管理学英文版课件 8

Chapter8STRATEGICMANAGEMENTContentsStrategicManagementTheStrategicManagementProcessCorporateStrategiesCompetitiveStrategiesManagementStoryZARAChinaclothingfirmLeadtime10～14

days90

daysPercentageofpreseasonproduction10～15%100%Numberofnewfashionsperyear120004000Stockturnover11/year3/yearProductstyleAgiledesign,notpilotdesign;EmploymanycoolhuntersProductionsystem50%productionatheadquarters,20%importedfromlow-costcountries(Asia),30%inotherregionofSpainorEuropeSpareproductioncapacity:productionisalwayslowerthanforecastedsalesGlobalsourcingclothmaterials.Halfofmaterialsarenaturallycolored,andthendyedandpaintedinasubsidiaryofInditex.Thiscycleonlyspendsaboutoneweek.Zara’sproductionsystemonlycoverstheelementswithscaleeconomy,suchasdyeing,cutting,labeling,andpacking.Theprocessesoflabor-intensiveareusuallyoperatedbyhundredsofsub-contractors.LogisticsReceivingorderswithahighfrequencyandsmallvolume,shopmanagerskeepdirectcontactwithheadquarters.Eachdeliveryrunswithin48hours.Goodsaretransportedbyland-carriage(lessthan24hrs)orbyair(morethan24hrs).TwodistributioncentersarelocatedinSpain.Allitemsarelabeledandpricedatdistributioncenter,andthendeliveredbythird-partylogisticsfirms.WhatisStrategicManagement?Strategicmanagementiswhatmanagersdotodevelopanorganization’sstrategies.Strategies:Plansforhowanorganizationwillwhatit’sinbusinesstodo,howitwillcompetesuccessfully,andhowitwillattractandsatisfyitscustomersinordertoachieveitsgoals.Businessmodel:Adesignforhowacompanyisgoingtomakemoney.WhyStrategicManagementIsImportantItresultsinhigherorganizationalperformance.Itrequiresthatmanagersexamineandadapttobusinessenvironmentchanges.Itcoordinatesdiverseorganizationalunits,helpingthemfocusonorganizationalgoals.Itisverymuchinvolvedinthemanagerialdecision-makingprocess.ContentsStrategicManagementTheStrategicManagementProcessCorporateStrategiesCompetitiveStrategiesTheStrategicManagementProcessThestrategicmanagement

process

isasix-stepprocessthatencompassesstrategicplanning,implementation,andevaluation.StrategicManagementProcessStep1:Identifyingtheorganization’scurrentmission,goals,andstrategiesMission:

astatementofthepurposeofanorganization.

Themissionstatementaddressesthequestion:Whatistheorganization’sreasonforbeinginbusiness?ExhibitComponentsofaMissionStatementStrategicManagementProcessStep2:DoinganexternalanalysisTheenvironmentalscanningofspecificandgeneralenvironmentsFocusesonidentifyingopportunitiesandthreatsOpportunitiesarepositivetrendsinexternalenvironmentalfactors.Threatsarenegativetrendsinenvironmentalfactors.StrategicManagementProcess(cont’d)Step3:DoinganinternalanalysisAssessingorganizationalresources,capabilities,activities,andculture:Strengths:Anyactivitiesanorganizationdoeswelloranyuniqueresourcesthatithas.Weaknesses:

Anyactivitiesanorganizationdoesnotdowellorresourcesitneedsbutdoesnotpossess.Resources:Anorganization’sassetsthatareusedtodevelop,manufacture,anddeliverproductstoitscustomers.Capabilities:Anorganization’sskillsandabilitiesindoingtheworkactivitiesneededinitsbusiness.Corecompetencies:Theorganization’smajorvalue-creatingcapabilitiesthatdetermineitscompetitiveweapons.Steps2and3combinedarecalledaSWOTanalysis.(Strengths,Weaknesses,Opportunities,andThreats)SWOTAnalysisStrategicManagementProcess(cont’d)Step4:FormulatingstrategiesDevelopandevaluatestrategicalternativesSelectappropriatestrategiesforalllevelsintheorganizationthatproviderelativeadvantageovercompetitorsMatchorganizationalstrengthstoenvironmentalopportunitiesCorrectweaknessesandguardagainstthreatsFormulatingstrategiesKFC

