01戴维战略管理理论与案例——获取竞争优势的方法第41500.pptx

The Nature ofStrategic ManagementChapter OneChapter Objectives1.Describe the strategic-management process.2.Explain the need for integrating analysis and intuition in strategic management.3.Define and give examples of key terms in strategic management.4.Discuss the nature of strategy formulation,implementation,and evaluation activities.1-2Copyright 2013 Pearson Education,Inc.publishing as Prentice HallChapter Objectives(cont.)5.Describe the benefits of good strategic management.6.Discuss the relevance of Sun Tzus The Art of War to strategic management.7.Discuss how a firm may achieve sustained competitive advantage.Copyright 2013 Pearson Education,Inc.publishing as Prentice Hall1-3Defining Strategic ManagementvStrategic management 9the art and science of formulating,implementing,and evaluating cross-functional decisions that enable an organization to achieve its objectives1-4Copyright 2013 Pearson Education,Inc.publishing as Prentice HallDefining Strategic ManagementvStrategic management is used synonymously with the term strategic planning.vSometimes the term strategic management is used to refer to strategy formulation,implementation,and evaluation,with strategic planning referring only to strategy formulation.1-5Copyright 2013 Pearson Education,Inc.publishing as Prentice HallDefining Strategic ManagementvA strategic plan is a companys game plan.vA strategic plan results from tough managerial choices among numerous good alternatives,and it signals commitment to specific markets,policies,procedures,and operations.1-6Copyright 2013 Pearson Education,Inc.publishing as Prentice HallStages of Strategic ManagementStrategy formulationStrategy implementationimplementationStrategy evaluation 1-7Copyright 2013 Pearson Education,Inc.publishing as Prentice HallStages of Strategic ManagementvStrategy formulation 9includes developing a vision and mission,identifying an organizations external opportunities and threats,determining internal strengths and weaknesses,establishing long-term objectives,generating alternative strategies,and choosing particular strategies to pursue1-8Copyright 2013 Pearson Education,Inc.publishing as Prentice HallStrategy FormulationvDeciding what new businesses to enter,vWhat businesses to abandon,vHow to allocate resources,vWhether to expand operations or diversify,vWhether to enter international markets,vWhether to merge or form a joint venture,vHow to avoid a hostile takeover.1-9Copyright 2013 Pearson Education,Inc.publishing as Prentice HallStages of Strategic ManagementvStrategy implementation 9requires a firm to establish annual objectives,devise policies,motivate employees,and allocate resources so that formulated strategies can be executed9often called the action stage1-10Copyright 2013 Pearson Education,Inc.publishing as Prentice HallStages of Strategic ManagementvStrategy evaluation9reviewing external and internal factors that are the bases for current strategies,measuring performance,and taking corrective actions1-11Copyright 2013 Pearson Education,Inc.publishing as Prentice HallStages of Strategic ManagementvStrategy formulation,implementation,and evaluation activities occur at three hierarchical levels in a large organization:corporate,divisional or strategic business unit,and functionalvStrategic management helps a firm function as a competitive team1-12Copyright 2013 Pearson Education,Inc.publishing as Prentice HallIntegrating Intuition and AnalysisvMost organizations can benefit from strategic management,which is based upon integrating intuition and analysis in decision makingvIntuition is particularly useful for making decisions in situations of great uncertainty or little precedent1-13Copyright 2013 Pearson Education,Inc.publishing as Prentice HallAdapting to ChangevThe second-largest bookstore chain in the United States,Borders Group,declared bankruptcy in 2011 as the firm had not adapted well to changes in book retailing from traditional bookstore shopping to customers buying online,preferring digital books to hard copiesvBorders was on the brink of financial collapse before being acquired in July 2011 by Direct BrandsCopyright 2013 Pearson Education,Inc.publishing as Prentice Hall1-14Key Terms in Strategic ManagementvCompetitive advantage 9anything that a firm does especially well compared to rival firmsvStrategists 9the individuals who are most responsible for the success or failure of an organization1-15Copyright 2013 Pearson Education,Inc.publishing as Prentice HallKey Terms in Strategic ManagementvVision statement 9answers the question“What do we want to become?”9often considered the first step in strategic planning1-16Copyright 2013 Pearson Education,Inc.publishing as Prentice HallKey Terms in Strategic ManagementvMission statements 9enduring statements of purpose that distinguish one business from other similar firms9identifies the scope of a firms operations in product and market terms 9addresses the basic question that faces all strategists:“What is our business?”1-17Copyright 2013 Pearson Education,Inc.publishing as Prentice HallKey Terms in Strategic ManagementvExternal opportunities and external threats 9refer to economic,social,cultural,demographic,environmental,political,legal,governmental,technological,and competitive trends and events that could significantly benefit or harm an organization in the future1-18Copyright 2013 Pearson Education,Inc.publishing as Prentice HallSome Opportunities and ThreatsvComputer hacker problems are increasing.vIntense price competition is plaguing most firms.vUnemployment and underemployment rates remain high.vInterest rates are rising.vProduct life cycles are becoming shorter.vState and local governments are financially weak.1-19Copyright 2013 Pearson Education,Inc.publishing as Prentice HallKey Terms in Strategic ManagementvInternal strengths and internal weaknesses 9an organizations controllable activities that are performed especially well or poorly9determined relative to competitors1-20Copyright 2013 Pearson