战略管理和战略竞争性课件

StrategicManagementandStrategicCompetitivenessMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter11©2003SouthwesternPublishingCompanyStrategicManagementandStratStrategyImplementationChapter13StrategicEntrepreneurshipChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter6Corporate-LevelStrategyChapter9CooperativeStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategies2StrategyImplementationChapterImportantDefinitionsStrategicManagementProcess策略管理程序Thefullsetofcommitments,decisions,andactionsrequiredforafirmtoachievestrategiccompetitivenessandearnabove-averagereturns3ImportantDefinitionsStrategicImportantDefinitionsStrategicCompetitiveness策略性競爭力Achievedwhenafirmsuccessfullyformulatesandimplementsavalue-creatingstrategyOccurswhenafirmdevelopsastrategythatcompetitorsarenotsimultaneouslyimplementingProvidesbenefitswhichcurrentandpotentialcompetitorsareunabletoduplicateAbove-AverageReturns平均以上報酬4ImportantDefinitionsStrategicImportantDefinitionsRisk風險Aninvestor’suncertaintyabouttheeconomicgainsorlossesthatwillresultfromaparticularinvestmentReturnsthatareequaltothoseaninvestorexpectstoearnfromotherinvestmentswithasimilaramountofriskAverageReturns平均報酬5ImportantDefinitionsRisk風險AnFundamentalnatureofcompetitionischangingCompetitiveLandscape競爭情勢Hypercompetitiveenvironments超競爭環境DynamicsofstrategicmaneuveringamongglobalandinnovativecombatantsPrice-qualitypositioning,newknow-how,firstmoverProtectorinvadeestablishedproductorgeographicmarkets6FundamentalnatureofcompetitFundamentalnatureofcompetitionischangingHypercompetitiveenvironmentsCompetitiveLandscapeEmergenceofglobaleconomy全球經濟的出現Goods,services,people,skills,andideasmovefreelyacrossgeographicborders.Spreadofeconomicinnovationsaroundtheworld.Politicalandculturaladjustmentsarerequired.7FundamentalnatureofcompetitFundamentalnatureofcompetitionischangingHypercompetitiveenvironmentsCompetitiveLandscapeEmergenceofglobaleconomyRapidtechnologicalchange快速科技變遷IncreasingrateoftechnologicalchangeanddiffusionTheinformationageIncreasingknowledgeintensity8Fundamentalnatureofcompetit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9超競爭Hypercompetition9StrategicFlexibility策略彈性AsetofcapabilitiesusedtorespondtovariousdemandsandopportunitiesexistinginadynamicanduncertaincompetitiveenvironmentItinvolvescopingwithuncertaintyandtheaccompanyingrisks10StrategicFlexibility策略彈性AsetStrategicFlexibilityStrategicFlexibilityStrategicFlexibilityStrategicflexibilityStrategicReorientation策略性引導CapacitytoLearn學習能力OrganizationalSlack緩衝資源11StrategicStrategicStrategicFl1. Strategydictatedbytheexternalenvironmentsofthefirm(whatopportunitiesexistintheseenvironments?)2. Firmdevelopsinternalskillsrequiredbyexternalenvironment(whatcanthefirmdoabouttheopportunities?)GeneralEnvironmentGlobalTechnologicalEconomicSocioculturalPolitical/LegalDemographic1.ExternalEnvironmentsIndustryEnvironmentCompetitorEnvironmentI/OModelofAbove-AverageReturns121. StrategydictatedbytheexFourAssumptionsoftheI/OModel1. Theexternalenvironmentisassumedto

