项目管理概念和案例ppt课件.ppt

WhatIsStrategyandWhyIsItImportant Screengraphicscreatedby JanaF Kuzmicki Ph D TroyUniversity FloridaRegion Withoutastrategytheorganizationislikeashipwithoutarudder JoelRossandMichaelKami ChapterRoadmap WhatDoWeMeanByStrategy StrategyandtheQuestforCompetitiveAdvantageIdentifyingaCompany sStrategyWhyaCompany sStrategyEvolvesOverTimeACompany sStrategyIsPartlyProactiveandPartlyReactiveStrategyandEthics PassingtheTestofMoralScrutinyTheRelationshipBetweenaCompany sStrategyandItsBusinessModelWhatMakesaStrategyaWinner WhyAreCraftingandExecutingStrategyImportant ThinkingStrategically TheThreeBigStrategicQuestions 1 What sthecompany spresentsituation 2 Wheredoesthecompanyneedtogofromhere Business es tobeinandmarketpositionstostakeoutBuyerneedsandgroupstoserveDirectiontohead3 Howshoulditgetthere Acompany sanswerto howwillwegetthere isitsstrategy WhatDoWeMeanBy Strategy ConsistsofcompetitivemovesandbusinessapproachesusedbymanagerstorunthecompanyManagement s actionplan toGrowthebusinessAttractandpleasecustomersCompetesuccessfullyConductoperationsAchievetargetlevelsoforganizationalperformance TheHowsThatDefineaFirm sStrategy HowtogrowthebusinessHowtopleasecustomersHowtooutcompeterivalsHowtomanageeachfunctionalpieceofthebusiness R D production marketing HR finance andsoon HowtorespondtochangingmarketconditionsHowtoachievetargetedlevelsofperformance Choosingthe Hows ofStrategy Strategicchoicesabout how arebasedonTrial and errororganizationallearningaboutwhathasworkedandwhathasnotworkedManagement sappetitefortakingrisksManagerialanalysisandstrategicthinkingabouthowbesttoproceed givenmarketconditionsandthecompany scircumstancesInchoosingastrategy managementisineffectsaying Amongallthemanydifferentbusinessapproachesandwaysofcompetingwecouldhavechosen wehavedecidedtoemploythisparticularcombinationofcompetitiveandoperatingapproachesinmovingthecompanyintheintendeddirection strengtheningitsmarketposition andcompetitiveness andboostingperformance KeyElementsofaSuccessfulStrategy DevelopingasuccessfulstrategyhingesonmakingcompetitivemovesaimedatAppealingtobuyersinwaystosettheenterpriseapartfromrivalsandCarvingoutitsownmarketpositionInvolvesdevelopingadistinctive aha elementtoAttractcustomersandProduceacompetitiveedge Copyingcompetitivemovesofothersuccessfulcompaniesrarelyworks KeyElements Comcast sStrategy Rollouthigh speedInternetorbroadbandservicetocustomersviacablemodemsPromoteanewvideo on demandservicetoallowdigitalsubscriberstowatchTVprogramswhenevertheywantPromoteavideo on demandservicesodigitalcustomerscanorderandwatchpay per viewmoviesPartnerwithSony MGM andotherstoexpandmovieofferingsUseVoIPtechnologytooffersubscribersInternet basedphoneserviceatafractionofthecostchargedbyothersUsevideo on demandandCDVofferingstocombatmountingcompetitionfromsatelliteTVprovidersEmployasalesforcetoselladvertisingtobusinessesthatwereshiftingadvertisingdollarsfromsponsoringnetworkprogramstosponsoringcableprogramsSignificantlyimprovecustomerservice ForDiscussion YourOpinion Fromyourperspectiveasacableorsatelliteserviceconsumer doesComcast sstrategy asdescribedinIllustrationCapsule1 1 seemtobewell matchedtoindustryandcompetitiveconditions Doesthestrategyseemtobekeyedtoacostadvantage differentiatingfeatures servingtheuniqueneedsofaniche ordevelopingresourcestrengthsandcompetitivecapabilitiesrivalscan timitateortrump oramixtureofthese WhatisthereaboutComcast sstrategythatcanleadtosustainablecompetitiveadvantage