战略管理流程讲义 全套课件.ppt

SustainedCompetitiveAdvantage,Above-AverageReturns,Returnsinexcessofwhataninvestorexpectstoearnfromotherinvestmentswithsimilarrisk,OccurswhenafirmdevelopsastrategythatcompetitorsarenotsimultaneouslyimplementingProvidesbenefitswhichcurrentandpotentialcompetitorsareunabletoduplicate,StrategicCompetitiveness,Achievedwhenafirmsuccessfullyformulatesandimplementsavalue-creatingstrategy,whicharerequiredforfirmstoachieve:,Above-AverageReturns,StrategicCompetitiveness,SustainedCompetitiveAdvantage,TheStrategicManagementProcess,Involvesthefullsetof:,TheStrategicManagementProcess,Competitivesuccessistransient.unlesscareistakentopreservecompetitiveposition,Only16ofthe100largestU.S.companiesatthestartofthe20thcenturyarestillidentifiabletoday!,Inarecentyear,44,367businessesfiledforbankruptcyandmanymoreU.S.businessesfailed,ChallengeofStrategicManagement,ChallengeofStrategicManagement,21stCenturyCompetitiveLandscape,21stCenturyCompetitiveLandscape,CountryCompetitivenessRankings,21stCenturyCompetitiveLandscape,AlternativeModelsofSuperiorReturns,Resource-BasedModel,IndustrialOrganizationModel,I/OModelofSuperiorReturns,TheIndustrialOrganizationmodelsuggeststhatabove-averagereturnsforanyfirmarelargelydeterminedbycharacteristicsoutsidethefirm.Thismodellargelyfocusesonindustrystructureorattractivenessoftheexternalenvironmentratherthaninternalcharacteristicsofthefirm.,Actionrequired:,ExternalEnvironment,GeneralEnvironment,IndustryEnvironment,CompetitiveEnvironment,Studytheexternalenvironment,especiallytheindustryenvironment.,I/OModelofSuperiorReturns,AnAttractiveIndustry,Anindustrywhosestructuralcharacteristicssuggestabove-averagereturnsarepossible,Actionrequired:,Locateanindustrywithhighpotentialforabove-averagereturns.,I/OModelofSuperiorReturns,Actionrequired:,Identifystrategycalledforbytheindustrytoearnabove-averagereturns.,I/OModelofSuperiorReturns,Actionrequired:,Developoracquireassetsandskillsneededtoimplementthestrategy.,I/OModelofSuperiorReturns,I/OModelofSuperiorReturns,Actionrequired:,Maintainselectedstrategyinordertooutperformindustryrivals.,I/OModelofSuperiorReturns,Resource-BasedModelofSuperiorReturns,Resources,Inputstoafirmsproductionprocess.,Actionrequired:,Identifyfirmresources.Studystrengthsandweak-nessesrelativetorivals.,Resource-BasedModelofSuperiorReturns,Resource-BasedModelofSuperiorReturns,Actionrequired:,Determinehowfirmsresourcesandcapabilitiesmaycreatecompetitiveadvantage.,Resource-BasedModelofSuperiorReturns,Actionrequired:,Locateanattractiveindustry.,Resource-BasedModelofSuperiorReturns,Actionrequired:,Selectstrategythatbestexploitsresourcesandcapabilitiesrelativetoopportunitiesinenvirons.,Resource-BasedModelofSuperiorReturns,Actionrequired:,Maintainselectedstrategyinordertooutperformindustryrivals.,Resource-BasedModelofSuperiorReturns,CoreCompetencies,Whenthesefourcriteriaaremet,ResourcesandCapabilitiesbecome:,CoreCompetenciesareresourcesandcapabilitiesthatcanserveasasourceofCompetitiveAdvantage.,TheResource-BasedmodelarguesthatCoreCompetenciesarethebasisforafirmsCompetitiveAdvantage,StrategicCompetitivenessandAbilitytoEarnAbove-averageReturns.,Stakeholders:,Groupswhoareaffectedbyafirmsperformanceandwhohaveclaimsonitswealth,Thefirmmustmaintainperformanceatanadequatelevelinordertomaintaintheparticipationofkeystakeholders,StakeholderInvolvement,Eachofthekeystakeholderswantsapieceofthesamepie,Chapter3,Internal,Environment,Chapter2,External,Environment,TheStrategicManagementProcess,StrategicIntent,StrategicMission,Strategic,