战略管理Chapter8
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战略管理-竞争优势与全球化(英文第六版)
• Important Elements of Success
Developing strategy
Implementing strategy
Copyright © 2004 South-Western. All rights reserved.
7
Competitive Landscape
• Strategic Management Process
The full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above-average returns
Describe strategic intent and strategic mission and discuss their value.
Define stakeholders and describe their ability to influence organizations.
Copyright © 2004 South-Western. All rights reserved.
5
The Strategic Management Process
Figure 1.1
Copyright © 2004 South-Western. All rights reserved. Copyright © 2004 South-Western. All rights reserved. 6
• Strategic Competitiveness
When a firm successfully formulates and implements a value-creating strategy
战略管理英文版最新版教学课件第8章
LO 8-3 Describe two types of vertical integration along the industry value chain: backward and forward vertical integration.
LO 8-4 Identify and evaluate benefits and risks of vertical integration. LO 8-5 Describe and examine alternatives to vertical integration. LO 8-6 Describe and evaluate different types of corporate diversification. LO 8-7 Apply the core competence – market matrix to derive different
• Economies of scope
➢ Savings that come from producing more outputs or providing different services at less cost
❖ Ex: Amazon range of products & services
➢ Explains and predicts the scope of the firm ➢ "Market vs. firms" have differential costs
• Transaction costs
➢ Costs associated with economic exchanges
➢ Competitive bidding process ➢ Less than one-year term ➢ Lower prices cost advantages
LO 8-4 Identify and evaluate benefits and risks of vertical integration. LO 8-5 Describe and examine alternatives to vertical integration. LO 8-6 Describe and evaluate different types of corporate diversification. LO 8-7 Apply the core competence – market matrix to derive different
• Economies of scope
➢ Savings that come from producing more outputs or providing different services at less cost
❖ Ex: Amazon range of products & services
➢ Explains and predicts the scope of the firm ➢ "Market vs. firms" have differential costs
• Transaction costs
➢ Costs associated with economic exchanges
➢ Competitive bidding process ➢ Less than one-year term ➢ Lower prices cost advantages
国际战略管理 Corporate-Level Strategy
Feedback
2
Describe Corporate-level strategy & its importance to the diversified firm The advantages & disadvantages of singlebusiness & dominant-business strategies Main reasons why firms with single & dominantbusiness strategies more to more diversified ones How related-diversified firms use activity sharing & the transfer of core competencies to create value Ways unrelated diversification can create value Incentives / resources that promote diversification
Chapter 6 CorporateLevel Strategy
Chapter 8 International Strategy
Chapter 9 Cooperative Strategy
Chapter 12 Strategic Leadership
Strategic Outcomes
Strategic Management Strategic Competitiveness
4
A Diversified firm has 2 Levels of Strategy
Business-Level Strategy (Competitive Strategy)
Strategic Management Concepts and Cases战略管理概念与案例
7
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
12
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
6
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
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
12
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
6
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
1 战略管理概述
CHAPTER ONE
第一章 企业战略管理概论
二、企业战略管理的内涵
狭义的战略管理概念是指企业战略的管理，而
广义的战略管理概念是指企业的战略管理。初 看起来，这两种表述只是限定语的不同，而本 质上它们的涵义是不同的。狭义概念下的企业 战略管理对象是“企业战略”，是围绕企业战 略而展开的一系列管理过程；而广义概念下的 企业战略管理对象则是“企业”，是针对整个 企业所进行的战略性管理。目前，主张狭义战 略管理概念的学者占主流。
企业管理者 战略管理过程中的主要任务
1、参与制定公司战略； 2、制订公司范围的方针、政策与标准，通过考核与监督， 保证执行的一致性； 3、就各事业部的任务、战略、经营计划与预算问题，向 公司高层管理者提出建议； 4、就各事业部的职能部门工作，向公司高层领导者提出 专门性意见； 5、制订职能部门系统的战略、目标和职责； 6、对于关键岗位的任命、工作标准的设置，以及考核评 价，提出建议； 7、在需要的地方提供职能方面的服务。
CHAPTER ONE
第一章 企业战略管理概论
企业管理者与战略管理过程
企业管理者 战略管理过程中的主要任务 1、制定公司的任务和战略； 2、确定公司各事业部门的任务； 3、按照任务给各部门分配资源； 4、批准各事业部的计划、预算和主要投资； 5、考核各事业部的工作，保证整个公司按照战略规划运 行。
岛。截至2010年，海尔在全球建立了29个制造基地，8 个综合研发中心，19个海外贸易公司，全球员工超过7 万人。2010年，海尔全球营业额实现1357亿元，品牌 价值855亿元，连续9年蝉联中国最有价值品牌榜首。 海尔积极履行社会责任，援建145所希望小学，制作 212集科教动画片《海尔兄弟》，是2008年北京奥运会 全球唯一白电赞助商。2011年7月28日，海尔宣布收购 三洋家用的商用洗衣机和家用冰箱业务以及三洋在东 南亚4国的白电销售业务。
战略管理(中英文)
The Strategic Management Process
8-5
© Prentice Hall, 2002
8 6
The Strategic Management Process
1. Identifying the Organization’s Current Mission, Objectives, and Strategies确定组织当前的宗旨、 目标和战略 – Mission宗旨 - statement of the purpose of an organization组织的目的陈述 • important in profit and not-for-profit organizations在盈利性和非盈利性组织中都 很重要。 • important to identify the goals currently in place and the strategies currently being pursued 确定当前的目标和当前追求的战略是非常重 要的。
8-3
The Importance Of Strategic Management 战略管理的重要性
What Is Strategic Management什么是战略管理?
