版權(quán)說明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請(qǐng)進(jìn)行舉報(bào)或認(rèn)領(lǐng)
文檔簡介
OverviewofSemester1ExternalEnvironmentandPorteronStrategyIndustryanalysis,competitiveadvantage,andlimitations.Porteronstrategicpositioning.Thevaluenet–better?TheInternalEnvironmentTheCapabilititiesApproach,TheResource-BasedViewPeteraf,Penrose,Barney,limitationsBlueOcean/RedOceanApproachMBS(BusinessEconomics)DepartmentofEconomicsCollegeofBusinessandLawTopic1TheExternalEnvironment:SWOT,PESTELandPorteronStrategyDr.CatherineKavanaghProgrammeDirectorButfirst….Whatisstrategy??
Concernedwithmeetingexistingmarketneedsaswellasexploitingopportunitiesforpotentialmarketsegments(KimandMauborgne2002,NunesandCespedes2003)Aboutmakingthebestuseofresources,andtoleveragetheseresourceseitheraloneorwithpartners(Wernerfelt1984,Barney1991,Dierickx,andCool1989,Lamming,1993,Hines,1994,Stumpetal2002,Irelandetal2002).Theultimateresponsibilityofsenior-levelmanagerswithinthefirm-ofcoursewerecognisethevitalofimportanceofarangeofstakeholdersintheprocessbothwithinthefirmandwitheternallinkagestotheenterprise(Frambachetal2003,HaxandMajluf1991,DoughertyandCorse1995).Aboutdevisingandimplementingprocessesthatwillenabletheenterprisetocompeteand,ideally,tocreatecompetitiveadvantage(Whittington2001,Hamiltonetal1998).Concernedwithdevelopingcapabilitieswithinthefirm’sOperationsthataresuperiortoothercompetitorsandwhichothercompetitorseithercannotcopy,orwillfinditextremelydifficult,tocopy(Teeceetal1997,EisenhardtandMartin2000).TheNatureofStrategy
Wherethecompanyiscurrently–intermsofmarkets,productsandothercorporategoalsWheretheorganisationwantstobe–intermsofmarkets,productsandothercorporategoals–plugginggapsbetweenplannedstrategyandactualesTheChangeProcessMISSIONFUTURESTATESTRATEGYKeyPoints
Whatisstrategy?abizarregame(Stacey,1993);aplan,amasterplan,apattern,aposition,aploy,aperspective(Mintzberg,1994;WheelenandHunger,1992);anintegrativeblueprint(Hax,1990);awayofthinkingorstateofmind(DixitandNalebuff,1991;Ohmae,1982);innovation(Baden-FullerandPitt,1996);ablackart(Hax,1990);language(GoddardandHoulder,1995);andalearningprocess(Senge,1990).
Whatisstrategy?dependence,independenceandinterdependence(BartlettandGhoshal,1987);marketcoverage(Daems,1990);intent(HamelandPrahalad,1989);developingcorecompetencies(PrahaladandHamel,1990);anticipatingchange(PetersandWaterman,1982);vision(Mintzberg,1995);respondingtoexternalopportunitiesandthreats,establishingpurposeandtheeconomicandnon-economiccontributionmadetostakeholders(Hax,1990);proconfiguringthinking(Pascale,1984);developingdistinctivecapabilitiesthataddvalue(Kay,1994);parentingadvantageandaddingvalue(GooldandCampbell,1991);
Strategyisalsoconsideredtobeabout:standardisation(DouglasandWind,1987);differentiationandcostleadership(Porter,1985);stickingtotheknitting(PetersandWaterman,1982);fitandscope(JohnsonandScholes,1997);stretchandleverage(HamelandPrahalad,1994);differentiatingmanagerialtasksandassertingvitalcontinuity(Hax,1990);exploitingleverage(Lele,1992);survival(Booth,1993);winning(EllisandWilliams,1995);globalco-ordination(PrahaladandDoz,1986);Etc.etc.etc.etcWhatisstrategy?