Education,Inc.publishing as Prentice HallKey Terms in Strategic ManagementvObjectives 9specific results that an organization seeks to achieve in pursuing its basic mission9long-term means more than one year9should be challenging,measurable,consistent,reasonable,and clear1-21Copyright 2013 Pearson Education,Inc.publishing as Prentice HallKey Terms in Strategic ManagementvStrategies 9the means by which long-term objectives will be achieved9may include geographic expansion,diversification,acquisition,product development,market penetration,retrenchment,divestiture,liquidation,and joint ventures1-22Copyright 2013 Pearson Education,Inc.publishing as Prentice HallKey Terms in Strategic ManagementvAnnual objectives 9short-term milestones that organizations must achieve to reach long-term objectives 9should be measurable,quantitative,challenging,realistic,consistent,and prioritized9should be established at the corporate,divisional,and functional levels in a large organization1-23Copyright 2013 Pearson Education,Inc.publishing as Prentice HallSample Strategies in Action in 20111-24Copyright 2013 Pearson Education,Inc.publishing as Prentice HallKey Terms in Strategic ManagementvPolicies9the means by which annual objectives will be achieved9include guidelines,rules,and procedures established to support efforts to achieve stated objectives9guides to decision making and address repetitive or recurring situations1-25Copyright 2013 Pearson Education,Inc.publishing as Prentice HallThe Strategic-Management ModelWhere are we now?Where do we want to go?How are we going to get there?1-26Copyright 2013 Pearson Education,Inc.publishing as Prentice HallA Comprehensive Strategic-Management Model1-27Copyright 2013 Pearson Education,Inc.publishing as Prentice HallBenefits of Strategic ManagementvHistorically,the principal benefit of strategic management has been to help organizations formulate better strategies through the use of a more systematic,logical,and rational approach to strategic choice1-28Copyright 2013 Pearson Education,Inc.publishing as Prentice HallBenefits of Strategic ManagementvCommunication is a key to successful strategic managementvThrough dialogue and participation,managers and employees become committed to supporting the organizationCopyright 2013 Pearson Education,Inc.publishing as Prentice Hall1-29Benefits to a Firm That Does Strategic Planning1-30Copyright 2013 Pearson Education,Inc.publishing as Prentice HallFinancial BenefitsvBusinesses using strategic-management concepts show significant improvement in sales,profitability,and productivity compared to firms without systematic planning activitiesvHigh-performing firms seem to make more informed decisions with good anticipation of both short-and long-term consequences1-31Copyright 2013 Pearson Education,Inc.publishing as Prentice HallNonfinancial BenefitsvIt allows for identification,prioritization,and exploitation of opportunities.vIt provides an objective view of management problems.vIt represents a framework for improved coordination and control of activities.vIt minimizes the effects of adverse conditions and changes.1-32Copyright 2013 Pearson Education,Inc.publishing as Prentice HallNonfinancial BenefitsvIt allows major decisions to better support established objectives.vIt allows more effective allocation of time and resources to identified opportunities.vIt allows fewer resources and less time to be devoted to correcting erroneous or ad hoc decisions.vIt creates a framework for internal communication among personnel.1-33Copyright 2013 Pearson Education,Inc.publishing as Prentice HallWhy Some Firms Do No Strategic PlanningvLack of knowledge in strategic planningvPoor reward structuresvFirefightingvWaste of timevToo expensivevLazinessvContent with success1-34Copyright 2013 Pearson Education,Inc.publishing as Prentice HallWhy Some Firms Do No Strategic PlanningvFear of failurevOverconfidencevPrior bad experiencevSelf-interestvFear of the unknownvHonest difference of opinionvSuspicion 1-35Copyright 2013 Pearson Education,Inc.publishing as Prentice HallPitfalls in Strategic PlanningvUsing strategic planning to gain control over decisions and resourcesvDoing strategic planning only to satisfy accreditation or regulatory requirementsvToo hastily moving from mission development to strategy formulationvFailing to communicate the plan to employees,who continue working in the darkvTop managers making many intuitive decisions that conflict with the formal plan1-36Copyright 2013 Pearson Education,Inc.publishing as Prentice HallPitfalls in Strategic PlanningvTop managers not actively supporting the strategic-planning processvFailing to use plans as a standard for measuring performancevDelegating planning to a“planner”rather than involving all managersvFailing to involve key employees in all phases of planningvFailing to create a collaborative climate supportive of change1-37Copyright 2013 Pearson Education,Inc.publishing as Prentice HallGuidelines for Effective Strategic Management1-38Copyright 2013 Pearson Education,Inc.publishing as Prentice HallComparing Business and Military StrategyvA fundamental difference between military and business strategy is that business strategy is formulated,implemented,and evaluated with an assumption of competition,whereas military strategy is based on an assumption of conflictvBoth business and military organizations must adapt to change and constantly improve to be successful1-39Copyright 2013 Pearson Education,Inc.publishing as Prentice HallExcerpts from Sun Tzus The Art of War WritingsvWar is a matter of vital importance to the state:a matter of life or death,the road either to survival or ruin.Hence,it is imperative that it be studied thoroughlyvKnow your enemy and know yourself,and in a hundred battles you will never be defeatedvSkillful leaders do not let a strategy inhibit creative counter-movement1-40Copyright 2013 Pearson Education,Inc.publishing as Prentice Hall 1-41Copyright 2013 Pearson Education,Inc.publishing as Prentice Hall演讲完毕，谢谢观看！