战略管理(双语)教案

西南财经大学天府学院教案 TIANFUCOLLEGEOFSWUFEPAGE第68页共68页西南财经大学天府学院教案课程名称：《战略管理》(双语)

教案编号：01章,节Introductiontothecourse授课方式Teach&Discuss教学目的SelfIntroduction：youandmeHelpstudentsdevelopinterestinginmanagement,andknowcourseschedule,Activitiesinclass,Disciplines,Evaluationsandsoon.教学重点ArousestudentsinterestingCourseDisciplinesandCourseEvaluations教学难点1.Arousestudentsinteresting时间分配教学过程31.IntroductiontoyouandmeSelfintroduction,talkingaboutmyself,especiallyabouttheworkingexperienceStudentintroduction,talkingaboutthefuture,aboutcareerplanningandcareerdevelopment,expectationtothiscourse.etcConclusions:Whystudymanagement?Asemployeeormanagerinthefuture,weneedknowsomethingaboutmanagement,knowsomethingabouttheorganization.Or,RewardsofBeingaManageraUniversalityofManagementChallengesofBeingaManager2.Introductiontothiscourse⑴CoursesbriefintroductionFundamentalmanagementcoursePart1:Introductionpart2:Planningpart3:Organizingpart4:Leadingpart5:Controlling⑵Courseschedule第1周：Helpstudentsdevelopinterestinginmanagement,andknowcourseschedule,Activitiesinclass,Disciplines,Evaluationsandsoon.第2-3周：Chapter1:IntroductiontoStrategicManagement,strategyandstrategicthinking第4-5周：Chapter2StrategicNavigation，vision，missionandgoal第6-7周：Chapter3theexternalenvironmentanalysis:opportunities,challengesandindustrialcompetitiveness第8-10周：(其中:第9周五一假期)Chapter67StrategicManagementandTypesoforganizationalstrategies第11-12周：Chapter5Overallstrategy:theconfigurationandconstructionwaysofcreatingvalue第13周：Chapter6Competitivestrategy,valuecreationandbuildsustainablecompetitiveadvantage第14周：Chapter7themethodofstrategicchoice:strategicmatchingandselection第15周：Chapter8Corporategovernance:theprincipal-agentrelationshipandstakeholdersneedtodivorce第16周：Chapter9Organizationalstructure,organizationalguaranteeofstrategyimplementation第17周：Chapter10Strategicchange:Businesscontinuitymessage⑶ActivitiesinclassInstructor’spresentationCasediscussionswithingroupsPlaygamesManagementpracticeSelfevaluationStudents’presentationOutward-boundtrainingprogramInvestigationPaper……⑷DisciplinesAttendanceTeambuildingResearchmaterialReport⑸ReferencesRichardL.Daft,Management,5thed.,TheDrydenPress, U.S.ASINO-FOREIGNMANAGEMENT(《中外管理》）,/《管理论坛》/forum/magazine/StephenP.Robbins,Management,SeventhEdition,ChineseEdition，2004.⑹EvaluationsGivestudentschoices:testornot,mostofthemwillselectnotest,andthendeclarethefollowingevaluationplan,andexplainit.Attendance10%Ordinaryexercises30%Managementpaper20%Casereport40%3Grouping8groupsDifferentProfession《StrategicManagement》学生小组作业内容及要求所有同学按照5-8人/组为标准分成若干小组，每个小组选出组长一名，负责本小组的作业的总负责人，负责小组会议组织、任务分配、协调及小组绩效（成绩）考评。一、每个小组从以下案例中选取一个目标案例：1、TCL收购法国汤姆逊公司CRT业务的悲怆国际化之路（查阅有关资料）;2、长虹美国市场之殇（查阅有关资料）;3、蛇吞象并购——吉利收购沃尔沃4、IBM拟斥资21亿美金收购IBM低端服务器业务5、“德隆”王国的崩溃6、“红旗”为何没有随风飘扬——红旗轿车7、天府学院的发展战略分析8、天府学院学生超市的发展战略设计9、“我”战略设计10、其他自选。二、要求：（1）每个小组在助教的协调安排下，完成目标国家的确定，然后汇总至助教那儿，由助教提交给老师；本项工作在第一周上课完成。（2）每小组在以上范围自选研究对象，搜索并阅读相关文献资料。