Strategic concepts
Strategic Management战略管理学09讲解
Test your own assumptions about the case
9-11
Financial Ratio Analysis Techniques
Writing down a problem statement gives you a reference point when you proceed through case analysis
Some problems are not apparent until after you do the analysis
onducting a Strategic Management Case Analysis
Step 3: Conduct strategic analyses
Determine which strategic issues are involved Use strategic tools to conduct the analysis
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How to Conduct a Case Analysis
Put yourself “inside” the case
Think like an actual participant
Strategic decision maker Board of directors Outside consultant
Envision explanation that might not readily be apparent Imagine different scenarios Contemplate the outcome of a decision Deal with uncertainty and incomplete knowledge
战略管理概念与案例
约定和行动
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第六页，共四十三页。
1. Nature of Competition: Basic concepts
竞争力的特性: 基本概念
■ Competitive Advantage (CA) 竞争优势(CA)
■ Implemented strategy that competitors are unable to duplicate or find too costly to imitate
■ Strategic Management Process (SMP)战略管理过程(SMP)
■ Full set of commitments, decisions and actions required for a firm to achieve strategic competitiveness and earn above average returns
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第十五页，共四十三页。
3. 21st Century Competitive Landscape
21世纪竞争格局
3.2.2 Technology and Technology Changes (Cont’d)
技术和技术进步
1) Technology diffusion技术扩散
■ Perpetual innovation: describes how new informationintensive technologies are replacing older forms持续创新 容信息密集型的新技术如何快速和有效地替代旧技术
■ Speed to market may be primary competitive advantage进入 市场的速度几乎成为最主要的竞争优势
战略管理竞争性和全球化
战略管理竞争性和全球化作者：XXX日期：2022年3月22日此文档格式为word，下载后可编辑修改。
Strategic ManagementCompetitiveness and globalization:Concepts & CasesThird EditionHitt, Ireland, HoskissonChapter I Strategic Management and Strategic CompetitivenessChapter 2 The External Environment Opportunities, Threats, IndustryCompetition and Competitor AnalysisChapter 3 The internal Environment: Resources, Capabilities and CoreCompetencies Chapter 4 Business-Level StrategyChapter 5 Competitive DynamicsChapter 6 Corporate Level StrategyChapter 7 Acquisitions and RestructuringChapter 8 International StrategyChapter 9 Cooperative StrategiesChapter 10 Corporate GovernanceChapter 11 Organizational Structure and ControlChapter 12 Strategic LeadershipChapter 13 Corporate Entrepreneurship and innovationCHAPTER 1STRA TEGY & STRA TEGIC COMPETITIVENESSLearning Objectives:1. Understand thel. Define strategic competitiveness, competitive advantage and above-average returns.2. Discuss the challenge of strategicmanagement.3. Describe the new competitive landscape and how it is being shaped by global and technological changes.4. Use theindustrial organization (I/O) model to explain bow firms can earn above-average returns.5. Use the resources based model to explain how firms can earn above average-returns.6. Describe strategic intent and strategicmission and discuss their value to the strategic management process.7. Define stakeholders and describe the three primary stakeholder groups' ability to influence organizations.8. Describe the work of strategists.9. Explain the strategic management process.Chapter Outlines1. Strategy and Strategic Management2.The Challenge of Strategic Management:●The global economy and globalization,●Technological change and diffusion,The information age and increasing knowledge intensity3. The I/O Model of Above-Average Returns4.The Resource-based Model of Above-Average Returns5.Strategic Intent and Strategic Mission6.Stakeholdersanizational Strategists8.Review QuestionsTeaching Focus: It may be very good to begin this lecture with a general comment thatChapter I provides an overview ofthe strategic management process. In this Chapter, theAuthors introduces a numberof terms and models that students will study in more detail in Chapters 2 through 13. Stress the importance of students paying careful attention to theconcepts introduced in this Chapter so that they are well grounded in the strategicmanagement concept before proceeding further.This Chapter's Opening Case discusses the changes taking place in the telecommunications industry and the effects of these changes on the industry's competitive landscape.Opening Case A New World Order in the Telecommunications industryThe Federal Communications Commission voted to allow foreign companies increased accessto the U.S. market.A World Trade Organization Agreement saw 69 countries agree to open theirTelecommunications markets.Countries of the European Union are deregulating their telecommunications markets andpreviously protected franchises are now open to foreign and domestic competition.Emerging markets such as China present significant opportunities to telecommunications firmsfrom around the world.The ability of firms to compete successfully in this new competitive landscape, will bedetermined by their abilities to marshal (meaning: control and organize) vast amounts of resources. As an example, in 1996, therequired investment in the global telecommunicationsinfrastructure was $ 160 billion, an amountthat seems small compared to the $ 1 trillion opportunity in China alone. And vast investmentsalso will be required to maintain competitive technological parity throughout Europe and Asia aswell as in the U.S.As implied by the Chapter title---strategic Management and Strategic Competitiveness---and illustrated by the discussion of changes taking place in the telecommunications industry, the primary purpose ofthe strategic management process is to enable firms to achieve strategic competitiveness and earn above-average returns. An in-depth discussion of international (global) strategies will be found in Chapter 8.Definitions:strategyStrategic competitiveness is achieved when a firm successfully formulates and implements a value-creating strategy. By implementing a value-creating strategy that current and potentialcompetitors are not simultaneously implementing and that competitors are unable to duplicate the benefits of, a firm achieves a sustained or sustainable competitive advantage.Above average returns represent returns that exceed returns that investors expect to earn from other investments with similar levels of risk (investor uncertainty about theeconomic gains or losses that will result from a particular investment). In other words, above average-returns exceed investors' expected levels of return for given levels of risk.. So long as a firm can sustain (or maintain) a competitive advantage, investors will earn above-average returns.Teaching suggestion: Point out that, in the long run, firms must earn at least average returnsand provide investors with average returns ifthey are to survive. If a firm earns belowaverage returns and provides investors with below-average returns, investors will withdraw their funds and place them in investments that earn at least average returns.Strategic Management Process is a framework that can assist