[新版]Strategic Management(战略管理-中英文).ppt.ppt
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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
归纳Strategic Management(战略管理-中英文).ppt
..........
Market entry: 市场进入 •Across borders 跨国 •Alliances 联盟
•Entrepreneurship 创业
3
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
Strategic Management 战略管理
Leadership in Enterprise for Asian Development 亚洲发展中的企业领导
Leonard D. Van Drunen June 2008
..........
1
What Is Strategic Management? 什么是战略管理
4
Strategic Leadership 战略领导
– Developing a vision for the firm – 为企业制定愿景 – Designing strategic actions to achieve this vision – 设计战略行动来达成愿景 – Empowering others to carry out those strategic
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
•Mergers & acquisitions 并购
Market entry: 市场进入 •Across borders 跨国 •Alliances 联盟
•Entrepreneurship 创业
3
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
Strategic Management 战略管理
Leadership in Enterprise for Asian Development 亚洲发展中的企业领导
Leonard D. Van Drunen June 2008
..........
1
What Is Strategic Management? 什么是战略管理
4
Strategic Leadership 战略领导
– Developing a vision for the firm – 为企业制定愿景 – Designing strategic actions to achieve this vision – 设计战略行动来达成愿景 – Empowering others to carry out those strategic
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
•Mergers & acquisitions 并购
战略管理英文版最新版教学ppt课件第1章
What Is Strategy and Why Is It Important?
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?
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?
战略管理英文版最新版教学ppt课件第2章
• PRODUCT-ORIENTED MISSIONS • Define the firm in terms of products or services
➢ U.S. Railroads: "Safest… N. American railroad”
❖ Missed the chance to move into delivery before UPS & Federal Express
➢ Delight our customers, employees, and shareholders by relentlessly delivering the platform and technology advancements that become essential to the way we work and live
LO 2-4 Critically evaluate the relationship between mission statements and competitive advantage.
LO 2-5 Explain why anchoring a firm in ethical values is essential for long-term success.
LO 2-6 Compare and contrast strategic planning, scenario planning, and strategy as planned emergence, and discuss strategic implications.
2-3
ChapterCase 2 Teach For America: Inspiring Future Leaders • TFA Mission: Eliminate educational inequality
➢ U.S. Railroads: "Safest… N. American railroad”
❖ Missed the chance to move into delivery before UPS & Federal Express
➢ Delight our customers, employees, and shareholders by relentlessly delivering the platform and technology advancements that become essential to the way we work and live
LO 2-4 Critically evaluate the relationship between mission statements and competitive advantage.
LO 2-5 Explain why anchoring a firm in ethical values is essential for long-term success.
LO 2-6 Compare and contrast strategic planning, scenario planning, and strategy as planned emergence, and discuss strategic implications.
2-3
ChapterCase 2 Teach For America: Inspiring Future Leaders • TFA Mission: Eliminate educational inequality
战略管理(中英文)
8-7
Components of a Mission Statement
8-8
The Strategic Management Process (cont.)
2. Analyzing the Environment分析环境 – successful strategies are aligned with the environment 成功的战略大多是那些与环境相适应的战略。 – examine both the specific and general environments to determine what trends and changes are occurring 必须审视具体环境和一般环境，把握即将要出现的 环境变化和发展趋势及其对组织的重要影响。 3. Identifying Opportunities and Threats发现机会和威胁 – Opportunities机会 - positive trends in the external environmental外部环境的积极的变化趋势 – Threats威胁 - negative trends in the external environment外部环境的消极变化趋势
• strong culture - new employees easily identify the organization’s core competencies 强文化——新雇员很容易识别组织的核心能力
– may serve as a barrier to accepting change具有强文化的成 功组织，可能成为它们过去成功的囚徒 • influence managers’ preferences for certain strategies 对于某些 战略，文化的价值观影响管理当局的倾向性 – SWOT analysis - analysis of the organization’s strengths, weaknesses, opportunities, and threats SWOT 分析—组织优势、 劣势、机会和威胁分析
Components of a Mission Statement
8-8
The Strategic Management Process (cont.)