（3）分步完成：战略输入（外部环境、内部资源状况分析），战略设计规划或者分析，战略执行（分析）、战略行动评估分析。（4）检查：=1\*GB3①大家每步完成的情况要汇总提交给助教，由助教汇总提交给老师，老师根据大家的完成情况进行检查；=2\*GB3②老师按照考核标准进行评分：不能按时本小组作业计0分，根据完成质量给予不同分值；=3\*GB3③老师根据各小组各阶段的作业完成检查评分情况，挑选1-2个小组做相应阶段的课堂汇报演示。（5）疑难解答：每个小组在遇到困难或问题，可以直接找老师（任课老师，时间不仅限于答疑时间，任何时间都可以，请组长在事前与老师通过公布的各种联系方式确定好时间，每小组必须咨询老师至少一次）也可以找自己喜欢的任何老师给以解答，所有的解答需要有证据给予证明（照片、视频、老师签名等）；对于各小组的共性问题，由助教汇报给老师可集中指导（课堂或课下）。（6）格式要求：提交的作业请用word文档格式，格式要求参照学院毕业生论文的格式要求（提供模版）；课堂汇报请采用PPT（不能有大段文字，可以有图片、视频等）。（7）内容要求：每步需要注明理论依据或工具模型（不做具体介绍），比如：环境分析：根据教材第一部分：战略输入的行业/组织模型、资源基础模型等。（8）评分项目和规则：A项目：=1\*GB3①语言表达：普通话，表达清楚、洪亮、脱稿10%；=2\*GB3②团队合作10%；=3\*GB3③注意作业展示的基本礼仪规范10%；=4\*GB3④研究成果表现形式符合要求20%；=5\*GB3⑤研究成果与要求理论部分的契合程度30%；=6\*GB3⑥研究成果的深度、难度、逻辑性20%；B规则=1\*GB3①随机抽取小组成员作代表展示，然后其他成员补充（人员不限）；=2\*GB3②小组作业应该严格控制时间在20分钟以内，超时扣20%；=3\*GB3③小组在陈述展示过程中控制课堂纪律，控制不好要扣20%；=4\*GB3④助教+老师根据标准“助教40%+老师占60%”评分；C、没有抽取做课堂汇报的小组，根据完成的word文档材料和汇报的PPT来评定分数。（8）作业进行至各个阶段或步骤，各小组需要详细记录并汇报，记录汇报表格式如下：

《StrategicManagement》小组作业记录表教学班级案例第＿组＿小组姓名分工情况权重成员签字成绩分配组长组员完成过程记录讨论1讨论2讨论3讨论4讨论5老师签名老师指导内容时间作业布置Assignmentfornextweek:readchapter1andchapter2课后总结作业需要有评级标准。分组随机分配，可多认识不同专业的同学。多聊下课程对未来就业的影响。

教案编号：02章,节Chapter1introductionoforganization&management授课方式Teaching&Discuss+self-test教学目的1.Describefundamentalconceptsandprinciplesofstrategicmanagement2.Knowthehistoricaldevelopmentofmanycurrentstrategicmanagementtheoriesrelatingtotheoperationofabusiness.3.Identifycurrentthoughtsaboutstrategicmanagementtrendsthatwillbeaffectingstrategicmanagementandwhatbusinessmanagerscandotoprepareforthesetrends.1.Applyingtheoriestorealproblems2.Analyticalability3.communicationskills4.team-working教学重点1.Themeaningandcharacteristicofstrategy2.Themeaningofstrategicmanagement,theprocessandlevel教学难点1.Themeaningandcharacteristicofstrategy2.Themeaningofstrategicmanagement,theprocessandlevel时间分配教学过程3Q&A:What’smanagement?Whatdomanagersdo?京东自建物流系统的战略意图?滴滴打车大战快滴打车?Thesection1：profileofthepresentstageofstrategicmanagement1.Featuresofcurrentmarket①marketturmoil;②complexenvironment;③thefutureisdifficulttopredict2.Corporatestrategicmanagementstatus①Americancompaniesinthe1970senteredtheeraofstrategicmanagement②Japanisintheearly80shasentered"thestrategicmanagementera”;ForChina'senterprises,withthedevelopmentofmarketeconomy,enterpriseshavebecomethemainbodyofmarketeconomy,theexternalenvironmentofconstantlychangingandincreasinglyfiercemarketcompetition,theimpactontheenterpriseisverybig,manyenterprisemanagersbegantousetheconceptofstrategicmanagement,ideasandmethodstomanagetheenterprise,toavoidtheenterprisemajordecision-makingerrors.Thesection2：theconceptofcorporatestrategyandcharacteristicsConnotationofstrategy：《辞海》：“军事名词，对战争全局的筹划和指挥。”《韦氏新国际英语大词典》：“军事指挥官克敌制胜的科学与艺术。”《简明不列颠百科全书》：“在战争中利用军事手段达到战争目的的科学和艺术。”毛主席：“战略问题是研究战争全局的规律性的东西。”