MBA核心课程《Strategic Management》chapter1
战略管理概念与案例
约定和行动
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第六页，共四十三页。
1. Nature of Competition: Basic concepts
竞争力的特性: 基本概念
■ Competitive Advantage (CA) 竞争优势(CA)
■ Implemented strategy that competitors are unable to duplicate or find too costly to imitate
■ Strategic Management Process (SMP)战略管理过程(SMP)
■ Full set of commitments, decisions and actions required for a firm to achieve strategic competitiveness and earn above average returns
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3. 21st Century Competitive Landscape
21世纪竞争格局
3.2.2 Technology and Technology Changes (Cont’d)
技术和技术进步
1) Technology diffusion技术扩散
■ Perpetual innovation: describes how new informationintensive technologies are replacing older forms持续创新 容信息密集型的新技术如何快速和有效地替代旧技术
■ Speed to market may be primary competitive advantage进入 市场的速度几乎成为最主要的竞争优势
英语大学作业 MBA课程 战略管理 strategy management
Question 1A:Porter's generic strategy: According to Porter (1985), a business can maximize performance either by striving to be the low cost producer in an industry or by differentiating its line of products or services from those of other businesses; either of these two approaches can be accompanied by a focus of organizational efforts on a given segment of the market (See appendix 1).The strategy clock: From the market-facing point of view and based on the principle that organizations achieve competitive advantage by providing their customers with what they want better or more effectively than competitors, Bowman presented ―strategy clock‖ (Johnson, 2006). The position on the ―strategy clock‖ represent different positions in the market where customers have different ―requirement‖ in terms of value-for-money they also represent a set of generic strategies for achieving competitive advantage (See appendix 2).The strategy cube: Aiming at providing a more systematic insight into a balance between market position and resource position of a product, Jenkins (2004) originated the strategy cube. It is a developed model by establishing a three dimensional matrix with the relative parameters of product price, product cost and perceived level of product benefits (both functional and intangible benefits). In the strategy cube there are nine reference points, eight where each of the three variables takes two values relatively high and relatively low and the average product, which has a notional, average level of benefits at an average price and cost. Then each competitive strategy can be identified explicitly by the eight extreme positions (See appendix 3).Ryanair is now the largest low cost airline in Great Britain and Europe (Box, 2007). Ryanair’s objective is to maintain its position as Europe’s leading low fares airline. Ryanair has pursued simplicity, efficiency, productivity and high utilization of assets to offer low fares. Part of Ryanair's strategy for market stimulation even is the issuingof free tickets.The situation of Malaysia's Air Asia is similar to that of Ryanair. With the world's lowest unit cost of $0.023/ASK and a passenger break-even load factor of 52%, Air Asia is showing all the signs of being a Ryanair clone. From the perspective of Porte r’s generic model, it seems that Ryanair and Air Asia have kept succeeded by following the cost leadership strategy. Their cost-leadership strategy is based on establish a cost structure which can provide its air travel service with a lower cost than their competitors.In the meantime, the strategy they employed might be ―No frills‖ as their market positioning strategy targeting the low-price with low-benefits. Ryanair’s basic flights are attracted by business travelers for its frequency and punctuality. Air Asia also applied the same strategy as Ryanair to operate in the emerging market of Asia Pacific rim. Lawton (2002) pointed out that the average fares of no frills carriers were some 40–60% lower than their full service competitors. Passengers’ percepti on is therefore to expect low fares from this no frills carrier and accept no frills in exchange for low fares. According to strategy clock, a no frills strategy combines a low price, low perceived product/service benefits and a focus on a price-sensitive market segment (Johnson et.al, 2006).Besides, it is clear that Ryanair and Asia air pursue the low fares, no frills and relative lower benefits to the customers. We could get a conclusion that Ryanair and Asia Air position at point E in strategy cube, which means would be a tenable position for a firm competing on price with low cost and low benefit. Firms which supply low benefits, low price products would rationally seek to operate as near to position E as possible, to be the lowest cost producer in the market (Jenkins, 2004).B:The segment for minicar had exited for a long time. It had seen increasing demand and volumes because of macro economic factors including economic uncertainty, highunemployment and high fuel prices in the Europe minicar segment. This was a new segment for Toyota and Toyota was deeply interested in it. PSA had two successful models in the