企业战略管理双语教学老师给的习题

MultiplechoiceChapter1Theprescriptive,deliberateorplannedapproachviewsstrategicmanagementasaA.highlysystematizedprocess B.deterministicprocessC.highlysystematizedanddeterministicprocessD.consistentpatternofbehaviour2.isusedtorefertostrategicformulation,implementationandevaluation,withreferringonlytostrategicformulation.Strategicplanning;strategicmanagementStrategicplanning;strategicprocessingStrategicmanagement;strategicplanningStrategicmanagement;strategicprocessingStrategicimplementation;strategicfocusWhatcanbedefinedastheartandscienceofformulating,implementingandevaluatingcross-functionaldecisionsthatenableanorganizationtoachieveitsobjectives?Strategy formulationStrategy evaluationStrategy implementationStrategic managementConductingresearchtodetermineinternalstrengthsandweaknessesisperformedduringwhichstageofstrategicmanagement?FormulationImplementationEvaluationFeedbackGoal-settingWhatarethethreestagesofthestrategicmanagementprocess?Conflict,resolutionandimplementationFormulation, implementationandevaluationFormulation, executionandrewardFormulation, implementationandresolutionGoal-setting, implementationandfeedbackAnimportantactivityinistakingcorrectiveaction.strategyevaluationstrategyimplementationstrategyformulationstrategyleadershipalloftheabove7.meansmobilizingemployeesandmanagerstoputstrategiesintoaction.FormulatingstrategyStrategyevaluationImplementingstrategyStrategicadvantagenotastrategy-implementationactivity.TakingcorrectiveactionsEstablishingannualobjectivesDevisingpoliciesAllocatingresourcesMotivatingemployeeskillsareespeciallycriticalforsuccessfulstrategyimplementation.InterpersonalTechnicalConceptualThinkingMarketingStrategyevaluationisnecessarybecauseinternalandexternalfactorsareconstantlychanging.theSECrequiresstrategypetitorschangetheirstrategies.theIRSrequiresstrategyevaluation.e. firmsmusttakecorrectiveactions.Whichoftheseisoftenconsideredthefirststepinstrategicplanning?DevelopingavisionstatementEstablishinggoalsandobjectivesMakingaprofitDevelopingamissionstatementDeterminingopportunitiesandthreatsWhatareenduringstatementsofpurposethatdistinguishonebusinessfromothersimilarfirms? policiesmissionstatementsobjectivesrulesemployeeconductguidelinesWhichofthefollowingisnotincludedinthestrategicmanagementmodel?Measureandevaluateperformance.Performinternalresearchtoidentifycustomers.Establishlong-termobjectives.Implementstrategies.DevelopmissionandvisionstatementsUsually,externalopportunitiesandthreatsare:A.uncontrollablebyasingleorganization.B.controlledbygovernments.C.notasimportantasinternalstrengthsandweaknesses.D.keyfunctionsinstrategyimplementation.E.keyfunctionsinstrategyexploitation.Militarystrategyisbasedonanassumptionof,whereasbusinessstrategyisbasedonanassumptionof.conflict;cooperationconflict;competitioncooperation;conflictcompetition;conflictcooperation;competitionCompetenceBasedApproacharguesthatcompetitiveadvantagearisesfromanorganization’sinternallydevelopedcorecompetenceratherthanfromitsenvironmentcompetitiveadvantagearisesfrompositioningafirmtotakeadvantageofopportunitiesandovercomeorcircumventthreatscompetitiveadvantagearisesfromcooperationcompetitiveadvantagearisesfromopportunitiesResource-basedviewapproacharguesthatanorganizationshouldexploititsrelativetointheexternalenvironmentposition;opportunitiesbasiccompetencies;opportunitiesfinancialassets;opportunitiescorecompetencies;opportunitiesThepurposeofthemissionstatementistocommunicatetoallshareholdersemployeesallstakeholdersmanagersAgoodmissionstatementshoulddefinewhatthe