第8章战略管理(罗宾斯管理学-第8版讲义全集,英文版)ppt课件

1、L 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 ManagementDefine strategic management.Explain why strategic management is important.Discuss what studies of the effectiveness of strategic management have shown.The Strategic Man

2、agement ProcessList 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 in the internal analysis.L E A R N I N

3、 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 during strategy formulation, implementation, and evaluation.Types of Organizational Strategie

4、sTell 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 stability strategy.Describe two renewal strategies.L E A R N I N G O U T L I N E (contd) Fo

5、llow 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 business-level strategies.Describe the role of competitive advantage in business-level strategies.Explain Porters five forces model.Describe

6、 three generic competitive strategies.Tell what it means to be stuck in the middle.Define functional-level strategies.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 dy

7、namic and uncertain environments on organizational strategy.Explain the rule of three and its significance to strategic management.Describe strategies applying e-business techniques.Explain what strategies organization might use to become more customer oriented.Describe innovation strategies organiz

8、ations might use.Strategic ManagementThe set of managerial decisions and actions that determines the long-run performance of an organization.Why Strategic Management Is ImportantIt results in higher organizational performance.It requires that managers examine and adapt to business environment change

9、s.It coordinates diverse organizational units, helping them focus on organizational goals.It is very much involved in the managerial decision-making process.Strategic Management ProcessStep 1: Identifying the organizations current mission, objectives, and strategiesMission: the firms reason for bein

10、gThe scope of its products and servicesGoals: the foundation for further planningMeasurable performance targetsStep 2: Conducting an external analysisThe environmental scanning of specific and general environmentsFocuses on identifying opportunities and threatsStrategic Management Process (contd)Ste

11、p 3: Conducting an internal analysisAssessing organizational resources, capabilities, activities, and culture:Strengths (core competencies) create value for the customer and strengthen the competitive position of the firm.Weaknesses (things done poorly or not at all) can place the firm at a competit

12、ive disadvantage.Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats)Strategic Management Process (contd)Step 4: Formulating strategiesDevelop and evaluate strategic alternativesSelect appropriate strategies for all levels in the organization that pr

13、ovide relative advantage over competitorsMatch organizational strengths to environmental opportunitiesCorrect weaknesses and guard against threatsStrategic Management Process (contd)Step 5: Implementing strategiesImplementation: effectively fitting organizational structure and activities to the envi

14、ronmentThe environment dictates the chosen strategy; effective strategy implementation requires an organizational structure matched to its requirements.Step 6: Evaluating ResultsHow effective have strategies been?What adjustments, if any, are necessary?Organizational StrategiesCorporate StrategiesTo

15、p managements overall plan for the entire organization and its strategic business unitsTypes of Corporate StrategiesGrowth: expansion into new products and marketsStability: maintenance of the status quoRenewal: redirection of the firm into new marketsCorporate-Level StrategiesGrowth StrategySeeking

16、 to increase the organizations business by expansion into new products and markets.Types of Growth StrategiesConcentrationVertical integrationHorizontal integrationDiversificationGrowth StrategiesConcentrationFocusing on a primary line of business and increasing the number of products offered or mar

17、kets 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 channel and/or provide customer service activities (eliminating intermed

18、iaries).Growth Strategies (contd)Horizontal IntegrationCombining operations with another competitor in the same industry to increase competitive strengths and lower competition among industry rivals.Related DiversificationExpanding by merging with or acquiring firms in different, but related industr

19、ies that are “strategic fits.Unrelated DiversificationGrowing by merging with or acquiring firms in unrelated industries where higher financial returns are possible.Growth Strategies (contd)Stability StrategyA strategy that seeks to maintain the status quo to deal with the uncertainty of a dynamic e

20、nvironment, when the industry is experiencing slow- or no-growth conditions, or if the owners of the firm elect not to grow for personal reasons.Growth Strategies (contd)Renewal StrategiesDeveloping strategies to counter organization weaknesses that are leading to performance declines.Retrenchment:

21、focusing of eliminating non-critical weaknesses and restoring strengths to overcome current performance problems.Turnaround: addressing critical long-term performance problems through the use of strong cost elimination measures and large-scale organizational restructuring solutions.Corporate Portfol

22、io AnalysisBCG Matrix Developed by the Boston Consulting GroupConsiders market share and industry growth rateClassifies firms as:Cash cows: low growth rate, high market shareStars: high growth rate, high market shareQuestion marks: high growth rate, low market shareDogs: low growth rate, low market

23、shareBusiness-Level StrategyBusiness-Level StrategyA strategy that seeks to determine how an organization should compete in each of its businesses (strategic business units).Low-cost providerDifferentiationFocus/NicheThe Role of Competitive AdvantageCompetitive AdvantageAn organizations distinctive

24、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 the companys focus on quality management to achieve continuous improvement and meet custome

25、rs demand for quality.The Role of Competitive Advantage (contd)Sustainable Competitive AdvantageContinuing over time to effectively exploit resources and develop core competencies that enable an organization to keep its edge over its industry competitors.Five Competitive ForcesThreat of New Entrants

26、The ease or difficulty with which new competitors can enter an industry.Threat of SubstitutesThe extent 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 streng

27、th to hold sway over and influence competitors in an industry. Five Competitive ForcesBargaining 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 indu

28、stry growth rates slow, demand falls, and product prices descend.Competitive StrategiesCost 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 which customers will pay a premium.Focus StrategyUsing a cost or differentiation advantage to exploit a particular market segment rather a larger market.Strategic Management TodayThe Rule of ThreeThe competitive forces in an industry, if unfettered, will inev