minicar segment. However these models were getting old and urgently needed to be replaced and PSA wanted to maintain and improve its market share in the minicar segment. The joint venture of the two partners -TPAC would produce Toyota Aygo, Peugeot 107 and the Citroen C1 into minicar segment.The profit margins in the minicar segment were smaller than the luxury car segment, but the minicar segment had long product life cycles and was a lucrative proposition in the long term. Competitors either relied on cars from low-cost countries such as the Fiat Panda, VW Fox, Hyundai Getz. Some other competitors opted for very long product lifecycle: Renau lt’s Twingo had sold for over a decade without major changes, as had the former model of the Nissan Micra.Toyota Aygo, Peugeot 107 and the Citroen C1 possessed the characterization of low –cost and low price, but they had some differentiator to some extent. The minicar would differ primarily only in their exteriors, each car was addressing a different customer segment. The Aygo pronounces ―I go‖. This implies its target buyers are young people who are about to have their first taste of car ownership. For example, the Aygo from Toyota would target first time buyers (18-30 years, Generation Y) while the Peugeot 107 was positioned for women (Generation X) and the Citroen Saxo was positioned for lifestyle oriented people. So though there would definitely be some minor overlap of the customers, each of the minicars would not cannibalize each other but expand the market and create sales opportunities.Toyota and PSA applied the differentiation focus strategy which focuses on narrow target. From the perspective of strategy clock model, its strategy belongs to ―Hybrid‖-low cost base and reinvestment in low price and differentiation. As for strategy cube model, its strategy is located in ―F‖, it shows relatively high benefits with relatively low costs and a relatively low price. In a market hitherto characterised by positive relationship between benefits and costs, an innovative firm very quicklydevelops a product with a higher than average level of benefits at a lower than average cost (Jenkins, 2004).C:Automotive and airline segments are facing fierce competition, but their competitive behavior and competitive strategy has difference to some extent.First of all, the airline segment is the services sector, airline competition in this segment is sensitive to price. Therefore, competitive strategies applied by airlines concentrate on cost reduction and low fares, such as cost-leadership strategy, no-frills service strategy.Secondly, the automotive industry belongs to manufacturing industry, and the products are durable goods. In this segment more consideration to differentiation and consumer perception are given in addition to cost and price. For example, differentiation focus strategy and Hybrid strategy are like to be used in this segment.Finally, the automobile segment is a mature industry with high degree of internationalization and characterized by global competition. On the contrary, Airline segment is emerging sector with low degree of internationalization and characterized by local competition.Question: 2Toyota was deeply interested in the minicar segment in Europe, and sales from Europe were critical in helping it achieve its goal which reachs 15% global market share by 2010 from 11% in 2005. In return, PSA was already doing well in this segment and wanted to maintain and improve its market share. Toyota and the PSA group, their needs in the minicar converged in their overall business strategy.The strategic benefits led to the formation of TPCA. The TPCA (Toyota PeugeotCitroen Automobile) company was established by Toyota and the PSA (the holding company for the Peugeot and Citroen brands), locating in Kolin with an annually capacity of 300,000 minicars. The new TPCA operated by the parties could improve the performance of their existing operations and create a favorable competitive environment. For Toyota it was an entry strategy into the minicar segment while for PSA, it was a model replacement strategy. It fit in perfectly with the localization strategy of Toyota and the Eastern European strategy of the PSA group. It is true that either party, each of the parties could potentially provide the complementary resources and capabilities to the joint venture.TPCA value analysisValue chain is a basic tool for diagnosing a firm’s competitive advantage and finding ways to create and sustain it. The value chain concepts can be helpful in understanding how value is created or lost in terms of the activities undertaken by organizations (Johnson et. al, 2006). It involves all the activities within and around an organization together. Each activity can contribute to a firm’s relative cost position and create a basis for differentiation (Porter, 1998). Through the analysis of the value creating activities of TPCA, a value chain is drawn as seen in appendix 4.1. Procurement:PSA would manage all the purchasing functions and supplier relationships. PSA has supplier relationships and purchasing