管理学罗宾斯第11版ppt课件.ppt

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1、Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-1 Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbin

2、s & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-2 Define strategic management and explain why its importantExplain what managers do during the six steps of the strategic management processDescribe the three types of corporate strategiesDescribe competitive advantage and the competi

3、tive strategies organizations use to get itDiscuss current strategic management issuesCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-3 What Is Strategic Management?

4、Strategic management - what managers do to develop the organizations strategies. Strategies - the plans for how the organization will do what its in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals. Business model - how

5、 a company is going to make money.Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-4 Why Is Strategic Management Important?1. It results in higher organizational perfo

6、rmance.2. It requires that managers examine and adapt to business environment changes.3. It coordinates diverse organizational units, helping them focus on organizational goals.Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mar

7、y Coulter2012 Pearson Education, Inc. All rights reserved9-5 What is the StrategicManagement Process? Strategic management process - a six-step process that encompasses strategic planning, implementation, and evaluation.Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, E

8、leventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-6 Exhibit 9-1: Strategic Management ProcessCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education,

9、 Inc. All rights reserved9-7 Strategic Management Process Step 1: Identifying the organizations current mission, goals, and strategies Mission: a statement of the purpose of an organization The scope of its products and services Goals: the foundation for further planning Measurable performance targe

10、ts Step 2: Doing an external analysis The environmental scanning of specific and general environments Focuses on identifying opportunities and threatsCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Educa

11、tion, Inc. All rights reserved9-8 Exhibit 9-2: Components of aMission StatementCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-9 Strategic Management Process Step 3:

12、Doing an internal analysis Assessing organizational resources, capabilities, and activities: Strengths create value for the customer and strengthen the competitive position of the firm. Weaknesses can place the firm at a competitive disadvantage. Analyzing financial and physical assets is fairly eas

13、y, but assessing intangible assets (employee skills, culture, corporate reputation, etc.) isnt as simple.Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats)Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Editi

14、on by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-10 SWOT Analysis SWOT analysis - an analysis of the organizations strengths, weaknesses, opportunities, and threats. Resources - an organizations assets that are used to develop, manufacture, and deliver a produ

15、ct to its customers. Capabilities - an organizations skills and abilities in doing the work activities needed in its business.Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights re

16、served9-11 Strengths and Weaknesses Strengths - any activities the organization does well or any unique resources that it has. Weaknesses - activities the organization does not execute well or needed resources it does not possess. Core competencies - the organizations major value-creating capabiliti

17、es that determine its competitive weapons.Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-12 Strategic Management Process Step 4: Formulating strategies Develop and e

18、valuate strategic alternatives. Select appropriate strategies for all levels in the organization that provide relative advantage over competitors. Match organizational strengths to environmental opportunities. Correct weaknesses and guard against threats.Copyright 2012 Pearson Education, Inc. Publis

19、hing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-13 Strategic Management Process Step 5: Implementing strategies Implementation - effectively fitting organizational structure and activities to the environment. Th

20、e environment dictates the chosen strategy; effective strategy implementation requires an organizational structure matched to its requirements. Step 6: Evaluating results How effective have strategies been? What adjustments, if any, are necessary?Copyright 2012 Pearson Education, Inc. Publishing as

21、Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-14 Corporate Strategies Corporate strategy - an organizational strategy that determines what businesses a company is in or wants to be in, and what it wants to do with tho

22、se businesses. Types of Corporate Strategies Growth: expansion into new products and markets. Stability: maintenance of the status quo. Renewal: examination of organizational weaknesses that are leading to performance declines.Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Manage

23、ment, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-15 Corporate Strategies (cont.) Growth strategy - a corporate strategy thats used when an organization wants to expand the number of markets served or products offered, through either its cur

24、rent business(es) or new business(es).Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-16 Corporate Strategies (cont.) Stability strategy - a corporate strategy in whi

25、ch an organization continues to do what it is currently doing. Renewal strategy - a corporate strategy designed to address declining performance.Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education,

26、 Inc. All rights reserved9-17 Exhibit 9-3: Types of Organizational StrategiesCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-18 How Are Corporate Strategies Managed?

