第8章战略管理(罗宾斯管理学-第8版讲义全集,英文版)

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1、8th editionSteven P.RobbinsMary CoulterL E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.The Importance of Strategic Management Define strategic management.Explain why strategic management is important.Discuss what studies of the effectiveness of strategic

2、 management have shown.The Strategic Management Process List six steps in the strategic management process.Explain why its important to know an organizations mission.Describe what managers do when they do external and internal analyses.Explain the role of resources,capabilities,and core competencies

3、 in the internal analysis.2Copyright 2005 Prentice Hall,Inc.All rights reserved.L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.The Strategic Management Process(contd)Define strengths,weaknesses,opportunities,and threats.Discuss what happens durin

4、g strategy formulation,implementation,and evaluation.Types of Organizational Strategies Tell what strategies each level of management is typically responsible for.Describe the three major types of corporate strategies.Explain the three growth strategies.Discuss when organizations might pursue a stab

5、ility strategy.Describe two renewal strategies.3Copyright 2005 Prentice Hall,Inc.All rights reserved.L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Types of Organizational Strategies(contd)Discuss the BCG matrix and how its used.Define SBUs and b

6、usiness-level strategies.Describe the role of competitive advantage in business-level strategies.Explain Porters five forces model.Describe three generic competitive strategies.Tell what it means to be stuck in the middle.Define functional-level strategies.4Copyright 2005 Prentice Hall,Inc.All right

7、s reserved.L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Strategic Management in Todays Environment(contd)Discuss the implications of dynamic and uncertain environments on organizational strategy.Explain the rule of three and its significance to

8、 strategic management.Describe strategies applying e-business techniques.Explain what strategies organization might use to become more customer oriented.Describe innovation strategies organizations might use.5Copyright 2005 Prentice Hall,Inc.All rights reserved.Strategic Management The set of manage

9、rial decisions and actions that determines the long-run performance of an organization.6Copyright 2005 Prentice Hall,Inc.All rights reserved.Why Strategic Management Is Important1.It results in higher organizational performance.2.It requires that managers examine and adapt to business environment ch

10、anges.3.It coordinates diverse organizational units,helping them focus on organizational goals.4.It is very much involved in the managerial decision-making process.7Copyright 2005 Prentice Hall,Inc.All rights reserved.Strategic Management Process Step 1:Identifying the organizations current mission,

11、objectives,and strategiesMission:the firms reason for beingvThe scope of its products and servicesGoals:the foundation for further planningvMeasurable performance targets Step 2:Conducting an external analysisThe environmental scanning of specific and general environmentsvFocuses on identifying oppo

12、rtunities and threats8Copyright 2005 Prentice Hall,Inc.All rights reserved.Strategic Management Process(contd)Step 3:Conducting an internal analysisAssessing organizational resources,capabilities,activities,and culture:vStrengths(core competencies)create value for the customer and strengthen the com

13、petitive position of the firm.vWeaknesses(things done poorly or not at all)can place the firm at a competitive disadvantage.Steps 2 and 3 combined are called a SWOT analysis.(Strengths,Weaknesses,Opportunities,and Threats)9Copyright 2005 Prentice Hall,Inc.All rights reserved.Strategic Management Pro

14、cess(contd)Step 4:Formulating strategiesDevelop and evaluate strategic alternativesSelect appropriate strategies for all levels in the organization that provide relative advantage over competitorsMatch organizational strengths to environmental opportunitiesCorrect weaknesses and guard against threat

15、s10Copyright 2005 Prentice Hall,Inc.All rights reserved.Strategic Management Process(contd)Step 5:Implementing strategiesImplementation:effectively fitting organizational structure and activities to the environmentThe environment dictates the chosen strategy;effective strategy implementation require

16、s an organizational structure matched to its requirements.Step 6:Evaluating ResultsHow effective have strategies been?What adjustments,if any,are necessary?11Copyright 2005 Prentice Hall,Inc.All rights reserved.Organizational Strategies Corporate StrategiesTop managements overall plan for the entire

17、 organization and its strategic business units Types of Corporate StrategiesGrowth:expansion into new products and marketsStability:maintenance of the status quoRenewal:redirection of the firm into new markets12Copyright 2005 Prentice Hall,Inc.All rights reserved.Corporate-Level Strategies Growth St

18、rategySeeking to increase the organizations business by expansion into new products and markets.Types of Growth StrategiesConcentrationVertical integrationHorizontal integrationDiversification13Copyright 2005 Prentice Hall,Inc.All rights reserved.Growth Strategies ConcentrationFocusing on a primary

19、line of business and increasing the number of products offered or markets served.Vertical IntegrationBackward vertical integration:attempting to gain control of inputs(become a self-supplier).Forward vertical integration:attempting to gain control of output through control of the distribution channe

