战略管理英文版版教学课件第1章

1、What Is Strategy and Why Is It Important?What Is Strategy and Why Is ItPart 1 Strategy Analysis1-2Part 1 Strategy Analysis1-2LO 1-1Define competitive advantage, sustainable competitive advantage, competitive disadvantage, and competitive parity.LO 1-2Define strategy and explain its role in a firms q

2、uest for competitive advantage.LO 1-3Explain the role of firm effects and industry effects in determining firm performance.LO 1-4Describe the role of corporate, business, and functional managers in strategy formulation and implementation.LO 1-5Outline how business models put strategy into action.LO

3、1-6Describe and assess the opportunities and challenges managers face in the 21st century.LO 1-7Critically evaluate the role that different stakeholders play in the firms quest for competitive advantage.1-3LO 1-1Define competitive advaChapterCase 1 The Premature Death of a Google Forerunner at Micro

4、softGoogle founded in 1998Two graduate students at StanfordPageRank algorithm a clear improvementToday, it is worlds leading online search/advertising firmMicrosoft bought LinkExchange in 1998Keywords product for search engines was shut downMicrosoft considered buying Overture Services in 2003Gates

5、and Ballmer passed on the deal Yahoo buys Overture for its own search product Microsoft launches its own search in 2009Bing now partnered with Yahoo1-4ChapterCase 1 The Premature DeMicrosoft and Google Online SearchWhats happening in our chapter opener? Why might Microsoft have acted the way it did?

6、If they had not killed Keywords, would Microsoft have beat Google to search and linked ads?Why is Google so successful at online search while Yahoo struggled and partnered with Microsoft?With hindsight, it appears that Microsoft made a strategic error. What could they have done differently? 1-5Micro

7、soft and Google Online WHAT STRATEGY IS: GAINING AND SUSTAININGCOMPETITIVE ADVANTAGEWhat Is Competitive Advantage? Superior performance relative to competitorsExamples: Google, Duke Basketball, Pfizers LipitorWhat Is Strategy? Goal-directed actions to gain and sustain competitive advantageNOT a zero

8、-sum gameWin win scenarios co-opetition Requires trade-offs for strategic positioning JCPenney vs. Neiman Marcus Southwest Airlines vs. Delta Song1-6WHAT STRATEGY IS: GAINING AND Strategy as a Theory of How to CompeteProvides a managers roadmapApple Newton flops in 1993PalmPilot learned from Newtons

9、 mistakesiPhone a huge success in 2009Sam Waltons assumptions about low prices & high volumeAuto industry differences between U.S. & JapanPalm Video1-7Strategy as a Theory of How toLO 1-1Define competitive advantage, sustainable competitive advantage, competitive disadvantage, and competitive parity

10、.LO 1-2Define strategy and explain its role in a firms quest for competitive advantage.LO 1-3Explain the role of firm effects and industry effects in determining firm performance.LO 1-4Describe the role of corporate, business, and functional managers in strategy formulation and implementation.LO 1-5

11、Outline how business models put strategy into action.LO 1-6Describe and assess the opportunities and challenges managers face in the 21st century.LO 1-7Critically evaluate the role that different stakeholders play in the firms quest for competitive advantage.1-8LO 1-1Define competitive advaEXHIBIT 1

12、.1Industry, Firm, and Other Effects Explaining Superior Firm PerformanceIndustry vs. Firm Effects in Performance Astute managers create superior performanceMaking important trade-offs - Toyotas lean manufacturing1-9EXHIBIT 1.1Industry, Firm, andEXHIBIT 1.2What Is Strategy?Definition:Strategy is the

13、quest to gain and sustain competitive advantage.It is the managers theories about how to gain and sustain competitive advantage.It is about being different from your rivals.It is about creating value while containing cost.It is about deciding what to do, and what not to do.It combines a set of activ

14、ities to stake out a unique position.It requires long-term commitments that are often not easily reversible.1-10EXHIBIT 1.2What Is Strategy?DeWhat Strategy Is NOT.Raking in every penny the firm can getProfit is a consequence of good strategy, it is NOT the main goal! Operational effectivenessEnterpr