efficiencies. There were the biggest suppliers at the top of the hierarchy and many of them were the Czech and Slovakia subsidiaries of the big international suppliers. TPCA was directly dealing with around 150 Tier-1 suppliers. They do not outsource external surfaces and key structural parts for quality reasons.2. Technology development:Toyota is in charge of R&D accounted for 6% of value-added in car manufacturing. Toyota has an excellent technology reputation and a strong positioning around green issues. The hybrid technologies would be applied for the three models. Fuel efficientdesign also helped TPCA to make big improvements to their voluntary target for reducing carbon dioxide by 2008. Toyota would use its capability in gasoline engines by bringing a 3-cylinder gasoline engine to TPCA.3. Human resource management:TPCA had around 3000 employees. It focuses on maximal work safety, employee benefits and health of employees. It also focuses on team work and equal approach to employees. Extensive training took place at various European factories and in Japan for the senior positions to improve qualification of employees. The trainings sessions lasted for an anywhere between one month and six months. Toyota established the Toyota Technological Institute in Japan and opened another supporting facility in UK, European Global Production Centre, to teach train production staff and supervisors from all over Europe in 2006 (Toyota in Europe 2008).4. Infrastructure:Toyota and PSA would hold each own 50% of the equity of TPCA. Toyota would responsible for running the factory according to the TPS and would responsible for the development of the three vehicles to be produced at the factory. The PSA group would handle all the purchasing and supplier relations including their selection. TPCA also clearly demarcated the operating areas for each firm and this provided clarity and helped the plant to be managed more effectively.5. Inbound logistics:PSA would ensure that 80% of all the parts purchased by volume and value were from local suppliers. TPCA adopted Just-in-time supply system invented by Toyota to minimize stock inventories.6. Production:TPCA would apply the Toyota stamp of quality through the rigor of the Toyota Production System (TPS) and adopt a platform strategy--three different models were being built in the same factory. The principle of efficient production are introduced infull process including Kaizen (continuous improvement), Jidoka (fixing problems right away, where they occur), just-in-time delivery and visualization (production process is visible at all times). And with a projected 93% commonality of parts between the three models the inputs prices and degree of complexity in manufacturing three different models would be reduced. TPCA pays exceptional attention to quality control with every car leaving TPCA is thoroughly checked.7. Outbound logistic, marketing and sales as well as serviceTPCA was limited to manufacturing the cars and that the cars were later sold separately through the Toyota/Peugeot/Citroen distribution channels. The annually outcome of the 300,000 units to be manufactured, PSA would absorb 2/3rd i.e. 200,000 units and Toyota half of that. TPCA would charge each buyer (Toyota and PSA) the cost incurred in manufacturing the minicar and it would not make any profits on sale of cars to Toyota and PSA. The profits were subsequently generated by Toyota and PSA from their own sales.Identify the resources at the disposal of TPCAAfter the TPCA value-creation activities analysis above, now it comes to how and to what extent the TPCA can make full use of resources and benefits from the wider values systems of Toyota and PSA.First, TPCA can benefit from the advantageous sources of PSA for the procurement. PSA would be able to leverage its existing relationships with all the leading suppliers in the Czech Republic and Slovakia to ensure that 80% of all the parts purchased by volume and value were from local suppliers. PSA also had an automobile manufacturing plant in Slovakia about 250 km from Kolin, and could consolidate purchasing to extract better deals from suppliers. Besides, the town of Kolin was close to the hometown of Skoda Auto (member of the V olkswagen Group) and had an established supplier base of auto parts manufacturers.Second, TPCA can gain the strongest technology support in minicar segment fromToyota and PSA. Toyota has an excellent technology reputation and a strong positioning around green issues. The hybrid technologies pioneered by Toyota positioned it as the technology leader in Europe. For supporting R&D, in 2000, Toyota Europe Design Development (ED) was establish in France, to run design concepts for the European market, production support for European models and design research information (Toyota in Europe 2008).Third, TPCA would embrace the advantageous and rational organization and operational structure from unique alliance of Toyota and PSA. Toyota had the highest ratings on the quality surveys and had robust sales growth. PSA was a cost leader in the industry and had a