南京财经大学《战略管理》期末复习资料

精品精品可编辑可编辑南京财经大学《战略管理》期末复习资料——英文版名词解释VerticalGrowth:canbeachievedbytakingoverafunctionpreviouslyprovidedbyasupplieroradistributor.Costfocus:isalowercostcompetitivestrategythatfocusesonaparticularbuyergrouporgeographicmarketandattemptstoserveonlythisniche,totheexclusionofothers.3.Astrategicgroup:isasetofbusinessunitsorfirmsthat"pursuesimilarstrategieswithsimilarresources."Socialenvironment:ismankind'ssocialsystemthatincludesgeneralforcesthatdonotdirectlytouchontheshort-runactivitiesoftheorganizationthatcanandoftendo,influenceitslongrundecisions.Environmentscanning:isthemonitoring,evaluating,anddisseminatingofinformationfromtheexternalandinternalenvironmentstokeypeoplewithinthecorporation.mission:Anorganization'smissionisitspurpose,orthereasonforitsexistence.(Ittellswhatthecompanyisprovidingtosociety,suchashousecleaningormanufacturingautomobiles.)functionaltheapproachtakenbyafunctionalarea,suchasmarketingorresearchanddevelopment,anizationalanalysis:isconcernedwithidentifyinganddevelopinganorganization’sresources.taskenvironment:includesthoseelementsorgroupsthatdirectlyaffectthecorporationand,inturn,areaffectedbyit.horizontalintegration：canbeachievedbyexpandingthefirm'sproductsintoothergeographiclocationsandbyincreasingtherangeofproductsandservicesofferedtocurrentmarket.Concentricdiversification:growththroughconcentricdiversificationisexpansionintoarelatedindustry.strategicmanagement:isthatsetofmanagerialdecisionsandactionsthatdetermentsthelong-runperformanceofacorporation.corporatestrategy:describesacompany'soveralldirectionintermsofitsgeneralattitudetowardgrowthandthemangementofitsvariousbusinessandproductlines.（isthereforeconcernedwiththedirectionofthefirmandthemanagementofitsproductlinesandbusinessaprofitstrategy:isadecisiontodonothingnewinaworseningsituation,butinsteadtoactasthoughthecompany’sproblemsareonly15.avaluechain:isalinkedsetofvalue-creatingactivitiesbeginningwithbasicrawmaterialscomingsuppliers,toaseriesofvalue-addedactivitiesinvolvedinproducingandmarketingaproductorservice,andendingwithdistributorsgettingthefinalgoodsintothehandoftheultimateconsumer.简答：Howdoesstrategicmangementtypicalevolveinacorporation?Phase1.Basicfinancialplanning:Seekingbetteroperationalcontrolbytryingtomeetannualbudgets.Phase2.Forecast-basedplanning:Seekingmoreeffectiveplanningforgrowthbytryingtopredictthefuturebeyondthenextyear.Phase3.Externallyorientedstrategicplanning:Seekingincreasedresponsivenesstomarkets and competition by trying to think strate-gically.Phase4.Strategicmangement:Seekingacompetitiveadvantagebyconsideringimplementationandevaluationandcontrolwhenformulatingastrategy.Togain competitive advantage, should a company invest in its competencies(strengths)tomakethemdistinctivecompetenciesorshoulditinvestinimprovingitsweaknessessothattheyarenolongeraliability?This is one of the toughest questions in strategic management.Unfortunately,thereisnoonebestanswertothisquestion.Onesolutiontothisquestionistoarguethatacompanymustdoboth:builddistinctivecompetenciesandeliminatecoreweaknesses. However,ifthereisinsufficientmoneytodoboth,whatthen?Iftheweaknessisanobstacletoeffectivestrategyimplementation,eithertheweaknessmustbefixedorthestrategychanged.Thisshouldbeagooddiscussionquestion-especiallyforgradstudents.Isitpossibleforacompanytohaveasustainablecompetitiveadvantagewhenitsindustrybecomeshypercompetitive?It'spossible:theToyotaandHondaautocompaniesareoftenpresentedasexamplesofsuccessfulfirmsabletoachievedbothofthesegenericcompetitivestrategies.Thankstoadvancesintechnology,acompanymaybeabletodesignqualityintoaproductorserviceinsuchawaythatitcanachievebothhighqualityandhighmarketshare-thusloweringcosts.Describeavaluechainanalysis.Howdoesavaluechainanalysishelpafirmgaincompetitiveadvantage?Avaluechainisalinkedsetofvalue-creatingactivitiesbeginningwithbasicrawmaterialscomingsuppliers,toaseriesofvalue-addedactivitiesinvolvedinproducingandmarketingaproductorservice,andendingwithdistributorsgettingthe final goods into the hand of the ultimate consumer.