国际战略管理 英文版
战略管理英文版最新版教学课件第8章
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
中英文版2024年国际战略联盟协议版
20XX 专业合同封面COUNTRACT COVER甲方：XXX乙方：XXX中英文版2024年国际战略联盟协议版本合同目录一览1. 定义与解释1.1 合同主体1.2 合同标的1.3 术语解释2. 合作领域与目标2.1 合作领域2.2 合作目标2.3 合作期限3. 权利与义务3.1 权利分配3.2 义务履行3.3 知识产权归属4. 技术合作与交流4.1 技术研发4.2 技术转移4.3 技术更新与升级5. 市场合作与拓展5.1 市场规划5.2 销售渠道5.3 市场信息共享6. 财务与投资6.1 财务规划6.2 投资额度6.3 财务报告7. 风险管理与控制7.1 风险评估7.2 风险防范7.3 风险应对措施8. 争议解决8.1 争议类型8.2 解决方式8.3 争议解决机构9. 合同的变更与终止9.1 变更条件9.2 终止条件9.3 合同终止后的处理10. 违约责任10.1 违约行为10.2 违约责任10.3 违约赔偿11. 保密条款11.1 保密内容11.2 保密期限11.3 泄密责任12. 合同的生效、履行与解除12.1 生效条件12.2 履行方式12.3 解除条件13. 法律适用与争议解决13.1 法律适用13.2 争议解决13.3 语言版本14. 其他条款14.1 合同的转让14.2 附件14.3 签署日期与地点第一部分：合同如下：第一条定义与解释1.1 合同主体1.2 合同标的本合同标的为：（合同具体标的，如技术、产品、服务等）1.3 术语解释（列出合同中使用的专业术语及其定义）第二条合作领域与目标2.1 合作领域2.2 合作目标2.3 合作期限合作期限为：（开始时间）至（结束时间），除非双方另有约定。
第三条权利与义务3.1 权利分配双方按照约定分配合作过程中的各项权利，包括：（列举权利）3.2 义务履行双方应按照合同约定履行各自的义务，包括：（列举义务）3.3 知识产权归属合作过程中产生的知识产权归：（归属方）所有。
战略管理英文版最新版教学ppt课件第1章
Part 1 Strategy Analysis 1-2
LO 1-1 Define competitive advantage, sustainable competitive advantage, competitive disadvantage, and competitive parity.
LO 1-7 Critically evaluate the role that different stakeholders play in the firm’s quest for competitive advantage.
1-8
EXHIBIT 1.1 Industry, Firm, and Other Effects Explaining Superior Firm Performance
❖ Yahoo buys Overture for its own search product
• Microsoft launches its own search in 2009
➢ Bing now partnered with Yahoo
1-4
Microsoft and Google – Online Search
• What’s happening in our chapter opener?
➢ Why might Microsoft have acted the way it did?
➢ If they had not killed Keywords, would Microsoft have beat Google to search and linked ads?
