻﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﺧﺗﻠﻔﺔ‪.‬‬

‫اﻟرﻗﺎﺑﺔ اﻟﺗﺷﻐﯾﻠﯾﺔ‬ ‫اﻟرﻗﺎﺑﺔ اﻹدارﯾﺔ‬ ‫اﻟرﻗﺎﺑﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ‬

‫ﻣﺳﺗوﯾﺎت اﻟرﻗﺎﺑﺔ ﺧﺻﺎﺋص‬
‫اﻟﻣﻌﻠوﻣﺎت‬
‫داﺧﻠﯾﺔ ﺑدرﺟﺔ ﻛﺑﯾرة‬ ‫داﺧﻠﯾﮫ وﺑﻌﺿﮭﺎ ﺧﺎرﺟﻲ‬ ‫داﺧﻠﯾﺔ وﺧﺎرﺟﯾﺔ‬ ‫ﻣﺻدر اﻟﻣﻌﻠوﻣﺎت‬

‫ﻣﺣددة ودﻗﯾﻘﺔ‬ ‫ﻋﺎﻣﺔ ﺑﺷﻛل ﻣﺣدد‬ ‫ﻋﺎﻣﺔ ورﺋﯾﺳﯾﺔ‬ ‫ﻣﺟﺎل اﻟﻣﻌﻠوﻣﺎت‬

‫ﺗﻔﺻﯾﻠﯾﺔ‬ ‫إﺟﻣﺎﻟﻲ وﺑﻌﺿﮭﺎ ﺗﻔﺻﯾﻠﻲ‬ ‫إﺟﻣﺎﻟﯾﺔ‬ ‫ﻣﺳﺗوي اﻹﺟﻣﺎل‬

‫ﺗﺎرﯾﺧﯾﺔ‬ ‫ﺗﺎرﯾﺧﯾﺔ‬ ‫ﻣﺳﺗﻘﺑﻠﯾﺔ وﺗﺎرﯾﺧﯾﺔ‬ ‫آﻓﺎق اﻟوﻗت‬

‫ﻋرض‪ ،‬وﻟﻛن ﻣﻊ زﯾﺎدة دورﯾﺔ وﻣﺗﻛررة ﻋﻠﻰ ﻓﺗرات ﻣﺗﻛررة ﺟدا ً وﻣﺳﺗﻣرة ﻓﻲ‬ ‫ﺗﻛرار اﻻﺳﺗﺧدام‬
‫اﺳﺗﺧداﻣﮭﺎ‬ ‫ﻣﻧﺗظﻣﺔ‬ ‫اﻻﺳﺗﺧدام‬
 ‫اﻹطﺎر اﻟﻌﺎم ﻟﺧطوات ﺗﻘوﯾم اﻹﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫‪ ‬ﯾﺗﺿﺢ أن اﻹﺳﺗراﺗﯾﺟﯾﺔ ﻓﻲ اﻟﻣﺳﺗوﯾﺎت اﻟﻌﻠﯾﺎ ﺗﺣﺗﺎج إﻟﻰ ﻣراﺟﻌﺔ ﺷﺎﻣﻠﺔ ﺑﺷﻛل ﻋﺎم ﻓﻲ اﻟﻧظرة‬
‫اﻟﻣﺗﻔﺣﺻﺔ ﻵﻟﯾﺎت اﻟﺗطﺑﯾﻖ اﻹﺳﺗراﺗﯾﺟﻲ ورؤﯾﺔ اﻟﺑﯾﺋﯾﺔ اﻟداﺧﻠﯾﺔ‪.‬‬
‫‪ ‬ﻟﻣراﺟﻌﺔ وﺗﻘوﯾم اﻹﺳﺗراﺗﯾﺟﯾﺔ ﻻ ﺑد ﻣن إﺗﺑﺎع اﻟﺧطوات اﻟﺗﺎﻟﯾﺔ‪:‬‬
‫‪ .1‬ﻣراﺟﻌﺔ اﻷﺳس اﻟﺗﻲ ﺑﻧﯾت ﻋﻠﯾﮭﺎ اﻹﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫وذﻟك ﻓﯾﻣﺎ ﯾﺗﻌﻠﻖ ﺑﺎﻟﻌواﻣل اﻟداﺧﻠﯾﺔ واﻟﺧﺎرﺟﯾﺔ‪ ،‬ﺑﺣﯾث ﺗرﻛز دراﺳﺔ اﻟﻌواﻣل اﻟداﺧﻠﯾﺔ ﻋﻠﻰ اﻟﺗﻐﯾرات‬