(2)Thesystematicexaminationofindividualvalueactivitiescanleadtoabetterunderstandingofacorporation'sstrengthsandweaknesses-thusidentifyinganycoreordistinctivecompetencies.AccordingtoPorter,"Differencesamongcompetitorvaluechainsareakeysourceofcompetitiveadvantage."Whatinformationisneededfortheproperformulationofstrategy? Why?Inordertoproperlyformulatestrategy,itisessentialtohaveinformationontheimportantvariablesinboththeexternalandinternalenvironmentsofthecorporation.Thisincludesgeneralforcesinthesocietalenvironmentaswellasthemoreeasy-to-identifygroupssuchascustomersandcompetitorsinthetaskenvironment.(2)Acorporationneedstohavethisinformationinordertoidentifyaneeditcanfulfillviaitscorporatemission.Itisalsoimportanttohaveinformationonthecorporation'sstructure,culture,andresources.Acorporationneedstohavethisinformationinordertoassessitscapabilitiestosatisfyacustomer'sneedbymakinganddistributingaproductorservice.Informationonboththeinternalandexternalenvironmentscanalsohelpacorporationtopredictlikelyopportunitiesandthreats.Long-termstrategiescanbedesignedwiththeseinmind.Whatarethegeneralforcesinthesocietalenvironment?Whatarethefiveforcesinaindustry?Whatdeterminestheultimateprofitpotentialinaindustry?InternalEnvironment,Political-LegalForces,EconomicForces,SocioculturalForcesandTechnologicalForces.(2)threatofnewentrants,rivalryamongexistingfirms,threatofsubstituteproducts,bargainingpowerofbuyers,bargainingpowerofsuppliers.(3)Thecollectivestrengthoftheseforcesdeteminestheultimateprofitpotentialintheindustry.Whatismeantbythehierarchyofstrategy?Ahierarchyofstrategyisthegroupingofstrategytypesbylevelintheorganization.Thishierachyofstrategyisanestingofonesteategywithinanothersothattheycomplementandsupportoneanother.Functionalstrategiessupportbusinessstrategies,which,inturn,supportthecorporatestrategy(ies).Whyarestrategicdecisionsdifferentfromothertypesofdecisions?Strategicdecisionsdealwiththelong-runfutureoftheentireorganizationandhavethreecharacteristicswhichdifferentiatethemfromothertypesofdecisions:(1)Rare.Strategicdecisions are unusual and typically have no precedent tofollow;(2)Consequential.Strategic decisions commit substantial resources anddemandagreatdealofcommitmentfrompeopleatalllevels;(3)Directive.Strategicdecisionssetprecedentsforlesserdecisionsandfutureactionsthroughouttheorganization.Howcanadecisionmakeridentifystrategicfactorsinthecorporation'sexternalenvironment?Onewaytoidentifyandanalyzedevelopmentsintheexternalenvironmentistousetheissuesprioritymatrix:①Identifyanumberoflikelytrendsemerginginthenatural,societal,and task environments.These are strategic environmentalissues-thoseimportanttrendsthat,iftheyhappen,willdeterminewhatvariousindustrieswilllooklikeinthenearfuture.②Assesstheprobabilityofthesetrendsactuallyoccurring,fromlowtomediumtohigh.③Attempttoascertainthelikelyimpact(fromlowtohigh)ofeachofthesetrendsonthecorporation.Why has strategic management become so important to corporations?Researchhasrevealedthatorganizationsthatengageinstrategicmanagementgenerallyoutperformthosethatdonot.Theattainmentofanappropriatematchor"fit"betweenanorganization'senvironmentanditsstrategy,structure,andprocesseshaspositiveeffectsontheorganization'sperformance.Strategicplanningbecomesincreasinglyimportantastheenvironmentbecomesunstable.Whatistherelevanceoftheresource-basedviewofthefirmtostrategicmanagementinaglobalenvironment?Theresource-basedviewofthefirmisanattempttobringattentiontotheimportanceofacorporation'sresourcesinstrategicmanagement.Unfortunately,this emphasis on the industry tended to ignore a firm's core skills andcompetencies.Whatgoodistheknowledgethata