战略管理和战略竞争性(1)ppt课件

1、Strategic Management and Strategic CompetitivenessMichael A. HittR. Duane IrelandRobert E. HoskissonChapter 1Strategy ImplementationChapter 13StrategicEntrepreneurshipChapter 11OrganizationalStructure and ControlsChapter 10CorporateGovernanceChapter 12StrategicLeadershipStrategy FormulationStrategic

2、CompetitivenessAbove-AverageReturnsStrategic IntentStrategic MissionChapter 2The ExternalEnvironmentChapter 3The InternalEnvironmentThe Strategic Management ProcessFeedbackStrategic InputsStrategic ActionsStrategic OutcomesChapter 6Corporate-Level StrategyChapter 9CooperativeStrategyChapter 5Competi

3、tive Rivalryand CompetitiveDynamics Chapter 8InternationalStrategyChapter 4Business-LevelStrategyChapter 7Acquisition andRestructuringStrategiesImportant DefinitionsStrategic Management Process战略管理程序The full set of commitments, decisions, and actions required for a firm to achieve strategic competit

4、iveness and earn above-average returnsImportant DefinitionsStrategic Competitiveness战略性競爭力Achieved when a firm successfully formulates and implements a value-creating strategyOccurs when a firm develops a strategy that competitors are not simultaneously implementingProvides benefits which current an

5、d potential competitors are unable to duplicateAbove-Average Returns平均以上報酬Important DefinitionsRisk風險An investors uncertainty about the economic gains or losses that will result from a particular investmentReturns that are equal to those an investor expects to earn from other investments with a simi

6、lar amount of riskAverage Returns平均報酬Fundamental nature of competition is changing Competitive Landscape競爭情勢Hypercompetitive environments超競爭環境Dynamics of strategic maneuvering among global and innovative combatantsPrice-quality positioning, new know-how, first moverProtect or invade established prod

7、uct or geographic marketsFundamental nature of competition is changing Hypercompetitive environmentsCompetitive LandscapeEmergence of global economy全球經濟的出現Goods, services, people, skills, and ideas move freely across geographic borders.Spread of economic innovations around the world.Political and cu

8、ltural adjustments are required.Fundamental nature of competition is changing Hypercompetitive environmentsCompetitive LandscapeEmergence of global economyRapid technological change快速科技變遷Increasing rate of technological change and diffusionThe information ageIncreasing knowledge intensity超競爭Hypercom

9、petition產品生命週期短平衡是短期現象對手的行動會使本人喪失優勢很難有耐久的競爭優勢Strategic Flexibility战略彈性A set of capabilities used to respond to various demands and opportunities existing in a dynamic and uncertain competitive environmentIt involves coping with uncertainty and the accompanying risksStrategicFlexibilityStrategicFlexi

10、bilityStrategic FlexibilityStrategicflexibilityStrategicReorientation战略性引導Capacity toLearn學習才干OrganizationalSlack緩衝資源1.Strategy dictated by the external environments of the firm (what opportunities exist in these environments?)2.Firm develops internal skills required by external environment (what ca

11、n the firm do about the opportunities?)GeneralEnvironmentGlobalTechnologicalEconomicSocioculturalPolitical/LegalDemographic1. External EnvironmentsIndustry EnvironmentCompetitor EnvironmentI/O Model of Above-Average ReturnsFour Assumptions of the I/O Model1.The external environment is assumed to pos

12、sess pressures and constraints that determine the strategies that would result in above-average returns2.Most firms competing within a particular or within a certain segment of it are assumed to control similar strategically relevant resources and to pursue similar strategies in light of those resou

13、rcesFour Assumptions of the I/O Model3.Resources used to implement strategies are highly mobile across firms4.Organizational decision makers are assumed to be rational and committed to acting in the firms best interests, as shown by their profit-maximizing behaviorsIndustrial Organization ModelI/O M

14、odel of Above-Average Returns1.Study the external environment, especially the industry environmenteconomies of scalebarriers to market entrydiversificationproduct differentiationdegree of concentration of firms in the industryThe External EnvironmentI/O Model of Above-Average Returns2.Locate an attr

15、active industry with a high potential for above-average returnsAttractive industry: one whose structural characteristics suggest above-average returnsIndustrial Organization ModelThe External EnvironmentAn Attractive IndustryI/O Model of Above-Average Returns3.Identify the strategy called for by the

