战略管理和竞争性

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1、Strategic Management and Strategic CompetitivenessMichael A.HittR.Duane IrelandRobert E.HoskissonChapter 1Chapter 112003 Southwestern Publishing CompanyStrategy ImplementationStrategy ImplementationChapter 13Chapter 13StrategicStrategicEntrepreneurshipEntrepreneurshipChapter 11Chapter 11Organization

2、alOrganizationalStructure and Structure and ControlsControlsChapter 10Chapter 10CorporateCorporateGovernanceGovernanceChapter 12Chapter 12StrategicStrategicLeadershipLeadershipStrategy FormulationStrategy FormulationStrategicStrategicCompetitivenessCompetitivenessAbove-AverageAbove-AverageReturnsRet

3、urnsStrategic IntentStrategic IntentStrategic MissionStrategic MissionChapter 2Chapter 2The ExternalThe ExternalEnvironmentEnvironmentChapter 3Chapter 3The InternalThe InternalEnvironmentEnvironmentThe Strategic Management ProcessFeedbackFeedbackStrategic InputsStrategic InputsStrategic ActionsStrat

4、egic ActionsStrategic OutcomesStrategic OutcomesChapter 6Chapter 6Corporate-Corporate-Level StrategyLevel StrategyChapter 9Chapter 9CooperativeCooperativeStrategyStrategyChapter 5Chapter 5Competitive RivalryCompetitive Rivalryand Competitiveand CompetitiveDynamics Dynamics Chapter 8Chapter 8Internat

5、ionalInternationalStrategyStrategyChapter 4Chapter 4Business-LevelBusiness-LevelStrategyStrategyChapter 7Chapter 7Acquisition andAcquisition andRestructuringRestructuringStrategiesStrategies2Important DefinitionsStrategic Management Process策略管理程序策略管理程序The full set of The full set of commitments,deci

6、sions,commitments,decisions,and actionsand actions required for a firm to achieve required for a firm to achieve strategic competitiveness and earn strategic competitiveness and earn above-average returnsabove-average returns3Important DefinitionsStrategic Competitiveness策略性競爭力策略性競爭力Achieved when a

7、firm successfully formulates Achieved when a firm successfully formulates and implements a value-creating strategyand implements a value-creating strategyOccurs when a firm develops a strategy that Occurs when a firm develops a strategy that competitors are not simultaneously competitors are not sim

8、ultaneously implementingimplementingProvides benefits which current and potential Provides benefits which current and potential competitors are unable to duplicatecompetitors are unable to duplicateAbove-Average Returns平均以上報酬平均以上報酬4Important DefinitionsRisk風險風險An investors uncertainty about the An i

9、nvestors uncertainty about the economic gains or losses that will result economic gains or losses that will result from a particular investmentfrom a particular investmentReturns that are equal to those an investor Returns that are equal to those an investor expects to earn from other investments wi

10、th expects to earn from other investments with a similar amount of riska similar amount of riskAverage Returns平均報酬平均報酬5Fundamental nature of competition is changing Competitive Landscape競爭情勢Hypercompetitive Hypercompetitive environmentsenvironments超競爭環境超競爭環境Dynamics of strategic maneuvering among gl

11、obal and innovative combatantsPrice-quality positioning,new know-how,first moverProtect or invade established product or geographic markets6Fundamental nature of competition is changing Hypercompetitive Hypercompetitive environmentsenvironmentsCompetitive LandscapeEmergence of global economy全球經濟的出現G

12、oods,services,people,skills,and ideas move freely across geographic borders.Spread of economic innovations around the world.Political and cultural adjustments are required.7Fundamental nature of competition is changing Hypercompetitive Hypercompetitive environmentsenvironmentsCompetitive LandscapeEm

13、ergence of global economyRapid technological change快速科技變遷Increasing rate of technological change and diffusionThe information ageIncreasing knowledge intensity8超競爭Hypercompetition產品生命週期短均衡是短期現象對手的行動會使自己喪失優勢很難有持久的競爭優勢9Strategic Flexibility策略彈性A set of capabilities used to respond to A set of capabili

14、ties used to respond to various demands and opportunities various demands and opportunities existing in a dynamic and uncertain existing in a dynamic and uncertain competitive environmentcompetitive environmentIt involves coping with uncertainty and the It involves coping with uncertainty and the ac

15、companying risksaccompanying risks10StrategicFlexibilityStrategicFlexibilityStrategic FlexibilityStrategicStrategicflexibilityflexibilityStrategicStrategicReorientationReorientation策略性引導策略性引導Capacity toCapacity toLearnLearn學習能力學習能力OrganizationalOrganizationalSlackSlack緩衝資源緩衝資源111.1.Strategy dictated