ALSO: TheImportanceofOperationstoBusiness&MarketNeeds:
Theroleofoperationshaseincreasinglyimportantinrecenttimes.Thisisbecausetheneedsandwantsofcustomersandclientshaveincreasedinrecenttimes.Thiswasdescribedinabookcalled,FunkyBusiness:"Letustellyouwhatallcustomerswant.Anycustomer,inanyindustry,inanymarketwantsstuffthatisbothcheaperandbetter,andtheywantityesterday"RidderstraleandNordstrom,p157
TacticalandStrategicConcernsinOperationsButnow….Let’sgobacktoaspectsofthefirm’senvironment….TheDifferentAspectsofaFirm’sEnvironmentSomeWaystoExaminetheEnvironment…SWOT:usefulforenvironmentalscanningPESTEL:alsoenvironment,butmoreusefulasalistthatfirmshouldbeawareof–itsstrengthisits’brevityPorter’snationaldiamond–focusesonhowcountriescanobtainacompetitiveadvantagePorter’s5ForcesFrameworkfocusesonindustryanalysiswhichisasubsetofthestrategicenvironmentPositioninginvolvesconsideringPorter’sgenericstrategies(wewillreturntopositioninglater)WhatisaSWOT?UsesofSWOT?SWOTisthebeginning…WhataretheelementsofaSWOT?Whatarestrengths?Weaknesses?OpportunitiesThreats?SWOTandExternalAnalysis?WhatisaPESTELAnalysis?PESTELStandsfor….PESTELStandsfor….PorterandStrategyPorteronStrategyExternalEnvironmentFiveForcesFrameworkGenericStrategiesPositioningPorter’s5ForcesFrameworkOverviewofTodayOverviewofTodayPorteronStrategyPorter’s5forcesapproach(industryattractiveness)seesindustryperformanceasafunctionofindustrystructure/conduct.BUTwithinindustriesfirmperformancevariesSowhatdeterminesrelativefirmperformance?In‘CompetitiveAdvantage’hetriedtoanswerthisquestion‘C
溫馨提示
- 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請(qǐng)下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請(qǐng)聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁內(nèi)容里面會(huì)有圖紙預(yù)覽,若沒有圖紙預(yù)覽就沒有圖紙。
- 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
- 5. 人人文庫網(wǎng)僅提供信息存儲(chǔ)空間,僅對(duì)用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理,對(duì)用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對(duì)任何下載內(nèi)容負(fù)責(zé)。
- 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容,請(qǐng)與我們聯(lián)系,我們立即糾正。
- 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時(shí)也不承擔(dān)用戶因使用這些下載資源對(duì)自己和他人造成任何形式的傷害或損失。
最新文檔
- 雜糧加工與糧食倉儲(chǔ)物流考核試卷
- 環(huán)保工程綠色施工與可持續(xù)發(fā)展考核試卷
- 銀礦尾礦庫安全管理與應(yīng)急預(yù)案編制考核試卷
- 網(wǎng)絡(luò)營銷策略與實(shí)施考核試卷
- 寶石加工過程中的安全規(guī)范與事故預(yù)防考核試卷
- 2024年度遼寧省安全員之A證(企業(yè)負(fù)責(zé)人)模擬考核試卷含答案
- 2024年度貴州省安全員之A證(企業(yè)負(fù)責(zé)人)考試題庫
- 2024年度甘肅省安全員之B證(項(xiàng)目負(fù)責(zé)人)通關(guān)考試題庫帶答案解析
- 2024年度甘肅省安全員之A證(企業(yè)負(fù)責(zé)人)題庫練習(xí)試卷A卷附答案
- 簡單的賣房協(xié)議合同書(2篇)
- 高中語文必修《采薇》說課稿講評(píng)稿
- 綠色插畫風(fēng)時(shí)事新聞播報(bào)PPT通用
- 道德與法治《健康看電視》優(yōu)秀課件
- 急性肺栓塞的急救與護(hù)理-課件
- 初中化學(xué)中考其他-如何設(shè)置標(biāo)準(zhǔn)試卷格式
- 理療試題(含答案)
- 高中語文必修上冊(cè)8.《夢(mèng)游天姥吟留別》《行路難(其一)》群文閱讀課件29張
- 管道內(nèi)部清潔度質(zhì)量控制管理規(guī)定
- 降低鍋爐除氧器蒸汽耗用
- 蘭大《生物技術(shù)制藥》命題作業(yè)
- 人教版13.4課題學(xué)習(xí)-最短路徑問題課件15張PPT
評(píng)論
0/150
提交評(píng)論