战略管理课程[1].ppt

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,战略管理课程1,*,PPT,文档演模板,Office,PPT,战略管理课程,2026/11/8,战略管理课程1,Chapter 1:An Introduction To Strategic Management,S,T,R,A,T,E,G,Y,战略管理课程1,Section 1:What is Strategy,In Greece:,Strategos,means arts and science that a general command and direct army.,In Ancient China,Besiege Wei rescue Zhao,Pretend to advance along one path while secretly going along another;do one thing under cover of another.,战略管理课程1,Classification of Strategy,Macro level,Enterprise level,National Economy,Local Economy,Industrial Economy,Corporate Strategy,SBUs Strategy,Functional Strategy,战略管理课程1,The Three Levels of Strategy,Corporate,SBUs,Functions,战略管理课程1,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,?Address the Questions？,战略管理课程1,How to achieve sustainable competitive advantage in given product/market,Where should we compete？（Which markets，and which segments should we concentrate on？）,Competitive Strategy,What products should we compete with？,How will we gain sustainable competitive advantage in these chosen markets？,?,1,2,3,战略管理课程1,is concerned with interpreting the role of the function or department in delivering the competitive strategy,Functional strategy,Marketing,strategy,Financial,strategy,Personnel,strategy,And so forth,Every Competitive Strategy Can be Translated into Congruent,X,Strategies,战略管理课程1,Section 2:Definitions of Strategy,Kenneth R.Andrews,H.I.Ansoff,H.Mintzberg,Our definition,战略管理课程1,Kenneth RAndrews Definition,The Concept of Corporate Strategy,1971,Strategy is target,intent,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.,战略管理课程1,H.Igor.Ansoff Definition,Corporate Strategy,1965,The 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 More,战略管理课程1,Four Elements of Strategy,Market and Products,Growth Vector,Competitive Advantage,Synergy:Total outcome are more than sum of all parts.,战略管理课程1,Understanding Synergy,Suppose,O,i,Cost of Product i,S,i,Sales of Product i,(ROI)-Return on Investment,Suppose,ROI,of Company i product,P,i,is as follow,ROI,=,S,i,-,O,i,I,i,战略管理课程1,S,T=,S,1,+S,2,+S,3,+S,n,O,T=,O,1,+O,2,+O,3,+O,n,I,T=,I,1,+I,2,+I,3,+I,n,(ROI),T,=,S,T,-,O,T,I,T,S,S,=S,T,I,s,I,T,O,s,O,T,Scale Effect,(ROI),S,(ROI),T,S,T,，O,T,，I,T,is Sum of Small companys sales,cost and investment,S,s,，O,s,，I,s,Sales,cost and investment of big firm,Suppose,战略管理课程1,Type of Synergy,Sales Synergy:from share brand,channel,Operating Synergy,Investment Synergy,Management Synergy,战略管理课程1,H.Mintzbergs Definition,The Rise and Fall of Strategic Planning,1994,Plan,Ploy,Pattern,Position,Perspective,战略管理课程1,Definition of Strategy,A strategy is an integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage.,战略管理课程1,Section 3:Strategic Management Process,Strategy Formulation,Strategy Implementation,See Detail,战略管理课程1,Environment,Condition,Strategic Intent,Strategic Mission,Strategy Formulation,Strategy Implementation,Corporate Level Strategy,Business Level Strategy,Organizational Structure and Controls,Corporate Governance,Strategic Competitiveness Above-Average Returns,feedback,战略管理课程1,Strategic Management Process Chart,Perspectives and Enterprise Culture,Vision,Mission,Goals,S,W,O,T,Strategy,Formulation,Alternatives,Selection,Strategic,Plan,Strategy Imple-mentation,Strategic Control,Feedback,Performance,战略管理课程1,Strategic Management,Chapter 1,An Introduction to Corporate Strategy,Chapter 2,The External Environment,Chapter 3,The Internal Condition,Chapter 4,Corporate Level Strategy,Chapter 5,Acquisition and Restructuring Strategy,Chapter 6,Business Level Strategy,Chapter 7,Cooperative Strategy,Chapter 8,Corporate Governance,Chapter 9,Organizational Structure and Controls,Chapter 10,Corporate Entrepreneurship and Innovation,战略管理课程1,THE NEED FOR STRATEGY,Chapter1,Globalization,Competition,Pressure to Change,Physical resources,Human resources,Information resources,World market,Core businesses,Outsourcing,BPR,战略管理课程1,Technology and Technological Changes,Rapid technological change,Rapid technology diffusions,Dramatic changes in information technologies,Increasing importance of knowledge,The Competitive Landscape,The Global Economy,People,goods,services,and ideas move freely across geographic borders,Significant opportunities emerge in multiple global markets,Markets and Industries become more internationalized,战略管理课程1,Two models,A firm is viewed as a bundle of market activities and a bundle of resources.