2. Analyzing the Environment分析环境 – successful strategies are aligned with the environment 成功的战略大多是那些与环境相适应的战略。 – examine both the specific and general environments to determine what trends and changes are occurring 必须审视具体环境和一般环境，把握即将要出现的 环境变化和发展趋势及其对组织的重要影响。 3. Identifying Opportunities and Threats发现机会和威胁 – Opportunities机会 - positive trends in the external environmental外部环境的积极的变化趋势 – Threats威胁 - negative trends in the external environment外部环境的消极变化趋势
• strong culture - new employees easily identify the organization’s core competencies 强文化——新雇员很容易识别组织的核心能力
– may serve as a barrier to accepting change具有强文化的成 功组织，可能成为它们过去成功的囚徒 • influence managers’ preferences for certain strategies 对于某些 战略，文化的价值观影响管理当局的倾向性 – SWOT analysis - analysis of the organization’s strengths, weaknesses, opportunities, and threats SWOT 分析—组织优势、 劣势、机会和威胁分析
战略管理英文版最新版教学课件第12章
➢ Forced to resign
❖ With $45 million severance package
12-4
HP’s CEO Mark Hurd Resigns amid Ethics Scandal
• What are the key issues in the opening case? • Was the board of directors decision right or
➢ Accounting scandals: Enron, WorldCom, Tyco… ➢ Global financial crisis: real estate bubble burst
• Lessons
➢ Managerial actions affect economy
❖ Ethical business produces wealth but unethical practices destroy it
and ethics.
LO 12-6 Describe the different roles that strategic leaders play and
12-16
Corporate Social Responsibility
• Milton Friedman circa 1962:
➢ “the only social responsibility of business is … to increase profits so long as it stays within the rules of the game”
12-9
Stakeholder Strategy
• Stakeholder theory
❖ With $45 million severance package
12-4
HP’s CEO Mark Hurd Resigns amid Ethics Scandal
• What are the key issues in the opening case? • Was the board of directors decision right or
➢ Accounting scandals: Enron, WorldCom, Tyco… ➢ Global financial crisis: real estate bubble burst
• Lessons
➢ Managerial actions affect economy
❖ Ethical business produces wealth but unethical practices destroy it
and ethics.
LO 12-6 Describe the different roles that strategic leaders play and
12-16
Corporate Social Responsibility
• Milton Friedman circa 1962:
➢ “the only social responsibility of business is … to increase profits so long as it stays within the rules of the game”
12-9
Stakeholder Strategy
• Stakeholder theory
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)
归纳Strategic Management(战略管理-中英文).ppt
Value Chain价值链
Value chain analysis helps firms understand how activities contribute to creating value for customers and what costs are incurred to complete each activity.
Select one or more strategies to create value for their stakeholde rs 选择一种或多种战略为股东创造价值
..........
2
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Suppliers 供货商
Rivalry 竞争
Competitor Analysis 竞争者分系
Industry
Environment 产业环境
Buyers 买方
..........
Subst Products 替代品
11
Porter’s Five Forces 五力模型
Rivalry increases due to: 竞争增加是因为
• Degree of differentiation 差异化程度
• SwitchiPngotceonsttisal • 转换成E本ntrants
• Numerous or equally balanced competitors
• 竞争者多或竞争者力量 相当
• Slow industry growth • 产业增长慢
工业环境 ..........
Suppliers 供应商
Strategic Management(战略管理-中英文)
The process companies use to: 企业用于达到目标的过程 Form a vision – view of how the current firm will look in the future 形成愿景—当前企业如何展望未来
Analyze their external environment and their internal environment 分析企业的内外部环境
Market entry: 市场进入 Across borders 跨国 Alliances 联盟 Entrepreneurship 创业
Strategic Leadership 战略领导
– Developing a vision for the firm – 为企业制定愿景 – Designing strategic actions to achieve this vision – 设计战略行动来达成愿景 – Empowering others to carry out those strategic actions 赋能授权他人来执行战略行动
Strategic Management 战略管理
Leadership in Enterprise for Asian Development 亚洲发展中的企业领导
Leonard D. Van Drunen June 2008
What Is Strategic Management? 什么是战略管理
Support activities 辅助任务
Human resources 人力资源
Primary activities 基本任务
Outsourcing外包
Using an external supplier to provide part of the value chain 利用外埠供货商来达成部分价值链 Benefits of outsourcing: 外包益处 Same quality or better at a lower cost. 同等或较好的品质，但成本 较低。 Higher quality because of supplier specialization.供货商专业，品 质较好。 Economies of scale that the specialization produces. 专业化产生的经济比 Increased flexibility, reduced risks, decreased capital requirements.
