战略管理专题培训教材(英文版)difj.pptx
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1、简介Professor Ph.D.Qin Yuanjian(秦远建)Management SchoolWuhan University of Technology武汉理工大学管理学院P.C:430070 Tel:027-87874284(H)Mobil Phone:13871108129战战 略略 管管 理理Chapter 1:An Introduction To Strategic ManagementSTRATEGYSection 1:What is StrategylInGreece:Strategosmeansartsandsciencethatageneralcommandanddi
2、rectarmy.lInAncientChinaBesiegeWeirescueZhaoPretendtoadvancealongonepathwhilesecretlygoingalonganother;doonethingundercoverofanother.Classification of StrategyMacrolevelEnterpriselevelNationalEconomyLocalEconomyIndustrialEconomyCorporateStrategySBUsStrategyFunctionalStrategyThe Three Levels of Strat
3、egyCorporateSBUsFunctionsWhich businesses to be in?How to run them?Thewayacompanycreatesvaluethroughtheconfigurationandcoordinationofitsmulti-marketactivities.CorporateStrategyis?AddresstheQuestions?Howtoachievesustainablecompetitiveadvantageingivenproduct/marketWhereshouldwecompete?(Whichmarkets,an
4、dwhichsegmentsshouldweconcentrateon?)CompetitiveStrategyWhatproductsshouldwecompetewith?Howwillwegainsustainablecompetitiveadvantageinthesechosenmarkets??123isconcernedwithinterpretingtheroleofthefunctionordepartmentindeliveringthecompetitivestrategyFunctional strategyMarketingstrategyFinancialstrat
5、egyPersonnelstrategyAndsoforthEveryCompetitiveStrategyCanbeTranslatedintoCongruentXStrategiesSection 2:Definitions of StrategylKennethR.AndrewslH.I.AnsofflH.MintzberglOurdefinitionKenneth RAndrews DefinitionlThe Concept of Corporate Strategy,1971lStrategyistarget,intent,purpose,andthemodelofwhichafi
6、rmformulatesmainpoliciesandplaninordertoachievingthetarget.Themodeldefinesthebusinessscopewhichthefirmisdoing,andshoulddo.Themodelalsodefinesthebusinesstypewhichthefirmisin,andshouldbein.H.Igor.Ansoff DefinitionlCorporate Strategy,1965lThestrategyisacommonbusinesslinethroughoutthefirmsbusiness,produ
7、ctsandmarket.Itdefinesthebasicnatureofthebusinessthatafirmisdoing,andplanstodo.See MoreFour Elements of StrategylMarketandProductslGrowthVectorlCompetitiveAdvantagelSynergy:Totaloutcomearemorethansumofallparts.Understanding SynergySupposeOiCostofProductiSiSalesofProducti(ROI)-ReturnonInvestmentSuppo
8、seROIofCompanyiproductPi isasfollowROI=Si-OiIiST=S1+S2+S3+SnOT=O1+O2+O3+OnIT=I1+I2+I3+In(ROI)T=ST-OTITSS=STIsITOsOTScaleEffect(ROI)S (ROI)TST,OT,ITisSumofSmallcompanyssales,costandinvestmentSs,Os,IsSales,costandinvestmentofbigfirmSupposeType of SynergylSalesSynergy:fromsharebrand,channellOperatingSy
9、nergylInvestmentSynergylManagementSynergyH.Mintzbergs DefinitionlThe Rise and Fall of Strategic Planning,1994lPlanlPloylPatternlPositionlPerspectiveDefinition of StrategylAstrategyisanintegratedandcoordinatedsetofcommitmentsandactionsdesignedtoexploitcorecompetenciesandgainacompetitiveadvantage.Sect
10、ion 3:Strategic Management ProcessStrategyFormulationStrategyImplementationSee DetailEnvironmentConditionStrategicIntentStrategicMissionStrategyFormulationStrategyImplementationCorporateLevelStrategyBusinessLevelStrategyOrganizationalStructureandControlsCorporateGovernanceStrategicCompetitivenessAbo
11、ve-AverageReturnsfeedbackStrategic Management Process ChartStrategic Management Process ChartPerspectivesandEnterpriseCultureVisionMissionGoalsSWOTStrategyFormulationAlternativesSelectionStrategicPlanStrategyImple-mentationStrategicControlFeedbackPerformanceStrategic ManagementlChapter 1AnIntroducti
12、ontoCorporateStrategylChapter 2TheExternalEnvironmentlChapter 3TheInternalConditionlChapter 4 CorporateLevelStrategylChapter 5 AcquisitionandRestructuringStrategylChapter 6 BusinessLevelStrategylChapter 7 CooperativeStrategylChapter 8 CorporateGovernancelChapter 9 OrganizationalStructureandControlsl