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
战略管理双语资料范文(DOC 71页)
战略管理双语资料范文(DOC 71页)Chapter 1 Strateg ic Ma n a gem e nt a nd Str a tegic Com pe titiven e ss (7)1.1Strategic Management Process (8)1.1.1 The Rational Model (8)1.1.2 The critique of the rational model (11)1.2 The New Competitive Landscape (12)1.2.1The Globalized Competition (12)1.2.2Technological Changes (15)1.3The I/O model of Above-averageReturns (19)1.4The Resource-based Model ofAbove-average Returns (22)1.5Strategic Intent and Strategic Mission.261.6Stakeholders (28)1.7Organizational Strategists (30)复习题 (31)Chapter 2 The External Environment: Opportunities, Threats, Industry Environment, and Competitor Analysis (34)2.1External Environmental Analysis (35)2.2 Segments of the General Environment:The PEST Analysis (38)2.3 Industry Environment Analysis: TheFive Forces Model (40)2.4 Strategic Group Analysis (51)2.5 Competitor Analysis (52)复习题 (53)Chapter 3 The Internal Environment: Resources, Capabilities, and Core Competencies (56)3.1 The importance of Internal Analysis .. 573.2 Resources, Capabilities, and CoreCompetencies (60)3.2.1 Resources (60)3.2.2 Capabilities (64)3.2.3 Core Competencies (65)3.3 Steps in a Resource-based StrategicAnalysis (67)3.4 Value Chain Analysis (77)复习题 (79)Chapter 4 Business-Level Strategy (81)4.1 Customers: Who, What, and How (82)4.1.1 Who: Determining the customersto serve (83)4.1.2 What: Determining the customerneeds to satisfy (84)4.1.3 How: Determining corecompetencies necessary to satisfycustomers’ needs (84)4.2 Types of Business-level Strategy (85)4.3 Cost Leadership Strategy (87)4.4 Differentiation Strategy (92)4.5 Focus Strategies (97)4.6 Integrated Low-Cost/DifferentiationStrategy (99)复习题 (104)Chapter 5 Corporate-Level Strategy (107)5.1 Corporate-level Strategy and Levels ofDiversification (108)5.2 Reasons for Diversification (110)5.3 Techniques for Analyzing DiversifiedCompanies’ Portfolios (111)复习题 (115)Chapter 6 Acquisition and Restructuring Strategies (116)9.1 Corporate Governance Mechanisms 1549.2 Separation of Ownership andManagerial Control (158)9.3 Five Governance Mechanisms (165)9.3.1 Ownership Concentration (165)9.3.2 Board of Directors (166)9.3.3 Executive Compensation (169)9.3.4 The Multidivisional Structure 1719.3.5 Market for Corporate Control173复习题 (174)Chapter 10 Organizational Structure and Controls (177)10.1 Evolutionary Patterns of Strategy andOrganizational Structure (178)10.1.1 Simple Structure (180)10.1.2 Functional Structure (182)10.1.3 Multidivisional Structure (189)10.2 Implementing International Strategies:Organizational Structure and Control (200)10.2.1 Using the WorldwideGeographic Area Structure toImplement the Multi-domesticStrategy (201)10.2.2 Using the Worldwide ProductDivisional Structure to Implement theGlobal Strategy (204)复习题 (207)Chapter 11 Corporate Entrepreneurship and Innovation (208)11.1 Innovation and CorporateEntrepreneurship (209)11.2Internal Corporate Venturing (214)复习题 (222)Chapter 1 Strateg ic Ma n a gem e nt a nd Str a tegic Com pe titiven e ssLea r n i ng Objec t ivesAfter reading t h i s chapter, you should be a ble to·Defining strategic competitiveness, competitive advantage, and above-average returns.·Discuss the challenge of strategic management.·Describe the new competitive landscape and how it is being shaped by global andtechnological changes.·Use the industrial organization(I/O) model to explain how firms can earn above-average returns.·Use the resource-based model to explain how firms can earn above-average returns.·Describe strategic intent and strategic mission and discuss their value to the strategic management process.·Define stakeholders and describe the three primary stakeholder groups’ ability to influence organizations.·Describe the work of strategists.·Explain the strategic management process.1.1Strategic Management Process1.1.1 The Rational ModelStrategic competitiveness(战略竞争力) is achieved when a firm successfully formulates and implements a value-creating strategy. When a firm implements a value-creating strategy of which other companies are unable to duplicatethe benefits or find it too costly to imitate, this firm has a sustained or sustainable competitive advantage(持续的或可持续的竞争优势). The speed with which competitors are able to acquire the skills needed to duplicate the benefits of a firm’s value-creating strategy determines how long a competitive advantage will last. Understanding how to exploit its competitive advantage is necessary for a firm to earn above-average returns. Above-average returns(高于平均的或超额回报) are returns in excess of what an investor expects to earn from other investment with a similar amount of risk. Risk(风险) is an investor’s uncertainty about the economic