Competitiveness,AboveAverage,Returns,Feedback,StrategyFormulation,Chapter4,Business-Level,Strategy,Chapter5,Competitive,Dynamics,Chapter6,Corporate-Level,Strategy,Chapter8,International,Strategy,Chapter9,Cooperative,Strategies,Chapter7,Acquisitions&,Restructuring,StrategyImplementation,Chapter10,Corporate,Governance,Chapter11,Structure,&Control,Chapter12,Strategic,Leadership,Chapter13,Entrepreneurship&Innovation,Strategic,Actions,TheStrategicManagementProcess,ComponentsoftheGeneralEnvironment,ComponentsoftheGeneralEnvironment,Top10U.S.StatesMovingTowardDigitalEconomy,Statesinthetop10ofthosethataretryingtotransformthemselvestotherealitiesandneedsofadigitaleconomymayexperienceaninfluxofhigh-techcompaniesandskilledworkersaswellasincreasesintaxrevenues,ExternalEnvironmentalAnalysis,PortersFiveForcesModelofCompetition,ThreatofNewEntrants,ExpectedRetaliation,ThreatofNewEntrants,ThreatofNewEntrants,PortersFiveForcesModelofCompetition,BargainingPowerofSuppliers,Suppliersarelikelytobepowerfulif:,ThreatofNewEntrants,ThreatofNewEntrants,BargainingPowerofSuppliers,PortersFiveForcesModelofCompetition,BargainingPowerofBuyers,Buyergroupsarelikelytobepowerfulif:,ThreatofNewEntrants,ThreatofNewEntrants,BargainingPowerofBuyers,BargainingPowerofSuppliers,PortersFiveForcesModelofCompetition,ThreatofSubstituteProducts,Keystoevaluatesubstituteproducts:,ThreatofSubstituteProducts,ThreatofNewEntrants,ThreatofNewEntrants,BargainingPowerofBuyers,BargainingPowerofSuppliers,PortersFiveForcesModelofCompetition,RivalryAmongExistingCompetitors,Cutthroatcompetitionismorelikelytooccurwhen:,RivalryAmongExistingCompetitors,Highexitbarriersareeconomic,strategicandemotionalfactorswhichcausecompaniestoremaininanindustryevenwhenfutureprofitabilityisquestionable.,RivalryAmongExistingCompetitors,CompetitorAnalysis,Thefollow-uptoIndustryAnalysisiseffectiveanalysisofafirmsCompetitors,CompetitorAnalysis,FutureObjectives,Howdoourgoalscomparetoourcompetitorsgoals?,Wherewillemphasisbeplacedinthefuture?,Whatistheattitudetowardrisk?,WhatDrivesthecompetitor?,CompetitorAnalysis,Whatisthecompetitordoing?,Whatcanthecompetitordo?,FutureObjectives,Howdoourgoalscomparetoourcompetitorsgoals?,Wherewillemphasisbeplacedinthefuture?,Whatistheattitudetowardrisk?,CurrentStrategy,Howarewecurrentlycompeting?,Doesthisstrategysupportchangesinthecompetitivestructure?,CompetitorAnalysis,Whatdoesthecompetitorbelieveaboutitselfandtheindustry?,Doweassumethefuturewillbevolatile?,Areweassumingstablecompetitiveconditions?,Whatassumptionsdoourcompetitorsholdabouttheindustryandthemselves?,Assumptions,CompetitorAnalysis,Whatarethecompetitorscapabilities?,Whataremycompetitorsstrengthsandweaknesses?,Howdoourcapabilitiescomparetoourcompetitors?,Capabilities,CompetitorAnalysis,Response,Whatwillourcompetitorsdointhefuture?,Wheredowehaveacompetitiveadvantage?,Howwillthischangeourrelationshipwithourcompetition?,CompetitorAnalysis,WhatAretheKeyFactorsforCompetitiveSuccess?,KSFsarecompetitiveelementsthatmostaffecteveryindustrymembersabilitytoprosperinthemarketplaceSpecificstrategyelementsProductattributesResourcesCompetenciesCompetitivecapabilitiesKSFsspelldifferencebetweenProfitandlossCompetitivesuccessorfailure,IdentifyingIndustryKeySuccessFactors,AnswerstothreequestionspinpointKSFsOnwhatbasisdocustomerschoosebetweencompetingbrandsofsellers?Whatmustasellerdotobecompetitivelysuccessful-whatresourcesandcompetitivecapabilitiesdoesitneed?Whatdoesittakeforsellerstoachieveasustainablecompetitiveadvantage?KSFsconsistofthe3-5reallymajordeterminantsoffinancialandcompetitivesuccessinanindustry,KSFsforBeerIndustry,Utilizationofbrewingcapacity-tokeepmanufacturingcostslowStrongnetworkofwholesaledistributors-togainaccesstoretailoutletsCleveradvertising-toinducebeerdrinkerstobuyaparticularbrand,KSFsforApparelManufacturingIndustry,Fashiondesign-tocreatebuyerappealLow-costmanufacturingefficiency-tokeepsellingpricescompetitive,Example:KSFsforTinandAluminumCanIndustry,Locatingplantsclosetoend-usecustomers-tokeepcostsofshippingemptycanslowAbilitytomarketplantoutputwithineconomicalshippingdistances,StrategicManagementPrinciple,Asoundstrategyincorporateseffortstobecompetentonallindustrykeysuccessfactorsandtoexcelonatleastonefactor!,Chapter3,TheInternalEnvironment:Resources,CapabilitiesandCoreCompetencies,Chapter3,Internal,Environment,Chapter2,External,Environment,TheStrategicManagementProcess,StrategicIntent,StrategicMission,Strategic,Competitiveness,AboveAverage,Returns,Feedback,StrategyFormulation,Chapter4,Business-Level,Strategy,Chapter5,Competitive,Dynamics,Chapter6,Corporate-Level,Strategy,Chapter8,International,Strategy,Chapter9,Cooperative,Strategies,Chapter7,Acquisitions&,Restructuring,StrategyImplementation,Chapter10,Corporate,Governance,Chapter11,Structure,&Control,Chapter12,Strategic,Leadership,Chapter13,Entrepreneurship&Innovation,Strategic,Actions,DiscoveringCoreCompetencies,HowdoweassemblebundlesofResources,CapabilitiesandCoreCompetenciestocreateVALUEforcustomers?,Willenvironmentalchangesmakeourcorecompetenciesobsolete?,And.,Aresubstitutesavailableforourcorecompetencies?,Areourcorecompetencieseasilyimitated?,KeyQuestionsforManagersinInternalAnalysis,DiscoveringCoreCompetencies,Whatafirmhastoworkwith:,itsassets,includingitspeopleandthevalueofitsbrandname,WhatafirmHas.,Resources,Resourcesrepresentinputsintoafirmsproductionprocess.,suchascapitalequipment,skillsofemployees,brandnames,financesandtalentedmanagers,WhatafirmHas.,Whatafirmhastoworkwith:,itsassets,includingitspeopleandthevalueofitsbrandname,Resources,Whatafirmhastoworkwith:,itsassets,includingitspeopleandthevalueofitsbrandname,Resourcesrepresentinputsintoafirmsproductionprocess.,suchascapitalequipment,skillsofemployees,brandnames,financesandtalentedmanagers,“SomegeniusinventedtheOreo.Werejustlivingofftheinheritance.”,F.RossJohnson,FormerPresident&CEO,RJRNabisco,WhatafirmHas.,Resources,TangibleResources,WhatafirmHas.,Whatafirmhastoworkwith:,itsassets,includingitspeopleandthevalueofitsbrandname,Resourcesrepresentinputsintoafirmsproductionprocess.,suchascapitalequipment,skillsofemployees,brandnames,financesandtalentedmanagers,IntangibleResources,“SomegeniusinventedtheOreo.Werejustlivingofftheinheritance.”,F.RossJohnson,FormerPresident&CEO,RJRNabisco,Resources,DiscoveringCoreCompetencies,WhatafirmDoes.,Capabilities,WhatafirmDoes.,Capabilitiesdevelopovertimeasaresultofcomplexinteractionsthattakeadvantageoftheinterrelationshipsbetweenafirmstangibleandintangibleresourcesthatarebasedonthedevelopment,transmissionandexchangeorsharingofinformationandknowledgeascarriedoutbythefirmsemployees.,Capabilities,WhatafirmDoes.,Capabilitiesrepresent:,thefirmscapacityorabilitytointegrateindividualfirmresourcestoachieveadesiredobjective.,Capabilitiesdevelopovertimeasaresultofcomplexinteractionsthattakeadvantageoftheinterrelationshipsbetweenafirmstangibleandintangibleresourcesthatarebasedonthedevelopment,transmissionandexchangeorsharingofinformationandknowledgeascarriedoutbythefirmsemployees.,Capabilitiesbecomeimportantwhentheyarecombinedinuniquecombinationswhichcreatecorecompetencieswhichhavestrategicvalueandcanleadtocompetitiveadvantage.,Capabilities,DiscoveringCoreCompetencies,“aretheessenceofwhatmakesanorganizationuniqueinitsabilitytoprovidevaluetocustomers.”,Leonard-Barton,Bowen,Clark,Holloway&Wheelwright,McKinsey&Co.recommendsidentifyingthreetofourcompetenciestouseinframingstrategicactions.,CoreCompetencies,DiscoveringCoreCompetencies,*Outsource,ForastrategiccapabilitytobeaCoreCompetency,itmustbe:,CoreCompetencies,WhatafirmDoes.,thatisStrategicallyValuable,Valuable,Rare,CostlytoImitate,Capabilitiesthatotherfirmscannotdevelopeasily,usuallyduetouniquehistoricalconditions,causalambiguityorsocialcomplexity,Capabilitiesthatarenotpossessedbymanyothers,Capabilitiesthathelpafirmneutralizethreatsorexploitopportunities,CoreCompetencies,WhatafirmDoes.,thatisStrategicallyValuable,WhatCriteriaMakeCoreCompetenciesCostlytoImitate?,UniqueHistoricalConditions,CausalAmbiguity,SocialComplexity,Thisoccurswhencompetitorsareunabletodetecthowafirmusesitscompetenciesasafoundationforcompetitiveadvantage,Occurswhenthefirmscapabilitiesaretheresultofcomplexsocialphenomena,suchasinterpersonalrelationships,trustandfriendshipsamongmanagersorafirmsreputationwithsuppliersandcustomers,Example:,DisneycreatedMickeyMouseatatimewhenanimatedmotionpictureswerenew,Anunusualevolutionarypatternofgrowthmaycontributetothedevelopmentofcompetenciesinamannerthatisuniquetothoseparticularcircumstances,CoreCompetenciesmustbe:,Nonsubstitutable,Capabilitiesthatdonothavestrategicequivalents,suchasfirm-specificknowledgeortrust-basedrelationships,WhatafirmDoes.,thatisStrategicallyValuable,CoreCompetencies,Valuable,Rare,CostlytoImitate,Capabilitiesthatotherfirmscannotdevelopeasily,usuallyduetouniquehistoricalconditions,causalambiguityorsocialcomplexity,Capabilitiesthatarepossessedbyfew,ifany,currentorpotentialcompetitors,Capabilitiesthateitherhelpafirmtoexploitopportunitiestocreatevalueforcustomersortoneutralizethreatsintheenvironment,CoreCompetencies,OutcomesfromCombinationsoftheCriteriaforSustainableCompetitiveAdvantage,*Outsource,DiscoveringCoreCompetencies,SupportActivities,PrimaryActivities,ValueChainAnalysis,IdentifyingResourcesandCapabilitiesThatCanAddValue,SupportActivities,PrimaryActivities,InboundLogistics,ValueChainAnalysis,IdentifyingResourcesandCapabilitiesThatCanAddValue,SupportActivities,PrimaryActivities,InboundLogistics,Operations,ValueChainAnalysis,IdentifyingResourcesandCapabilitiesThatCanAddValue,SupportActivities,PrimaryActivities,InboundLogistics,Operations,OutboundLogistics,ValueChainAnalysis,IdentifyingResourcesandCapabilitiesThatCanAddValue,SupportActivities,PrimaryActivities,InboundLogistics,Operations,OutboundLogistics,Marketing&Sales,ValueChainAnalysis,IdentifyingResourcesandCapabilitiesThatCanAddValue,SupportActivities,PrimaryActivities,InboundLogistics,Operations,OutboundLogistics,Marketing&Sales,Service,ValueChainAnalysis,IdentifyingResourcesandCapabilitiesThatCanAddValue,SupportActivities,PrimaryActivities,InboundLogistics,Operations,OutboundLogistics,Marketing&Sales,Service,Procurement,ValueChainAnalysis,IdentifyingResourcesandCapabilitiesThatCanAddValue,SupportActivities,PrimaryActivities,InboundLogistics,Operations,OutboundLogistics,Marketing&Sales,Service,Procurement,TechnologicalDevelopment,ValueChainAnalysis,IdentifyingResourcesandCapabilitiesThatCanAddValue,SupportActivities,PrimaryActivities,TechnologicalDevelopment,Procurement,InboundLogistics,Operations,OutboundLogistics,Marketing&Sales,Service