01戴维战略管理理论与案例——获取竞争优势的方法第

TheNatureofStrategicManagementChapterOneChapterObjectives1.Describethestrategic-managementprocess.2.Explaintheneedforintegratinganalysisandintuitioninstrategicmanagement.3.Defineandgiveexamplesofkeytermsinstrategicmanagement.4.Discussthenatureofstrategyformulation,implementation,andevaluationactivities.1-2Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallChapterObjectives(cont.)5.Describethebenefitsofgoodstrategicmanagement.6.DiscusstherelevanceofSunTzu’sTheArtofWartostrategicmanagement.7.Discusshowafirmmayachievesustainedcompetitiveadvantage.Copyright©2013PearsonEducation,Inc.publishingasPrenticeHall1-3DefiningStrategicManagementStrategicmanagementtheartandscienceofformulating,implementing,andevaluatingcross-functionaldecisionsthatenableanorganizationtoachieveitsobjectives1-4Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallDefiningStrategicManagementStrategicmanagementisusedsynonymouslywiththetermstrategicplanning.Sometimesthetermstrategicmanagementisusedtorefertostrategyformulation,implementation,andevaluation,withstrategicplanningreferringonlytostrategyformulation.1-5Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallDefiningStrategicManagementAstrategicplanisacompany’sgameplan.Astrategicplanresultsfromtoughmanagerialchoicesamongnumerousgoodalternatives,anditsignalscommitmenttospecificmarkets,policies,procedures,andoperations.1-6Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallStagesofStrategicManagementStrategyformulationStrategyimplementationStrategyevaluation1-7Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallStagesofStrategicManagementStrategyformulationincludesdevelopingavisionandmission,identifyinganorganization’sexternalopportunitiesandthreats,determininginternalstrengthsandweaknesses,establishinglong-termobjectives,generatingalternativestrategies,andchoosingparticularstrategiestopursue1-8Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallStrategyFormulationDecidingwhatnewbusinessestoenter,Whatbusinessestoabandon,Howtoallocateresources,Whethertoexpandoperationsordiversify,Whethertoenterinternationalmarkets,Whethertomergeorformajointventure,Howtoavoidahostiletakeover.1-9Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallStagesofStrategicManagementStrategyimplementationrequiresafirmtoestablishannualobjectives,devisepolicies,motivateemployees,andallocateresourcessothatformulatedstrategiescanbeexecutedoftencalledtheactionstage1-10Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallStagesofStrategicManagementStrategyevaluationreviewingexternalandinternalfactorsthatarethebasesforcurrentstrategies,measuringperformance,andtakingcorrectiveactions1-11Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallStagesofStrategicManagementStrategyformulation,implementation,andevaluationactivitiesoccuratthreehierarchicallevelsinalargeorganization:corporate,divisionalorstrategicbusinessunit,andfunctionalStrategicmanagementhelpsafirmfunctionasacompetitiveteam1-12Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallIntegratingIntuitionandAnalysisMostorganizationscanbenefitfromstrategicmanagement,whichisbaseduponintegratingintuitionandanalysisindecisionmakingIntuitionisparticularlyusefulformakingdecisionsinsituationsofgreatuncertaintyorlittleprecedent1-13Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallAdaptingtoChangeThesecond-largestbookstorechainintheUnitedStates,BordersGroup,declaredbankruptcyin2011asthefirmhadnotadaptedwelltochangesinbookretailingfromtraditionalbookstoreshoppingtocustomersbuyingonline,preferringdigitalbookstohardcopiesBorderswasonthebrinkoffinancialcollapsebeforebeingacquiredinJuly2011byDirectBrandsCopyright©2013PearsonEducation,Inc.publishingasPrenticeHall1-14KeyTermsinStrategicManagementCompetitiveadvantageanythingthatafirmdoesespeciallywellcomparedtorivalfirmsStrategiststheindividualswhoaremostresponsibleforthesuccessorfailureofanorganization1-15Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallKeyTermsinStrategicManagementVisionstatementanswersthequestion“Whatdowewanttobecome?”oftenconsideredthefirststepinstrategicplanning1-16Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallKeyTermsinStrategicManagementMissionstatementsenduringstatementsofpurposethatdistinguishonebusinessfromothersimilarfirmsidentifiesthescopeofafirm’soperationsinproductandmarkettermsaddressesthebasicquestionthatfacesallstrategists:“Whatisourbusiness?”1-17Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallKeyTermsinStrategicManagementExternalopportunitiesandexternalthreatsrefertoeconomic,social,cultural,demographic,environmental,political,legal,governmental,technological,andcompetitivetrendsandeventsthatcouldsignificantlybenefitorharmanorganizationinthefuture1-18Copyright©2013PearsonEducation,Inc.publishingasPrenticeHallSomeOpportunitiesandThreatsComputerhackerproblemsareincreasing.Intensepricecompetitionisplaguingmostfirms.Unemploymentandunderemploymentratesremainhigh.I