OpportunitiesGrowthindevelopingnations2.HealthconsciousnessofU.S.populationThreats1.Possibleincreaseinminimumwage2.Popularityofeasy-to-preparegroceryitemsStrengths1.Financialstability/resources2.Brandname/recognition3.Consistency

LaunchnewlocationsinChina(S1,S2,O1)

Developandemphasizemorehealthyfoods(W1,W2,O2)

Launchfrozenfoodsingroceryoutlets(S2,S3,T2)Weaknesses1.Marketsharedecline2.DependenceonfriedfoodsStrategicManagementProcess(cont’d)Step5:ImplementingstrategiesImplementation:effectivelyfittingorganizationalstructureandactivitiestotheenvironmentTheenvironmentdictatesthechosenstrategy;effectivestrategyimplementationrequiresanorganizationalstructurematchedtoitsrequirements.StrategicManagementProcess(cont’d)Step6:EvaluatingResultsHoweffectivehavestrategiesbeen?Whatadjustments,ifany,arenecessary?ContentsStrategicManagementTheStrategicManagementProcessCorporateStrategiesCompetitiveStrategiesLevelsofOrganizationalStrategyTypesofOrganizationalStrategiesCorporate-LevelStrategiesAnorganizationalstrategythatspecifieswhatbusinessesacompanyisin,orwantstobein,andwhatitwantstodowiththosebusinesses.TypesofCorporateStrategiesGrowthStrategy:Acorporatestrategythat’susedwhenanorganizationwantstoexpandthenumberofmarketsservedorproductsoffered,eitherthroughitscurrentbusiness(es)orthroughnewbusiness(es).Stabilitystrategy:Acorporatestrategyinwhichanorganizationcontinuestodowhatitiscurrentlydoing.Renewalstrategy:Acorporatestrategydesignedtoaddressdecliningperformance.WalMart…Growth(NumberofStores)246,141WalMart…InternationalExpansionandAcquisitionsMexico1991PuertoRico19922003(A)SupermercadosAmigoCanada1994(A)WoolcoArgentina1995Brazil1995China1996Germany1997-8(A)Wertkauf,Interspar*Korea1998(A)Makro,Kim’sClub*U.K.1999(A)AsdaJapan2002(A)Seiyu(37%ownership)***Bailedout**NotprofitableTypesofGrowthStrategiesConcentrationVerticalintegrationHorizontalintegrationDiversificationGrowthStrategiesConcentrationFocusingonaprimarylineofbusinessandincreasingthenumberofproductsofferedormarketsserved.Growththroughdirectexpansion——thecompanychoosestogrowbyitselfthroughitsownbusinessoperations（achievedbyinternallyincreasingafirm‘ssales,productioncapacity,orworkforce）；nootherfirmsareacquiredormergedwith;instead.McDonaldhaspursuedagrowthstrategybywayofdirectexpansion.GrowthStrategiesVerticalIntegrationAcompanymightalsochoosetogrowbyverticalintegration,whichisanattempttogaincontrolofinputs(backwardverticalintegration),outputs(forwardverticalintegration),orboth.GrowthStrategiesVerticalIntegrationBackwardverticalintegration:attemptingtogaincontrolofinputs(becomeaself-supplier).Airlineindustry-performingtheroleofsupplierssuchasaircraftmaintenanceandin-flightcateringOilrefiningcompanies–movedintooilexplorationandexploitationGrowthStrategiesVerticalIntegrationForwardverticalintegration:attemptingtogaincontrolofoutputthroughcontrolofthedistributionchanneland/orprovidecustomerserviceactivities(eliminatingintermediaries).Airlineindustry-performingthetraditionalroleoftravelagentsOilrefiningcompanies–ownedtheirownoildistributionchannelssuchasgasstations.TypesofVerticalIntegration?

