戰(zhàn)略管理希特第四版ch01課件

Chapter1StrategicManagementandStrategicCompetitivenessMichaelA.HittR.DuaneIrelandRobertE.Hoskisson?2000South-WesternCollegePublishing.SustainedCompetitiveAdvantageAbove-AverageReturnsReturnsinexcessofwhataninvestorexpectstoearnfromotherinvestmentswithsimilarriskOccurswhenafirmdevelopsastrategythatcompetitorsarenotsimultaneouslyimplementingProvidesbenefitswhichcurrentandpotentialcompetitorsareunabletoduplicateStrategicCompetitivenessAchievedwhenafirmsuccessfullyformulatesandimplementsavalue-creatingstrategy.whicharerequiredforfirmstoachieve:Above-AverageReturnsStrategicCompetitivenessSustainedCompetitiveAdvantageTheStrategicManagementProcessInvolvesthefullsetof:ActionsCommitmentsDecisions.TheStrategicManagementProcessChapter3InternalEnvironmentChapter2ExternalEnvironmentStrategicIntentStrategicMissionStrategyFormulationStrategyImplementationChapter4Business-LevelStrategyChapter5CompetitiveDynamicsChapter6Corporate-LevelStrategyChapter8InternationalStrategyChapter9CooperativeStrategiesChapter7Acquisitions&RestructuringChapter10CorporateGovernanceChapter11Structure&ControlChapter12StrategicLeadershipChapter13Entrepreneurship&InnovationStrategicInputsFeedbackStrategicOutcomesStrategicActionsStrategicCompetitivenessAboveAverageReturns.ChapterOne:KeyThemesIndustrialOrganizationModelResource-BasedModelChallengeofStrategicManagementChangingCompetitiveLandscapeTwoModelsofSuperiorProfitabilityKeyStakeholderGroups.Competitivesuccessistransient...unlesscareistakentopreservecompetitivepositionOnly16ofthe100largestU.S.companiesatthestartofthe20thcenturyarestillidentifiabletoday!Inarecentyear,44,367businessesfiledforbankruptcyandmanymoreU.S.businessesfailedChallengeofStrategicManagement.BestStocksoftheDecadeChallengeofStrategicManagementThegoalsofachievingstrategiccompetitivenessandearningabove-averagereturnsarechallengingTheperformanceofsomecompaniesmorethanmeetsstrategicmanagement'schallenge.RapidtechnologicalchangesRapidtechnologydiffusionsDramaticchangesininformationandcommunicationtechnologiesIncreasingimportanceofknowledgeFundamentalnatureofcompetitionischangingThepaceofchangeisrelentless....andincreasingTraditionalindustryboundariesareblurring,suchas...ComputersTelecommunications21stCenturyCompetitiveLandscape.TheglobaleconomyischangingPeople,goods,servicesandideasmovefreelyacrossgeographicboundariesNewopportunitiesemergeinmultipleglobalmarketsMarketsandindustriesbecomemoreinternationalizedTraditionalsourcesofcompetitiveadvantagenolongerguaranteesuccessNewkeystosuccessinclude:FlexibilityInnovationSpeedIntegration21stCenturyCompetitiveLandscape.CountryCompetitivenessRankingsAcountry’scompetitivenessisachievedthroughtheaccumulationofindividualfirms’strategiccompetitivenessintheglobaleconomyAchievingimprovedcompetitivenessallowsacountry'scitizenstohaveahigherstandardofliving21stCenturyCompetitiveLandscape.AlternativeModelsofSuperiorReturnsResource-Based

ModelIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkillsStrategyImplementationSuperiorReturnsResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustryStrategyImplementationSuperiorReturns.I/OModelofSuperiorReturnsTheIndustrialOrganizationmodelsuggeststhatabove-averagereturnsforanyfirmarelargelydeterminedbycharacteristicsoutsidethefirm.Thismodellargelyfocusesonindustrystructureorattractivenessoftheexternalenvironmentratherthaninternalcharacteristicsofthefirm..Actionrequired:ExternalEnvironmentGeneralEnvironmentIndustryEnvironmentCompetitiveEnvironmentStudytheexternalenvironment,especiallytheindustryenvironment.I/OModelofSuperiorReturns.ExternalEnvironmentGeneralEnvironmentIndustryEnvironmentCompetitiveEnvironmentAnAttractiveIndustryAnindustrywhosestructuralcharacteristicssuggestabove-averagereturnsarepossibleActionrequired:Locateanindustrywithhighpotentialforabove-averagereturns.I/OModelofSuperiorReturns.ExternalEnvironmentGeneralEnvironmentIndustryEnvironmentCompetitiveEnvironmentAttractiveIndustryAnindustrywhosestructuralcharacteristicssuggestabove-averagereturnsarepossibleActionrequired:Identifystrategycalledforbytheindustrytoearnabove-averagereturns.Selectionofastrategylinkedwithabove-averagereturnsinaparticularindustryStrategyFormulationI/OModelofSuperiorReturns.ExternalEnvironmentGeneralEnvironmentIndustryEnvironmentCompetitiveEnvironmentAttractiveIndustryAnindustrywhosestructuralcharacteristicssuggestabove-averagereturnsarepossibleStrategyFormulationSelectionofastrategylinkedwithabove-averagereturnsinaparticularindustryActionrequired:Developoracquireassetsandskillsneededtoimplementthestrategy.AssetsandSkillsAssetsandskillsrequiredtoimplementachosenstrategyI/OModelofSuperiorReturns.ExternalEnvironmentGeneralEnvironmentIndustryEnvironmentCompetitiveEnvironmentAttractiveIndustryAnindustrywhosestructuralcharacteristicssuggestabove-averagereturnsarepossibleStrategyFormulationSelectionofastrategylinkedwithabove-averagereturnsinaparticularindustryAssetsandSkillsAssetsandskillsrequiredtoimplementachosenstrategyActionrequired:Usethefirm’sstrengths(itsassetsorskills)toimplementthestrategy.StrategyImplementationSelectionofstrategicactionslinkedwitheffectiveimplementationofthechosenstrategyI/OModelofSuperiorReturns.ExternalEnvironmentGeneralEnvironmentIndustryEnvironmentCompetitiveEnvironmentAttractiveIndustryAnindustrywhosestructuralcharacteristicssuggestabove-averagereturnsarepossibleStrategyFormulationSelectionofastrategylinkedwithabove-averagereturnsinaparticularindustryAssetsandSkillsAssetsandskillsrequiredtoimplementachosenstrategyActionrequired:StrategyImplementationSelectionofstrategicactionslinkedwitheffectiveimplementationofthechosenstrategySuperiorReturnsEarningofabove-averagereturnsMaintainselectedstrategyinordertooutperformindustryrivals.I/OModelofSuperiorReturns.TheResource-Basedmodelsuggeststhatabove-averagereturnsforanyfirmarelargelydeterminedbycharacteristicsinsidethefirm.Thismodelfocusesondevelopingorobtainingvaluableresourcesandcapabilitieswhicharedifficultorimpossibleforrivalstoimitate.Resource-BasedModelofSuperiorReturns.ResourcesInputstoafirm’sproductionprocess.Actionrequired:Identifyfirmresources.Studystrengthsandweak-nessesrelativetorivals.Resource-BasedModelofSuperiorReturns.ResourcesInputstoafirm’sproductionprocess.Actionrequired:Determinewhatfirmcapabilitiesallowittodobetterthanrivals.CapabilityCapacityforanintegratedsetofresourcestoperformataskoractivity.Resource-BasedModelofSuperiorReturns.ResourcesInputstoafirm’sproductionprocess.CapabilityCapacityforanintegratedsetofresourcestointegrativelyperformataskoractivity.CompetitiveAdvantageAbilityofafirmtooutperformitsrivalsActionrequired:Determinehowfirm’sresourcesandcapabilitiesmaycreatecompetitiveadvantage.Resource-BasedModelofSuperiorReturns.ResourcesInputstoafirm’sproductionprocess.CapabilityCapacityforanintegratedsetofresourcestointegrativelyperformataskoractivity.CompetitiveAdvantageAbilityofafirmtooutperformitsrivalsAnAttractiveIndustryLocationofanindustrywithopportunitiesthatcanbeexploitedbythefirm’sresourcesandcapabilitiesActionrequired:Locateanattractiveindustry.Resource-BasedModelofSuperiorReturns.ResourcesInputstoafirm’sproductionprocess.CapabilityCapacityforanintegratedsetofresourcestointegrativelyperformataskoractivity.CompetitiveAdvantageAbilityofafirmtooutperformitsrivalsAnAttractiveIndustryLocationofanindustrywithopportunitiesthatcanbeexploitedbythefirm’sresourcesandcapabilitiesActionrequired:Selectstrategythatbestexploitsresourcesandcapabilitiesrelativetoopportunitiesinenvirons.StrategyFormulationandImplementationStrategicactionstakentoearnabove-averagereturnsResource-BasedModelofSuperiorReturns.ResourcesInputstoafirm’sproductionprocess.CapabilityCapacityforanintegratedsetofresourcestointegrativelyperformataskoractivity.CompetitiveAdvantageAbilityofafirmtooutperformitsrivalsAnAttractiveIndustryLocationofanindustrywithopportunitiesthatcanbeexploitedbythefirm’sresourcesandcapabilitiesActionrequired:Maintainselectedstrategyinordertooutperformindustryrivals.StrategyFormulationandImplementationStrategicactionstakentoearnabove-averagereturnsSuperiorReturnsEarningofabove-averagereturnsResource-BasedModelofSuperiorReturns.NonsubstitutablethefirmmustbeorganizedappropriatelytoobtainthefullbenefitsoftheresourcesinordertorealizeacompetitiveadvantageValuableallowthefirmtoexploitopportunitiesorneutralizethreatsinitsexternalenvironmentRarepossessedbyfew,ifany,currentandpotentialcompetitorsCostlytoImitatewhenotherfirmseithercannotobtainthemormustobtainthematamuchhighercostResourcesandcapabilitiesleadtoCompetitiveAdvantage

whentheyare:.CoreCompetenciesWhenthesefourcriteriaaremet,ResourcesandCapabilitiesbecome:CoreCompetenciesareresourcesandcapabilitiesthatcanserveasasourceofCompetitiveAdvantage.TheResource-BasedmodelarguesthatCoreCompetenciesarethebasisforafirm’sCompetitiveAdvantage,StrategicCompetitivenessandAbilitytoEarnAbove-averageReturns..Winningcompetitivebattlesthroughdecidinghowtoleverageinternalresources,capabilities,andcorecompetencies.StrategicIntentAnapplicationofstrategicintentintermsofproductstobeofferedandmarketstobeserved.StrategicMission.Themosteffectivestrategistsprovideavision(strategicintent)toeffectivelyelicitthehelpofothersincreatingafirm'scompetitiveadvantage.StrategicIntent.Stakeholders:Groupswhoareaffectedbyafirm’sp