【工商管理专业 MBA Lecture 】
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工商管理专业MBALectureLecture06共18页
•Consolidation:
•In growing market, company expands with market to maintain share of market •In mature market more difficult challenges, tendency is for emphasis on cost, quality of product or service. Competitors are all seeking to consolidate there positions
Dr Ita O'Donovan Beechgrove Associates
6
Some reasons for unrelated diversification
Possible Advantages
1. Need to use excess cash or safeguard profits
2. Personal values or objectives of powerful figures
– What is the optimal number of businesses for the firm – Should we stay in this business
– How should our businesses be managed – How is the corporation going to operate as a whole
Possible es
1. Control of supplies Quantity Quality
Price 2. Control of markets
3. Access of information
•In growing market, company expands with market to maintain share of market •In mature market more difficult challenges, tendency is for emphasis on cost, quality of product or service. Competitors are all seeking to consolidate there positions
Dr Ita O'Donovan Beechgrove Associates
6
Some reasons for unrelated diversification
Possible Advantages
1. Need to use excess cash or safeguard profits
2. Personal values or objectives of powerful figures
– What is the optimal number of businesses for the firm – Should we stay in this business
– How should our businesses be managed – How is the corporation going to operate as a whole
Possible es
1. Control of supplies Quantity Quality
Price 2. Control of markets
3. Access of information
工商管理专业MBALectureLecture0618页PPT
6. Spreading Risk 7. Resource Utilisation
Avoid overreliance on one product/market, but build on related experience
Under-utilised manufacturer acquires company with compatible products to fill capacity
Strategies continued
•Consolidation
In declining markets; need to consider significant changes e.g. Buying up the order books of those leaving the market, distributors may need to find new suppliers. New internal agreements to main competitive edge. During a transition form a mature to a declining market, they might consider harvesting i.e. gaining maximum pay off from strong position. e.g. Licensing of technology, or distribution rights, or leasing facilities. Difficult decision whether to remain in market where there is product decline but chance of recovery
工商管理专业MBALectureLecture1014070--资料
systems and educated workforce
Beechgrove Associates
6
Beechgrove Associates
7
Average Scientists & Engineers in R&D (per mil
persons)
5000
Average Total R&D Expenditure: Top 20 Economies 1997 - 2000 (Bil of International $)
Factors of production: the inputs necessary to compete in any industry
labor land natural resources capital infrastructure basic factors include natural and labor resources advanced factors include digital communication
High
Global strategy
Transnational strategy
Need for Global Integration
Multidomestic strategy
Low
Low
High
Need for Local Responsiveness
Beechgrove Associates
markets
• Requires resource sharing and
coordination across borders (which also
makes it difficult to Beechgrove Associates manage)
Beechgrove Associates
6
Beechgrove Associates
7
Average Scientists & Engineers in R&D (per mil
persons)
5000
Average Total R&D Expenditure: Top 20 Economies 1997 - 2000 (Bil of International $)
Factors of production: the inputs necessary to compete in any industry
labor land natural resources capital infrastructure basic factors include natural and labor resources advanced factors include digital communication
High
Global strategy
Transnational strategy
Need for Global Integration
Multidomestic strategy
Low
Low
High
Need for Local Responsiveness
Beechgrove Associates
markets
• Requires resource sharing and
coordination across borders (which also
makes it difficult to Beechgrove Associates manage)
工商管理专业MBALectureStrategic+Managementlecture+one03ppt课件
I T systems, Human resources Training and development Geographical spread
10
A summary model of the elements
The Environment
Culture and Stakeholders expectations
5
A Basic Model
• Strategic Analysis
• Strategic Choice
Strategy Implementation
6
Strategic Choice
• Generating strategic options
Generic strategy; Strategic direction Appropriate methods
Strategic Management: Lecture One
Introduction to Strategy Dr Ita O’Donovan
What are we talking about?
• Strategy concerned with scope of organisations activities
11
Managing strategic change
Planning and
Allocating resources
Organisation structure and
design
Strategic Management in different contexts
• Small business ( Smes)
• Multinational corporation
10
A summary model of the elements
The Environment
Culture and Stakeholders expectations
5
A Basic Model
• Strategic Analysis
• Strategic Choice
Strategy Implementation
6
Strategic Choice
• Generating strategic options
Generic strategy; Strategic direction Appropriate methods
Strategic Management: Lecture One
Introduction to Strategy Dr Ita O’Donovan
What are we talking about?
