企業(yè)戰(zhàn)略管理_第1章ppt課件

1、Strategic Management Week one Lecturer Information Name: Jintao, ZhangH/P:663355): 791099091PPT Download Address:FTPIBF.BNUEP: zhang_jintaohotmailQuestion Time Any Question?Try to AskText Book InformationFred R. DavidReadings Assignment & ExamAttendance - 10%Group Assignment 40%Final Ex

2、am 50% (Open Book)Week 1Chapter OneWeek 2Chapter One & TwoWeek 3Chapter Two & Case Week 4Chapter ThreeWeek 5 Chapter Three & CaseWeek 6 Public HolidayWeek 7Chapter FourWeek 8Chapter Four & CaseWeek 9Chapter FiveWeek 10Chapter Five & CaseWeek 11 Mid-semester Review & Case AnalysisWeek 12 Chapter SixW

3、eek 13 Chapter Seven Week 14 Chapter Seven & CaseWeek 15Chapter EightWeek 16Chapter NightWeek 17Overall Case AnalysisWeek 18Subject OverviewPart OnePart TwoPart THreePart FourClass 2Week 1Chapter OneWeek 2Chapter One & TwoWeek 3Chapter Two & Case Week 4Chapter ThreeWeek 5 Chapter Three & CaseWeek 6

4、Chapter FourWeek 7Chapter Four & CaseWeek 8Chapter FiveWeek 9Chapter Five & CaseWeek 10Chapter SixWeek 11 Mid-semester Review & Case AnalysisWeek 12 Chapter SevenWeek 13 Chapter Seven & CaseWeek 14 Chapter EightWeek 15Chapter NightWeek 16Public HolidayWeek 17Overall Case AnalysisWeek 18Subject Overv

5、iewPart OnePart TwoPart THreePart FourClass 1Chapter 1 The Nature of Strategic ManagementStrategic Management: Concepts & Cases11th EditionFred DavidArt & science of formulating, implementing, and evaluating, cross-functional decisions that enable an organization to achieve its objectivesStrategic M

6、anagement DefinedStrategic ManagementIn essence, the strategic plan is a companys game planStrategic Management achieves a firms success through integrationManagementMISProduction/OperationsFinance/AccountingMarketingResearch & DevelopmentStages of Strategic Management FormulationImplementiong Evalu

7、ationVision & MissionStrategy FormulationExternal Opportunities & ThreatsInternal Strengths & WeaknessesLong-Term ObjectivesAlternative StrategiesStrategy SelectionIssues in Strategy FormulationNew business opportunitiesBusinesses to abandonAllocation of resourcesExpansion or diversificationInternat

8、ional marketsMergers or joint venturesAvoidance of hostile takeoverStrategy ImplementationAnnual ObjectivesPoliciesEmployee MotivationResource AllocationStrategy ImplementationAction Stage of Strategic Management Most difficult stageMobilization of employees & managersInterpersonal skills criticalCo

9、nsensus on goal pursuitStrategy EvaluationInternal ReviewExternal ReviewPerformance MetricsCorrective ActionsStrategy EvaluationFinal Stage of Strategic ManagementSubject to future modificationTodays success no guarantee of future successNew & different problemsComplacency leads to demisePeter Druck

10、er: - Think through the overall mission of a business. Ask the key question: “What is our Business?Prime Task of Strategic ManagementThe strategic management process attempts to organize quantitative and qualitative information under conditions of uncertaintyIntegrating Intuition and AnalysisIntuiti

11、on is based on:Past experiencesJudgmentFeelingsIntegrating Intuition and AnalysisIntuition is useful for decision making in:Conditions of great uncertaintyConditions with little precedentInvolve Management at all levelsIntuition & JudgmentInfluence all AnalysesIntegrating Intuition & AnalysisAnalyti

12、cal ThinkingIntegrating Intuition & AnalysisIntuitive ThinkingOrganizations must monitor eventsOn-going processInternal and external eventsTimely changesAdapting to Change“Anything that a firm does especially well compared to rival firmsStrategic Management is Gaining and Maintaining Competitive Adv

13、antage1. Adapting to change in external trends, internal capabilities and resourcesAchieving Sustained Competitive Advantage2. Effectively formulating, implementing & evaluating strategiesRate & magnitude of change increasing dramaticallyAdapting to ChangeE-commerceDemographicsTechnologyEffective Ad

14、aptationAdapting to ChangeRequires long-term focusWhat kind of business should we become?Are we in the right fieldsAre there new competitors?What strategies should we pursue?How are our customers changing?Adapting to Change Key Strategic Management QuestionsKey TermsVarious Job Titles:Chief Executiv

