MIT－复旦IMBA战略PPT

1STRATEGICMANAGEMENTPROFESSORSCHOOLOFMANAGEMENTFUDANUNIVERSITY2002.92CLASSOVERVIEW3COURSEOVERVIEW•WETRYTOINTRODUCETHEBASICCONCEPTS,FRAMEWORKSANDMETHODOLOIESUSEFULTOMANAGERSFORMULATINGANDIMPLEMENTINGBOTHBUSINESSUNITANDCORPORATELEVELSTRATEGY.•PROBLEMSOLVINGDRIVENTHANTRADITIONALTHEORETICALDRIVEN•LECTURE,CASESTUDY,GUESTSPEAKER,TEAMPROJECTTOGETHEROVERVIEW4READINGSANDTEXTBOOK•SharonM.Oster,“ModernCompetitiveAnalysis”•MichaelA.Hitt,RDuaneIrelandandRobertE.Hoskisson“StrategicManagement”•ReadingsandCasesOVERVIEW5GRADINGTheclasswillgradedasfollows:Classparticipation30%Groupproject20%Writtenassignments20%Finalexam30%OVERVIEW6CLASSPARTICIATION•Offeringyouranalysisofthestrengthsandweaknessesofthereading’scentralargument.•Identifyingthekeyissues,problemsandopportunitiesfacingthecentralprotagonist,toarticulateandevaluatealternativeapproachestotheproblems,andtodescribethecourseofactionthatyourecommendandthereasonsforyourrecommendations.OVERVIEW7TOBEAGOODPARTICIPANT•Istheparticipantagoodlistener?•Arethepointmaderelevanttothediscuss?Aretheylinkedtothecommentsofothersthattheclassisexploringtogether?•Dothecommentsaddtoourunderstandingofthesituation?Aretheyincisive?Dotheycuttothecoretheproblem?•Isthereawillingnesstochallengetheideasthatarebeingexpressed?•Isthereawillingnesstotestnewidea,orareallcomments”safe”?•Doestheparticipantintegratematerialfrompastclassesorthereadingswhereappropriate?Sothecommentreflectcumulativelearningoverthecourse,ordoestheparticipantmerelyconsidereachcaseinisolation?OVERVIEW8STUDYGROUP&GROUPPROJECT•Eachgroup---5-6students•Groupprojectisforyoutoformulateastrategyforaparticularcompanyandadivisioninacompany.•Groupprojectshouldbearealcase•WritingreportpluspresentationOVERVIEW9CLASSONE10INTEGRATEDMARETING•Philosophymarketing•Strategymarketing•MarketingmixtureCLASSONE11THEROLESTRATEGYINSUCCESS•Goalaresimple,consistentandlongterm•Profoundunderstandingofthecompetitiveenvironment•Objectiveappraisalofresources•EffectiveimplementationCLASSONE12THEBASICHISTORYOFSTRATEGY•Originandmilitaryantecedents•Towardageneraltheoryofstrategy•Thedevelopmentofbusinessstrategy•Theroleofcompetitionandquestforcompetitiveadvantage•TheevolutionofthestrategyCLASSONE13THEHISTORYOFBUSINESSSTRATEGY•Pre-1950s---”Businesspolice”:generalmanagementandleadershipskill•1950s-1960s--budgetcontrolandlong-termdetailedplaningmethodsstressed•1960s-1970s--corporatediversification,portfolioplanning•1970s-1980s--declineofformalplanningsystem;Porteranalysisofindustriesandcompetition;searchforprofitablenichesandindustries;runfromtoughcompetition•1980s-1990s--emphasesoncultivatingorganizationalcapabilitiesratherthanjustpositioning:notionthatfirmscancreatetheirowngoodfortuneCLASSONE14THEFALLACIESOFSTRATEGICPLANNING•Thefallacyofprediction•Thefallacyofdetachment•ThefallacyofformalizationCLASSONE15SOMEKEYPOINTSFROMTHESTRATEGYHISTORY•Competitionprovidestherationaleforstrategy•competitionoccurswheneverresourcesarefiniteandcompetitors’objectivesaremutuallyinconsistent•Ourpriorityinstrategyformulationwillbelesson”playingcompetitivegames”throughanticipatingcompetitors’moveandengaginginbluffandcounterbluff,threatanddeterrence,andmuchmoreonseekinginsulationfromtheuncertaintiesofcompetitiveinteractionbyestablishingapositionofsustainableadvantageoverrivals.•Strategyisadeliberatesearchforaplanofactionthatwilldevelopabusiness’scompetitiveadvantageandcompounditCLASSONE16THEDIFFERENTCONCEPTSOFSTRATEGIES•StrategyasPlan•StrategyasPloy•StrategyasPattern•StrategyasPosition•StrategyasPerspectiveCLASSONE17THEROLEOFSTRATEGY•Strategyasasupportfordecisionmaking•Strategyasavehicleforcoordinationandcommunication•StrategyastargetCLASSONE18STRATEGIES•Cooperatestrategy•Businessstrategy•FunctionalstrategyCLASSONE19THESTRATEGYMAKINGPROCESSS•Criticismofthe“Rationalist”approach•Strategymakingas“Crafting”•StrategyintentCLASSONE20STRATEGYSPECTRUMDeliberateStrategyEmergentStrategyAnalytical“Crafting”FormalPlanningPatternofactionInflexibleflexibleincrementalchangeRadicalchangepossibleCLASSONE21QUESTIONSTODISCUSSION1.Whyaretheredifferentdefinitionsof“strategy”?Howdotheyrelatetoeachother?•2.Howhasthefieldofstrategyevolvedoverthepastseveraldecades?Howhavetheemphaseschanged?•3.WhatarethefeaturesofasuccessfulstrategyaccordingtoGrant?•4.HowdoesMintzbergviewstrategy?Whatishismajorargument?Doyouagree?•5.Howdoes“strategicintent”differfrom“strategicplanning”?•6.WhatdoHamelandPrahaladcriticizeaboutcommonapproachestostrategyinU.S.firms?CLASSONE22CLASSTWO23SOCIETALENVIRONMENT•Economicenvironment•Technologicalenvironment•Political-Legalenvironment•SocioculturalenvironmentCLASSTWO24TASKENVIRONEMENT•Marketinganalysis•Competitoranalysis•Supplieranalysis•Governmentalanalysis•Communityanalysis•InterestgroupanalysisCLASSTWO25INDUSTRYANALYSIS---COMPETITIVEANALYSISIndustryRivalryamongexistingcompetitorsSubstitutePotentialentrantSupplierpowerBuyerpowerCLASSTWO26Rivalry(Intensityofcompetition)•Intenserivalryreducesaverageprofitability•Coordinationonpricescanincreasetotalprofitswithinanindustry•Wherecoordinationyields