战略管理竞争性和全球化：概念&案件 (1).docx

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1、编号：时间：2021 年 x 月 x 日书山有路勤为径，学海无涯苦作舟书山有路勤为径，学海无涯苦作舟页码：第1页 共36页第 1 页 共 36 页Strategic ManagementCompetitiveness and globalization:Concepts&CasesThird EditionHitt,Ireland,HoskissonChapter IStrategic Management and Strategic CompetitivenessChapter 2The External Environment Opportunities,Threats,IndustryC

2、ompetition and Competitor AnalysisChapter 3The internal Environment:Resources,Capabilities and Core CompetenciesChapter 4Business-Level StrategyChapter 5Competitive DynamicsChapter 6Corporate Level StrategyChapter 7Acquisitions and RestructuringChapter 8International StrategyChapter 9Cooperative Str

3、ategiesChapter 10Corporate GovernanceChapter 11Organizational Structure and ControlChapter 12Strategic LeadershipChapter 13Corporate Entrepreneurship and innovationCHAPTER 1STRATEGY&STRATEGIC COMPETITIVENESSLearning Objectives:1.Understand thel.Define strategic competitiveness,competitive advantage

4、and above-average returns.2.Discuss the challenge of strategic management.3.Describe the new competitive landscape and how it is being shaped by global andtechnological changes.4.Use the industrial organization(I/O)model to explain bow firms can earn above-averagereturns.5.Use the resources based mo

5、del to explain how firms can earn above average-returns.6.Describe strategic intent and strategic mission and discuss their value to the strategicmanagement process.7.Define stakeholders and describe the three primary stakeholder groups ability to influenceorganizations.编号：时间：2021 年 x 月 x 日书山有路勤为径，学

6、海无涯苦作舟书山有路勤为径，学海无涯苦作舟页码：第2页 共36页第 2 页 共 36 页8.Describe the work of strategists.9.Explain the strategic management process.Chapter Outlines1.Strategy and Strategic Management2.The Challenge of Strategic Management:The global economy and globalization,Technological change and diffusion,The information

7、 age and increasing knowledge intensity3.The I/O Model ofAbove-Average Returns4.The Resource-based Model ofAbove-Average Returns5.Strategic Intent and Strategic Mission6.Stakeholders7.Organizational Strategists8.Review QuestionsTeaching Focus:It may be very good to begin this lecture with a general

8、comment thatChapter I provides an overview of the strategic management process.In this Chapter,theAuthors introduces a number of terms and models that students will study in more detail inChapters 2 through 13.Stress the importance of students paying careful attention to theconcepts introduced in th

9、is Chapter so that they are well grounded in the strategicmanagement concept before proceeding further.This Chapters Opening Case discusses the changes taking place in the telecommunicationsindustry and the effects of these changes on the industrys competitive landscape.Opening Case ANew World Order

10、 in the Telecommunications industryThe Federal Communications Commission voted to allow foreign companies increasedaccess to the U.S.market.AWorld Trade Organization Agreement saw 69 countries agree to open theirTelecommunications markets.Countries of the European Union are deregulating their teleco

11、mmunications markets andpreviously protected franchises are now open to foreign and domestic competition.Emerging markets such as China present significant opportunities to telecommunicationsfirms from around the world.The ability of firms to compete successfully in this new competitive landscape,wi

12、ll bedetermined by their abilities to marshal(meaning:control and organize)vast amounts ofresources.As an example,in 1996,the required investment in the global telecommunicationsinfrastructure was$160 billion,an amount that seems small compared to the$1 trillionopportunity in China alone.And vast in

13、vestments also will be required to maintaincompetitive technological parity throughout Europe and Asia as well as in the U.S.编号：时间：2021 年 x 月 x 日书山有路勤为径，学海无涯苦作舟书山有路勤为径，学海无涯苦作舟页码：第3页 共36页第 3 页 共 36 页As implied by the Chapter title-strategic Management and Strategic Competitiveness-andillustrated by t

14、he discussion of changes taking place in the telecommunications industry,theprimary purpose of the strategic management process is to enable firms to achieve strategiccompetitiveness and earn above-average returns.An in-depth discussion of international(global)strategies will be found in Chapter 8.D

15、efinitions:strategyStrategic competitiveness is achieved when a firm successfully formulates and implementsa value-creating strategy.By implementing a value-creating strategy that current andpotential competitors are not simultaneously implementing and that competitors are unable toduplicate the ben

16、efits of,a firm achieves a sustained or sustainable competitive advantage.Above average returns represent returns that exceed returns that investors expect to earnfrom other investments with similar levels of risk(investor uncertainty about the economicgains or losses that will result from a particu

