战略管理和战略竞争性

StrategicManagementandStrategicCompetitivenessMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter11©2003SouthwesternPublishingCompanyStrategyImplementationChapter13StrategicEntrepreneurshipChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter6Corporate-LevelStrategyChapter9CooperativeStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategies2ImportantDefinitionsStrategicManagementProcess战略管理程序Thefullsetofcommitments,decisions,andactionsrequiredforafirmtoachievestrategiccompetitivenessandearnabove-averagereturns3ImportantDefinitionsStrategicCompetitiveness战略性競爭力Achievedwhenafirmsuccessfullyformulatesandimplementsavalue-creatingstrategyOccurswhenafirmdevelopsastrategythatcompetitorsarenotsimultaneouslyimplementingProvidesbenefitswhichcurrentandpotentialcompetitorsareunabletoduplicateAbove-AverageReturns平均以上報酬4ImportantDefinitionsRisk風險Aninvestor’suncertaintyabouttheeconomicgainsorlossesthatwillresultfromaparticularinvestmentReturnsthatareequaltothoseaninvestorexpectstoearnfromotherinvestmentswithasimilaramountofriskAverageReturns平均報酬5FundamentalnatureofcompetitionischangingCompetitiveLandscape競爭情勢Hypercompetitiveenvironments超競爭環境DynamicsofstrategicmaneuveringamongglobalandinnovativecombatantsPrice-qualitypositioning,newknow-how,firstmoverProtectorinvadeestablishedproductorgeographicmarkets6FundamentalnatureofcompetitionischangingHypercompetitiveenvironmentsCompetitiveLandscapeEmergenceofglobaleconomy全球經濟的出現Goods,services,people,skills,andideasmovefreelyacrossgeographicborders.Spreadofeconomicinnovationsaroundtheworld.Politicalandculturaladjustmentsarerequired.7FundamentalnatureofcompetitionischangingHypercompetitiveenvironmentsCompetitiveLandscapeEmergenceofglobaleconomyRapidtechnologicalchange快速科技變遷IncreasingrateoftechnologicalchangeanddiffusionTheinformationageIncreasingknowledgeintensity8超競爭Hypercompetition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9StrategicFlexibility战略彈性AsetofcapabilitiesusedtorespondtovariousdemandsandopportunitiesexistinginadynamicanduncertaincompetitiveenvironmentItinvolvescopingwithuncertaintyandtheaccompanyingrisks10StrategicFlexibilityStrategicFlexibilityStrategicFlexibilityStrategicflexibilityStrategicReorientation战略性引導CapacitytoLearn學習才干OrganizationalSlack緩衝資源111. Strategydictatedbytheexternalenvironmentsofthefirm(whatopportunitiesexistintheseenvironments?)2. Firmdevelopsinternalskillsrequiredbyexternalenvironment(whatcanthefirmdoabouttheopportunities?)GeneralEnvironmentGlobalTechnologicalEconomicSocioculturalPolitical/LegalDemographic1.ExternalEnvironmentsIndustryEnvironmentCompetitorEnvironmentI/OModelofAbove-AverageReturns12FourAssumptionsoftheI/OModel1. Theexternalenvironmentisassumedtopossesspressuresandconstraintsthatdeterminethestrategiesthatwouldresultinabove-averagereturns2. Mostfirmscompetingwithinaparticularorwithinacertainsegmentofitareassumedtocontrolsimilarstrategicallyrelevantresourcesandtopursuesimilarstrategiesinlightofthoseresources13FourAssumptionsoftheI/OModel3. Resourcesusedtoimplementstrategiesarehighlymobileacrossfirms4. Organizationaldecisionmakersareassumedtoberationalandcommittedtoactinginthefirm’sbestinterests,asshownbytheirprofit-maximizingbehaviors14IndustrialOrganizationModelI/OModelofAbove-AverageReturns1. Studytheexternalenvironment,especiallytheindustryenvironmenteconomiesofscalebarrierstomarketentrydiversificationproductdifferentiationdegreeofconcentrationoffirmsintheindustryTheExternalEnvironment15I/OModelofAbove-AverageReturns2. Locateanattractiveindustrywithahighpotentialforabove-averagereturnsAttractiveindustry:onewhosestructuralcharacteristicssuggestabove-averagereturnsIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustry16I/OModelofAbove-AverageReturns3. Identifythestrategycalledforbytheattractiveindustrytoearnabove-averagereturnsStrategyformulation:selectionofastrategylinkedwithabove-averagereturnsinaparticularindustryIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulation17I/OModelofAbove-AverageReturns4. DeveloporacquireassetsandskillsneededtoimplementthestrategyAssetsandskills:thoseassetsandskillsrequiredtoimplementachosenstrategyIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkills18I/OModelofAbove-AverageReturns5.Usethefirm’sstrengths(itsdevelopedoracquiredassetsandskills)toimplementthestrategyStrategyimplementation:selectstrategicactionslinkedwitheffectiveimplementationofthechosenstrategyIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkillsStrategyImplementation19I/OModelofAbove-AverageReturnsIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkillsStrategyImplementationSuperiorReturnsSuperiorreturns:earningofabove-averagereturns201. Strategydictatedbyuniqueresourcesandcapabilitiesofthefirm(whatcanthefirmdobest?)2. Findanenvironmentinwhichtoexploittheseassets(wherearethebestopportunities?)Resource-basedModelofAboveAverageReturns1.Firm’sResourcesTheFirm211. Identifythefirm’sresources--strengthsandweaknessescomparedwithcompetitorsResources:inputsintoafirm’sproductionprocessResource-basedModelofAboveAverageReturnsResource-basedModelResources222. Determinethefirm’scapabilities--whatitcandobetterthanitscompetitorsCapability:capacityofanintegratedsetofresourcestointegrativelyperformataskoractivityResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapability23FourAttributesofResourcesandCapabilities(CompetitiveAdvantage)thefirmisorganizedappropriatelytoobtainthefullbenefitsoftheresourcesinordertorealizeacompetitiveadvantageValuableallowthefirmtoexploitopportunitiesorneutralizethreatsinitsexternalenvironmentRarepossessedbyfew,ifany,currentandpotentialcompetitorsCostlytoimitatewhenotherfirmscannotobtainthemormustobtainthematamuchhighercostNonsubstitutableResourcesandCapabilities24CoreCompetenciesResourcesandcapabilitiesthatmeetthesefourcriteriabecomeasourceof:ValuableRareCostlytoimitateNonsubstitutableCoreCompetencies中心才干ResourcesandCapabilities25CoreCompetenciesarethebasisforafirm’sCompetitiveadvantage競爭優勢Strategiccompetitiveness战略性競爭力Abilitytoearnabove-averagereturns獲取平均以上報酬的才干CoreCompetencies263. Determinethepotentialofthefirm’sresourcesandcapabilitiesintermsofacompetitiveadvantageCompetitiveadvantage:abilityofafirmtooutperformitsrivalsResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantage274. LocateanattractiveindustryAnattractiveindustry:anindustrywithopportunitiesthatcanbeexploitedbythefirm’sresourcesandcapabilitiesResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustry285. SelectastrategythatbestallowsthefirmtoutilizeitsresourcesandcapabilitiesrelativetoopportunitiesintheexternalenvironmentStrategyformulationandimplementation:strategicactionstakentoearnaboveaveragereturnsResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustryStrategyForm/Impl29Resource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustryStrategyForm/ImplSuperiorReturnsSuperiorreturns:earningofabove-averagereturns30StrategicIntent&MissionStrategicIntent战略性企圖Winningcompetitivebattlesthroughdecidinghowtoleverageinternalresources,capabilities,andcorecompetenciesStrategicMission战略性目的Anapplicationofstrategicintentintermsofproductstobeofferedandmarketstobeserved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31Groupswhoareaffectedbyafirm’sperformanceandwhohaveclaimsonitswealthThefirmmustmaintainperformanceatanadequatelevelinordertoretaintheparticipationofkeystakeholdersTHEFIRMTheFirmandItsStakeholdersStakeholders利益關係人32CapitalMarketStakeholders資本市場利益關係人TheFirmandItsStakeholdersShareholdersMajorsuppliersofcapitalBanksPrivatelendersVenturecapitalistsStakeholders33CapitalMarketStakeholdersProductMarketStakeholders產品市場利益關係人TheFirmandItsStakeholdersPrimarycustomersSuppliersHostcommunitiesUnionsStakeholders34CapitalMarketStakeholdersProductMarketS