StrategyandtheQuestforCompetitiveAdvantage TheheartandsoulofanystrategyaretheactionsandmovesinthemarketplacethatacompanymakestostrengthenitscompetitivepositionandgainacompetitiveadvantageoverrivalsAcreativedistinctivestrategythatsetsacompanyapartfromrivalsandyieldsacompetitiveadvantageisacompany smostreliabletickettoaboveaverageprofitabilityCompetingwithacompetitiveadvantageismoreprofitablethancompetingwithnoadvantageCompetingwithacompetitivedisadvantagenearlyalwaysresultsinbelow averageprofitability APowerfulStrategyLeadstoSustainableCompetitiveAdvantage Acompanyachievessustainablecompetitiveadvantagewhenanattractivenumberorbuyerspreferitsproducts servicesoverthoseofrivalsandwhenthebasisforthispreferencecanbemaintainedovertimeItsnicewhenastrategyproducesatemporarycompetitiveedgebutadurableedgeoverrivalsgreatlyenhancesacompany sprospectsforwinninginthemarketplaceandrealizingabove averageprofits Whatseparatesapowerfulstrategyfromanordinarystrategyismanagement sabilitytoforgeaseriesofmoves bothinthemarketplaceandinternally thatproducessustainablecompetitiveadvantage Four Best StrategicApproachestoBuildingSustainableCompetitiveAdvantage Beingtheindustry slow costprovider acost basedcompetitiveadvantage Incorporatedifferentiatingfeatures a superiorproduct typeofcompetitiveadvantagekeyedtohigherquality betterperformance widerselection value addedservices orsomeotherattribute Focusingonanarrowmarketniche winningacompetitiveedgebydoingabetterjobthanrivalsofservingtheneedsandpreferencesofbuyerscomprisingtheniche Developingexpertiseandresourcestrengthsnoteasilyimitatedormatchedbyrivals acapabilities basedcompetitiveadvantage CompetitiveAdvantageExamples Strivetobetheindustry slow costproviderWal MartSouthwestAirlinesOutcompeterivalsonakeydifferentiatingfeatureJohnson Johnson ReliabilityinbabyproductsHarley Davidson King of the roadstylingRolex Top of the lineprestigeMercedes Benz EngineeringdesignandperformanceL L Bean GoodvalueA Wideselectionandconvenience CompetitiveAdvantageExamples cont FocusonanarrowmarketnicheeBay OnlineauctionsJiffyLubeInternational QuickoilchangesMcAfee VirusprotectionauctionsStarbucks PremiumcoffeesandcoffeedrinksTheWeatherChannel CableTVDevelopexpertise resourcestrengths andcapabilitiesnoteasilyimitatedbyrivalsFedEx Next daydeliveryofsmallpackagesWaltDisney ThemeparkmanagementandfamilyentertainmentToyota SophisticatedproductionsystemRitz Carlton Personalizedcustomerservice Fig 1 1 IdentifyingaCompany sStrategy TestYourKnowledge Acompany sstrategyanditsquestforcompetitiveadvantagearetightlyrelatedbecauseA acompany sstrategydetermineswhetheritwillhavelowerorhighercoststhanrivalsandthusbeatacompetitiveadvantageordisadvantage B competitiveadvantageisessentialtohavingaprofitablebusinessmodel C choosingacompetitiveadvantagetopursuealsohelpsacompanychoosewhichbusinessmodelismostappropriate D competitiveadvantageenablesacompanytoachieveitsstrategicobjectives E astrategythatleadstosustainablecompetitiveadvantageisacompany smostreliablemeansofachievingabove averageprofitabilityandfinancialperformance WhyDoStrategiesEvolve Acompany sstrategyisaworkinprogressChangesmaybenecessarytoreacttoShiftingmarketconditionsTechnologicalbreakthroughsFreshmovesofcompetitorsEvolvingcustomerpreferencesEmergingmarketopportunitiesNewideastoimprovestrategyCrisissituations Fig 1 2 ACompany sStrategyIsPartlyProactiveandPartlyReactive CraftingStrategyIsanExerciseinEntrepreneurship Strategy makingisamarket drivenactivityinvolvingStudyingmarkettrendsandcompetitors