戰(zhàn)略管理和戰(zhàn)略競爭性

StrategicManagementandStrategicCompetitivenessMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter11?2003SouthwesternPublishingCompanyStrategyImplementationChapter13StrategicEntrepreneurshipChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter6Corporate-LevelStrategyChapter9CooperativeStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategies2ImportantDefinitionsStrategicManagementProcess戰(zhàn)略管理程序Thefullsetofcommitments,decisions,andactionsrequiredforafirmtoachievestrategiccompetitivenessandearnabove-averagereturns3ImportantDefinitionsStrategicCompetitiveness戰(zhàn)略性競爭力Achievedwhenafirmsuccessfullyformulatesandimplementsavalue-creatingstrategyOccurswhenafirmdevelopsastrategythatcompetitorsarenotsimultaneouslyimplementingProvidesbenefitswhichcurrentandpotentialcompetitorsareunabletoduplicateAbove-AverageReturns平均以上報酬4ImportantDefinitionsRisk風險Aninvestor’suncertaintyabouttheeconomicgainsorlossesthatwillresultfromaparticularinvestmentReturnsthatareequaltothoseaninvestorexpectstoearnfromotherinvestmentswithasimilaramountofriskAverageReturns平均報酬5FundamentalnatureofcompetitionischangingCompetitiveLandscape競爭情勢Hypercompetitiveenvironments超競爭環(huán)境DynamicsofstrategicmaneuveringamongglobalandinnovativecombatantsPrice-qualitypositioning,newknow-how,firstmoverProtectorinvadeestablishedproductorgeographicmarkets6FundamentalnatureofcompetitionischangingHypercompetitiveenvironmentsCompetitiveLandscapeEmergenceofglobaleconomy全球經(jīng)濟的出現(xiàn)Goods,services,people,skills,andideasmovefreelyacrossgeographicborders.Spreadofeconomicinnovationsaroundtheworld.Politicalandculturaladjustmentsarerequired.7FundamentalnatureofcompetitionischangingHypercompetitiveenvironmentsCompetitiveLandscapeEmergenceofglobaleconomyRapidtechnologicalchange快速科技變遷IncreasingrateoftechnologicalchangeanddiffusionTheinformationageIncreasingknowledgeintensity8超競爭Hypercompetition產(chǎn)品生命週期短平衡是短期現(xiàn)象對手的行動會使本人喪失優(yōu)勢很難有耐久的競爭優(yōu)勢9StrategicFlexibility戰(zhàn)略彈性AsetofcapabilitiesusedtorespondtovariousdemandsandopportunitiesexistinginadynamicanduncertaincompetitiveenvironmentItinvolvescopingwithuncertaintyandtheaccompanyingrisks10StrategicFlexibilityStrategicFlexibilityStrategicFlexibilityStrategicflexibilityStrategicReorientation戰(zhàn)略性引導CapacitytoLearn學習才干OrganizationalSlack緩衝資源111. Strategydictatedbytheexternalenvironmentsofthefirm(whatopportunitiesexistintheseenvironments?)2. Firmdevelopsinternalskillsrequiredbyexternalenvironment(whatcanthefirmdoabouttheopportunities?)GeneralEnvironmentGlobalTechnologicalEconomicSocioculturalPolitical/LegalDemographic1.ExternalEnvironmentsIndustryEnvironmentCompetitorEnvironmentI/OModelofAbove-AverageReturns12FourAssumptionsoftheI/OModel1. Theexternalenvironmentisassumedtopossesspressuresandconstraintsthatdeterminethestrategiesthatwouldresultinabove-averagereturns2. Mostfirmscompetingwithinaparticularorwithinacertainsegmentofitareassumedtocontrolsimilarstrategicallyrelevantresourcesandtopursuesimilarstrategiesinlightofthoseresources13FourAssumptionsoftheI/OModel3. Resourcesusedtoimplementstrategiesarehighlymobileacrossfirms4. Organizationaldecisionmakersareassumedtoberationalandcommittedtoactinginthefirm’sbestinterests,asshownbytheirprofit-maximizingbehaviors14IndustrialOrganizationModelI/OModelofAbove-AverageReturns1. Studytheexternalenvironment,especiallytheindustryenvironmenteconomiesofscalebarrierstomarketentrydiversificationproductdifferentiationdegreeofconcentrationoffirmsintheindustryTheExternalEnvironment15I/OModelofAbove-AverageReturns2. Locateanattractiveindustrywithahighpotentialforabove-averagereturnsAttractiveindustry:onewhosestructuralcharacteristicssuggestabove-averagereturnsIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustry16I/OModelofAbove-AverageReturns3. Identifythestrategycalledforbytheattractiveindustrytoearnabove-averagereturnsStrategyformulation:selectionofastrategylinkedwithabove-averagereturnsinaparticularindustryIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulation17I/OModelofAbove-AverageReturns4. DeveloporacquireassetsandskillsneededtoimplementthestrategyAssetsandskills:thoseassetsandskillsrequiredtoimplementachosenstrategyIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkills18I/OModelofAbove-AverageReturns5.Usethefirm’sstrengths(itsdevelopedoracquiredassetsandskills)toimplementthestrategyStrategyimplementation:selectstrategicactionslinkedwitheffectiveimplementationofthechosenstrategyIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkillsStrategyImplementation19I/OModelofAbove-AverageReturnsIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkillsStrategyImplementationSuperiorReturnsSuperiorreturns:earningofabove-averagereturns201. Strategydictatedbyuniqueresourcesandcapabilitiesofthefirm(whatcanthefirmdobest?)2. Findanenvironmentinwhichtoexploittheseassets(wherearethebestopportunities?)Resource-basedModelofAboveAverageReturns1.Firm’sResourcesTheFirm211. Identifythefirm’sresources--strengthsandweaknessescomparedwithcompetitorsResources:inputsintoafirm’sproductionprocessResource-basedModelofAboveAverageReturnsResource-basedModelResources222. Determinethefirm’scapabilities--whatitcandobetterthanitscompetitorsCapability:capacityofanintegratedsetofresourcestointegrativelyperformataskoractivityResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapability23FourAttributesofResourcesandCapabilities(CompetitiveAdvantage)thefirmisorganizedappropriatelytoobtainthefullbenefitsoftheresourcesinordertorealizeacompetitiveadvantageValuableallowthefirmtoexploitopportunitiesorneutralizethreatsinitsexternalenvironmentRarepossessedbyfew,ifany,currentandpotentialcompetitorsCostlytoimitatewhenotherfirmscannotobtainthemormustobtainthematamuchhighercostNonsubstitutableResourcesandCapabilities24CoreCompetenciesResourcesandcapabilitiesthatmeetthesefourcriteriabecomeasourceof:ValuableRareCostlytoimitateNonsubstitutableCoreCompetencies中心才干ResourcesandCapabilities25CoreCompetenciesarethebasisforafirm’sCompetitiveadvantage競爭優(yōu)勢Strategiccompetitiveness戰(zhàn)略性競爭力Abilitytoearnabove-averagereturns獲取平均以上報酬的才干CoreCompetencies263. Determinethepotentialofthefirm’sresourcesandcapabilitiesintermsofacompetitiveadvantageCompetitiveadvantage:abilityofafirmtooutperformitsrivalsResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantage274. LocateanattractiveindustryAnattractiveindustry:anindustrywithopportunitiesthatcanbeexploitedbythefirm’sresourcesandcapabilitiesResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustry285. SelectastrategythatbestallowsthefirmtoutilizeitsresourcesandcapabilitiesrelativetoopportunitiesintheexternalenvironmentStrategyformulationandimplementation:strategicactionstakentoearnaboveaveragereturnsResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustryStrategyForm/Impl29Resource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustryStrategyForm/ImplSuperiorReturnsSuperiorreturns:earningofabove-averagereturns30StrategicIntent&MissionStrategicIntent戰(zhàn)略性企圖Winningcompetitivebattlesthroughdecidinghowtoleverageinternalresources,capabilities,andcorecompetenciesStrategicMission戰(zhàn)略性目的Anapplicationofstrategicintentintermsofproductstobeofferedandmarketstobeserved奇異公司企圖成為市場的領(lǐng)者選擇繼續(xù)經(jīng)營與欲退出的市場31Groupswhoareaffectedbyafirm’sperformanceandwhohaveclaimsonitswealthThefirmmustmaintainperformanceatanadequatelevelinordertoretaintheparticipationofkeystakeholdersTHEFIRMTheFirmandItsStakeholdersStakeholders利益關(guān)係人32CapitalMarketStakeholders資本市場利益關(guān)係人TheFirmandItsStakeholdersShareholdersMajorsuppliersofcapitalBanksPrivatelendersVenturecapitalistsStakeholders33CapitalMarketStakeholdersProductMarketStakeholders產(chǎn)品市場利益關(guān)係人TheFirmandItsStakeholdersPrimarycustomersSuppliersHostcommunitiesUnionsStakeholders34CapitalMarketStakeholdersProductMarketS