gains or losses that will result from a particular investment. Firms that are without a competitive advantage or that are not competing in an attractive industry earn, at best, only average returns. Average returns（平均回报）are returns equal to those an investor expects to earn from other investments with a similar amount of risk. In the long run, an inability toearn at least average returns results in failure. Failure occurs because investors will choose to invest in firms that earn at least average returns and will withdraw their investments from firms that earn less.Dynamic in nature, the strategic management process (战略管理过程)is the full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above-average returns. It is used to match the conditions of an ever-changing market and competitive structure with a firm’s continuously evolving resources, capabilities, and competencies.Figure 1.1 The Strategic Management ProcessIdentifyAssess mega- AssessSWOTNotes: the letter S in SWOT denotes strengths, W weaknesses, O opportunities, T threats. 1.1.2 The critique of the rational model1.Setting objectives is the cornerstone of strategic planning. But, incentive un-compatibility （激励不相容） usually leads to inconsistency between objectives that the firm has stated and objectives that the managers are actually pursuing.2.The predictability of the environment is the core assumption of strategic planning. But, irreversibility and uncertainty （不确定性） usually lead to the unpredictability Strategic Formulation ·corporate Strategic Implementat ion Strategic Advantageof the environment.3.Another assumption of strategic planning is that strategists are rational. Virtually, strategists’ rationality is bounded (战略家的理性是有限的)and strategic formulation reflects the internal politics of the organization.1.2 The New Competitive Landscape1.2.1The Globalized CompetitionThe fundamental nature of competition in many of the world’s industries is changing. The pace of this change is relentless and is increasing. Even determining the boundaries of an industry or a firm（行业或企业的边界）has become challenging. Consider, for example, how advances in interactive computer networks and telecommunications have blurred the definition of the “television”industry. Conventional sources of competitive advantage(传统的竞争优势的源泉) such as economies of scale(规模经济) and huge advertising budgets(巨额广告预算) are not as effective in the new competitivelandscape. Moreover, the traditional managerial mind-set(传统的管理者心态) cannot lead a firm to strategic competitiveness in the new competitive landscape. In its place, managers must adopt a new mind-set——one that values flexibility, speed, innovation, integration, and the challenges that evolve from constantly changing conditions(看重灵活性、速度、创新、整合和从不断变化的环境中产生的挑战的心态). Strategic flexibility(战略的敏捷性) is a set of capabilities firms use to respond to various demands and opportunities that are a part of dynamic and uncertain competitive environments. Such flexibility means that a firm can match quickly its resources with an environmental opportunity(快速地使其资源与环境的机遇匹配).A global economy(全球经济) is one in which goods, services, people, and ideas move freely across geographic borders. It significantly expands and complicates a firm’s competitive environment. To achieve strategiccompetitiveness in the global economy, a firm must view the world as its marketplace.In globalized markets(全球化的市场) and industries, financial capital might be obtained in one national market and used to buy raw materials in another one. Manufacturing equipment bought from a third national market can be used to produce products that are sold in a fourth market. Thus, globalization increases the range of opportunities for firms competing in the new competitive landscape.The internationalization of markets and industries makes it increasingly difficult to think of some firms as domestic companies(本国公司). Global competition has increased performance standards(绩效标准) in many dimensions, including those of quality, cost, productivity, production introduction time, and smooth, flowing operations.The development of newly industrialized countries(新兴工业化国家) is changing the global competitive landscape and significantlyincreasing competition in global markets. The economic development of Asian countries outside of Japan is increasing the significance of Asian markets.In the new competitive landscape, firms are challenged to develop the optimal level of globalization(最优的全球化水平).1.2.2Technological ChangesThere are three categories of technological trends and conditions through which technology is significantly altering the nature of competition(竞争的性质).