15、ise Resource Planning (ERP)BenchmarkingSix Sigma“Necessary but not sufficient” such as Lean Manufacture1-11What Strategy Is NOT.Raking iStrategy Across the LevelsWhere to Compete?Should GE move more aggressively into the health care industry?How to Compete? Should GE jet engines have better fuel eff

16、iciency than Rolls Royce? How to Implement? Should GE human resources recruit more science graduates?CORPORATE STRATEGYBUSINESS STRATEGYFUNCTIONAL STRATEGY1-12Strategy Across the LevelsWherEXHIBIT 1.3Strategy Formulation and Implementation Across Levels: Corporate, Business, and Functional Strategy1

17、-13EXHIBIT 1.3Strategy FormulatioBUSINESS MODELS:PUTTING STRATEGY INTO ACTIONRazor-blade modelSubscription modelHow is the firm going to make money to continue operations? Whats happening now between Microsoft & Google? Business models in opposite directions 1-14BUSINESS MODELS:PUTTING STRATEEXHIBIT

18、 1.4Competing Business Models: Google vs. MicrosoftMicrosoftGoogleSoftwareAppsOnlineSearchOperatingSystems1-15EXHIBIT 1.4Competing Business Small Group Exercise Given the different business models of Google & MicrosoftMicrosoft revenues in 2009 were $58.4 B (down 3% from 08) Google revenues in 2009

19、were $23.6 B(up 9% from 08)1) Is Microsoft in trouble or is this sales downturn just a result of the recession? Should they change any strategies? 2) 97% of Googles revenues is from advertising. Is this a problem? Should they change any strategies? 1-16Small Group Exercise Given theSTRATEGY IN THE 2

20、1ST CENTURYAccelerating Technological Change84 years for half of U.S. families to own a car28 years for half to own a TV6 years for an MP3 player1-17STRATEGY IN THE 21ST CENTURYAcEXHIBIT 1.5Accelerating Speed of Technological Change1-18EXHIBIT 1.5Accelerating Speed STRATEGY IN THE 21ST CENTURYAccele

21、rating Technological ChangeWhy are we seeing this increased rate of change? What are the strategic implications here? 1-19STRATEGY IN THE 21ST CENTURYAcSTRATEGY IN THE 21ST CENTURYA Truly Global WorldBRIC countries have 40% of earths populationIBM has less than 30% of employees in the U.S. “Bottom o

22、f the pyramid” business opportunitiesThomas Friedman-Flat World1-20STRATEGY IN THE 21ST CENTURYA EXHIBIT 1.6Geographic Sources of IBM Revenues, 2010 Is IBM still a “U.S. company” ? 1-21EXHIBIT 1.6Geographic Sources STRATEGY IN THE 21ST CENTURYFuture IndustriesHEALTH CAREIn the U.S., over 16% of GDP

23、and still growingGREEN ECONOMYPotentially large growth in energy efficiency and technologiesWEB 2.0Interactivity and using collective intelligence on the Internet1-22STRATEGY IN THE 21ST CENTURYFuEXHIBIT 1.7Conceptual Depiction of Oil Prices and Predicted Trend1-23EXHIBIT 1.7Conceptual DepictioSTRAT

24、EGY HIGHLIGHT 1.1Threadless: Leveraging Crowdsourcing to Design Cool T-ShirtsOnline apparel companyStarted in 2000 by 2 students with $1,000“Prosumers” a hybrid supplier/customerShirt designs are submitted by the communityDesigns are voted on by the online communityOnly winning designs are produced

25、& soldThreadless Interview1-24STRATEGY HIGHLIGHT 1.1ThreadleThreadless: Strategy Highlight 1.1Whats going on with this firms business model? How is it different than other clothes retailers?How is it the same? Other partners with Threadless?Dell Computer laptop exteriorsThermos lunch boxesGriffin Te

26、chnology iPhone covers 1-25Threadless: Strategy HighlightLO 1-1Define competitive advantage, sustainable competitive advantage, competitive disadvantage, and competitive parity.LO 1-2Define strategy and explain its role in a firms quest for competitive advantage.LO 1-3Explain the role of firm effect