16、 by the Strategy dictated by the external environments of external environments of the firm the firm(what(what opportunities exist in opportunities exist in these environments?these environments?)2.2.Firm develops internal Firm develops internal skills required by skills required by external environ

17、ment external environment(what can the firm do(what can the firm do about the opportunities?)about the opportunities?)GeneralGeneralEnvironmentEnvironmentGlobalGlobalTechnologicalTechnologicalEconomicEconomicSocioculturalSocioculturalPolitical/LegalPolitical/LegalDemographicDemographic1.External Env

18、ironmentsIndustry EnvironmentCompetitor EnvironmentI/O Model of Above-Average Returns12Four Assumptions of the I/O Model1.1.The external environment is The external environment is assumed toassumed to possess pressures and constraints that possess pressures and constraints that determine the strateg

19、iesdetermine the strategies that would result that would result in above-average returnsin above-average returns2.2.Most firms competing within a particular Most firms competing within a particular or within a certain segment of it are or within a certain segment of it are assumed to control similar

20、 strategically assumed to control similar strategically relevant resources and to pursue similar relevant resources and to pursue similar strategiesstrategies in light of those resources in light of those resources13Four Assumptions of the I/O Model3.3.Resources used to implement strategies Resource

21、s used to implement strategies are are highly mobile across firmshighly mobile across firms4.4.Organizational decision makers are Organizational decision makers are assumed to be rational and committed to assumed to be rational and committed to acting in the firms best interestsacting in the firms b

22、est interests,as,as shown by their profit-maximizing shown by their profit-maximizing behaviorsbehaviors14Industrial Organization Industrial Organization ModelModelI/O Model of Above-Average Returns1.1.Study the external Study the external environment,environment,especially the especially the indust

23、ry environmentindustry environment economies of scaleeconomies of scale barriers to market entrybarriers to market entry diversificationdiversification product differentiationproduct differentiation degree of concentration of degree of concentration of firms in the industryfirms in the industryThe E

24、xternal EnvironmentThe External Environment15I/O Model of Above-Average Returns2.2.Locate an attractive industryLocate an attractive industry with a high potential for with a high potential for above-average returnsabove-average returnsAttractive industry:one whose Attractive industry:one whose stru

25、ctural characteristics structural characteristics suggest above-average returnssuggest above-average returnsIndustrial Organization Industrial Organization ModelModelThe External EnvironmentThe External EnvironmentAn Attractive IndustryAn Attractive Industry16I/O Model of Above-Average Returns3.3.Id

26、entify the strategyIdentify the strategy called called for by the attractive industry for by the attractive industry to earn above-average returnsto earn above-average returnsStrategy formulation:selection Strategy formulation:selection of a strategy linked with of a strategy linked with above-avera

27、ge returns in a above-average returns in a particular industryparticular industryIndustrial Organization Industrial Organization ModelModelThe External EnvironmentThe External EnvironmentAn Attractive IndustryAn Attractive IndustryStrategy FormulationStrategy Formulation17I/O Model of Above-Average

28、Returns4.4.Develop or acquire assets and Develop or acquire assets and skills neededskills needed to implement to implement the strategythe strategyAssets and skills:those assets Assets and skills:those assets and skills required to and skills required to implement a chosen strategyimplement a chose

29、n strategyIndustrial Organization Industrial Organization ModelModelThe External EnvironmentThe External EnvironmentAn Attractive IndustryAn Attractive IndustryStrategy FormulationStrategy FormulationAssets and SkillsAssets and Skills18I/O Model of Above-Average Returns5.Use the firms strengths(its

30、5.Use the firms strengths(its developed or acquired assets developed or acquired assets and skills)to and skills)to implement the implement the strategystrategyStrategy implementation:select Strategy implementation:select strategic actions linked with strategic actions linked with effective implemen

31、tation of the effective implementation of the chosen strategychosen strategyIndustrial Organization Industrial Organization ModelModelThe External EnvironmentThe External EnvironmentAn Attractive IndustryAn Attractive IndustryStrategy FormulationStrategy FormulationAssets and SkillsAssets and Skills

32、Strategy ImplementationStrategy Implementation19I/O Model of Above-Average ReturnsIndustrial Organization ModelThe External EnvironmentThe External EnvironmentAn Attractive IndustryAn Attractive IndustryStrategy FormulationStrategy FormulationAssets and SkillsAssets and SkillsStrategy Implementation