·Increasing rate of technological change and diffusion(不断上升的技术变迁率和扩散率) Both the rate of technology changes and the speed at which new technologies become available and are used have increased substantially over the last 20 years. Perpetual innovation(持续的创新) is a term used to describe how rapidly and consistently new, information-intensive technologies （信息密集的技术）replace older ones. The shorter product life cycles(产品生命周期) resulting from these rapid diffusions of new technologies place a competitive premium on being able to quickly introduce new goods and services into the marketplace. In fact, when products become somewhat indistinguishable because of the widespread and rapid diffusion of technologies, speed to market(产品进入市场的速度) may be the only source of competitive advantage. Some evidence suggests that after only 12 to 18 months, companies likely will have gathered information about their competitors’R&D and product decisions. Often, merely a few weeks pass before a new American-made product introduced in U.S. markets is copied, manufactured, and shipped to the United States by one or more companies in Asia.Today’s rate of technological diffusion stifles the protection firms possessed previously through their patents(专利). Patents are now thought by many to be an effective way ofprotecting proprietary technology(专利技术) primarily in the pharmaceutical and chemical industries only. Many firms competing in the electronics industry often do not apply for patents to prevent competitors from gaining access to the technological knowledge included in the patent application(包含在专利申请中的技术知识).·The Information Age(信息时代)Dramatic changes in information technology have occurred in recent years. Personal computers, cellular phones, artificial intelligence （人工智能）, virtual reality(虚拟现实), and massive databases are a few examples of how information is used differently as a result of technological developments. Someone believes that electronic mail (E-mail) systems are the first manifestation of a revolution in the flow and management of information in companies throughout the world. An important outcome of these changes is that the ability to access and effectively use information has become animportant source of competitive advantage in virtually all industries.·Increasing Knowledge Intensity(不断提高的知识密度)Knowledge is the basis of technology. In the new competitive landscape, knowledge is a critical organizational resource and is increasingly a valuable source of competitive advantage. Because of this, many companies now strive to transmute the accumulated knowledge of individual employees into a corporate asset(把个体性员工积累起来的知识转变成公司的资产). Figure 1.2 The New Competitive LandscapeTechnological changes·rapid technological changes and diffusion ·dramatic changes in information technologies ·increasingThe global economy·People, products, ideasmove freely across borders·Significant opportunitiesemerge in global markets.·Markets and industriesbecome moreinternationalized. TheNew1.3The I/O model of Above-average ReturnsFrom the 1960s through the 1980s , the external environment was thought to be the primary determinants of strategies firms selected. The industrial organization model explains the dominant influence of the external environment on firms’strategic actions. This model specifies that the industry chosen in which to compete has a stronger influence on a firm’s performance than do the choices managers make inside their organizations. Firm performance is believed to be predicted primarily by a range of an industry’s properties(行业属性), including economies of scale（规模经济）, barriers to entry(进入壁垒), diversification(产品多元化), product differentiation(产品差异), and the degree of concentration(行业集中度).The I/O model has four underlying assumptions. First, the external environment is assumed to impose pressures and constraintsthat determine the strategies that would result in above-average returns. Second, most firms competing within a particular industry are assumed to control similar strategically relevant resources and pursue similar strategies. Third, it is assumed that resources used to implement strategies are highly mobile across firms. Because of resource mobility, any resource differences that might develop between firms will be short lived. Fourth, organizational decision makers are assumed to be rational and committed to acting in the firm’s best interests as shown by their profit maximizing behavior(利润最大化行为).The I/O model challenges firms to locate the most attractive industry in which to compete. Competitiveness generally can be increased only when firms find the industry with the highest profit potential(具有最高的利润潜能的行业) and learn how to use their resources to implement the strategy required by the structural characteristics in that industry(行业的结构特征所要求的战略). The five forces model of