capability in managing joint ventures successfully. It had successful ventures with Ford, Renault, Fiat and Mitsubishi amongst others in the automobile industry. And The PSA group had two successful models in the minicar segment. Besides, Toyota Motor Europe (TME) as a holding company to control subsidiaries in Europe has strongly coordination in production, sales, marketing and technology departments for more efficiency in management (Toyota in Europe 2008).Fourth, Toyota Production System (TPS) could endow TPCA the production and operation with High efficiency and high quality. TPCA would apply TPS known as part of The Toyota Way, including a series of principle of efficient production, such as Kaizen, Jidoka, just-in-time delivery, visualization and so on. This would provide the stamp of approval on the quality and efficiency of the minicars production. 420 1320The analysis of VRIOThe VRIO framework, is an internal tool of analysis in the context of businesses about a resource or capability to determine its competitive potential (Barney, 1991). It applies four issues on value, rarity, imitability and organization of the resource and capability to evaluate the competitive advantages. By analyzing TPCA’s resources and capabilities, we can identify it internal strengths and its internal weaknesses.About Value:1. Running plants efficiently with the Toyota Production System (TPS)2. Platform strategy--three different models were being built in the same factory3. The principle of efficient production including Kaizen, Jidoka, just-in-time delivery and visualization4. The strongest technology support, renowned vehicle design capabilities of Toyota and small car design capabilities of PSA. The hybrid technologies lead in Europe, fuel efficient design meets the voluntary target for reducing carbon dioxide, 3-cylinder gasoline engine from Toyota for the petrol version and 4-cylinder diesel engine from PSA for the diesel version5. Supplier relationships and purchasing efficiencies of PSA6. Attractive prices from the cost leadership strategies employed by PSAAbout Rarity and Imitability:1. Running plants efficiently with the TPS and the Toyota Way philosophy, efficient production including Kaizen, Jidoka, just-in-time delivery and visualization2. Renowned vehicle design capabilities of Toyota and small car design capabilities of PSA. The hybrid technologies leading in Europe, fuel efficient design meeting the voluntary target for reducing carbon dioxideAbout Organization:1. Toyota had the highest ratings on the quality surveys and had robust sales growth. PSA was a cost leader in the industry and had a capability in managing joint ventures with large automobile firms successfully.2. Clearly demarcated the operating areas for each firm and this provided clarity and helped the plant to be managed more effectively.3. Toyota Motor Europe (TME) as a holding company to control subsidiaries in Europe has strongly coordination in production, sales, marketing and technology departments for more efficiency in management (Toyota in Europe 2008).Both Toyota and PSA has made a lot of transaction specific investments in the TPCAand correspondingly bestowed TPCA the potential to create sustained competitive advantage because of the complementary resources and capabilities of both the parties.Figure 1 shows the TPCA’s VRIO framework.Sources: Jenkins, W. (2009) Managing Strategy, Pearson Custom Publication, p108.Culture web analysisOrganizational culture is the basic assumptions and believes that are shared by members of an organization that operate unconsciously and define in a basic taken-for-granted fashion an organization’s view of it self and its environment (Johnson et. al, 2006). And organizational culture influence how an organization runs.A strong organizational culture can be a source of competitive advantage for organizations (Aldrich & Ruef, 2006).Toyota and PSA are all famous car makers with distinctive organization culture fostered in process of development and in turn influenced the organization as a competitive sources for long time. A distinctive organizational culture can ensure that the various parts of the organization are all working to a common end and provide the very basis of competitive advantage in markets because it proves so difficult to imitate (Kemp & Dwyer, 2001). As the wholly-owned subsidiaries of Toyota and PSA, the two partner’s culture undoubtedly contributes to the competitive advantage of TPCA. In order to understand the contribution of each partners’ culture to TPCA for competitive advantage, a cultural web should be identified (See appendix 5).Stories: TPCA was established in 2002 originated from two famous car makers,Toyota-the world’s largest automaker in terms of sales, net worth, revenue, and profits (Wikipedia, Toyota) and PSA- Europe’s second largest car manufacturer a fter the V olkswagen group.Symbols: As a subsidiary of Toyota, TPCA would inherit Toyota’s guiding principles- Contribution towards Sustainable Development and It also aims to be a good, local corporate citizen under the Toyota’s globalization and localiz ation objective. Just as Satoshi Takae, the president of TPCA said: ―To be the number one plant in Europe.