战略管理流程讲义(英文版!05资料
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战略管理课件英文版Ch6CorporateLevelStrategy48P
Examples: Hershey, Wrigley
21
Levels and Types of Diversification
Moderate to High Levels of Diversification
Related Constrained
<70% of revenues from dominant business; all businesses share product, technological and distribution linkages
28
Managerial Motives to Diversify
Managers have motives to diversify:
– diversification increases size; size is associated with executive compensation
– diversification reduces employment risk – effective governance mechanisms may restrict
7
This is what Pepsi used to look like
8
Pepsi’s experiment with fast food
Pepsi acquires Pizza Hut in 1977, Taco Bell in 1978 and KFC in 1986.
In 1997, Pepsi spins off all three as Tricon ($11B with 29,000 restaurants). They are now part of Yum! Brands.
21
Levels and Types of Diversification
Moderate to High Levels of Diversification
Related Constrained
<70% of revenues from dominant business; all businesses share product, technological and distribution linkages
28
Managerial Motives to Diversify
Managers have motives to diversify:
– diversification increases size; size is associated with executive compensation
– diversification reduces employment risk – effective governance mechanisms may restrict
7
This is what Pepsi used to look like
8
Pepsi’s experiment with fast food
Pepsi acquires Pizza Hut in 1977, Taco Bell in 1978 and KFC in 1986.
In 1997, Pepsi spins off all three as Tricon ($11B with 29,000 restaurants). They are now part of Yum! Brands.
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?
战略管理流程讲义 全套课件
1998 Country
1 Singapore 3 United States 2 Hong Kong 6 Taiwan 5 Canada 8 Switzerland 10 Luxembourg 4 United Kingdom 7 Netherlands 11 Ireland 15 Finland 14 Australia 13 New Zealand 12 Japan 9 Norway 17 Malaysia 16 Denmark 30 Iceland 23 Sweden 20 Austria 18 Chile 19 Korea 22 France 27 Belgium 24 Germany 2第5八页，共S3p41a页in。
Competitiveness Index 1999 2.12 1.58 1.41 1.38 1.33 1.27 1.25 1.17 1.13 1.11 1.11 1.04 10.1 1.00 0.92 0.86 0.85 0.59 0.58 0.37 0.57 0.46 0.44 0.39 0.37 0.16
The global economy is changing
• People, goods, services and ideas move freely across geographic boundaries
• New opportunities emerge in multiple global markets
Acquisitions & Restructuring
Chapter 8
International Strategy
Chapter 9
Cooperative Strategies
Strategy Implementation
战略管理流程讲义(英文版!08资料
Identify International Opportunities
Increased Market Size Return on Investment Economies of Scale and Learning Location Advantage
Explore Resources and
- Can spread costs over a larger sales base - Increase profit per unit
Location Advantages
Low cost markets may aid in developing competitive advantage
May achieve better access to: - Raw materials - Lower cost labor
Chapter 8
International Strperative Strategies
Strategy Implementation
Chapter 10 Corporate Governance
Chapter 12 Strategic Leadership
Chapter 11 Structure & Control
- Key customers - Energy
- Key suppliers
- Natural resources Ch8-6
Porter’s Determinants of National Advantage
Modes of Entry
Exporting
Exporting
Strategic Alliances
Management Problems and Risk
战略管理流程讲义(英文版!03资料
VALUE for customers?
And... Will environmental changes make our core competencies obsolete?
Are substitutes available for our core competencies?
Are our core competencies easily imitated?
such as capital equipment, skills of employees, brand names, finances and talented managers
Ch3-8
Resources
What a firm Has...
What a firm has to work with: its assets, including its people and the value of its brand name
Ch3-5
Discovering Core Competencies
Resources
* Tangible * Intangible
Ch3-6
ResouБайду номын сангаасces
What a firm Has...
What a firm has to work with:
its assets, including its people and the value of its brand name
* Financial * Physical * Technological * Organizational
Intangible Resources
* Valuable * Rare * Costly to Imitate * Nonsubstitutable
And... Will environmental changes make our core competencies obsolete?
Are substitutes available for our core competencies?
Are our core competencies easily imitated?
such as capital equipment, skills of employees, brand names, finances and talented managers
Ch3-8
Resources
What a firm Has...
What a firm has to work with: its assets, including its people and the value of its brand name
Ch3-5
Discovering Core Competencies
Resources
* Tangible * Intangible
Ch3-6
ResouБайду номын сангаасces
What a firm Has...
