战略管理课程dhpy.pptx

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1、简介战战 略略 管管 理理Chapter 1:An Introduction To Strategic ManagementSTRATEGYSection 1:What is StrategylInGreece:Strategosmeansartsandsciencethatageneralcommandanddirectarmy.lInAncientChinaBesiegeWeirescueZhaoPretendtoadvancealongonepathwhilesecretlygoingalonganother;doonethingundercoverofanother.Classific

2、ation of StrategyMacrolevelEnterpriselevelNationalEconomyLocalEconomyIndustrialEconomyCorporateStrategySBUsStrategyFunctionalStrategyThe Three Levels of StrategyCorporateSBUsFunctionsWhich businesses to be in？How to run them?Thewayacompanycreatesvaluethroughtheconfigurationandcoordinationofitsmulti-

3、marketactivities.CorporateStrategyis?AddresstheQuestions？Howtoachievesustainablecompetitiveadvantageingivenproduct/marketWhereshouldwecompete？（Whichmarkets，andwhichsegmentsshouldweconcentrateon？）CompetitiveStrategyWhatproductsshouldwecompetewith？Howwillwegainsustainablecompetitiveadvantageinthesecho

4、senmarkets？?123isconcernedwithinterpretingtheroleofthefunctionordepartmentindeliveringthecompetitivestrategyFunctional strategyMarketingstrategyFinancialstrategyPersonnelstrategyAndsoforthEveryCompetitiveStrategyCanbeTranslatedintoCongruentXStrategiesSection 2:Definitions of StrategylKennethR.Andrew

5、slH.I.AnsofflH.MintzberglOurdefinitionKenneth RAndrews DefinitionlThe Concept of Corporate Strategy,1971lStrategyistarget,intent,purpose,andthemodelofwhichafirmformulatesmainpoliciesandplaninordertoachievingthetarget.Themodeldefinesthebusinessscopewhichthefirmisdoing,andshoulddo.Themodelalsodefinest

6、hebusinesstypewhichthefirmisin,andshouldbein.H.Igor.Ansoff DefinitionlCorporate Strategy,1965lThestrategyisacommonbusinesslinethroughoutthefirmsbusiness,productsandmarket.Itdefinesthebasicnatureofthebusinessthatafirmisdoing,andplanstodo.See MoreFour Elements of StrategylMarketandProductslGrowthVecto

7、rlCompetitiveAdvantagelSynergy:Totaloutcomearemorethansumofallparts.Understanding SynergySupposeOiCostofProductiSiSalesofProducti(ROI)-ReturnonInvestmentSupposeROIofCompanyiproductPi isasfollowROI=Si-OiIiST=S1+S2+S3+SnOT=O1+O2+O3+OnIT=I1+I2+I3+In(ROI)T=ST-OTITSS=STIsITOsOTScaleEffect(ROI)S (ROI)TST，

8、OT，ITisSumofSmallcompanyssales,costandinvestmentSs，Os，IsSales,costandinvestmentofbigfirmSupposeType of SynergylSalesSynergy:fromsharebrand,channellOperatingSynergylInvestmentSynergylManagementSynergyH.Mintzbergs DefinitionlThe Rise and Fall of Strategic Planning,1994lPlanlPloylPatternlPositionlPersp

9、ectiveDefinition of StrategylAstrategyisanintegratedandcoordinatedsetofcommitmentsandactionsdesignedtoexploitcorecompetenciesandgainacompetitiveadvantage.Section 3:Strategic Management ProcessStrategyFormulationStrategyImplementationSee DetailEnvironmentConditionStrategicIntentStrategicMissionStrate

10、gyFormulationStrategyImplementationCorporateLevelStrategyBusinessLevelStrategyOrganizationalStructureandControlsCorporateGovernanceStrategicCompetitivenessAbove-AverageReturnsfeedbackStrategic Management Process ChartStrategic Management Process ChartPerspectivesandEnterpriseCultureVisionMissionGoal

11、sSWOTStrategyFormulationAlternativesSelectionStrategicPlanStrategyImple-mentationStrategicControlFeedbackPerformanceStrategic ManagementlChapter 1AnIntroductiontoCorporateStrategylChapter 2TheExternalEnvironmentlChapter 3TheInternalConditionlChapter 4 CorporateLevelStrategylChapter 5 AcquisitionandR

12、estructuringStrategylChapter 6 BusinessLevelStrategylChapter 7 CooperativeStrategylChapter 8 CorporateGovernancelChapter 9 OrganizationalStructureandControlslChapter 10 CorporateEntrepreneurshipandInnovationTHE NEED FOR STRATEGYChapter1GlobalizationCompetitionPressuretoChangePhysicalresourcesHumanre