‖Routines and rituals: Toyota’s philosophy would contribute to and be accepted by TPCA as its organization routines and rituals. It is the famous Toyota Way which involves four components: long-term thinking as a basis for management decisions, a process for problem-solving, adding value to the organization by developing its people and recognizing that continuously solving root problems drives organizational learning.Control systems: Because the Kolin plant is a typical Toyota factory, Toyota Production System (TPS) would endow TPCA the principles of control and operation model. A series of principle of efficient production, such as Kaizen, Jidoka, just-in-time delivery, visualization would take root in TPCA.Power structures and organization structures: Toyota and PSA would each own 50% of the equity of the joint venture company. Toyota would responsible for running the factory and would responsible for the development of the three vehicles. The PSA group would handle all the purchasing and supplier relations including their selection.Question: 3Julius Shiskin (1974, cited by Achuthan, 2008) suggested several rules of thumb to identify a recession, which included two successive quarterly declines in gross domestic product (GDP), a measure of the nation's output. A global recession is aperiod of global economic slowdown. International Monetary Fund (IMF) states that global economic growth of 3 percent or less is "equivalent to a global recession".According to the IMF’s World Economic Outlook, the world economy is ―entering a major downturn‖ in the face of ―the most dangerous shock‖ to rich-country financial markets since the 1930s. IMF expects global GDP growth to decline to 0.9% in 2009 from 2.5% in 2008, on the verge of what it considers to be a global recession, and International trade will decline from 2007 levels.The auto industry is in the midst of a deep global depression, the full force of the global recession is impacting all the grandiose plans and decisions of the world’s automakers, in the process shredding them to pieces. Most of car manufacturers have been forced to cut back on production volumes following reports that millionaires and billionaires are cutting back on their expenditures. For example, General Motors witnessed a catastrophic drop in sales of 53% in February, Toyota experienced a decline of 40% in sales of motor vehicles in its largest market, the United States.This is reflected in the staggering levels of over-capacity in auto manufacturing worldwide. At present, the combined capacity of all the carmakers throughout the world amounts more than 90 million cars annually. The deadly demand destruction being inflicted by the global recession has reduced purchases to about 50 million units per years, meaning that the world’s auto companies have nearly double the productive capacity that can be absorbed by current consumer demand.In Europe car sales dropped by 9% in 2008, compared to 2007. However, not all types are experiencing a slow down in production and sales, at least 4% more small cars were sold between August and December 2008. So large cars are having disastrous sales at the moment, on the contrary, people are seeking for small cars which is less expensive to buy and what’s more, less expensive to use. It indicated that the global recession has raised the demand for such vehicles.TPCA has weathered the impacts of the economic recession better than other European producers as people shifted to less expensive model, its small cars are selling well in Germany.But no company can dodge the global recession especially auto industry according to the analysis above. For TPCA managers, the strategy priority is to keep its production volumes rather than adhering its boost for production capacity to 340,000 cars this year. Because car market in Europe will not rebound this year and the very difficult period will continue, and it was not clear how long an incentive scheme to replace older cars in Germany keeps boosting demand for small cars. TPCA should stay cautious in order to minimize the potential risk.(3650 words)Reference:Achuthan, Lakshman. "The risk of redefining recession, Lakshman Achuthan and Anirvan Banerji, Economic Cycle Research Institute, May 7, 2008".Aldrich,H.& Ruef,M. (2006), Organizations Evolving, SAGE,2006.Barney, J. (1991) “Firm resources and sustained competitive advantage.” Journal of Management, 17.Box, T. M.(2007), RYANAIR (2005): Successful Low Cost Leadership, Journal of the International Academy for Case StudiesHill, C. (1988), Differentiation versus low cost or differentiation and low cost: a contingency framework, Academy of Management Journal, V ol. 13 No.3,Hotel, Sydney, International Journal of Hospitality Management, V olume 20, Issue 1.Lall, Subir. "IMF Predicts Slower World Growth Amid Serious Market Crisis," International Monetary Fund, April 9, 2008.Lawton, 2002 T. Lawton, Cleared for Take-Off—Structure and Strategy in the Low Fare Airline Business, Ashgate, Aldershot (2002).Jenkins W. (2004) Towards a strategic framework for competition in multi-product consumer markets, Int. J. Management and Decision Making, 5(2/3), pp. 11-134Jenkins W. (2005) Competing in times of evolution and revolution: An essay on long-term firm survival, Management Decision, 43(1).Johnson,G., Scholes,K., Whittington,R.