其他类型的组织战略管理

©PrenticeHall,20028-1StrategicManagementinActionStrategicManagementinOtherOrganizationTypes©PrenticeHall,20028-2LearningObjectives1.Differentiatebetweenasmallbusinessandanentrepreneurialventure.2.Explainwhysmallbusinessesandentrepreneurialventuresareimportant.3.Describehowthestrategicmanagementprocessisusedinsmallbusinessesandentrepreneurialventures.4.Discussthespecialstrategicissuesfacingsmallbusinessesandentrepreneurialventures.(continuedonnextslide)©PrenticeHall,20028-3LearningObjectives5.Definenot-for-profitorganizationandpublic-sectororganization.6.Describethevarioustypesofnot-for-profitorganizations.7.Describehowthestrategicmanagementprocessisusedinnot-for-profitandpublic-sectororganizations.8.Discussthespecialstrategicissuesfacingnot-for-profitandpublic-sectororganizations.9.Describetheuniquestrategiesdevelopedbynot-for-profitorganizations.©PrenticeHall,20028-4SMALLBUSINESSESANDENTREPRENEURIALVENTURESTable8-1CharacteristicsofSmallBusinessversusEntrepreneurialVentureSmallBusinessEntrepreneurialVenture••••••••Independentlyowned,operated,andfinancedFewerthan100employeesDoesn’temphasizeneworinnovativepracticesLittleimpactonindustryInnovativestrategicpracticesStrategicgoalsareprofitabilityandgrowthSeeksoutnewopportunitiesWillingnesstotakerisks©PrenticeHall,20028-5WhyAreTheseTypesofOrganizationsImportant?WheretheNewJobsAreFigure8-1NumberofJobsCreated*6.05.04.03.02.01.0OrganizationSize1–45–1920–99100–499employeesemployeesemployeesemployees5,8102,2741,4172,326*Inthousandsfrom1992–1996.©PrenticeHall,20028-6TheStrategicManagementProcessinSmallBusinesses&EntrepreneurialVenturesStrategicManagementProcess•••••ValueofstrategicplanningTheoverallapproachtothestrategicplanningprocessExternalandinternalenvironmentalanalysisStrategychoicesStrategyevaluationandcontrol©PrenticeHall,20028-7StrategyEvaluationandControlStrategicManagementProcessforSmallBusinessesandEntrepreneurialVenturesFigure8-2MissionStatementSituationAnalysis•InternalSsandWs•ExternalOsandTs•CompetitiveAdvantage(s)StrategyFormulation•Functional•Competitive}BusinessPlan•Broad,OverallStrategyImplementation•Resources•Capabilities•Budgets•Structure•CultureStrategyEvaluation•PerformanceMeasures•CompaniontoGoals•ComparisontoCompetitors©PrenticeHall,20028-8SpecificStrategicIssuesFacingSmallBusinesses&EntrepreneurialVenturesSpecificStrategicIssues•••Global-internationalopportunitiesandchallengesHumanresourcesmanagementissuesInnovationandflexibilityconsiderations©PrenticeHall,20028-9NOT-FOR-PROFITANDPUBLIC-SECTORORGANIZATIONSWhatAreNot-for-profitOrganizationsandWhatArePublic-SectorOrganizations?••Not-for-Profit(NFP)AnorganizationthatprovidessomeserviceorgoodwithnointentionofearningaprofitPublicSectorAnNFPcreated,funded,andregulatedbythepublicsectororgovernment©PrenticeHall,20028-10WhatAreNot-for-ProfitOrganizationsandWhatArePublic-SectorOrganizations?Not-for-ProfitOrganizationCharitableReligiousSocialServicePublicSectorAssociationsHealthServiceCulturalCause-RelatedFoundationsEducationalTypesofNot-for-ProfitOrganizationsFigure8-4©PrenticeHall,20028-11WhatAreNot-for-ProfitOrganizationsandWhatArePublic-SectorOrganizations?Public-SectorOrganizationGovernmentalUnitsPoliceProtectionPavedRoadsandOtherTransportationNeedsRecreationFacilitiesCareandHelpforNeedyandDisabledCitizensLawsandRegulationstoProtectandEnhanceLife©PrenticeHall,20028-12WhatAreNot-for-ProfitOrganizationsandWhatArePublic-SectorOrganizations?EconomicContributionsofNot-for-ProfitandPublic-SectorOrganizationsFigure8-5Employment(1999Figures)Number(inthousands)PercentofTotalEmploymentGrossDomesticProduct(1997Figures)AmountPercentofTotalGDPPublicSectorNot-for-Profits20,16115.7%10,2006.9%$1.02Trillion12.7%$621.4Billion6.2%©PrenticeHall,20028-13TheStrategicManagementProcessinNot-for-Profit&Public-SectorOrganizationsTheStrategicManagementProcessInvolves•••ExternalandinternalenvironmentalanalysisStrategychoicesStrategyevaluationandcontrol©PrenticeHall,20028-14SpecificStrategicIssuesFacingNot-for-Profit&Public-SectorOrganizationsSpecificStrategicIssues•••MisperceptionabouttheusefulnessofstrategicmanagementMultiplestakeholdersUniquestrategiesdevelopedbyNFPorganizations©PrenticeHall,20028-15UniqueStrategiesDevelopedbyNFPOrganizationsCause-RelatedMarketing•••••FundsagoodcauseBenefitsNFPsthroughpublicexposureandcorporatedonationsEnhancestheimageofthesupportingcompanyDesignedforthestrategicadvantageofthesponsoringcorporationBenefitsNFPsfromthemarketinglink©PrenticeHall,20028-16UniqueStrategiesDevelopedbyNFPOrganizationsTypesofNFPMarketingAlliancesFigure8-6NFPOrganizationTransaction-BasedPromotionsJointIssuePromotionsLicensing©PrenticeHall,20028-17UniqueStrategiesDevelopedbyNFPOrganizationsStrategicPiggybacking••SpecialOlympicsorganizationsellingclothingSymphonysellingcookbookstosupplementrevenue©PrenticeHall,20028-18ChapterEightQuestions