战略管理 2
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Strategic Management in Action
The Context of Managing Strategically
Prentice Hall, 2002
End Show
2-1
Learning Objectives
1. Define competitive advantage. 2. Describe the different perspectives on ways to achieve competitive advantage. 3. Explain what makes organizational resources unique. 4. Discuss the concept of transitory (temporary) competitive advantage. 5. Describe the driving forces of the “new” business environment. 6. Explain the implications of the “new” business environment.
End Show
Guerilla View
Temporary Ability to change and radically surprise competitors with strategic actions External and internal Continual, radical, and chaotic conditions Rapidly and repeatedly disrupting current situation and surprising competitors
Prentice Hall, 2002
End Show
2-4
MANAGING STRATEGICALLY & COMPETITIVE ADVANTAGE Competitive Advantage
(or competitive edge)
ห้องสมุดไป่ตู้
Sets an organization apart
Having something other competitors don't Doing something better than other organizations Doing something that others can't
Prentice Hall, 2002
End Show
2 - 10
REALITIES OF THE NEW BUSINESS ENVIRONMENT
Drivers of the New Business Environment
The New Business Environment Figure 2-3
Information revolution Technological advances and breakthroughs Globalization
Implications Continual turbulence and change Reduced need for physical assets Vanishing distance Compressed time
I/O View
Competitive Advantage Determinants of Profitability Focus of Analysis Major Concern Strategic Choices Positioning in industry Characteristics of industry; firm’s position within industry External Competition Choosing attractive industry
Globalization
Solves customer needs Segments markets on a global basis
Prentice Hall, 2002
End Show
2 - 14
REALITIES OF THE NEW BUSINESS ENVIRONMENT
Is it easily imitated?
Prentice Hall, 2002
End Show
2-9
MANAGING STRATEGICALLY & COMPETITIVE ADVANTAGE Guerilla View
Competitive advantage is only temporary Changes that characterize environment
(continued on next slide)
Prentice Hall, 2002
End Show
2-2
Learning Objectives
7. Discuss the critical success factors for the “new” business environment. 8. Differentiate between organizational vision and mission. 9. Describe the concept of a world-class organization. 10. Discuss how corporate social responsibility and ethics affect strategic management. 11. Define organizational learning. 12. Describe the characteristics of a learning organization.
Necessary for long-term success and survival
2-5
Prentice Hall, 2002
End Show
MANAGING STRATEGICALLY & COMPETITIVE ADVANTAGE
Table 2-1 Comparison of I/O, Resource-Based, & Guerilla Views of Competitive Advantage
End Show
Critical Success Factors Ability to embrace change Creativity and innovation capabilities Being a world-class organization
2 - 11
Prentice Hall, 2002
Resource-Based View ResourcePossessing unique organizational assets Type, amount, and nature of firm’s resources Internal Resources— competencies Developing unique resources and capabilities
Financial, Physical, Human, Intangible, Structural-cultural
Resource must be unique
Prentice Hall, 2002
End Show
2-8
MANAGING STRATEGICALLY & COMPETITIVE ADVANTAGE
Prentice Hall, 2002
End Show
2-3
MANAGING STRATEGICALLY & COMPETITIVE ADVANTAGE Managing Strategically
Make decisions and implement strategies that develop and maintain competitive advantage Recognize impact of dynamic external factors Capitalize on organizational resources and capabilities
End Show
2 - 12
Drivers of the New Business Environment
Table 2-2
Major Technological Trends
Increasing rate of change and diffusion Increasing commercialization of innovations Increasing dependence on knowledge intensity Advent of increasing returns
Prentice Hall, 2002
End Show
2 - 13
Drivers of the New Business Environment Globalization
Specific ways global factors impact
Global marketplace Global competitors
Continual Radical Revolutionary
Successful organizations must be adept at
Rapid and repeated disruptions of current situation Radical surprises keep competitors off balance
Prentice Hall, 2002
End Show
2-7
MANAGING STRATEGICALLY & COMPETITIVE ADVANTAGE Resource-Based View (RBV)
Exploiting resources develops and maintains advantage Difference in culture, experiences, assets, and capabilities Link internal assets and capabilities with environment Key assets (resources) give a firm sustainable advantage
Does it add value?
Is it rare?
What Makes Organizational Resources Unique? Figure 2-2
Organizational Resources as Competitive Advantage
Can firm exploit it?
2-6
Prentice Hall, 2002
MANAGING STRATEGICALLY & COMPETITIVE ADVANTAGE Industrial Organization (I/O) View
Focus of the strategic analysis is external Structural forces Competitive environment Michael Porter
Drivers of the New Business Environment The Information Revolution
Information readily available Information as the essential resource of production
Technological Advances and Breakthroughs
Perform tasks with equipment, materials, knowledge, and experience Four major technological trends
Prentice Hall, 2002
The Context of Managing Strategically
Prentice Hall, 2002
End Show
2-1
Learning Objectives
1. Define competitive advantage. 2. Describe the different perspectives on ways to achieve competitive advantage. 3. Explain what makes organizational resources unique. 4. Discuss the concept of transitory (temporary) competitive advantage. 5. Describe the driving forces of the “new” business environment. 6. Explain the implications of the “new” business environment.