33、Strategy ImplementationSuperior ReturnsSuperior ReturnsSuperior returns:earning of above-average returns201.1.Strategy dictated by Strategy dictated by unique resources and unique resources and capabilities of the firm capabilities of the firm(what can the firm do(what can the firm do best?best?)2.2

34、.Find an environment in Find an environment in which to exploit these which to exploit these assets(where are the best assets(where are the best opportunities?)opportunities?)Resource-based Model of Above Average Returns1.Firms Resources1.Firms Resources211.1.Identify the firms resources-Identify th

35、e firms resources-strengths and weaknessesstrengths and weaknesses compared with competitorscompared with competitorsResources:inputs into a firms Resources:inputs into a firms production processproduction processResource-based Model of Above Average ReturnsResource-based Resource-based ModelModelRe

36、sourcesResources222.2.Determine the firms Determine the firms capabilitiescapabilities-what it can do-what it can do better than its competitorsbetter than its competitorsCapability:capacity of an Capability:capacity of an integrated set of resources to integrated set of resources to integratively p

37、erform a task or integratively perform a task or activityactivityResource-based Model of Above Average ReturnsResource-based Resource-based ModelModelResourcesResourcesCapabilityCapability23Four Attributes of Resources and Capabilities(Competitive Advantage)the firm is organized appropriately to the

38、 firm is organized appropriately to obtain the full benefits of the resources in obtain the full benefits of the resources in order to realize a competitive advantage order to realize a competitive advantage ValuableValuableallow the firm to exploit opportunities or allow the firm to exploit opportu

39、nities or neutralize threats in its external neutralize threats in its external environmentenvironmentRareRarepossessed by few,if any,current and possessed by few,if any,current and potential competitorspotential competitorsCostly to imitateCostly to imitatewhen other firms cannot obtain them or whe

40、n other firms cannot obtain them or must obtain them at a much higher costmust obtain them at a much higher costNonsubstitutableNonsubstitutableResources and CapabilitiesResources and Capabilities24Core CompetenciesResources and capabilities that meet these four criteria become a source of:ValuableV

41、aluableRareRareCostly to imitateCostly to imitateNonsubstitutableNonsubstitutableCore Competencies核心能力核心能力Resources and CapabilitiesResources and Capabilities25Core Competencies are the basis for a firmsCompetitive Competitive advantage advantage 競爭優勢競爭優勢競爭優勢競爭優勢Strategic Strategic competitiveness c

42、ompetitiveness 策略性競爭力策略性競爭力策略性競爭力策略性競爭力Ability to earn Ability to earn above-average above-average returns returns 獲取平均以獲取平均以獲取平均以獲取平均以上報酬的能力上報酬的能力上報酬的能力上報酬的能力Core Competencies263.3.Determine the potential of the Determine the potential of the firms resources and firms resources and capabilitiescapa

43、bilities in terms of a in terms of a competitive advantagecompetitive advantageCompetitive advantage:ability Competitive advantage:ability of a firm to outperform its of a firm to outperform its rivalsrivalsResource-based Model of Above Average ReturnsResource-based Resource-based ModelModelResource

44、sResourcesCapabilityCapabilityCompetitive AdvantageCompetitive Advantage274.4.Locate an attractive industryLocate an attractive industryAn attractive industry:an An attractive industry:an industry with opportunities that industry with opportunities that can be exploited by the firms can be exploited

45、 by the firms resources and capabilitiesresources and capabilitiesResource-based Model of Above Average ReturnsResource-based Resource-based ModelModelResourcesResourcesCapabilityCapabilityCompetitive AdvantageCompetitive AdvantageAn Attractive IndustryAn Attractive Industry285.5.Select a strategySe

46、lect a strategy that best that best allows the firm to utilize its allows the firm to utilize its resources and capabilities resources and capabilities relative to opportunities in relative to opportunities in the external environmentthe external environmentStrategy formulation and Strategy formulat

47、ion and implementation:strategic implementation:strategic actions taken to earn above actions taken to earn above average returnsaverage returnsResource-based Model of Above Average ReturnsResource-based Resource-based ModelModelResourcesResourcesCapabilityCapabilityCompetitive AdvantageCompetitive

48、AdvantageAn Attractive IndustryAn Attractive IndustryStrategy Form/ImplStrategy Form/Impl29Resource-based Model of Above Average ReturnsResource-based Resource-based ModelModelResourcesResourcesCapabilityCapabilityCompetitive AdvantageCompetitive AdvantageAn Attractive IndustryAn Attractive Industry