firms in their quest for strategic competitiveness, it is the full set of commitments, decisions and actions required fora firm to systematically achieve strategic competitiveness and earn above-average returns-This process is illustrated in Figure 1-1 .The dynamic nature ofthe strategic management process is indicated by feedback linkages among the three primary elements: strategic inputs, strategic actions and strategic outcomes.Strategic inputs, in the form of information gained by scrutinizing the internal environment and scanning the external environment are used to develop the firm's strategic intent andstrategic mission.Strategic actions are guided by the firm’s strategic intent and strategic mission, and are represented by strategies that are formulated or developed and subsequently implemented or put into action.Strategic outcome is the result of a firm’s strate gy implemented. A desired strategic outcome---strategic competitiveness and above-average returns---result when a firm is able to successfully formulate and implement value-creating strategies that others are unable to duplicate.Feedback links the elements ofthe strategic management process together and helps firms continuously adjust or revise strategic inputs and strategic actions in order to achieve desired strategic outcomes.This Chapter also will discuss two approaches to the strategic management process. The first,the industrial organization model, suggests that the external environment should be considered asthe primary determinant of a firm's strategic actions. The second is the resource-based model, which perceives the firm’s resources and capabilities (the internalenvironment) as critical linksto strategic competitiveness. Following the discussion in this Chapter, as well as in Chapters 2and 3, students should see that these models must be integrated to achieve strategicCompetitiveness.THE CHALLENGE OF STRATEGIC MANAGEMENTAs noted in earlier comments, all firms--and managers--are challenged to achieve strategic competitiveness and earn above-average returns. And, the challenge can be formidable. A primary challenge facing managers today is the need to recognize--as illustrated by the comments on such firms as IBM, Union Pacific, Honda and The Limited--that the strategic management process and the striving for strategic competitiveness takes place in a dynamic global economy. As a result of this ongoing struggle, success today does not necessarily equate with success tomorrow.Honda has had to make major changes to survive in the global automobile market. In its attempt to make its flagship Accord more sporty, it found that the car was too small to satisfy the expectations and not sporty enough to satisfy Japanese buyers. As a result, it has designed the Accord around a ``world car'' design with alterations to meet different market expectations. Its U.S. Accord is now larger, the Japanese model is smaller and contains more ofthe high-technology features desired by Japanese buyers and a smaller European version has been introduced.TABLEI-1 Top Ten Wealth CreatorsAs shown in Table 1-1, Coca-Cola and General Electric continue to lead the least of wealth creators forthe second consecutive years they have created more wealth (measured by market value added) than other U.S. firms. However, The balance ofthe listing indicates the shifting nature of success for the other firms.Since 1992, Microsoft has improved from number 14 to number three on the list.Intel has leaped from number 74 in 1992 to the number four position in 1997.While the other changes in the list have not been as dramatic as those reported for Microsoft and Intel, students should recognize that the dynamics ofthe new competitive landscape have resulted in a shuffling ofpositions for the other firms on the list.The transient nature of strategic competitiveness is pointed out even more clearly when one Realize that only 2 of the 25 largest U.S. industrial corporations in 1900 remain competitive in the 1990s and that four members of 1997's top ten were not among the top ten in 1992.It also should be noted that firms in the global telecommunications industry--including AT&T, Nippon Telephone & Telegraph and WorldCom must be prepared to compete differently than they have in the past ifthey hope to achieve long-term strategic competitiveness. One key to success will be which firms' strategies will represent the best fit between the demands ofthe external environment and the resources and capabilities in their respective internal environments.THE NEW COMPETITIVE LANDSCAPEThis new competitive landscape can be described as one in which the fundamental nature of competition is changing in a number ofthe world's industries. And, the boundaries ofindustriesare becoming blurred and more difficult to define.Consider changes that have taken place in the entertainment and communications industries: Traditional broadcast networks--ABC, NBC and CBS--now must compete with cable networks such as ESPN, A&E, HBO and Showtime as well as with cable systems.Rupert Murdoch's News Corp. (owner ofthe Fox Network) formed a strategic alliance with Tele-Communications Inc (the largest U.S. cable system) to develop a venture that is intendedto control a global web of sports TV networks.Disney's 1996 purchase of Cap Cities/ABC has resulted in a media network that includes a broadcast network (ABC), a cable station (The Disney Channel) as well as motion picture production and distribution, newspapers, magazines and theme parks.Innovative companies such as AT&T, Sony and Microsoft have indicated that they areinterested in participating in this new entertainment-communications industry.The new competitive landscape thus implies that traditional sources of competitive advantage---economies of scale and large advertising budgets---may not as important in the future as they were in the past. The rapid and unpredictable technological change that characterizes this new competitive landscape implies that managers must adopt new ways of thinking. The new competitive mind set must value flexibility, speed, innovation and integration.A term often used to describe the new realities ofcompetition is hypercompetition, a conditionthat results from the dynamics of strategic moves and countermoves among innovative, global firms: a condition ofrapidly escalating competition that is based on price-quality positioning. battles to achieve first-mover advantage and battles to protect or to invade established product or geographic markets (that will be discussed in more detail in Chapter 5).Teaching suggestion; Two primary drivers ofthe new competitive landscape are illustrated in Figure 1-2The New Competitive Landscape1. Technology and technological change●Technology is changing rapidlyTechnology diffuses rapidly, not only across company boundaries but also across national borders.Information technology is changing both rapidly and dramatically.