最新同济大学经济与学院俞秀宝ppt课件精品课件.ppt

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1、同济大学经济与管理学院 俞秀宝2- Arthur A. Thompson, Jr. A. Strickland (1998), Strategic Management: Concepts and Cases (12th edition), Mechanical Industry and McGraw-Hill- David A. Aaker (1998), Strategic Market Management (fifth edition), John Wiley & Sons, Inc. - Gerry Johnson and Kevan Scholes (1998), Explorin

2、g Corporate Strategy (third edition, in Chinese), Prentice Hall- Fred R. David (1998), Strategic Management (Six edition, in Chinese), Economics Science Press- Cliff Bowman (1997), STRATEGIC MANAGEMENT, Press of China Peoples University and Prentice HallReference Books同济大学经济与管理学院 俞秀宝9Schools of Stra

3、tegy Formation- Planning School- Designing School- Political School- Culture School- Learning School- Fate School- .同济大学经济与管理学院 俞秀宝10Classical model of strategic planningStrategy formulationExternal appraisalIndustry attractivenessThreats & opportunitiesKey successful factorsSocial responsibilitiesI

4、nternal analysisOrganizationalStrengths & weaknessesCore (distinctive)CompetenciesManagerial valuesPersonal ambitions.Mintzberg, 1994)Strategy optionsevaluations同济大学经济与管理学院 俞秀宝11Strategy perceived and realizedDesigned strategyRealized strategyIntended strategyEmergentstrategyUnrealized strategy同济大学经

5、济与管理学院 俞秀宝12Who PerformsCEOVice presidentsMajor org. unitsProductionMarketingHuman resourceOther key departmentDiversified companies:CEOBusiness unitsDepartment headsManagers of major operating unitsemployees同济大学经济与管理学院 俞秀宝13Unit 2 Vision and MissionWhat is a strategic vision?Why have a vision or mi

6、ssion?Mission statement - how to define同济大学经济与管理学院 俞秀宝14What is a Strategic VisionManagements views and conclusions about:- organizations future course- the customer focus- the market position it should try to occupy- business activitiesWhat kind of company we are trying to create?同济大学经济与管理学院 俞秀宝15W

7、hy Have a Vision or Mission-A prerequisite of effective strategic leadership- forming a strategic vision is not an exercise to create a catchy sloganthinking strategically about org futureputting the company on a path that management is deeply committed to- Chart a company future同济大学经济与管理学院 俞秀宝16Mis

8、sion StatementThe mission statement sets out the organizations ground rules to its approach to doing business. A good statement usually address the following:a statement of beliefs and valuesthe products or services that the firm will sellthe markets within which the firm will tradehow those markets

9、 will be reachedthe technologies that the firm will useattitudes to growth and financing 同济大学经济与管理学院 俞秀宝17Pepsi Cos Mission“ Is to increase the value of our share holders investment. We do this through sales growth, cost control, and wise investment resources. We believe our commercial success depen

10、ds upon offering quality and value to our consumers; providing products that are safe, wholesome, economicallyefficient and environmentaly sound; and providing a fair return to investors while adhering to the highest standards of integrity”. 同济大学经济与管理学院 俞秀宝18Vision of Amersham PK“To build our positi

11、on as a leading provider of products and technologies to enable the molecular medicine revolution, in which disease will be betterunderstood, diagnosed sooner and treated moreeffectively”.同济大学经济与管理学院 俞秀宝19Tongjis Vision努力建设一所文理交融、医工结合，努力建设一所文理交融、医工结合，科技教育与人文教育协调发展的研究型、科技教育与人文教育协调发展的研究型、多功能的一流的现代化大学多

12、功能的一流的现代化大学同济大学经济与管理学院 俞秀宝20Financial Objects vs Strategic ObjectsFinancial objectsGrowth in revenuesGrowth in earningsHigher dividendsWider profit marginsHigher returnsAttractive EVA performanceStrong bond and credit ratingBigger cash flowsA rising stock priceA more diversified revenue baseStable e

13、arning during recessionStrategic objectsA big market shareQuicker design-to-market times than rivalsHigher product quality than rivalsLower costs relative to key competitorsBroader pr more attractive product line than rivalsA stronger reputation with customers than rivalsSuperior customer serviceWid

14、e geographic coverage than rivalsRecognition as a leader in technology and/or product innovation同济大学经济与管理学院 俞秀宝21Establishing Objects Setting objects: convert the strategic vision and directional course into specific performance target. Objects: represent a managerial commitment to achieving specifi

15、c performance targets within a specific time frame. Experience: “companies whose managers set objects for each key result typically outperform companies whose managers exhibit good intentions, try hard, and hope for the best”. 同济大学经济与管理学院 俞秀宝22Unit 2 Activity为你选定的一家企业撰写一个企业愿景或使命。同济大学经济与管理学院 俞秀宝23Uni

16、t 3 Industry and competitive analysis Managers are not prepared to decided on a long termdirection or a strategy until they have a keen understanding of the companys strategic situation the exact nature of The industry and competitive conditions it faces and how These conditions match up with its re