13、sourcesInformationresourcesWorldmarketCorebusinessesOutsourcingBPRTechnologyandTechnologicalChangesRapid technological changeRapid technology diffusionsDramatic changes in information technologiesIncreasing importance of knowledgeTheCompetitiveLandscapeTheGlobalEconomyPeople,goods,services,andideasm

14、ovefreelyacrossgeographicbordersSignificantopportunitiesemergeinmultipleglobalmarketsMarketsandIndustriesbecomemoreinternationalizedTwo modelslAfirmisviewedasabundleofmarketactivitiesandabundleofresources.(inthelesson)lMarketactivitiesareunderstoodthroughapplicationoftheI/Omodel.lThedevelopmentandef

15、fectiveuseofafirmsresources,capabilities,andcompetenciesisunderstoodthroughapplicationoftheresources-basedmodel.lCombinationofthetwomodels,firmscanincreasetheprobabilityofachievingstrategiccompetitivenessandearningabove-averagereturns(AARs).The I/O Model of AARslTheexternalenvironmentwasthoughttobet

16、heprimarydeterminantofstrategiesfirmsselectedtobesuccessful.lIndustrychosenhasastrongerinfluenceonthefirmsperformancethandothechoicesmanagersmakeinsidetheirorganizations.The External EnvironmentThegeneralenvironmentTheindustryenvironmentThecompetitiveenvironment1.Study the external environment,espec

17、ially the industry environment.An Attractive IndustryAnindustrywhosestructuralcharacteristicssuggestAARsStrategy FormulationSelectionofastrategylinkedwithAARsinaparticularindustryAssets and SkillsAssetsandskillsrequiredtoimplementachosenstrategyStrategy ImplementationSelectionofstrategicactionslinke

18、dwitheffectiveimplementationofthechosenstrategySuperior ReturnsEarningofAARs2.Locate an industry with high potential for AARs.3.Identify the strategy called for by the attractive industry to earn AARs.4.Develop or acquire assets and skills needed to implement the strategy.5.Use the firms strengths t

19、o implement the strategy.The I/O ModelThe R/B Model of AARlEachorganizationisacollectionofuniqueresourcesandcapabilitiesthatprovidesthebasisforitsstrategyandistheprimarysourceofitsreturns.lThedifferencesinfirmsperformancesacrosstimearedrivenprimarilybyorganizationsuniqueresourcesandcapabilitiesrathe

20、rthanbyanindustrysstructuralcharacteristics.lResourcesmaynotbehighlymobileacrossfirms.lThedifferencesinresourcesformthebasisofcompetitiveadvantage.ResourcesInputsintoafirmsproductionprocess1.Identify the firms resources.Study its strengths and weaknesses as compared to those of competitors.Capabilit

21、yCapacityofanintegratedsetofresourcestointegrativelyperformataskoractivityCompetitive AdvantageAbilityofafirmtooutperformitsrivalsAn Attractive IndustryAnindustrywithopportunitiesthatcanbeexploitedbythefirmsresourcesandcapabilitiesStrategy Formulation&ImplementationStrategicactionstakentoearnAARsSup

22、erior ReturnsEarningofAARs2.Determine the firms capabilities.What do the capabilities allow the firm to do better than its competitors？3.Determine the potential of the firms resources and capabilities in terms of a competitive advantage.4.Locate an attractive industry.5.Select a strategy that best a

23、llows the firm to exploit its resources and capabilities relative to opportunities in the external environment.The R/B ModelStrategic IntentlStrategicintentistheleveragingofafirmsinternalresources,capabilities,andcorecompetenciestoaccomplishthefirmsgoalsinthecompetitiveenvironment.lStrategicintentim

24、pliesasignificantstretchofanorganizationsresources,capabilities,andcorecompetencies.lStrategicintentexistswhenallemployeesandlevelsofafirmarecommittedtothepursuitofaspecificperformancecriterion.lItseemslikeadream,unrealisticgoal,imagination.Examples of ExpressionlTobecomeahigh-performancemultination

25、alenergycompanynotthebiggest,butthebest.(UnocalCorporation)lTobethetopperformanceineverythingthecompanydoes.(PhilipsPetroleumCompany)lTocatchupwithandbeatCaterpillar.(Komatsus)lTobeatXerox.(Canon)lTobecomesecondFord.(Honda)Strategic MissionlThestrategicmissionisastatementofafirmsuniquespurposeandthe