13、Chapter 10 CorporateEntrepreneurshipandInnovationTHE NEED FOR STRATEGYChapter1GlobalizationCompetitionPressuretoChangePhysicalresourcesHumanresourcesInformationresourcesWorldmarketCorebusinessesOutsourcingBPRTechnologyandTechnologicalChangesRapid technological changeRapid technology diffusionsDramat
14、ic changes in information technologiesIncreasing importance of knowledgeTheCompetitiveLandscapeTheGlobalEconomyPeople,goods,services,andideasmovefreelyacrossgeographicbordersSignificantopportunitiesemergeinmultipleglobalmarketsMarketsandIndustriesbecomemoreinternationalizedTwo modelslAfirmisviewedas
15、abundleofmarketactivitiesandabundleofresources.(inthelesson)lMarketactivitiesareunderstoodthroughapplicationoftheI/Omodel.lThedevelopmentandeffectiveuseofafirmsresources,capabilities,andcompetenciesisunderstoodthroughapplicationoftheresources-basedmodel.lCombinationofthetwomodels,firmscanincreasethe
16、probabilityofachievingstrategiccompetitivenessandearningabove-averagereturns(AARs).The I/O Model of AARslTheexternalenvironmentwasthoughttobetheprimarydeterminantofstrategiesfirmsselectedtobesuccessful.lIndustrychosenhasastrongerinfluenceonthefirmsperformancethandothechoicesmanagersmakeinsidetheiror
17、ganizations.The External EnvironmentThegeneralenvironmentTheindustryenvironmentThecompetitiveenvironment1.Study the external environment,especially the industry environment.An Attractive IndustryAnindustrywhosestructuralcharacteristicssuggestAARsStrategy FormulationSelectionofastrategylinkedwithAARs
18、inaparticularindustryAssets and SkillsAssetsandskillsrequiredtoimplementachosenstrategyStrategy ImplementationSelectionofstrategicactionslinkedwitheffectiveimplementationofthechosenstrategySuperior ReturnsEarningofAARs2.Locate an industry with high potential for AARs.3.Identify the strategy called f
19、or by the attractive industry to earn AARs.4.Develop or acquire assets and skills needed to implement the strategy.5.Use the firms strengths to implement the strategy.The I/O ModelThe R/B Model of AARlEachorganizationisacollectionofuniqueresourcesandcapabilitiesthatprovidesthebasisforitsstrategyandi
20、stheprimarysourceofitsreturns.lThedifferencesinfirmsperformancesacrosstimearedrivenprimarilybyorganizationsuniqueresourcesandcapabilitiesratherthanbyanindustrysstructuralcharacteristics.lResourcesmaynotbehighlymobileacrossfirms.lThedifferencesinresourcesformthebasisofcompetitiveadvantage.ResourcesIn
21、putsintoafirmsproductionprocess1.Identify the firms resources.Study its strengths and weaknesses as compared to those of competitors.CapabilityCapacityofanintegratedsetofresourcestointegrativelyperformataskoractivityCompetitive AdvantageAbilityofafirmtooutperformitsrivalsAn Attractive IndustryAnindu
22、strywithopportunitiesthatcanbeexploitedbythefirmsresourcesandcapabilitiesStrategy Formulation&ImplementationStrategicactionstakentoearnAARsSuperior ReturnsEarningofAARs2.Determine the firms capabilities.What do the capabilities allow the firm to do better than its competitors?3.Determine the potenti
23、al of the firms resources and capabilities in terms of a competitive advantage.4.Locate an attractive industry.5.Select a strategy that best allows the firm to exploit its resources and capabilities relative to opportunities in the external environment.The R/B ModelStrategic IntentlStrategicintentis
24、theleveragingofafirmsinternalresources,capabilities,andcorecompetenciestoaccomplishthefirmsgoalsinthecompetitiveenvironment.lStrategicintentimpliesasignificantstretchofanorganizationsresources,capabilities,andcorecompetencies.lStrategicintentexistswhenallemployeesandlevelsofafirmarecommittedtothepur
25、suitofaspecificperformancecriterion.lItseemslikeadream,unrealisticgoal,imagination.Examples of ExpressionlTobecomeahigh-performancemultinationalenergycompanynotthebiggest,butthebest.(UnocalCorporation)lTobethetopperformanceineverythingthecompanydoes.(PhilipsPetroleumCompany)lTocatchupwithandbeatCate
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