17、sources and capabilities.Thompson & Strickland (2003)同济大学经济与管理学院 俞秀宝24Sources of profitMicroeconomic contextIndustry conditionsFirm resource capabilitiesIndustryattractivenessCompany performanceIndustryBased viewResourceBased view同济大学经济与管理学院 俞秀宝25A companys Macro-environmentcompanysuppliersBuyersNew

18、entrantsrivalssubstitutesTechnologyThe economyRegistration & regulationsSocial and lifestylesPopulationdemographics同济大学经济与管理学院 俞秀宝26PESTD AnalysisPolitical- political parties and alignment at local, national & regional trading-block level- legislation, regulation, taxation, employment law- Relations

19、 between government and the organization- Government ownership of the industry and attitude to monopolies and to competitionEconomic resent and future- Total GDP and GDP per head- Inflation, Interest rates, Unemployment- Disposable income and consumer expenditure - Currency fluctuations & exchange r

20、ate- Investment (from state, private and foreign firms)- Key material unit cost (energy, transport, telecommunication, )(Lynch, 2003)同济大学经济与管理学院 俞秀宝27PESTD AnalysisSocial and culture- shift in value and culture, changes in lifestyle- Attitudes to work and leisure, “green environment” issues- Educati

21、on and health- Distribution of incomesTechnology-rate of adoption of new technologies-Expenditure on R&D by rivals-New patents and products(Lynch 2003)Demogrphics- age, income, education, geographic lacation同济大学经济与管理学院 俞秀宝28Environment Analysis- key issuesPolitical -what changes in regulation are po

22、ssible? What will be their impact be?-What tax or other incentives are being developed that might affect strategy?- what are the political risks operating in a government jurisdiction?Economic-what are the economic prospects and inflation outlets for the countries in which the firm operates? How wil

23、l they affect strategy?Social and culture- what are the current or emerging trends in lifestyles, fashions, and other components of culture? Why? What are their implications?Technology-To what extent are existing technologies maturing?-What technological development or trends are affecting or will a

24、ffect the industry?Demographics-what demographic trends will affect the market size or sub-market of the industry?- what trends represent opportunities and threats?同济大学经济与管理学院 俞秀宝29Customer AnalysisSegmentation Strategic Business Units, definitionHow should segments be defined 5-10 variables and fir

25、m historyQuestions need to be asked for segmentationCustomer motivations what lies behind their purchase decisionUnmet needs represents the opportunities for firms 同济大学经济与管理学院 俞秀宝30Competitor AnalysisIdentify your competitorsCustomer choices from your customers point of viewProduct approaches who is

26、 offering similar productsStrategic Group approach Understanding competitors Size, growth, profitabilityCurrent and past strategiesCost structureImage, positioning, cultureCompetitors strengths and weaknesses 同济大学经济与管理学院 俞秀宝31What are the industrys dominant economic traits?Market sizeScope of compet

27、itive rivalry Market growth and where the industry is in the growth cycleNumber of rivals and their relative sizesThe number of buyers and their relative sizesThe prevalence of backward and forward integrationThe pace of technology changeCost structureWhether rivals product or services are highly or

28、 weakly differentiated or identicalWhether industry profitability is above/below par.同济大学经济与管理学院 俞秀宝32Learning curve1 2 4 8 million unitsCost Per unit$ 1 70 cents 35 centsCost reductionAccumulated production同济大学经济与管理学院 俞秀宝33Industry structurePerfect competition- many equal suppliers of similar produ

29、ctsMonopolistic competition- many sellers with each slightly differently Oligopoly- a few large suppliers Monopoly- one dominant seller 同济大学经济与管理学院 俞秀宝34Industry structure and advantagesConsiderablevery fewCost advantagesDifferentiation advantagesConsiderable very fewMonopolyOligopolyPerfectcompetit

30、ionMonopolisticcompetition同济大学经济与管理学院 俞秀宝35Stages of industry evolutionIntroduction Maturity Decline Growth同济大学经济与管理学院 俞秀宝36Industry evolution and competitionIntroductiongrowthmaturitydeclineDemandhigh incomeenlarged repeatingcleverconsumers Technologyimprovestablenew proddeclineProductslow quality

31、high qualitystandardlowqualityManufacturehigh costmass production more tableover capacity enlargeTradesome exportlarge exportexport decno expsmall importimport inclarge inpCompetitionfew companies entryprice comptoutmanymany out同济大学经济与管理学院 俞秀宝37Industry evolutionproductionNew productmaturing product

32、 standardized productUnit producedInnovating country Other industrialized countriesDeveloping countries 同济大学经济与管理学院 俞秀宝38Strategic groupsmarket shares- Firm in an industry following the same or a similar strategy along key dimensions- Variablesprice/quality/imagegeographic coveragemarket sharesprice