competition(竞争的五力模型) is an analytical tool used to help firms with this task. This model suggests that an industry’s potential profitability(行业的潜在的赢利性) is a function of interactions among five forces. A firm can use this model to understand an industry’s profit potential and the strategy that should be implemented to establish a defensible competitive position(可防卫的竞争位置). Typically, this model suggests that firms can earn above-average returns by implementing a cost leadership strategy(成本领先战略) or a differentiation strategy(差异化战略).Figure 1.3 The I/O Model of Superior Returns Study the externalLocate an industry withIdentify the strategyDevelop or acquireassets and skillsUse the firm’sAbove-ave1.4The Resource-based Model of Above-average ReturnsThe resource-based model(基于资源的模型) assumes that each organization is a bundle of unique resources and capabilities that providesthe basis for its strategy and is the primary source of its returns. According to this model, differences in firms’performances across time are driven primarily by organization’s unique resources and capabilities rather than by an industry’s structural characteristics(企业绩效的跨时差异主要是由组织的独特的资源的能力而非行业的特征驱动的).This model also assumes that over time, firms acquire different resources and develop unique capabilities. As such, all firms competing within a particular industry may not possess the same strategically relevant resources and capabilities. Another assumption of this model is that resources may not be highly mobile across firms. The differences in resources(资源上的差异) form the basis of competitive advantage.Resources (资源)are inputs into a firm’s production process, such as capital equipment, the skills of individual employees, patents, finance, and talented managers. In general, a firm’s resources can be classified into threecategories: physical, human, and organizational capital(实物资本、人力资本和组织资本). Individual resources alone may not yield a competitive advantage. In general, it is through the combination and integration of sets of resources that competitive advantages are formed(竞争优势是通过组合和整合资源集形成的). A capability(能力) is the capacity for a set of resources to integratively perform a task or an activity. Through continued use, capabilities become stronger and more difficulty for competitors to understand and imitate(通过持续的使用，能力变得更强和更加难以被对手理解和模仿). As a source of competitive advantage, a resource should be valuable, rare, costly to imitate, and non-substitutable. Resources are valuable(有战略价值的) when they allow a firm to exploit opportunities and or/neutralize threats in its external environment; they are rare（稀有的）when possessed by few, if any, current and potential competitors; they are costly to imitate（模仿代价高昂的）when otherfirms either cannot obtain them or at a cost disadvantage to obtain them compared to the firm that already possesses them; they are non-substitutable（不可替代的）when they have no structural equivalents.The resource-based model of competitive advantage suggests that a firm’s unique resources and capabilities provide the basis for a strategy. The strategy chosen should allow the firm to best exploit its core competencies(最佳地利用其核心竞争力) relative to opportunities in the external environment. Core competencies(核心竞争力) are resources and capabilities that serve as a source of competitive advantage.Figure 1.4 The Resource-based Model of Superior ReturnsIdentify the firm’sDetermine the firm’sDetermine the potentialLocate an attractiveSelect a strategy thatallows the firm to best1.5Strategic Intent and Strategic MissionStrategic intent(战略意图) is the leveraging of a firm’s internal resources, capabilities, and core competencies to accomplish the firm’s goals in the competitive environment. Strategic intent reflects what a firm is capable of doing as a result of its core competencies and the uniqueways they can be used to exploit a competitive advantage. The following examples are expression of strategic intent.“To become a high-performance multinational energy company——not the biggest, but the best.”“Its our strategic intent that customers worldwide view us as their most valued pharmaceutical partner.”“To be the top performer in everything.”