(in the lesson),Market activities are understood through application of the I/O model.,The development and effective use of a firms resources,capabilities,and competencies is understood through application of the resources-based model.,Combination of the two models,firms can increase the probability of achieving strategic competitiveness and earning above-average returns(AARs).,战略管理课程1,The I/O Model of AARs,The external environment was thought to be the primary determinant of strategies firms selected to be successful.,Industry chosen has a stronger influence on the firms performance than do the choices managers make inside their organizations.,战略管理课程1,The External Environment,The general environment,The industry environment,The competitive environment,1.Study the external environment,especially the industry environment.,An Attractive Industry,An industry whose structural characteristics suggest AARs,Strategy Formulation,Selection of a strategy linked with AARs in a particular industry,Assets and Skills,Assets and skills required to implement a chosen strategy,Strategy Implementation,Selection of strategic actions linked with effective implementation of the chosen strategy,Superior Returns,Earning of AARs,2.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 to implement the strategy.,The I/O Model,战略管理课程1,The R/B Model of AAR,Each organization is a collection of unique resources and capabilities that provides the basis for its strategy and is the primary source of its returns.,The differences in firms performances across time are driven primarily by organizations unique resources and capabilities rather than by an industrys structural characteristics.,Resources may not be highly mobile across firms.,The differences in resources form the basis of competitive advantage.,战略管理课程1,Resources,Inputs into a firms production process,1.Identify the firms resources.Study its strengths and weaknesses as compared to those of competitors.,Capability,Capacity of an integrated set of resources to integratively perform a task or activity,Competitive Advantage,Ability of a firm to outperform its rivals,An Attractive Industry,An industry with opportunities that can be exploited by the firms resources and capabilities,Strategy Formulation&Implementation,Strategic actions taken to earn AARs,Superior Returns,Earning of AARs,2.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 allows the firm to exploit its resources and capabilities relative to opportunities in the external environment.,The R/B Model,战略管理课程1,Strategic Intent,Strategic intent is the leveraging of a firms internal resources,capabilities,and core competencies to accomplish the firms goals in the competitive environment.,Strategic intent implies a significant stretch of an organizations resources,capabilities,and core competencies.,Strategic intent exists when all employees and levels of a firm are committed to the pursuit of a specific performance criterion.,It seems like a dream,unrealistic goal,imagination,.,战略管理课程1,Examples of Expression,To become a high-performance multinational energy companynot the biggest,but the best.(Unocal Corporation),To be the top performance in everything the company does.(Philips Petroleum Company),To catch up with and beat Caterpillar.(Komatsus),To beat Xerox.(Canon),To become second Ford.(Honda),战略管理课程1,Strategic Mission,The strategic mission is a statement of a firms uniques purpose and the scope of its operations in product and market terms.,In some firms,mission is called vision.,战略管理课程1,Examples of Expression,To put a car in every home.(Ford),A computer in every home.(Apple),A computer on every desk,and every home,running on Microsoft software.(Bill Gates),Portable communications.(Motorola),战略管理课程1,Intent and Mission,Strategic Intent,Winning competitive battles through deciding how to leverage resources,capabilities,and core competencies,Strategic Mission,An application of strategic intent in terms of products to be offered and markets to be served,战略管理课程1,Strategic Objectives,Profitability:,Productivity:,Market Status:,R&D:,Organizational Change:,Human Resources,Socio Responsibility,MS,AMS-Absolute MS,RMS-Relative MS,Sales of the industry,AMS=,Sales of the company,X 100%,Sales of the largest one,RMS=,Sales of the company,X 100%,numerator is unchanged,Denominator:if the companys sales is the biggest,the denominator must be the second one.,战略管理课程1,Objective System,Return on Capital 12%,Return on Sales 8%,Turnover Rate of Capital 1.5,Profit,Revenue 3m,Revenue,Total Capital 2m,Fixed Assets,Current Assets,Sales,Cost,Fixed Cost,Variable Cost,Profit&Tax,Fixed Cost,Variable