战略管理课程1

战略管理课程2024/3/11战略管理课程[1]Chapter1:AnIntroductionToStrategicManagementSTRATEGY战略管理课程[1]Section1:WhatisStrategyInGreece:

Strategosmeansartsandsciencethatageneralcommandanddirectarmy.InAncientChinaBesiegeWeirescueZhaoPretendtoadvancealongonepathwhilesecretlygoingalonganother;doonethingundercoverofanother.战略管理课程[1]ClassificationofStrategyMacrolevelEnterpriselevelNationalEconomyLocalEconomyIndustrialEconomyCorporateStrategySBU’sStrategyFunctionalStrategy战略管理课程[1]TheThreeLevelsofStrategyCorporateSBUsFunctions战略管理课程[1]Whichbusinessestobein？

Howtorunthem?Thewayacompanycreatesvaluethroughtheconfigurationandcoordinationofitsmulti-marketactivities.CorporateStrategyis?AddresstheQuestions？战略管理课程[1]Howtoachievesustainablecompetitiveadvantageingivenproduct/marketWhereshouldwecompete？（Whichmarkets，andwhichsegmentsshouldweconcentrateon？）CompetitiveStrategyWhatproductsshouldwecompetewith？Howwillwegainsustainablecompetitiveadvantageinthesechosenmarkets？?123战略管理课程[1]isconcernedwithinterpretingtheroleofthefunctionordepartmentindeliveringthecompetitivestrategyFunctionalstrategyMarketingstrategyFinancialstrategyPersonnelstrategyAndsoforthEveryCompetitiveStrategyCanbeTranslatedintoCongruentXStrategies战略管理课程[1]Section2:DefinitionsofStrategyKennethR.AndrewsH.I.AnsoffH.MintzbergOurdefinition战略管理课程[1]KennethR．Andrews’DefinitionTheConceptofCorporateStrategy,1971Strategyistarget,intent,purpose,andthemodelofwhichafirmformulatesmainpoliciesandplaninordertoachievingthetarget.Themodeldefinesthebusinessscopewhichthefirmisdoing,andshoulddo.Themodelalsodefinesthebusinesstypewhichthefirmisin,andshouldbein.战略管理课程[1]H.Igor.Ansoff’DefinitionCorporateStrategy,1965Thestrategyisacommonbusinesslinethroughoutthefirm’sbusiness,productsandmarket.Itdefinesthebasicnatureofthebusinessthatafirmisdoing,andplanstodo.SeeMore战略管理课程[1]FourElementsofStrategyMarketandProductsGrowthVectorCompetitiveAdvantageSynergy:Totaloutcomearemorethansumofallparts.战略管理课程[1]UnderstandingSynergySupposeOi—CostofProductiSi–SalesofProducti(ROI)--ReturnonInvestmentSupposeROIofCompanyi’productPiisasfollowROI=Si-OiIi战略管理课程[1]ST=S1+S2+S3+…+SnOT=O1+O2+O3+…+OnIT=I1+I2+I3+…+In(ROI)T=ST-OTITSS=STIs≤ITOs≤OTScaleEffect(ROI)S＞(ROI)T