●Knowledge is becoming increasingly important2. The global economyPeople, goods, services and ideas move freely across geographic bordersSignificant opportunities emerge in multiple global marketsMarkets and industries are becoming more internalizedThe Global EconomyA global economy is one in which goods, services, people, skills and ideas move freely across geographic borders.Also, globalization is referred to as the shift toward a more integrated and interdependent world economy. Globalization has two main components: the globalization of markets and the globalization of production.The Globalization of MarketsThe globalization of markets refers to the merging of historically distinct and separate national markets into one huge global marketplace.The tastes and preferences of consumers in different nations are beginning to converge on some global norm, thereby helping to create a global market. The global acceptance of consumer products such as Citicorp credit cards, Coca-Cola, Levi's jeans, Sony Walkmans, Nintendo game players, and McDonald's hamburgers are all frequently held up as prototypical examples of this trend.The expansion of some huge firms creates a global market. Firms such as Citicorp, Coca-Cola, McDonald's, and Levi Strauss are more than just benefactors of this trend; they are also instrumental in facilitating it. By offering a standardized product worldwide, they are helping to create a global market.Markets for industrial goods and materials that serve a universal need the world over such as aluminum, oil, and wheat, the markets for industrial products such as microprocessors, DRAMs (computer memory chips), and commercial jet aircraft; and the markets for financial assets from US Treasury Bills to eurobonds and futures have become global markets. Markets for consumer products are still often to act as a brake on globalization because of the national differences in tastes and preferences.diversity is replaced by greater uniformity, because s ome firms, especially some multinational companies bring with them many of the assets that have served them well in other national markets--including their products, operating strategies, marketing strategies, and brand names-creating a certain degree of homogeneity across markets. Thus, diversity is replaced by greater uniformity.As rivals follow rivals around the world, these multinational enterprises emerge as an important driver of the convergence of different national markets into a single, and increasingly homogenous, global marketplace.Due to such developments, in an increasing number of industries it is no longer meaningful to talk about "the German market," "the American market," "the Brazilian market," or "the Japanese market"; for many firms there is only the global market.The emergence of this global economy results in a number of challenges and opportunities.For instance, many now consider Europe to be the world's largest single market (despite the difficulties of adapting to multiple national cultures and the lack of a single currency).Including the nations that make up the former Soviet Union and the rest of the Eastem bloc, the European economy has a gross domestic product (GDP) of $ 5 trillion with 700 millionpotential customer. In addition, China is seen as an emerging giant that is expected to have a higher GDP (but a lower per capita output) than Japan by 2015 or sooner.In the eyes of many observers, the U.S., Europe and Japan are relatively equal contenders in the race to be the most competitive nation or economic bloc in the 21st century. And, exports are becoming an even more important segment of the economy, especially in the U.S., as indicatedby the following:●42% ofU.S. economic growth was based on exportsExports and imports accounted for approximately 28% of U.S. gross domestic product in1997, up from 21% in 1991The competitive advantage in global technology is expected to drive continued export growth for U.Sfirms into the 21st centuryWhile large firms may commit resources to global markets more quickly than small and mid-size firms, in 1995, over one-half (50%) of U.S. midsize companies were competing inmarkets outsideof the U.S.U.S. firms are successfully penetrating Japan's high-tech, automobile, consumer goods and retailing marketsIn 1995, U.S. exports increased 12 % over 1994, exceeding $800 billionExports are expected to reach the $1trillion level by 1998The largest share of U.S. exports currently go to Europe, Canada and JapanThe fastest growth in demand for U.S. goods and services is projected to be in Asian markets (excluding Japan); from 1996 to 2000, expected annual growth is 12 %.The March of GlobalizationGlobalization is the spread (or diffusion) ofeconomic innovations around the world and the political and cultural adjustments that accompany this diffusion.In essence, globalization seems to have gathered a momentum of its own because of increased levels ofinterdependence among industrialized nations●the needs ofdeveloping countriesthe continuing disintegration or dropping oftrade barriersintensified international integration ofmultiple national opportunitiesfinancial capital may be exported between national marketsmanufacturing equipment purchased in a third nation may be installed in plantsaround the worldraw materials may be sourced from a variety ofnational markets, imported into stillother national markets for production and then finished products exported all over theglobe.The internationalization or globalization ofmarkets and industries often makes itimpractical to classify many firms as purely domestic or foreign. Consider Honda, a majorplayer in the global automobile industry, which recently.●employed some 14,300 people in the U.S,sold 660,000 units in the U.S. (73% were produced in the U.S.)used 75% U.S. content in the cars manufactured in the U.S.purchased $2.9 billion of parts from U.S. supplierspaid $2 1/2 billion in federal income taxesinvested $3 billion on a U.S. research and development centerexported 40,000 cars made in the U.S. to other national markets, including JapanTeaching suggestion; The following Strategic Focus can be used to discuss thedynamics of globalization and the challenges presented to firms.Strategic FocusThe March of Globalization Wal-Mart, China and BeyondWith its recent moves, Wal-Mart is extending its reach beyond its dominant position in U.S. retailing, by exporting its formula for success into global markets..Wal-Mart has purchased Cifra SA, its former joint venture partner in Mexico for $I .2 billion It has expanded its traditional intemational focus beyond Canada and Mexico by opening superstores in Argentina, Brazil, Indonesia and ChinaBut, Wal-Mart is not the only firm that is following the march toward globalization.Motorola has invested $2 billion to develop a fabrication plant in ChinaEnron has entered into a joint venture with Singapore Power to develop power projectsthroughout AsiaCitgo, the largest gasoline retailer in the U.S., is owned by Petroleum de Venezuela.While globalization seems an attractive strategy for competing in the new coinpetitive landscape, there are risks as well. These include such factors as:Building the firm's ability to successfully manage operations in multiple foreignmarketsThe difficulties may accompany venturing into too many international marketstoo quicklyNote; Indicate that the risks that often accompany internationalization andstrategies for minimizing their impact on firms will be discussed in more detail inChapter 8.Because of its economic benefits, it is likely that the trend toward further globalization ofindustries will be unstoppable. For example, using the Europe-U.S.