Strategic Management and Strategic Competitiveness(英文版)(ppt 44页).ppt

2003SouthwesternPublishingCompany,1,StrategicManagementandStrategicCompetitiveness,MichaelA.HittR.DuaneIrelandRobertE.Hoskisson,Chapter1,2,StrategyImplementation,Chapter13StrategicEntrepreneurship,Chapter11OrganizationalStructureandControls,Chapter10CorporateGovernance,Chapter12StrategicLeadership,StrategyFormulation,StrategicCompetitivenessAbove-AverageReturns,StrategicIntentStrategicMission,Chapter2TheExternalEnvironment,Chapter3TheInternalEnvironment,TheStrategicManagementProcess,Feedback,StrategicInputs,StrategicActions,StrategicOutcomes,Chapter6Corporate-LevelStrategy,Chapter9CooperativeStrategy,Chapter5CompetitiveRivalryandCompetitiveDynamics,Chapter8InternationalStrategy,Chapter4Business-LevelStrategy,Chapter7AcquisitionandRestructuringStrategies,3,ImportantDefinitions,StrategicManagementProcess策略管理程序,Thefullsetofcommitments,decisions,andactionsrequiredforafirmtoachievestrategiccompetitivenessandearnabove-averagereturns,4,ImportantDefinitions,StrategicCompetitiveness策略性競爭力,Achievedwhenafirmsuccessfullyformulatesandimplementsavalue-creatingstrategy,OccurswhenafirmdevelopsastrategythatcompetitorsarenotsimultaneouslyimplementingProvidesbenefitswhichcurrentandpotentialcompetitorsareunabletoduplicate,Above-AverageReturns平均以上報酬,5,ImportantDefinitions,Risk風險,Aninvestorsuncertaintyabouttheeconomicgainsorlossesthatwillresultfromaparticularinvestment,Returnsthatareequaltothoseaninvestorexpectstoearnfromotherinvestmentswithasimilaramountofrisk,AverageReturns平均報酬,6,Fundamentalnatureofcompetitionischanging,CompetitiveLandscape競爭情勢,Hypercompetitiveenvironments超競爭環境,Dynamicsofstrategicmaneuveringamongglobalandinnovativecombatants,Price-qualitypositioning,newknow-how,firstmover,Protectorinvadeestablishedproductorgeographicmarkets,7,Fundamentalnatureofcompetitionischanging,Hypercompetitiveenvironments,CompetitiveLandscape,Emergenceofglobaleconomy全球經濟的出現,Goods,services,people,skills,andideasmovefreelyacrossgeographicborders.,Spreadofeconomicinnovationsaroundtheworld.,Politicalandculturaladjustmentsarerequired.,8,Fundamentalnatureofcompetitionischanging,Hypercompetitiveenvironments,CompetitiveLandscape,Emergenceofglobaleconomy,Rapidtechnologicalchange快速科技變遷,Increasingrateoftechnologicalchangeanddiffusion,Theinformationage,Increasingknowledgeintensity,9,超競爭,Hypercompetition產品生命週期短均衡是短期現象對手的行動會使自己喪失優勢很難有持久的競爭優勢,10,StrategicFlexibility策略彈性,AsetofcapabilitiesusedtorespondtovariousdemandsandopportunitiesexistinginadynamicanduncertaincompetitiveenvironmentItinvolvescopingwithuncertaintyandtheaccompanyingrisks,11,StrategicFlexibility,StrategicFlexibility,StrategicFlexibility,Strategicflexibility,12,1.Strategydictatedbytheexternalenvironmentsofthefirm(whatopportunitiesexistintheseenvironments?)2.Firmdevelopsinternalskillsrequiredbyexternalenvironment(whatcanthefirmdoabouttheopportunities?),1.ExternalEnvironments,IndustryEnvironment,CompetitorEnvironment,I/OModelofAbove-AverageReturns,13,FourAssumptionsoftheI/OModel,1.Theexternalenvironmentisassumedtopossesspressuresandconstraintsthatdeterminethestrategiesthatwouldresultinabove-averagereturns2.Mostfirmscompetingwithinaparticularorwithinacertainsegmentofitareassumedtocontrolsimilarstrategicallyrelevantresourcesandtopursuesimilarstrategiesinlightofthoseresources,14,FourAssumptionsoftheI/OModel,3.Resourcesusedtoimplementstrategiesarehighlymobileacrossfirms4.Organizationaldecisionmakersareassumedtoberationalandcommittedtoactinginthefirmsbestinterests,asshownbytheirprofit-maximizingbehaviors,15,IndustrialOrganizationModel,I/OModelofAbove-AverageReturns,1.Studytheexternalenvironment,especiallytheindustryenvironmenteconomiesofscalebarrierstomarketentrydiversificationproductdifferentiationdegreeofconcentrationoffirmsintheindustry,16,I/OModelofAbove-AverageReturns,2.Locateanattractiveindustrywithahighpotentialforabove-averagereturns,Attractiveindustry:onewhosestructuralcharacteristicssuggestabove-averagereturns,IndustrialOrganizationModel,17,I/OModelofAbove-AverageReturns,3.Identifythestrategycalledforbytheattractiveindustrytoearnabove-averagereturns,Strategyformulation:selectionofastrategylinkedwithabove-averagereturnsinaparticularindustry,IndustrialOrganizationModel,18,I/OModelofAbove-AverageReturns,4.Developoracquireassetsandskillsneededtoimplementthestrategy,Assetsandskills:thoseassetsandskillsrequiredtoimplementachosenstrategy,IndustrialOrganizationModel,19,I/OModelofAbove-AverageReturns,5.Usethefirmsstrengths(itsdevelopedoracquiredassetsandskills)toimplementthestrategy,Strategyimplementation:selectstrategicactionslinkedwitheffectiveimplementationofthechosenstrategy,IndustrialOrganizationModel,20,I/OModelofAbove-AverageReturns,IndustrialOrganizationModel,Superiorreturns:earningofabove-averagereturns,21,1.Strategydictatedbyuniqueresourcesandcapabilitiesofthefirm(whatcanthefirmdobest?)2.Findanenvironmentinwhichtoexploittheseassets(wherearethebestopportunities?),Resource-basedModelofAboveAverageReturns,1.FirmsResources,22,1.Identifythefirmsresources-strengthsandweaknessescomparedwithcompetitors,Resources:inputsintoafirmsproductionprocess,Resource-basedModelofAboveAverageReturns,Resource-basedModel,23,2.Determinethefirmscapabilities-whatitcandobetterthanitscompetitors,Capability:capacityofanintegratedsetofresourcestointegrativelyperformataskoractivity,Resource-basedModelofAboveAverageReturns,Resource-basedModel,24,FourAttributesofResourcesandCapabilities(CompetitiveAdvantage),thefirmisorganizedappropriatelytoobtainthefullbenefitsoftheresourcesinordertorealizeacompetitiveadvantage,Valuable,allowthefirmtoexploitopportunitiesorneutralizethreatsinitsexternalenvironment,Rare,possessedbyfew,ifany,currentandpotentialcompetitors,Costlytoimitate,whenotherfirmscannotobtainthemormustobtainthematamuchhighercost,Nonsubstitutable,ResourcesandCapabilities,25,CoreCompetencies,Resourcesandcapabilitiesthatmeetthesefourcriteriabecomeasourceof:,Valuable,Rare,Costlytoimitate,Nonsubstitutable,CoreCompetencies核心能力,ResourcesandCapabilities,26,CoreCompetenciesarethebasisforafirms,Competitiveadvantage競爭優勢,Strategiccompetitiveness策略性競爭力,Abilitytoearnabove-averagereturns獲取平均以上報酬的能力,CoreCompetencies,27,3.Determinethepotentialofthefirmsresourcesandcapabilitiesintermsofacompetitiveadvantage,Competitiveadvantage:abilityofafirmtooutperformitsrivals,Resource-basedModelofAboveAverageReturns,Resource-basedModel,28,4.Locateanattractiveindustry,Anattractiveindustry:anindustrywithopportunitiesthatcanbeexploitedbythefirmsresourcesandcapabilities,Resource-basedModelofAboveAverageReturns,Resource-basedModel,29,5.Selectastrategythatbestallowsthefirmtoutilizeitsresourcesandcapabilitiesrelativetoopportunitiesintheexternalenvironment,Strategyformulationandimplementation:strategicactionstakentoearnaboveaveragereturns,Resource-basedModelofAboveAverageReturns,Resource-basedModel,30,Resource-basedModelofAboveAverageReturns,Resource-basedModel,Superiorreturns:earningofabove-averagereturns,31,StrategicIntent&Mission,StrategicIntent策略性企圖,Winningcompetitivebattlesthroughdecidinghowtoleverageinternalresources,capabilities,andcorecompetencies,StrategicMission策略性宗旨,Anapplicationofstrategicintentintermsofproductstobeofferedandmarketstobeserved,奇異公司企圖成為市場的領者,選擇繼續經營與欲退出的市場,32,Groupswhoareaffectedbyafirmsperformanceandwhohaveclaimsonitswealth,Thefirmmustmaintainperformanceatanadequatelevelinordertoretaintheparticipationofkeystakeholders,TheFirmandItsStakeholders,Stakeholders利益關係人,33,CapitalMarketStakeholders資本市場利益關係人,TheFirmandItsStakeholders,ShareholdersMajorsuppliersofcapitalBanksPrivatelendersVenturecapitalists,Stakeholders,34,CapitalMarketStakeholders,ProductMarketStakeholders產品市場利益關係人,TheFirmandItsStakeholders,PrimarycustomersSuppliersHostcommunitiesUnions,Stakeholders,35,CapitalMarketStakeholders,ProductMarketStakeholders,OrganizationalStakeholders組織利益關係人,TheFirmandItsStakeholders,EmployeesManagersNonmanagers,Stakeholders,36,Stakehold