‫ﺗﺄﺗﻰ ﺣدﺛت ﻓﻲ إدارة اﻟﻣﻧظﻣﺔ‪ ،‬واﻟﺗﺳوﯾﻖ واﻟﻣﺣﺎﺳﺑﺔ واﻹدارة اﻟﻣﺎﻟﯾﺔ‪ ،‬وﻧﺷﺎط اﻟﺑﺣوث واﻟﺗطوﯾر‬
‫ﻟﻠوﻗوف ﻋﻠﻰ ﻧﻘﺎط اﻟﻘوة وﻧﻘﺎط اﻟﺿﻌف ﺑﻌد ذﻟك ﯾﺗم دراﺳﺔ اﻟﻌواﻣل اﻟﺧﺎرﺟﯾﺔ ﻟﻠوﻗوف ﻋﻠﻰ اﻟوﺿﻊ‬
‫وﻣﻛﺎﻧﺔ اﻟﻣﻧظﻣﺔ ﻓﻲ اﻟﺳوق ﻣﻘﺎرﻧﺗﮭﺎ ﺑﺎﻟﻣﻧﺎﻓﺳﯾن‪ ،‬وﯾﻣﻛن أن ﯾﺗم ھذا اﻟﺗﺣﻠﯾل ﻣن ﺧﻼل طرح ﻋدة‬
‫أﺳﺋﻠﺔ ﯾﻠزم اﻹﺟﺎﺑﺔ ﻋﻠﯾﮭﺎ ﺑﺎﻟﺷﻛل اﻟﻣﻧﺎﺳب‪ ،‬ﻣن أﻣﺛﻠﺗﮭﺎ‪:‬‬
‫‪ -‬ﻛﯾف أﺛرت اﺳﺗراﺗﯾﺟﯾﺎت اﻟﻣﻧﺎﻓﺳﯾن ﻋﻠﻰ اﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﻧظﻣﺔ ؟‬
‫‪ -‬ھل ﺗﻐﯾرت ﻧﻘﺎط اﻟﻘوة واﻟﺿﻌف اﻟﺧﺎﺻﺔ ﺑﺎﻟﻣﻧﺎﻓﺳﯾن ؟‬
‫‪ -‬ﻣﺎ ھﻲ اﻷﺳﺑﺎب اﻟﺗﻲ دﻓﻌت اﺳﺗراﺗﯾﺟﯾﺎت اﻟﻣﻧﺎﻓﺳﯾن ﺑﺎﻟﻧﺟﺎح ﻣن ﻏﯾرھم ؟‬
‫‪ -‬ﻛﯾف ﯾﻣﻛن ﻟﻠﻣﻧظﻣﺔ اﻟﻘﯾﺎم ﺑﺑﻌض ﺻور اﻟﺗﻌﺎون ﻣﻊ اﻟﻣﻧﺎﻓﺳﯾن ؟‬
 ‫ﺗﺎﺑﻊ اﻹطﺎر اﻟﻌﺎم ﻟﺧطوات ﺗﻘوﯾم اﻹﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫‪ .2‬ﻗﯾﺎس اﻷداء اﻟﺗﻧظﯾﻣﻲ‪:‬‬
‫‪ ‬إن ﻓﺷل اﻷﻧﺷطﺔ ﻓﻲ اﻷﺟل اﻟطوﯾل ﻓﻲ ﺗﺣﻘﯾﻖ ﺑﻌض اﻷھداف اﻟﺳﻧوﯾﺔ ﯾﺗطﻠب ﺳرﻋﺔ اﺗﺧﺎذ اﻹﺟراء‬
‫اﻟﺗﺻﺣﯾﺣﻲ‪.‬‬
‫‪ ‬ﻓﻘد ﯾﺗﺿﺢ أن ھﻧﺎك ﺑﻌض اﻟﺳﻠﺑﯾﺎت أو اﻟﻘﺻور ﻓﻲ اﻟﺳﯾﺎﺳﺎت‪ ،‬أو وﻗوع دورات اﻗﺗﺻﺎدﯾﺔ ﻏﯾر‬
‫ﻣﺗوﻗﻌﺔ‪ ،‬أو ﻗﺻور ﻓﻲ ﻋﻣﻠﯾﺎت اﻹﻣداد واﻟﺗورﯾد ﻟﻠﻣﻧظﻣﺔ‪ ،‬أو اﺗﺧﺎذ إﺟراءات ﺗﺻﺣﯾﺣﯾﺔ دون وﺟود‬