(2006), Exploring Corporate Strategy, PrenticeKemp & Dwyer (2001) “An examination of organisational culture — the Regent.Porter, M. E. (1985) Competitive Advantage: Creating and sustaining superior performance, Free Press.Porter, M. E., (1998) Competitive Advantage: Creating and Sustaining Superior Performance, A division of Simon & Schuster, New York.Online, 2009, Wikipedia Toyota./wiki/ToyotaToyota Motor official global site, in Englishhttp://www.toyota.co.jp/en/index_company.htmlTPCA official site in English.http://www.tpca.cz/en/careerAppendix 1：Porter’s generic strategy conceptSource: Porter M. (1998)Appendix 2: The strategy clockSource: Bowman, C. and Faulkner, D. (1995) The Essence of Competitive Strategy. Cornwall: Prentics Hall.SOURCE OF COMPETITIVE ADV ANTAGEDifferentiationCostCOMPETITIVE SCOPEBroad TargetNarrow TargetAppendix 3: The strategy cubeSource: Jenkins, 2004Appendix 4: TPCA Value chainAppendix 5: TPCA’ s Culture WebSource: Johnson et al, 2006: 202。
Strategic Management Concepts and Cases战略管理概念与案例
21st Century Competitive Landscap
■ Introduction: The Competitive Landscape (CL)
■ Pace of change i s rapid ■ P a r t n e r s h i p s c r e a t e d by mergers &a c q u i s i t i o n s (M& ■ Other CL c h a r a c t e r i s t i c s : Economies of s c a l e ,
· Destroy value of existing technology · Create new markets
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21st Century Competitive Landscape
■ Technology and Technology Changes (Cont’d)
■ 1 . Technology d i f f u si o n &d i s r u p t i v e technologie ■ 2 . The information age ■ 3 . Increasing knowledge i n t e n s i t y
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Chapter 1 : S t r a t e g i c Management and Strategic Competitiventent areas
■ Nature of Competition ■ The 21st Century Competitive Landscape ■ I/O Model of Above-Average Returns (AAR) ■ Resource-Based Model of AAR ■ Stra te gic Vision and Mission ■ Stakeholders ■ Strategic Leaders ■ The S t r a t e g i c Management Process
《企业战略管理》教学大纲
《企业战略管理》教学大纲英文名称：Corperation Strategic Management学分：3学分学时：48学时先修课程：管理学、市场营销、人力资源管理、财务管理等。
适用专业：工商管理类专业课程简介《企业战略管理》系统介绍企业战略管理的基本知识、基本理论和方法。
课程共分五个部分。
第一部分为导论。
主要介绍企业战略管理的基本概念、内涵、特点及过程，战略管理的演进以及战略管理的发展趋势。
第二部分为战略分析，主要介绍企业内外部环境的构成及特征，介绍外部环境的分析方法，内部环境分析方法，价值链分析方法，SWOT分析方法；在此基础上进一步介绍企业资源理论、企业核心竞争力，动态能力理论，企业使命与战略目标。
第三部分为公司战略分析。
主要介绍公司层战略、业务层战略、国际化经营战略、以及战略选择的评价方法。
第四部分为战略实施与控制。
主要介绍组织结构与战略、组织变革与发展、组织学习、企业家行为、企业文化与战略管理、战略控制的模式、战略控制的类型，以及战略的持续改进。
第五部分为企业战略管理研究的新思想。
分析了企业可持续创新，产学研合作创新制度选择、资本与知识混合逻辑的产学研合作创新制度模式，企业网络，企业社会资本、企业组织资本与战略管理。
通过课程学习，可使学生详细了解有关企业战略管理的全部工作内容，并更好地提高学生承担企业战略管理的能力。
教学目的：本课程是企业管理学科的一门必修专业课,它是建立在所有管理课程基础上的一门综合性课程。
通过本门课程的学习,学生应能掌握“战略”、“战略管理”、“宏观环境”、“产业环境”、“内部环境”、“战略集团”、“市场信号”、“企业使命”、“资源规划与配置”、“战略与组织结构”、“领导与战略”、“战略控制”、“五力模型分析”、“BCG矩阵”等基本概念、基本方法与基本理论，了解战略管理理论的演变过程以及在这个过程中的主要代表人物(泰勒、法约尔、安索夫、波特、哈默等)及主要理论和贡献，熟悉战略管理中战略分析、战略选择、战略评价和战略实施各阶段的主要工作内容及其方法，在熟练掌握上述内容的基础上,应能利用有关理论和方法,分析企业战略管理中的具体问题,并初步能够提出解决问题的方案。
chap001b Strategic Management
STRATEGIC MANAGEMENT McGraw-Hill/Irwin
CHAPTER 1
Gregory G. Dess and G. T. Lumpkin
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Restructuring, reengineering & refocusing the organization Legend Major impact Minor impact Strategic control & continuous improvement
Strategic Management Principle
Chapter 7 Formulating International Strategies
Chapter 10
Implementation: Organization Design
Chapter 11
Strategic Leadership: Excellence, Ethics, and Change
Chapter 2
Analyzing the External Environment
Chapter 3
Analyzing the Internal Environment
Chapter 4
Assessing Intellectual Capital
Strategy Analysis
Chapter 5
Set Objectives
Revise as Needed
Revise as Needed
Improve/ Change
mba大纲
MBA大纲1. 简介MBA（Master of Business Administration）是商业管理硕士的缩写，是针对管理人员培养和提升的高级商业管理学位。
本文档将介绍MBA大纲的主要内容，以便应聘者或学生充分了解MBA课程的目标和内容。
2. 课程目标MBA课程旨在培养学生在商业环境中担任领导职位时所需的核心技能和知识。
主要目标包括：•提供商业管理的基础知识，如市场营销、财务管理、组织行为等；•培养学生的领导能力和决策能力；•培养学生的创新和创业精神；•培养学生的国际视野和跨文化交流能力。
3. 课程结构MBA课程通常包括核心课程和选修课程两部分。
3.1 核心课程核心课程是MBA课程的基础，主要涵盖以下几个方面：•营销管理：介绍市场营销的基本理论和实践，包括市场调研、产品定位、销售策略等。
•财务管理：教授财务分析、资本预算、投资决策等财务管理的基本概念和方法。
•人力资源管理：介绍组织行为、人力资源招聘和培训、薪酬福利管理等方面的知识。
•运营管理：包括供应链管理、项目管理、生产计划等，旨在培养学生的运营能力。
•战略管理：教授战略管理的理论和实践，帮助学生理解和制定企业的战略目标。
3.2 选修课程选修课程提供更多的深度和广度，学生可以根据自己的兴趣和职业规划选择相应的课程。
选修课程可能涉及以下领域：•国际商务：介绍跨国公司的运作和国际市场的规则和机制。
•创业管理：教授创业的基本理论和实践，帮助学生了解创业过程和成功因素。
•领导力发展：培养学生的领导能力和沟通能力，提高团队协作和决策能力。
•商业伦理：探讨商业道德和社会责任等课题，培养学生的商业伦理观念。
4. 课程评估MBA课程的学习评估通常包括考试、论文和小组项目等形式。
•考试：学生需要参加期末考试来测试对于课程内容的理解和掌握。
•论文：学生可能需要撰写研究论文，深入研究某一商业管理领域的问题，并提出解决方案。
•小组项目：学生会被分配到小组中，共同完成实际案例分析或模拟商业决策的项目。
冯唐谈国外mba战略管理课
冯唐谈国外MBA战略管理课1. 引言国外MBA（Master of Business Administration）课程在中国逐渐受到广大学子的关注和追捧。
其中，战略管理课程是MBA课程中的重要组成部分。
冯唐作为一位资深的MBA教授，对国外MBA战略管理课程有着丰富的经验和深入的见解。
本文将围绕冯唐关于国外MBA战略管理课的观点展开分析和探讨。
2. 国外MBA战略管理课的重要性战略管理是MBA课程中的核心领域之一，它涉及企业长期目标的设定、竞争战略的制定以及资源的有效配置等关键问题。
