战略管理课件英文版-(1)
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战略管理_英文课件 Ch3_The Internal Organization
3
Analyzing the Internal Organization (IO)
Context of Internal Analysis
(Cont’d)
Creating Value Exploit core competencies or competitive advantage Value: measured by a product's performance characteristics and by its attributes for which customers are willing to pay The Challenge of Analyzing the IO
Strategic Management: Concepts and Cases
Part I: Strategic Management Inputs Chapter 3: The Internal Organization: Resources, Capabilities, Core Competencies and Competitive Advantages
Involves identifying, developing, deploying and protecting firms‟ resources, capabilites and core competencies Proprietary technologies Changes in economic and political trends, societal values and shifts in customer demands Environment – increases complexity Due to decisions about core competencies and how to nurture them
战略管理英文课件 (1)
n Environmental strategies could include
q Developing or acquiring green businesses
q Divesting or altering environment-damaging businesses
q Striving to become a low-cost producer through waste minimization and energy conservation
n New “clean technology” business start ups
q Solar q Wind q Biofuels q Insulation
Managing Environmental Affairs in the Firm
n Managers must formulate strategies that preserve and conserve natural resources and control pollution
Environmental Sustainability
n The extent that an organization’s operations and actions protect, mend, and preserve rather than harm or destroy the natural environment
the auto industry n Companies are replacing gasoline powered
vehicles with hybrid electric-natural gas vehicles
March 2009 Copenhagen Meeting
q Developing or acquiring green businesses
q Divesting or altering environment-damaging businesses
q Striving to become a low-cost producer through waste minimization and energy conservation
n New “clean technology” business start ups
q Solar q Wind q Biofuels q Insulation
Managing Environmental Affairs in the Firm
n Managers must formulate strategies that preserve and conserve natural resources and control pollution
Environmental Sustainability
n The extent that an organization’s operations and actions protect, mend, and preserve rather than harm or destroy the natural environment
the auto industry n Companies are replacing gasoline powered
vehicles with hybrid electric-natural gas vehicles
March 2009 Copenhagen Meeting
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?
林奇《战略管理》(英文版第7版)教学课件_pp08
Keep points short and well-argued Concentrate only on the key issues: no long lists Use key factors for success (KFS) as a guide
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Options can be combined together to give four options in total: four generic strategies for any organisation
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 8.6 Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 8.7
Options based on market opportunities - 1
In the 1980s, Professor Michael Porter argued that there were only four fundamental strategic options available to all companies: Porter’s Generic Strategy Options
Environment
Options
This session
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Options can be combined together to give four options in total: four generic strategies for any organisation
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 8.6 Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 8.7
Options based on market opportunities - 1
In the 1980s, Professor Michael Porter argued that there were only four fundamental strategic options available to all companies: Porter’s Generic Strategy Options
Environment
Options
This session
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
战略管理英文课件-(1)精选全文
Natural Environment
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
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)
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Strategic Management Concepts & Cases
8th edition
Fred R. David
Chapter 1:
The Nature of Strategic Management
PowerPoint Slides By:
Anthony F. Chelte
Western New England College
▪ Strategy formulation
*© 2001 Prentice Hall
Ch. 1-6
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
*© 2001 Prentice Hall
• The natural environment has become an important strategic issue.
*© 2001 Prentice Hall
Ch. 1-2
Strategic Management Defined
Art and science of formulating, implementing, and evaluating crossfunctional decisions that enable an organization to achieve its objectives.
Ch. 1-13
Key Strategic Management Terms (Cont’d)
6. Long-term objectives 7. Strategies 8. Annual objectives 9. Policies
*© 2001 Prentice Hall
Ch. 1-14
Strategic Management Terms (Cont’d)
Ch. 1-5
Terminology
• Strategic management
➢Refers to:
▪ Strategy formulation ▪ Strategy implementation ▪ Strategy evaluation
• Strategic planning
➢Refers to:
• 1990s–2000
➢ Revival of strategic planning
▪ Widely practiced in business world
*© 2001 Prentice Hall
Ch. 1-8
Strategic-Management Process Three Stages
Strategy Formulation
Strategists
• Usually found in high levels of management (CEO)
➢Help organization gather, analyze, and organize information
▪ Widely viewed as panacea for problems
*© 2001 Prentice Hall
Ch. 1-7
Brief History
• 1980s
➢ Strategic planning cast aside
▪ Planning models did not yield higher returns
“Strategic Planning”
• Strategic management
➢ Used more often in academia
• Strategic planning
➢ Used more often in the business world
*© 2001 Prentice Hall
*© 2001 Prentice Hall
Ch. 1-1
Organizing Themes
• Global considerations impact virtually all strategic decisions.