-Japan Triad as an example, free trade is expected to positively impact the Triad with a5 to 10% increase in annual economic outputs ofmanufactured goods and a15 to 20% additional increase in economic outputs from free trade in servicesThis potential for continued economic growth means that all industrialized nations must continue to seek the expansion of agreements--such as the European Union, NAFTA andGAAT--that will eliminate national laws that impede free trade among all nations.As a result of the new competitive landscape, firms of all sizes must re-think how theycan achieve strategic competitiveness by positioning themselves to ask questions from amore global perspective to enable them to (at least) meet or exceed global standards:●Where should value-adding activities be performed?Where are the most cost-effective markets for new capital?Can products designed in one market be successfully adapted for sale in othermarkets?How can we develop cooperative relationships or joint ventures with other firms thatwill enable us to capitalize on international growth opportunities?Companies of all sizes and in all industries will continue to feel continuing pressurefrom globalization, especially as Asian markets continue to develop outside of Japan. And the continuing increase of globalization and the spread of information technology will likely enable other countries to develop their industrial bases as well.As a result of globalization and the spread of information technology, competition willbecome more intense. For example,Customers--even domestic customers--will continue to expect high levels of productquality at competitive pricesGlobal competition will continue to pressure companies to shorten productDevelopment--introduction time framesStrategically competitive companies successfully leverage insights learned both indomestic and global markets, modifying them as necessaryBefore a company can hope to achieve any measure of success in global markets, itmust be strategically competitive in its domestic marketTechnology and Technological ChangeThree technological trends and conditions are significant altering the nature ofcompetition:increasing rate oftechnological change and diffesion●the information age●increasing knowledge intensityIncreasing Rate of Technological Change and DiffusionBoth the rate of change and the introduction of new technologies have increased significant over the last 20 years.A term that is used to describe rapid and consistent replacement of current technologies bynew, information-intensive technologies is perpetual innovation.This implies that innovation--to be discussed in more detail in Chapter 1 3--must becontinuous and carry a high priority for all organizations.The shorter product life cycles that result from rapid diffusion of innovation oftenmay mean that products will become indistinguishable from each other, placing acompetitive premiumon a firm's ability to rapidly introduce new products into themarketplace. In fact, speed-to-market may become the sole source of competitive advantage.The Information AgeChanges in information technology have made rapid access to information available to firms all over the world, regardless of size. Consider how the increase in the numberof relatively inexpensive personal computers (PCs), their linkage throughcomputer networks, cellular phones and the ability to access massive data bases havecombined to increase the speed and diffusion of information and information technologies as well as to turn the ability to access and use information into apotential source of competitive advantage:rapid flow of information and the more efficient management of increased information sharing capability using electronic or e-mailincrease in the number and power (or capability) ofPCs. information-carrying infrastructure available to firms world-wide through theInternet and World Wide Webcompanies being wired to link themselves to customers, employees, vendors andsuppliers around the globetrade conducted on the Internet is expected to increase dramatically from $7.8billion in1997 to $ 105 billion by 2000The continued rapid introduction and diffusion of new information technologies alsomay have interesting implications for firms such as America Online (AOL), as theybattle to both understand and create users' future information access and use needs.To better position itself, AOL acquired its largest competitor, CompuServe, throughan agreement with WorldCom. As a result, AOL has increased its revenues almost 40-fold, from $53 million in 1993 to $2 billion in 1997.Increasing Knowledge intensity.It is becoming increasingly apparent that knowledge--information, intelligence andexpertise--may not only be a critical organizational resource, but may be a source ofcompetitive advantage. As a result:Organizations must improve their ability to transform the accumulatedknowledge of employees into a firm assetShareholder value can be positively impacted by the value of a firm’s intangibleassets, such as knowledge (Note; Intangible assets will be discussed more fully in Chapter 3.)This means that, to achieve competitive advantage in the new, information-intensivecompetitive landscape, firms must move beyond accessing information to exploitinginformation by:●Capturing intelligence●Transforming intelligence into usable knowledge●Embedding it as organizational learning●Diffusing it rapidly throughout the organizationThe implication of this discussion is that, to achieve strategic competitiveness and earn above-average returns, firms must develop the ability to adapt rapidly to change or achieve strategic flexibility.Strategic flexibility represents the set of capabilities---in all areas of their operations ---that firms use to respond to the various demands and opportunities that are found in dynamic, uncertain environments. This implies that firms must develop certain capabilities, including Organizational slacks which affords firms with the ability to respond to environmentalchanges.The capacity to learn continuously, which provide the firm with new skill-sets.Teaching suggestion;Use the text' s example of Coca-Cola's development of aneffective distribution system and the establishment of anchor bottlers--in their globalbottling network--to build the resources and expertise necessary that enable Coca-Cola to enable the strategic flexibility that will enable them to take advantage ofopportunities across a broad range of global markets.Two models describing key strategic inputs to a firm's