战略管理课程课件.ppt

1、路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索2022年6月8日星期三战略管理课程战略管理课程路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Chapter 1: An Introduction To Strategic ManagementSTRATEGY2路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Section 1:What is StrategylIn Greece: Strategos means arts and science that a general command and direct army. lIn Ancient C

2、hinaBesiege Wei rescue ZhaoPretend to advance along one path while secretly going along another; do one thing under cover of another.3路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Classification of StrategyMacro levelEnterprise levelNational EconomyLocal EconomyIndustrial EconomyCorporate StrategySBUs StrategyFunc

3、tional Strategy4路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索The Three Levels of StrategyCorporateSBUsFunctions5路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Which businesses to be in？How to run them?The way a company creates value through the configuration and coordination of its multi-market activities .Corporate Strategy is?

4、Address the Questions？6路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索How to achieve sustainable competitive advantage in given product/marketWhere should we compete？（Which markets， and which segments should we concentrate on？） Competitive StrategyWhat products should we compete with？ How will we gain sustainable c

5、ompetitive advantage in these chosen markets？ ?1237路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索is concerned with interpreting the role of the function or department in delivering the competitive strategy Functional strategyMarketing strategyFinancial strategyPersonnel strategyAnd so forthEvery Competitive Strate

6、gy Can be Translated into Congruent X Strategies8路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Section 2: Definitions of StrategylKenneth R.Andrews lH.I.Ansoff lH.Mintzberg lOur definition9路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Kenneth RAndrews DefinitionlThe Concept of Corporate Strategy, 1971lStrategy is target, intent,

7、 purpose, and the model of which a firm formulates main policies and plan in order to achieving the target. The model defines the business scope which the firm is doing, and should do. The model also defines the business type which the firm is in, and should be in.10路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索H.

8、Igor.Ansoff DefinitionlCorporate Strategy, 1965lThe strategy is a common business line throughout the firms business, products and market. It defines the basic nature of the business that a firm is doing, and plans to do.See More11路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Four Elements of StrategylMarket and P

9、roductslGrowth VectorlCompetitive AdvantagelSynergy:Total outcome are more than sum of all parts.12路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Understanding SynergySupposeOiCost of Product i Si Sales of Product i(ROI)-Return on InvestmentSuppose ROI of Company i product Pi is as followROI = Si - OiIi13路漫漫其修远兮路漫漫

10、其修远兮, ,吾将上下而求索吾将上下而求索ST = S1 + S2 + S3 + + SnOT = O1 + O2 + O3 + + OnIT = I1 + I2 + I3 + + In(ROI)T = ST - OTITSS = STIs ITOs OTScale Effect(ROI)S (ROI)T ST，OT，IT is Sum of Small companys sales, cost and investmentSs，Os，Is Sales, cost and investment of big firmSuppose14路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求

11、索Type of SynergylSales Synergy: from share brand,channellOperating SynergylInvestment SynergylManagement Synergy15路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索H.Mintzbergs DefinitionlThe Rise and Fall of Strategic Planning, 1994lPlanlPloylPatternlPositionlPerspective 16路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Definition of

12、 StrategylA strategy is an integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage.17路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Section 3: Strategic Management ProcessStrategy FormulationStrategy ImplementationSee Detail18路漫漫其修远兮路漫漫其修远兮, ,

13、吾将上下而求索吾将上下而求索EnvironmentConditionStrategic IntentStrategic MissionStrategy FormulationStrategy ImplementationCorporate Level StrategyBusiness Level StrategyOrganizational Structure and ControlsCorporate GovernanceStrategic Competitiveness Above-Average Returnsfeedback19路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而

14、求索Strategic Management Process ChartPerspectives and Enterprise CultureVisionMissionGoalsSWOTStrategy FormulationAlternativesSelectionStrategicPlanStrategy Imple-mentationStrategic ControlFeedback Performance20路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Strategic ManagementlChapter 1 An Introduction to Corporate

15、 StrategylChapter 2 The External EnvironmentlChapter 3 The Internal ConditionlChapter 4 Corporate Level StrategylChapter 5 Acquisition and Restructuring StrategylChapter 6 Business Level Strategy lChapter 7 Cooperative StrategylChapter 8 Corporate GovernancelChapter 9 Organizational Structure and Co

