管理學(xué)羅賓斯第11版09

Definestrategic

managementandexplainwhyit’simportantExplainwhat

managersdoduringthesixstepsofthestrategicmanagementprocessDescribethe

threetypesofcorporatestrategiesDescribecompetitive

advantageandthecompetitivestrategiesorganizationsusetogetitDiscusscurrent

strategicmanagementissuesWhatIsStrategicManagement?Strategicmanagement-whatmanagersdotodeveloptheorganization’sstrategies.Strategies-theplansforhowtheorganizationwilldowhatit’sinbusinesstodo,howitwillcompetesuccessfully,andhowitwillattractandsatisfyitscustomersinordertoachieveitsgoals.Businessmodel-howacompanyisgoingtomakemoney.WhyIsStrategic

ManagementImportant?Itresultsinhigherorganizationalperformance.Itrequiresthatmanagersexamineandadapttobusinessenvironmentchanges.Itcoordinatesdiverseorganizationalunits,helpingthemfocusonorganizationalgoals.WhatistheStrategic

ManagementProcess?Strategicmanagementprocess-asix-stepprocessthatencompassesstrategicplanning,implementation,andevaluation.Exhibit9-1:Strategic

ManagementProcessStrategicManagementProcessStep1:Identifyingtheorganization’scurrent mission,goals,andstrategiesMission:astatementofthepurposeofanorganizationThescopeofitsproductsandservicesGoals:thefoundationforfurtherplanningMeasurableperformancetargetsStep2:DoinganexternalanalysisTheenvironmentalscanningofspecificandgeneralenvironmentsFocusesonidentifyingopportunitiesandthreatsExhibit9-2:Componentsofa

MissionStatementStrategicManagementProcessStep3:DoinganinternalanalysisAssessingorganizationalresources,capabilities,andactivities:Strengthscreatevalueforthecustomerandstrengthenthecompetitivepositionofthefirm.Weaknessescanplacethefirmatacompetitivedisadvantage.Analyzingfinancialandphysicalassetsisfairlyeasy,butassessingintangibleassets(employeeskills,culture,corporatereputation,etc.)isn’tassimple.Steps2and3combinedarecalledaSWOTanalysis.(Strengths,Weaknesses,Opportunities,andThreats)SWOTAnalysisSWOTanalysis-ananalysisoftheorganization’sstrengths,weaknesses,opportunities,andthreats.Resources-anorganization’sassetsthatareusedtodevelop,manufacture,anddeliveraproducttoitscustomers.Capabilities-anorganization’sskillsandabilitiesindoingtheworkactivitiesneededinitsbusiness.StrengthsandWeaknessesStrengths-anyactivitiestheorganizationdoeswelloranyuniqueresourcesthatithas.Weaknesses-activitiestheorganizationdoesnotexecutewellorneededresourcesitdoesnotpossess.Corecompetencies-theorganization’smajorvalue-creatingcapabilitiesthatdetermineitscompetitiveweapons.StrategicManagementProcessStep4:FormulatingstrategiesDevelopandevaluatestrategicalternatives.Selectappropriatestrategiesforalllevelsintheorganizationthatproviderelativeadvantageovercompetitors.Matchorganizationalstrengthstoenvironmentalopportunities.Correctweaknessesandguardagainstthreats.StrategicManagementProcessStep5:ImplementingstrategiesImplementation-effectivelyfittingorganizationalstructureandactivitiestotheenvironment.Theenvironmentdictatesthechosenstrategy;effectivestrategyimplementationrequiresanorganizationalstructurematchedtoitsrequirements.Step6:EvaluatingresultsHoweffectivehavestrategiesbeen?Whatadjustments,ifany,arenecessary?CorporateStrategiesCorporatestrategy-anorganizationalstrategythatdetermineswhatbusinessesacompanyisinorwantstobein,andwhatitwantstodowiththosebusinesses.TypesofCorporateStrategiesGrowth:expansionintonewproductsandmarkets.Stability:maintenanceofthestatusquo.Renewal:examinationoforganizationalweaknessesthatareleadingtoperformancedeclines.CorporateStrategies(cont.)Growthstrategy-acorporatestrategythat’susedwhenanorganizationwantstoexpandthenumberofmarketsservedorproductsoffered,througheitheritscurrentbusiness(es)ornewbusiness(es).CorporateStrategies(cont.)Stabilitystrategy-acorporatestrategyinwhichanorganizationcontinuestodowhatitiscurrentlydoing.Renewalstrategy-acorporatestrategydesignedtoaddressdecliningperformance.Exhibit9-3:Typesof

OrganizationalStrategiesHowAreCorporate

StrategiesManaged?StrategicBusinessUnit(SBU)-thesingleindependentbusinessesofanorganizationthatformulatetheirowncompetitivestrategies.BCGmatrix

-astrategytoolthatguidesresourceallocationdecisionsonthebasisofmarketshareandgrowthrateofSBUs.Exhibit9-4:BCGMatrixTheRoleofCompetitiveAdvantageCompetitivestrategy-anorganizationalstrategyforhowanorganizationwillcompeteinitsbusiness(es).Competitiveadvantage-whatsetsanorganizationapart;itsdistinctiveedge.WhatisaFunctionalStrategy?Functionalstrategy-thestrategiesusedbyanorganization’svariousfunctionaldepartmentstosupportthecompetitivestrategy.FiveCompetitiveForcesThreatofNewEntrantsTheeaseordifficultywithwhichnewcompetitorscanenteranindustryThreatofSubstitutesTheextenttowhichswitchingcostsandbrandloyaltyaffectthelikelihoodofcustomersadoptingsubstituteproductsandservicesBargainingPowerofBuyersThedegreetowhichbuyershavethemarketstrengthtoholdswayoverandinfluencecompetitorsinanindustryFiveCompetitiveForcesBargainingPowerofSuppliersTherelativenumberofbuyerstosuppliersandthreatsfromsubstitutesandnewentrantsaffectthebuyer-supplierrelationship.CurrentRivalryIntensityamongrivalsincreaseswhenindustrygrowthratesslow,demandfalls,andproductpricesdescend.Exhibit9-5:FiveForcesModelTheNeedforStrategicLeadershipStrategicleadership-theabilitytoanticipate,envision,maintainflexibility,thinkstrategically,andworkwithothersintheorganizationtoinitiatechangesthatwillcreateaviableandvaluablefuturefortheorganization.Exhibit9-6:EffectiveStrategicLeadershipTypesofCompetitiveStrategiesCostLeadershipStrategySeekingtoattainthelowesttotaloverallcostsrelativetootherindustrycompetitorsDifferentiationStrategyAttemptingtocreateauniqueanddistinctiveproductorserviceforwhichcustomerswillpayapremiumFocusStrategyUsingacostordifferentiationadvantagetoexploitaparticularmarketsegmentasopposedtoalargermarketTheNeedforStrategicFlexibilityStrategicflexibility-theabilitytorecognizemajorexternalchanges,toquicklycommitresources,andtorecognizewhenastrategicdecisionwasamistake.Exhibit9-7:DevelopingStrategicFlexibilityStrategiesforApplying

e-BusinessTechniquesCostLeadershipOn-lineactivities:bidding,orderprocessing,inventorycontrol,recruitmentandhiringDifferentiationInternet-basedknowledgesystems,onlineorderingandcustomersupportFocusChatroomsanddiscussionboards,targetedWebsitesCustomerServiceStrategiesGivingthecustomerswhattheywantCommunicatingeffectivelywiththemProvidingemplo