• Strategy concerned with scope of organisations activities
11
Managing strategic change
Planning and
Allocating resources
Organisation structure and
design
Strategic Management in different contexts
• Small business ( Smes)
• Multinational corporation
工商管理专业MBALectureLecture07 16页
Gray, B and Wood, D.J. (1991) ‘Collaborative Alliances: moving from practice to theory’ Journal of Applied Behavioral Science, 27(1): 3-22
Gray, B. (1989) Collaborating: finding Common Ground for Multi-Party Problems. San
Collective bargaining agenda, worker involvement in agreements Resolve policy disputes,
Speed decisions
Cope with decline, stimulate economy
Overcome impasse, settle conflicts
Global Interdependence Blurred boundaries
Shrinking state revenues Dissatisfaction with courts Differing perceptions of environmental risk
Collaborative response
Intended Impact
Stimulate innovation, minimise risk Exchange expertise, expand market access Cope with economic decline, stimulate socioeconomic revitalisation
have the power to influence the success of the strategy making
Gray, B. (1989) Collaborating: finding Common Ground for Multi-Party Problems. San
Collective bargaining agenda, worker involvement in agreements Resolve policy disputes,
Speed decisions
Cope with decline, stimulate economy
Overcome impasse, settle conflicts
Global Interdependence Blurred boundaries
Shrinking state revenues Dissatisfaction with courts Differing perceptions of environmental risk
Collaborative response
Intended Impact
Stimulate innovation, minimise risk Exchange expertise, expand market access Cope with economic decline, stimulate socioeconomic revitalisation
have the power to influence the success of the strategy making
工商管理专业MBALectureBusiness+Level+StrategyLecture+Five03-17页PPT精品文档
2. Low Price: very difficult
3. Hybrid: added value while keeping prices down suggest Japanese firms doing this for years and IKEA the Swedish furniture and household goods company.
segments or group of segments become the focus to the exclusion of others
Competitive advantage
Lower Cost
Broad Target 1.
Cost Leadership
COMPETITIVE SCOPE
Requires also relative market share advantage can assist cost through economies of scale ( still caution here)
We know how difficult it is to sustain both market share advantage and cost advantage.
•Douglass C. North received a Nobel Prize for stressing the role of institutions in shaping organisational environments and organisations themselves.
•D.C. North ((1990) Institutions, Institutional Change and Economic Performance. Cambridge: Cambridge University Press.
3. Hybrid: added value while keeping prices down suggest Japanese firms doing this for years and IKEA the Swedish furniture and household goods company.
segments or group of segments become the focus to the exclusion of others
Competitive advantage
Lower Cost
Broad Target 1.
Cost Leadership
COMPETITIVE SCOPE
Requires also relative market share advantage can assist cost through economies of scale ( still caution here)
We know how difficult it is to sustain both market share advantage and cost advantage.
•Douglass C. North received a Nobel Prize for stressing the role of institutions in shaping organisational environments and organisations themselves.
•D.C. North ((1990) Institutions, Institutional Change and Economic Performance. Cambridge: Cambridge University Press.
工商管理专业MBALecture04004
DYNAMIC What do we want to become?
Vision statement What do we want to achieve?
Mission Statement Performance Goals How will we get there?
Guidelines for development Priorities for capital expenditure,
Research and Development: R &D capabilities in product and process
Management Information System: speed, responsiveness, quality,
expandabilOMPETING FOR
•
THE PRESENT
PREPARING FOR THE FUTURE
STATIC
Where are we competing? Product market scope Geographical scope Vertical scope
How are we competing? What is the basis of our competitive advantage
• Key points Design school
• Consistency: the strategy must not present mutually inconsistent goals and policies
• Consonance: the strategy must represent an adaptive response to the external environment and to the critical changes occurring within it.
【工商管理专业 MBA Lecture 】Lecture_07
7
Байду номын сангаас
Turbulence in the Environment, organisations are not independent of the environment in which they operate, when there is turbulence in that environment the likelihood of collaboration is higher. Put another way the market may not be behaving in a way conducive for businesses. Solving this disturbance may require collaboration among firms.
