01戴維戰(zhàn)略管理理論與案例-獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的方法第

1、The Nature ofStrategic ManagementChapter OneChapter ObjectivesDescribe the strategic-management process.Explain the need for integrating analysis and intuition in strategic management.Define and give examples of key terms in strategic management.Discuss the nature of strategy formulation, implementa

2、tion, and evaluation activities.1-2Copyright 2013 Pearson Education, Inc. publishing as Prentice HallChapter Objectives (cont.)Describe the benefits of good strategic management.Discuss the relevance of Sun Tzus The Art of War to strategic management.Discuss how a firm may achieve sustained competit

3、ive advantage.Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall1-3Defining Strategic ManagementStrategic management the art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve its objectives1-4Copyright 2013 Pear

4、son Education, Inc. publishing as Prentice HallDefining Strategic ManagementStrategic management is used synonymously with the term strategic planning.Sometimes the term strategic management is used to refer to strategy formulation, implementation, and evaluation, with strategic planning referring o

5、nly to strategy formulation.1-5Copyright 2013 Pearson Education, Inc. publishing as Prentice HallDefining Strategic ManagementA strategic plan is a companys game plan.A strategic plan results from tough managerial choices among numerous good alternatives, and it signals commitment to specific market

6、s, policies, procedures, and operations.1-6Copyright 2013 Pearson Education, Inc. publishing as Prentice HallStages of Strategic ManagementStrategy formulationStrategy implementationStrategy evaluation 1-7Copyright 2013 Pearson Education, Inc. publishing as Prentice HallStages of Strategic Managemen

7、tStrategy formulation includes developing a vision and mission, identifying an organizations external opportunities and threats, determining internal strengths and weaknesses, establishing long-term objectives, generating alternative strategies, and choosing particular strategies to pursue1-8Copyrig

8、ht 2013 Pearson Education, Inc. publishing as Prentice HallStrategy FormulationDeciding what new businesses to enter, What businesses to abandon, How to allocate resources, Whether to expand operations or diversify, Whether to enter international markets, Whether to merge or form a joint venture,How

9、 to avoid a hostile takeover.1-9Copyright 2013 Pearson Education, Inc. publishing as Prentice HallStages of Strategic ManagementStrategy implementation requires a firm to establish annual objectives, devise policies, motivate employees, and allocate resources so that formulated strategies can be exe

10、cutedoften called the action stage1-10Copyright 2013 Pearson Education, Inc. publishing as Prentice HallStages of Strategic ManagementStrategy evaluationreviewing external and internal factors that are the bases for current strategies, measuring performance, and taking corrective actions1-11Copyrigh

11、t 2013 Pearson Education, Inc. publishing as Prentice HallStages of Strategic ManagementStrategy formulation, implementation, and evaluation activities occur at three hierarchical levels in a large organization: corporate, divisional or strategic business unit, and functionalStrategic management hel

12、ps a firm function as a competitive team1-12Copyright 2013 Pearson Education, Inc. publishing as Prentice HallIntegrating Intuition and AnalysisMost organizations can benefit from strategic management, which is based upon integrating intuition and analysis in decision makingIntuition is particularly

13、 useful for making decisions in situations of great uncertainty or little precedent1-13Copyright 2013 Pearson Education, Inc. publishing as Prentice HallAdapting to ChangeThe second-largest bookstore chain in the United States, Borders Group, declared bankruptcy in 2011 as the firm had not adapted w

14、ell to changes in book retailing from traditional bookstore shopping to customers buying online, preferring digital books to hard copiesBorders was on the brink of financial collapse before being acquired in July 2011 by Direct BrandsCopyright 2013 Pearson Education, Inc. publishing as Prentice Hall

15、1-14Key Terms in Strategic ManagementCompetitive advantage anything that a firm does especially well compared to rival firmsStrategists the individuals who are most responsible for the success or failure of an organization1-15Copyright 2013 Pearson Education, Inc. publishing as Prentice HallKey Term

16、s in Strategic ManagementVision statement answers the question “What do we want to become?”often considered the first step in strategic planning1-16Copyright 2013 Pearson Education, Inc. publishing as Prentice HallKey Terms in Strategic ManagementMission statements enduring statements of purpose tha

17、t distinguish one business from other similar firmsidentifies the scope of a firms operations in product and market terms addresses the basic question that faces all strategists: “What is our business?”1-17Copyright 2013 Pearson Education, Inc. publishing as Prentice HallKey Terms in Strategic Manag

18、ementExternal opportunities and external threats refer to economic, social, cultural, demographic, environmental, political, legal, governmental, technological, and competitive trends and events that could significantly benefit or harm an organization in the future1-18Copyright 2013 Pearson Educatio

19、n, Inc. publishing as Prentice HallSome Opportunities and ThreatsComputer hacker problems are increasing.Intense price competition is plaguing most firms.Unemployment and underemployment rates remain high.Interest rates are rising.Product life cycles are becoming shorter.State and local governments

