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StrategicManagementWeekone1Copyright2005PrenticeHallLecturerInformationName:Jintao,ZhangH/P663355)QQ:791099091PPTDownloadAddress:FTP://IBF.BNUEP.COME-mail:zhang_jintao@2Copyright2005PrenticeHallQuestionTimeAnyQuestion?TrytoAsk……3Copyright2005PrenticeHallTextBookInformationFredR.David4Copyright2005PrenticeHallReadings5Copyright2005PrenticeHallAssignment&ExamAttendance-10%GroupAssignment–40%FinalExam–50%(OpenBook)6Copyright2005PrenticeHallWeek1ChapterOneWeek2ChapterOne&TwoWeek3ChapterTwo&CaseWeek4ChapterThreeWeek5ChapterThree&CaseWeek6PublicHolidayWeek7ChapterFourWeek8ChapterFour&CaseWeek9ChapterFiveWeek10ChapterFive&CaseWeek11Mid-semesterReview&CaseAnalysisWeek12ChapterSixWeek13ChapterSevenWeek14ChapterSeven&CaseWeek15ChapterEightWeek16ChapterNightWeek17OverallCaseAnalysisWeek18SubjectOverviewPartOnePartTwoPartTHreePartFourClass27Copyright2005PrenticeHallWeek1ChapterOneWeek2ChapterOne&TwoWeek3ChapterTwo&CaseWeek4ChapterThreeWeek5ChapterThree&CaseWeek6ChapterFourWeek7ChapterFour&CaseWeek8ChapterFiveWeek9ChapterFive&CaseWeek10ChapterSixWeek11Mid-semesterReview&CaseAnalysisWeek12ChapterSevenWeek13ChapterSeven&CaseWeek14ChapterEightWeek15ChapterNightWeek16PublicHolidayWeek17OverallCaseAnalysisWeek18SubjectOverviewPartOnePartTwoPartTHreePartFourClass18Copyright2005PrenticeHallChapter1
TheNatureofStrategicManagementStrategicManagement:
Concepts&Cases11thEditionFredDavid
9Copyright2005PrenticeHall
Art&scienceofformulating,implementing,andevaluating,cross-functionaldecisionsthatenableanorganizationtoachieveitsobjectives
StrategicManagement–Defined10Copyright2005PrenticeHallStrategicManagement
Inessence,thestrategicplanisacompany’sgameplan11Copyright2005PrenticeHallStrategicManagementachievesafirm’ssuccessthroughintegrationManagementMISProduction/OperationsFinance/AccountingMarketingResearch&Development12Copyright2005PrenticeHallStagesofStrategicManagementFormulationImplementiongEvaluation13Copyright2005PrenticeHall
Vision&MissionStrategyFormulationExternalOpportunities&ThreatsInternalStrengths&WeaknessesLong-TermObjectivesAlternativeStrategiesStrategySelection14Copyright2005PrenticeHall
IssuesinStrategyFormulationNewbusinessopportunitiesBusinessestoabandonAllocationofresourcesExpansionordiversificationInternationalmarketsMergersorjointventuresAvoidanceofhostiletakeover15Copyright2005PrenticeHall
StrategyImplementationAnnualObjectivesPoliciesEmployeeMotivationResourceAllocation16Copyright2005PrenticeHall
StrategyImplementationActionStageofStrategicManagement–MostdifficultstageMobilizationofemployees&managersInterpersonalskillscriticalConsensusongoalpursuit17Copyright2005PrenticeHall
StrategyEvaluationInternalReviewExternalReviewPerformanceMetricsCorrectiveActions18Copyright2005PrenticeHallStrategyEvaluationFinalStageofStrategicManagementSubjecttofuturemodificationToday’ssuccessnoguaranteeoffuturesuccessNew&differentproblemsComplacencyleadstodemise19Copyright2005PrenticeHall
PeterDrucker:--Thinkthroughtheoverallmissionofabusiness.Askthekeyquestion:“WhatisourBusiness?”PrimeTaskof
StrategicManagement20Copyright2005PrenticeHall
