战略管理：建立持续竞争优势（第18版）课件 第1章 战略管理的本质

StrategicManagement:ACompetitiveAdvantageApproach,ConceptsandCasesEighteenthEditionChapter1TheNatureofStrategicManagementCopyright©2024,2020,2017PearsonEducation,Inc.LearningObjectives1.1 Describethestrategicmanagementprocess.1.2 Discussthethreestagesofactivitiesforstrategyformulation,implementation,andevaluation.1.3 Explaintheneedforintegratinganalysisandintuitioninstrategicmanagement.1.4 Defineandgiveexamplesofkeytermsinstrategicmanagement.LearningObjectives(continued)1.5 Describethebenefitsofengaginginstrategicmanagement.1.6 Explainwhysomefirmsdonotengageinstrategicplanning.1.7 Describethepitfallsindoingstrategicplanning.1.8 Discusstheconnectionbetweenbusinessandmilitarystrategies.1.9 Explainhowthiscoursecanenhanceastudent’semployability.DefiningStrategicManagement(1of3)StrategicManagementTheartandscienceofformulating,implementing,andevaluatingcross-functionaldecisionsthatenableanorganizationtoachieveitsobjectives.DefiningStrategicManagement(2of3)Strategicmanagementisusedsynonymouslywiththetermstrategicplanninginthiscourse.Sometimesthetermstrategicmanagementisusedtorefertostrategyformulation,implementation,andevaluation,withstrategicplanningreferringonlytostrategyformulation.Incontrast,long-rangeplanningtriestooptimizetrendsoftodayfortomorrow.DefiningStrategicManagement(3of3)Astrategicplanisacompany’sgameplan.Astrategicplanresultsfromtoughmanagerialchoicesamongnumerousgoodalternatives,anditsignalscommitmenttospecificmarkets,policies,procedures,andoperations.Figure1.1TheComprehensive,Integrative,StrategicManagementModelSource:

FredR.David,“HowCompaniesDefineTheirMission,”LongRangePlanning22,1(February1989):91.SeealsoAnikRatnaningsih,NadjadjiAnwar,PatdonoSuwignjo,andPutuArtamaWiguna,“BalanceScorecardofDavid’sStrategicModelingatIndustrialBusinessforNationalConstructionContractorofIndonesia,”JournalofMathematicsandTechnology4(October2010):20.SeealsoMeredithE.David,FredR.David,andForestR.David,“ClosingtheGapBetweenGraduates’SkillsandEmployers’Requirements:AFocusontheStrategicManagementCapstoneBusinessCourse,”AdministrativeSciences11,1(2021):10.TheStrategic-ManagementModelWherearewenow?Wheredowewanttogo?Howarewegoingtogetthere?StagesofStrategicManagement(1of4)Strategyformulation.Strategyimplementation.Strategyevaluation.StagesofStrategicManagement

