企业管理概论(ppt 44页)(英文).ppt

1、1,Strategic Management and Strategic Competitiveness,Michael A. Hitt R. Duane Ireland Robert E. Hoskisson,Chapter 1,2,Strategy Implementation,Chapter 13 Strategic Entrepreneurship,Chapter 11 Organizational Structure and Controls,Chapter 10 Corporate Governance,Chapter 12 Strategic Leadership,Strateg

2、y Formulation,Strategic Competitiveness Above-Average Returns,Strategic Intent Strategic Mission,Chapter 2 The External Environment,Chapter 3 The Internal Environment,The Strategic Management Process,Feedback,Strategic Inputs,Strategic Actions,Strategic Outcomes,Chapter 6 Corporate- Level Strategy,C

3、hapter 9 Cooperative Strategy,Chapter 5 Competitive Rivalry and Competitive Dynamics,Chapter 8 International Strategy,Chapter 4 Business-Level Strategy,Chapter 7 Acquisition and Restructuring Strategies,3,Important Definitions,Strategic Management Process 策略管理程序,The full set of commitments, decision

4、s, and actions required for a firm to achieve strategic competitiveness and earn above-average returns,4,Important Definitions,Strategic Competitiveness 策略性競爭力,Achieved when a firm successfully formulates and implements a value-creating strategy,Occurs when a firm develops a strategy that competitor

5、s are not simultaneously implementing Provides benefits which current and potential competitors are unable to duplicate,Above-Average Returns平均以上報酬,5,Important Definitions,Risk風險,An investors uncertainty about the economic gains or losses that will result from a particular investment,Returns that ar

6、e equal to those an investor expects to earn from other investments with a similar amount of risk,Average Returns平均報酬,6,Fundamental nature of competition is changing,Competitive Landscape競爭情勢,Hypercompetitive environments超競爭環境,Dynamics of strategic maneuvering among global and innovative combatants,

7、Price-quality positioning, new know-how, first mover,Protect or invade established product or geographic markets,7,Fundamental nature of competition is changing,Hypercompetitive environments,Competitive Landscape,Emergence of global economy 全球經濟的出現,Goods, services, people, skills, and ideas move fre

8、ely across geographic borders.,Spread of economic innovations around the world.,Political and cultural adjustments are required.,8,Fundamental nature of competition is changing,Hypercompetitive environments,Competitive Landscape,Emergence of global economy,Rapid technological change 快速科技變遷,Increasin

9、g rate of technological change and diffusion,The information age,Increasing knowledge intensity,9,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,10,Strategic Flexibility策略彈性,A set of capabilities used to respond to various demands and opportunities existing in a dynamic and uncertain

10、competitive environment It involves coping with uncertainty and the accompanying risks,11,Strategic Flexibility,Strategic Flexibility,Strategic Flexibility,Strategic flexibility,12,1.Strategy dictated by the external environments of the firm (what opportunities exist in these environments?) 2.Firm d

11、evelops internal skills required by external environment (what can the firm do about the opportunities?),1. External Environments,Industry Environment,Competitor Environment,I/O Model of Above-Average Returns,13,Four Assumptions of the I/O Model,1.The external environment is assumed to possess press

12、ures and constraints that determine the strategies that would result in above-average returns 2.Most firms competing within a particular or within a certain segment of it are assumed to control similar strategically relevant resources and to pursue similar strategies in light of those resources,14,F

13、our Assumptions of the I/O Model,3.Resources used to implement strategies are highly mobile across firms 4.Organizational decision makers are assumed to be rational and committed to acting in the firms best interests, as shown by their profit-maximizing behaviors,15,Industrial Organization Model,I/O

14、 Model of Above-Average Returns,1.Study the external environment, especially the industry environment economies of scale barriers to market entry diversification product differentiation degree of concentration of firms in the industry,16,I/O Model of Above-Average Returns,2.Locate an attractive indu

15、stry with a high potential for above-average returns,Attractive industry: one whose structural characteristics suggest above-average returns,Industrial Organization Model,17,I/O Model of Above-Average Returns,3.Identify the strategy called for by the attractive industry to earn above-average returns