ThestrategicmanagementprocessattemptstoorganizequantitativeandqualitativeinformationunderconditionsofuncertaintyIntegratingIntuitionandAnalysis21Copyright2005PrenticeHall
Intuitionisbasedon:PastexperiencesJudgmentFeelingsIntegratingIntuitionandAnalysis
Intuitionis
usefulfordecisionmakingin:ConditionsofgreatuncertaintyConditionswithlittleprecedent22Copyright2005PrenticeHall
InvolveManagementatalllevelsIntuition&JudgmentInfluenceallAnalysesIntegratingIntuition&Analysis23Copyright2005PrenticeHall
AnalyticalThinkingIntegratingIntuition&AnalysisIntuitiveThinking24Copyright2005PrenticeHall
OrganizationsmustmonitoreventsOn-goingprocessInternalandexternaleventsTimelychangesAdaptingtoChange25Copyright2005PrenticeHall
“Anythingthatafirmdoesespeciallywellcomparedtorivalfirms”StrategicManagementisGainingandMaintainingCompetitiveAdvantage26Copyright2005PrenticeHall
1.Adaptingtochangeinexternaltrends,internalcapabilitiesandresourcesAchievingSustainedCompetitiveAdvantage
2.Effectivelyformulating,implementing&evaluatingstrategies27Copyright2005PrenticeHall
Rate&magnitudeofchangeincreasingdramaticallyAdaptingtoChangeE-commerceDemographicsTechnology28Copyright2005PrenticeHall
EffectiveAdaptation
AdaptingtoChangeRequireslong-termfocus29Copyright2005PrenticeHallWhatkindofbusinessshouldwebecome?AreweintherightfieldsAretherenewcompetitors?Whatstrategiesshouldwepursue?Howareourcustomerschanging?
AdaptingtoChange–KeyStrategicManagementQuestions30Copyright2005PrenticeHallKeyTermsVariousJobTitles:
ChiefExecutiveOfficer(CEO)ChiefStrategyOfficer(CSO)PresidentOwnerBoardChairExecutiveDirector
Strategists–Firm’ssuccess/failure
31Copyright2005PrenticeHallVisionStatement–
Whatdowewanttobecome?MissionStatement– Whatisourbusiness?KeyTerms32Copyright2005PrenticeHallLargelybeyondthecontrolofasingleorganizationKeyTerms
OpportunitiesandThreats(External)
33Copyright2005PrenticeHallOpportunities&Threats(External)KeyTermsAnalysisofTrends:EconomicSocialCulturalDemographic/EnvironmentalPolitical,Legal,GovernmentalTechnologicalCompetitors34Copyright2005PrenticeHallProcessofconductingresearchandgatheringandassimilatingexternalinformationKeyTerms
Opportunities&Threats
EnvironmentalScanning(IndustryAnalysis)
35Copyright2005PrenticeHallBasicTenetofStrategicManagementKeyTerms
Opportunities&ThreatsStrategyFormulation
TakeadvantageofExternalOpportunities
Avoid/minimizeimpactofExternalThreats36Copyright2005PrenticeHallControllableactivitiesperformedespeciallywellorpoorlyKeyTerms
Strengths&Weaknesses(Internal)
37Copyright2005PrenticeHallStrengths&Weaknesses(Internal)KeyTermsTypicallylocatedinfunctionalareasofthefirmManagementMarketingFinance/AccountingProduction/OperationsResearch&DevelopmentComputerInformationSystems38Copyright2005PrenticeHallAssessingtheInternalEnvironmentKeyTerms
Strengths&WeaknessesInternalFactorsPerformanceMetricsFinancialRatiosIndustryAveragesSurveyData39Copyright2005PrenticeHallMission-drivenpursuitofspecifiedresultsmorethanoneyearoutKeyTerms
Long-termObjectives
40Copyright2005PrenticeHallLong-termObjectivesKeyTermsEssentialforensuringthefirm’ssuccessProvidedirectionAidinevaluationCreatesynergyFocuscoordinationBasisforplanning,motivating,and
controlling41Copyright2005PrenticeHallMeansbywhichlong-termobjectivesareachievedKeyTerms