strategic actions are nextdiscussed: the Industrial Organization (or externally-focused) model and the Resource-based (or internally-focused) model.THE I/O MODEL OF ABOVE ARAGE RETURNSTeaching suggestion; The recommended teaching strategy for this section is to first discuss the assumptionsunderlying the I/O model. Then, use Figure 1-3 to introduce linkages in the I/O model and provide the background for an expanded discussion of the model in Chapter 2.The I/O or Industrial Organization model adopts an external perspective to explain that forcesoutside of the organization represent the dominant influences on a firm’s strategic actions. Inother words, this model presumes that the characteristics of and conditions present in the external environment determine the appropriateness of strategies that are formulated and implemented inorder for a firm to earn above-average returns.The I/O model is based on the following four assumptions:The external environment--the general, industry and competitive environments--imposes pressures and constraints on firms and determines strategies that will result in superior returns.In other words, the externalenvironment pressures the firm to adopt strategies to meet that pressures while simultaneously constraining or limiting the scope of strategies that might be。
Strategic Management Concepts and Cases战略管理概念与案例
21st Century Competitive Landscap
■ Introduction: The Competitive Landscape (CL)
■ Pace of change i s rapid ■ P a r t n e r s h i p s c r e a t e d by mergers &a c q u i s i t i o n s (M& ■ Other CL c h a r a c t e r i s t i c s : Economies of s c a l e ,
· Destroy value of existing technology · Create new markets
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21st Century Competitive Landscape
■ Technology and Technology Changes (Cont’d)
■ 1 . Technology d i f f u si o n &d i s r u p t i v e technologie ■ 2 . The information age ■ 3 . Increasing knowledge i n t e n s i t y
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Chapter 1 : S t r a t e g i c Management and Strategic Competitiventent areas
■ Nature of Competition ■ The 21st Century Competitive Landscape ■ I/O Model of Above-Average Returns (AAR) ■ Resource-Based Model of AAR ■ Stra te gic Vision and Mission ■ Stakeholders ■ Strategic Leaders ■ The S t r a t e g i c Management Process
战略管理B2
执行计划 领导指导， 职能部 门组织 资源分配 战略与战术计划
具体操作的详细 结构 意向 创新 具体执行 严格执行 方案数 多个（2 个以上） 有 限 （ 少 于 战 略 计 强调唯一性 划） 可靠性 纲领性、指导性 较大 大 周期 5—15 年 2—5 年 1年 信息 外部环境、用户，定 内 部 资 料 ， 定 性 资 经营指标、 各项指 情报 性分析和定量分析 料，定量资料 标的定量分解
公司/事业部Strategy
Market Strategy
Product Strategy
R&D Strategy
Personal Resource Strategy
公司Strategy
事业部
事业部
事业部
Market
Strategy
Product
Strategy
R&D
Strategy
Personal
Focuses on how managers formulate and implement, and evaluate strategies aimed at developing and maintaining competitive
advantage:
Four aspects that set strategic management apart:
◦ ◦ ◦ ◦ Interdisciplinary External focus Internal focus Future directions
―Big picture‖ view of an organization influenced by its external environment
战略管理(英文版)
名词解释：1、Strategy: An integrated and coordinated set of commitments & actions designed to exploit core competencies and gain a competitive advantage.2、Strategic Management: Strategic Management is the process through which organizations analyze and learn from their internal and external environments, establish strategic direction, create strategies that are intended to help achieve established goals, and execute those strategies, all in an effort to satisfy key organizational stakeholders.3、Strategic Management consists of the analysis, decisions and actions an organization undertakes in order to create and sustain competitive advantages.4、The strategic management process includes the activities of internal and external analysis, establishment of strategic direction, development of strategies for the corporate and business levels of the organization, development and execution of an implementation plan, and the establishment of strategic controls.5、Vertical integration: The term is used to describe the extent to which a firm is involved in several stages of the industry supply chain.6、Horizontal integration: The process of acquiring or merging with industry competitors to achieve the competitive advantages that arise from a large size and scope of operations.7、Diversification strategy describes the scope of the firm in terms of the industries and markets in which it competes.8、Related diversification implies organizational involvement in activities that are somehow related to the dominant or “core” business of the organization, often through common markets or similar technologies.9、Unrelated diversification does not depend on any pattern of relatedness. Unrelated diversification has lower profitability and higher risks than those pursuing other corporate-level strategies such as concentration or related diversification.10、Organizational fit: When two organizations or business units are merged or acquisition happened, and the organizational management processes, cultures, system, and structures are matching(similar), this is organizational fit.11、Marketing strategy: Marketing strategy is the plan for investing marketing efforts and resources (advertising, branding, distribution, etc.)to achieve business goals.To support growth strategiesTo support a stability or retrenchment strategy12、Economies of scale: Economies of scale refers to the cost advantages that an enterprise obtains due to expansion. There are factors that cause a producer’s average cost per unit to fall as the scale of output is increased. "Economies of scale" is a long run concept and refers to reductions in unit cost as the size of a facility and the usage levels of other inputs increase.（1）Economies of scale. Unit cost reductions associated with a large scale of output •Larger production runs•Larger facilities•Allocating fixed costs（2）Diseconomies of scale. Unit cost increases associated with a large scale of output•Increased bureaucracy associated with large-scale enterprises•Resulting managerial inefficiencies13、True economies of scale are cost advantages associated with large-sized facilities rather than with increased volume through an existing facility.14、Life cycle of an industry: Refers to the stages of Introduction, Growth, Maturity and Decline, portrays how salesvolume for a product or an entire industry changes over its lifetime and helps to understand the dynamic nature of strategy.15、So-called product life cycle: Refers to the product from entering the market ,the market cycle, until final out of the market experience.