Analyze their external environment and their internal environment 分析企业的内外部环境
Market entry: 市场进入 Across borders 跨国 Alliances 联盟 Entrepreneurship 创业
Strategic Leadership 战略领导
– Developing a vision for the firm – 为企业制定愿景 – Designing strategic actions to achieve this vision – 设计战略行动来达成愿景 – Empowering others to carry out those strategic actions 赋能授权他人来执行战略行动
Strategic Management 战略管理
Leadership in Enterprise for Asian Development 亚洲发展中的企业领导
Leonard D. Van Drunen June 2008
What Is Strategic Management? 什么是战略管理
Support activities 辅助任务
Human resources 人力资源
Primary activities 基本任务
Outsourcing外包
Using an external supplier to provide part of the value chain 利用外埠供货商来达成部分价值链 Benefits of outsourcing: 外包益处 Same quality or better at a lower cost. 同等或较好的品质，但成本 较低。 Higher quality because of supplier specialization.供货商专业，品 质较好。 Economies of scale that the specialization produces. 专业化产生的经济比 Increased flexibility, reduced risks, decreased capital requirements.
Strategic Management战略管理课件
• 3，这里的“方法”是指企业整个战略作 业的方法，它兼有在拟定战略计划或在 计划之前的战略思考、战略远景构想或 环境分析的方法，以及计划本身的方法 或在计划方案择定以后的实施方法等涵 义。在战略作战中，能够选择正确的方 法，是保证企业“做正确的事（效能）” 以及“把正确的事做好（效率）”的关 键。因此，用“方法”定义战略，以提 示在众多方法之中，如何因地、因时、 因事、因人地选择方法是战略作业成败 的前提性条件。
• 2，在市场竞争中，与对手争夺的当然是顾客 （用户），这是市场竞争不同于其他博亦活动 的显著特征。企业要提高自己的市场占有率， 不可避免地就要与竞争者发生冲突，在一切环 境变量中，竞争者是最为能动性的变量。
• 企业要提高自己的市场占有率，就不可 避免地要与竞争者发生冲突，这一点在 零和市场上，表现得更为明显。因此， 战略的根本性任务就是在企业所择定的 经营领域里，建立比对手更为强大的竞 争优势，以抗拒竞争者的生存威胁，保 障企业自身的安全。
• 战略就是我们与对手争夺顾客的方法。 这一定义恰好包括战略三角形的全部三
相要素（企业、竞争者、顾客），而且 还包括了这三项要素间的相互关系。
• Webster (韦伯斯特)大辞典对战略的定义是： “对作为一个整体的组织来说首要的、普遍性 的、持久重要的计划或行动方向”。
• 转引自：Arthur Sharplin, Strategy Management, N.Y.:McGraw-Hill,1985,p.6.
• 美国管理学家希克斯和西尔瓦说：“在任何一 个和对手博弈的场合——网球赛、象棋赛、太 空竞赛、企业竞争等——胜利总是属于在思想 上、计划上以及行动上比对手高出一筹的一方。 这样的思想、计划及行动可以理解为战略。”
Strategic Management（1）
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Select one or more strategies to create value for their stakeholde rs 选择一种或多种战略为股东创造价值
优选
2
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
•Entrepreneurship 创业
3
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
Build entrepreneurial
culture
建设企业文化
Effective controls
Promote integrity and
ethics
有效控制
优选
人提格升与诚伦信理与道德
6
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Industry
Environment 工业环境
Economic 经济
Suppliers 供应商 Rivalry 竞争 Competitor Analysis 分析竞争对手
Buyers客户
优选Technological 技术
Substitute Products 替代产品
8
External Environment Analysis 外部环境分析
优选
Market entry: 市场进入 •Across borders 跨国 •联盟
•Entrepreneurship 创业
7
External Environment Analysis 外部环境分 析
General
Environment 总体环境
Potential
Entrants 潜在竞争 对手
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
•Mergers & acquisitions 并购
•Mergers & acquisitions 并购
优选
Market entry: 市场进入 Across borders 跨国 Alliances 联盟 Entrepreneurship 创业
4
Strategic Leadership 战略领导
– Developing a vision for the firm – 为企业制定愿景 – Designing strategic actions to achieve this vision – 设计战略行动来达成愿景 – Empowering others to carry out those strategic
Buyers
Industry
买方
Environment
工业环境
优选
10
Porter’s Five Forces 五力模型
Barriers to entry: 进入壁垒
•Economies of scale •规模经济
•Capital requirements •••资S转w本换itc要成hPEin求本ongttceraonnsttitassl •Differentiation差异 化
Strategic Management 战略管理
Leadership in Enterprise for Asian Development 亚洲发展中的企业领导