Strategies
42Copyright2005PrenticeHallStrategiesKeyTermsSomeExamplesGeographicexpansionDiversificationAcquisitionMarketpenetrationRetrenchmentLiquidationJointventure43Copyright2005PrenticeHallShort-termmilestonesthatfirmsmustachievetoattainlong-termobjectivesKeyTerms
AnnualObjectives
44Copyright2005PrenticeHallMeansbywhichannualobjectiveswillbeachievedKeyTerms
Policies
45Copyright2005PrenticeHallExternalAuditChapter3InternalAuditChapter4Long-TermObjectivesChapter5Generate,Evaluate,SelectStrategiesChapter6ImplementStrategies:MgmtIssuesChapter7ImplementStrategies:Marketing,Fin/Acct,R&D,CISChapter8Measure&EvaluatePerformanceChapter9Vision&MissionChapter2Comprehensivestrategicmanagementmodel46Copyright2005PrenticeHallEndofWeekOneHomeWork:ReadTextbookPage34–48Preview:Chapter1&Chapter247Copyright2005PrenticeHallExternalAuditChapter3InternalAuditChapter4Long-TermObjectivesChapter5Generate,Evaluate,SelectStrategiesChapter6ImplementStrategies:MgmtIssuesChapter7ImplementStrategies:Marketing,Fin/Acct,R&D,CISChapter8Measure&EvaluatePerformanceChapter9Vision&MissionChapter2Comprehensivestrategicmanagementmodel48Copyright2005PrenticeHallDynamic&ContinuousMoreformalinlargerorganizationsStrategicManagementModel
StrategicManagementProcess
49Copyright2005PrenticeHall1.IdentifyExisting--StrategicManagementModelVisionMissionObjectivesStrategies50Copyright2005PrenticeHallAuditexternalenvironmentAuditinternalenvironmentEstablishlong-termobjectivesGenerate,evaluate&selectstrategiesImplementselectedstrategiesMeasure&evaluateperformanceStrategicManagementModel51Copyright2005PrenticeHallBenefitsofStrategicManagement
Proactiveinshapingfirm’sfutureInitiateandinfluencefirm’sactivitiesFormulatebetterstrategiesSystematic,logical,rationalUnderstandingCommitmentEmpowerment52Copyright2005PrenticeHallBenefitsofStrategicManagement
FinancialBenefits
ImprovementinsalesImprovementinprofitabilityProductivityimprovement53Copyright2005PrenticeHallBenefitsofStrategicManagement
Non-FinancialBenefits
ImprovedunderstandingofcompetitorsstrategiesEnhancedawarenessofthreatsReducedresistancetochangeEnhancedproblem-preventioncapabilities54Copyright2005PrenticeHallWhySomeFirmsDoNoStrategicPlanningPoorrewardstructuresFire-fightingWasteoftimeTooexpensiveLazinessContentwithsuccess55Copyright2005PrenticeHallWhySomeFirmsDoNoStrategicPlanningFearoffailureOverconfidencePriorbadexperienceSelf-interestFearoftheunknownSuspicion56Copyright2005PrenticeHallPrinciplesofconductwithinorganizationsthatguidedecisionmakingandbehaviorBusinessEthics&StrategicManagement
BusinessEthicsdefined–
57Copyright2005PrenticeHallPrerequisiteforgoodstrategicmanagementBusinessEthics&StrategicManagement
Goodbusinessethics–
58Copyright2005PrenticeHallProvidesbasisonwhichpoliciescanbedevisedtoguidedailybehavioranddecisionsintheworkplaceBusinessEthics&StrategicManagement
Codeofbusinessethics–
59Copyright2005PrenticeHallMisleadingadvertisingMisleadinglabelingHarmtotheenvironmentInsidertradingDumpingflawedproductsonforeignmarketsPoorproductorservicesafetyPaddingexpenseaccountsBusinessEthics&StrategicManagement
Businesspracticesalwaysconsideredunethical–
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