20、are financially weak.1-19Copyright 2013 Pearson Education, Inc. publishing as Prentice HallKey Terms in Strategic ManagementInternal strengths and internal weaknesses an organizations controllable activities that are performed especially well or poorlydetermined relative to competitors1-20Copyright

21、2013 Pearson Education, Inc. publishing as Prentice HallKey Terms in Strategic ManagementObjectives specific results that an organization seeks to achieve in pursuing its basic missionlong-term means more than one yearshould be challenging, measurable, consistent, reasonable, and clear1-21Copyright

22、2013 Pearson Education, Inc. publishing as Prentice HallKey Terms in Strategic ManagementStrategies the means by which long-term objectives will be achievedmay include geographic expansion, diversification, acquisition, product development, market penetration, retrenchment, divestiture, liquidation,

23、 and joint ventures1-22Copyright 2013 Pearson Education, Inc. publishing as Prentice HallKey Terms in Strategic ManagementAnnual objectives short-term milestones that organizations must achieve to reach long-term objectives should be measurable, quantitative, challenging, realistic, consistent, and

24、prioritizedshould be established at the corporate, divisional, and functional levels in a large organization1-23Copyright 2013 Pearson Education, Inc. publishing as Prentice HallSample Strategies in Action in 20111-24Copyright 2013 Pearson Education, Inc. publishing as Prentice HallKey Terms in Stra

25、tegic ManagementPoliciesthe means by which annual objectives will be achievedinclude guidelines, rules, and procedures established to support efforts to achieve stated objectivesguides to decision making and address repetitive or recurring situations1-25Copyright 2013 Pearson Education, Inc. publish

26、ing as Prentice HallThe Strategic-Management ModelWhere are we now?Where do we want to go?How are we going to get there?1-26Copyright 2013 Pearson Education, Inc. publishing as Prentice HallA Comprehensive Strategic-Management Model1-27Copyright 2013 Pearson Education, Inc. publishing as Prentice Ha

27、llBenefits of Strategic ManagementHistorically, the principal benefit of strategic management has been to help organizations formulate better strategies through the use of a more systematic, logical, and rational approach to strategic choice1-28Copyright 2013 Pearson Education, Inc. publishing as Pr

28、entice HallBenefits of Strategic ManagementCommunication is a key to successful strategic managementThrough dialogue and participation, managers and employees become committed to supporting the organizationCopyright 2013 Pearson Education, Inc. publishing as Prentice Hall1-29Benefits to a Firm That

29、Does Strategic Planning1-30Copyright 2013 Pearson Education, Inc. publishing as Prentice HallFinancial BenefitsBusinesses using strategic-management concepts show significant improvement in sales, profitability, and productivity compared to firms without systematic planning activitiesHigh-performing

30、 firms seem to make more informed decisions with good anticipation of both short- and long-term consequences1-31Copyright 2013 Pearson Education, Inc. publishing as Prentice HallNonfinancial BenefitsIt allows for identification, prioritization, and exploitation of opportunities.It provides an object

31、ive view of management problems.It represents a framework for improved coordination and control of activities.It minimizes the effects of adverse conditions and changes.1-32Copyright 2013 Pearson Education, Inc. publishing as Prentice HallNonfinancial BenefitsIt allows major decisions to better supp

32、ort established objectives.It allows more effective allocation of time and resources to identified opportunities.It allows fewer resources and less time to be devoted to correcting erroneous or ad hoc decisions.It creates a framework for internal communication among personnel.1-33Copyright 2013 Pear

33、son Education, Inc. publishing as Prentice HallWhy Some Firms Do No Strategic PlanningLack of knowledge in strategic planningPoor reward structuresFirefightingWaste of timeToo expensiveLazinessContent with success1-34Copyright 2013 Pearson Education, Inc. publishing as Prentice HallWhy Some Firms Do

34、 No Strategic PlanningFear of failureOverconfidencePrior bad experienceSelf-interestFear of the unknownHonest difference of opinionSuspicion 1-35Copyright 2013 Pearson Education, Inc. publishing as Prentice HallPitfalls in Strategic PlanningUsing strategic planning to gain control over decisions and

35、 resourcesDoing strategic planning only to satisfy accreditation or regulatory requirementsToo hastily moving from mission development to strategy formulationFailing to communicate the plan to employees, who continue working in the darkTop managers making many intuitive decisions that conflict with

36、the formal plan1-36Copyright 2013 Pearson Education, Inc. publishing as Prentice HallPitfalls in Strategic PlanningTop managers not actively supporting the strategic-planning processFailing to use plans as a standard for measuring performanceDelegating planning to a “planner” rather than involving all managersFailing to involve key employees in all phases of planningFailing to create a collaborative climate supportive of change1-37Copyright 2013 Pearson Education, Inc. publishing as Prentice HallGuidelines for Effective Strategic Managem