,HumanResourceManagement,ValueChainAnalysis,IdentifyingResourcesandCapabilitiesThatCanAddValue,SupportActivities,PrimaryActivities,TechnologicalDevelopment,HumanResourceManagement,FirmInfrastructure,Procurement,InboundLogistics,Operations,OutboundLogistics,Marketing&Sales,Service,ValueChainAnalysis,IdentifyingResourcesandCapabilitiesThatCanAddValue,SupportActivities,PrimaryActivities,TechnologicalDevelopment,HumanResourceManagement,FirmInfrastructure,Procurement,InboundLogistics,Operations,OutboundLogistics,Marketing&Sales,Service,MARGIN,MARGIN,ValueChainAnalysis,IdentifyingResourcesandCapabilitiesThatCanAddValue,SupportActivities,PrimaryActivities,Outsourcing,TechnologicalDevelopment,HumanResourceManagement,FirmInfrastructure,Procurement,InboundLogistics,Operations,OutboundLogistics,Marketing&Sales,Service,MARGIN,MARGIN,StrategicChoicetoPurchaseSomeActivitiesFromOutsideSuppliers,SupportActivities,PrimaryActivities,TechnologicalDevelopment,HumanResourceManagement,FirmInfrastructure,Procurement,InboundLogistics,Operations,OutboundLogistics,Marketing&Sales,Service,MARGIN,InboundLogistics,Operations,OutboundLogistics,Service,Marketing&Sales,TechnologicalDevelopment,HumanResourceManagement,Procurement,MARGIN,Firmsoftenpurchaseaportionoftheirvalue-creatingactivitiesfromspecialtyexternalsupplierswhocanperformthesefunctionsmoreefficiently,Outsourcing,StrategicChoicetoPurchaseSomeActivitiesFromOutsideSuppliers,Letscompanyfocusonbroaderbusinessissuesbyhavingoutsideexpertshandlevariousoperationaldetails,StrategicRationalesforOutsourcing,ImproveBusinessFocus,Permitsfirmtoredirecteffortsfromnon-coreactivitiestowardthosethatservecustomersmoreeffectively,FreeResourcesforOtherPurposes,ProvideAccesstoWorld-ClassCapabilities,AccelerateBusinessRe-EngineeringBenefits,ShareRisks,Thespecializedresourcesofoutsourcingprovidersmakesworld-classcapabilitiesavailabletofirmsinawiderangeofapplications,Achievesre-engineeringbenefitsmorequicklybyhavingoutsiders-whohavealreadyachievedworld-classstandards-takeoverprocess,Reducesinvestmentrequirementsandmakesfirmmoreflexible,dynamicandbetterabletoadapttochangingopportunities,TocapitalizeontheusefulnessoftheValueChainconcept.,itisimportanttorecognizethat.,ValueChainsarepartofaTotalValueSystem,SupplierValueChain,FirmValueChain,ChannelValueChain,BuyerValueChain,FirmValueChain,ChannelValueChain,BuyerValueChain,SupplierValueChain,UpstreamValue,Performvaluableactivitiesthatcomplementthefirmsactivities,ValueChainsarepartofaTotalValueSystem,SupplierValueChain,FirmValueChain,BuyerValueChain,UpstreamValue,Performvaluableactivitiesthatcomplementthefirmsactivities,ChannelValueChain,Eachfirmmusteventuallyfindawaytobecomeapartofsomebuyersvaluechain,ValueChainsarepartofaTotalValueSystem,SupplierValueChain,FirmValueChain,ChannelValueChain,UpstreamValue,Performvaluableactivitiesthatcomplementthefirmsactivities,BuyerValueChain,Ultimatebasisfordifferentiationistheabilitytoplayaroleinabuyersvaluechain,ThiscreatesVALUE!,Eachfirmmusteventuallyfindawaytobecomeapartofsomebuyersvaluechain,ValueChainsarepartofaTotalValueSystem,SupplierValueChain,FirmValueChain,ChannelValueChain,UpstreamValue,Performvaluableactivitiesthatcomplementthefirmsactivities,BuyerValueChain,Eachfirmmusteventuallyfindawaytobecomeapartofsomebuyersvaluechain,Ultimatebasisfordifferentiationistheabilitytoplayaroleinabuyersvaluechain,ThiscreatesVALUE!,Valuechainsvaryforfirmsinanindustry,reflectingeachfirmsuniquequalities:,HistoryStrategySuccessatImplementation,ValueChainsarepartofaT