End Show
Guerilla View
Temporary Ability to change and radically surprise competitors with strategic actions External and internal Continual, radical, and chaotic conditions Rapidly and repeatedly disrupting current situation and surprising competitors
Prentice Hall, 2002
End Show
2-4
MANAGING STRATEGICALLY & COMPETITIVE ADVANTAGE Competitive Advantage
(or competitive edge)
ห้องสมุดไป่ตู้
Sets an organization apart
Having something other competitors don't Doing something better than other organizations Doing something that others can't
Prentice Hall, 2002
End Show
2 - 10
REALITIES OF THE NEW BUSINESS ENVIRONMENT
Drivers of the New Business Environment
The New Business Environment Figure 2-3
Information revolution Technological advances and breakthroughs Globalization
Implications Continual turbulence and change Reduced need for physical assets Vanishing distance Compressed time
I/O View
Competitive Advantage Determinants of Profitability Focus of Analysis Major Concern Strategic Choices Positioning in industry Characteristics of industry; firm’s position within industry External Competition Choosing attractive industry
Globalization
Solves customer needs Segments markets on a global basis
Prentice Hall, 2002
End Show
2 - 14
REALITIES OF THE NEW BUSINESS ENVIRONMENT
Is it easily imitated?
Prentice Hall, 2002
End Show
2-9
MANAGING STRATEGICALLY & COMPETITIVE ADVANTAGE Guerilla View
Competitive advantage is only temporary Changes that characterize environment
(continued on next slide)
Prentice Hall, 2002
End Show
2-2
Learning Objectives
7. Discuss the critical success factors for the “new” business environment. 8. Differentiate between organizational vision and mission. 9. Describe the concept of a world-class organization. 10. Discuss how corporate social responsibility and ethics affect strategic management. 11. Define organizational learning. 12. Describe the characteristics of a learning organization.
Necessary for long-term success and survival
2-5
Prentice Hall, 2002
End Show
MANAGING STRATEGICALLY & COMPETITIVE ADVANTAGE
Table 2-1 Comparison of I/O, Resource-Based, & Guerilla Views of Competitive Advantage
End Show
Critical Success Factors Ability to embrace change Creativity and innovation capabilities Being a world-class organization
2 - 11
Prentice Hall, 2002
Resource-Based View ResourcePossessing unique organizational assets Type, amount, and nature of firm’s resources Internal Resources— competencies Developing unique resources and capabilities
Financial, Physical, Human, Intangible, Structural-cultural
Resource must be unique
Prentice Hall, 2002
End Show
2-8
MANAGING STRATEGICALLY & COMPETITIVE ADVANTAGE
Prentice Hall, 2002
End Show
2-3
MANAGING STRATEGICALLY & COMPETITIVE ADVANTAGE Managing Strategically
Make decisions and implement strategies that develop and maintain competitive advantage Recognize impact of dynamic external factors Capitalize on organizational resources and capabilities
End Show
2 - 12
Drivers of the New Business Environment
Table 2-2
Major Technological Trends
Increasing rate of change and diffusion Increasing commercialization of innovations Increasing dependence on knowledge intensity Advent of increasing returns
Prentice Hall, 2002
End Show
2 - 13
Drivers of the New Business Environment Globalization
Specific ways global factors impact
Global marketplace Global competitors
Continual Radical Revolutionary
Successful organizations must be adept at
Rapid and repeated disruptions of current situation Radical surprises keep competitors off balance
Prentice Hall, 2002
End Show
2-7
MANAGING STRATEGICALLY & COMPETITIVE ADVANTAGE Resource-Based View (RBV)
Exploiting resources develops and maintains advantage Difference in culture, experiences, assets, and capabilities Link internal assets and capabilities with environment Key assets (resources) give a firm sustainable advantage
Does it add value?
Is it rare?
What Makes Organizational Resources Unique? Figure 2-2
Organizational Resources as Competitive Advantage
Can firm exploit it?
2-6
Prentice Hall, 2002
MANAGING STRATEGICALLY & COMPETITIVE ADVANTAGE Industrial Organization (I/O) View
Focus of the strategic analysis is external Structural forces Competitive environment Michael Porter
Drivers of the New Business Environment The Information Revolution
Information readily available Information as the essential resource of production
Technological Advances and Breakthroughs
Perform tasks with equipment, materials, knowledge, and experience Four major technological trends
Prentice Hall, 2002