organizationislimittoexclude some venturesgivedetailplansofallocatingresourcesbebroadenoughtoallowforgrowthdistinguishafirmfromallothersAccordingtoMcGinnis,amissionstatementshouldbeallofthefollowingxcept:itshouldbespecificenoughtocontrolcreativegrowth.itshouldbestatedinclearterms.itshoulddistinguishanorganizationfromallothers.itshoulddefinewhatanorganizationis.itshouldserveasaframeworkforevaluatingbothcurrentandprospectiveactivities.Itisthewhodetermineswhatabusinessis.president.customerstakeholder.CEO.Whatthecustomerbuysandconsidersvalueisalwaysprice.function_technology.utility.WhichmissionstatementsaregoodmissionstatementAT&T’s（美国电报电话公司）missionstatementfocusesoncommunicationExxon’s（埃克森石油公司）missionstatementfocusesonoilandgasUnionPacific’s（太平洋联合铁路公司）missionstatementfocusesontransportationUniversalStudios’（环球电影公司）missionstatementfocusesonmoviesFinancialcrisisthatreverberatedaroundtheworldisbelongtofarenvironmentsfactor"nearenvironment^factorsinternalenvironments’factorsindustrialfactorsThreebroadwaysthatclustersaffectcompetition:IncreasingtheproductivityofcompaniesbasedintheareaDrivingthedirectionandpaceofinnovationStimulatingtheformationofnewbusinesseswithintheclusterBringingentrybarrierstotheareaWhichofthefollowingchoicesdoesnotbelongtoindustryproperties?EconomiesofScaleBarrierstomarketentryAfirm'scorecompetenceProductdifferentiationLevelofcompetitivenessAccordingtoI/Otheorists,whichofthefollowingcontributesleast。firmperformance?EconomiesofscaleBarrierstomarketentryProductdifferentiationInternalresourcesLevelofcompetitiveness5.isnotpartofanexternalaudit.AnalyzingcompetitorsAnalyzingthefirMsfinancialratiosAnalyzingavailabletechnologiesStudyingthepoliticalenvironmentAnalyzingsocial,cultural,demographicandgeographicforcesWheninterestratesrise,discretionary自由决定的income,andthedemandfordiscretionarygoods.rises;risesdeclines;risesrises;fallsdeclines;fallsstaysthesame;riseWhenanindustryreliesheavilyongovernmentcontracts,forecastscanbethemostimportantpartofanexternalaudit.economicpoliticaltechnologicalcompetitivemultinationalTechnologicaladvancementscancreatenewadvantagesthataremorepowerfulthanexistingadvantages.economicsocialenvironmentalcompetitivecomparativeTheInternetischangingthenatureofopportunitiesandthreatsbydoingallofthefollowingexcept:alteringthelifecyclesofproducts.decreasingthespeedofdistribution.erasinglimitationsoftraditionalgeographicmarkets.creatingnewproductsandservices.changingthehistoricaltrade-offbetweenproductionstandardizationandflexibility.Intensityofcompetitioninlower-returnindustries.is lowestis non-existentis highestis notimportantfluctuatesFivecompetitiveforces,accordingtoMichaelPorter,createvitalopportunitiesandthreatstoorganizations.Whichofthefollowingisnotacompetitiveforce?NewentrantsRivalryamongexistingfirmsBargainingpower ofunionsBargainingpower ofsuppliersBargainingpower