16、 attractive industry to earn above-average returnsStrategy formulation: selection of a strategy linked with above-average returns in a particular industryIndustrial Organization ModelThe External EnvironmentAn Attractive IndustryStrategy FormulationI/O Model of Above-Average Returns4.Develop or acqu

17、ire assets and skills needed to implement the strategyAssets and skills: those assets and skills required to implement a chosen strategyIndustrial Organization ModelThe External EnvironmentAn Attractive IndustryStrategy FormulationAssets and SkillsI/O Model of Above-Average Returns5. Use the firms s

18、trengths (its developed or acquired assets and skills) to implement the strategyStrategy implementation: select strategic actions linked with effective implementation of the chosen strategyIndustrial Organization ModelThe External EnvironmentAn Attractive IndustryStrategy FormulationAssets and Skill

19、sStrategy ImplementationI/O Model of Above-Average ReturnsIndustrial Organization ModelThe External EnvironmentAn Attractive IndustryStrategy FormulationAssets and SkillsStrategy ImplementationSuperior ReturnsSuperior returns: earning of above-average returns1.Strategy dictated by unique resources a

20、nd capabilities of the firm (what can the firm do best?)2.Find an environment in which to exploit these assets (where are the best opportunities?)Resource-based Model of Above Average Returns1. Firms ResourcesThe Firm1.Identify the firms resources- strengths and weaknesses compared with competitorsR

21、esources: inputs into a firms production processResource-based Model of Above Average ReturnsResource-based ModelResources2.Determine the firms capabilities-what it can do better than its competitorsCapability: capacity of an integrated set of resources to integratively perform a task or activityRes

22、ource-based Model of Above Average ReturnsResource-based ModelResourcesCapabilityFour Attributes of Resources and Capabilities (Competitive Advantage)the firm is organized appropriately to obtain the full benefits of the resources in order to realize a competitive advantage Valuableallow the firm to

23、 exploit opportunities or neutralize threats in its external environmentRarepossessed by few, if any, current and potential competitorsCostly to imitatewhen other firms cannot obtain them or must obtain them at a much higher costNonsubstitutableResources and CapabilitiesCore CompetenciesResources an

24、d capabilities that meet these four criteria become a source of:ValuableRareCostly to imitateNonsubstitutableCore Competencies中心才干Resources and CapabilitiesCore Competencies are the basis for a firmsCompetitive advantage 競爭優勢Strategic competitiveness 战略性競爭力Ability to earn above-average returns 獲取平均以

25、上報酬的才干Core Competencies3.Determine the potential of the firms resources and capabilities in terms of a competitive advantageCompetitive advantage: ability of a firm to outperform its rivalsResource-based Model of Above Average ReturnsResource-based ModelResourcesCapabilityCompetitive Advantage4.Loca

26、te an attractive industryAn attractive industry: an industry with opportunities that can be exploited by the firms resources and capabilitiesResource-based Model of Above Average ReturnsResource-based ModelResourcesCapabilityCompetitive AdvantageAn Attractive Industry5.Select a strategy that best al

27、lows the firm to utilize its resources and capabilities relative to opportunities in the external environmentStrategy formulation and implementation: strategic actions taken to earn above average returnsResource-based Model of Above Average ReturnsResource-based ModelResourcesCapabilityCompetitive A

28、dvantageAn Attractive IndustryStrategy Form/ImplResource-based Model of Above Average ReturnsResource-based ModelResourcesCapabilityCompetitive AdvantageAn Attractive IndustryStrategy Form/ImplSuperior ReturnsSuperior returns: earning of above-average returnsStrategic Intent & MissionStrategic Inten

29、t 战略性企圖Winning competitive battles through deciding how to leverage internal resources, capabilities, and core competenciesStrategic Mission 战略性目的An application of strategic intent in terms of products to be offered and markets to be served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Groups who are affected by a firms

30、 performance and who have claims on its wealthThe firm must maintain performance at an adequate level in order to retain the participation of key stakeholdersTHE FIRMThe Firm and Its StakeholdersStakeholders 利益關係人Capital Market Stakeholders資本市場利益關係人The Firm and Its StakeholdersShareholdersMajor suppliers of capitalBanksPrivate lendersVenture capitalistsStakeholdersCapital Market StakeholdersProduct Market Stakeholders產品市場利益關係人The Firm and Its StakeholdersPrimary customersSuppliersHost communitiesUnionsStakeholdersCapita