15、e Officer (CEO)Chief Strategy Officer (CSO)PresidentOwnerBoard ChairExecutive DirectorStrategists Firms success/failureVision Statement What do we want to become?Mission Statement What is our business?Key TermsLargely beyond the control of a single organizationKey Terms Opportunities and Threats (Ex

16、ternal)Opportunities & Threats (External)Key TermsAnalysis of Trends:EconomicSocialCulturalDemographic/EnvironmentalPolitical, Legal, GovernmentalTechnologicalCompetitorsProcess of conducting research and gathering and assimilating external informationKey Terms Opportunities & ThreatsEnvironmental S

17、canning (Industry Analysis)Basic Tenet of Strategic ManagementKey Terms Opportunities & ThreatsStrategy FormulationTake advantage of External OpportunitiesAvoid/minimize impact ofExternal ThreatsControllable activities performed especially well or poorlyKey Terms Strengths & Weaknesses (Internal)Str

18、engths & Weaknesses (Internal)Key TermsTypically located in functional areas of the firmManagementMarketingFinance/AccountingProduction/OperationsResearch & DevelopmentComputer Information SystemsAssessing the Internal EnvironmentKey Terms Strengths & WeaknessesInternal FactorsPerformance MetricsFin

19、ancial RatiosIndustry AveragesSurvey DataMission-driven pursuit of specified results more than one year outKey Terms Long-term ObjectivesLong-term ObjectivesKey TermsEssential for ensuring the firms successProvide directionAid in evaluationCreate synergyFocus coordinationBasis for planning, motivati

20、ng, and controllingMeans by which long-term objectives are achievedKey Terms StrategiesStrategiesKey TermsSome ExamplesGeographic expansionDiversificationAcquisitionMarket penetrationRetrenchmentLiquidationJoint ventureShort-term milestones that firms must achieve to attain long-term objectivesKey T

21、erms Annual ObjectivesMeans by which annual objectives will be achievedKey Terms PoliciesExternalAuditChapter 3InternalAuditChapter 4Long-TermObjectivesChapter 5Generate,Evaluate,SelectStrategiesChapter 6ImplementStrategies:Mgmt IssuesChapter 7ImplementStrategies:Marketing,Fin/Acct,R&D, CISChapter 8

22、Measure &EvaluatePerformanceChapter 9Vision & MissionChapter 2Comprehensive strategic management modelEnd of Week OneHome Work:Read Text book Page 34 48Preview:Chapter 1 & Chapter 2ExternalAuditChapter 3InternalAuditChapter 4Long-TermObjectivesChapter 5Generate,Evaluate,SelectStrategiesChapter 6Impl

23、ementStrategies:Mgmt IssuesChapter 7ImplementStrategies:Marketing,Fin/Acct,R&D, CISChapter 8Measure &EvaluatePerformanceChapter 9Vision & MissionChapter 2Comprehensive strategic management modelDynamic & ContinuousMore formal in larger organizationsStrategic Management ModelStrategic Management Proc

24、ess1. Identify Existing -Strategic Management ModelVisionMissionObjectivesStrategiesAudit external environmentAudit internal environmentEstablish long-term objectivesGenerate, evaluate & select strategiesImplement selected strategiesMeasure & evaluate performanceStrategic Management ModelBenefits of

25、 Strategic Management Proactive in shaping firms future Initiate and influence firms activities Formulate better strategiesSystematic, logical, rationalUnderstanding Commitment EmpowermentBenefits of Strategic Management Financial Benefits Improvement in sales Improvement in profitability Productivi

26、ty improvementBenefits of Strategic Management Non-Financial Benefits Improved understanding of competitors strategies Enhanced awareness of threats Reduced resistance to change Enhanced problem-prevention capabilitiesWhy Some Firms Do No Strategic PlanningPoor reward structuresFire-fightingWaste of

27、 timeToo expensiveLazinessContent with successWhy Some Firms Do No Strategic PlanningFear of failureOverconfidencePrior bad experienceSelf-interestFear of the unknownSuspicionPrinciples of conduct within organizations that guide decision making and behaviorBusiness Ethics & Strategic ManagementBusin

28、ess Ethics defined Prerequisite for good strategic managementBusiness Ethics & Strategic ManagementGood business ethics Provides basis on which policies can be devised to guide daily behavior and decisions in the workplaceBusiness Ethics & Strategic ManagementCode of business ethics Misleading advertisingMisleading labelingHarm to the environmentInsider tradingDumping flawed products on foreign marketsPoor product or service safetyPadding expense accountsBusiness Ethics & Strategic ManagementBusiness practices always consi