《英文版营销》PPT课件

Chapter1:WhatIsStrategyandWhyIsItImportant?,Screengraphicscreatedby:JanaF.Kuzmicki,Ph.D.TroyUniversity,“Strategymeansmakingclear-cutchoicesabouthowtocompete.”,JackWelchFormerCEO,GeneralElectric,“Withoutastrategytheorganizationislikeashipwithoutarudder.”,JoelRossandMichaelKami,ChapterLearningObjectives,Understandtheroleofbusinessstrategiesinmovingacompanyintheintendeddirection,growingitsbusiness,andimprovingitsfinancialandmarketperformance.Developanawarenessofthefourmostreliablestrategicapproachesforsettingacompanyapartfromrivalsandwinningasustainablecompetitiveadvantage.Learnthatbusinessstrategiesevolveovertimebecauseofchangingcircumstancesandongoingmanagementeffortstoimprovethecompanysstrategy.Understandwhyacompanysstrategymustunderpinnedbyabusinessmodelthatproducesrevenuessufficienttocovercostsandearnaprofit.Gainawarenessofthethreeteststhatdistinguishawinningstrategyfromaso-soorflawedstrategy.Learnwhygoodstrategyandgoodstrategyexecutionarethemosttrustworthysignsofgoodmanagement.,ChapterRoadmap,WhatDoWeMeanby“Strategy?”StrategyandtheQuestforCompetitiveAdvantageIdentifyingaCompanysStrategyWhyaCompanysStrategyEvolvesOverTimeACompanysStrategyIsPartlyProactiveandPartlyReactiveStrategyandEthics:PassingtheTestofMoralScrutinyTheRelationshipBetweenaCompanysStrategyandItsBusinessModelWhatMakesaStrategyaWinner?WhyAreCraftingandExecutingStrategyImportant?,ThinkingStrategically:TheThreeBigStrategicQuestions,1.Whatsthecompanyspresentsituation?2.Wheredoesthecompanyneedtogofromhere?Business(es)tobeinandmarketpositionstostakeoutBuyerneedsandgroupstoserveDirectiontohead3.Howshoulditgetthere?Acompanysanswerto“howwillwegetthere?”isitsstrategy,WhatDoWeMeanBy“Strategy?”,ConsistsofcompetitivemovesandbusinessapproachesusedbymanagerstorunthecompanyManagements“actionplan”to,GrowthebusinessAttractandpleasecustomersCompetesuccessfullyConductoperationsAchievethetargetedlevelsoforganizationalperformance,TheHowsThatDefineaFirmsStrategy,HowtogrowthebusinessHowtopleasecustomersHowtooutcompeterivalsHowtomanageeachfunctionalpieceofthebusiness(R&D,production,marketing,HR,finance,andsoon)HowtorespondtochangingmarketconditionsHowtoachievetargetedlevelsofperformance,Choosingthe“Hows”ofStrategy,Strategicchoicesabout“how”arebasedonTrial-and-errororganizationallearningaboutwhathasworkedandwhathasnotworkedManagementsappetitefortakingrisksManagerialanalysisandstrategicthinkingabouthowbesttoproceed,givenmarketconditionsandacompanyscircumstancesInchoosingastrategy,managementisineffectsaying,“Amongallthemanydifferentwaysofcompetingwecouldhavechosen,wehavedecidedtoemploythiscombinationofcompetitiveandoperatingapproachestomovethecompanyintheintendeddirection,strengthenitsmarketpositionandcompetitiveness,andboostperformance.”,KeyElementsofaSuccessfulStrategy,DevelopingasuccessfulstrategyhingesonmakingcompetitivemovesaimedatAppealingtobuyersinwaystosetthecompanyapartfromrivalsandCarvingoutitsownmarketpositionInvolvesdevelopingadistinctive“aha”elementtoAttractcustomersandProduceacompetitiveedge,Copyingcompetitivemovesofothersuccessfulcompaniesrarelyworks!,StarbucksStrategy:TheKeyElements,ExpandnumberofStarbucksstoresdomesticallybyblanketingmetropolitanareas,thenaddingstoresonthecitysperimeterMakeStarbucksaglobalbrandbyopeningstoresinanincreasingnumberofforeignlocationsVieweachstoreasabillboardforthecompanyandasacontributortobuildingthecompanysbrandandimageBroadenin-storeproductstoincludecoffee-flavoredicecream,teas,freshpastries,musicCDs,andcoffeeaccessoriesFullyexploitthegrowingpoweroftheStarbucksnameandbrandimagewithout-of-storesalesDisplaycorporateresponsibilityandenvironmentalsustainabilityControlcostsofopeningnewstoresPromotecustomer-friendlyserviceandenhancestoreambiencebymakingStarbucksagreatplacetowork,ForDiscussion:YourOpinion,Fromyourperspectiveasaconsumer,doesStarbucksstrategy(describedinIllustrationCapsule1.1)seemtobewell-matchedtoindustryandcompetitiveconditions?Doesthestrategyseemtobekeyedtoacostadvantage,differentiatingfeatures,servingtheuniqueneedsofaniche,ordevelopingresourcestrengthsandcompetitivecapabilitiesrivalscantimitateortrump(oramixtureofthese)?WhatisthereaboutStarbucksstrategythatcanleadtosustainablecompetitiveadvantage?,StrategyandtheQuestforCompetitiveAdvantage,TheheartandsoulofanystrategyareactionsacompanymakestoImproveitsfinancialperformance,Strengthenitscompetitiveposition,andGainacompetitiveadvantageoverrivalsAcreative,distinctivestrategythatsetsacompanyapartfromrivalsandyieldsacompetitiveadvantageisacompanysmostreliabletickettoaboveaverageprofitabilityOperatingwithacompetitiveadvantageismoreprofitablethanoperatingwithoutoneOperatingwithacompetitivedisadvantagenearlyalwaysresultsinbelow-averageprofitability,APowerfulStrategyLeadstoSustainableCompetitiveAdvantage,AcompanyachievessustainablecompetitiveadvantagewhenAnattractivenumberofbuyerspreferitsproducts/servicesoverthoseofrivalsandThebasisforthispreferenceisdurableItsnicewhenastrategyproducesAtemporarycompetitiveedgebutAsustainableedgeoverrivalsgreatlyenhancesacompanysprospectsforabove-averageprofitability,Whatseparatesapowerfulstrategyfromanordinarystrategyismanagementsabilitytoforgeaseriesofmoves,bothinthemarketplaceandinternally,thatproducessustainablecompetitiveadvantage!,StrategicApproachestoBuildingSustainableCompetitiveAdvantage,Betheindustryslow-costproviderAchieveacost-basedcompetitiveadvantageIncorporatedifferentiatingfeaturesSuperiorproduct/servicekeyedtohigherquality,betterperformance,widerselection,value-addedservices,orsomeotherattributeFocusonanarrowmarketnicheWinacompetitiveedgebydoingabetterjobthanrivalsofservingtheneedsandpreferencesofbuyersinthenicheDevelopexpertiseandresourcestrengthsnoteasilyimitatedormatchedbyrivalsAchieveacapabilities-basedcompetitiveadvantage,CompetitiveAdvantageExamples,Strivetobeindustryslow-costproviderWal-MartSouthwestAirlinesOutcompeterivalsonakeydifferentiatingfeatureJohnson&JohnsonReliabilityinbabyproductsHarley-DavidsonKing-of-the-roadstylingRolexTop-of-the-lineprestigeBMWEngineeringdesignandperformanceAWideselectionandconvenience,CompetitiveAdvantageExamples(cont),FocusonanarrowmarketnicheeBayOnlineauctionsBestBuyHomeelectronicsMcAfeeVirusprotectionStarbucksPremiumcoffeesandcoffeedrinksTheWeatherChannelInfoabouttheweatherDevelopexpertise,resourcestrengths,andcapabilitiesnoteasilyimitatedbyrivalsWaltDisneyThemeparkmanagementandfamilyentertainmentDellComputerBuild-to-ordermanufacturingcapabilitiesRitz-CarltonPersonalizedcustomerservice,Figure1.1:IdentifyingaCompanysStrategy,1-18,TestYourKnowledge,AcompanysstrategyanditsquestforcompetitiveadvantagearetightlyrelatedbecauseA.acompanysstrategydetermineswhetheritwillhavelowerorhighercoststhanrivalsandthusbeatacompetitiveadvantageordisadvantage.B.competitiveadvantageisessentialtohavingaprofitablebusinessmodel.C.choosingacompetitiveadvantagetopursuealsohelpsacompanychoosewhichbusinessmodelismostappropriate.D.competitiveadvantageenablesacompanytoachieveitsstrategicobjectives.E.astrategythatleadstosustainablecompetitiveadvantageisacompanysmostreliablemeansofachievingabove-averageprofitabilityandfinancialperformance.,WhyDoStrategiesEvolve?,AcompanysstrategyisaworkinprogressChangesmaybenecessarytoreacttoFinancialcrisisFreshmovesofcompetitorsEvolvingcustomerpreferencesTechnologicalbreakthroughsEmergingmarketopportunitiesChangingpoliticaloreconomicclimateNewideastoimprovestrategy,Figure1.2:ACompanysStrategyIsaBlendofProactiveInitiativesandReactiveAdjustments,1-21,LinkingStrategyWithEthics,EthicalandmoralstandardsgobeyondProhibitionsoflawandlanguageof“thoushaltnot”toissuesofDutyand“right”vs.