What a firm has to work with:
its assets, including its people and the value of its brand name
* Financial * Physical * Technological * Organizational
Intangible Resources
* Valuable * Rare * Costly to Imitate * Nonsubstitutable
战略管理流程讲义(英文版!06资料
Firm Risk Reduction
Tangible Resources Intangible Resources
Ch6-7
Motives, Incentives, and Resources for Diversification
Resources
Incentives
Managerial Motives
Chapter 6
Corporate-Level Strategy
Ch6-1
Strategic Inputs
Chapter 2 External Environment
Chapter 3 Internal Environment
Strategic Intent Strategic Mission
The Strategic Management
Corporate Strategy is what makes the corporate whole add up to more than the sum of its business unit parts
Ch6-4
Levels and Types of Diversification
Low Levels of Diversification
Motives to Enhance Strategic Competitiveness
Resources Incentives
Economies of Scope Market Power
Financial Economies
Managerial Motives
Ch6-6
Motives, Incentives, and Resources for Diversification
Tangible Resources Intangible Resources
Ch6-7
Motives, Incentives, and Resources for Diversification
Resources
Incentives
Managerial Motives
Chapter 6
Corporate-Level Strategy
Ch6-1
Strategic Inputs
Chapter 2 External Environment
Chapter 3 Internal Environment
Strategic Intent Strategic Mission
The Strategic Management
Corporate Strategy is what makes the corporate whole add up to more than the sum of its business unit parts
Ch6-4
Levels and Types of Diversification
Low Levels of Diversification
Motives to Enhance Strategic Competitiveness
Resources Incentives
Economies of Scope Market Power
Financial Economies
Managerial Motives
Ch6-6
Motives, Incentives, and Resources for Diversification
战略管理英文版最新版教学课件第1章
LO 1-4 Describe the role of corporate, business, and functional managers in strategy formulation and implementation.
LO 1-5 Outline how business models put strategy into action.
• Operational effectiveness
➢ Enterprise Resource Planning (ERP)
➢ Benchmarking
➢ Six Sigma
➢ “Necessary but not sufficient” such as Lean Manufacture
1-11
Strategy Across the Levels
LO 1-6 Describe and assess the opportunities and challenges managers face in the 21st century.
LO 1-7 Critically evaluate the role that different stakeholders play in the firm’s quest for competitive advantage.
• 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?
LO 1-5 Outline how business models put strategy into action.
• Operational effectiveness
➢ Enterprise Resource Planning (ERP)
➢ Benchmarking
➢ Six Sigma
➢ “Necessary but not sufficient” such as Lean Manufacture
1-11
Strategy Across the Levels
LO 1-6 Describe and assess the opportunities and challenges managers face in the 21st century.
LO 1-7 Critically evaluate the role that different stakeholders play in the firm’s quest for competitive advantage.
• 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?
chap5战略管理英语版
11
Customers: Their Relationship with Business-Level Strategies
(Cont’d)
…Five components of customer relationships 4. What: Determining which customer needs to satisfy
5
Chapter 5: Strategy at the Business Level
Overview: Five content areas
Defining business-level strategy Relationship between customers and strategy Differences in business-level strategies 5-Forces Risks of business-level strategies
但是顾客的选择还和竞争者有关
所以竞争战略的实质是：如何给予顾客较之竞
争者更多的价值
15
提升顾客价值（1）
顾客认知利益：顾客可以识别的各种效用，具体
包括产品的功能、质量、服务、包装、企业形象 等等 顾客认知利益是一种带有主观认知色彩的概念， 是顾客在使用产品或接受服务中获得的实在感受 （受益）。
7
Introduction
(Cont’d)
Customers are the foundation of successful
business strategies
Who will be served by the firm What needs those target customers have that firm will satisfy How those needs will be satisfied by the firm
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Behavior
Awareness Motivation Capability
Competitor Analysis
Market Commonality
Resource Similarity
Ability for Interfirm Rivalry: Action and Attack & Response Response
Capability
Ch5-7
Model of Interfirm Rivalry: Likelihood of Attack and Response
Exists when two or more firms jockey with one another in the pursuit of better market position
Ch5-4
Actions taken by one firm elicit responses from competitors
Chapter 13
Entrepreneurship
& Innovation
Strategic Actions
Strategic Outcomes
Feedback
Strategic Competitiveness Above Average
Returns
Ch5-2
Factors Leading to More Complex Rivalry
Chapter 8
International Strategy
Chapter 9
Cooperative Strategies
Strategy Implementation
Chapter 10 Corporate Governance
Chapter 12 Strategic Leadership
Chapter 11 Structure & Control