27、Strategic Business Unit (SBU) - the single independent businesses of an organization that formulate their own competitive strategies. BCG matrix - a strategy tool that guides resource allocation decisions on the basis of market share and growth rate of SBUs.Copyright 2012 Pearson Education, Inc. Pub

28、lishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-19 Exhibit 9-4: BCG MatrixCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter20

29、12 Pearson Education, Inc. All rights reserved9-20 The Role of Competitive Advantage Competitive strategy - an organizational strategy for how an organization will compete in its business(es). Competitive advantage - what sets an organization apart; its distinctive edge.Copyright 2012 Pearson Educat

30、ion, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-21 What is a Functional Strategy? Functional strategy - the strategies used by an organizations various functional departments to support the compe

31、titive strategy.Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-22 Five Competitive Forces Threat of New Entrants The ease or difficulty with which new competitors ca

32、n enter an industry Threat of Substitutes The extent to which switching costs and brand loyalty affect the likelihood of customers adopting substitute products and services Bargaining Power of Buyers The degree to which buyers have the market strength to hold sway over and influence competitors in a

33、n industryCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-23 Five Competitive Forces Bargaining Power of Suppliers The relative number of buyers to suppliers and thre

34、ats from substitutes and new entrants affect the buyer-supplier relationship. Current Rivalry Intensity among rivals increases when industry growth rates slow, demand falls, and product prices descend.Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by

35、Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-24 Exhibit 9-5: Five Forces ModelCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-25

36、 The Need for Strategic Leadership Strategic leadership - the ability to anticipate, envision, maintain flexibility, think strategically, and work with others in the organization to initiate changes that will create a viable and valuable future for the organization.Copyright 2012 Pearson Education,

37、Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-26 Exhibit 9-6: Effective Strategic LeadershipCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen

38、 P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-27 Types of Competitive Strategies Cost Leadership Strategy Seeking to attain the lowest total overall costs relative to other industry competitors Differentiation Strategy Attempting to create a unique and distinctive produ

39、ct or service for which customers will pay a premium Focus Strategy Using a cost or differentiation advantage to exploit a particular market segment as opposed to a larger marketCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Ma

40、ry Coulter2012 Pearson Education, Inc. All rights reserved9-28 The Need for Strategic Flexibility Strategic flexibility - the ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision was a mistake.Copyright 2012 Pearson Education, Inc. Publ

41、ishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-29 Exhibit 9-7: Developing Strategic FlexibilityCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Rob

42、bins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-30 Strategies for Applying e-Business Techniques Cost Leadership On-line activities: bidding, order processing, inventory control, recruitment and hiring Differentiation Internet-based knowledge systems, online ordering and custome

43、r support Focus Chat rooms and discussion boards, targeted Web sitesCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-31 Customer Service Strategies Giving the customer

44、s what they want Communicating effectively with them Providing employees with customer service trainingCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-32 Innovation S

45、trategies Possible Events Radical breakthroughs in products Application of existing technology to new uses Strategic Decisions about Innovation Basic research Product development Process innovation First Mover - an organization that brings a product innovation to the market or uses new process innov

46、ations.Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-33 Exhibit 9-8: First-Mover Advantagesand DisadvantagesCopyright 2012 Pearson Education, Inc. Publishing as Pre

47、ntice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-34 Terms to Knowstrategic managementstrategiesbusiness modelstrategic management processmissionopportunitiesthreatsresourcescapabilitiescore competenciesstrengthsweaknessesSW

48、OT analysiscorporate strategygrowth strategystability strategyrenewal strategyBCG matrixcompetitive strategystrategic business unitscompetitive advantagefunctional strategies strategic flexibility first moverCopyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter2012 Pearson Education, Inc. All rights reserved9-35