26、scopeofitsoperationsinproductandmarketterms.lInsomefirms,missioniscalledvision.Examples of ExpressionlToputacarineveryhome.(Ford)lAcomputerineveryhome.(Apple)lAcomputeroneverydesk,andeveryhome,runningonMicrosoftsoftware.(BillGates)lPortablecommunications.(Motorola)Intent and MissionStrategic IntentW

27、inningcompetitivebattlesthroughdecidinghowtoleverageresources,capabilities,andcorecompetenciesStrategic MissionAnapplicationofstrategicintentintermsofproductstobeofferedandmarketstobeservedStrategic ObjectiveslProfitability:lProductivity:lMarketStatus:lR&D:lOrganizationalChange:lHumanResourceslSocio

28、ResponsibilityMSAMS-AbsoluteMSRMS-RelativeMSSalesoftheindustryAMS=SalesofthecompanyX100%SalesofthelargestoneRMS=SalesofthecompanyX100%numeratorisunchangedDenominator:ifthecompanyssalesisthebiggest,thedenominatormustbethesecondone.Objective SystemReturnonCapital12%ReturnonSales8%ReturnonSales8%Turnov

29、erRateofCapital1.5TurnoverRateofCapital1.5ProfitProfitRevenue3mRevenue3mRevenueRevenueTotalCapital2mTotalCapital2mFixedAssetsFixedAssetsCurrentAssetsCurrentAssetsSalesSalesCostCostFixedCostFixedCostVariableCostVariableCostProfit&TaxProfit&TaxFixedCostFixedCostVariableCostVariableCostProfit&TaxProfit

30、&TaxTheIdeasofStrategicManagementl1.TheIdeaofAdaptingEnvironmentl2.TheIdeaofCompetitiveAdvantagel3.TheIdeaofReengineeringl4.TheIdeaofStrategicAlliancel5.TheideaofOrganizationLearning1.Adapting EnvironmentGlobalizationNetworkPhysicalResourcesHumanResourcesInfo.ResourcesInternetWorldwideMarketGlobalPr

31、ocurementGlobalLogistics2.The Idea of Competitive AdvantagelMichaelEPorterputforwardtotheconcept:itisfromlowcostordifferentiation.lTheadvantagescancomefrominternalandexternal.lBasedonexternalconditioninclude:naturalenvironment,naturalresources,transportation,informationcommunication,economicbase,pub

32、licrelation.lFormedbyinternal：decisionmakingabilityoftopmanagement,innovationabilityoftechnicianandengineers,marketingabilityofmarketer,competenceofemployee.3.The Idea of ReengineeringCoreBusinessCustomerOrientationOrganizationFlatEnvironmentchangeBPRCompetitiveAdvantageResourcesFocusonCompetitionPr

33、essureVarietyofNeedsNetworkBPRBPRNothingchangedexceptintodayssociety.change4.The Idea of Strategic AlliancelRCoasesaid：therearetwosystemscanbeusedtoconfigurationandcoordinationresources:lThroughmarket:byuseofthepriceasatooltoaccomplishasetofmarkettransactions.lThroughorganization:acoordinatorwithino

34、rganizationtodirectproduction.lBothmechanismscostmoney.So,whichoneisuseddependsonwhichhasthelowercost.Whetheracompanywillexpandorreduceitsbusinessesdependonthesaveoftransactioncost.5.The idea of Organization Learning lTheFifthDisciplineArtsandPracticesofTheLearningOrganization(PeterSenge,1990)lTobri

35、ngpeoplescreativityintoplayisthekeysuccessfulfactorinthe21st.Itisalsothekeypointofthemanagementefforts.lOrganizationlearningisanunremittingprocess.Itistheprocesswhichanorganizationceaselesslyacquirelore,andpassloreeachotherintheorganization,andcreatenewlorebyvariouswaysandmannersinordertoboostuporga

36、nizationalabilitiesandimproveorganizationalbehaviorandperformance.lThreeKeyPointsofOrganizationLearning：Three Key Points of Organization Learning1.Theorganizationcanceaselesslyacquireloreandaccumulatelore2.Theorganizationcanpassloreeachotherintheorganization3.TheorganizationcancreatenewloreBystudyin

37、gtheinternalenvironment,FirmsdetermineWhattheycandoBystudyingtheexternalenvironment,FirmsidentifyWhattheymightchoosetodolGeneralExternalEnvironmentalAnalysislIndustryEnvironmentAnalysisChapter 2 The External EnvironmentGeneral EnvironmentGeneral EnvironmentCompetitorEnvironmentIndustryEnvironmentEco

