战略管理（PPT33页)

1-1“Withoutastrategytheorganizationislikeashipwithoutarudder.”JoelRossandMichaelKami1-2ChapterRoadmapWhatDoWeMeanByStrategy?StrategyandtheQuestforCompetitiveAdvantageIdentifyingaCompany’sStrategyWhyaCompany’sStrategyEvolvesOverTimeACompany’sStrategyIsPartlyProactiveandPartlyReactiveStrategyandEthics:PassingtheTestofMoralScrutinyTheRelationshipBetweenaCompany’sStrategyandItsBusinessModelWhatMakesaStrategyaWinner?WhyAreCraftingandExecutingStrategyImportant?1-3ThinkingStrategically:TheThreeBigStrategicQuestions1.What’sthecompany’spresentsituation?2.Wheredoesthecompanyneedtogofromhere?Business(es)tobeinandmarketpositionstostakeoutBuyerneedsandgroupstoserveDirectiontohead3.Howshoulditgetthere?Acompany’sanswerto“howwillwegetthere?”isitsstrategy1-4WhatDoWeMeanBy“Strategy”?ConsistsofcompetitivemovesandbusinessapproachesusedbymanagerstorunthecompanyManagement’s“actionplan”toGrowthebusinessAttractandpleasecustomersCompetesuccessfullyConductoperationsAchievetargetlevelsoforganizationalperformance1-5TheHowsThatDefineaFirm'sStrategyHowtogrowthebusinessHowtopleasecustomersHowtooutcompeterivalsHowtomanageeachfunctionalpieceofthebusiness(R&D,production,marketing,HR,finance,andsoon)HowtorespondtochangingmarketconditionsHowtoachievetargetedlevelsofperformanceStrategyisHOWto...1-6Choosingthe“Hows”ofStrategyStrategicchoicesabout“how”arebasedonTrial-and-errororganizationallearningaboutwhathasworkedandwhathasnotworkedManagement’sappetitefortakingrisksManagerialanalysisandstrategicthinkingabouthowbesttoproceed,givenmarketconditionsandthecompany’scircumstancesInchoosingastrategy,managementisineffectsaying,“Amongallthemanydifferentbusinessapproachesandwaysofcompetingwecouldhavechosen,wehavedecidedtoemploythisparticularcombinationofcompetitiveandoperatingapproachesinmovingthecompanyintheintendeddirection,strengtheningitsmarketposition,andcompetitiveness,andboostingperformance.”1-7KeyElementsofaSuccessfulStrategyDevelopingasuccessfulstrategyhingesonmakingcompetitivemovesaimedatAppealingtobuyersinwaystosettheenterpriseapartfromrivalsandCarvingoutitsownmarketpositionInvolvesdevelopingadistinctive“aha”elementtoAttractcustomersandProduceacompetitiveedgeCopyingcompetitivemovesofothersuccessfulcompaniesrarelyworks!1-8KeyElements:Comcast’sStrategyRollouthigh-speedInternetorbroadbandservicetocustomersviacablemodemsPromoteanewvideo-on-demandservicetoallowdigitalsubscriberstowatchTVprogramswhenevertheywantPromoteavideo-on-demandservicesodigitalcustomerscanorderandwatchpay-per-viewmoviesPartnerwithSony,MGM,andotherstoexpandmovieofferingsUseVoIPtechnologytooffersubscribersInternet-basedphoneserviceatafractionofthecostchargedbyothersUsevideo-on-demandandCDVofferingstocombatmountingcompetitionfromsatelliteTVprovidersEmployasalesforcetoselladvertisingtobusinessesthatwereshiftingadvertisingdollarsfromsponsoringnetworkprogramstosponsoringcableprogramsSignificantlyimprovecustomerservice1-9ForDiscussion:YourOpinionFromyourperspectiveasacableorsatelliteserviceconsumer,doesComcast’sstrategy(asdescribedinIllustrationCapsule1.1)seemtobewell-matchedtoindustryandcompetitiveconditions?Doesthestrategyseemtobekeyedtoacostadvantage,differentiatingfeatures,servingtheuniqueneedsofaniche,ordevelopingresourcestrengthsandcompetitivecapabilitiesrivalscan’timitateortrump(oramixtureofthese)?WhatisthereaboutComcast’sstrategythatcanleadtosustainablecompetitiveadvantage?1-10StrategyandtheQuestforCompetitiveAdvantageTheheartandsoulofanystrategyaretheactionsandmovesinthemarketplacethatacompanymakestostrengthenitscompetitivepositionandgainacompetitiveadvantageoverrivalsAcreativedistinctivestrategythatsetsacompanyapartfromrivalsandyieldsacompetitiveadvantageisacompany’smostreliabletickettoaboveaverageprofitabilityCompetingwithacompetitiveadvantageismoreprofitablethancompetingwithnoadvantageCompetingwithacompetitivedisadvantagenearlyalwaysresultsinbelow-averageprofitability1-11APowerfulStrategyLeadstoSustainableCompetitiveAdvantageAcompanyachievessustainablecompetitiveadvantagewhenanattractivenumberorbuyerspreferitsproducts/servicesoverthoseofrivalsandwhenthebasisforthispreferencecanbemaintainedovertimeItsnicewhenastrategyproducesatemporarycompetitiveedgebutadurableedgeoverrivalsgreatlyenhancesacompany’sprospectsforwinninginthemarketplaceandrealizingabove-averageprofitsWhatseparatesapowerfulstrategyfromanordinarystrategyismanagement’sabilitytoforgeaseriesofmoves,bothinthemarketplaceandinternally,thatproducessustainablecompetitiveadvantage!1-12Four“Best”StrategicApproachestoBuildingSustainableCompetitiveAdvantageBeingtheindustry’slow-costprovider(acost-basedcompetitiveadvantage)Incorporatedifferentiatingfeatures(a“superiorproduct”typeofcompetitiveadvantagekeyedtohigherquality,betterperformance,widerselection,value-addedservices,orsomeotherattribute)Focusingonanarrowmarketniche(winningacompetitiveedgebydoingabetterjobthanrivalsofservingtheneedsandpreferencesofbuyerscomprisingtheniche)Developingexpertiseandresourcestrengthsnot