《管理導論》研究生課件ch 4 strategy making

1、Chapter 4Planning, Strategy, and Competitive AdvantageObjectivesBusiness planning and strategyhow to identify a companys strategyStrategy making and executing processFive force model analysisSWOT analysisPlanning and StrategyPlanningIdentifying and selecting appropriate goals and courses of action f

2、or an organization5W1HStrategyA cluster of decisions about what goals to pursue, what goals to pursue, what actions to take, and how to use resources to achieve goals6-3Levels of strategyVisionfirms future business path - “where we are going” Missioncurrent business activities - “who we are and what

3、 we do”O(jiān)bjectivesStrategic ObjectivesFinancial ObjectivesDetermining the Organizations Mission and GoalsDefining the BusinessWho are our customers?What customer needs are being satisfied?How are we satisfying customer needs Establishing Major GoalsProvides the organization with a sense of directionS

4、tretches the organization to higher levels of performance.Goals must be challenging but realistic with a definite period in which they are to be achieved. The Strategy-Making, Strategy-Executing ProcessA Companys Strategy IsPartly Proactive and Partly ReactiveLevels of Strategy-Makingin a Diversifie

5、d CompanyCorporate StrategyBusiness StrategiesFunctional StrategiesOperating StrategiesTwo-Way InfluenceTwo-Way InfluenceTwo-Way InfluenceCorporate-Level ManagersBusiness-Level ManagersFunctional ManagersOperatingManagersLevels and Types of PlanningCorporate-Level StrategyA plan that indicates in wh

6、ich industries and national markets an organization intends to compete.Business-Level StrategyA plan that indicates how a division intends to compete against its rivals in an industryFunctional StrategyA plan that indicates how functional managers intend to increase the value of the organizations go

7、ods and servicesLevels of Planning at General ElectricFigure 6.26-10Formulating the Strategy Formulating Strategy The Five Forces for external environments6-13The Five-Forces Model of Industrial CompetitionHow to Analyze the Five Competitive ForcesStep 1: Identify the specific competitivepressures a

8、ssociated witheach of the five forcesStep 2: Evaluate the strength of eachcompetitive force - fierce, strong,moderate to normal, or weak? Step 3: Determine whether the collective strengthof the five competitive forces isconducive to earning attractive profitsFormulating Strategyfor internal resource

9、s and capabilitiesSWOT AnalysisA planning exercise in which managers identify: organizational strengths and weaknessesexternal opportunities and threatsPlanning and Strategy FormulationFigure 6.56-17Fig. 3.2: The Three Steps of SWOT AnalysisRole of SWOT Analysis inCrafting a Better StrategyThe most

10、important part of S W O T analysis isusing the 4 lists of strengths, weaknesses, opportunities, and threatsTo draw conclusions about a companysoverall situation andActing on the conclusions toBetter match a companys strategy to itsresource strengths and market opportunitiesCorrect the important weak

11、nessesDefend against external threatsFormulating Business-Level StrategiesLow-Cost StrategyDriving the organizations total costs down below the total costs of rivalsDifferentiationDistinguishing an organizations products from the products of competitors on dimensions such as product design, quality,

12、 or after-sales serviceFormulating Business-Level StrategiesFocused Low-CostServing only one market segment and being the lowest-cost organization serving that segmentFocused DifferentiationServing only one market segment as the most differentiated organization serving that segmentFormulating Corpor

13、ate-Level StrategiesConcentration on a Single Industry reinvesting a companys profits to strengthen its competitive position in its current industryVertical IntegrationDiversification6-23Vertical IntegrationVertical Integration expanding a companys operations either backward into an industry that pr

14、oduces inputs for its products or forward into an industry that uses, distributes, or sells its productsStages in a Vertical Value ChainFigure 6.66-25DiversificationRelated Diversification entering a new business or industry to create a competitive advantage in one or more of an organizations existi

15、ng divisions or businessesUnrelated diversification entering a new industry or buying a company in a new industry that is not related in any way to an organizations current businesses or industries6-26Four Ways of Expanding InternationallyFigure 6.76-27International Entering StrategyExporting making

16、 products at home and selling them abroadImporting selling at home products that are made abroadInternational Entering StrategyLicensing allowing a foreign organization to take charge of manufacturing and distributing a product in its country in return for a negotiated feeFranchising selling to a fo

17、reign organization the rights to use a brand name and operating know-how in return for a lump-sum payment and a share of the profitsInternational Entering StrategyStrategic alliance managers pool resources with those of a foreign companyOrganizations agree to share risk and rewardJoint venture strat

18、egic alliance among companies that agree to jointly establish and share the ownership of a new businessInternational Entering StrategyWholly Owned Foreign Subsidiary managers invest in establishing production operations in a foreign country independent of any local direct involvementIdentifying a Companys StrategyGood Strategy + Good StrategyExecution = Good ManagementCrafting and executing strategy are core management functions Nothing affects a companys ultimate success or failure more fundamentally than how well its management teamCharts the companys directionDevelop