17、lar investment).In other words,aboveaverage-returns exceed investors expected levels of return for given levels of risk.So longas a firm can sustain(or maintain)a competitive advantage,investors will earnabove-average returns.Teaching suggestion:Point out that,in the long run,firms must earn at leas

18、t average returnsand provide investors with average returns if they are to survive.If a firm earns below averagereturns and provides investors with below-average returns,investors will withdraw their fundsand place them in investments that earn at least average returns.Strategic Management Process i

19、s a framework that can assist firms in their quest forstrategic competitiveness,it is the full set of commitments,decisions and actions required fora firm to systematically achieve strategic competitiveness and earn above-average returns-This process is illustrated in Figure 1-1.The dynamic nature o

20、f the strategic management process is indicated by feedback linkagesamong the three primary elements:strategic inputs,strategic actions and strategic outcomes.Strategic inputs,in the form of information gained by scrutinizing the internal environmentand scanning the external environment are used to

21、develop the firms strategic intent andstrategic mission.Strategic actions are guided by the firms strategic intent and strategic mission,and arerepresented by strategies that are formulated or developed and subsequently implemented orput into action.Strategic outcome is the result of a firms strateg

22、y implemented.A desired strategicoutcome-strategic competitiveness and above-average returns-result when a firm is able tosuccessfully formulate and implement value-creating strategies that others are unable toduplicate.编号：时间：2021 年 x 月 x 日书山有路勤为径，学海无涯苦作舟书山有路勤为径，学海无涯苦作舟页码：第4页 共36页第 4 页 共 36 页Feedbac

23、k links the elements of the strategic management process together and helps firmscontinuously adjust or revise strategic inputs and strategic actions in order to achieve desiredstrategic outcomes.This Chapter also will discuss two approaches to the strategic management process.The first,the industri

24、al organization model,suggests that the external environment should be consideredas the primary determinant of a firms strategic actions.The second is the resource-based model,which perceives the firms resources and capabilities(the internal environment)as critical linksto strategic competitiveness.

25、Following the discussion in this Chapter,as well as in Chapters 2and 3,students should see that these models must be integrated to achieve strategicCompetitiveness.THE CHALLENGE OF STRATEGIC MANAGEMENTAs noted in earlier comments,all firms-and managers-are challenged to achieve strategiccompetitiven

26、ess and earn above-average returns.And,the challenge can be formidable.Aprimary challenge facing managers today is the need to recognize-as illustrated by the commentson such firms as IBM,Union Pacific,Honda and The Limited-that the strategic managementprocess and the striving for strategic competit

27、iveness takes place in a dynamic global economy.As a result of this ongoing struggle,success today does not necessarily equate with successtomorrow.Honda has had to make major changes to survive in the global automobile market.In itsattempt to make its flagship Accord more sporty,it found that the c

28、ar was too small to satisfy theexpectations and not sporty enough to satisfy Japanese buyers.As a result,it has designed theAccord around a world car design with alterations to meet different market expectations.ItsU.S.Accord is now larger,the Japanese model is smaller and contains more of the high-

29、technology features desired by Japanese buyers and a smaller European version has beenintroduced.TABLE I-1 Top Ten Wealth CreatorsAs shown in Table 1-1,Coca-Cola and General Electric continue to lead the least of wealthcreators for the second consecutive years they have created more wealth(measured

30、by marketvalue added)than other U.S.firms.However,The balance of the listing indicates the shiftingnature of success for the other firms.Since 1992,Microsoft has improved from number 14 to number three on the list.Intel has leaped from number 74 in 1992 to the number four position in 1997.While the

31、other changes in the list have not been as dramatic as those reported for Microsoftand Intel,students should recognize that the dynamics of the new competitive landscape haveresulted in a shuffling of positions for the other firms on the list.The transient nature of strategic competitiveness is poin

32、ted out even more clearly when one编号：时间：2021 年 x 月 x 日书山有路勤为径，学海无涯苦作舟书山有路勤为径，学海无涯苦作舟页码：第5页 共36页第 5 页 共 36 页Realize that only 2 of the 25 largest U.S.industrial corporations in 1900 remain competitive inthe 1990s and that four members of 1997s top ten were not among the top ten in 1992.It also should

33、 be noted that firms in the global telecommunications industry-including AT&T,Nippon Telephone&Telegraph and WorldCom must be prepared to compete differently thanthey have in the past if they hope to achieve long-term strategic competitiveness.One key tosuccess will be which firms strategies will re