Chapter 5
Competitive Dynamics
Ch5-1
Strategic Inputs
Chapter 2 External Environment
Chapter 3 Internal Environment
Strategic Intent Strategic Mission
The Strategic Management
Advances in technology and innovation have increased competitiveness of small and medium sized firms
National barriers are falling due to the number and scope of trade agreements (GATT, NAFTA, EEC)
Process
Strategy Formulation
Chapter 4
Business-Level Strategy
Chapter 5
Competitive Dynamics
Chapter 6
Corporate-Level Strategy
Chapter 7
Acquisitions & Restructuring
Relative Size Speed
Innovation Quality
Feedback
Outcomes
Competitive Market Types Slow, Standard or Fast Cycle
Competitive Outcomes Sustained Competitive Advantage Temporary Advantage Evolutionary Outcomes Entrepreneurial Growth-Oriented or Market-Power
A firm’s strategic conduct
is dynamic in nature
Competitive Dynamics
Actions and responses shape the competitive positions
of each firm’s business level
strategy
Ch5-3
Competitive Dynamics
Results from a series of competitive actions and competitive responses among firms competing within a particular industry
Competitive Rivalry
Actions Ch5-6
Model of Interfirm Rivalry: Likelihood of Attack and Response
Drivers of Competitive
Behavior
Awareness
Motivation
Do managers understand the key characteristics of competitors?
Competitive responses lead
to additional actions from the
firm that acted originally
Ch5-5
Model of Interfirm Rivalry: Likelihood of Attack and Response
Drivers of Competitive
Likelihood of Attack First Mover Incentives
Likelihood of Response Type of Competitive
Action Actor’s Reputation Dependence on the
Market Resource Availability
Declining emphasis on single, domestic markets and increasing emphasis on global markets
Advances in communication technology make coordination easier across multiple markets
Awareness Motivation Capability
Competitor Analysis
Market Commonality
Resource Similarity
Ability for Interfirm Rivalry: Action and Attack & Response Response
Capability
Ch5-7
Model of Interfirm Rivalry: Likelihood of Attack and Response
Exists when two or more firms jockey with one another in the pursuit of better market position
Ch5-4
Actions taken by one firm elicit responses from competitors
Chapter 13
Entrepreneurship
& Innovation
Strategic Actions
Strategic Outcomes
Feedback
Strategic Competitiveness Above Average
Returns
Ch5-2
Factors Leading to More Complex Rivalry
Chapter 8
International Strategy
Chapter 9
Cooperative Strategies
Strategy Implementation
Chapter 10 Corporate Governance
Chapter 12 Strategic Leadership
Chapter 11 Structure & Control
Chapter 5
Competitive Dynamics
Ch5-1
Strategic Inputs
Chapter 2 External Environment
Chapter 3 Internal Environment
Strategic Intent Strategic Mission
The Strategic Management
Advances in technology and innovation have increased competitiveness of small and medium sized firms
National barriers are falling due to the number and scope of trade agreements (GATT, NAFTA, EEC)
Process
Strategy Formulation
Chapter 4
Business-Level Strategy
Chapter 5
Competitive Dynamics
Chapter 6
Corporate-Level Strategy
Chapter 7
Acquisitions & Restructuring
Relative Size Speed
Innovation Quality
Feedback
Outcomes
Competitive Market Types Slow, Standard or Fast Cycle
Competitive Outcomes Sustained Competitive Advantage Temporary Advantage Evolutionary Outcomes Entrepreneurial Growth-Oriented or Market-Power
A firm’s strategic conduct
is dynamic in nature
Competitive Dynamics
Actions and responses shape the competitive positions
of each firm’s business level
strategy
Ch5-3
Competitive Dynamics
Results from a series of competitive actions and competitive responses among firms competing within a particular industry
Competitive Rivalry
Actions Ch5-6
Model of Interfirm Rivalry: Likelihood of Attack and Response
Drivers of Competitive
Behavior
Awareness
Motivation
Do managers understand the key characteristics of competitors?
Competitive responses lead
to additional actions from the
firm that acted originally
Ch5-5
Model of Interfirm Rivalry: Likelihood of Attack and Response
Drivers of Competitive
Likelihood of Attack First Mover Incentives
Likelihood of Response Type of Competitive
Action Actor’s Reputation Dependence on the
Market Resource Availability
Declining emphasis on single, domestic markets and increasing emphasis on global markets
Advances in communication technology make coordination easier across multiple markets