49、Strategy Form/ImplStrategy Form/ImplSuperior ReturnsSuperior ReturnsSuperior returns:earning Superior returns:earning of above-average returnsof above-average returns30Strategic Intent&Missionl lStrategic Intent 策略性企圖策略性企圖l lWinning competitive battles through deciding Winning competitive battles th

50、rough deciding how to leverage internal resources,how to leverage internal resources,capabilities,and core competenciescapabilities,and core competenciesl lStrategic Mission 策略性宗旨策略性宗旨l lAn application of strategic intent in terms of An application of strategic intent in terms of products to be offe

51、red and markets to be products to be offered and markets to be servedserved奇異公司企圖成為市場的領者選擇繼續經營與欲退出的市場31Groups who are affected by a Groups who are affected by a firms performance and who firms performance and who have claims on its wealthhave claims on its wealthThe firm must The firm must maintain

52、maintain performance at an adequate performance at an adequate levellevel in order to retain the in order to retain the participation of key participation of key stakeholdersstakeholdersThe Firm and Its StakeholdersStakeholders 利益關係人利益關係人32Capital Market StakeholdersCapital Market Stakeholders資本市場利益

53、關係人資本市場利益關係人資本市場利益關係人資本市場利益關係人The Firm and Its StakeholdersShareholdersShareholdersMajor suppliers of capitalMajor suppliers of capital BanksBanks Private lendersPrivate lenders Venture capitalistsVenture capitalistsStakeholders33Capital Market StakeholdersCapital Market StakeholdersProduct Market S

54、takeholdersProduct Market Stakeholders產品市場利益關係人產品市場利益關係人產品市場利益關係人產品市場利益關係人The Firm and Its StakeholdersPrimary customersPrimary customersSuppliersSuppliersHost communitiesHost communitiesUnionsUnionsStakeholders34Capital Market StakeholdersCapital Market StakeholdersProduct Market StakeholdersProduc

55、t Market StakeholdersOrganizational StakeholdersOrganizational Stakeholders組織利益關係人組織利益關係人組織利益關係人組織利益關係人The Firm and Its StakeholdersEmployeesEmployeesManagersManagersNonmanagersNonmanagersStakeholders35Stakeholder InvolvementTwo issues affect the Two issues affect the extent of stakeholder extent of

56、 stakeholder involvement in the firminvolvement in the firmHow do you divide the How do you divide the returnsreturns to keep to keep stakeholders involved?stakeholders involved?1Capital Capital MarketMarketProduct Product MarketMarketOrganizationalOrganizational36Stakeholder InvolvementTwo issues a

57、ffect the Two issues affect the extent of stakeholder extent of stakeholder involvement in the firminvolvement in the firmHow do you increase the How do you increase the returns so everyonereturns so everyone has has more to share?more to share?2Capital Capital MarketMarketProduct Product MarketMark

58、etOrganizationalOrganizational37利益關係人影響分析1.確定誰是利益關係人2.辨識個利益關係人的關心與對企業的要求3.排列利益關係人的關心與需求的重要優先順序4.優先納重要項目於策略之中38淡江大學的利益關係人分析誰是利益關係人?他們的關心與對淡江的要求是什麼?誰的影響力最大?39策略l傳統觀點傳統觀點企業的基本與長期性企業的基本與長期性目標的決定目標的決定,以及實現以及實現這些目標所採取的一這些目標所採取的一系列行動與資源的分系列行動與資源的分配配(Alfred Chandler)理性規劃程序的意含理性規劃程序的意含l新觀點新觀點有些組織的策略並未有些組織的策略

59、並未經過正式規劃程序經過正式規劃程序產產生出來生出來,而是有組織底而是有組織底層突現而來層突現而來(Henry Mintzberg)40策略管理程序上至下的理性程序下至上的突現(emergent)程序由 Mintzberg 提出41Honda Moter Co.l1959年決定進軍美國年決定進軍美國洛杉磯洛杉磯l經過理性策略規劃經過理性策略規劃:策略性意圖策略性意圖策略性策略性目標目標策略策略l出售出售250cc-350cc的的重型機車重型機車l結果銷售狀況不佳結果銷售狀況不佳l經理每天騎著經理每天騎著50cc機機車往來各地辦事車往來各地辦事lSear百貨公司要求百貨公司要求Honda 出售出售50cc給給一般大眾一般大眾l1964年美國每年美國每2輛機輛機車中有車中有1輛是輛是Honda42突現程序策略策略內在環境內在環境外在環境外在環境策略性企圖與宗旨策略性企圖與宗旨43意圖策略與突現策略意圖策略意圖策略深思熟慮理性規劃的策略未實現的策略實際的策略實際的策略突現策略44