ST，OT，ITisSumofSmallcompany’ssales,costandinvestmentSs，Os，IsSales,costandinvestmentofbigfirmSuppose战略管理课程[1]TypeofSynergySalesSynergy:fromsharebrand,channelOperatingSynergyInvestmentSynergyManagementSynergy战略管理课程[1]H.Mintzberg’sDefinitionTheRiseandFallofStrategicPlanning,1994PlanPloyPatternPositionPerspective战略管理课程[1]DefinitionofStrategyAstrategyisanintegratedandcoordinatedsetofcommitmentsandactionsdesignedtoexploitcorecompetenciesandgainacompetitiveadvantage.战略管理课程[1]Section3:StrategicManagementProcessStrategyFormulationStrategyImplementationSeeDetail战略管理课程[1]EnvironmentConditionStrategicIntentStrategicMissionStrategyFormulationStrategyImplementationCorporateLevelStrategyBusinessLevelStrategyOrganizationalStructureandControlsCorporateGovernanceStrategicCompetitivenessAbove-AverageReturnsfeedback战略管理课程[1]StrategicManagementProcessChartPerspectivesandEnterpriseCultureVisionMissionGoalsSWOTStrategyFormulationAlternativesSelectionStrategicPlanStrategyImple-mentationStrategicControlFeedbackPerformance战略管理课程[1]StrategicManagementChapter1AnIntroductiontoCorporateStrategyChapter2TheExternalEnvironmentChapter3TheInternalConditionChapter4CorporateLevelStrategyChapter5AcquisitionandRestructuringStrategyChapter6BusinessLevelStrategyChapter7CooperativeStrategyChapter8CorporateGovernanceChapter9OrganizationalStructureandControlsChapter10CorporateEntrepreneurshipandInnovation战略管理课程[1]THENEEDFORSTRATEGYChapter1GlobalizationCompetitionPressuretoChangePhysicalresourcesHumanresourcesInformationresourcesWorldmarketCorebusinessesOutsourcingBPR战略管理课程[1]TechnologyandTechnologicalChangesRapidtechnologicalchangeRapidtechnologydiffusionsDramaticchangesininformationtechnologiesIncreasingimportanceofknowledgeTheCompetitiveLandscapeTheGlobalEconomyPeople,goods,services,andideasmovefreelyacrossgeographicbordersSignificantopportunitiesemergeinmultipleglobalmarketsMarketsandIndustriesbecomemoreinternationalized战略管理课程[1]TwomodelsAfirmisviewedasabundleofmarketactivitiesandabundleofresources.(inthelesson)MarketactivitiesareunderstoodthroughapplicationoftheI/Omodel.Thedevelopmentandeffectiveuseofafirm’sresources,capabilities,andcompetenciesisunderstoodthroughapplicationoftheresources-basedmodel.Combinationofthetwomodels,firmscanincreasetheprobabilityofachievingstrategiccompetitivenessandearningabove-averagereturns(AARs).战略管理课程[1]TheI/OModelofAARsTheexternalenvironmentwasthoughttobetheprimarydeterminantofstrategiesfirmsselectedtobesuccessful.Industrychosenhasastrongerinfluenceonthefirm’sperformancethandothechoicesmanagersmakeinsidetheirorganizations.战略管理课程[1]TheExternalEnvironmentThegeneralenvironmentTheindustryenvironmentThecompetitiveenvironment1.Studytheexternalenvironment,especiallytheindustryenvironment.AnAttractiveIndustryAnindustrywhosestructuralcharacteristicssuggestAARsStrategyFormulationSelectionofastrategylinkedwithAARsinaparticularindustryAssetsandSkillsAssetsandskillsrequiredtoimplementachosenstrategyStrategyImplementationSelectionofstrategicactionslinkedwitheffectiveimplementationofthechosenstrategySuperiorReturnsEarningofAARs2.LocateanindustrywithhighpotentialforAARs.3.IdentifythestrategycalledforbytheattractiveindustrytoearnAARs.4.Developoracquireassetsandskillsneededtoimplementthestrategy.5.Usethefirm’sstrengthstoimplementthestrategy.TheI/OModel战略管理课程[1]TheR/BModelofAAREachorganizationisacollectionofuniqueresourcesandcapabilitiesthatprovidesthebasisforitsstrategyandistheprimarysourceofitsreturns.Thedifferencesinfirm’sperformancesacrosstimearedrivenprimarilybyorganization’suniqueresourcesandcapabilitiesratherthanbyanindustry’sstructuralcharacteristics.Resourcesmaynotbehighlymobileacrossfirms.Thedifferencesinresourcesformthebasisofcompetitiveadvantage.战略管理课程[1]ResourcesInputsintoafirm’sproductionprocess1.Identifythefirm’sresources.Studyitsstrengthsandweaknessesascomparedtothoseofcompetitors.CapabilityCapacityofanintegratedsetofresourcestointegrativelyperformataskoractivityCompetitiveAdvantageAbilityofafirmtooutperformitsrivalsAnAttractiveIndustryAnindustrywithopportunitiesthatcanbeexploitedbythefirm’sresourcesandcapabilitiesStrategyFormulation&ImplementationStrategicactionstakentoearnAARsSuperiorReturnsEarningofAARs2.Determinethefirm’scapabilities.Whatdothecapabilitiesallowthefirmtodobetterthanitscompetitors？3.Determinethepotentialofthefirm’sresourcesandcapabilitiesintermsofacompetitiveadvantage.4.Locateanattractiveindustry.5.Selectastrategythatbestallowsthefirmtoexploititsresourcesandcapabilitiesrelativetoopportunitiesintheexternalenvironment.TheR/BModel战略管理课程[1]StrategicIntentStrategicintentistheleveragingofafirm’sinternalresources,capabilities,andcorecompetenciestoaccomplishthefirm’sgoalsinthecompetitiveenvironment.Strategicintentimpliesasignificantstretchofanorganization’sresources,capabilities,andcorecompetencies.Strategicintentexistswhenallemployeesandlevelsofafirmarecommittedtothepursuitofaspecificperformancecriterion.Itseemslikeadream,unrealisticgoal,imagination.战略管理课程[1]ExamplesofExpressionTobecomeahigh-performancemultinationalenergycompany—notthebiggest,butthebest.(UnocalCorporation)Tobethetopperformanceineverythingthecompanydoes.(PhilipsPetroleumCompany)TocatchupwithandbeatCaterpillar.(Komatsu’s)TobeatXerox.(Canon)TobecomesecondFord.(Honda)战略管理课程[1]StrategicMissionThestrategicmissionisastatementofafirm’sunique’spurposeandthescopeofitsoperationsinproductandmarketterms.Insomefirms,missioniscalledvision.战略管理课程[1]ExamplesofExpressionToputacarineveryhome.(Ford)Acomputerineveryhome.(Apple)Acomputeroneverydesk,andeveryhome,runningonMicrosoftsoftware.(BillGates)Portablecommunications.(Motorola)战略管理课程[1]IntentandMissionStrategicIntentWinningcompetitivebattlesthroughdecidinghowtoleverageresources,capabilities,andcorecompetenciesStrategicMissionAnapplicationofstrategicintentintermsofproductstobeofferedandmarketstobeserved战略管理课程[1]StrategicObjectivesProfitability:Productivity:MarketStatus:R&D:OrganizationalChange:HumanResourcesSocioResponsibilityMSAMS--AbsoluteMSRMS--RelativeMSSalesoftheindustryAMS=SalesofthecompanyX100%SalesofthelargestoneRMS=SalesofthecompanyX100%numeratorisunchangedDenominator:ifthecompany’ssalesisthebiggest,thedenominatormustbethesecondone.战略管理课程[1]ObjectiveSystemReturnonCapital12%ReturnonSales8%TurnoverRateofCapital1.5ProfitRevenue3mRevenueTotalCapital2mFixedAssetsCurrentAssetsSalesCostFixedCostVariableCostProfit&Tax×÷÷FixedCostVariableCostProfit&Tax战略管理课程[1]TheIdeasofStrategicManagement1.