Definestrategicmanagement⑴Strategywasusedasaformoflong-termgoalsandobjectives,qualifiedprimaryactivityprogramsandmethodstoallocateresourcesEnterprisesshoulddeterminetheirowngoalstoreflectthedemandforperformance;Necessary,continuousadjustment,isashort-termoriented,andshouldbeconsistentwiththelong-termgoal;Theallocationofresourcesisnotonlytomatchtheprincipalactivitiesoftheenterprise,butalsotoconformtotherequirementsofthestrategicgoalsofconsistency.⑵Strategyisabeforetakingactionplaninadvance,isthespecificationsandrequirementsoftheprogrammeofactionforthefuture.H.Mintzbergpointedoutthatmostpeoplethinkthatstrategyisaplan,oneisofsubjectivity,2itiswithlead.VonNewmanbelievesthatstrategyis"acompleteplan,designedtoexplainineachcasehowshouldmakethechoice."Glueck:"strategyisacomprehensiveintegrationoftheunifiedplan,usedtoachievethebasicgoaloftheenterprise."Asakindofplan,strategycanbeageneral,alsoisaspecialtricks.⑶Purposeofstrategyisdelimitsthescopeofcompetition(businessscope)⑷Enterprisestrategyistheexternalopportunitiesandthreatsforobtainingthelastingcompetitiveadvantage,andtheinternaladvantageanddisadvantageofpositiveresponse.⑸Enterprisestrategyisaconsistentdecisionmodel⑹Strategyisakindofpositioning⑹⑺Strategyisway

togaincompetitiveadvantageinachangingenvironment.⑻StrategyisakindofconceptandintentionTeachingmaterialgivesarelativelycomprehensivedefinition:corporatestrategyistheenterpriseinthefutureastheleadingfactor,toseekandmaintainlastingcompetitiveadvantageoftheimportantplanningaboutglobalanddiscretion.Emphasisofstrategicconcept:InthefutureConsistent,long-termActivelycopewithchangeEstablishandmaintainacompetitiveadvantageFeaturesofstrategy:GlobalLong-termandrelativestabilityAdaptiveThesection3：Theelementsofstrategyandlevel1.Theelementsofstrategic⑴Scopeofbusinessisanenterpriseengagedinproductionandbusinessoperationactivitiesofthefield,alsoknownasthelocalenterprises.Itreflectstheenterprisethedegreeofinteractionwiththeexternalenvironment,alsocanreflecttheenterpriseplanandtherequirementoftheexternalenvironmentworks⑵Theallocationofresourcesreferstotheenterprisesinthepastandcurrentconfigurationresourcesandskillslevelsandpatterns.Enterpriseresourcesaretheenterpriseproductionandbusinessoperationactivitiessupportpoint.Enterpriseonlyintheformofotherenterprisecan'timitate,obtainandusetheappropriateresources,formtheirownuniqueskills,inordertowellcarryouttheproductionandbusinessoperationactivities,resource-poor,orintheadversecircumstance,iftheenterprisebusinessscopewillbelimited⑶Competitiveadvantageistheenterprisethroughitsresourceallocationmodeandscopeofbusinessdecisions,inthemarketformedbytherivaldifferentcompetitiveposition.⑷Synergyistheenterpriseintheallocationofresourcesandbusinessscopefromthedecision-makingcanseektotheeffectofvariousjointefforts,whichcomponentisgreaterthanthesumoftheresultsofthevariousmolecularsum.Collaborativeactioncanbedividedintofourcategories:①Theinvestmentofsynergy②Operatingsynergies③Salesofsynergy④Themanagementsynergy2.ThelevelofthestrategyAsenterprisegoalismultiplelevel,overallobjectives,goalsateverylevel,themanagementprojectgoals