在身处快速变化和激烈竞争的商业环境中，掌握战略管理理论和实践的知识对于企业的发展至关重要。
国外MBA战略管理课程以其系统性、全面性和前瞻性备受推崇。
2.1 系统性国外MBA战略管理课程往往涵盖了从战略规划到战略执行的全过程，将战略管理的各个环节有机地衔接在一起。
学生通过学习不同模块的内容，掌握了企业战略分析、制定、实施和评估的核心方法和工具。
2.2 全面性国外MBA战略管理课程除了关注企业内部的战略问题外，还深入研究了企业与外部环境之间的关系。
学生在课程中将接触到市场分析、竞争分析、行业分析等内容，以了解企业如何适应和引领变革，实现可持续竞争优势。
2.3 前瞻性国外MBA战略管理课程紧跟企业管理理论和实践的最新发展，将组织学习、创新管理、数字化转型等前沿议题融入教学内容。
学生通过学习这些先进的管理思想和工具，可以更好地应对未来商业环境中的挑战和机遇。
3. 国外MBA战略管理课的教学方法国外MBA战略管理课程的教学方法多种多样，注重培养学生的批判思维和问题解决能力。
以下是一些常见的教学方法：3.1 案例分析案例分析是国外MBA教育的重要组成部分。
教师将真实的商业案例带入课堂，学生通过分析这些案例，掌握战略管理的理论和实践应用。
案例分析教学方法强调学生的主动学习和团队合作，培养了学生的分析能力和决策能力。
3.2 团队项目团队项目是国外MBA战略管理课程的常见教学方法之一。
管理学课件战略管理StrategicManagement
❖ Strengths create value for the customer and strengthen the competitive position of the firm
• Step 2: Doing an external analysis外部分析
➢ The environmental scanning of specific and general environments
❖ Focuses on identifying opportunities and threats
6 观念：公司的基本信念 价值观 志向和道德倾向是什么 7 自我认知：公司最独特的能力或最主要的竞争优势是什么 8 对公司形象的关切：公司是否对社会 社区和环境负责
9 对员工的关心：公司是否视员工为宝贵的资产
8–8
Strategic Management Process cont’d
• Step 3: Doing an internal analysis内部分析
1. It results in higher organizational performance 2. It requires that managers examine and adapt
to business environment changes 3. It coordinates diverse organizational units;
⒉设备老化 势 ⒊企业规模小
企业外部条件 机 ⒈有出口可能
⒉原材料价格下降 会
威 ⒈竞争和对手增多 ⒉信贷紧缩
英国某商学院的EMBA课程讲座Strategic Management 3ppt课件
“We will continue covering the needs of a broad spectrum of customers, and strive to be the top choice in all the segments we serve…”
Each such quest involves:
Getting the tools Breaking the rules Making a difference
Strategy: Making difficult choices
They are difficult because of:
responsible for everything going on in their divisions
STRUCTURE • 3M utilises cross-functional teams to work on
The Organizational Context Supporting Strategy
Culture
Structure
Strategy
People
Incentives
McKinsey’s 7 Ss: Another way of describing organizational context
Structure
Strategy Skills
Superordinate Goals
Staff
Systems Style
UGM: Still another way of describing context:
Strategic Management(战略管理-中英文)
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 Cost Management：战略成本管理
STRATEGIC COST MANAGEMENT-FALL 2004
1-10
Cost Actg. Review
Cost…an economic sacrifice
STRATEGIC COST MANAGEMENT-FALL 2004
1-11
1-9
Ethics and You
You will face an ethical challenge It could impact
Your job Your family Your relationships Your financial stability Your physical well-being
Managerial Accounting Model
Communication Environment
Plan
Adjust
Accounting Information
Implement
Monitor
STRATEGIC COST MANAGEMENT-FALL 2004
1-5
Four Management Functions
STRATEGIC COST MANAGEMENT-FALL 2004
1-13
Manufacturing Cost Flows
BOH
RAW MATERIAL
B O/H R/M
WORK-IN-PROCESS
B O/H WIP
FINISHED GOODS
B O/H F/G
R/M TRANSFERS
I
R/M PURCHASES
STRATEGIC COST MANAGEMENT-FALL 2004
《战略管理EMBA课程》整套教授讲义
带的新用途会增加产品使用人数;另一方面;也会因新用途而使 得现有产品的使用量增加
4 改进现有产品的特性
二市场开发战略
市场开发战略是密集型发展战略在市场范围上的扩展;它是将 现有产品或服务打入新市场的战略 它比市场渗透战略具有更多的 战略机遇;能够减少由于原有市场饱和而带来的风险;但也不能降 低由于技术的更新而使原有产品遭受淘汰的风险
3 改善的经营效果
由于发展速度较快;制定发展型战略的更容易获得较好的规模经济效 益;从而降低生产成本;获得超额的利润率 研究表明;奉行发展战略的比那 些处在同等环境中的销售收入 利润增长具有优势
4 倾向于采用非价格手段来同竞争者抗衡
由于采用增长型战略的不仅仅在开发市场上下工夫;而且 在新产品开发 管理模式上都力求具有优势;因而通常很少采 用会损伤自身利益的价格战;而是以生产相对更为创新的产品和劳 务及在管理上提高效率作为其竞争手段
1 外部的条件
在采取发展型战略之前;首先应判断的外部环境是否适宜采取此战 略;可以从下述几个方面进行分析
1 经济增长情况 3 政策 法律和社会方面的限制
2 产业环境和行业情况 4 科学技术的进步情况
2 自身的条件
发展型战略往往可以使面目一新;因此;人们往往容易过 于注意发展战略本身的功效;而忽视在采取发展战略前本身就 必须具备一些重要特征;这些特征是采取发展型战略所必需的
2 后向一体化发展战略是以初始生产或经营的产品业务项 目为基准;生产经营范围的扩展沿其生产经营链条向后延伸;发 展原来生产经营业务的配套供应项目——即发展原有业 务生产经营所需的原料 配件 能源 包装和服务业务的生产经 营 也就是现有产品生产所需要的原材料和零部件等;由外 供改为自己生产
Strategic Management(战略管理-中英文)
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
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
Market entry: 市场进入 •Across borders 跨国 •联盟 •Entrepreneurship 创业
External Environment Analysis 外部环境分 析
Potential Entrants 潜在竞争 对手 General Environment 总体环境
机动性增加，风险降低，资本需求降低 Allows the firm to focus on its core competencies. 发展核心竞争 力
Potential problems with outsourcing: 外包可能产生的问题 Job losses for the firm’s communities. 企业岗位减少 Hard to reverse outsourcing decisions. 外包决策难以收回
MBA核心课程《Strategic Management》chapter1
2. Assess impact of driving forces on industry attractiveness
Are the driving forces causing demand for product to increase or decrease? Are the driving forces acting to make competition more or less intense? Will the driving forces lead to higher or lower industry profitability?
4-13
What Causes Rivalry to Be Stronger ?
Number of rivals increases Buyer costs to switch brands are low Industry conditions tempt rivals use price cuts or other competitive weapons to boost volume Outsiders have recently acquired weak firms in the industry and are trying to turn them into major market contenders
1. 2. 3. 4. 5. 6. 7. What are the industry’s business and economic traits? What are the nature and strength of competitive forces? What forces are driving industry change? What market positions do industry rivals occupy? What strategic moves are rivals likely to make next? What are the key factors of competitive success? Does the industry outlook offer good prospects for profitability?
Strategic Management Process战略管理课件
2，差异化（differentiation）战略；
3，集中化或者说聚焦（focusing）战略。
此外，在显著不同的产业发展阶段上， 可供选择的战略方案亦不同。例如：
处于萌芽期、 胎期的产业，建立先占优 势（first mover advantage）的必要性和 可能性；在成熟期产业里，市场警讯 （market signaling）、价格领导、维持 竞争优势的产品差异化等战略。
内部环境分，探 索竞争优势的来源，特别是能够产生竞 争优势的资源（resources）和潜能 （capabilities）,以及特异能力(distinctive
competencies)
SWOT分析的目的在于寻找能够使公司 的资源与潜能可以和所处市场环境相吻 合（fit,match or align）的战略。易言之， 经由SWOT分析所产生的战略方案，应 该是建立在公司的优势之上，充分利用 机会，避免劣势，对抗威胁。
structure
战略 执行 组织结构与战略控制
设计： Control system
战略管理程序由两大部分组成， 即：
1，战略的形成 2，战略的执行
Strategy formulation 战略形成
使命：说明组织存在的理由，界定组织 营运的范围，即组织应从事何种事业。
主要目标：明确指出组织所希望达成的 长期目标。营利组织多以层级目标的方 式来运作。如General Electric公司在Jack Welch执政时期，将“股东财富极大化” 摆在最高层，在目标层级的第二层上是
1，多国本土化（multidomestic）战略； 2, 国际化（international）战略；
Mini MBA course Lec-1
Process Management
Network of Activities and Buffers
Inputs
Flow units
(customers, data, material, cash, etc.)
Outputs
Goods Services
Labor & Capital
6
About SC
Supplier – Manufacturer – Distribution – Customer Supplier to Customer is dominant flow of products and services Customer to Supplier is dominant flow of demand and design information Boundary Spanner – dealing with outside entities function JIT – just in time ERP – Enterprise Resources Planning Core – management of flow of materials, information, cash
Analysis of Production Operations
Frank Fan Master in Manufacturing Management
at McGill University
Master in Business Administration
at Beijing University
Direct materials
450,000
45
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A Company’s Strategy Is a Blend of Planned Initiatives and Unplanned Reactive Adjustments
1-11
What Is a Business Model?
A business model addresses “How do we make money in this business?” Do the revenue-cost-profit economics of the strategy make good business sense?
1-12
Microsoft’s Business Model
Employ highly skilled programmers to develop proprietary code; keep source code hidden from users Sell resulting OS and software packages to PC makers and users at relatively attractive prices to achieve a 90% or more market share Most costs in developing software are fixed; variable costs are small; once break-even volume is reached, revenues from additional sales are almost pure profit Provide modest level of technical support to users at no cost Rejuvenate revenues by periodically introducing next-generation software that prompt PC users to upgrade their operating systems
Thinking Strategically: The Three Big Strategic Questions
1. Where are wto go?
Business(es) to be in and market positions to stake out Buyer needs and groups to serve Direction to head
CHAPTER 1
Strategy and the Quest for Competitive Advantage
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. 1-1
1-9
Why Do Strategies Evolve?
A company’s strategy is a work in progress Changes may be necessary to react to Shifting market conditions Fresh moves of competitors Evolving customer preferences Emerging market opportunities New ideas to improve strategy Crisis situations
Attract and please customers Compete successfully Conduct operations Achieve target levels of organizational performance
1-3
Answering the Question, “How Are We Going to Get There?”
1-13
Red Hat’s Business Model
Rely on collaborative efforts of volunteer programmers to create the software Collect and test enhancements and new applications submitted by volunteer programmers for evaluation and inclusion in new releases of Linux Market upgraded and tested family of Red Hat products to large companies, charging a subscription fee that includes 24/7 support within 1 hour in 7 languages Make source code open and available to all users Capitalize on specialized expertise required to use Linux by providing fee-based training, consulting, and software customization
3. How are we going to get there?
A company’s answer to “how will we get there?” is its strategy
1-2
What Do We Mean By “Strategy”?
Consists of competitive moves and business approaches used by managers to run the company Management’s “action plan” to
1-6
Four Proven Strategic Approaches to Winning a Sustainable Competitive Advantage Developing a cost-based advantage Creating a differentiation-based advantage Focusing on a narrow market niche within an industry Developing unmatched resource strengths and competitive capabilities
1-7
Competitive Strategy Examples
Strive to be the industry’s low-cost provider Wal-Mart Southwest Airlines Out-compete rivals on a key differentiating feature Harley-Davidson – Outlaw image and distinctive engine sound Rolex – Top-of-the-line prestige – Wide selection and convenience
How to please customers How to out-compete rivals How to manage each functional piece of the business (R&D, production, marketing, HR, finance, and so on) How to respond to changing market conditions How to achieve targeted levels of performance
1-4
Elements of a Company’s Business Strategy
1-5
Strategy and Sustainable Competitive Advantage
A company achieves sustainable competitive advantage when a sufficiently large number of buyers develop a lasting preference for its products/services over those offered by rivals
1-15
Look at revenue streams the strategy is expected to produce Look at associated cost structure and potential profit margins Do resulting earnings streams and ROI indicate the strategy makes sense and the company has a viable business model for making money?
1-8
Competitive Strategy Examples
Focus on a narrow market niche McAfee – Virus protection auctions Starbucks – Premium coffees and coffee drinks The Weather Channel – Cable TV Develop expertise, resource strengths, and capabilities not easily imitated by rivals Walt Disney – Theme park management and family entertainment Ritz-Carlton – Personalized customer service