ofbuyers.,accordingtoPorter,isusuallythemostpowerfulofthefivecompetitiveforces.PotentialdevelopmentofsubstituteproductsBargainingpowerofsuppliersBargainingpowerofconsumersRivalryamongcompetingfirmsPotentialentryofnewcompetitorsWhenevernewfirmscaneasilyenteraparticularindustry,theintensityofcompetitivenessamongfirmsa.staysthesame.increases.decreases.neutralizes.FluctuatesIfsuppliersareunreliableortoocostly,whichofthesestrategiesmaybeappropriate?HorizontalintegrationBackwardintegrationMarketpenetrationForwardintegrationConcentricdiversificationBargainingpowerofconsumersiswhentheproductsbeingpurchasedarestandardorundifferentiated.marginallowhighnegativenotnecessaryGlobalizationofindustriesisoccurringforallofthesereasonesxcept:aworldwidetrendtowardsimilarconsumptionpatterns.theemergenceofglobalbuyers.aworldwidetrendtowarddifferentconsumptionpatterns.e-commerceandtheinstanttransmissionofmoneyandinformationacrosscontinents.theemergenceofglobalsellers.17.isthefirststepindesigninganEFEMatrix.IdentifyingkeyexternalfactorsintheindustrySummingtheweightedscoreforeachcompetitorCalculatingthesalesofeachcompetitorDrawingthehorizontalandverticallinesforthematrixDeterminingfourcompetitorsWhatistherangeforafirmStotalweightedscoreinanExternalFactorEvaluationMatrix?TOC\o"1-5"\h\z0 to50 to41 to51 to40 to10OnedifferencebetweenCPMandEFEisthatCPMincludesbothinternalandexternalissues.theweightandtotalweightedscoremeanopposite.CPMratingsrangefrom1to10.CPMisperformedonlyforthecompany,whereasEFEisperformedforboththecompanyandthecompetitors.CPMisonlyusedinsmallfirmsStrategicgroupsoffirmswithinanindustryfolloworhavevery dimensionsthesamestrategies,similardifferentstrategies,differentthesamestrategies,differentdifferentstrategies,similarPotentialdevelopmentofsubstituteproductswillincreasewhenconsumer’sswitchingcosts increasedecreasedonotchangebecomehighChapter4TherearethreeactivitiesintheinternalAnalysisprocessResources,capabilities/competencies,corecompetenciesanalysisValueChainanalysiscompetitoranalysisComparativeanalysisAcompetenceisanattributeorcollectionofattributespossessedbyofthefirmsinanindustryfewseveralmanyallormostResourcesemployedbyafirmincludestangibleresourcescompetitiveresourcesintangibleresourceshumanresourcesanddonotbelongtointangibleresourcesFinancialResourcesTechnologicalResourcesReputationPhysicalResourcesWhichoneofthefollowingaretangibleresources?FinancialResourcesTechnologicalresourcesReputationHumanresourcesexemplifiesthecomplexityofrelationshipsamongthefunctionalareasofbusiness.GovernmentauditExternalauditFinancialratioanalysisEnvironmentalscanningDistributionstrategyWhichofthefollowingareprimaryactivitiesinafir’svaluechain?inboundlogisticsoutboundlogisticsmarketing&salesprocurementoperationsWhichofthefollowingarenotsupportactivities?technologydevelopmentoutboundlogisticshumanresourcemanagementfirminfrastructureprocurementFirminfrastructureconsistsofanumberofactivitiesincludinggeneralmanagementfinance&accountinglegal&governmentaffairsqualitymanagementplanningTheinitialsteptoimplementingvaluechainanalysisisattachingacosttoeachdiscreteactivity.establishingcostsintermsoftime.establishingcostsintermsofmoney.dividingafirm'soperationsintospecificactivitiesorbusinessprocesses.Inthe“powerlaw”formulay=axb,‘a’representsthelaborhoursrequiredtobuildunit#xthetheoreticallaborhoursrequiredtobuildthefirstunitproducedtherateoflearningthenumber(count)ofanitemintheproductionsequenceAccordingtothelearningcurvetheory,whenoutputorproduction,thereductionintimeperunitaffectedbythelearningcurveratedoublestriplesisfourtimestotheinitialoneisfivetimestotheinitialoneLearningrateisnotusefulwhenproductionissporadicthereisnowaytoimprovetheproductionrateproductionquantitiesareverysmallrules®ulationslimittheproductionrateeachitemproducedissignificantlydifferentfromtheprecedingitemInanIFEmatrix,ratingnumber“3”representsmajorweaknessminorweaknessminorstrengthmajorstrengthInanIFEmatrix,ratingnumber“2”representsmajorweaknessminorweaknessminorstrengthmajorstrengthIfafirm’stotalweightedscoreis2.1inanIFEmatrix,itindicatesthatthefirmisbeingweakinternallythefirm’sstrategiesisnotcapitalizingonopportunitiesoravoidingthreatsthefirmisbeingastronginternalpositionthefirm’sresponseisoutstandingtothreatsandweaknessesChapter5-6CorporatestrategyismoredetailmorevalueorientedmoreconceptualconcernedwiththewholefirmAfirmdirectsitsresourcestotheprofitablegrowthofasingleproduct,inasinglemarket,withasingledominanttechnology.ThefirmpursuesdiversificationhorizontalintegrationStrategyverticalintegrationStrategyconcentrationstrategyIfafirm’spresentsuppliersareexpensiveandunreliableinmeetingthefirm’sneedsforparts,componentsand/orrawmaterials,itshouldpursueaconcentrationStrategyhorizontalintegrationStrategybackwardintegrationStrategyforwardintegrationStrategyAnexampleofstrategyisestablishingWebsitestosellproductsdirectlytoconsumers.backwardintegrationproductdevelopmentforwardintegrationhorizontalintegrationAstrategyseekstoincreasemarketshareofpresentproductsorservicesinpresentmarketsthroughgreatermarketingefforts.marketpenetrationforwardintegrationmarketdevelopmentproductdevelopmentAddingnew,unrelatedproductsorservicesforpresentcustomersiscalledforwardintegration.concentricdiversification.conglomeratediversification.horizontaldiversificationBackwardintegrationiseffectiveinallofthesexcept:whenanorganizationcompetesinanindustrythatisgrowingrapidly.whenanorganizationhasbothcapitalandhumanresourcestomanagethenewbusinessofsupplyingitsownrawmaterials.whenanorganizationneedstoacquireaneededresourcequickly.whentheadvantageofstablepricesarenotimportant.WhenaUScompanyfirstbeginstoexporttoIndia,itisanexampleofmarketdevelopmentmarketpenetrationproductdevelopment.horizontalintegration.Whenanorganizationcompetesinanindustrycharacterizedbyrapidtechnologicaldevelopments,isanappropriatestrategy.retrenchmentproductdevelopmentbackwardintegrationmarketpenetrationaretermsthatdescribediversificationstrategiesConcentricdiversificationconglomeratediversificationverticaldiversificationhorizontaldiversification.Addingnew,unrelatedproductsorservicesiscalleda. horizontaldiversification.concentricdiversification.backwardintegration.conglomeratediversification.Anairlineeliminatingserviceat10majorcitiestofinanciallysurviveisanexampleofdivestiture.backwardintegration.liquidation.retrenchmentWhenadivisionisresponsibleforanorganization’soverallpoorperformance,strategyshouldbeimplemented.backwardintegrationdivestitureforwardintegrationcostleadershipconcentricdiversification14.Sellingallofacompany’sassetsinpartsfortheirtangibleworthiscalledjointventure.divestiture.concentricdiversification.liquidation.horizontalintegration15.Defensivestrategiesincludesretrenchmentdivestiture.diversification.liquidation.16.iseffectivewhenthestockholdersofafirmcanminimizetheirlossesbysellingtheorganization’sassets.IntegrationDifferentiationDiversificationLiquidationWaystopursueDifferentiationsuccessfully:creatingproductswhicharesuperiortocompetitorsbuildingsuperiordistributionchannelsofferingsuperioraftersalesservicecreatingastrongbrandnamethroughdesign,innovation,advertising,andsoonMergersandacquisitionsarecreatedforallofthefollowingreasonsexcepttogainnewtechnology.reducetaxobligations.gaineconomiesofscale.increaseitsnumberofemployeesComprehensiveStrategy-FormulationFrameworkincludes:theInputStagetheMatchingStage.theDecisionStage.theoutputStage.WhichofthefollowingaretoolsinthematchingstageSWOTMatrixSPACEMatrixBCGMatrixIEMatrixCPMImprovinginternalweaknessesbytakingadvantageofexternalopportunitiesis