,completethetargetsystem.Enterprisestrategy,notonlytoexplaintheenterpriseoverallgoalandthemethodstoachievethesegoals,andtoexplainthebusinessenterpriseinsideeverylevel,everybusiness,everypartofthegoalanditsimplementationmethod.Therefore,theenterprise'sheadquarterstodeveloptheoverallstrategy,branchforbusinessunitstrategy,competitionstrategy),departmentoffunctionalstrategy.Alargecompanyhasthreelevels,duetoitsinternalmediumandsmallenterprisesisrelativelyindependentbusinessunit,andnotrigidlydividedintothreelevels.⑴CorporatestrategyAvarietyoflargeandmedium-sizedenterprises,especiallyenterprises,itisthehighestlevelofstrategy.Content:fromthecompany'sbusinessdevelopmentdirectionandthecoordinationbetweenthevariousbusinessunitsandfromalltangibleresourcesandthecompanyvalueidea,theestablishmentoftheculturalenvironment.⑵Businessunitstrategy(competitionstrategy)Businessunitstrategy,whichisundertherestrictionofenterpriseoverallstrategy,guidanceandmanagementspecificbusinessunitplansandactions,toservetheoverallgoal.Businessunitstrategy,mainlyaimingatthechangingexternalenvironment,effectivecompetitionintheirrespectivebusinessareas.Toeffectivelycontroltheallocationofresourcesanduse;Coordinationofthefunctionallayerstrategy.⑶FunctionalstrategyFunctionalstrategyisamajorfunctionaldepartmentswithinanenterpriseshort-termstrategyplan,makefunctionalmanagerscanmoreclearunderstandingtothefunctionaldepartmentsincarryingoutthestrategyofenterpriseoverallresponsibilityandrequirements,effectiveuseofresearchanddevelopment,marketing,production,finance,humanresourcesmanagementfunction,guaranteetoreachthecompanytarget.ReadChapter2afterclassreadthecase:案例1-1莱钢的核心竞争力工程作业布置Assignmentfornextweek:1.ReadChapter2afterclass2.readthecase:案例1-1莱钢的核心竞争力工程课后总结通过本次课讲解，特别是案例的互动，让大家对战略有基本的认识，同时激起同学们关注行业、关注财经、关注每天发生的产业新闻。

教案编号：03章,节Chapter1introductionoforganization&management授课方式Casestudy&Discuss教学目的1.Describefundamentalconceptsandprinciplesofstrategicmanagement2.Knowthehistoricaldevelopmentofmanycurrentstrategicmanagementtheoriesrelatingtotheoperationofabusiness.3.Identifycurrentthoughtsaboutstrategicmanagementtrendsthatwillbeaffectingstrategicmanagementandwhatbusinessmanagerscandotoprepareforthesetrends.1.Applyingtheoriestorealproblems2.Analyticalability3.communicationskills4.team-working教学重点1.Themeaningandcharacteristicofstrategy2.Themeaningofstrategicmanagement,theprocessandlevel教学难点1.Themeaningandcharacteristicofstrategy2.Themeaningofstrategicmanagement,theprocessandlevel时间分配教学过程3Casestudy:案例1-1莱钢的核心竞争力工程Thesection4:Strategicmanagementoftheenterprise1.Threekeyelementsofstrategicmanagement：⑴Strategicanalysis⑵Strategicchoice⑶Strategyimplementation2.Strategicanalysis⑴Changesintheenvironment(macro),industrystructureandorganization;

⑵Thestatusoftheorganization,resourceandstrategicability;