Leonard D. Van Drunen June 2008
优选
1
What Is Strategic Management? 什么是战略管理
The process companies use to: 企业用于达到目标的过程
Form a vision – view of how the current firm will look in the future 形成愿景—当前企业如何展望未来
Analyze their external environment and their internal environment 分析企业的内外部环境
•Access to distribution 经销渠道
•Government policy •政府政策
Potential
Entrants 潜在对手
Suppliers 供货商
ቤተ መጻሕፍቲ ባይዱRivalry 竞争
Competitor Analysis 竞争者分系
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
•Mergers & acquisitions 并购
优选
Market entry: 市场进入 •Across borders 跨国 •Alliances 联盟
Economic 经济
General
Environment 大环境
优选Technological
9
技术
Porter’s Five Forces 五力模型
Suppliers 供应商
Potential Entrants 潜在对 手
Rivalry 对手
Competitor Analysis竞争 者分析
Subst Products 替代产 品
actions 赋能授权他人来执行战略行动
优选
5
Strategic leadership actions
Develop management
team
培发养展管管理理团团队队
Manage resource portfolio
管理资源档 案夹
Establish vision and
mission
建建立立目愿标景与与使 使命命
优选
2
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
•Entrepreneurship 创业
3
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
Build entrepreneurial
culture
建设企业文化
Effective controls
Promote integrity and
ethics
有效控制
优选
人提格升与诚伦信理与道德
6
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Industry
Environment 工业环境
Economic 经济
Suppliers 供应商 Rivalry 竞争 Competitor Analysis 分析竞争对手
Buyers客户
优选Technological 技术
Substitute Products 替代产品
8
External Environment Analysis 外部环境分析
优选
Market entry: 市场进入 •Across borders 跨国 •联盟
•Entrepreneurship 创业
7
External Environment Analysis 外部环境分 析
General
Environment 总体环境
Potential
Entrants 潜在竞争 对手
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
•Mergers & acquisitions 并购
•Mergers & acquisitions 并购
优选
Market entry: 市场进入 Across borders 跨国 Alliances 联盟 Entrepreneurship 创业
4
Strategic Leadership 战略领导
– Developing a vision for the firm – 为企业制定愿景 – Designing strategic actions to achieve this vision – 设计战略行动来达成愿景 – Empowering others to carry out those strategic
Buyers
Industry
买方
Environment
工业环境
优选
10
Porter’s Five Forces 五力模型
Barriers to entry: 进入壁垒
•Economies of scale •规模经济
•Capital requirements •••资S转w本换itc要成hPEin求本ongttceraonnsttitassl •Differentiation差异 化
Strategic Management 战略管理
Leadership in Enterprise for Asian Development 亚洲发展中的企业领导
Leonard D. Van Drunen June 2008
优选
1
What Is Strategic Management? 什么是战略管理
The process companies use to: 企业用于达到目标的过程
Form a vision – view of how the current firm will look in the future 形成愿景—当前企业如何展望未来
Analyze their external environment and their internal environment 分析企业的内外部环境
•Access to distribution 经销渠道
•Government policy •政府政策
Potential
Entrants 潜在对手
Suppliers 供货商
ቤተ መጻሕፍቲ ባይዱRivalry 竞争
Competitor Analysis 竞争者分系
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
•Mergers & acquisitions 并购
优选
Market entry: 市场进入 •Across borders 跨国 •Alliances 联盟
Economic 经济
General
Environment 大环境
优选Technological
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技术
Porter’s Five Forces 五力模型
Suppliers 供应商
Potential Entrants 潜在对 手
Rivalry 对手
Competitor Analysis竞争 者分析
Subst Products 替代产 品
actions 赋能授权他人来执行战略行动
优选
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Strategic leadership actions
Develop management
team
培发养展管管理理团团队队
Manage resource portfolio
管理资源档 案夹
Establish vision and
mission
建建立立目愿标景与与使 使命命