Independent: they have no interest in the strategy but do
have the power to influence the success of the strategy making
5
INTEREST In the Strategy Making organisation
Blurred boundaries
Labour-management agreements
Policy dialogue ( government, business, Communities, interest groups) Intergovernmental collaboration
Collective bargaining agenda, worker involvement in agreements Resolve policy disputes,
工商管理专业MBALectureStrategic+Managementlectu
Monitoring of action steps ( performance management)
A benefit for reaching the objective ( e.g. bonus)
管理ppt
A personal Example Be healthy look good
Lose weight Lose 5 kilos by January 2011 Eat no sweets
• Strategy seeks to match activities of an organisation to the environment in which it operates
• Strategy seeks to match organisations activities with its resource capability
languagestrategymissionkeystatementpersonalstakeholdersexamplegoalgeneralstatementpurposelookgoodobjectivequantificationprecisestatementgoalloseweightstrategiesbroadcategoriesactionloseachieveobjectivesjanuary2011actiontasksindividualstepsimplementeatsweetsstrategiesoperationallimitalcoholswimeverydaycontrolmonitoringactionstepsweigheveryperformancemanagementdaydecideactionneededrewardsegbonusbuynewsuit管理pptoperationalmanagementstrategicmanagementoperationalmanagement?ambiguity?complexity?nonroutine?organisationwide?fundamental?significantchange?environmentexpectationdriven?routinised?operationalspecific?smallscalechange?resourcedriven管理pptbasicmodelstrategicanalysisstrategicstrategychoiceimplementation管理pptstrategicanalysisstrategicanalysiskeyinfluencesfuturewellbeingaffectingusquestionsunderstandingwherecurrentlypositionedwhatchangestakingplacewhatdoourstakeholderswant
A benefit for reaching the objective ( e.g. bonus)
管理ppt
A personal Example Be healthy look good
Lose weight Lose 5 kilos by January 2011 Eat no sweets
• Strategy seeks to match activities of an organisation to the environment in which it operates
• Strategy seeks to match organisations activities with its resource capability
languagestrategymissionkeystatementpersonalstakeholdersexamplegoalgeneralstatementpurposelookgoodobjectivequantificationprecisestatementgoalloseweightstrategiesbroadcategoriesactionloseachieveobjectivesjanuary2011actiontasksindividualstepsimplementeatsweetsstrategiesoperationallimitalcoholswimeverydaycontrolmonitoringactionstepsweigheveryperformancemanagementdaydecideactionneededrewardsegbonusbuynewsuit管理pptoperationalmanagementstrategicmanagementoperationalmanagement?ambiguity?complexity?nonroutine?organisationwide?fundamental?significantchange?environmentexpectationdriven?routinised?operationalspecific?smallscalechange?resourcedriven管理pptbasicmodelstrategicanalysisstrategicstrategychoiceimplementation管理pptstrategicanalysisstrategicanalysiskeyinfluencesfuturewellbeingaffectingusquestionsunderstandingwherecurrentlypositionedwhatchangestakingplacewhatdoourstakeholderswant
工商管理专业MBALecture
Ways of thinking
• Deductive Reasoning consists of inferring specific instances from general principles or rules • e.g.
Kiran is taller than Suniel Sophia is shorter than Suniel Therefore Kiran is taller than Sophia • Inductive reasoning is the opposite of deductive reasoning. It consists of inferring general
DYNAMIC What do we want to become?
Vision statement What do we want to achieve?
Mission Statement Performance Goals How will we get there?
Guidelines for development Priorities for capital expenditure,
Emerg4 ence
• The design school is based on the idea of rational planning, based on strategic analysis of the internal and external environment. The idea is that managers engage in deliberate, rational analysis. The design school does allow for the idea of creativity. This is in terms of the original conception of the idea/ concept/ strategy, and how it alters overtime as the realities of the internal and external environment are considered by the strategists. A good way to think of this is if you were designing and building a house. Concept alters as the concept and ideas become realities. Tools you use are SWOT analysis see slides Lecture 2 , and next 2 slides
工商管理专业MBALecture04004
manipulate and combine information • At the end of the process, we know something
we did not know before ( it is possible this new knowledge is incorrect • Need to remember we think not by language alone, we think in shapes, images
• Remember if there is an exception the rule is wrong. • Always look for evidence
Describing a firm strategy: competing in the present, preparing for the future
• Advantage: the strategy must provide for the creation/maintenance of competitive advantage in the selected area of activity
• Feasibility: The strategy must neither overtax available resources nor create unsolvable sub problems
5 • The design school is based on the idea of rational planning, based on strategic analysis of the
internal and external environment. The idea is that managers engage in deliberate, rational analysis. The design school does allow for the idea of creativity. This is in terms of the original conception of the idea/ concept/ strategy, and how it alters overtime as the realities of the internal and external environment are considered by the strategists. A good way to think of this is if you were designing and building a house. Concept alters as the concept and ideas become realities. Tools you use are SWOT analysis see slides Lecture 2 , and next 2 slides
we did not know before ( it is possible this new knowledge is incorrect • Need to remember we think not by language alone, we think in shapes, images
• Remember if there is an exception the rule is wrong. • Always look for evidence
Describing a firm strategy: competing in the present, preparing for the future
• Advantage: the strategy must provide for the creation/maintenance of competitive advantage in the selected area of activity
• Feasibility: The strategy must neither overtax available resources nor create unsolvable sub problems
5 • The design school is based on the idea of rational planning, based on strategic analysis of the
internal and external environment. The idea is that managers engage in deliberate, rational analysis. The design school does allow for the idea of creativity. This is in terms of the original conception of the idea/ concept/ strategy, and how it alters overtime as the realities of the internal and external environment are considered by the strategists. A good way to think of this is if you were designing and building a house. Concept alters as the concept and ideas become realities. Tools you use are SWOT analysis see slides Lecture 2 , and next 2 slides
工商管理专业MBALectureLecture1014070
18
Beechgrove Associates
19
International Corporate-Level Strategy: Multidomestic Strategy
• Strategy and operating decisions are
Multidomestic decentralized to strategic business units
Japan $90.5b
Finland $3.6b
4000
United States $230.8b
3000
Russia $9.3b
Australia $6.7b
Canada $13.8b United Kingdom $23.9b
Belguim $4.6b
Switzerland $5.3b
Germany $47.2b France $29.6b
2
Opportunities and Outcomes of
International Strategy
Use Core Competence
Modes of Entry
Management
Strategic Competitiveness Outcomes
Exporting
problems and risk
20
International Corporate-Level Strategy: Global Strategy
Global strategy
• Products are standardized across
national markets
• Decisions regarding business-level
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DYNAMIC What do we want to become? Vision statement What do we want to achieve? Mission Statement Performance Goals How will we get there?