33、/quality/imagelowCar industry in 2000同济大学经济与管理学院 俞秀宝39Common Types of Key Successful Factors- The essential requirements for competing in an industry Technology-Related KSFs Manufacturing-Related KSFs Distribution-Related KSFs Marketing-Related KSFs Skill-Related KSFs Organizational Capacity Other T

34、ypes 同济大学经济与管理学院 俞秀宝40Industry analysis key issues- Where is the industry now in terms of its evolution?- what are the most important issue?- where it will be ? And how it might take to go there?- what are the implications to the firm? 同济大学经济与管理学院 俞秀宝41Competitive analysis-competitive force: pressur

35、es to companys profitability- Five force modelDiscover the main sources of competitive pressure and how strong each competitive force is? a key analytical tool to analyze whether an industry is attractive or not同济大学经济与管理学院 俞秀宝42What is competitive like and how strong are each of the competitive forc

36、es?COMPETING SELLERSSUPPLIERS OF KEY INPUTSSUBSTITUTESBUYERSPOTENTIALNEW ENTRANTSWin buyersAbility to exercise bargaining power and leverageThreat of entry of new rivalsBargaining power and leverage同济大学经济与管理学院 俞秀宝43Rivalry intensity is likely to be high when-the number of competitors increases and a

37、s competitors become more equal in size and capabilities-the demand for the product is growing slowly- industry conditions tempt competitors use price cuts etc to boost unit volume- customers costs to switch brands are low- one or more competitors are dissatisfied with market position - exit cost is

38、 high同济大学经济与管理学院 俞秀宝44Buyers are like to have higher bargaining power when - low switch cost- number of buyers are small- a customer is particularly important to a seller- they are well informed at sellers products, price, costs- buyers pose a credible threat of integrating backward- buyers have dis

39、cretion in whether and when they purchase the products同济大学经济与管理学院 俞秀宝45Supplier power tends to be higher if- number of suppliers are small- less substitutes available in the market- suppliers products are key to buyers- significant switch cost for buyers- supplier poses a credible threat of forward

40、integration(porter, 1980)同济大学经济与管理学院 俞秀宝46Entry barriers of potential entrants-Government regulations and policies -economics of scale- learning and experience curve effects- technology- Brand preference and customer loyalty- capital requirement- distribution channels-同济大学经济与管理学院 俞秀宝47Competitive pr

41、essures from substitutes- attractive price from substitutes- better quality, performance, and other attributes- low switching cost同济大学经济与管理学院 俞秀宝48Strategic implications of five-forceAs a rule, the stronger the collective impact of competitiveforces, the low the combined profitability of participant

42、 firms.同济大学经济与管理学院 俞秀宝49 Unit 4 Case Study 阅读三星案例，并讨论该公司是否应该投资主题公园项目？为什么？同济大学经济与管理学院 俞秀宝50Unit 5 Evaluating Company Resources and competitive Capabilities- How well is the companys present strategy working?- What are the companys resource strengths and weaknesses and its external opportunities and t

43、hreats?- Are the companys prices and costs competitive?- How strong is the companys competitive position relative to its rivals?-What strategic issues does the company face? SWOT analysis, shareholder value analysis, value chain analysis, strategic cost analysis and competitive strength assessment同济

44、大学经济与管理学院 俞秀宝51How well is the companys present strategy working?The firms market share in the industry - rising, stable or declining profit margin trends in the firms net profits, return on investment companys overall financial strength and credit rating is improving or on the decline trends in the

45、 companys stock price and shareholder value firms sales - growing faster or slower than the market as a whole The firms image and reputation, product or service quality, customer satisfaction, employees capability and performance the company is regarded as a leader or not 同济大学经济与管理学院 俞秀宝52What are t

46、he companys resource Strengths and Weaknesses and its external Opportunities and Threats?-Provide a good overview of whether a firms business position is fundamentally healthy or unhealthy -Concept: a strength is something a company is good at doing or a characteristic that gives it enhanced competi

47、tiveness. -Concept: a weakness is that a company lacks or does poorly (in comparison to others) or a condition that puts it at a disadvantage.同济大学经济与管理学院 俞秀宝53Identify companys strengths and resource capabilitiesStrengths: skills and expertise, collection of assets, competitive capabilities and mark

48、et achievementsForms of strengths:skill or expertisephysical assetshuman assetsorganizational assetsintangible assetscompetitive capabilitiesalliances or cooperative ventures同济大学经济与管理学院 俞秀宝54DefinitionsResourcesStocks of available factors that are owned or controlled by a firmCapabilities (competenc

49、y)A firms ability to utilize resource to achieve a desired end(Amit etc, 1993)同济大学经济与管理学院 俞秀宝55Core competencyCore competencies: the ability to perform a competitively relevant activity very well (text book)Core competencies are the collective learning in the organization, especially hoe to coordina

50、te diverse production skills and integrate multiple streams of technologies (Prahalad and Hamel,1990) is central to a companys competitiveness and profitability skills, knowledge and capabilities lies in a companys people, not in its assets on the balance sheet empowers a company to build competitiv