武汉理工大博导秦远建先生的战略管理课件

简介ProfessorPh.D.QinYuanjian(秦远建)ManagementSchoolWuhanUniversityofTechnology武汉理工大学管理学院P.C:430070Tel:[phone](H)MobilPhone:13871108129战略管理Chapter1:AnIntroductionToStrategicManagementSTRATEGYSection1:WhatisStrategyInGreece:Strategosmeansartsandsciencethatageneralcommandanddirectarmy.InAncientChinaBesiegeWeirescueZhaoPretendtoadvancealongonepathwhilesecretlygoingalonganother;doonethingundercoverofanother.ClassificationofStrategyMacrolevelEnterpriselevelNationalEconomyLocalEconomyIndustrialEconomyCorporateStrategySBU’sStrategyFunctionalStrategyTheThreeLevelsofStrategyPigmentsMarketingR&DFinanceManufacruringFertilizersDyesChemcorpCorporateSBUsFunctionsWhichbusinessestobein？Howtorunthem?Thewayacompanycreatesvaluethroughtheconfigurationandcoordinationofitsmulti-marketactivities.CorporateStrategyis?AddresstheQuestions？Howtoachievesustainablecompetitiveadvantageingivenproduct/marketWhereshouldwecompete？（Whichmarkets，andwhichsegmentsshouldweconcentrateon？）CompetitiveStrategyWhatproductsshouldwecompetewith？Howwillwegainsustainablecompetitiveadvantageinthesechosenmarkets？?123isconcernedwithinterpretingtheroleofthefunctionordepartmentindeliveringthecompetitivestrategyFunctionalstrategyMarketingstrategyFinancialstrategyPersonnelstrategyAndsoforthEveryCompetitiveStrategyCanbeTranslatedintoCongruentXStrategiesSection2:DefinitionsofStrategyKennethR.AndrewsH.I.AnsoffH.MintzbergOurdefinitionKennethR．Andrews’DefinitionTheConceptofCorporateStrategy,1971Strategyistarget,intent,purpose,andthemodelofwhichafirmformulatesmainpoliciesandplaninordertoachievingthetarget.Themodeldefinesthebusinessscopewhichthefirmisdoing,andshoulddo.Themodelalsodefinesthebusinesstypewhichthefirmisin,andshouldbein.H.Igor.Ansoff’DefinitionCorporateStrategy,1965Thestrategyisacommonbusinesslinethroughoutthefirm’sbusiness,productsandmarket.Itdefinesthebasicnatureofthebusinessthatafirmisdoing,andplanstodo.SeeMoreFourElementsofStrategyMarketandProductsGrowthVectorCompetitiveAdvantageSynergy:Totaloutcomearemorethansumofallparts.UnderstandingSynergySupposeOi—CostofProductiSi–SalesofProducti(ROI)--ReturnonInvestmentSupposeROIofCompanyi’productPiisasfollowROI=Si-OiIiST=S1+S2+S3+…+SnOT=O1+O2+O3+…+OnIT=I1+I2+I3+…+In(ROI)T=ST-OTITSS=STIs≤ITOs≤OTScaleEffect(ROI)S＞(ROI)TST，OT，ITisSumofSmallcompany’ssales,costandinvestmentSs，Os，IsSales,costandinvestmentofbigfirmSupposeTypeofSynergySalesSynergy:fromsharebrand,channelOperatingSynergyInvestmentSynergyManagementSynergyH.Mintzberg’sDefinitionTheRiseandFallofStrategicPlanning,1994PlanPloyPatternPositionPerspectiveDefinitionofStrategyAstrategyisanintegratedandcoordinatedsetofcommitmentsandactionsdesignedtoexploitcorecompetenciesandgainacompetitiveadvantage.Section3:StrategicManagementProcessStrategyFormulationStrategyImplementationSeeDetailEnvironmentConditionStrategicIntentStrategicMissionStrategyFormulationStrategyImplementationCorporateLevelStrategyBusinessLevelStrategyOrganizationalStructureandControlsCorporateGovernanceStrategicCompetitivenessAbove-AverageReturnsfeedbackStrategicManagementProcessChartPerspectivesandEnterpriseCultureVisionMissionGoalsSWOTStrategyFormulationAlternativesSelectionStrategicPlanStrategyImple-mentationStrategicControlFeedbackPerformanceStrategicManagementChapter1AnIntroductiontoCorporateStrategyChapter2TheExternalEnvironmentChapter3TheInternalConditionChapter4CorporateLevelStrategyChapter5AcquisitionandRestructuringStrategyChapter6BusinessLevelStrategyChapter7CooperativeStrategyChapter8CorporateGovernanceChapter9OrganizationalStructureandControlsChapter10CorporateEntrepreneurshipandInnovationTHENEEDFORSTRATEGYChapter1GlobalizationCompetitionPressuretoChangePhysicalresourcesHumanresourcesInformationresourcesWorldmarketCorebusinessesOutsourcingBPRTechnologyandTechnologicalChanges•Rapidtechnologicalchange•Rapidtechnologydiffusions•Dramaticchangesininformationtechnologies•IncreasingimportanceofknowledgeTheCompetitiveLandscapeTheGlobalEconomy•People,goods,services,andideasmovefreelyacrossgeographicborders•Significantopportunitiesemergeinmultipleglobalmarkets•MarketsandIndustriesbecomemoreinternationalizedTwomodelsAfirmisviewedasabundleofmarketactivitiesandabundleofresources.(inthelesson)MarketactivitiesareunderstoodthroughapplicationoftheI/Omodel.Thedevelopmentandeffectiveuseofafirm’sresources,capabilities,andcompetenciesisunderstoodthroughapplicationoftheresources-basedmodel.Combinationofthetwomodels,firmscanincreasetheprobabilityofachievingstrategiccompetitivenessandearningabove-averagereturns(AARs).TheI/OModelofAARsTheexternalenvironmentwasthoughttobetheprimarydeterminantofstrategiesfirmsselectedtobesuccessful.Industrychosenhasastrongerinfluenceonthefirm’sperformancethandothechoicesmanagersmakeinsidetheirorganizations.TheExternalEnvironment•Thegeneralenvironment•Theindustryenvironment•Thecompetitiveenvironment1.Studytheexternalenvironment,especiallytheindustryenvironment.AnAttractiveIndustry•AnindustrywhosestructuralcharacteristicssuggestAARsStrategyForm