20、l and/or provide customer service activities(eliminating intermediaries).14Copyright 2005 Prentice Hall,Inc.All rights reserved.Growth Strategies(contd)Horizontal IntegrationCombining operations with another competitor in the same industry to increase competitive strengths and lower competition amon

21、g industry rivals.Related DiversificationExpanding by merging with or acquiring firms in different,but related industries that are“strategic fits”.Unrelated DiversificationGrowing by merging with or acquiring firms in unrelated industries where higher financial returns are possible.15Copyright 2005

22、Prentice Hall,Inc.All rights reserved.Growth Strategies(contd)Stability StrategyA strategy that seeks to maintain the status quo to deal with the uncertainty of a dynamic environment,when the industry is experiencing slow-or no-growth conditions,or if the owners of the firm elect not to grow for per

23、sonal reasons.16Copyright 2005 Prentice Hall,Inc.All rights reserved.Growth Strategies(contd)Renewal StrategiesDeveloping strategies to counter organization weaknesses that are leading to performance declines.vRetrenchment:focusing of eliminating non-critical weaknesses and restoring strengths to ov

24、ercome current performance problems.vTurnaround:addressing critical long-term performance problems through the use of strong cost elimination measures and large-scale organizational restructuring solutions.17Copyright 2005 Prentice Hall,Inc.All rights reserved.Corporate Portfolio Analysis BCG Matrix

25、 Developed by the Boston Consulting GroupConsiders market share and industry growth rateClassifies firms as:vCash cows:low growth rate,high market sharevStars:high growth rate,high market sharevQuestion marks:high growth rate,low market sharevDogs:low growth rate,low market share18Copyright 2005 Pre

26、ntice Hall,Inc.All rights reserved.Business-Level Strategy Business-Level StrategyA strategy that seeks to determine how an organization should compete in each of its businesses(strategic business units).vLow-cost providervDifferentiationvFocus/Niche19Copyright 2005 Prentice Hall,Inc.All rights rese

27、rved.The Role of Competitive Advantage Competitive AdvantageAn organizations distinctive competitive edge that is sourced and sustained in its core competencies.Quality as a Competitive AdvantageDifferentiates the firm from its competitors.Can create a sustainable competitive advantage.Represents th

28、e companys focus on quality management to achieve continuous improvement and meet customers demand for quality.20Copyright 2005 Prentice Hall,Inc.All rights reserved.The Role of Competitive Advantage(contd)Sustainable Competitive AdvantageContinuing over time to effectively exploit resources and dev

29、elop core competencies that enable an organization to keep its edge over its industry competitors.21Copyright 2005 Prentice Hall,Inc.All rights reserved.Five Competitive Forces Threat of New EntrantsThe ease or difficulty with which new competitors can enter an industry.Threat of SubstitutesThe exte

30、nt to which switching costs and brand loyalty affect the likelihood of customers adopting substitutes products and services.Bargaining Power of BuyersThe degree to which buyers have the market strength to hold sway over and influence competitors in an industry.22Copyright 2005 Prentice Hall,Inc.All

31、rights reserved.Five Competitive Forces Bargaining Power of SuppliersThe relative number of buyers to suppliers and threats from substitutes and new entrants affect the buyer-supplier relationship.Current RivalryIntensity among rivals increases when industry growth rates slow,demand falls,and produc

32、t prices descend.23Copyright 2005 Prentice Hall,Inc.All rights reserved.Competitive Strategies Cost Leadership StrategySeeking to attain the lowest total overall costs relative to other industry competitors.Differentiation StrategyAttempting to create a unique and distinctive product or service for

33、which customers will pay a premium.Focus StrategyUsing a cost or differentiation advantage to exploit a particular market segment rather a larger market.24Copyright 2005 Prentice Hall,Inc.All rights reserved.Strategic Management Today The Rule of ThreeThe competitive forces in an industry,if unfette

34、red,will inevitably create a situation where three companies(full-line generalists)will dominate any given marketSome firms in the same market become super niche players and while others end up as stuck-in-the-ditch dwellers.25Copyright 2005 Prentice Hall,Inc.All rights reserved.Strategies for Apply

35、ing e-Business Techniques Cost LeadershipOn-line activities:bidding,order processing,inventory control,recruitment and hiring DifferentiationInternet-based knowledge systems,on-line ordering and customer support FocusChat rooms and discussion boards,targeted web sites26Copyright 2005 Prentice Hall,I

36、nc.All rights reserved.Customer Service Strategies Giving the customers what they want.Communicating effectively with them.Providing employees with customer service training.27Copyright 2005 Prentice Hall,Inc.All rights reserved.Innovation Strategies Possible EventsRadical breakthroughs in products.

37、Application of existing technology to new uses.Strategic Decisions about InnovationBasic researchProduct developmentProcess innovation First MoverAn organization that brings a product innovation to market or use a new process innovations28Copyright 2005 Prentice Hall,Inc.All rights reserved.9、静夜四无邻，

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