企业战略管理_第5章

Copyright2007PrenticeHallCh5-1Chapter5StrategiesinActionStrategicManagement:Concepts&Cases11thEditionFredDavidCopyright2007PrenticeHallCh5-2ChapterOutlineLong-TermObjectivesTypesofStrategiesIntegrationStrategiesCopyright2007PrenticeHallCh5-3ChapterOutline(cont’d)IntensiveStrategiesDiversificationStrategiesDefensiveStrategiesCopyright2007PrenticeHallCh5-4ChapterOutline(cont’d)MichaelPorter’sGenericStrategiesMeansforAchievingStrategiesFirstMoverAdvantagesCopyright2007PrenticeHallCh5-5ChapterOutline(cont’d)OutsourcingStrategicManagementinNonprofit&GovernmentalOrganizationsStrategicManagementinSmallFirmsCopyright2007PrenticeHallCh5-6Strategiesfortakingthehillwon’tnecessarilyholdit.–AmarBhideStrategiesinActionTheearlybirdmaygettheworm,butthesecondmousegetsthecheese.–UnknownCopyright2007PrenticeHallCh5-7StrategiesinAction--Questforhigherrevenues--QuestforhigherprofitsCompaniesEmbraceStrategicPlanningCopyright2007PrenticeHallCh5-8ResultsexpectedfrompursuingcertainstrategiesStrategiesrepresentactionstoaccomplishlong-termobjectivesLong-TermObjectivesCopyright2007PrenticeHallCh5-9Long-TermObjectivesObjectives--QuantifiableMeasurableRealisticUnderstandableChallengingCopyright2007PrenticeHallCh5-10Long-TermObjectivesObjectives--HierarchicalObtainableCongruentTime-lineCopyright2007PrenticeHallCh5-11Long-TermObjectivesStrategistsShouldAvoid--ManagingbyExtrapolationManagingbyCrisisManagingbySubjectivesManagingbyHopeCopyright2007PrenticeHallCh5-12VaryingPerformanceMeasuresbyOrganizationalLevelCopyright2007PrenticeHallCh5-13Financialvs.StrategicObjectivesFinancialObjectivesGrowthinrevenuesGrowthinearningsHigherdividendsHigherprofitmarginsHigherearningspershareImprovedcashflowCopyright2007PrenticeHallCh5-14Financialvs.StrategicObjectivesStrategicObjectivesLargermarketshareQuickeron-timedeliverythanrivalsQuickerdesign-to-markettimesthanrivalsLowercoststhanrivalsHigherproductqualitythanrivalsWidergeographiccoveragethanrivalsCopyright2007PrenticeHallCh5-15Financialvs.StrategicObjectivesTrade-OffMaximizeshort-termfinancialobjectives–harmlong-termstrategicobjectivesPursueincreasedmarketshareattheexpenseofshort-termprofitabilityTradeoffsrelatedtoriskofactions;concernforbusinessethics;needtopreservenaturalenvironment;socialresponsibilityissuesCopyright2007PrenticeHallCh5-16NotManagingbyObjectivesManagingbyextrapolationManagingbycrisisManagingbysubjectivesManagingbyhopeCopyright2007PrenticeHallCh5-17TheBalancedScorecardRobertKaplan&DavidNorton--Strategyevaluation&controltechniqueBalancefinancialmeasureswithnon-financialmeasuresBalanceshareholderobjectiveswithcustomer&operationalobjectivesCopyright2007PrenticeHallCh5-18TypesofStrategiesOperationalLevelFunctionalLevelDivisionLevelCorpLevelALargeCompanyCopyright2007PrenticeHallCh5-19TypesofStrategiesOperationalLevelFunctionalLevelCompanyLevelASmallCompanyCopyright2007PrenticeHallCh5-20TypesofStrategiesVerticalIntegrationStrategiesForwardIntegrationBackwardIntegrationHorizontalIntegrationCopyright2007PrenticeHallCh5-21VerticalIntegrationStrategiesGainControlOver--DistributorsSuppliersCompetitorsCopyright2007PrenticeHallCh5-22ForwardIntegrationStrategiesGainControlOver--DistributorsRetailersCopyright2007PrenticeHallCh5-23ForwardIntegrationStrategiesGuidelines--Currentdistributors–expensiveorunreliableAvailabilityofqualitydistributors–limitedFirmcompetinginindustryexpectedtogrowmarkedlyFirmhasbothcapital&HRtomanagenewbusinessofdistributionCurrentdistributorshavehighprofitmarginsCopyright2007PrenticeHallCh5-24BackwardIntegrationStrategiesOwnershiporControl--Firm’ssuppliersCopyright2007PrenticeHallCh5-25BackwardIntegrationStrategiesGuidelines--Currentsuppliers–expensiveorunreliable#ofsuppliersissmall;#ofcompetitorsislargeHighgrowthinindustrysectorFirmhasbothcapital&HRtomanagenewbusinessStablepricesareimportantCurrentsuppliershavehighprofitmarginsCopyright2007PrenticeHallCh5-26HorizontalIntegrationStrategiesOwnershiporControl--Firm’scompetitorsCopyright2007PrenticeHallCh5-27HorizontalIntegrationStrategiesGuidelines--Gainmonopolisticcharacteristicsw/ofederalgovernmentchallengeCompetesingrowingindustryIncreasedeconomiesofscale–majorcompetitiveadvantagesFalteringduetolackofmanagerialexpertiseorneedforparticularresourceCopyright2007PrenticeHallCh5-28TypesofStrategiesIntensiveStrategiesMarketPenetrationMarketDevelopmentProductDevelopmentCopyright2007PrenticeHallCh5-29IntensiveStrategiesIntensiveEfforts--ImprovecompetitivepositionwithexistingproductsCopyright2007PrenticeHallCh5-30MarketPenetrationStrategiesIncreasedMarketShare--Presentproducts/servicesPresentmarketsGreatermarketingeffortsCopyright2007PrenticeHallCh5-31MarketPenetrationStrategiesGuidelines--CurrentmarketsnotsaturatedUsagerateofpresentcustomerscanbeincreasedsignificantlySharesofcompetitorsdeclining;industrysalesincreasingIncreasedeconomiesofscaleprovidemajorcompetitiveadvantageCopyright2007PrenticeHallCh5-32MarketDevelopmentStrategiesNewMarkets--Presentproducts/serv