《management教学资料》cha.ppt

Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 1 StrategicManagement Chapter8 ManagementStephenP RobbinsMaryCoulter tenthedition Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 2 LearningOutcomesFollowthisLearningOutlineasyoureadandstudythischapter 8 1StrategicManagementDefinestrategicmanagement strategy andbusinessmodel Givethreereasonswhystrategicmanagementisimportant 8 2TheStrategicManagementProcessDescribethesixstepsinthestrategicmanagementprocess DefineSWOT strengths weaknesses opportunities andthreats Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 3 LearningOutcomes 8 3CorporateStrategiesDescribethethreemajortypesofcorporatestrategies ExplainhowtheBCGmatrixandhowit susedtomanagecorporatestrategies 8 4CompetitiveStrategiesDescribetheroleofcompetitiveadvantage ExplainPorter sfiveforcesmodel DescribePorter sthreecompetitivestrategies Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 4 LearningOutcomes 8 5CurrentStrategicManagementIssuesExplainwhystrategicflexibilityisimportant Describee businessstrategies Discusswhatstrategiesorganizationsmightusetobecomemorecustomerorientedandtobemoreinnovative Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 5 1 StrategicManagement StrategiesThedecisionsandactionsthatdeterminethelong runperformanceofanorganizationStrategicManagementStrategicmanagementincludesunderstandingthestrategicpositionofanorganization makingstrategicchoicesforthefuture managingstrategyinactionandevaluatingstrategies Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 6 WhyIsStrategicManagementImportant Itresultsinhigherorganizationalperformance Itrequiresthatmanagersexamineandadapttobusinessenvironmentchanges Itcoordinatesdiverseorganizationalunits helpingthemfocusonorganizationalgoals Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 7 2 TheStrategicManagementProcess Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 8 StrategicManagementProcess 2 1Step1 Identifyingtheorganization scurrentmission goals andstrategiesMission astatementofthepurposeofanorganizationThescopeofitsproductsandservicesGoals thefoundationforfurtherplanningMeasurableperformancetargets 企业的使命和目标 toinnovateateverytouch pointofinformation Integrationofglobalinformation sothateveryonecanaccessandbenefitfromit Todevelopaperfectsearchengine tobe oneoftheworld sleadingproducersandprovidersofentertainment 10 VisionandMission Vision Whatwilltheenterprisebeinthefuture企业未来会是怎样 mission Whatistheenterprise taskormainbusiness企业的任务是什么 企业的业务是什么 Relationshipbetweenthetwo 两者关系 愿景是对未来的憧憬 使命则表达了如何实现这一憧憬 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 11 McDonald svisionistobetheworld sbestquickservicerestaurantexperience Beingthebestmeansprovidingoutstandingquality service cleanliness andvalue sothatwemakeeverycustomerineveryrestaurantsmile Beourcustomers favoriteplaceandwaytoeat Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 12 ComponentsofaMissionStatement Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 13 StrategicManagementProcess 2 2Step2 DoinganexternalanalysisTheenvironmentalscanningofspecificandgeneralenvironmentsFocusesonidentifyingopportunitiesandthreatsOpportunities largemarketvolume fewcompetitors governmentsupportThreats fiercecompetition technologyinnovationandproductinnovation financialcrisis SWOTanalysis 2020 2 13 广东金融学院 15 GeneralEnvironmentAnalysis PESTAnalysis Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 16 2 2 1ExternalanalysisAnalysisofindustrialenvironment Source BasedonM E Porter CompetitiveStrategy TechniquesforAnalyzingIndustriesandCompetitors NewYork TheFreePress 1980 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 17 StrategicManagementProcess 2 3Step3 DoinganinternalanalysisAssessingorganizationalresources capabilities andactivities Strengthscreatevalueforthecustomerandstrengthenthecompetitivepositionofthefirm technologyinnovationability financialresources well establishmarketingchannelsWeaknessescanplacethefirmatacompetitivedisadvantage smallscale poormanagement out of dateequipmentAnalyzingfinancialandphysicalassetsisfairlyeasy