TheIdeaofAdaptingEnvironment2.

TheIdeaofCompetitiveAdvantage3.TheIdeaofReengineering4.TheIdeaofStrategicAlliance5.TheideaofOrganizationLearning战略管理课程[1]1.AdaptingEnvironmentGlobalizationNetworkPhysicalResourcesHumanResourcesInfo.ResourcesInternetWorldwideMarketGlobalProcurementGlobalLogistics战略管理课程[1]2.TheIdeaofCompetitiveAdvantageMichaelE．Porterputforwardtotheconcept:itisfromlowcostordifferentiation.Theadvantagescancomefrominternalandexternal.Basedonexternalconditioninclude:naturalenvironment,naturalresources,transportation,informationcommunication,economicbase,publicrelation.Formedbyinternal：decisionmakingabilityoftopmanagement,innovationabilityoftechnicianandengineers,marketingabilityofmarketer,competenceofemployee.战略管理课程[1]3.TheIdeaofReengineeringCoreBusinessCustomerOrientationOrganizationFlatEnvironmentchangeBPRCompetitiveAdvantageResourcesFocusonCompetitionPressureVarietyofNeedsNetworkBPRBPRNothingchanged

exceptintoday’ssociety.change战略管理课程[1]4.TheIdeaofStrategicAllianceR．Coasesaid：therearetwosystemscanbeusedtoconfigurationandcoordinationresources:Throughmarket:byuseofthepriceasatooltoaccomplishasetofmarkettransactions.Throughorganization:acoordinatorwithinorganizationtodirectproduction.Bothmechanismscostmoney.So,whichoneisuseddependsonwhichhasthelowercost.Whetheracompanywillexpandorreduceitsbusinessesdependonthesaveoftransactioncost.战略管理课程[1]5.TheideaofOrganizationLearning