strategiesWOSTSOWTTwoExternalDimensionsinSPACEmatrixareEnvironmentalStability(ES)IndustryStrength(IS)FinancialStrength(FS)CompetitiveAdvantage(CA)Ifafinanciallystrongfirmthathasachievedmajorcompetitiveadvantagesinagrowingandstableindustry,thefirm’sdirectionalvectorshouldbelocatedinthequadrantofSPACEmatrixaggressiveconservativedefensivecompetitiveAdivisionwithahighrelativemarketsharepositioninalow-growthindustrycanbedescribedasastar.cashcow.questionmark.dog.Whenadivisionofanorganizationhasahighrelativemarketshareandisinafast-growingindustry,itiscalledastar.cashcow.questionmark.dog26Whichoftheseisnotanattractivestrategyforacashcowdivision?intensivestrategy.harvestdivestitureretrenchmentfafirmlocatesinCellsI,II,orIVinIEMatrix,thefirmshouldpursue strategyGrowandbuild.HoldandmaintainHarvestordivestNoaboveallChapter7-81.isincludedinthedecisionstageofthestrategyformulationframework.a.InternalFactorEvaluationMatrix(IFE)QuantitativeStrategicPlanningMatrix(QSPM)BCGBusinessPortfolioMatrixGrandStrategyMatrixSPACEMatrixAnnualObjectivesshouldstateQuantityQualityCostTimeBeVerifiableThreebasicactivities ofstrategicevaluation,review&controlanalyzingindustryenvironmentExaminetheunderlyingbasesofafirm'sstrategyCompareexpectedtoactualresultsIdentifycorrectiveactionstoensurethatperformanceconformstoplansanalyzingfinancialratiosThreestepsinevaluationframeworkReviewunderlyingbasesAllocateresourcesMeasurefirmperformanceTakecorrectiveactionsBalancedScorecardevaluatestrategiesfrom4perspectives:FinancialperformanceCustomerknowledgec.Internalbusinessprocessesc.Learning&growthMacro-economicsituationThreewaystomanageconflictAvoidanceDiffusionCompetitionCoordinationConfrontationIntheprocessofimplementingstrategy,changeraisesanxietyandfear,concerningEconomic10ssInconvenienceUncertaintydBreakinstatus-quoimprovingworkingconditionIntheprocessofimplementingstrategy,changestrategiesincludeForceChangeStrategyEducativeChangeStrategyintegrationstrategyd diversificationstrategye.RationalorSelf-InterestChangeStrategyTrue/False(T)Strategyformulation,implementationandevaluationactivitiesoccuratthreehierarchicallevelsinalargediversifiedorganization:corporate,divisionalandfunctional(T)Inorderforafirmtoachievesustainedcompetitiveadvantage,afirmmustcontinuallyadapttochangesinexternaltrendsandeventsandeffectivelyformulate,implement,andevaluatestrategiesthatcapitalizeuponthosefactors.Chapter1-2(T)Byexploring,learningandpiecingtogetheraconsistentpatternofbehaviourovertime,anorganizationmayarriveatthesamepositionasifithadplannedeverythingindetail(T)Aclearvisionprovidesthefoundationfordevelopingacomprehensivemissionstatement(F)Missionmeans“Whatdowewanttobecome?”(T)Clearvision&missionareneededbeforealternativestrategiescanbeformulatedandimplemented(F)Participationfromdiversemanagersisnotimportantindevelopingthemission.(T)Thevisionstatementshouldbeshort,preferably(更适宜)onesentence(F)Ifanorganizationchoosestohavebothamissionandavision,themissionstatementshouldbeestablishedfirst,asmissionidentifieswhereweareandvisionwouldindicatewherewewanttogo(F)ExternalAuditistodevelopanexhaustivelistofeverypossiblefactorthatcouldinfluencethebusinessistheaimofexternalaudit.