• E-commerce has become a vital strategic management tool.
Strategy Implementation
Strategy Evaluation
*© 2001 Prentice Hallation
Vision & Mission Opportunities & Threats Strengths & Weaknesses
*© 2001 Prentice Hall
Ch. 1-3
Strategic Management Club
Visit and join the club on-line:
*© 2001 Prentice Hall
Ch. 1-4
Terminology
“Strategic Management”
Synonymous with
*© 2001 Prentice Hall
Ch. 1-11
Strategy Evaluation
Review External & Internal Measure Performance Corrective Action
*© 2001 Prentice Hall
Ch. 1-12
Key Strategic Management Terms (Cont’d)
Long-Term Objectives Alternative Strategies
Strategy Selection
*© 2001 Prentice Hall
Ch. 1-10
Strategy Implementation
Annual Objectives Policies
Motivate Employees Resource Allocation
8th edition
Fred R. David
Chapter 1:
The Nature of Strategic Management
PowerPoint Slides By:
Anthony F. Chelte
Western New England College
▪ Strategy formulation
*© 2001 Prentice Hall
Ch. 1-6
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
*© 2001 Prentice Hall
• The natural environment has become an important strategic issue.
*© 2001 Prentice Hall
Ch. 1-2
Strategic Management Defined
Art and science of formulating, implementing, and evaluating crossfunctional decisions that enable an organization to achieve its objectives.
Ch. 1-13
Key Strategic Management Terms (Cont’d)
6. Long-term objectives 7. Strategies 8. Annual objectives 9. Policies
*© 2001 Prentice Hall
Ch. 1-14
Strategic Management Terms (Cont’d)
Ch. 1-5
Terminology
• Strategic management
➢Refers to:
▪ Strategy formulation ▪ Strategy implementation ▪ Strategy evaluation
• Strategic planning
➢Refers to:
• 1990s–2000
➢ Revival of strategic planning
▪ Widely practiced in business world
*© 2001 Prentice Hall
Ch. 1-8
Strategic-Management Process Three Stages
Strategy Formulation
Strategists
• Usually found in high levels of management (CEO)
➢Help organization gather, analyze, and organize information
▪ Widely viewed as panacea for problems
*© 2001 Prentice Hall
Ch. 1-7
Brief History
• 1980s
➢ Strategic planning cast aside
▪ Planning models did not yield higher returns
“Strategic Planning”
• Strategic management
➢ Used more often in academia
• Strategic planning
➢ Used more often in the business world
*© 2001 Prentice Hall
*© 2001 Prentice Hall
Ch. 1-1
Organizing Themes
• Global considerations impact virtually all strategic decisions.
• E-commerce has become a vital strategic management tool.
Strategy Implementation
Strategy Evaluation
*© 2001 Prentice Hallation
Vision & Mission Opportunities & Threats Strengths & Weaknesses
*© 2001 Prentice Hall
Ch. 1-3
Strategic Management Club
Visit and join the club on-line:
*© 2001 Prentice Hall
Ch. 1-4
Terminology
“Strategic Management”
Synonymous with
*© 2001 Prentice Hall
Ch. 1-11
Strategy Evaluation
Review External & Internal Measure Performance Corrective Action
*© 2001 Prentice Hall
Ch. 1-12
Key Strategic Management Terms (Cont’d)
Long-Term Objectives Alternative Strategies
Strategy Selection
*© 2001 Prentice Hall
Ch. 1-10
Strategy Implementation
Annual Objectives Policies
Motivate Employees Resource Allocation