⑶Individualsandgroupsrelatedtotheorganization'svaluesandexpectations,desire,andreactionanditsinfluencingandrestricting3.AstrategicchoiceAstrategicchoiceIsacomplicateddecision-makingprocess,involvingthedevelopmentdirectionofproductsandservices,intothemarkettypes,intotheway.IstheinternaldevelopmentandexternalacquisitionToformavarietyofstrategies,accordingtoacertainstandardtoevaluatetheapplicability,feasibilityandacceptability(),chooseoneorseveral,prioritize.Itisamatterofmanagementreview,notacompletelyrationalprocessandbehaviorofpurelogic.4.StrategyimplementationStrategyimplementationisturnstrategyintoaction.Mainlyinvolves:howtodistributionbetweeninternaldepartments,alllevels,theuseofexistingresources;Howtouseexternalresources;Adjusttheorganizationstructure,theinfluence,theorganization(managementgroup)changethetechnologyandmethod.5.Therelationshipofstrategicmanagementandbusinessmanagement6.Thedifferencebetweenthestrategicmanagementandlong-termplansBothareinvolvedinthelong-termdevelopmentoftheenterprise,todeterminetheoverallobjectivesfortheenterprise.Buttherearesignificantdifferences:⑴Long-termplansarebasedoncurrentorpastplan,namelyisassociatedwiththestatusofcurrentorpast;

Strategicmanagementbasedonthepredictionofthetrendinthefuture,data,change,withaneyetothefuture,moreforward-looking.⑵Makingprocessisdifferent.Generallysaid,long-termplanfrombottomtotop,strategicmanagementisatop-down,donebythehighestlevel.⑶Thestateofmindisnotexactlythesame,formulatealong-termplan,thereisadangerofoptimism,it'smucheasiertoconsiderfavorablefactors,lessadversefactors.Strategicmanagementevaluationinthebestcasealready,alsoestimatedthepossibilityoftheworstoutcome,realistic,dependingonthedifferentsituationofmanagement,psychologicalstatewillalsobedifferent.⑷Lookfromreflectthecontentofthetwoconstitutedifferentform.Long-termplansareoftencombinedorcompromiseplan.Strategyistoprovideaclearandrigorousfortheentireorganization'sdevelopmentdirectionensurethatmaximizetheoverallefficiencyoforganization.⑸Driverisdifferent,long-termplanbasedonthedataandindex,emphasizetheinputandoutput.⑹Formulatestrategyfocusesonmanagementandstrategicintent.7.ThenecessityoftheimplementationofstrategicmanagementTheinfluenceofstrategyofsuccessLuckyindeedmayattherighttimetoprovideimportantopportunities,butmaynotalwayshappen.Soitismoreimportantistheabilitytoknowanyopportunity,cleargoalsandnecessaryflexibility,soastomakefulluseoftheopportunity.Multiplefunctionstrategy⑴SupportfordecisionstrategyisthekeysuccessfactorsAnenterprise,therearehundredsofdecisionseveryday,can'tbothbeoptimization.Strategycanlimitthescopeandsimplifydecisionmaking.⑵Asthetoolofcooperationandcommunicationfortheentireorganizationtodetermineacommondirection⑶Strengthentheorganization'sadaptability,flexibility,paycloseattentiontothechangeofexternalenvironment,topreventsomeadverseevents.