Corporate Strategies(英文版)(ppt 30页).ppt

1、Strategic Management in Action,7,Corporate Strategies,Learning Objectives,1.Define corporate strategy.,2.Explain a single-business organization and a multiple-business organization. 3.Discuss how corporate strategy is related to the other organizational strategies. 4.Define growth strategy. 5.Descri

2、be the various organizational growth strategies. 6.Explain how growth strategies can be implemented.,(continued on next slide),Learning Objectives,7.Define stability strategy.,8.Describe when stability is an appropriate strategic choice. 9.Explain how a stability strategy can be implemented. 10.Defi

3、ne renewal strategy. 11.Describe the two main types of renewal strategies. 12.Explain how renewal strategies can be implemented. 13.Discuss how corporate strategies are evaluated and changed. 14.Describe the three main portfolio analysis matrices.,BRIEF OVERVIEW OF CORPORATE STRATEGY,What Is Corpora

4、te Strategy? ,Those strategies concerned with the broad and long-term questions of what business(es) the organization is in and what it wants to do with those businesses,BRIEF OVERVIEW OF CORPORATE STRATEGY,Single and multiple-business organizations ,Single-business organization operates primarily i

5、n one industry,Multiple-business organization operates in more than one industry,Relating corporate strategy to other strategies Possible corporate strategic decisions,ORGANIZATIONAL GROWTH,Growth Strategy One that involves the attainment of specific growth objectives by increasing the level of an o

6、rganizations operations ,Typical growth objectives for businesses, Increases in sales revenues Profits Other performance measures,Growth objectives for not-for-profits, Increasing clients served or patrons attracted Broadening the geographic area Increasing programs offered,Types of Growth Strategie

7、s,Possible Growth Strategies Figure 7-2,Organizational Growth,Concentration,Vertical Integration, Backward Forward,Horizontal Integration,Diversification, Related Unrelated,International,Concentration,Concentration Strategy ,Organization concentrates on its primary line of business,and looks for way

8、s to meet its growth objectives through increasing its level of operation in this primary business.,Concentration,Concentration Options Figure 7-3,Customers,Current New,CurrentNew,Product-Market Exploitation,Product Development,Market Development,Product/Market Diversification,Product(s),Vertical In

9、tegration(Forward and Backward),Vertical Integration Strategy ,An organizations attempt to gain control of,Its inputs (backward) Its outputs (forward) Or both,Vertical Integration(Forward and Backward),Table 7-1 Major Benefits and Costs of Vertical Integration,BenefitsCosts, Reduced purchasing and s

10、elling costs, Improved coordination among functions and capabilities Protected proprietary technology,Reduced flexibility as organization is locked into product(s) and technology,Difficulties in integrating various operations Financial costs of acquiring or starting up,Horizontal Integration,Horizon

11、tal Integration Strategy Combining operations with competitors Horizontal integration is appropriate when it ,Enables the company to meet its growth objectives Can be strategically managed Satisfies legal and regulatory guidelines,Diversification,Diversification Strategy Organization expands its ope

12、rations by moving into a different industry ,Related (concentric) diversification Unrelated (concentric) diversification,Diversification,Types of Related Diversification Figure 7-4,Related Diversification,Operational Skills-Capabilities,Distribution Channels,Customer Use,Similar Technology,Product S

13、imilarities,International,International Strategy Organization can pursue international growth while pursuing other corporate growth strategies ,International growth issues,Advantages and drawbacks General approach Ways to enter a foreign market,International,Approaches to International Expansion Fig

14、ure 7-5,Global Integration of Operations,High Low,Local Market Responsiveness,Low High,Multidomestic Approach,Global Approach,Transnational Approach,International,Ways an Organization Enters a Foreign Market ,Exporting Licensing Franchising Direct investment,Implementing Growth Strategies,Mergers-Ac

15、quisitions ,Merger Acquisition Takeover Internal Development Starting a new business from scratch Strategic Partnering Joint venture Long-term contract Strategic alliance,ORGANIZATIONAL STABILITY,Stability Strategy The organization maintains its current size and current level of business operations

16、,When is stability an appropriate strategic choice? Implementing the stability strategy,ORGANIZATIONAL RENEWAL,Renewal Strategies Used to reverse organizational decline and put the organization back on a more appropriate path to successfully achieving its strategic goals ,Organizational decline,Main

17、 reason for decline is poor management,ORGANIZATIONAL RENEWAL,Possible Causes of Corporate Decline Figure 7-6,Poor Management,Uncontrollable Costs or Too High Costs,New Competitors,Unpredicted Shifts in Consumer Demand,Slow or No Response to Significant External or Internal Changes,Over expansion or

18、 Too Rapid Growth,Inadequate Financial Controls,ORGANIZATIONAL RENEWAL,Types of Renewal Strategies ,Retrenchment Turnaround Implementing the Renewal Strategies Cost Cutting Restructuring Divestment Spin-off Liquidation Reengineering Downsizing Bankruptcy,EVALUATING AND CHANGING CORPORATE STRATEGY,Ev

19、aluating Corporate Strategies ,Four main evaluation techniques,Corporate objectives Efficiency, effectiveness, and productivity measures Benchmarking Portfolio analysis,Evaluating Corporate Strategies,Types of Corporate Goals Figure 7-7,Corporate Goals,Maximized Stockholder Wealth,Increased Market S

20、hare,Strong Global Presence,Increased Productivity,Positive Reputation- Image,Strong Customer Satisfaction,High Product Quality,Increased Revenues,Increased Earnings,Evaluating Corporate Strategies,Efficiency ,Minimize use of resources in achieving objectives,Effectiveness,Ability to complete or rea

21、ch goals,Productivity Measures,How many inputs it takes to produce outputs,Benchmarking,Search for best practices contributing to performance,Portfolio Analysis,BCG Matrix Figure 7-8,Industry Growth Rate (in constant sales dollars),High (faster than the economy as a whole) Low (slower than the economy as a whole),Relative Market Share Position,High (above 1.0)Low (below 1.0) 1.0,Stars,Question Marks,Cash Cows,Dogs,Portfolio Analysis,McKinsey GE Stoplight Matrix Figure 7-9,Industry (Product-Market) Attractiveness,Business Strength-Competitive Posit