Cost,Profit&Tax,战略管理课程1,The Ideas of Strategic Management,1.,The Idea of,Adapting Environment,2.,The Idea of C,ompetitive Advantage,3.The Idea of Reengineering,4.The Idea of Strategic Alliance,5.The idea of Organization Learning,战略管理课程1,1.Adapting Environment,Globalization,Network,Physical Resources,Human Resources,Info.Resources,Internet,Worldwide Market,Global Procurement,Global Logistics,战略管理课程1,2.,The Idea of C,ompetitive Advantage,Michael EPorter put forward to the concept:it is from low cost or differentiation.,The advantages can come from internal and external.,Based on external condition include:natural environment,natural resources,transportation,information communication,economic base,public relation.,Formed by internal：decision making ability of top management,innovation ability of technician and engineers,marketing ability of marketer,competence of employee.,战略管理课程1,3.The Idea of Reengineering,Core Business,Customer Orientation,Organization Flat,Environment change,BPR,Competitive Advantage,Resources Focus on,Competition Pressure,Variety of Needs,Network,BPR,BPR,Nothing changed,except in todays society.,change,战略管理课程1,4.The Idea of Strategic Alliance,RCoase said：there are two systems can be used to configuration and coordination resources:,Through market:by use of the price as a tool to accomplish a set of market transactions.,Through organization:a coordinator within organization to direct production.,Both 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 transaction cost.,战略管理课程1,5.The idea of Organization Learning,TheFifthDiscipline,Arts and Practices of The Learning Organization,(PeterSenge,1990),To bring peoples creativity into play is the key successful factor in the 21,st,.It is also the key point of the management efforts.,Organization 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.,Three Key Points of Organization Learning：,战略管理课程1,Three Key Points of Organization Learning,1.The organization can,ceaselessly acquire lore and accumulate lore,2.The organization can pass lore each other in the organization,3.The organization can create new lore,战略管理课程1,By studying the internal environment,Firms determine,What they can do,By studying the external environment,Firms identify,What they might choose to do,General External Environmental Analysis,Industry Environment Analysis,Chapter 2 The External Environment,战略管理课程1,General Environment,Competitor,Environment,Industry,Environment,Economic,Demographic,Sociocultural,Political/Legal,Global,Technological,General Environment,战略管理课程1,The general environment is composed of elements in the broader society that can influence an industry and the firms within it.,The 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 environment,战略管理课程1,The General Environment:Segments&Elements,Demographic Segment,Population size,Age structure,Geographic distribution,Economic cycle,Interest and Inflation rates,Trade deficits or surpluses,Budget deficits or surpluses,Antitrust laws,Taxation laws,Deregulation philosophies,Women in the workforce,Workforce diversity,Attitudes about quality of work life,Product innovations,Process innovations,Applications of knowledge,Economic Segment,Political/Legal Segment,Sociocultural Segment,Technological Segment,Global Segment,Important political events,Critical global markets,Ethnic mix,Income distribution,Personal saving rates,Business saving rates,Gross domestic product,Labor training laws,Educational philosophies and policies,Concerns of environment,Shifts in work&career preferanc,Shifts in preferences in products and service characteristics,Focus of private and govern-ment supported R&D expenditur,New communication technology,Newly industrialized countries,Different cultural and institu-tional attributes,战略管理课程1,Economic Cycle,Revive,Boom,Stagnancy,Crisis,A,B,Revive,Boom,Weak,Soft Landfall,战略管理课程1,Components of the External Analysis,Identifying early signals of environmental changes and trends,Detecting meaning through ongoing observations of environmental change and trends,Developing projections of anticipated outcomes based on monitored changes and trends,Determining the timing and importance of environmental changes and trends for firms strategies and their management,Scanning,Monitoring,Forecasting,Assessing,战略管理课程1,Exchange and Communication of Cross-cultures,China,Not directly mention key point,Ask questions or have requirements by a subtle way,Praising group,Saying words to boost harmonious,Something have not been express are also very important,Usuall