管理学原理ChStrategicManagementPPT课件

1 STEPHENP ROBBINS MARYCOULTER 9thed ChapterFive StrategicManagement 2 OverviewofChapterFive1 StrategicManagementProcessStepsSWOT3 StrategicManagementTodayFlexibilityInnovatione businessCustomerservice 2 TypesofOrganizationalStrategyCorporatestrategyGrowthConcentrationIntegrationVerticalHorizontalDiversificationRelatedUnrelatedStabilityRenewalRetrenchmentTurnaroundCorporatePortfolioAnalysisBCGMatrixBusinessstrategyFivecompetitiveforcesCompetitivestrategyCostleadershipDifferentiationFocusTheruleofthreeFunctionalstrategy 3 StrategiesThedecisionsandactionsthatdeterminethelong runperformanceofanorganization StrategicManagementWhatmanagersdotodeveloptheorganization sstrategies 4 WhyisStrategicManagementImportant Itresultsinhigherorganizationalperformance Itrequiresthatmanagersexamineandadapttobusinessenvironmentchanges Itcoordinatesdiverseorganizationalunits helpingthemfocusonorganizationalgoals Itisverymuchinvolvedinthemanagerialdecision makingprocess 5 1 StrategicManagementProcess Identifymission goals Externalanalysisopportunitiesthreats Internalanalysisstrengthsweakness Formulatingstrategies Implementingstrategies Evaluatingresults SWOTAnalysis 6 Step1 Identifymission goalsMission thefirm sreasonforbeinginbusinessThescopeofitsproductsandservicesStep2 ConductingexternalanalysisIdentifyingopportunitiesandthreatsStep3 ConductinginternalanalysisIdentifyingstrengthsandweaknessesSteps2and3combinedarecalledaSWOTanalysis Strengths Weaknesses Opportunities andThreats 7 ComponentsofaMissionStatement Source BasedonF David StrategicManagement 11ed UpperSaddleRiver NJ PrenticeHall 2007 p 70 return 8 Step4 FormulatingstrategiesDevelopandevaluatestrategicalternativesSelectappropriatestrategiesUsestrengthsandexploitenvironmentalopportunitiesCorrectweaknessesandguardagainstthreatsStep5 ImplementingstrategiesStep6 Evaluatingresults 9 2 OrganizationalStrategy MultibusinessCorporation StrategicBusinessUnit2 StrategicBusinessUnit3 StrategicBusinessUnit1 Marketing HR Manufacturing R D Finance CorporateLevel BusinessLevel FunctionalLevel 10 2 1Corporate LevelStrategy Organizationalstrategythatseekstodeterminewhatbusinessacompanyshouldbeinorwantstobein TypesofCorporateStrategiesGrowthexpansionintonewproductsandmarketsStabilitymaintenanceofthestatusRenewalredirectionofthefirmintonewmarkets return 11 2 1 1GrowthStrategy TypesofGrowthStrategiesConcentration密集型成长FocusonaprimarylineofbusinessandincreasenumberofproductsofferedormarketsservedIntegration一体化成长VerticalIntegrationBackward togaincontrolofinputs becomeaself supplier Forward togaincontrolofoutput becomeaself distributor HorizontalIntegrationCombineoperationswithcompetitorstoloweramountofcompetition Diversification多元化成长RelatedDiversificationMergewithoracquirefirmsindifferent butrelatedindustries UnrelatedDiversificationMergingwithoracquirefirmsinunrelatedindustries return 12 2 1 2StabilityStrategy Whenresourcesandcapabilitiesarestretchedtolimits industryisunderdramaticallychangingexternalforces theindustryisexperiencingslow orno growthopportunities return 13 2 1 3RenewalStrategies Retrenchment Ashort runrenewalstrategywhenorganizationfacingminorperformancesetbacksTurnaround Addressingcriticallong termperformanceproblemsthroughstrongcosteliminationmeasuresandlarge scaleorganizationalrestructuringsolutions 14 2 1 4CorporatePortfolioAnalysis Tomanageportfolio orcollection ofbusinessesusingacorporateportfoliomatrixsuchastheBCGMatrix BCGMatrix