‫ﻣﻌﺎﯾﯾر ﺗﻣﺛل أﺳس ﻣﺗﻔﻖ ﻋﻠﯾﮭﺎ ﻟﻣﻘﺎرﻧﺔ اﻷداء ﻣن ﺧﻼﻟﮭﺎ‪.‬‬
‫‪ .3‬اﺗﺧﺎذ اﻟﻘرارات واﻹﺟراءات اﻟﺗﺻﺣﯾﺣﯾﺔ‪:‬‬
‫‪ ‬ﯾﺗم اﺗﺧﺎذ اﻟﻘرارات اﻟﺗﺻﺣﯾﺣﯾﺔ إذا وﺟدت اﺧﺗﻼﻓﺎت ﺟوھرﯾﺔ ﻋﻧد ﻣراﺟﻌﺔ اﻟﺧطوط اﻟرﺋﯾﺳﯾﺔ‬
‫ﻟﻼﺳﺗراﺗﯾﺟﯾﺔ ﻓﯾﻣﺎ ﯾﺗﻌﻠﻖ ﺑﺟواﻧب اﻟﺑﯾﺋﺔ اﻟداﺧﻠﯾﺔ أو اﻟﺧﺎرﺟﯾﺔ‪ ،‬إﺿﺎﻓﺔ ﻟﻼﻧﺣراﻓﺎت ﻓﻲ اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
‫أو أﺣد ﺟواﻧﺑﮭﺎ اﻟﺧﺎﺻﺔ ﺑﺎﻻﺧﺗﯾﺎر اﻻﺳﺗراﺗﯾﺟﻲ‪.‬‬
‫‪ ‬أﻣﺎ ﻓﯾﻣﺎ ﯾﺗﻌﻠﻖ ﺑﻧظم اﻟرﻗﺎﺑﺔ اﻟﺗﺷﻐﯾﻠﯾﺔ اﻟﺗﻲ ﺗﺗم ﻓﻲ ﺣﺎﻟﺔ ﺗطﺑﯾﻖ اﻻﺳﺗراﺗﯾﺟﯾﺎت اﻟوظﯾﻔﯾﺔ‬
‫واﻟﺗﺷﻐﯾﻠﯾﺔ‪ ،‬ﻓﺈﻧﮭﺎ ﺗﺻﻣم ﻟﻠﺗﺄﻛد ﻣن أن اﻟﺗﻧﻔﯾذ اﻟﯾوﻣﻲ ﻟﻸﻧﺷطﺔ ﯾﺳﺎﯾر اﻟﺧطط واﻷھداف اﻟﺗﻲ ﺗم‬
‫وﺿﻌﮭﺎ ﻣﺳﺑﻘﺎً‪ ،‬وﯾﮭﺗم ھذا اﻟﻧﻣط ﻣن اﻟرﻗﺎﺑﺔ ﺑﺄداء اﻷﻓراد واﻟﻣﺟﻣوﻋﺎت وﻣﻘﺎرﻧﺗﮫ ﺑﺎﻷدوار اﻟﻣﺗوﻗﻌﺔ‬
‫ﻣن ﻛل ﻣﻧﮭم ﻓﻲ ﺧطط اﻟﺗﻧظﯾم‪.‬‬
‫‪ ‬اﻟﺷﻛل ﻓﻲ اﻟﺷرﯾﺣﺔ اﻟﺗﺎﻟﯾﺔ ﯾﺻور اﻹطﺎر اﻟﻌﺎم ﻟﺧطوات ﺗﻘوﯾم إﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﻧظﻣﺔ وإﺳﺗراﺗﯾﺟﯾﺔ‬
‫وﺣدات اﻷﻋﻣﺎل‪.‬‬
 ‫ﺗﺎﺑﻊ اﻹطﺎر اﻟﻌﺎم ﻟﺧطوات ﺗﻘوﯾم اﻹﺳﺗراﺗﯾﺟﯾﺔ‪:‬‬
‫اﻟﺷﻛل ﯾﺻور اﻹطﺎر اﻟﻌﺎم ﻟﺧطوات ﺗﻘوﯾم إﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﻧظﻣﺔ وإﺳﺗراﺗﯾﺟﯾﺔ وﺣدات اﻷﻋﻣﺎل‬