The

Fifth

Discipline

–ArtsandPracticesofTheLearningOrganization(Peter

Senge,1990)Tobringpeople’screativityintoplayisthekeysuccessfulfactorinthe21st.Itisalsothekeypointofthemanagementefforts.Organizationlearningisanunremittingprocess.Itistheprocesswhichanorganizationceaselesslyacquirelore,andpassloreeachotherintheorganization,andcreatenewlorebyvariouswaysandmannersinordertoboostuporganizationalabilitiesandimproveorganizationalbehaviorandperformance.ThreeKeyPointsofOrganizationLearning：战略管理课程[1]ThreeKeyPointsofOrganizationLearning1.Theorganizationcanceaselesslyacquireloreandaccumulatelore2.Theorganizationcanpassloreeachotherintheorganization3.Theorganizationcancreatenewlore战略管理课程[1]Bystudyingtheinternalenvironment,FirmsdetermineWhattheycandoBystudyingtheexternalenvironment,FirmsidentifyWhattheymightchoosetodoGeneralExternalEnvironmentalAnalysisIndustryEnvironmentAnalysisChapter2TheExternalEnvironment战略管理课程[1]GeneralEnvironmentCompetitorEnvironmentIndustryEnvironmentEconomicDemographicSocioculturalPolitical/LegalGlobalTechnologicalGeneralEnvironment战略管理课程[1]Thegeneralenvironmentiscomposedofelementsinthebroadersocietythatcaninfluenceanindustryandthefirmswithinit.Theindustryenvironmentisthesetoffactors–thethreatofnewentrants,suppliers,buyers,productsubstitutes,andtheintensityofrivalryamongcompetitors–thatdirectlyinfluencesafirmanditscompetitiveactionsandresponses.Definitionsofgeneralandindustryenvironment战略管理课程[1]TheGeneralEnvironment:Segments&ElementsDemographicSegmentPopulationsizeAgestructureGeographicdistributionEconomiccycleInterestandInflationratesTradedeficitsorsurplusesBudgetdeficitsorsurplusesAntitrustlawsTaxationlawsDeregulationphilosophiesWomenintheworkforceWorkforcediversityAttitudesaboutqualityofworklifeProductinnovationsProcessinnovationsApplicationsofknowledgeEconomicSegmentPolitical/LegalSegmentSocioculturalSegmentTechnologicalSegmentGlobalSegmentImportantpoliticaleventsCriticalglobalmarketsEthnicmixIncomedistributionPersonalsavingratesBusinesssavingratesGrossdomesticproductLabortraininglawsEducationalphilosophiesandpoliciesConcernsofenvironmentShiftsinwork&careerpreferancShiftsinpreferencesinproductsandservicecharacteristicsFocusofprivateandgovern-mentsupportedR&DexpenditurNewcommunicationtechnologyNewlyindustrializedcountriesDifferentculturalandinstitu-tionalattributes战略管理课程[1]EconomicCycleReviveBoomStagnancyCrisisABReviveBoomWeakSoftLandfall战略管理课程[1]ComponentsoftheExternalAnalysisIdentifyingearlysignalsofenvironmentalchangesandtrendsDetectingmeaningthroughongoingobservationsofenvironmentalchangeandtrendsDevelopingprojectionsofanticipatedoutcomesbasedonmonitoredchangesandtrendsDeterminingthetimingandimportanceofenvironmentalchangesandtrendsforfirm’sstrategiesandtheirmanagementScanningMonitoringForecastingAssessing战略管理课程[1]ExchangeandCommunicationofCross-culturesChinaNotdirectlymentionkeypointAskquestionsorhaverequirementsbyasubtlewayPraisinggroupSayingwordstoboostharmoniousSomethinghavenotbeenexpressarealsoveryimportantUsuallynottosay“No”，insteadofchangingothertopicorgiveablurryanswerHavingaexpressionforthemostimportantthinginthelastGuangxiisthefirstthinginall—firstlydiscussedtopicisaboutprivatethingsbeforediscussingbusinessSynthesizingdifferentideas，struggletobeconsistentPersonandmindcannotbeseparatedDumbnessdoesnotmeandisagreeAmericanDirectlymentionkeypointBluntlydiscussingrequirementsandproblembeingfacedPraisingindividualPreciselysayingwhatonewantstosayWhatonesayisthemostimportantDirectlysay“No”HavingaexpressionforthemostimportantthinginthebeginningRulesarethemostimportant，firstlydiscussingbusinessthanprivateMakingideasdiversely，struggletohavethebestonePersonandmindcanbeseparatedDumbnessmeansdisagree战略管理课程[1]IndustryEnvironmentAnalysisAnindustryisagroupoffirmsproducingproductsthatareclosesubstitutes.Theindustryenvironmentisthesetoffactors–thethreatofnewentrants,suppliers,buyers,productsubstitutes,andtheintensityofrivalryamongcompetitors–thatdirectlyinfluencesafirmanditscompetitiveactionsandresponses.IndustryenvironmenthasamoredirecteffectonstrategiccompetitivenessandAARs.战略管理课程[1]TheFiveForcesModelofCompetitionIndustryCompetitorsTheThreatofEntryAbsolutecostadvantagesGovernmentpolicyEconomiesofscaleCapitalrequirementsBrandidentitySwitchingcostsAccesstodistributionExpectedretaliationTheThreatofSubstituteRelativeprice/performanceSwitchingcostsBuyerpropensitytoSupplierPowerSupplierconcentrationImportanceofvolumetosupplierDifferentiationofinputsImpactofinputsoncostofdifferent．Switchingcostsofsupplier/firmsPresenceofsubstituteinputsTheDegreeofRivalryIndustrygrowthProductdifferencesBrandidentitySwitchingcostExitbarriersInformationalcomplexityBuyerPowerBargainingleverage