简答论述：一、潜在竞争者出现面临的障碍都有哪些障碍并举例(Potential competitors∕Entry Barriers P31)Potential competitors∕Entry Barriers: Forces that keep new entrants out, providing a level of protection for existing competitors, are called entry barriers.Examples of entry barriers commonly found in many industries include the following:1、Economies of scale, which occur when it is more efficient to produce a product in a large facility at higher volume.2、Large capital requirements,also known as start-up costs ,can prevent a small competitor from entering an industry.3、High levels of products differentiation ,which means that some firms enjoy a loyal customer base, making it harder for a new firm to draw away customers.4、High switching costs ,applying not only to suppliers, can be used to preserve established firms in an industry.5、Limited access to distribution channels,which may prevent new companies from getting their products to market.6、Government policies and regulations that limit entry into industry,effectively preventing new competition.7、Existing firm procession of resources that are difficult to duplicate in the short term. Such as patents, favorable locations, proprietary product technology, government subsidies, or access to scarce raw materials.(Cost disadvantages independent of scale)8、A past history of aggressive retaliation by industry competitors toward new entrants.（Threat of new entries）二、什么样资源、能力能使企业形成持续核心竞争力？（Sustainable competitive advantage P46 ）Internal resources and capabilities fall into five: human, physical, financial, knowledge, and organizational.In general, capabilities and resource become strengths with the potential to create a competitive advantage if two conditions are met.1.The resource or capabilities are value.2.The resource or capabilities are unique.In addition, a unique and valuable resources or capability actually becomes a competitive advantage if the following additional conditions are met:1.The organization is suited to exploitation of the resourceor capability.2.T he firm’s managers are aware of the potential of theresource or capability to lead to a competitive advantageand have taken steps to realize the advantage.Finally, a resource or capability can be a source of sustainable competitive advantage if two additional conditions are met:1.The resource or capabilities are difficult or expensive to imitate.2.No readily available substitutes exist.三、企业的社会责任感的概念以及包含哪些重点内容？(Social responsibility P15上课补充的)Social responsibility:the expectation that businesses or individuals will strive to improve the overall welfare of society.1、Economic responsibility. Such as the obligation to beproductive and profitable and meet the consumer needs of society.2、Legal responsibility.To achieve economic goals withinthe confines of established laws.3、Moral obligations. To abide by unwritten codes, norms,and values implicitly derived from society.4、Discretionary responsibility. Volitional or philanthropicin nature.四、怎么实现低成本战略?How to Realize the Low-costStrategy （Cost leadership P95）Low-cost leadership allows a firm to compete by lowering prices when needed without becoming unprofitable.Firms pursuing a low-cost strategy will typically employ one or more of the following factors to create their low-cost position:1.High capacity utilization.When customer demand is highand the firm’s capacity is full utilized, fixed costs are spread over more units, lowering unit cost.2.Economic of scale. True economies of scale are costadvantages associated with large-sized facilities rather than with increased volume through an existing facility.3.Technological panies making investments incost-saving technologies are often trading an increase in fixed costs for a reduction in variable costs.4.Learning/experience effects.The learning curve effect saysthat the time required to complete a task will decrease as a predictable function of the number of times the task is repeated.Experience effects are the same thing as learning effects but relate to indirect labor as well as direct production labor.五、功能性（职能）战略的概念，发展比较好应具备什么特点？(Functional strategies P137)Functional strategies: Functional strategies are the plans for matching those skills, resources, and capabilities to the business and corporate strategies of the organization.The well-developed Functional strategies should have the following Characters:1.Decisions made within each function will be consistent with each other.2.Decisions made within one function will be consistent with those in other functions.3.Decisions made within functions will be consistent with the strategies of the business.六、改善组织学习质量、提高组织学习数量，控制系统应该具备什么特征?（To enhance the quality of organizational learning ,these control systems should have the following characters ）a) Information generated by the control system should be an important and recurring item to be addressed by the highest levels of management.b) The control process should also be given frequent and regular attention from operating managers at all levels of the organization.c) Data from the system should be interpreted and discussed inface-to-face meeting among superiors and subordinates.d) The success of the control process relies on the continual challenge and debate of underlying data, assumptions, and strategies.小论文：多元化战略，结合实际认识，优缺点，对企业发展的影响。
战略管理参考文献
战略管理研究参考文献（总目录）项保华2003-5-31重要说明：本目录经过多届博士生的共同努力，于2003年5月整理完成，主要提供本人指导的战略管理研究方向的博士生学习参考之用。
可以认为，只要通读了本目录的大部分文献，必将能够对战略管理领域的当前及经典理论、方法有比较系统的把握。
若能在此基础上潜心感悟，加强与同行的交流探索，定可具备解决具体战略理论与实践问题的创新思路与实用技能，从而顺利完成博士学位论文的选题与撰写。
作为战略管理研究方向博士生培养的业务目标定位为，通过对战略理论与实践的系统学习，达到胜任国内重点高等院校战略领域的教学、研究、咨询工作之要求。
所以，对于硕士生以及非战略管理研究方向的博士生而言，不作全面通读本目录文献之要求，各位可以根据自己的兴趣，从本目录中选取部分文献阅读，以作为参与战略课程学习之补充。
学习建议：以具体老师为师的范围终有限，而以文献为师则可延请古今中外名家赐教，广泛借鉴吸收多方面的见解。
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Leslie; Max P. Michaels, 现实期权的真正力量, 载欧高敦主编，麦肯锡高层管理论丛（V i），经济科学出版社, 1998管理基础♦埃迪·奥本, 现代企业诊断, 机械工业出版社, 2000♦井植薰, 我和三洋——成功源于探索, 上海译文出版社, 1992♦查尔斯·汉迪, 超越确定性——组织变革的观念, 华夏出版社, 2000♦伊查克·爱迪思（I. Adizes）, 把握变革（Mastering Change）, 华夏出版社, 1998♦迈克乐·格伯, 企业家迷信——多数小企业不成功的原因及对策, 新华出版社, 1996♦詹姆斯·巴拉斯科、拉尔夫·斯戴尔, 水牛的腾飞：走向经营成功之路, 清华大学出版社, 1999♦斯蒂文·阿布里奇, 服务·服务·服务——企业成长的秘密武器（戴骏等译）, 吉林人民出版社, 1998♦舒尔兹、田纳本、劳特朋（Don E. Schultz; Stanley Tannenbaum, Robert F. Lauterborn）, 整合营销传播（Integrated Marketing Communications）, 内蒙古人民出版社, 1998♦史蒂文森, 以预见创造未来：企业生存之道, 中国人民大学出版社, 2000♦阿里·德赫斯, 长寿公司：商业“竞争风暴”中的生存方式, 经济日报出版社、哈佛商学院出版社, 1998♦高德拉特；科克斯（Eliyahu M. Goldratt; Jeff Cox）, 目标：简单而有效的常识管理（The Goal:A Process Of Ongoing Improvement, 2th Ed., 1992）, 上海三联书店, 19992、英文部分Part I 战略总论Introduction To StrategyA Focus On Organizational Performance♦Smith K.G., Guthrie, J. & Chen, M. (1989). Strategy, Size And Performance. Organization St udies, Vol.10 (1).♦Bettis, R. (1983). 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California Management Review, Vol. 33 (3).♦Wernerfelt, B., A Resource-Based View Of The Firm, Strategic Management Journal, 1984, 2.♦Wernerfelt, B., The Resource-Based View Of The Firm: Ten Years After, Strategic Manageme nt Journal, 1995, 3.♦Mosakowski, E., Managerial Prescriptions Under The Resource-Based View Of Strategy: The Example Of Motivational Techniques, Strategic Management Journal, 1998, 12♦Medcof, J., Resource-Based Strategy And Managerial Power In Networks Of Internationally D ispersed Technology Units, Strategic Management Journal, 2001, 11.♦Mahoney, J. T. & Pandian, J. (1992). The Resource-Based View Within The Conversation Of Strategic Management, Strategic Management Journal, Vol. 13, 363-380.