DevelopedbytheBostonConsultingGroupConsidersmarketshareandindustrygrowthrateClassifiesbusinessesas Cashcows lowgrowthrate highmarketshareStars highgrowthrate highmarketshareQuestionmarks highgrowthrate lowmarketshareDogs lowgrowthrate lowmarketshare 15 TheBCGMatrix return 16 2 2Business LevelStrategy Business Level orCompetitive StrategyAstrategyfocusedonhowanorganizationshouldcompeteineachofitsSBU strategicbusinessunits 17 SustainableCompetitiveAdvantageContinuingovertimetoeffectivelyexploitresourcesanddevelopcorecompetenciesthatenableanorganizationtokeepitsedgeoveritsindustrycompetitors 18 2 2 1FiveCompetitiveForces MichaelPorter IntensityofRivalryamongCurrentCompetitors Suppliers Substitutes Buyers NewEntrants ThreatsofNewEntrants BargainingPowerofSuppliers ThreatofSubstitutes BargainingPowerofBuyers 19 ThreatofNewEntrantsTheeaseordifficultywithwhichnewcompetitorscanenteranindustry Economiesofscale brandloyalty andcapitalrequirement ThreatofSubstitutesTheextenttowhichswitchingcostsandbrandloyaltyaffectthelikelihoodofcustomersadoptingsubstitutesproductsandservices BargainingPowerofBuyersTheamountofinfluencethatbuyershaveinanindustry Numberofcustomer availabilityofsubstitutes 20 BargainingPowerofSuppliersTheamountofpowerthatsuppliershaveoverfirms Degreeofsupplierconcentration availabilityofsubstituteinput CurrentRivalryIntensityofcompetitiverivalrycurrently e g industrygrowthrate increasingorfallingdemand productpriceschangeandproductdifference 21 2 2 2CompetitiveStrategies CostLeadershipStrategy成本领先战略Seektoattainthelowesttotaloverallcostsrelativetootherindustrycompetitors DifferentiationStrategy差别化战略Seektoofferuniqueproductsorserviceforwhichcustomerswillpayapremium FocusStrategy专一化战略Usingacostordifferentiationadvantagetoexploitaparticularmarketsegmentratherabroadmarket 22 SimilartoPorter sgenericcompetitivestrategiesTheRuleofThreeCompetitiveforcesinanindustry ifkeptrelativelyfreeofgovernmentinterference willinevitablycreateasituationwherethreecompanies full linegeneralists willdominateanygivenmarket Orsupernicheplayers return 23 2 3Functional LevelStrategy Anorganizationstrategythatsupportthebusiness levelstrategy Inanorganizationwithfunctionaldepartmentssuchasmanufacturing marketing HR R D 24 3 StrategicManagementToday StrategicFlexibilityInnovatione businessCustomerservice 25 3 1CreatingStrategicFlexibility Knowwhat shappeningwithstrategiescurrentlybeingusedbymonitoringandmeasuringresults Getnewideasandperspectivesfromoutsidetheorganization Havemultiplealternativeswhenmakingstrategicdecisions Learnfrommistakes Source BasedonK ShimizuandM A Hitt StrategicFlexibility OrganizationalPreparednesstoReverseIneffectiveStrategicDecisions AcademyofManagementExecutive November2004 pp 44 59 26 3 2InnovationStrategies Radicalbreakthroughsinproducts Applicationofexistingtechnologytonewuses InnovationEmphasisBasicresearchProductdevelopmentProcessinnovationInnovationTimingFirstmoverFollower 27 First MoverAdvantages Disadvantages AdvantagesReputationforbeinginnovativeandindustryleaderCostandlearningbenefitsControloverscarceresourcesandkeepingcompetitorsfromhavingaccesstothemOpportunitytobeginbuildingcustomerrelationshipsandcustomerloyalty DisadvantagesUncertaintyoverexactdirectiontechnologyandmarketwillgoRiskofcompetitorsimitatinginnovationsFinancialandstrategicrisksHighdevelopmentcosts 28 3 3Internethaschangedbusiness TheInternetallowsbusinessesto Createknowledgebasesthatemployeescantapintoanytime anywhere Turncustomersintocollaborativepartnerswhohelpdesign test andlaunchnewproducts Becomevirtuallypap