16、ntrolslChapter 10 Corporate Entrepreneurship and Innovation 21路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索THE NEED FOR STRATEGYChapter1GlobalizationCompetitionPressure to ChangePhysical resourcesHuman resourcesInformation resourcesWorld marketCore businessesOutsourcingBPR22路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Technolo

17、gy and Technological ChangesRapid technological changeRapid technology diffusionsDramatic changes in information technologiesIncreasing importance of knowledgeThe Competitive LandscapeThe Global EconomyPeople,goods,services, and ideas move freely across geographic bordersSignificant opportunities em

18、erge in multiple global marketsMarkets and Industries become more internationalized23路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Two modelslA firm is viewed as a bundle of market activities and a bundle of resources.(in the lesson)lMarket activities are understood through application of the I/O model.lThe develo

19、pment and effective use of a firms resources, capabilities, and competencies is understood through application of the resources-based model.lCombination of the two models, firms can increase the probability of achieving strategic competitiveness and earning above-average returns(AARs).24路漫漫其修远兮路漫漫其修

20、远兮, ,吾将上下而求索吾将上下而求索The I/O Model of AARslThe external environment was thought to be the primary determinant of strategies firms selected to be successful.lIndustry chosen has a stronger influence on the firms performance than do the choices managers make inside their organizations.25路漫漫其修远兮路漫漫其修远兮,

21、,吾将上下而求索吾将上下而求索The External EnvironmentThe general environmentThe industry environmentThe competitive environment1.Study the external environment,especially the industry environment.An Attractive IndustryAn industry whose structural characteristics suggest AARsStrategy FormulationSelection of a stra

22、tegy linked with AARs in a particular industryAssets and SkillsAssets and skills required to implement a chosen strategyStrategy ImplementationSelection of strategic actions linked with effective implementation of the chosen strategySuperior ReturnsEarning of AARs2.Locate an industry with high poten

23、tial 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 to implement the strategy.The I/O Model26路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索The R/B Model of AARlEach organization is

24、 a collection of unique resources and capabilities that provides the basis for its strategy and is the primary source of its returns.lThe differences in firms performances across time are driven primarily by organizations unique resources and capabilities rather than by an industrys structural chara

25、cteristics.lResources may not be highly mobile across firms.lThe differences in resources form the basis of competitive advantage.27路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索ResourcesInputs into a firms production process1. Identify the firms resources. Study its strengths and weaknesses as compared to those o

26、f competitors.CapabilityCapacity of an integrated set of resources to integratively perform a task or activityCompetitive AdvantageAbility of a firm to outperform its rivalsAn Attractive IndustryAn industry with opportunities that can be exploited by the firms resources and capabilitiesStrategy Form

27、ulation&ImplementationStrategic actions taken to earn AARsSuperior ReturnsEarning of AARs2.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 advantag

28、e.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 Model28路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Strategic IntentlStrategic intent is the leveraging of a firms internal resou

29、rces, capabilities, and core competencies to accomplish the firms goals in the competitive environment. lStrategic intent implies a significant stretch of an organizations resources, capabilities, and core competencies. lStrategic intent exists when all employees and levels of a firm are committed t

30、o the pursuit of a specific performance criterion.lIt seems like a dream, unrealistic goal, imagination.29路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Examples of ExpressionlTo become a high-performance multinational energy companynot the biggest, but the best. (Unocal Corporation) lTo be the top performance in e

31、verything the company does. (Philips Petroleum Company)lTo catch up with and beat Caterpillar. (Komatsus)lTo beat Xerox. ( Canon)lTo become second Ford. (Honda)30路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Strategic MissionlThe strategic mission is a statement of a firms uniques purpose and the scope of its oper

32、ations in product and market terms.lIn some firms, mission is called vision.31路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Examples of ExpressionlTo put a car in every home. (Ford)lA computer in every home. (Apple)lA computer on every desk, and every home, running on Microsoft software. (Bill Gates)lPortable comm

33、unications. (Motorola)32路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Intent and MissionStrategic IntentWinning competitive battles through deciding how to leverage resources, capabilities, and core competenciesStrategic MissionAn application of strategic intent in terms of products to be offered and markets to be

34、 served 33路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Strategic ObjectiveslProfitability:lProductivity: lMarket Status: lR&D: lOrganizational Change:lHuman ResourceslSocio Responsibility MSAMS-Absolute MSRMS-Relative MSSales of the industryAMS=Sales of the companyX 100%Sales of the largest oneRMS=Sales of the co