possesspressuresandconstraintsthatdeterminethestrategiesthatwouldresultinabove-averagereturns2. Mostfirmscompetingwithinaparticularorwithinacertainsegmentofitareassumedtocontrolsimilarstrategicallyrelevantresourcesandtopursuesimilarstrategiesinlightofthoseresources13FourAssumptionsoftheI/OMoFourAssumptionsoftheI/OModel3. Resourcesusedtoimplementstrategiesarehighlymobileacrossfirms4. Organizationaldecisionmakersareassumedtoberationalandcommittedtoactinginthefirm’sbestinterests,asshownbytheirprofit-maximizingbehaviors14FourAssumptionsoftheI/OMoIndustrialOrganizationModelI/OModelofAbove-AverageReturns1. Studytheexternalenvironment,especiallytheindustryenvironmenteconomiesofscalebarrierstomarketentrydiversificationproductdifferentiationdegreeofconcentrationoffirmsintheindustryTheExternalEnvironment15IndustrialOrganizationModelII/OModelofAbove-AverageReturns2. Locateanattractiveindustrywithahighpotentialforabove-averagereturnsAttractiveindustry:onewhosestructuralcharacteristicssuggestabove-averagereturnsIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustry16I/OModelofAbove-AverageRetI/OModelofAbove-AverageReturns3. Identifythestrategycalledforbytheattractiveindustrytoearnabove-averagereturnsStrategyformulation:selectionofastrategylinkedwithabove-averagereturnsinaparticularindustryIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulation17I/OModelofAbove-AverageRetI/OModelofAbove-AverageReturns4. DeveloporacquireassetsandskillsneededtoimplementthestrategyAssetsandskills:thoseassetsandskillsrequiredtoimplementachosenstrategyIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkills18I/OModelofAbove-AverageRetI/OModelofAbove-AverageReturns5.Usethefirm’sstrengths(itsdevelopedoracquiredassetsandskills)toimplementthestrategyStrategyimplementation:selectstrategicactionslinkedwitheffectiveimplementationofthechosenstrategyIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkillsStrategyImplementation19I/OModelofAbove-AverageRetI/OModelofAbove-AverageReturnsIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkillsStrategyImplementationSuperiorReturnsSuperiorreturns:earningofabove-averagereturns20I/OModelofAbove-AverageRet1. Strategydictatedbyuniqueresourcesandcapabilitiesofthefirm(whatcanthefirmdobest?)2. Findanenvironmentinwhichtoexploittheseassets(wherearethebestopportunities?)Resource-basedModelofAboveAverageReturns1.Firm’sResourcesTheFirm211. Strategydictatedbyunique1. Identifythefirm’sresources--strengthsandweaknesses

comparedwithcompetitorsResources:inputsintoafirm’sproductionprocessResource-basedModelofAboveAverageReturnsResource-basedModelResources221. Identifythefirm’sresourc2. Determinethefirm’scapabilities--whatitcandobetterthanitscompetitorsCapability:capacityofanintegratedsetofresourcestointegrativelyperformataskoractivityResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapability232. Determinethefirm’scapabiFourAttributesofResourcesandCapabilities(CompetitiveAdvantage)thefirmisorganizedappropriatelytoobtainthefullbenefitsoftheresourcesinordertorealizeacompetitiveadvantageValuableallowthefirmtoexploitopportunitiesorneutralizethreatsinitsexternalenvironmentRarepossessedbyfew,ifany,currentandpotentialcompetitorsCostlytoimitatewhenotherfirmscannotobtainthemormustobtainthematamuchhighercostNonsubstitutableResourcesandCapabilities24FourAttributesofResourcesaCoreCompetenciesResourcesandcapabilitiesthatmeetthesefourcriteriabecomeasourceof:ValuableRareCostlytoimitateNonsubstitutableCoreCompetencies核心能力ResourcesandCapabilities25CoreCompetenciesResourcesandCoreCompetenciesarethebasisforafirm’sCompetitiveadvantage競爭優勢Strategiccompetitiveness策略性競爭力Abilitytoearnabove-averagereturns獲取平均以上報酬的能力CoreCompetencies26CoreCompetenciesarethebasi3. Determinethepotentialofthefirm’sresourcesandcapabilitiesintermsofacompetitiveadvantageCompetitiveadvantage:abilityofafirmtooutperformitsrivalsResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantage273. Determinethepotentialof4. LocateanattractiveindustryAnattractiveindustry:anindustrywithopportunitiesthatcanbeexploitedbythefirm’sresourcesandcapabilitiesResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustry284. Locateanattractiveindust5. SelectastrategythatbestallowsthefirmtoutilizeitsresourcesandcapabilitiesrelativetoopportunitiesintheexternalenvironmentStrategyformulationandimplementation:strategicactionstakentoearnaboveaveragereturnsResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustryStrategyForm/Impl295. SelectastrategythatbestResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustryStrategyForm/ImplSuperiorReturnsSuperiorreturns:earningofabove-averagereturns30Resource-basedModelofAboveStrategicIntent&MissionStrategicIntent策略性企圖Winningcompetitivebattlesthroughdecidinghowtoleverageinternalresources,capabilities,andcorecompetenciesStrategicMission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31StrategicIntent&MissionStraGroupswhoareaffectedbyafirm’sperformanceandwhohaveclaimsonitswealthThefirmmustmaintainperformanceatanadequatelevelinordertoretaintheparticipationofkeystakeholdersTHEFIRMTheFirmandItsStakeholdersStakeholders利益關係人32GroupswhoareaffectedbyafCapitalMarketStakeholders資本市場利益關係人TheFirmandItsStakeholdersShareholdersMajorsuppliersofcapitalBanksPrivatelendersVenturecapitalistsStakeholders33CapitalMarketStakeholdersTheCapitalMarketStakeholdersProductMarketStakeholders產品市場利益關係人TheFirmandItsStakeholdersPrimarycustomersSuppliersHostcommunitiesUnionsStakeholders34CapitalMarketStakeholdersProCapitalMarketStakeholdersProductMarketStakeholdersOrganizationalStakeholders組織利益關係人TheFirmandItsStakeholdersEmployeesManagersNonmanagersStakeholders35CapitalMarketStakeholdersProStakeholderInvolvementTwoissuesaffecttheextentofstakeholderinvolvementinthefirmHowdoyoudividethereturnstokeepstakeholdersinvolved?1CapitalMarketProductMarketOrganizational36StakeholderInvolvementTwoissStakeholderInvolvementTwoissuesaffecttheextentofstakeholderinvolvementinthefirmHowdoyouincreasethereturnssoeveryonehasmoretoshare?2CapitalMarketProductMarketOrganizational37StakeholderInvolvementTwoiss利益關係人影響分析確定誰是利益關係人辨識個利益關係人的關心與對企業的要求排列利益關係人的關心與需求的重要優先順序優先納重要項目於策略之中38利益關係人影響分析確定誰是利益關係人38淡江大學的利益關係人分析誰是利益關係人?他們的關心與對淡江的要求是什麼?誰的影響力最大?39淡江大學的利益關係人分析誰是利益關係人?39策略傳統觀點企業的基本與長期性目標的決定,以及實現這些目標所採取的一系列行動與資源的分配(AlfredChandler)理性規劃程序的意含新觀點有些組織的策略並未經過正式規劃程序產生出來,而是有組織底層突現而來(HenryMintzberg)40策略傳統觀點新觀點40策略管理程序上至下的理性程序下至上的突現

(emergent)程序由Mintzberg提出41策略管理程序上至下的理性程序41HondaMoterCo.1959年決定進軍美國洛杉磯經過理性策略規劃:策略性意圖→策略性目標→策略出售250cc-350cc的重型機車結果銷售狀況不佳經理每天騎著50cc機車往來各地辦事Sear百貨公司要求Honda出售50cc給一般大眾1964年美國每2輛機車中有1輛是Honda42HondaMoterCo.1959年決定進軍美國洛杉磯經突現程序策略內在環境外在環境策略性企圖與宗旨43突現程序策略內在環境外在環境策略性企圖與宗旨43意圖策略與突現策略意圖策略深思熟慮理性規劃的策略未實現的策略實際的策略突現策略44意圖策略與突現策略意圖策略深思熟慮理性規劃的策略未實現的策略StrategicManagementandStrategicCompetitivenessMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter145©2003SouthwesternPublishingCompanyStrategicManagementandStratStrategyImplementationChapter13StrategicEntrepreneurshipChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter6Corporate-LevelStrategyChapter9CooperativeStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategies46StrategyImplementationChapterImportantDefinitionsStrategicManagementProcess策略管理程序Thefullsetofcommitments,decisions,andactionsrequiredforafirmtoachievestrategiccompetitivenessandearnabove-averagereturns47ImportantDefinitionsStrategicImportantDefinitionsStrategicCompetitiveness策略性競爭力Achievedwhenafirmsuccessfullyformulatesandimplementsavalue-creatingstrategyOccurswhenafirmdevelopsastrategythatcompetitorsarenotsimultaneouslyimplementingProvidesbenefitswhichcurrentandpotentialcompetitorsareunabletoduplicateAbove-AverageReturns平均以上報酬48ImportantDefinitionsStrategicImportantDefinitionsRisk風險Aninvestor’suncertaintyabouttheeconomicgainsorlossesthatwillresultfromaparticularinvestmentReturnsthatareequaltothoseaninvestorexpectstoearnfromotherinvestmentswithasimilaramountofriskAverageReturns平均報酬49ImportantDefinitionsRisk風險AnFundamentalnatureofcompetitionischangingCompetitiveLandscape競爭情勢Hypercompetitiveenvironments超競爭環境DynamicsofstrategicmaneuveringamongglobalandinnovativecombatantsPrice-qualitypositioning,newknow-how,firstmoverProtectorinvadeestablishedproductorgeographicmarkets50FundamentalnatureofcompetitFundamentalnatureofcompetitionischangingHypercompetitiveenvironmentsCompetitiveLandscapeEmergenceofglobaleconomy全球經濟的出現Goods,services,people,skills,andideasmovefreelyacrossgeographicborders.Spreadofeconomicinnovationsaroundtheworld.Politicalandculturaladjustmentsarerequired.51FundamentalnatureofcompetitFundamentalnatureofcompetitionischangingHypercompetitiveenvironmentsCompetitiveLandscapeEmergenceofglobaleconomyRapidtechnologicalchange快速科技變遷IncreasingrateoftechnologicalchangeanddiffusionTheinformationageIncreasingknowledgeintensity52Fundamentalnatureofcompetit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53超競爭Hypercompetition9StrategicFlexibility策略彈性AsetofcapabilitiesusedtorespondtovariousdemandsandopportunitiesexistinginadynamicanduncertaincompetitiveenvironmentItinvolvescopingwithuncertaintyandtheaccompanyingrisks54StrategicFlexibility策略彈性AsetStrategicFlexibilityStrategicFlexibilityStrategicFlexibilityStrategicflexibilityStrategicReorientation策略性引導CapacitytoLearn學習能力OrganizationalSlack緩衝資源55StrategicStrategicStrategicFl1. Strategydictatedbytheexternalenvironmentsofthefirm(whatopportunitiesexistintheseenvironments?)2. Firmdevelopsinternalskillsrequiredbyexternalenvironment(whatcanthefirmdoabouttheopportunities?)GeneralEnvironmentGlobalTechnologicalEconomicSocioculturalPolitical/LegalDemographic1.ExternalEnvironmentsIndustryEnvironmentCompetitorEnvironmentI/OModelofAbove-AverageReturns561. StrategydictatedbytheexFourAssumptionsoftheI/OModel1. Theexternalenvironmentisassumedto

possesspressuresandconstraintsthatdeterminethestrategiesthatwouldresultinabove-averagereturns2. Mostfirmscompetingwithinaparticularorwithinacertainsegmentofitareassumedtocontrolsimilarstrategicallyrelevantresourcesandtopursuesimilarstrategiesinlightofthoseresources57FourAssumptionsoftheI/OMoFourAssumptionsoftheI/OModel3. Resourcesusedtoimplementstrategiesarehighlymobileacrossfirms4. Organizationaldecisionmakersareassumedtoberationalandcommittedtoactinginthefirm’sbestinterests,asshownbytheirprofit-maximizingbehaviors58FourAssumptionsoftheI/OMoIndustrialOrganizationModelI/OModelofAbove-AverageReturns1. Studytheexternalenvironment,especiallytheindustryenvironmenteconomiesofscalebarrierstomarketentrydiversificationproductdifferentiationdegreeofconcentrationoffirmsintheindustryTheExternalEnvironment59IndustrialOrganizationModelII/OModelofAbove-AverageReturns2. Locateanattractiveindustrywithahighpotentialforabove-averagereturnsAttractiveindustry:onewhosestructuralcharacteristicssuggestabove-averagereturnsIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustry60I/OModelofAbove-AverageRetI/OModelofAbove-AverageReturns3. Identifythestrategycalledforbytheattractiveindustrytoearnabove-averagereturnsStrategyformulation:selectionofastrategylinkedwithabove-averagereturnsinaparticularindustryIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulation61I/OModelofAbove-AverageRetI/OModelofAbove-AverageReturns4. DeveloporacquireassetsandskillsneededtoimplementthestrategyAssetsandskills:thoseassetsandskillsrequiredtoimplementachosenstrategyIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkills62I/OModelofAbove-AverageRetI/OModelofAbove-AverageReturns5.Usethefirm’sstrengths(itsdevelopedoracquiredassetsandskills)toimplementthestrategyStrategyimplementation:selectstrategicactionslinkedwitheffectiveimplementationofthechosenstrategyIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkillsStrategyImplementation63I/OModelofAbove-AverageRetI/OModelofAbove-AverageReturnsIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkillsStrategyImplementationSuperiorReturnsSuperiorreturns:earningofabove-averagereturns64I/OModelofAbove-AverageRet1. Strategydictatedbyuniqueresourcesandcapabilitiesofthefirm(whatcanthefirmdobest?)2. Findanenvironmentinwhichtoexploittheseassets(wherearethebestopportunities?)Resource-basedModelofAboveAverageReturns1.Firm’sResourcesTheFirm651. Strategydictatedbyunique1. Identifythefirm’sresources--strengthsandweaknesses

comparedwithcompetitorsResources:inputsintoafirm’sproductionprocessResource-basedModelofAboveAverageReturnsResource-basedModelResources661. Identifythefirm’sresourc2. Determinethefirm’scapabilities--whatitcandobetterthanitscompetitorsCapability:capacityofanintegratedsetofresourcestointegrativelyperformataskoractivityResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapability672. Determinethefirm’scapabiFourAttributesofResourcesandCapabilities(CompetitiveAdvantage)thefirmisorganizedappropriatelytoobtainthefullbenefitsoftheresourcesinordertorealizeacompetitiveadvantageValuableallowthefirmtoexploitopportunitiesorneutralizethreatsinitsexternalenvironmentRarepossessedbyfew,ifany,currentandpotentialcompetitorsCostlytoimitatewhenotherfirmscannotobtainthemormustobtainthematamuchhighercostNonsubstitutableResourcesandCapabilities68FourAttributesofResourcesaCoreCompetenciesResourcesandcapabilitiesthatmeetthesefourcriteriabecomeasourceof:ValuableRareCostlytoimitateNonsubstitutableCoreCompetencies核心能力ResourcesandCapabilities69CoreCompetenciesResourcesandCoreCompetenciesarethebasisforafirm’sCompetitiveadvantage競爭優勢Strategiccompetitiveness策略性競爭力Abilitytoearnabove-averagereturns獲取平均以上報酬的能力CoreCompetencies70CoreCompetenciesarethebasi3. Determinethepotentialofthefirm’sresourcesandcapabilitiesintermsofacompetitiveadvantageCompetitiveadvantage:abilityofafirmtooutperformitsrivalsResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantage713. Determinethepotentialof4. LocateanattractiveindustryAnattractiveindustry:anindustrywithopportunitiesthatcanbeexploitedbythefirm’sresourcesandcapabilitiesResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustry724. Locateanattractiveindust5. SelectastrategythatbestallowsthefirmtoutilizeitsresourcesandcapabilitiesrelativetoopportunitiesintheexternalenvironmentStrategyformulationandimplementation:strategicactionstakentoearnaboveaveragereturnsResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustryStrategyForm/Impl735. SelectastrategythatbestResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustryStrategyForm/ImplSuperiorReturnsSuperiorreturns:earningofabove-averagereturns74Resource-basedModelofAbove