(F)Tourism-orientedfirmsintheUnitedStatesarehampered?!妨碍)whenthevalueofthedollarfalls(T)TheInternetischangingtheverynatureofmanyindustriesbyalteringproductlifecyclesandchangingthehistoricaltrade-offbetweenproductionstandardizationandflexibility(T)Newfirmssometimesenterindustrieswithhigher-qualityproducts,lowerpricesandsubstantialmarketingresources,eventhoughtherearenumerousbarrierstoentry.(T)Theimpactofnaturaleventsuponbusinessactivitycanbeverypowerfulanddifficulttopredictoravoid(T)BothaCompetitiveProfileMatrixandanEFEMatrixhavethesamemeaningintheweights,ratingsandtotalweightedscores.(T)ThecriticalsuccessfactorsinaCompetitiveProfileMatrixareoftenthesameasthoseinanEFEMatrix.(T)Theprocessofperforminganinternalaudit,comparedtotheexternalaudit,providesmoreopportunityforparticipantstounderstandhowtheirjobs,departmentsanddivisionsfitintothewholeorganization.(T)Thevaluechainiscomposedofvalue-addingactivitiesandmargin(T)ValueChainAnalysiscanenableafirmtobetteridentifyitsownstrengthsandweaknessesespeciallyascomparedtocompetitors’ValueChainAnalyses(T)FirminfrastructurecanbeapowerfulsourceofCA(T)Thevaluechainisnotacollectionofindependentactivitiesbutasystemofinterdependentactivities.(T)InternalFactorEvaluationMatrixisasummarystepwhenconductinganinternalstrategic-managementaudit(T)Incompetitiveterms,valueistheamountbuyersarewillingtopayforwhatafirmprovidesthem(F)Thevaluechainisacollectionofindependentactivities(T)Thelearningcurvedescribestherelationshipbetweenafirm’scumulativeoutputandamountofinputsneededtoproduceaunitofoutput(T)100%learningrate_meansnolearningatall(F)Inindustry,Stypicallyrangesfrom40%to100%(F)Thelearningeffectcanleadtoverylargereductionsincostanditdependsonthesizeoftheindividualfirm(T)TherateoflearningdependsonfactorssuchasthequalityofmanagementandthepotentialoftheprocessandproductsChapter5-6(T)Businessstrategy(competitivestrategy)isthedeterminationofhowacompanywillcompeteinagivenbusinessandpositionitselfamongitscompetitors(F)Inachangingenvironment,afirmcommittedtoconcentratedgrowthfaceslowrisks(F)Forwardintegrationisastrategyofseekingownershiporincreasedcontrolofafirm’ssuppliers(F)Gainingownershiporincreasedcontroloverdistributorsorretailersiscalledbackwardintegrationstrategy(T)Theincreaseduseofhorizontalintegrationasagrowthstrategy(T)Introducingpresentproductsintonewgeographicareasismarketdevelopment(T)Anappropriatestrategywhenanorganizationhasexcessproductioncapacityismarketdevelopment(T)Liquidationisoftenappropriatewhenretrenchmentanddivestiturehavefailed(F)AccordingtoPorter,strategiesalloworganizationstogaincompetitiveadvantagefromthreedifferentbases:costleadership,differentiationandintegration(T)Forconsumerswhoarepricesensitive,costleadershipemphasizesproducingstandardizedproductsatverylowper-unitcost(T)Whenanacquisitionisnotdesiredbybothparties,itiscalledatakeoverorhostiletakeover(T)NotallM&Asareeffectiveandsuccessful(T)M&Ascanyieldgreatbenefits,butthepriceandreasomustberight(T)Businessisbothco-operationandcompetition(F)Companiesareavoidingoutsourcingmoreandmorebecauseitismoreexpensivethantraditionalmethodsanditdoesnotallowafirmtoconcentrateoncorecompetencies(T)Merger&Acquisitionscanyieldgreatbenefits,butthepriceandreasoningmustberight(T)AccordingtoPorter,afirmthatengagesineachgenericstrategybutfailstoachieveanyofthemis“stuckinthemiddle”.