38、nomicDemographicSocioculturalPolitical/LegalGlobalTechnologicalGeneralEnvironmentlThegeneralenvironmentiscomposedofelementsinthebroadersocietythatcaninfluenceanindustryandthefirmswithinit.lTheindustryenvironmentisthesetoffactorsthethreatofnewentrants,suppliers,buyers,productsubstitutes,andtheintensi

39、tyofrivalryamongcompetitorsthatdirectlyinfluencesafirmanditscompetitiveactionsandresponses.DefinitionsofgeneralandindustryenvironmentThe General Environment:Segments&ElementsDemographicSegmentPopulationsizeAgestructureGeographicdistributionEconomiccycleInterestandInflationratesTradedeficitsorsurplus

40、esBudgetdeficitsorsurplusesAntitrustlawsTaxationlawsDeregulationphilosophiesWomenintheworkforceWorkforcediversityAttitudesaboutqualityofworklifeProductinnovationsProcessinnovationsApplicationsofknowledgeEconomicSegmentPolitical/LegalSegmentSocioculturalSegmentTechnologicalSegmentGlobalSegmentImporta

41、ntpoliticaleventsCriticalglobalmarketsEthnicmixIncomedistributionPersonalsavingratesBusinesssavingratesGrossdomesticproductLabortraininglawsEducationalphilosophiesandpoliciesConcernsofenvironmentShiftsinwork&careerpreferancShiftsinpreferencesinproductsandservicecharacteristicsFocusofprivateandgovern

42、-mentsupportedR&DexpenditurNewcommunicationtechnologyNewlyindustrializedcountriesDifferentculturalandinstitu-tionalattributesEconomic CyclelRevivelBoomlStagnancylCrisisABlRevivelBoomlWeaklSoftLandfallComponents of the External AnalysislIdentifyingearlysignalsofenvironmentalchangesandtrendslDetecting

43、meaningthroughongoingobservationsofenvironmentalchangeandtrendslDevelopingprojectionsofanticipatedoutcomesbasedonmonitoredchangesandtrendslDeterminingthetimingandimportanceofenvironmentalchangesandtrendsforfirmsstrategiesandtheirmanagementScanningMonitoringForecastingAssessingExchangeandCommunicatio

44、nofCross-culturesChinalNotdirectlymentionkeypointlAskquestionsorhaverequirementsbyasubtlewaylPraisinggrouplSayingwordstoboostharmoniouslSomething have not been express arealsoveryimportantlUsuallynottosay“No”，insteadofchangingothertopicorgiveablurryanswerlHaving a expression for the mostimportantthi

45、nginthelastlGuangxi is the first thing in allfirstlydiscussedtopicisaboutprivatethingsbeforediscussingbusinesslSynthesizingdifferentideas，struggletobeconsistentlPersonandmindcannotbeseparatedlDumbnessdoesnotmeandisagreeAmericanlDirectlymentionkeypointlBluntly discussing requirementsandproblembeingfa

46、cedlPraisingindividuallPrecisely saying what one wantstosaylWhat one say is the mostimportantlDirectlysay“No”lHavingaexpressionforthemostimportantthinginthebeginninglRules are the most important，firstly discussing business thanprivatelMakingideasdiversely，struggletohavethebestonelPersonandmindcanbes

47、eparatedlDumbnessmeansdisagreeIndustry Environment AnalysislAnindustryisagroupoffirmsproducingproductsthatareclosesubstitutes.lTheindustryenvironmentisthesetoffactorsthethreatofnewentrants,suppliers,buyers,productsubstitutes,andtheintensityofrivalryamongcompetitorsthatdirectlyinfluencesafirmanditsco

48、mpetitiveactionsandresponses.lIndustryenvironmenthasamoredirecteffectonstrategiccompetitivenessandAARs.The Five Forces Model of CompetitionIndustryCompetitorsThe Threat of EntryAbsolutecostadvantagesGovernmentpolicyEconomiesofscaleCapitalrequirementsBrandidentitySwitchingcostsAccesstodistributionExp

49、ectedretaliationThe Threat of SubstituteRelativeprice/performanceSwitchingcostsBuyerpropensitytoSupplier PowerSupplierconcentrationImportanceofvolumetosupplierDifferentiationofinputsImpactofinputsoncostofdifferentSwitchingcostsofsupplier/firmsPresenceofsubstituteinputsThe Degree of RivalryIndustrygr

50、owthProductdifferencesBrandidentitySwitchingcostExitbarriersInformationalcomplexity Buyer PowerBargaining leveragePrice sensitivityBuyerconcentrationPrice/TotalPurchasesBuyervolumeImpactonqualityBuyerinformationProductdifferencesBuyerswitchingcostBrandidentitySubstituteproductAbilitytobackwardint.Th