♦Barney, J., How A Firm's Capabilities Affect Boundary Decisions, Sloan Management Review, 1999, 3♦Barney, J. (1991). Special Theory Forum, The Resource -Based Model Of The Firm: Origins, Implications And Prospects. The Journal Of Management. Vol. 17, 97-98.♦Conner, K. (1991). A Historical Comparison Of Resource-Based Theory And Five Schools Of Thought Within Industrial Organization Economics: Do We Have A New Theory Of The Firm?Journal Of Management. Vol. 17, 121-154.♦Liererman, M.; David B. Montgomery, First-Mover (Dis)Advantages: Retrospective And Link With The Resource-Based View, Strategic Management Journal, 1998, 12♦Peteraf, M.A. (1993). The Cornerstones Of Competitive Advantage: A Resource-Based View. S trategic Management Journal, 14 (3): 179-192.♦Miller, D. & Shamsie J. (1996). The Resource-Based View Of The Firm In Two Environments:The Hollywood Film Studies From 1936 To 1965. Academy Of Management Journal, Vol. 39(3) 519-543.♦Mcwilliams, A. & Smart, D.L. (1995). The Resource-Based View Of The Firm: Does It Go F ar Enough In Shedding The Assumptions Of The S-C-P Paradigm? Journal Of Management I nquiry, 4:309-316.Environment Vs Organization: An Integration♦Evans, P. & T. Wurster, Strategy And The New Economics Of Information, Harvard Business Review, 1997, 5♦Porter, M., Strategy And The Internet, Harvard Business Review, 2001, 3♦Tapscott, D., Rethinking Strategy In A Networked World Or Why Michael Porter Is Wrong, Strategy & Business () (Third Quarter 2001)♦Ghoshal, S. & Westney, D. (1991). Organizing Competitor Analysis Systems. Strategic Manage ment Journal. 12, 17-31.♦Schoenecker, T.; Arnold C. Cooper, The Role Of Firm Resources And Organizational Attribut es In Determining Entry Timing: A Cross-Industry Study, Strategic Management Journal, 1998,12♦Jemison, D. (1981). The Contribution Of Organizational Theory To Strategic Management. Ac ademy Of Management Review. Vol. 21.♦Aktouf O. (1992). Management And Theories Of Organizations In The 1990s: Toward A Criti cal Radical Humanism? Academy Of Management Review. Vol. 17 407-431.♦Bettis, R., Michael A. Hitt, The New Competitive Landscape, Strategic Management Journal, 1995, 1♦Smith, K.G., C. Grimm, M. Gannon, & M.J. Chen, (1991). Organizational Information Proces sing: Competitive Responses And Performance In The Us Domestic Airline Industry. Academy Of Management Journal, Vol. 34, 60-85.♦Rugman, A.; Alain Verbeke, Corporate Strategies And Environmental Regulations: An Organi zing Framework, Strategic Management Journal, 1998, 4♦Hansen, G. & Wernerfelt, B. (1989). Determinants Of Firm Performance: The Relative Import ance Of Economic And Organizational Factors. Strategic Management Journal, 10: 399-411.♦Oliver, C. (1997). Sustainable Competitive Advantage: Combining Institutional And Resource-B ased Views. Strategic Management Journal, Vol. 18: 697-713.♦Dean, T.; R. L. Brown; C. E. Bamford, Differences In Large And Small Firm Responses To Environmental Context Strategic Implications From A Comparative Analysis Of Business Form ations, Strategic Management Journal, 1998, 8♦Burt, R. (1997). The Contingent Value Of Social Capital. Administrative Science Quarterly, V ol. 42: 339-365.♦Burt, R., R. Hogarth,& C. Michaud (2000). The Social Capital Of French And American Ma nagers. Organizational Science. Vol 11(2): 123-147.♦Galaskiewicz, J. & S. Wasserman. (1993). Social Network Analysis. Sociological Methods & R esearch. Vol. 22: 3-22.♦Granovetter, M. (1973). The Strength Of Weak Ties. American Journal Of Sociology. Vol. 78♦Nahapiet J. & S. Ghoshal (1998). Social Capital, Intellectual Capital And The Organizational Advantage. Academy Of Management Review, Vol. 23: 242-266.♦Tsai, W. & S. Ghoshal. (1998). Social Capital And Value Creation: The Role Of Intrafirm Ne tworks. Academy Of Management Journal. Vol 41 (4) 464-478.♦Teece, D. (1998) Capturing Value From Knowledge Assets. California Management Review. Vo l 40 (3).♦Spender, J.; Robert M. Grant, Knowledge And The Firm: Overview, Strategic Management J ournal, 1996, 1: 5-9♦Tsoukas, H., The Firm As A Distributed Knowledge System : A Constructionist Approach, St rategic Management Journal, 1996, 1: 11-25Part III 竞合互动Competition And The Creation Of V alueCompetitive Dynamics Research♦Gal-Or, E. (1985). First Mover And Second Mover Advantages. International Economic Revie w, 26, 649-653.♦Gatignon, H. Anderson, E. & Helsen, K. (1989). Competitive Reactions To Market Entry: Ex plaining Interfirm Differences. Journal Of Marketing, 26, 44-55.♦Glazer, A. (1985). The Advantages Of Being First. American Economic Review, 75, 473-480.♦Guasch, L. & Weiss, A. (1980). Adverse Selection By Markets And The Advantage Of Being Late. The Quarterly Journal Of Economics, 453-466.♦Kamien, M. I, & Schwartz, N.L. (1978). Potential Rivalry, Monopoly Profits And The Pace Of Inventive Activity. Review Of Economic Studies, 45, 547-557.♦Lieberman M.B. & Montgomery, D.B. (1988). 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Van Deven, Structuring Cooperative Relationships Between Organizati ons, Strategic Management Journal, 1992: 483-498♦Mowery, D.; Joanne E. Oxley; Brian S. Silverman, Strategic Alliances And Interfirm Knowled ge Transfer, Strategic Management Journal, 1996, Winter Special Issues: 77-91♦Gulati, R., Alliances And Networks, Strategic Management Journal, 1998, 4♦Kanter, R., Collaborative Advantage: The Art Of Alliances, Harvard Business Review, 1994,4.♦Mauri, A.; Max P. Michaels, Firm And Industry Effects Within Strategic Management: An E mpirical Examination, Strategic Management Journal, 1998, 3♦Zajac, E., Commentary On "Alliances And Networks" By R. Zajac, Strategic Management Jo urnal, 1998, 4♦Rindova, V.; Charles J. Fombrun, Constructing Competitive Advantage: The Role Of Firm-Co nstituent Interactions, Strategic Management Journal, 1999, 8♦Browning, L. Beyer, J. & Shetler, J. (1995). Building Cooperation In A Competitive Industry: Sematech And The Semiconductor Industry. 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Strategic Managem。
战略与战略管理基础资料汇编
目录战略 (2)企业战略 (2)战略管理 (4)营销战略 (5)营销战略管理 (8)战略战略(Strategy / Strategic)解释一：指导战争全局的计划和策略。
解释二：有关战争全面的内容。
解释三：比喻决定全局的策略。
关于战略的多种概念“战略”一词的希腊语是strategos，意思是“将军指挥军队的艺术”，原是一个军事术语。
20世纪60年代，战略思想开始运用于商业领域，并与达尔文“物竞天择”的生物进化思想共同成为战略管理学科的两大思想源流。
“战略是为经济利润创“战略是以最可能击败敌人的方式有效利用一个人的资源，”“一个人的战略会是另一个人的战术——一个事物是否是造形势并找到维持它的方法”。
战略，取决于当事人所处的地位。
”战略是一种定位，特别是在组织理论家所谓的“环境”中定位组织的方法。
按照这个定义，战略变成了组织和环境之间的媒介力量。
用社会生态学的术语来说，战略变成了一个“小生境”；用经济学术语来说，战略成了一个带来租金的地方；用正式的管理学术语来说，战略成了一个产品－市场“领域”，是环境中资源集中的地方。
在军事学里，战略与以下内容联系在一起：“起草战争的计划``````设计各个战役，并且决定各个战役内的各个战斗”。
在博弈论里，战略是“一个完整的计划，一个详细说明在每个可能情形中博弈者将作出何种选择的计划。
”在管理学里，“战略是一个统一的、综合的和完整的计划……精心设计来确保企业的基本目标得以实现。
”在字典里，战略是“一个计划、方法或一系列为获得一个特殊目的或结果的机巧或谋略。
”战略就是建立认知、与众不同、打败对手、选择焦点、领导方向、生存之道、实事求是和追求简单。
企业战略什么是企业战略？从企业未来发展的角度来看，战略表现为一种计划（Plan），而从企业过去发展历程的角度来看，战略则表现为一种模式（Pattern）。
如果从产业层次来看，战略表现为一种定位（Position），而从企业层次来看。
战略管理课件英文版
Organizing Themes
• Global considerations impact virtually all strategic decisions.
• E-commerce has become a vital strategic management tool.
• The natural environment has become an important strategic issue.