(T)BCGMatrixenhancesmulti-divisionalfirminformulatingstrategiesChapter7-8(T)Implementingstrategyaffectsanorganizationfromtoptobottom(T)Changingafirm’sculturetofitanewstrategyisusuallymoreeffective_thanchangingastrategytofitanexistingculture(T)Strategyevaluationisvitaltotheorganization’swell-being(T)Strategyshouldnotpresentinconsistentgoals&policies(F)Intermsofnumberofemployees,restructuringinvolvesincreasingthesizeofthefirm(F)TheoverallaimoftheBalancedScorecardistobalancefinancialobjectiveswithstrategicobjectives(T)Theremustbeatranslationofstrategicthoughtintostrategicaction(F)Reengineeringischaracterizedbymanystrategicdecisions(F)Restructuringischaracterizedbytacticaldecisions(T)IntheBalancedScorecard,theLearning&GrowthPerspectiveisthefoundationofanystrategyandfocusesontheintangibleassetsofanorganizationEssayQuestionsChapter1-2.Explaintherelationshipbetweenstrategicmanagementandcompetitiveadvantageforfirms.Howcanafirmachievesustainedcompetitiveadvantage?Ans:Strategicmanagementisallaboutgainingandmaintainingcompetitiveadvantage.Competitiveadvantageisanythingafirmdoesespeciallywellcomparedtorivalfirms.Whenafirmcandosomethingthatrivalfirmscannotdo,orownssomethingthatrivalfirmsdesire,thatcanrepresentacompetitiveadvantage.Gettingandkeepingcompetitiveadvantageisessentialforlong-termsuccessofanorganization.Afirmmuststrivetoachievesustainedcompetitiveadvantageby(1)continuallyadaptingtochangesinexternaltrendsandeventsandinternalcapabilities,competenciesandresources,andby(2)effectivelyformulating,implementingandevaluatingstrategiesthatcapitalizeuponthosefactors.战略管理的目的就是使企业获得并保持竞争优势。竞争优势是企业在与竞争对手竞争时自身的各种优势，当一个企业能做到对手做不到的事情或拥有对手期望拥有的东西，则该企业具备竞争优势。获得并保持竞争优势是企业长期取得成功的基础企业必须努力通过以下途径获取竞争优势：1不断适应外部环境变化，并因此发展内部的能力获取资源；2有效地在利用上述因素的基础上形成、实施及评估企业战略.Mintzberg,sfivePs:Mintzbergarguesastrategycanbe:Aplan;Aploy;Apatternofbehavior;Apositioninrespecttoothersintheenvironment;AperspectivechangingthecultureofthemembersofanorganizationAnditisimportantnottoseeanyofthesefivePsinisolationsfromtheothers根据明茨伯格的定义，战略是一种计划，计谋，行为模式，环境中相对地位以及改变组织文化的观念。这五个方面共同描绘了战略的定义，所以不能割裂。.Fourlevelstrategies:Networkstrategy;Corporatestrategy;Business(competitive)strategy;Operationalstrategy企业战略可分为四个层次，分别是：网络关系战略；公司层战略；事业部(竞争)战略和职能战略。.FourphasesinstrategicmanagementmodelStrategicanalysis;Strategicformulationandselection;StrategicImplementation;StrategicControl战略管理包括了战略分析，战略形成与选择，战略实施与战略控制四个组成部分。5.Describethecharacteristicsofaneffectivemissionstatement.Themajorcharacteristicsofaneffectivemissionstatementareadeclarationofattitude,acustomerorientationandadeclarationofsocialpolicy一个有效的企业使命陈述应该表明态度，以顾客为导向并说明企业的社会责任观念。6.Describewhyamissionstatementissoimportantinthestrategic-managementprocess.Aclearmissionstatementisessentialforeffectivelyestablishingobjectivesandformulatingstrategies.Itrevealswhatanorganizationwantstobeandwhomitwantstoserve.Abusinessmissionisthefoundationforpriorities,strategies,plansandworkassignments.Itisthestartingpointforthedesignofmanagerialjobsandforthedesignofmanagerialstructures.一个清晰的企业使命陈述是企业有效建立目标和形成战略的基础。使命揭示了企业外来发展方向以及其服务对象。企业使命是企业管理中确定优先权、战略、计划以及工作分配的基础，也是管理职位和组织结构设计的出发点。Chapter3-4Porter,sFive-ForcesModelAccordingtoMichaelPorter,fivecompetitiveforcescreatevitalopportunitiesandthreatstoorganizations:(1)newentrants,(2)substituteproductsorservices,(3)bargainingpowerofsuppliers,(4)bargainingpowerofbuyers,and(5)rivalryamongexistingfirms根据波特的五种力量模型，行业内的五种力量会给企业带来关键的机会或威胁。这五种力量包括新进入者，替代产品，供应商的议价力量，顾客的议价力量，以及最重要的来自竞争对手的竞争。Identifyimportantdiffe