‫اﻟﺧطوة اﻷوﻟﻲ‪ :‬ﻣراﺟﻌﺔ اﻟﺧطوط اﻟرﺋﯾﺳﺔ‬

‫ﻟﻺﺳﺗراﺗﯾﺟﯾﺔ ﻣن ﺧﻼل رﻗﺎﺑﺔ اﻟﻌواﻣل‬
‫اﻟداﺧﻠﯾﺔ واﻟﺧﺎرﺟﯾﺔ‬
‫ﻧﻌم‬ ‫ھل ھﻧﺎك إﺧﺗﻼﻓﺎت ﺟوھرﯾﺔ؟‬

‫ﻻ‬

‫اﻟﺧطوة اﻟﺛﺎﻧﯾﺔ‪ :‬ﻗﯾﺎس اﻷداء اﻟﺗﻧظﯾﻣﻲ‬

‫اﻟﺧطوة اﻟﺛﺎﻟﺛﺔ‪:‬‬ ‫ﻣن ﺧﻼل ﻣﻘﺎرﻧﺔ اﻷداء اﻟﻔﻌﻠﻲ ﺑﻣﺎ ﺳﺑﻖ‬
‫إﺗﺧﺎذ اﻟﻘرارات‬ ‫وﺿﻌﮫ ﻣن أھداف‬
‫واﻹﺟراءات‬
‫اﻟﺗﺻﺣﯾﺣﯾﺔ‬ ‫ﻧﻌم‬ ‫ھل ھﻧﺎك إﺧﺗﻼﻓﺎت ﺟوھرﯾﺔ؟‬

‫ﻻ‬

‫اﻻﺳﺗﻣرار ﻓﻲ اﻷﻧﺷطﺔ‬
‫اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
 ‫ﺷﺎﻛﺮا ً ﻻﺳﺘﻤﺎﻋﻜﻢ‪،‬‬

‫ﺗم ﺗﺟﮭﯾز ھذه اﻟﺷراﺋﺢ ﻣن ھذا اﻟﻣرﺟﻊ‪:‬‬

‫د‪ .‬ﻋﺒﺪ اﻟﺤﻤﯿﺪ اﻟﻤﻐﺮﺑﻲ‪ ،‬اﻹدارة اﻻﺳﺘﺮاﺗﯿﺠﯿﺔ ﻟﻤﻮاﺟﮭﺔ ﺗﺤﺪﯾﺎت اﻟﻘﺮن اﻟﺤﺎدي واﻟﻌﺸﺮﯾﻦ )اﻟﻄﺒﻌﺔ اﻟﺴﺎﺑﻌﺔ‪ ،‬ﻣﺠﻤﻮﻋﺔ اﻟﻨﯿﻞ اﻟﻌﺮﺑﯿﺔ‪ ،‬اﻟﻘﺎھﺮة( ‪.2014‬‬
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