– A set of managerial decisions and actions that determines the longrun performance of an organization一个组织从全局出发而
8-12
The Strategic Management Process (cont.)
6. Formulating Strategies制定战略 – require strategies at the corporate, business, and functional levels of the organization 战略需要在公司层、事业层和职能层设立 – strategy formulation follows the decision-making process 指定战略应遵循决策程序 7. Implementing Strategies实施战略 – a strategy is only as good as its implementation 无论战略计划制定得多么有效，如果不能恰当地实施 仍不会成功 8. Evaluating Results评价结果 – control process to determine the effectiveness of a strategy 控制过程决定一个战略的效果
管理者培训教全-课件
这个世界巨大的进步，不仅仅靠越来越细的社会分工，更重要的是建立在这种分工基础上的合作，团队可以是一个部门、一个公司、一个国家。 ……
团队意识
管理者必备意识(8)
1+1>2
Chapter4 :管理者与担当者 解决问题手法的差异
指脱离了应有的状态,产生了令人不满的差异的现象
:
危机意识
！！！
！！！！！！
问题的发现
改善意识
问题意识
？
改善的历程
我没时间改善
你不合格
12H实务
我们可以担当啦…
2H实务
3rd
６H改善
1st
上级
下属
授权指导…
2nd
我们一起 改善……
4th
改善对象
组织
工作流程
环境
更有条理 / 规范 更舒适 更现代 / 时尚
资源活用最大化 （浪费减少、杜绝）
下达指令（告诉部下进行工作） … 激发动机
召 集
暗 示
商 量
委 托
命 令
自主性
强制性
紧急事件
一般事务
人事调动
普通改善点
共同事务
统筹（出现偏差时采取纠正措施）
调整
强制：
上级：
下属：
妥协：
协调：
（满意）
（不满）
（一般）
能力
项 目
当遭遇挫折、困难的时候，重温你的目标，任何困惑都将得到平抚……
管理者必备意识(2)
2019年
2019年
2009年
危机意识
180天后我将失业，现在该做些什么？ 30天后我将失去现在的职位，现在该做些什么？
对工作的态度、与同事的合作、对公司的兴趣，会大有改善……
团队意识
管理者必备意识(8)
1+1>2
Chapter4 :管理者与担当者 解决问题手法的差异
指脱离了应有的状态,产生了令人不满的差异的现象
:
危机意识
！！！
！！！！！！
问题的发现
改善意识
问题意识
？
改善的历程
我没时间改善
你不合格
12H实务
我们可以担当啦…
2H实务
3rd
６H改善
1st
上级
下属
授权指导…
2nd
我们一起 改善……
4th
改善对象
组织
工作流程
环境
更有条理 / 规范 更舒适 更现代 / 时尚
资源活用最大化 （浪费减少、杜绝）
下达指令（告诉部下进行工作） … 激发动机
召 集
暗 示
商 量
委 托
命 令
自主性
强制性
紧急事件
一般事务
人事调动
普通改善点
共同事务
统筹（出现偏差时采取纠正措施）
调整
强制：
上级：
下属：
妥协：
协调：
（满意）
（不满）
（一般）
能力
项 目
当遭遇挫折、困难的时候，重温你的目标，任何困惑都将得到平抚……
管理者必备意识(2)
2019年
2019年
2009年
危机意识
180天后我将失业，现在该做些什么？ 30天后我将失去现在的职位，现在该做些什么？
对工作的态度、与同事的合作、对公司的兴趣，会大有改善……
管理学术语英文对照解释
Management Glindex(Stephen P. Robbins & Mary Coulter)(Eighth Edition)（英汉对照）管理学原理双语组编写2007年3月Chapter 1 Management and Organizations1、Manager：管理者Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals .管理者是这样的人，他通过协调其他人的活动达到与别人一起或者通过别人实现组织目标的目的。
2、First-line managers :基层管理者Managers at the lowest level of the organization who manage the work of nonmanagerial e mployees who are involved With the production or the organization’s products是管理着非管理人员所从事的生产和提供组织产品的工作，是最低层的管理者3、Middle managers :中层管理者Mangers between the first-line level and the top level of the organization who manage the work of first-line managers处于基层和高层之间，管理着基层管理者。
4、Top manager :高层管理者Managers at or near the top level of the organization who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.处于或接近组织顶层，承担着制定广泛的组织决策,为整个组织制定计划和目标的责任。
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The Management of Strategy: Concepts and Cases 9e
Part II: Strategic Actions: Strategy Formulation Chapter 8: International Strategy
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
• Expanding size or scope of markets helps to achieve economies of scale in manufacturing as well as marketing, R&D, or distribution • Costs are spread over a larger sales base • Profit per unit is increased
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 8: International Strategy (IS)
• Overview: Eight content areas
– Traditional vs. emerging motives – Four major benefits of International Strategies (IS) – Four factors as basis for international business strategy – Three international corporate-level strategies – Environmental trends affecting IS – Five alternative modes for entering international markets – Effects of international diversification on returns & innovation – Two major risks of international diversification
– Auto industry market area examples:
• Porsche expects 2009 sales in China to exceed sales in U.S. • Google partnership with music labrnational Opportunities: Incentives to Use an International Strategy (IS)
• International Strategy (IS): firm sells its goods or services outside the domestic market • Reasons for an IS
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Strategic Management Process
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Introduction
• Many firms choose direct investment in assets over indirect investment
– Provides better protection for assets
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
– 4. Location advantages: Low cost markets may…
• … aid in developing competitive advantage • … achieve better access to critical resources:
– i.e., raw materials, lower cost labor, key customers, energy
Identifying International Opportunities: Incentives to Use an International Strategy (IS)
(Cont’d)
• Four primary reasons
– 1. Increased market size
• Domestic market may lack the size to support efficient scale manufacturing facilities
Identifying International Opportunities: Incentives to Use an International Strategy (IS)
(Cont’d)