▪ Widely viewed as panacea for problems
Brief History
• 1980s
➢ Strategic planning cast aside
▪ Planning models did not yield higher returns
• 1990s–2000
➢ Revival of strategic planning
• Strategic planning
➢Refers to:
▪ Strategy formulation
Brief History
• 1950s
➢ Term strategic planning originates
1960s – 1970s ➢ Strategic planning very popular
1. Strategists 2. Vision statements 3. Mission statements 4. External opportunities and threats 5. Internal strengths and weaknesses
Key Strategic Management Terms (Cont’d)
第九章_战略评价与控制_David
Consonance 调和性 Feasibility 可行性 Advantage 有利性
孙慧教授 主讲
第九章 战略评价与控制
Ch9 -15
新疆大学经济与管理学院
Strategy Review, Evaluation, & Control战略回顾、评价与控制 评价与控制
Ch9 -6
新疆大学经济与管理学院
Strategy Evaluation战略评价 战略评价
战略评价必须努力使管理者以最简洁的方式 修正计划，并在变化面前迅速达成共识 并在变化面前迅速达成共识。
---戴尔.麦肯锡
复杂的控制不能发挥作用，只能添乱。因为 复杂的控制不能发挥作用 它将人们的注意力从控制的内容错误地导向 了控制的机制和方法。 了控制的机制和方法
孙慧教授 主讲
第九章 战略评价与控制
Ch9 -12
新疆大学经济与管理学院
Strategy Review, Evaluation, & Control战略回顾、评价与控制 评价与控制
Consistency 一致性
Rumelt’s 4 Criteria 鲁梅尔特的四项标准
Consonance 调和性 Feasibility 可行性 Advantage 有利性
孙慧教授 主讲
第九章 战略评价与控制
Ch9 -8
新疆大学经济与管理学院
Strategy Review, Evaluation, & Control战略回顾、评价与控制 评价与控制
Strategy Evaluation战略评价 Evaluation战略评价 Vital to the organization’s well well-being战略评价对 企业至关重要 Alert management to potential/actual problems in a timelyy fashion及时评价在局势恶化之前对现 及时评价在局势恶化之前对现 有的问题和潜在问题采取有效措施 Erroneous strategic decisions can have severe negative impact on organizations organizations错误的战略会 给企业带来严重的负面影响
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Vision: Examples
缔造全球领先的空调企业，成就格 力百年的世界品牌。 Solutions for a small planet 成为拥有全球影响力品牌的国际化 大公司
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Why is a vision important?
A managerial imperative exists to look beyond today and think strategically about Impact of new technologies How customer needs and expectations are changing? What it will take to outrun competitors? Which promising market opportunities ought to be aggressively pursued? What a company needs to do to prepare for the future?
通过对中国企业战略管理实践的研究，丰富以及拓 展战略管理理论
My Strategy
与战略管理领域同行合作研究 积极参与国际学术会议 瞄准国际顶级期刊投稿
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The Strategic Management Process
External Analysis Vision/ Mission Strategic Choice Competitive Advantage
fundamental, unique purpose; scope of operations and its products or service offerings; philosophical premises that are to guide actions; commitments to stakeholders
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产品
目的
我们的愿景： 我们的愿景：成为世界领先的汽车和服务消费品企 业 地域 产品 我们的使命： 我们的使命：
我们是一个拥有美好声誉的全球大家庭，致力于向全 球大众提供个人出行工具 我们走在消费者需要的前面，以提供有助于改善人们 生活的卓越产品和服务 经营哲学/方式；
我们的战略： 我们的战略：
Strategic Implementation
Internal Analysis
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The external environment
Economic
Political
Industry Environment Threats of new entrants Power of suppliers Power of Buyers Product substitutes Intensity of rivalry Competitor Environment
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What is a mission statement?
A company’s mission statement is typically focused on its present business scope – who we are and what we do; Content of mission statement:
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A mission statement focuses on current business activities (as management) -- “who we are and what we do the best”
Current product and service offerings Customer needs being served Technological and business capabilities
Strategic Implementation
Internal Analysis
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What is a vision
A vision is a roadmap of a company’s future (where we are going), providing specifics about
Social Cultural
Demographic Global
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Technological
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External analysis allows firms to:
discover threats and opportunities see if above normal profits are likely in an industry better understand the nature of competition in an industry make more informed strategic choices
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Why is mission and/or vision important to strategic management?
A firm could develop a strategy without a vision or mission. However, a strategy without a vision or mission is difficult to implement because:
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Mission statement: Examples
弘扬工业精神，追求完美质量，提供专业服务，创 造舒适环境
At IBM, we strive to lead in the invention, development and manufacture of the industry's most advanced information technologies, including computer systems, software, storage systems and microelectronics. 用我们的激情酿造出消费者喜好的啤酒，为生活创 造快乐。
对利益相关者承诺
目的
保持支出，收入，和市场份额平衡 加速开发客户需要车型 为公司计划取得资金支持 共同努力利用全球资源
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My vision, mission, and Strategies
My Vision
在学术界以及实践界成为国际知名的战略管理学者
My Mission Statement
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Vision, Mission, and Mission Statement
Many companies and textbooks do not clarify clearly vision, mission and mission statement but just use the term ‘mission’ to embrace them together.
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An effectiveቤተ መጻሕፍቲ ባይዱmission statement
An effective mission statement should
Provide general direction Provide an image of the company’s character Provide a tone, or set of attitudes, through which actions are guided Embody a company’s soul and be inspirational
People may not be obsessed by the achievement of strategic objectives The organization may not be stretched to maximize its capabilities to achieve the best objectives The competitive advantages may not be sustained because of a lack of consensus It shall be difficult for the management to communicate to stakeholders and convince the public of its being.
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中集集团
企业愿景： 企业愿景：成为所进入行业的世界级企业。
地域 经营哲学/方式
企业使命陈述： 企业使命陈述：在全球市场中，成为能按照客户需求，提供世界一流 的现代化交通运输装备和相关服务的主要供应商，创造为客户所信赖 的知名品牌，同时保持公司的健康发展和持续增值，为股东和员工提 供良好回报。
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Why is a mission and/or vision important to organizations?
To justify an organization’s reason for being To justify an organization’s ultimate objective of development and growth To create a core ideology to glue staff and employees to achieve the core purpose To define the values that shape organizational actions A business is not defined by its name, statues, or articles of incorporation. It is defined by the business mission. Only a clear definition of the mission and purpose of the organization makes possible clear and realistic business objectives. (Peter Druker, 1973)