“wrong”Ethicalandmoralstandardsaddress“Whatistherightthingtodo?”TwocriteriaofanethicalstrategyDoesnotentailactionsandbehaviorsthatcrossthelinefrom“shoulddo”to“shouldnotdo”(becausesuchactionsareunsavory,shady,unconscionable,injurioustoothers,orharmfultotheenvironment)Allowsmanagementtofulfillitsethicaldutiestoallstakeholders,AFirmsEthicalResponsibilitiestoItsStakeholders,Owners/shareholdersRightfullyexpectsomeformofreturnontheirinvestment,EmployeesRightfullyexpecttobetreatedwithdignityandrespectfordevotingtheirenergiestotheenterprise,CustomersRightfullyexpectasellertoprovidethemwithareliable,safeproductorservice,SuppliersRightfullyexpecttohaveanequitablerelationshipwithfirmstheysupplyandbetreatedfairly,CommunityRightfullyexpectbusinessestobegoodcitizensintheircommunity,1-23,RoleofSeniorExecutives:LinkingStrategywithEthics,ForbidpursuitofethicallyquestionablebusinessopportunitiesInsistallaspectsofcompanystrategyreflecthighethicalstandardsMakeitclearthatallemployeesareexpectedtoactwithintegrityInstallorganizationalchecksandbalancestoMonitorbehaviorEnforceethicalcodesofconductProvideguidancetoemployeesingrayareasDisplaygenuinecommitmenttoconductbusinessactivitiesethically,TestYourKnowledge,Acompanysstrategycanbeconsidered“ethical”A.ifallofitsdifferentactionsandelementsarelegalandincompliancewithgovernmentalrulesandregulations.B.solongasitsactionsandbehaviorscanpassthetestof“moralscrutiny”andareaboveboardinthesenseofnotbeingshadyorunconscionable,injurioustoothers,orunnecessarilyharmfultotheenvironment.C.onlyifallelementsofthestrategyareinaccordwithwhatisgenerallyconsideredasbeingintheoverallbestinterestsofsocietyatlarge.D.solongasreligiousauthoritiesandnotedethicsexpertsfindnothing“wrong”inthecompanysactions.E.ifitisincompliancewiththecompanyscodeofethicsandhasbeenapprovedbythecompanyschiefethicsofficer.,WhatIsaBusinessModel?,Abusinessmodeladdresses“Howdowemakemoneyinthisbusiness?”Isthecompanysstrategycapableofdeliveringgoodbottom-lineresults?Dotherevenue-cost-profiteconomicsofthestrategymakegoodbusinesssense?LookatrevenuestreamsthestrategyisexpectedtoproduceLookatassociatedcoststructureandpotentialprofitmarginsDoresultingearningsstreamsandROIindicatethestrategyhasgoodpotentialtodeliveracceptableprofitability?,RelationshipBetweenStrategyandBusinessModel,Strategy.Dealswithacompanyscompetitiveinitiativesandbusinessapproaches,BusinessModel.Concernswhetherrevenuesandcostsflowingfromthestrategydemonstrateabusinesscanbeprofitableandviable,1-27,MicrosoftsBusinessModel,1-28,RedHatsBusinessModel,1-29,TestYourKnowledge,Thenitty-grittyissuesurroundingacompanysbusinessmodeliswhetherA.thestrategyiscapableofproducingsustainablecompetitiveadvantage.B.itmatchesthecompanysexternalandinternalsituation.C.thechosenstrategymakesgoodbusinesssensefromamoney-makingperspective.D.thecompanysstrategyandstrategicmovesaremostlyproactive.E.thecompanysstrategystandsareallygoodchanceofhittingahome-runinthemarketplace.,ForDiscussion:YourOpinion,WhohasthebestbusinessmodelMicrosoftorRedHat?,TestsofaWinningStrategy,GOODNESSOFFITTESTHowwelldoesthestrategyfitthecompanysexternalandinternalsituation?COMPETITIVE