⑷Asthetarget,orabridgetothetargetreflectstheenterprise'svaluesandspiritualpursuit.Thesection5：Thedevelopmentofenterprisestrategyanalysis1.Thedevelopmentofmilitarystrategy360BCinsunTzu’stheart(suntzu),knownas"tsu",afterthetangdynastyasthesevenbooksofwu,princesrequired"force",havewideapplicationinmanyfieldsoutsidethemilitary."Ce","springandautumnannals"HanFeiziinhuangdineijinghavereferences.2.ApplicationinthefieldofdiplomacyDiplomacyistheessentialmeansofcommunicationandcontactbetweencountries,sometimesitistheimportantsupplementofmilitaryoperations.Anexcellentdiplomatisastrategist.3.Appliedinmacroeconomicdecision-making4.ThedevelopmentandthestatusquoLevelisnothigh,confusion,scarcestrategicmanagementactivities5.Inthe'60s,theriseofstrategicmanagementLittlealFredd.chandlerAlfred,dchandlerJr.Detailedandcomprehensiveanalysisoftheinteractiverelationshipbetweenenvironment,strategyandorganizationstructure.Conclusion:theenterprisestrategyshouldadaptitselftothechangingenvironment,meetthemarketdemand),andtheorganizationalstructuremustadapttotherequirementsofenterprisestrategy.Tostudytherelationshipbetweenenvironments,strategy,structure.FormedastrategicstructureDesign,DesignthebasicSchool,representativeofHarvardbusinessSchoolAndrews.Strategicstructureisdividedintotwoparts:theformulationandimplementation.MakingprocessusingtheSWOTanalysismethod.Throughamodel,objectives,policies,andbusinessoperationactivitiesoftheenterpriseanduncertainenvironment.AtthesametimeproduceplanSchoolPlanning6.70s-theboomofstrategicmanagement1971KennethofstateRichardarmitagendrewscompanystrategicthought,firstproposedthecompanystrategicthought.Formulatetheimplementationanalysismethod,atopmanageristoformulatestrategicdesigners,guideandsupervisetheimplementation.Ansoffin1972"strategicmanagementthought",formallyputforwardtheconceptof"strategicmanagement"."Strategicmanagement",publishedin1979,strategicmanagement,thispaperpresentsmodel.Putforwardtheeightelements:theexternalenvironment,strategicbudget,strategicmotivation,managementability,power,powerstructure,strategicleadership,andstrategicbehavior.7.Inthe80s,thecorrectionofstrategicmanagement8.Inthe90s-strategicmanagementtoreviveTechnologymakespeopleliveinthe"globalvillage",morechangeableandcomplexenvironment,enterprisehowtofosterstrengthsandcircumventweaknesses,makeeffectivecompetitionintheinternationalmarketstrategy?Howtobeatnewproductdesign,production,toseizemarket,transfermarket?Howtofullyunderstandandmasterthedemandchanges,timelyadjustmentofbusinessdirection,competitionstrategy,flexibleactive?Topredictandanalyzethefuturestrategicmanagementenvironmentasthefoundation,toseeklong-termcompetitiveadvantageasthegoal,isthebibleofbusinesssuccess.EnterpriseReengineeringtheCorporation"ten-yearplan""strategicplan"inonehundred.作业布置Assignmentfornextweek:1.ReadChapter2afterclass2.案例2-2百联集团的战略系统课后总结作为管理与组织学的导论部分，重点应放在吸引学生的学习兴趣，侧重整体的框架的介绍，树立基本的管理理念。