27、s and industry effects in determining firm performance.LO 1-4Describe the role of corporate, business, and functional managers in strategy formulation and implementation.LO 1-5Outline how business models put strategy into action.LO 1-6Describe and assess the opportunities and challenges managers fac

28、e in the 21st century.LO 1-7Critically evaluate the role that different stakeholders play in the firms quest for competitive advantage.1-26LO 1-1Define competitive advaSTAKEHOLDERSSuccessful business generates societal valueStakeholders are affected by firms actionsInternalExternal Vary by industryA

29、utosInvestment banking1-27STAKEHOLDERSSuccessful businesEXHIBIT 1.8Internal and External Stakeholders1-28EXHIBIT 1.8Internal and ExternTHE AFI STRATEGY FRAMEWORKAnalyze (A)Getting Started; External & Internal Analysis Chapters 1 thru 5Formulate (F)Business and Corporate StrategyChapters 6 thru 10Imp

30、lement (I)Organizational Design & Corporate GovernanceChapters 11 thru 121-29THE AFI STRATEGY FRAMEWORKAnalPart 1 Strategy AnalysisExhibit 1.91-30Part 1 Strategy AnalysisExhibiCHAPTERCASE 1 Consider ThisMicrosoft has a new partner in the competition for a search engine with Google FACEBOOKIn fall 20

31、10, Mark Zuckerberg announced their surprising decision to partner with the “really scrappyunderdog”The partners are aiming to make “search more social” “Our approach is about the speed of getting things donenot the speed of high volume of results”Bing ! 1-31CHAPTERCASE 1 Consider ThisMiLO 1-1Define

32、 competitive advantage, sustainable competitive advantage, competitive disadvantage, and competitive parity.Competitive advantage is relative rather than absolute.To obtain a competitive advantage, a firm must either create more value for customers while keeping its cost comparable to competitors, o

33、r it must provide value equivalent to competitors but at a lower cost.A firm dominating competitors over time has sustained competitive advantage.A firm that continuously underperforms its rivals or the industry average has a competitive disadvantage.Two or more firms that perform at the same level

34、have competitive parity.Strategy is goal-directed actions in quest of competitive advantage.Take-Away Concepts1-32LO 1-1Define competitive advaTake-Away Concepts (contd)LO 1-2Define strategy and explain its role in a firms request for competitive advantage.Strategy is the set of goal-directed action

35、s a firm intends to take in its quest to gain and sustain competitive advantage.An effective strategy requires that strategic trade-offs be recognized and addressede.g., between value creation and the costs to create the value.Managers strategic assumptions are an outflow of their theory of how to c

36、ompete. Successful strategy requires three integrative management tasksanalysis, formulation, and implementation.When managers align their assumptions closely with competitive realities, they can create and implement successful strategies, resulting in value creation and superior firm performance.Wh

37、en managers theories about how to gain and sustain competitive advantage do not reflect reality, their firms strategy will destroy rather than create value, leading to inferior firm performance.1-33Take-Away Concepts (contd)LO Take-Away Concepts (contd)LO 1-3Explain the role of firm effects and indu

38、stry effects in determining firm performance.A firms performance is more closely related to its managers actions (firm effects) than to the external circumstances surrounding it (industry effects).Firm and industry effects, however, are interdependent and thus both relevant in determining firm perfo

39、rmance.LO 1-4Describe the role of corporate, business, and functional managers in strategy formulation and implementation.Corporate executives must provide answers to the question of where to compete (in industries, markets, and geographies), and how to create synergies among different business unit

40、s.General (or business) managers must answer the strategic question of how to compete in order to achieve superior performance. They must manage and align all value chain activities for competitive advantage.Functional managers are responsible for implementing business strategy within a single value chain activity.1-34Take-Away Concepts (contd)LO Take-Away Concepts (contd)LO 1-5Outline how business models put strategy into action.A business model must translate strategy into effectively implemented tactics and initiatives that make money for the firm. LO 1-6Describe and asses