PricesensitivityBuyerconcentrationPrice/TotalPurchasesBuyervolumeImpactonqualityBuyerinformationProductdifferencesBuyerswitchingcostBrandidentitySubstituteproductAbilitytobackwardint.战略管理课程[1]ThreatofNewEntrantsThelikelihoodthatfirmswillenteranindustryisafunctionoftwofactors:BarrierstoentryTheretaliationexpectedfromcurrentindustryparticipants战略管理课程[1]BarrierstoEntryEconomiesofScaleExperienceCurveProductDifferentiationCapitalRequirementsSwitchingCostsAccesstoDistributionChannelsCostDisadvantagesIndependentofScaleGovernmentPolicyExpectedRetaliationUnitcosttendstodeclinefollowingthewaywithfixedratiowhenaccumulatedproductionincrease.战略管理课程[1]ExperienceCurveAccumulatedProductionUnitCostCn=C1n-λ

AccumulatedProductionUnitCostC2n=kCn战略管理课程[1]SourcesofExperienceExperienceaccumulatingLearning战略管理课程[1]ApplicationsoftheExperienceCurve

PredictcostmodeGuidepricingdifferenceActualForecastPriceCostPriceCost战略管理课程[1]ExitBarrierSpecializedassetsFixedcostsofexit(e.g.laboragreements)Strategicinterrelationships(mutualdependencerelationships)Emotionalbarriers(fearforone’scareer)Governmentandsocialrestrictions战略管理课程[1]IntensityofRivalryAmongCompetitorNumerousorEquallyBalancedCompetitorsSlowIndustryGrowthHighFixedorStorageCostLackofDifferentiationorLowSwitchingCostsCapacityAugmentedinLargeIncrementsDiverseCompetitorsHighStrategicStakesHighExitBarriers战略管理课程[1]StrategicGroupsMichaelS.Hunt,Competitioninthemajorhomeapplianceindustry,1972,(Doctoraldissertation,HarvardUniversity)Astrategicgroupisagroupoffirminanindustryfollowingthesameorasimilarstrategyalongthesamestrategicdimensions.战略管理课程[1]ExampleofStrategicGroupGroupAGroupDGroupBGroupCProductlineWideNarrowVerticalintegrationAWideproductline,highintegration,lowmanufacturecost,lowservice,mid-qualityLowHighBNarrowproductline,highautomaticprocess,,lowprice,lowservice,CNarrowproductline,assembler,highprice,hightechnology,highqualityDMid-productline,assembler,mid-price,highservice,mid-quality战略管理课程[1]ImplicationsofStrategicGroupAfirm’smajorcompetitorsarethosewithinitsstrategicgroup.Thestrengthsofthefivecompetitiveforcesdifferacrossstrategicgroups.Thecloserthestrategicgroupsintermsofstrategiesfollowedanddimensionsemphasized,thegreaterthelikelihoodofcompetitiverivalrybetweenthegroups.123战略管理课程[1]CompetitorAnalysisWhatdrivesthecompetitor(asshownbyitsfutureobjectives);Whatthecompetitorisdoingandcando(asrevealedbyitscurrentstrategy);Whatthecompetitorbelievesaboutitselfandtheindustry(asshownbyitsassumptions);andWhatthecompetitor’scapabilitiesare(asshownbyitscapabilities)Throughanalysis,afirmshouldbeclearabout:战略管理课程[1]CompetitorAnalysisComponentsFutureobjectivesHowdoourgoalscomparetoourcompetitors’goal?Wherewillemphasisbeplacedinthefuture?Whatistheattitudetowardrisk?CurrentstrategyHowarewecurrentlycompeting?Doesthisstrategysupportchangesinthecompetitionstructure?Assumptionsdoweassumethefuturewillbevolatile?Areweoperatingunderastatusquo?Whatassumptionsdoourcompetitorsholdabouttheindustryandthemselves?CapabilitiesWhatareourstrengthsandweaknesses?Howdoweratecomparedtoourcompetitors?ResponseWhatwillourcompetitorsdointhefuture?Wheredoweholdanadvantageoverourcompetitors?Howwillthischangeourrelationshipwithourcompetitors?战略管理课程[1]Chapter3

TheInternalEnvironmentResourcesCapabilitiesCoreCompetencies战略管理课程[1]ComponentsofInternalAnalysisRESOURCESTangibleIntangibleCAPABILITIESTeamsofresourcesCORECOMPETEN-CIESSourcesofcompetitiveadvantageSUSTAINABLECOMPETITIVEADVANTAGEGainedthroughcorecompetenciesSTRATEGICCOMPETI-TIVENESSAARs战略管理课程[1]Resources

Resourcesareinputsintoafirm’sproductionprocesssuchascapitalequipment,theskillsofindividualemployees,patents,finance,andtalentedmanagers.Tangibleresourcesareassetsthatcanbeseenandquantified.Intangibleresourcesrangefromtheintellectualpropertyrightsofpatents,trademarks,andcopyrightstothepeople-dependentorsubjectiveresourcesofknow-how,networks,organizationalculture,andafirm’sreputationforitsgoodsandservicesandthewaysitinteractswithpeople(e.g.,employees,suppliers,andcustomers)战略管理课程[1]TangibleResourcesFinancialR.PhysicalR.HumanR.OrganizationalR.Thefirm’sborrowingcapacityThefirm’sabilitytogenerateinternalfundsSophisticationandlocationofafirm’splantandequipmentAccesstorawmaterialsThetraining,experience,judgment,intelligence,insight,adaptability,commitment,andloyaltyofafirm’sindividualmanagersandworkersThefirm’sformalreportingstructureanditsformalplanning,controlling,andcoordinatingsystems战略管理课程[1]IntangibleResourcesTechnologicalR.R.forInnovationReputationStockoftechnologysuchaspatents,trademarks,copyrightsandtradesecretsTechnicalemployeesResearchfacilitiesReputationwithcustomersReputationwithsuppliersKnowledgerequiredtoapplyitsuccessfullyBrandnamePerceptionsofproductquality,durability,andreliabilityForefficient,effective,supportive,andmutuallybeneficialinteractionsandrelationships战略管理课程[1]CapabilitiesCapabilityisthecapacityforasetofresourcestointegrativelyperformataskoractivity.战略管理课程[1]ExampleofFirm’sCapabilities