(2of4)StrategyFormulationDevelopingavisionandmission.Identifyinganorganization’sexternalopportunitiesandthreats.Determininginternalstrengthsandweaknesses.Establishinglong-termobjectives.Generatingalternativestrategies.Choosingparticularstrategiestopursue.StrategyFormulationDecisionsWhatnewbusinessestoenter.Whatbusinessestoabandon.Whethertoexpandoperationsordiversify.Whethertoenterinternationalmarkets.Whethertomergeorformajointventure.Howtoavoidahostiletakeover.StagesofStrategicManagement(3of4)StrategyImplementationRequiresafirmtoestablishannualobjectives,devisepolicies,motivateemployees,andallocateresourcessothatformulatedstrategiescanbeexecuted.Includesdevelopingasupportiveculture,creatinganorganizationalstructure,redirectingmarketingefforts,preparingbudgets,devisingtactics,andothertasks.Oftencalledtheactionstage.StagesofStrategicManagement(4of4)StrategyEvaluationDeterminingwhichstrategiesarenotworkingwell.Threefundamentalactivities:Reviewingexternalandinternalfactorsthatarethebasesforcurrentstrategies.Measuringperformance.Takingcorrectiveactions.KeyTermsinStrategicManagement(1of6)CompetitiveAdvantageAnyactivityafirmdoesespeciallywellcomparedtoactivitiesdonebyrivalfirms,or;Anyresourceafirmpossessesthatrivalfirmsdesire.Afirmmuststrivetoachievesustainedcompetitiveadvantage.KeyTermsinStrategicManagement(2of6)StrategistsIndividualsmostresponsibleforthesuccessorfailureofanorganization.Helpanorganizationgather,analyze,andorganizeinformation.VisionandMissionStatementsAvisionstatementanswersthequestion“Whatdowewanttobecome?”Amissionstatementanswersthequestion“Whatisourbusiness?”KeyTermsinStrategicManagement(3of6)ExternalOpportunitiesandThreatsPolitical,economic,sociocultural,technological,environmental,legal,(PESTEL)andcompetitivetrendsandeventsthatcouldsignificantlybenefitorharmanorganization.InternalStrengthsandInternalWeaknessesAnorganization’scontrollableactivitiesthatareperformedespeciallywellorpoorly.Determinedrelativetocompetitors.SomeOpportunitiesandThreatsConsumers'expectationforgreenoperationsandproductsisrising8percentannuallyinWesternEurope.Internetmarketingisgrowing11percentannuallyintheUnitedStates.Commodityfoodpricesrose6percenttheprioryear.Oilandgaspricesincreased8percentinthelasttwelvemonths.Computerhackerproblemsareincreasing14percentannually.KeyTermsinStrategicManagement(4of6)Long-TermObjectivesSpecificresultsthatanorganizationseekstoachieveinpursuingitsbasicmission.Longtermmeansmorethanoneyear.Shouldbechallenging,measurable,consistent,reasonable,andclear.KeyTermsinStrategicManagement(5of6)StrategiesThemeansbywhichlong-termobjectiveswillbeachieved.Mayincludegeographicexpansion,diversification,acquisition,productdevelopment,marketpenetration,retrenchment,divestiture,liquidation,andjointventures.SWOTanalysisSWOTstandsforStrengths,Weaknesses,Opportunities,andThreats.Thistoolhelpsmanagersidentifyfourdifferentpotentialstrategies.Figure1.2TheBasicSWOTMatrixFormatKeyTermsinStrategicManagement(6of6)AnnualobjectivesShort-termmilestonesthatorganizationsmustachievetoreachlong-termobjectives.Shouldbemeasurable,quantitative,challenging,realistic,consistent,andprioritized.Shouldbeestablishedatthecorporate,divisional,andfunctionallevelsinalargeorganization.PoliciesThemeansbywhichannualobjectiveswillbeachieved.BenefitsofStrategicManagementStrategicmanagementallowsanorganizationtobemoreproactivethanreactiveinshapingitsownfuture.Itallowsanorganizationtoinitiateandinfluence(ratherthanjustrespondto)activities–andthustoexertcontroloveritsowndestiny.Figure1.3BenefitstoaFirmThatDoesStrategicPlanningFinancialBenefitsOrganizationsusingstrategic-managementconceptsshowsignificantimprovementinsales,profitability,andproductivitycomparedtofirmswithoutsystematicplanningactivities.High-performingfirmstendtodosystematicplanningtoprepareforfuturefluctuationsintheirexternalandinternalenvironments.NonfinancialBenefitsEnhancedawarenessofexternalthreats.Improvedunderstandingofcompetitors’

strategies.Increasedemployeeproductivity.Reducedresistancetochange.Clearerunderstandingofperformance-rewardrelationships.WhySomeFirmsDoNoStrategicPlanningNoformaltraininginstrategicmanagement.Nounderstandingoforappreciationforthebenefitsofplanning.Nomonetaryrewardsfordoingplanning.Nopunishmentfornotplanning.Toobusy“firefighting”(resolvinginternalcrises)toplanahead.Viewplanningasawasteoftime,sincenoproduct/serviceismade.WhySomeFirmsDoNoStrategicPlanning(continued)Laziness;effectiveplanningtakestimeandeffort;timeismoney.Contentwithcurrentsuccess;failuretorealizethatsuccesstodayisnoguaranteeforsuccesstomorrow.Overconfidence.Priorbadexperiencewithstrategicplanningdonesometime/somewhere.PitfallsinStrategicPlanningUsingstrategicplanningtogaincontroloverdecisionsandresources.Doingstrategicplanningonlytosatisfyaccreditationorregulatoryrequirements.Toohastilymovingfrommissiondevelopmenttostrategyformulation.Notcommunicatingtheplantoemployees,whocontinueworkinginthedark.Topmanagersmakingmanyintuitivedecisionsthatconflictwiththeformalplan.Topmanagersnotactivelysupportingthestrategic-planningprocess.Notusingplansasastandardformeasuringperformance.PitfallsinStrategicPlanning(continued)Delegatingplanningtoa“planner”ratherthaninvolvingallmanagers.Notinvolvingkeyemployeesinallphasesofplanning.Notcreatingacollaborativeclimatesupportiveofchange.Viewingplanningasunnecessaryorunimportant.Viewingplanningactivitiesassiloscomprisedofindependentparts.Becomingsoengrossedincurrentproblemsthatinsufficientornoplanningisdone.Beingsoformalinplanningthatflexibilityandcreativityarestifled.ComparingBusinessandMilitaryStrategyAfundamentaldifferencebetweenmilitaryandbusinessstrategyisthatbusinessstrategyisformulated,implemented,andevaluatedwithanassumptionofcompetition,

whereasmilitarystrategyisbasedonanassumptionofconflict.Bothbusinessandmilitaryorganizationsmustadapttochangeandconstantlyimprovetobesuccessful.ExcerptsfromSunTzu’sTheArtofWarWritingsStrategicplanningisamatterofvitalimportancetothestate:amatteroflifeordeath,theroadeithertosurvivalorruin.Hence,itisimperativethatitbestud