35、mpanyX 100%numerator is unchangedDenominator: if the companys sales is the biggest, the denominator must be the second one.34路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Objective SystemReturn on Capital 12% Return on Sales 8% Turnover Rate of Capital 1.5 ProfitRevenue 3m RevenueTotal Capital 2m Fixed AssetsCurre

36、nt AssetsSalesCostFixed CostVariable CostProfit & TaxFixed CostVariable CostProfit & Tax35路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索The Ideas of Strategic Managementl1. The Idea of Adapting Environmentl2. The Idea of Competitive Advantagel3. The Idea of Reengineeringl4. The Idea of Strategic Alliancel5. The id

37、ea of Organization Learning 36路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索1. Adapting EnvironmentGlobalizationNetworkPhysical ResourcesHuman ResourcesInfo. ResourcesInternetWorldwide MarketGlobal ProcurementGlobal Logistics37路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索2.The Idea of Competitive AdvantagelMichael EPorter put f

38、orward to the concept: it is from low cost or differentiation.lThe advantages can come from internal and external.lBased on external condition include:natural environment, natural resources, transportation,information communication, economic base, public relation. lFormed by internal：decision making

39、 ability of top management, innovation ability of technician and engineers ,marketing ability of marketer, competence of employee.38路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索3. The Idea of ReengineeringCore BusinessCustomer OrientationOrganization FlatEnvironment changeBPRCompetitive AdvantageResources Focus o

40、nCompetition PressureVariety of NeedsNetworkBPRBPRNothing changed except in todays society. change 39路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索4. The Idea of Strategic AlliancelRCoase said：there are two systems can be used to configuration and coordination resources:lThrough market: by use of the price as a to

41、ol to accomplish a set of market transactions.lThrough organization: a coordinator within organization to direct production. lBoth mechanisms cost money. So, which one is used depends on which has the lower cost. Whether a company will expand or reduce its businesses depend on the save of transactio

42、n cost. 40路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索5. The idea of Organization Learning lTheFifthDiscipline ArtsandPracticesofTheLearningOrganization (Peter Senge, 1990)lTo bring peoples creativity into play is the key successful factor in the 21st. It is also the key point of the management efforts.lOrganiza

43、tion learning is an unremitting process. It is the process which an organization ceaselessly acquire lore, and pass lore each other in the organization, and create new lore by various ways and manners in order to boost up organizational abilities and improve organizational behavior and performance.l

44、Three Key Points of Organization Learning：41路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索Three Key Points of Organization Learning1. The organization can ceaselessly acquire lore and accumulate lore2. The organization can pass lore each other in the organization3. The organization can create new lore 42路漫漫其修远兮路漫漫

45、其修远兮, ,吾将上下而求索吾将上下而求索By studying the internal environment, Firms determineWhat they can doBy studying the external environment, Firms identifyWhat they might choose to do lGeneral External Environmental AnalysislIndustry Environment AnalysisChapter 2 The External Environment43路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求

46、索吾将上下而求索General EnvironmentCompetitor EnvironmentIndustry EnvironmentEconomicDemographicSocioculturalPolitical/LegalGlobalTechnologicalGeneral Environment44路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索lThe general environment is composed of elements in the broader society that can influence an industry and the fi

47、rms within it.lThe industry environment is the set of factors the threat of new entrants, suppliers, buyers, product substitutes, and the intensity of rivalry among competitors that directly influences a firm and its competitive actions and responses.Definitions of general and industry environment45

48、路漫漫其修远兮路漫漫其修远兮, ,吾将上下而求索吾将上下而求索The General Environment: Segments&ElementsDemographic Segment Population sizeAge structureGeographic distributionEconomic cycleInterest and Inflation ratesTrade deficits or surplusesBudget deficits or surplusesAntitrust lawsTaxation lawsDeregulation philosophiesWomen i

49、n the workforceWorkforce diversityAttitudes about quality of work lifeProduct innovationsProcess innovationsApplications of knowledgeEconomic SegmentPolitical/Legal SegmentSociocultural SegmentTechnological SegmentGlobal SegmentImportant political eventsCritical global marketsEthnic mixIncome distri

50、butionPersonal saving ratesBusiness saving ratesGross domestic productLabor training lawsEducational philosophies and policiesConcerns of environmentShifts in work&career preferanc Shifts in preferences in products and service characteristicsFocus of private and govern-ment supported R&D expenditurN