FunctionAreasCapabilitiesFirmExamplesDistribution

EffectiveuseoflogisticsmanagementtechniquesWal-MartAEROJETHumanR.Motivating,empowering,andretainingemployeesMISEffectiveandefficientcontrolofinventoriesthroughpoint-of-purchasedatacollectionmethodsMarketingEffectivepromotionofbrand-nameproductsWal-MartGilletteManagementEffectivecustomerserviceMcKinsey&.InnovativemerchandisingHewlett-PackardCrate&BarrelEffectiveexecutionofmanagerialtasksAbilitytoenvisionthefutureofclothingPepsiCoTheGapEffectiveorganizationalstructureManufacturingDesignandproductionskillsyieldingreliableproductsKomatsuR&DProductandtechnologicallysophisticatedautomobileenginesProductanddesignqualityTheGapMazdaMiniaturizationofcomponentsandproductsSonyExceptionaltechnologicalcapabilityCorningDevelopmentofsophisticatedengineeringelevatorcontrolsolutionsRapidtransformationoftechnologyintonewproductsandprocessesEngineeringInc.MotionControlDeepknowledgeofsilver-halidematerialsKodakDigitaltechnologyThomsonConsumerElectronic战略管理课程[1]FirminfrastructureHumanresourcemanagementTechnologydevelopmentProcurementInboundlogisticsOperations

OutboundlogisticsMarketing&salesService

MARGINMARGINPrimaryactivitiesSupportactivitiesTheBasicValueChain战略管理课程[1]Supportactivitiesprovidethesupportnecessaryfortheprimaryactivitiestotakeplace.Primaryactivitiesareinvolveswithaproduct’sphysicalcreation,itssale,anddistributiontobuyers,anditsserviceafterthesale.ConceptofPrimaryandSupportActivities战略管理课程[1]ExaminingtheValue-CreatingPotentialofPrimaryActivitiesInboundLogistics

Activities,suchasmaterialshandling,warehousing,andinventorycontrol,usedtoreceive,store,anddisseminateinputstoaproduct.EffectiveuseoflogisticsmanagementtechniquesOperationsActivitiesnecessarytoconverttheinputsprovidedbyinboundlogisticsintofinalproductform.Machining,packaging,assembly,andequipmentmaintenanceareexamplesofoperationsactivities.MarketingandSalesActivitiescompletedtoprovidemeansthroughwhichcustomerscanpurchaseproductsandtoinducethemtodoso.Toeffectivelymarketandsellproducts,firmsdevelopadvertisingandpromotionalcampaigns,selectappropriatedistributionchannels,andselect,develop,andsupporttheirsalesforce.OutboundLogisticsServiceActivitiesinvolvedwithcollecting,storing,andphysicallydistributingthefinalproductstocustomers.Examplesoftheseactivitiesincludefinishedgoodswarehousing,materialshandling,andotherprocessing.Activitiesdesignedtoenhanceormaintainaproduct’svalue.Firmsengageinarangeofservice-relatedactivities,includinginstallation,repair,training,andadjustment.Eachactivityshouldbeexaminedrelatedtocompetitors’abilities.Accordingly,firmsrateeachactivityassuperior,equivalent,orinferior.战略管理课程[1]ExaminingtheValue-CreatingPotentialofSupportActivitiesProcurement

Activitiescompletedtopurchasetheinputsneededtoproduceafirm’sproducts.Purchasedinputsincludeitemsfullyconsumedduringthemanufactureofproducts(e.g.,rawmaterialsandsuppliesaswellasfixedassets–machinery,laboratoryequipment,officeequipment,andbuildings)TechnologicaldevelopmentActivitiescompletedtoimproveafirm’sproductandprocessesusedtomanufactureit.Technologydevelopmenttakesmanyforms,suchasprocessequipment,design,bothbasicresearchandproductdesign,andservicingprocedures.FirmInfrastructureFirminfrastructureinclu