教案编号：04章,节Chapter2strategicmanagementandcompetitiveness授课方式Casestudy+Discussion+selftest+practice教学目的1.Tounderstandtheconnotationandsignificanceofthecorporatemission2.Tounderstandcorporatemissiontoestablishthebasicrequirementofelementsandmissionstatements3.Understandingthemeaningandcontentofenterprisevision4.Tounderstandthedifferencesbetweencorporatemissionandvision1.Applyingtheoriestorealproblems2.Analyticalability3.Communicationskills4.Team-working教学重点1.Theenterprise’svision2.Theenterprise’smission3.Theenterprise’sobjective教学难点1.Theenterprise’svision2.Theenterprise’smission3.Theenterprise’sobjective时间分配教学过程Casestudy:案例2-2百联集团的战略系统Throughcaseanalysisanddiscussion:1.Understandwhatistheenterprisevision2.Understandwhatisthecorporatemission3.UnderstandwhatisthebusinessgoalDefinestrategiccompetitiveness,strategy,competitiveadvantage,above-averagereturns,andthestrategicmanagementprocess.Describethecompetitivelandscapeandexplainhowglobalizationandtechnologicalchangesshapeit.Usetheindustrialorganization(I/O)modeltoexplainhowfirmscanearnabove-averagereturnsUsetheresource-basedmodeltoexplainhowfirmscanearnabove-averagereturnsSTRATEGICCOMPETITIVENESS-achievedwhenafirmsuccessfullyformulatesandimplementsavalue-creatingstrategySTRATEGY-anintegratedandcoordinatedsetofcommitmentsandactionsdesignedtoexploitcorecompetenciesandgainacompetitiveadvantageCOMPETITIVEADVANTAGE-whenafirmimplementsastrategythatcreatessuperiorvalueforcustomers;competitorsareunabletoduplicateitorfindtoocostlytoimitateitRISK-aninvestor’suncertaintyabouttheeconomicgainsorlossesthatwillresultfromaparticularinvestmentABOVE-AVERAGERETURNS-returnsinexcessofwhataninvestorexpectstoearnfromotherinvestmentswithasimilaramountofriskAVERAGERETURNS-returnsequaltothoseaninvestorexpectstoearnfromotherinvestmentswithasimilaramountofriskTHESTRATEGICMANAGEMENTPROCESSFIRST:Externalenvironmentandinternalorganizationareanalyzedtodetermineresources,capabilities,andcorecompetencies—thesourcesof“strategicinputs.”■NEXT:Visionandmissionaredeveloped;strategiesareformulated.■THEN:Strategiesareimplementedwiththegoalofachievingstrategiccompetitivenessandabove-averagereturns.■DYNAMICPROCESS:Continuouslychangingmarketsandindustryconditionsmustmatchevolvingstrategicinputs作业布置Assignmentfornextweek:1.ReadChapter3afterclass2.案例2-3全方位战略举措为钢铁“航母”保驾护航课后总结本章结合多种雅典教学方法，如案例分析、自我测试、课堂练习等，有效的调动了学生的学习兴趣。教学效果较好，尤其是加多宝案例分析部分。

教案编号：05章,节Chapter2strategicmanagementandcompetitiveness授课方式Teach&casestudy教学目的1.Tounderstandtheconnotationandsignificanceofthecorporatemission2.Tounderstandcorporatemissiontoestablishthebasicrequirementofelementsandmissionstatements3.Understandingthemeaningandcontentofenterprisevision4.Tounderstandthedifferencesbetweencorporatemissionandvision1.Applyingtheoriestorealproblems2.Analyticalability3.Communicationskills4.Team-working教学重点1.Theenterprise’svision2.Theenterprise’smission3.Theenterprise’sobjective教学难点1.Theenterprise’svision2.Theenterprise’smission3.Theenterprise’sobjective时间分配教学过程newsreportCasestudy:案例2-3全方位战略举措为钢铁“航母”保驾护航Groupworkpresentation4、Understandingoftherelationshipbetweenthevision,missionandgoals5、Understandthevision,missionandgoalsandenterprisestrategicrelationshipconclusion：让学生一起讨论分析新希望公司“为耕者谋利，为食者造福”的使命目标及战略ThecompetitivelandscapeGlobalization-emergenceofaglobaleconomy■Technology-rapidtechnologicalchanges■industryboundariesblurring ■examples-computernetworksandtelecommunicationshaveblurredtheboundariesoftheentertainmentindustry ■MSNBCisco-ownedbyNBCUniversalandMicrosoft ■GeneralElectricowns49percentofNBCUniversalandComcastownstheremaining51percent ■strategicmanagementprocess-effectiveuseofthestrategicmanagementprocessreducesthelikelihoodoffailureforfirmsastheyencountertheconditionsoftoday’scompetitivelandscapeTWOMODELSOFSTRATEGICDECISIONMAKINGFirmsusetwomajormodelstohelpdeveloptheirvisionandmissionandthenchooseoneormorestrategiesinpursuitofstrategiccompetitivenessandabove-averagereturns.TheFiveForcesModelofcompetitionisananalyticaltoolusedtohelpfirmsfindtheindustrythatisthemostattractive,asmeasuredbyitsprofitabilitypotentialTheFiveForcesModelsuggeststhatanindustry’sprofitability(i.e.,itsrateofreturnoninvestedcapitalrelativetoitscostofcapital)isafunctionofinteractionsamongtheFiveForces:suppliers,buyers,rivalry,productsubstitutes,andpotentialentrantstotheindustryFIRMSCANEARNABOVE-AVERAGERETURNS:●CostLeadershipStrategy–producingstandardizedgoodsorservicesatcostsbelowthoseofcompetitors●DifferentiationStrategy-producingdifferentiatedgoodsorservicesforwhichcustomersarewillingtopayapricepremiumTheI/Omodelsuggeststhatabove-averagereturnsareearnedwhenfirmsareabletoeffectivelystudytheexternalenvironmentasthefoundationforidentifyinganattractiveindustryandimplementingtheappropriatestrategy作业布置1.readchapter32.案例4-2上海电气集团技术并购后的价值链整合课后总结战略部分较为宏观，必须结合案例、板书详细分析讲解，同时课前预习一定要做好，才能有效的开展案例讨论。

教案编号：06章,节Chapter3theexternalenvironmentanalysis:opportunities,challengesandindustrialcompetitiveness授课方式Student’sshowtime教学目的Thoughthischapterstudy,Studentcan1.Tounderstandtheexternalenvironmentalanalysisandanalyticalthinking2.Tomasterthemaincontentofthemacroandindustryanalysisandthevariousfactors3.Masterporter'sfiveforcesmodel4.Tounderstandthekeysuccessfactorsaffectenterprisecompetitionbehavior5.Tomasterthebasicmethodofexternalanalysis6.MasterEFEandCPMmatrixanalysismethod1.Applyingtheoriestorealproblems2.Analyticalability3.Team-working4.Organizing教学重点1.Macroenvironmentanalysis2.Industryandcompetitiveenvironmentanalysis3.Theexternalenvironmentanalysis4.MasterEFEandCPMmatrixanalysismethod教学难点1.Macroenvironmentanalysis2.Industryandcompetitiveenvironmentanalysis3.Theexternalenvironmentanalysis4.MasterEFEandCPMmatrixanalysismethod时间分配教学过程TheStrategicManagementProcessAfirm’sEXTERNALENVIRONMENTisbrokendownintothreeparts: ●General ●Industry ●CompetitorAfirm’sstrategicactionsareinfluencedbytheconditionsinallthreepartsGeneralEnvironmentDimensionsinthebroadersocietythatinfluenceanindustryandthefirmswithinit●IndustryEnvironmentSetoffactorsthatdirectlyinfluencesafirmanditscompetitiveactions