16、,Strategy formulation: selection of a strategy linked with above-average returns in a particular industry,Industrial Organization Model,18,I/O Model of Above-Average Returns,4.Develop or acquire assets and skills needed to implement the strategy,Assets and skills: those assets and skills required to

17、 implement a chosen strategy,Industrial Organization Model,19,I/O Model of Above-Average Returns,5. Use the firms strengths (its developed or acquired assets and skills) to implement the strategy,Strategy implementation: select strategic actions linked with effective implementation of the chosen str

18、ategy,Industrial Organization Model,20,I/O Model of Above-Average Returns,Industrial Organization Model,Superior returns: earning of above-average returns,21,1.Strategy dictated by unique resources and capabilities of the firm (what can the firm do best?) 2.Find an environment in which to exploit th

19、ese assets (where are the best opportunities?),Resource-based Model of Above Average Returns,1. Firms Resources,22,1.Identify the firms resources- strengths and weaknesses compared with competitors,Resources: inputs into a firms production process,Resource-based Model of Above Average Returns,Resour

20、ce-based Model,23,2.Determine the firms capabilities-what it can do better than its competitors,Capability: capacity of an integrated set of resources to integratively perform a task or activity,Resource-based Model of Above Average Returns,Resource-based Model,24,Four Attributes of Resources and Ca

21、pabilities (Competitive Advantage),the firm is organized appropriately to obtain the full benefits of the resources in order to realize a competitive advantage,Valuable,allow the firm to exploit opportunities or neutralize threats in its external environment,Rare,possessed by few, if any, current an

22、d potential competitors,Costly to imitate,when other firms cannot obtain them or must obtain them at a much higher cost,Nonsubstitutable,Resources and Capabilities,25,Core Competencies,Resources and capabilities that meet these four criteria become a source of:,Valuable,Rare,Costly to imitate,Nonsub

23、stitutable,Core Competencies 核心能力,Resources and Capabilities,26,Core Competencies are the basis for a firms,Competitive advantage 競爭優勢,Strategic competitiveness 策略性競爭力,Ability to earn above-average returns 獲取平均以上報酬的能力,Core Competencies,27,3.Determine the potential of the firms resources and capabili

24、ties in terms of a competitive advantage,Competitive advantage: ability of a firm to outperform its rivals,Resource-based Model of Above Average Returns,Resource-based Model,28,4.Locate an attractive industry,An attractive industry: an industry with opportunities that can be exploited by the firms r

25、esources and capabilities,Resource-based Model of Above Average Returns,Resource-based Model,29,5.Select a strategy that best allows the firm to utilize its resources and capabilities relative to opportunities in the external environment,Strategy formulation and implementation: strategic actions tak

26、en to earn above average returns,Resource-based Model of Above Average Returns,Resource-based Model,30,Resource-based Model of Above Average Returns,Resource-based Model,Superior returns: earning of above-average returns,31,Strategic Intent & Mission,Strategic Intent 策略性企圖,Winning competitive battle

27、s through deciding how to leverage internal resources, capabilities, and core competencies,Strategic Mission 策略性宗旨,An application of strategic intent in terms of products to be offered and markets to be served,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,32,Groups who are affected by a firms performance and who have

28、 claims on its wealth,The firm must maintain performance at an adequate level in order to retain the participation of key stakeholders,The Firm and Its Stakeholders,Stakeholders 利益關係人,33,Capital Market Stakeholders 資本市場利益關係人,The Firm and Its Stakeholders,Shareholders Major suppliers of capital Banks

29、 Private lenders Venture capitalists,Stakeholders,34,Capital Market Stakeholders,Product Market Stakeholders 產品市場利益關係人,The Firm and Its Stakeholders,Primary customers Suppliers Host communities Unions,Stakeholders,35,Capital Market Stakeholders,Product Market Stakeholders,Organizational Stakeholders 組織利益關係人,The Firm and Its Stakeholders,Employees Managers Nonma