34、present the best fit between the demands of theexternal environment and the resources and capabilities in their respective internal environments.THE NEW COMPETITIVE LANDSCAPEThis new competitive landscape can be described as one in which the fundamental nature ofcompetition is changing in a number o

35、f the worlds industries.And,the boundaries of industriesare becoming blurred and more difficult to define.Consider changes that have taken place in the entertainment and communications industries:Traditional broadcast networks-ABC,NBC and CBS-now must compete with cablenetworks such as ESPN,A&E,HBO

36、and Showtime as well as with cable systems.Rupert Murdochs News Corp.(owner of the Fox Network)formed a strategic alliance withTele-Communications Inc(the largest U.S.cable system)to develop a venture that isintended to control a global web of sports TV networks.Disneys 1996 purchase of Cap Cities/A

37、BC has resulted in a media network that includes abroadcast network(ABC),a cable station(The Disney Channel)as well as motion pictureproduction and distribution,newspapers,magazines and theme parks.Innovative companies such asAT&T,Sony and Microsoft have indicated that they areinterested in particip

38、ating in this new entertainment-communications industry.The new competitive landscape thus implies that traditional sources of competitive advantage-economies of scale and large advertising budgets-may not as important in the future as theywere in the past.The rapid and unpredictable technological c

39、hange that characterizes this newcompetitive landscape implies that managers must adopt new ways of thinking.The newcompetitive mind set must value flexibility,speed,innovation and integration.Aterm often used to describe the new realities of competition is hypercompetition,a conditionthat results f

40、rom the dynamics of strategic moves and countermoves among innovative,globalfirms:a condition of rapidly escalating competition that is based on price-quality positioning.battles to achieve first-mover advantage and battles to protect or to invade established product orgeographic markets(that will b

41、e discussed in more detail in Chapter 5).Teaching suggestion;Two primary drivers of the new competitive landscape are illustrated inFigure 1-2The New Competitive Landscape1.Technology and technological changeTechnology is changing rapidly编号：时间：2021 年 x 月 x 日书山有路勤为径，学海无涯苦作舟书山有路勤为径，学海无涯苦作舟页码：第6页 共36页第

42、 6 页 共 36 页Technology diffuses rapidly,not only across company boundaries but also across nationalborders.Information technology is changing both rapidly and dramatically.Knowledge is becoming increasingly important2.The global economyPeople,goods,services and ideas move freely across geographic bor

43、dersSignificant opportunities emerge in multiple global marketsMarkets and industries are becoming more internalizedThe Global EconomyAglobal economy is one in which goods,services,people,skills and ideas move freely acrossgeographic borders.Also,globalization is referred to as the shift toward a mo

44、re integrated andinterdependent world economy.Globalization has two main components:theglobalization of markets and the globalization of production.The Globalization of MarketsThe globalization of markets refers to the merging of historically distinct andseparate national markets into one huge globa

45、l marketplace.The tastes and preferences of consumers in different nations are beginning toconverge on some global norm,thereby helping to create a global market.Theglobal acceptance of consumer products such as Citicorp credit cards,Coca-Cola,Levis jeans,Sony Walkmans,Nintendo game players,and McDo

46、naldshamburgers are all frequently held up as prototypical examples of this trend.The expansion of some huge firms creates a global market.Firms such asCiticorp,Coca-Cola,McDonalds,and Levi Strauss are more than justbenefactors of this trend;they are also instrumental in facilitating it.Byoffering a

47、 standardized product worldwide,they are helping to create a globalmarket.Markets for industrial goods and materials that serve a universal need the worldover such as aluminum,oil,and wheat,the markets for industrial products suchas microprocessors,DRAMs(computer memory chips),and commercial jetairc

48、raft;and the markets for financial assets from US Treasury Bills to eurobondsand futures have become global markets.Markets for consumer products are stilloften to act as a brake on globalization because of the national differences intastes and preferences.diversity is replaced by greater uniformity

49、,because some firms,especiallysome multinational companies bring with them many of the assets that haveserved them well in other national markets-including their products,operatingstrategies,marketing strategies,and brand names-creating a certain degree of编号：时间：2021 年 x 月 x 日书山有路勤为径，学海无涯苦作舟书山有路勤为径，学

50、海无涯苦作舟页码：第7页 共36页第 7 页 共 36 页homogeneityacrossmarkets.Thus,diversityisreplacedbygreateruniformity.As rivals follow rivals around the world,these multinationalenterprises emerge as an important driver of the convergence of differentnational markets into a single,and increasingly homogenous,global mar