Guidelines for development Priorities for capital expenditure, R& D Growth modes: organic growth, Mergers, Acquisitions, Alliances
•
• • • •
Other things to watch out for when thinking
Failure to utilise a comparison group – Control group for comparison Confirmation Bias: we tend to seek evidence that confirms our hypothesis. Remember if there is an exception the rule is wrong. Always look for evidence
Human Resources: Employee capabilities, morale , development and
personnel systems.
turnover,
Environmental Checklist
7
Societal Changes : Customer perspectives change, product demand
Management Team: skills, value congruence, team spirit, experience, coordination Operations: control of raw materials & quality & inventory, production cost structure &
Ways of thinking
• • Deductive Reasoning consists of inferring specific instances from general principles or rules e.g. Kiran is taller than Suniel Sophia is shorter than Suniel Therefore Kiran is taller than Sophia • Inductive reasoning is the opposite of deductive reasoning. It consists of inferring general principles or rules from specific facts. • Inductive reasoning requires us to test facts or hypotheses • Remember the card example asking which ones to turn up to be sure the statement was true.
Entrepreneurs sis is on the leader and on mental states such as: judgement, intuition, wisdom, experience, insight. • Vision and perspective are key ideas here ( remember the working definition of creativity by Sternberg and Lubart (1991) SLIDE 12 • Vision serves as both an inspiration and a sense of what needs to be done a guiding idea. • Entrepreneurial concept comes for economics in particular Joseph Schumpeter (1950) Schumpeter was concerned with how organisations keep surviving in changing situations. • He was concerned with how the leader created ideas, new ways of doing things: within this he introduced the notion of creative destruction • Schumpeter was aware that economists like to deal with such things as money, machinery, land. He was concerned with things that are less tangible. Schumpeter held the view: • That entrepreneurs have not accumulated any kind of goods, nor created original means of production but have employed existing means of production differently, more appropriately, more advantageously. They have carried out new combinations.... And their profit, the surplus to which no liability corresponds, is an entrepreneurial profit. • • The key thing here is doing things in new ways and the capitalist bore the risk. Importantly Schumpeter thought that once the founder /leader ceased to innovate he/she was no longer an entrepreneur. Richard Branson is someone who fits the idea of an Entrepreneur.
• • •
• •
Strengths and Weaknesses Checklist
6 6
Marketing: product quality & differentiation, market share & research, pricing policies,
distribution channels, promotional programmes, customer services, advertising
Describing a firm strategy: competing in the present, preparing for the future
• • COMPETING FOR THE PRESENT PREPARING FOR THE FUTURE
STATIC
Where are we competing? Product market scope Geographical scope Vertical scope How are we competing? What is the basis of our competitive advantage
Research and Development: R &D capabilities in product and process Management Information System: speed, responsiveness, quality,
expandability, user-orientated system
Revision Diagrams
Dr Ita O’Donovan Strategic Management
Thinking and Knowing
• Thinking is a key component of cognition. • When we think, we perceive, classify, manipulate and combine information • At the end of the process, we know something we did not know before ( it is possible this new knowledge is incorrect • Need to remember we think not by language alone, we think in shapes, images
or design Governmental Changes: new legislation Economic Changes: interest rates; exchange rates, real personal income changes Competitive Changes: adoption new technologies; new competitors, price changes, new products Supplier Changes: change in input costs; supply change, changes in number of suppliers Market Changes: new use of products, new markets; product obsolesence