企管MBA-英国某商学院的EMBA课程讲座Strategic Management 4 精品
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“Get the tools, break the rules, make a difference”: A conceptual map of the course
Definition and Dynamics of Strategy 1. What is strategy? 2. How can you be sure you are asking the “right” strategy
Winter,
(capabilities, resources, Rumelt
skills) matter
Stretch, negotiation, virtual Prahalad,
organizations,
Hamel,
individualized corporation Ghoshal &
Bartlett
What do we need to do to shape the future action of competitors and other industry players?
How should we respond to the actions of competitors and other industry players?
Sustaining competitive advantage appears to be difficult
IN DU STRY
A utomotive Telecom Computers Photography Photocopiers Consumer Electronics Semiconductors
1970s Leaders
GM, Ford A T& T, ITT IBM, Burroughs Kodak Xerox GE, Philips TI, Motorola
1980s Leaders
Toyota, Honda
MCI, A lcatel, NEC
A pple, DEC, Fujitsu, NEC, Sun, Compaq Fuji
1990
$37.6b $36.6b $24.2b $14.5b $11.9b $11.8b $11.7b $11.5b $10.8b $ 9.6b
questions? 3. How strategy develops: Context, Role-playing, Mental
models, and Metaphors Strategy Content 4. Competitive Forces in an Industry 5. Industry Evolution 6. Valuing Firm Resources 7. Capabilities for positioning Strategy in Action 8. Implementing Strategy 9. Institutional strategy: Can strategy make a difference?
The source of profitability is evolving and so is the role of the manager
Era 1950s,60s 1970s
1980s
mid 1980s1990s
2000s
Key Frameworks
Key
Theorists
Strategic planning
What factors explain these changes?
Top Ten U.S Traded Companies by Market Value
1980
1. IBM 2. AT&T 3. Exxon 4. General Motors 5. Schlumberger 6. Amoco 7. Mobil 8. GE 9. Sohio 10. Chevron
Canon
Sony, Matsushita
NEC, Fujitsu, Intel, Samsung
1990s Challengers
V olkswagen WorldCom
Dell Sony
? 3 GO A RM
2000s Winners?
? DoCoM o?
? ? ? M icrosoft ? ?
Strategic Management
Session 4 Industry Analysis
Industry Analysis
Last time we said that to develop our strategy further we need to know our competitive environment. Knowing this we can establish:
Accumulate resources, replicate routines
Inspire & mobilize resources based on internal knowledge
Dance to the tune of a community because they recognize that knowledge is social and context-specific, build robust rhetorical arguments that appeal to this community
Sloan,ChandFra bibliotekerEarly attempts at
Andrews,
integration of firm &
Mintzberg
environment
Industry structure affects Porter
firm conduct &
performance
Firm competencies
Social dancing,
Seely-
Communities of Practice Brown,
Wenger
These frameworks formalize the observation that managers primarily: Plan Craft
Calculate optimal position
Definition and Dynamics of Strategy 1. What is strategy? 2. How can you be sure you are asking the “right” strategy
Winter,
(capabilities, resources, Rumelt
skills) matter
Stretch, negotiation, virtual Prahalad,
organizations,
Hamel,
individualized corporation Ghoshal &
Bartlett
What do we need to do to shape the future action of competitors and other industry players?
How should we respond to the actions of competitors and other industry players?
Sustaining competitive advantage appears to be difficult
IN DU STRY
A utomotive Telecom Computers Photography Photocopiers Consumer Electronics Semiconductors
1970s Leaders
GM, Ford A T& T, ITT IBM, Burroughs Kodak Xerox GE, Philips TI, Motorola
1980s Leaders
Toyota, Honda
MCI, A lcatel, NEC
A pple, DEC, Fujitsu, NEC, Sun, Compaq Fuji
1990
$37.6b $36.6b $24.2b $14.5b $11.9b $11.8b $11.7b $11.5b $10.8b $ 9.6b
questions? 3. How strategy develops: Context, Role-playing, Mental
models, and Metaphors Strategy Content 4. Competitive Forces in an Industry 5. Industry Evolution 6. Valuing Firm Resources 7. Capabilities for positioning Strategy in Action 8. Implementing Strategy 9. Institutional strategy: Can strategy make a difference?
The source of profitability is evolving and so is the role of the manager
Era 1950s,60s 1970s
1980s
mid 1980s1990s
2000s
Key Frameworks
Key
Theorists
Strategic planning
What factors explain these changes?
Top Ten U.S Traded Companies by Market Value
1980
1. IBM 2. AT&T 3. Exxon 4. General Motors 5. Schlumberger 6. Amoco 7. Mobil 8. GE 9. Sohio 10. Chevron
Canon
Sony, Matsushita
NEC, Fujitsu, Intel, Samsung
1990s Challengers
V olkswagen WorldCom
Dell Sony
? 3 GO A RM
2000s Winners?
? DoCoM o?
? ? ? M icrosoft ? ?
Strategic Management
Session 4 Industry Analysis
Industry Analysis
Last time we said that to develop our strategy further we need to know our competitive environment. Knowing this we can establish:
Accumulate resources, replicate routines
Inspire & mobilize resources based on internal knowledge
Dance to the tune of a community because they recognize that knowledge is social and context-specific, build robust rhetorical arguments that appeal to this community
Sloan,ChandFra bibliotekerEarly attempts at
Andrews,
integration of firm &
Mintzberg
environment
Industry structure affects Porter
firm conduct &
performance
Firm competencies
Social dancing,
Seely-
Communities of Practice Brown,
Wenger
These frameworks formalize the observation that managers primarily: Plan Craft
Calculate optimal position