butassessingintangibleassets employee sskills culture corporatereputation andsoforth isn taseasy SWOTanalysismatrix Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 18 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 19 StrategicManagementProcess 2 4Step4 FormulatingstrategiesDevelopandevaluatestrategicalternativesSelectappropriatestrategiesforalllevelsintheorganizationthatproviderelativeadvantageovercompetitorsMatchorganizationalstrengthstoenvironmentalopportunitiesCorrectweaknessesandguardagainstthreats Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 20 StrategicManagementProcess Step5 ImplementingstrategiesImplementation effectivelyfittingorganizationalstructureandactivitiestotheenvironment Theenvironmentdictatesthechosenstrategy effectivestrategyimplementationrequiresanorganizationalstructurematchedtoitsrequirements StrategicManagementProcess Step6 EvaluatingresultsHoweffectivehavestrategiesbeen Whatadjustments ifany arenecessary Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 21 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 22 3 TypesofOrganizationalStrategies 23 Strategiesofthreedifferentlevels 1 corporatestrategyStabilitystrategy Growthstrategy Retrenchmentstrategyandturnaroundstrategy2 businessstrategycostleadershipstrategy differentiationstrategy focusstrategy3 functionalstrategyfinancialmanagementstrategy humanresourcesstrategy productionstrategy marketingstrategy researchanddevelopmentstrategy organizationstrategy Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 24 3 1TypesofOrganizationalStrategies 3 1CorporateStrategiesTopmanagement soverallplanfortheentireorganizationanditsstrategicbusinessunitsTypesofCorporateStrategiesGrowth expansionintonewproductsandmarketsStability maintenanceofthestatusquoRenewal examinationoforganizationalweaknessesthatareleadingtoperformancedeclines Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 25 CorporateStrategies 3 1 1GrowthStrategySeekingtoincreasetheorganization sbusinessbyexpansionintonewproductsandmarkets TypesofGrowthStrategiesConcentrationVerticalintegrationHorizontalintegrationDiversification Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 26 CorporateStrategies ConcentrationFocusingonaprimarylineofbusinessandincreasingthenumberofproductsofferedormarketsserved Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 27 CorporateStrategies VerticalIntegrationBackwardverticalintegration attemptingtogaincontrolofinputs becomeaself supplier Forwardverticalintegration attemptingtogaincontrolofoutputthroughcontrolofthedistributionchannelorprovidecustomerserviceactivities eliminatingintermediaries 28 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 29 CorporateStrategies HorizontalIntegrationCombiningoperationswithanothercompetitorinthesameindustrytoincreasecompetitivestrengthsandlowercompetitionamongindustryrivals RelatedDiversificationExpandingbycombiningwithfirmsindifferent butrelatedindustriesthatare strategicfits UnrelatedDiversificationGrowingbycombiningwithfirmsinunrelatedindustrieswherehigherfinancialreturnsarepossible Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 30 CorporateStrategies 3 1 2StabilityStrategyAstrategythatseekstomaintainthestatusquotodealwiththeuncertaintyofadynamicenvironment whentheindustryisexperiencingslow orno growthconditions oriftheownersofthefirmelectnottogrowforpersonalreasons Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 31 CorporateStrategies 3 1 3RenewalStrategiesDevelopingstrategiestocounterorganizationweaknessesthatareleadingtoperformancedeclines Retrenchment focusingofeliminatingnon criticalweaknessesandrestoringstrengthstoovercomecurrentperformanceproblems Turnaround addressingcriticallong termperformanceproblemsthroughtheuseofstrongcosteliminationmeasuresandlarge scaleorganizationalrestructuringsolutions 32 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 33 SWOTanalysis Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 34 3 1 4CorporatePortfolioAnalysis Managersmanageportfolio orcollection