actionsKeenobservationofcustomerneedsScrutinizingbusinesspossibilitiesbasedonnewtechnologiesBuildingfirm smarketpositionviaacquisitionsornewproductintroductionsPursuingwaystostrengthenfirm scompetitivecapabilitiesProactivelysearchingoutopportunitiestoDonewthingsorDoexistingthingsinneworbetterways LinkingStrategyWithEthics EthicalandmoralstandardsgobeyondProhibitionsoflawandthelanguageof thoushaltnot toissuesofDutyand right vs wrong Ethicalandmoralstandardsaddress Whatistherightthingtodo Twocriteriaofanethicalstrategy Doesnotentailactionsandbehaviorsthatcrossthelinefrom shoulddo to shouldnotdo and unsavory or shady andAllowsmanagementtofulfillitsethicaldutiestoallstakeholders AFirm sEthicalResponsibilitiestoItsStakeholders Owners shareholders Rightfullyexpectsomeformofreturnontheirinvestment Employees Rightfullyexpecttobetreatedwithdignityandrespectfordevotingtheirenergiestotheenterprise Customers Rightfullyexpectasellertoprovidethemwithareliable safeproductorservice Suppliers Rightfullyexpecttohaveanequitablerelationshipwithfirmstheysupplyandbetreatedfairly Community Rightfullyexpectbusinessestobegoodcitizensintheircommunity RoleofSeniorExecutives LinkingStrategywithEthics ForbidpursuitofethicallyquestionablebusinessopportunitiesInsistallaspectsofcompanystrategyreflecthighethicalstandardsMakeitclearallemployeesareexpectedtoactwithintegrityInstallorganizationalchecksandbalancestoMonitorbehaviorEnforceethicalcodesofconductProvideguidancetoemployeesingrayareasDisplaygenuinecommitmenttoconductbusinessactivitiesethically TestYourKnowledge Acompany sstrategycanbeconsidered ethical A ifallofitsdifferentactionsandelementsarelegalandincompliancewithgovernmentalrulesandregulations B solongasitsactionsandbehaviorscanpassthetestof moralscrutiny andareaboveboardinthesenseofnotbeingshadyorunconscionable injurioustoothers orunnecessarilyharmfultotheenvironment C onlyifallelementsofthestrategyareinaccordwithwhatisgenerallyconsideredasbeingintheoverallbestinterestsofsocietyatlarge D solongasreligiousauthoritiesandnotedethicsexpertsfindnothing wrong inthecompany sactions E ifitisincompliancewiththecompany scodeofethicsandhasbeenapprovedbythecompany schiefethicsofficer WhatIsaBusinessModel Abusinessmodeladdresses Howdowemakemoneyinthisbusiness Isthestrategycapableofdeliveringgoodbottom lineresults Dotherevenue cost profiteconomicsofthestrategymakegoodbusinesssense LookatrevenuestreamsthestrategyisexpectedtoproduceLookatassociatedcoststructureandpotentialprofitmarginsDoresultingearningsstreamsandROIindicatethestrategymakessenseandthecompanyhasaviablebusinessmodelformakingmoney RelationshipBetweenStrategyandBusinessModel Strategy Dealswithacompany scompetitiveinitiativesandbusinessapproaches BusinessModel Concernswhetherrevenuesandcostsflowingfromthestrategydemonstrateabusinesscanbeamplyprofitableandviable Microsoft sBusinessModel RedHat sBusinessModel TestYourKnowledge Thenitty grittyissuesurroundingacompany sbusinessmodeliswhetherA thestrategyiscapableofproducingsustainablecompetitiveadvantage B itmatchesthecompany sexternalandinternalsituation C thechosenstrategymakesgoodbusinesssensefromamoney makingperspective D thecompany sstrategyandstrategicmovesaremostlyproactive E thecompany sstrategystandsareallygoodchanceofhittingahome runinthemarketplace ForDiscussion YourOpinion Whohasthebestbusinessmodel MicrosoftorRedHat TestsofaWinningStrategy GOODNESSOFFITTESTHowwelldoesstrategyfitthefirm ssituation COMPETITIVEADVANT