• Four primary reasons
(Cont’d)
– 3. Economies of Scale and Learning
– 2. Return on Investment (ROI)
• Large investment projects may require global markets to justify the capital outlays • Weak patent protection in some countries implies that firms should expand overseas rapidly in order to preempt imitators
• Chinese firms competing abroad
– Huawei Technologies Co. Ltd. (telecom) – ZTE (wireless networks)
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
• GM venture with Shanghai Automotive Industry Corporation • Volkswagen venture also with Shanghai Automotive • GM venture with Liuzhous Wuling Motors Co.
Foreign Firms Entering China and Chinese Firms Going Global
• Chinese market is large and lucrative
– Foreign firms manufacture in China for cost savings – Auto industry manufacturing examples:
Chapter 8: International Strategy (IS)
• Overview: Eight content areas
– Traditional vs. emerging motives – Four major benefits of International Strategies (IS) – Four factors as basis for international business strategy – Three international corporate-level strategies – Environmental trends affecting IS – Five alternative modes for entering international markets – Effects of i on returns & innovation – Two major risks of international diversification
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Part II: Strategic Actions: Strategy Formulation Chapter 8: International Strategy
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
• Expanding size or scope of markets helps to achieve economies of scale in manufacturing as well as marketing, R&D, or distribution • Costs are spread over a larger sales base • Profit per unit is increased
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 8: International Strategy (IS)
• Overview: Eight content areas
– Traditional vs. emerging motives – Four major benefits of International Strategies (IS) – Four factors as basis for international business strategy – Three international corporate-level strategies – Environmental trends affecting IS – Five alternative modes for entering international markets – Effects of international diversification on returns & innovation – Two major risks of international diversification
– Auto industry market area examples:
• Porsche expects 2009 sales in China to exceed sales in U.S. • Google partnership with music labrnational Opportunities: Incentives to Use an International Strategy (IS)
• International Strategy (IS): firm sells its goods or services outside the domestic market • Reasons for an IS
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Strategic Management Process
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Introduction
• Many firms choose direct investment in assets over indirect investment
– Provides better protection for assets
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
– 4. Location advantages: Low cost markets may…
• … aid in developing competitive advantage • … achieve better access to critical resources:
– i.e., raw materials, lower cost labor, key customers, energy
Identifying International Opportunities: Incentives to Use an International Strategy (IS)
(Cont’d)
• Four primary reasons
– 1. Increased market size
• Domestic market may lack the size to support efficient scale manufacturing facilities
Identifying International Opportunities: Incentives to Use an International Strategy (IS)
(Cont’d)
• Four primary reasons
(Cont’d)
– 3. Economies of Scale and Learning
– 2. Return on Investment (ROI)
• Large investment projects may require global markets to justify the capital outlays • Weak patent protection in some countries implies that firms should expand overseas rapidly in order to preempt imitators
• Chinese firms competing abroad
– Huawei Technologies Co. Ltd. (telecom) – ZTE (wireless networks)
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
• GM venture with Shanghai Automotive Industry Corporation • Volkswagen venture also with Shanghai Automotive • GM venture with Liuzhous Wuling Motors Co.
Foreign Firms Entering China and Chinese Firms Going Global
• Chinese market is large and lucrative
– Foreign firms manufacture in China for cost savings – Auto industry manufacturing examples:
Chapter 8: International Strategy (IS)
• Overview: Eight content areas
– Traditional vs. emerging motives – Four major benefits of International Strategies (IS) – Four factors as basis for international business strategy – Three international corporate-level strategies – Environmental trends affecting IS – Five alternative modes for entering international markets – Effects of i on returns & innovation – Two major risks of international diversification
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.