amoviestudiothatalsoownsachainoftheatersanautomobilecompanymayownatirecompany,aglasscompany,andametalcompany.GrowthStrategies(cont’d)HorizontalIntegrationCombiningoperationswithanothercompetitorinthesameindustrytoincreasecompetitivestrengthsandlowercompetitionamongindustryrivals.GrowthStrategies(cont’d)DiversificationAnorganizationcangrowthroughdiversification,eitherrelatedorunrelated.GrowthStrategies(cont’d)DiversificationRelatedDiversificationExpandingbymergingwithoracquiringfirmsindifferent,butrelatedindustriesthatare“strategicfits”.ExamplesofRelatedDiversificationJohnson&Johnson(Healthcare)PrescriptiondrugsNon-prescriptiondrugsBabyproductsHouseholdproductsPEPSICO(Food)SoftdrinksFruitJuicesSnackfoods(Fritos,Lays,CrackerJacks)GrowthStrategies(cont’d)DiversificationUnrelatedDiversificationGrowingbymergingwithoracquiringfirmsinunrelatedindustrieswherehigherfinancialreturnsarepossible.GEHealthcareIndustrialFinanceInfrastructureNBCUniversalCorporate-LevelStrategiesStabilityStrategyAstrategythatseekstomaintainthestatusquotodealwiththeuncertaintyofadynamicenvironment,whentheindustryisexperiencingslow-orno-growthconditions,oriftheownersofthefirmelectnottogrowforpersonalreasons.Corporate-LevelStrategiesRenewalStrategiesDevelopingstrategiestocounterorganizationweaknessesthatareleadingtoperformancedeclines.Retrenchment:focusingofeliminatingnon-criticalweaknessesandrestoringstrengthstoovercomecurrentperformanceproblems.Turnaround:addressingcriticallong-termperformanceproblemsthroughtheuseofstrongcosteliminationmeasuresandlarge-scaleorganizationalrestructuringsolutions.TypesofOrganizationalStrategiesGrowthStrategiesConcentration——expandexistingline(s)ofbusinessIntegration——expandforwardand/orbackwardwithinline(s)ofbusinessDiversification——addrelatedorunrelatedproductsCorporatePortfolioAnalysisBCGMatrix

AstrategytoolthatguidesresourceallocationdecisionsonthebasisofmarketshareandgrowthrateofSBUs.Itprovidesaframeworkforunderstandingdiversebusinessesandhelpsmanagersestablishprioritiesformakingresourceallocationdecisions.DevelopedbytheBostonConsultingGroupConsidersmarketshareandindustrygrowthrateBCGMatrixStarsCashCowsDogsProblemChildrenMarketGrowthLowHighMarketShareLowHighCorporatePortfolioAnalysisBCGMatrix

Classifiesfirmsas:Cashcows:lowgrowthrate,highmarketshare.Stars:highgrowthrate,highmarketshareQuestionmarks:highgrowthrate,lowmarketshareDogs:lowgrowthrate,lowmarketshareStrategicImplicationsoftheBCGMatrix

Managersshould"milk"cashcowsforasmuchastheycan,limitanynewinvestmentinthem,andusethelargeamountsofcashgeneratedtoinvestinstarsandquestionmarkswithstrongpotentialtoimprovemarketshare.Heavyinvestmentinstarswillhelptakeadvantageofthemarket'sgrowthandhelpmaintainhighmarketshare.Thestars,ofcourse,willeventuallydevelopintocashcowsastheirmarketsmatureandsalesgrowthslows.Thehardestdecisionformanagersisrelatedtothequestionmarks.Aftercloseandcarefulanalysis,somewillbesoldoffandothersturnedintostars.Thedogsshouldbesoldofforliquidatedastheyhavelowmarketshareinmarketswithlowgrowthpotential.ContentsStrategicManagementTheStrategicManagementProcessCorporateStrategiesCompetitiveStrategiesCompetitiveStrategiesCompetitivestrategy:

Anorganizationalstrategyforhowanorganizationwillcompeteinitsbusiness(es).Strategicbusinessunits(SBU)Thesinglebusinessesofanorganizationthatareindependentandformulatetheirowncompetitivestrategies.TheRoleofCompetitiveAdvantageCompetitiveAdvantage:Thefactorthatsetsanorganizationapart;itsdistinctiveedge.QualityasaCompetitiveAdvantageDifferentiatesthefirmfromitscompetitors.Cancreateasustainablecompetitiveadvantage.Representsthecompany’sfocusonqua