ofbusinessesusingacorporateportfoliomatrixsuchastheBCGMatrix BCGMatrixDevelopedbytheBostonConsultingGroupConsidersmarketshareandindustrygrowthrateClassifiesfirmsas Cashcows lowgrowthrate highmarketshareStars highgrowthrate highmarketshareQuestionmarks highgrowthrate lowmarketshareDogs lowgrowthrate lowmarketshare Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 35 Exhibit8 4TheBCGMatrix Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 36 3 2CompetitiveStrategies 3 2 1CompetitiveStrategyAstrategyfocusedonhowanorganizationwillcompeteineachofitsSBUs strategicbusinessunits Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 37 3 2 2TheRoleofCompetitiveAdvantage CompetitiveAdvantageAnorganization sdistinctivecompetitiveedge QualityasaCompetitiveAdvantageDifferentiatesthefirmfromitscompetitors Cancreateasustainablecompetitiveadvantage Representsthecompany sfocusonqualitymanagementtoachievecontinuousimprovementandmeetcustomers demandforquality Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 38 TheRoleofCompetitiveAdvantage cont d SustainableCompetitiveAdvantageContinuingovertimetoeffectivelyexploitresourcesanddevelopcorecompetenciesthatenableanorganizationtokeepitsedgeoveritsindustrycompetitors Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 39 3 2 3FiveForcesModel Source BasedonM E Porter CompetitiveStrategy TechniquesforAnalyzingIndustriesandCompetitors NewYork TheFreePress 1980 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 40 FiveCompetitiveForces ThreatofNewEntrantsTheeaseordifficultywithwhichnewcompetitorscanenteranindustry ThreatofSubstitutesTheextenttowhichswitchingcostsandbrandloyaltyaffectthelikelihoodofcustomersadoptingsubstitutesproductsandservices BargainingPowerofBuyersThedegreetowhichbuyershavethemarketstrengthtoholdswayoverandinfluencecompetitorsinanindustry Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 41 FiveCompetitiveForces BargainingPowerofSuppliersTherelativenumberofbuyerstosuppliersandthreatsfromsubstitutesandnewentrantsaffectthebuyer supplierrelationship CurrentRivalryIntensityamongrivalsincreaseswhenindustrygrowthratesslow demandfalls andproductpricesdescend Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 42 BasicRelationshipofFiveForcesModel suppliersRelationshipofbuyingandsellingcustomersFutureprofitcompetitorsrateRelationshipofcompetitionnewentrantssubstitutes Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 43 3 2 4TypesofCompetitiveStrategies CostLeadershipStrategySeekingtoattainthelowesttotaloverallcostsrelativetootherindustrycompetitors DifferentiationStrategyAttemptingtocreateauniqueanddistinctiveproductorserviceforwhichcustomerswillpayapremium FocusStrategyUsingacostordifferentiationadvantagetoexploitaparticularmarketsegmentratheralargermarket 44 战略优势 产品差异低成本全行业范围战略目标特定细分市场三种基本竞争战略 差异化战略 成本领先战略 聚焦战略 45 46 47 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 48 StrategicModelofMichaelPorter MassiveMarket SegmentMarket LowCostProductDifferentiation Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 49 3 3FunctionalStrategies MarketingstrategiesHumanresourcesstrategiesFinancialstrategiesResearchanddevelopmentstrategiesPublic relationstrategies Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 50 3 4StrategicManagementToday StrategicFlexibilityNewDirectionsinOrganizationalStrategiese businesscustomerserviceinnovation Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 51 CreatingStrategicFlexibility Knowwhat shappeningwithstrategiescurrentlybeingusedbymonitoringandmeasuringresults Encourageemployeestobeopenaboutdisclosingandsharingnegativeinformation Getnewideasandperspectivesfromoutsidetheorganization Havemultiplealternativeswhenmakingstrategicdecisions Learnfrommistakes Source BasedonK ShimizuandM A Hitt StrategicFlexibility OrganizationalPreparednesstoReverseIneffectiveStrategicDecisions AcademyofManagementExecutive November2004 pp 44 59 Copyright 2010PearsonEducation Inc PublishingasPrenticeHall 8 52 StrategiesforApplyinge BusinessTechniques CostLeadershipOn lineactivities bidding orderprocessing inventorycontrol recruitmentandhirin