“To catch up with and beat Caterpillar.”Strategic mission(战略使命) is a statement of a firm’s unique purpose and the scope of its operations in product and market terms. An effective strategic mission establishes a firm’s individuality and is exciting, inspiring, and relevant to all stakeholders(利害相关者). Together, strategic intent and strategic mission yield the insights required to formulate and implement the firm’s strategies(制定和执行企业战略所要求的洞见). When a firm is strategically competitive and earning above-average returns,it has the capacity to satisfy its stakeholders’interests(满足其利害相关者的利益).1.6StakeholdersStakeholders(企业的利害相关者) are the individuals and groups who can affect and are affected by the strategic outcomes achieved and who have enforceable claims on a firm’s performance(对企业绩效的可实施的要求权). Claims against an organization’s performance are enforced through a stakeholder’s ability to withhold participation essential to a firm’s survival, competitiveness, and profitability. Stakeholders continue to support an organization when its performance meets or exceeds their expectations. However, every stakeholder does not have the same level of influence. The more critical and valued a stakeholder’s participation is, the greater a firm’s dependency on it. Greater dependence, in turn, results in more potential influence for the stakeholder over a firm’s commitments, decisions, and actions.The stakeholders involved with a firm’s operations can be separated into three groups. Each of these stakeholder groups expects those making strategic decisions in a firm to provide the leadership through which their valued objectives will be accomplished(提供有助于实现他们看重的目标的领导). But these groups’objectives often differ from one another, sometimes placing managers in situations where trade-offs have to be made(有时置经理于必须作出二难选择的情形中). It is important that those responsible for managing stakeholder relationships in a country outside their native land use a global mind-set. A global mind-set(全球心态) is the capacity to appreciate the beliefs, values, behaviors, and business practices of individuals and organizations from a variety of regions and cultures.The firm’s st akeholders and their interestsCapital market stakeholders Goals and Objectives •Shareholders dividends, profit rate•Creditorssecurity of loanProduct market stakeholders:•Customers perceived value of the good or the service •Suppliers profitablesales,payment forgoods,long-termrelationship •Host communities pollution, employment, aids, taxinside-organization stakeholders•Employees monetary and non-monetary interests •Managers monetary and non-monetary interests1.7Organizational StrategistsSmall organizations may have a single strategist. In many cases, this person owns the firm and is deeply involved with its daily operations. At the other extreme, large, diversified firms(多元化的企业) have many top-level managers. Inaddition to the CEO and other top-level officials(e.g., chief operating officer and chief financial officer操作总监和财务总监), they have managers who are responsible for the performance of individual business units(个体性业务单位）.Typically, stakeholders have high expectations of top-level managers, particularly the CEO. Some believe that every organizational failure is actually a failure of those who hold the final responsibility for the quality and effectiveness of a firm’s decisions and actions.复习题1.解释下列概念：战略竞争力、高于平均的回报、平均回报、风险、战略管理过程、激励不相容、有限理性、战略的敏捷性、资源、能力、核心竞争力、战略意图、战略使命、企业的利害相关者2. 战略竞争力概念中所隐含的前提性假设是什么？企业获取可持续的战略竞争力的关键或曰前提是什么？什么决定着企业的战略竞争力可维持的时间的长短？3.战略管理过程的理性模型有何不足？为什么各国战略管理教材仍把它作为主要内容进行讲授？4.传统的企业竞争优势的源泉是什么？在新竞争情景中什么更重要？5.为什么说市场和行业的国际化使要把某些公司看成本国公司越来越困难？6.为什么说在技术快速扩散和传播的情况下，产品进入市场的速度或许是竞争优势的唯一源泉？7.为什么药品行业和化学行业的企业比较愿意申请专利，而电子行业的企业一般不愿意申请专利？8.为什么说获取和有效利用信息的能力已成为所有行业中的竞争优势的重要源泉？9.试述塑造新竞争情景的主要力量。
国际战略管理 Corporate-Level Strategy
Related Linked Diversification (Economies of
Scope)
Low
High
Corporate Relatedness: Transferring Skills into
Businesses Through Corporate Headquarters 10
Sharing Activities can lower costs if it:
* Achieves economies of scale * Boosts efficiency of utilization * Helps move more rapidly down Learning Curve
Single-business
> 95% of revenues from a single business unit
Dominant-business Between 70% & 95% of revenues
from a single business unit
A AB
Moderate to High Levels of Diversification Related constrained < 70% of revenues from dominant A
business; bus.s share product, B C
technological & distribution links A
Related linked (mixed) < 70% of revenues from dominant
business, only limited links exist B C
战略管理英文课件-(1)精选全文
Developing a Strategy
Supportive Culture
Adapting Production/ Operations Processes
Developing HR
Function
If Necessary Downsizing
Management Issues & Strategy Implementation
Positioning forces before the Managing forces during the
action
action
Focuses on effectiveness
Focuses on efficiency
Primarily an intellectual process
Requires good intuitive and analytical skills
• Sets expectations for managers and employees
• Basis for management control and coordination
Management Issues & Strategy Implementation
Allocating Resources
Human Resources Concerns
• Assessing staffing needs and costs
• Develop performance incentives
• ESOPs • Child-care policies • Work-life balance
Important Implementation Concerns
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)