林奇《战略管理》(英文版第7版)教学课件_pp09
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林奇《战略管理》(英文版第7版)教学课件_pp10
Choosing between strategy options - 2
Strategy content
“What strategy will we select? And
what proposals does it contain?”
Six selection criteria
Procedures and techniques
what proposals does it contain?”
Six selection criteria
Procedures and techniques
Applying empirical evidence and guidelines
Strategy process
The classic strategic planning process
▪ Strategy process: the process of communication and discussion amongst those contributing to the development of the strategy and then its implementation
Slide 10.8
Six selection criteria for choosing between options - 1
Three (of six) main criteria:
▪ Consistency with the purpose and objectives of the organisation: a prime test for evaluating and selecting strategies
mission and objectives Non-quantified objectives may be important for some
林奇《战略管理》(英文版第7版)教学课件_pp08
Keep points short and well-argued Concentrate only on the key issues: no long lists Use key factors for success (KFS) as a guide
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Options can be combined together to give four options in total: four generic strategies for any organisation
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 8.6 Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 8.7
Options based on market opportunities - 1
In the 1980s, Professor Michael Porter argued that there were only four fundamental strategic options available to all companies: Porter’s Generic Strategy Options
Environment
Options
This session
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Options can be combined together to give four options in total: four generic strategies for any organisation
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 8.6 Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 8.7
Options based on market opportunities - 1
In the 1980s, Professor Michael Porter argued that there were only four fundamental strategic options available to all companies: Porter’s Generic Strategy Options
Environment
Options
This session
战略管理英文版第七版课程设计
Strategic Management Course Design - English Version(7th Edition)Introduction:The Strategic Management Course Design - English Version (7th Edition) is designed to provide students with the most up-to-date and comprehensive knowledge and insights on strategic management. The course is primarily med at undergraduate and graduate students enrolled in business, management, economics, and related programs. The course ms to equip students with the necessary theoretical and practical tools to understand the complexities of strategic management and theirapplication in real-world business scenarios.Learning Objectives:The primary objective of this course is to enable students to:1.Understand the concept of strategic management and itsimportance in business organizations.2.Analyze the external and internal environmental factors thatimpact organizational performance.3.Develop a strategic plan for an organization usingappropriate theoretical frameworks and models.4.Implement a strategic plan and monitor its performance overtime.5.Evaluate the effectiveness of a strategic plan and recommendimprovements when necessary.Course Outline:The following topics will be covered in this course:Topic 1: Introduction to Strategic Management•The importance of strategic management in business organizations.•The evolution of strategic management over time.•Key concepts and terms in strategic management.Topic 2: The External Environment•Analysis of the general environment.•Industry and competitive analysis.•Understanding competitor behavior.Topic 3: The Internal Environment•Analysis of resources, capabilities, and core competencies.•Analysis of organizational culture and structure.•Analysis of stakeholder interests.Topic 4: Strategic Formulation•Setting strategic goals and objectives.•Developing a business-level strategy.•Developing a corporate-level strategy.Topic 5: Strategic Implementation•Organizing for successful implementation.•Leading and controlling the implementation process.•Evaluating progress and outcomes.Topic 6: Strategic Evaluation and Control•Measuring performance and progress.•Taking corrective actions as needed.•Revising and updating the strategic plan.Topic 7: Contemporary Issues in Strategic Management•Globalization and strategic management.•Ethics and social responsibility in strategic management.•Managing strategic change.Course Delivery:The Strategic Management Course Design - English Version (7th Edition) will be delivered in a classroom setting using a variety of teaching methods including lecture presentations, class discussions, case studies, group projects, and guest lectures. In addition, online resources such as readings, videos, and quizzes will be provided to supplement classroom learning. Students will be assessed through a combination of examinations, assignments, and class participation.Conclusion:Overall, this course ms to provide students with a comprehensive understanding of strategic management and its application in real-world business scenarios. By the end of the course, students are expected to develop the necessary skills and knowledge to analyze, develop, implement, and evaluate strategic plans for organizations. The course isdesigned to be interactive and engaging, and students will have ample opportunities to apply theoretical concepts in practical scenarios.。
林奇《战略管理》(英文版第7版)教学课件_pp14
for change
Sources: Hart, S (1997) ‘Beyond Greening: Strategies for a Sustainable World’, Harvard Business Review, Reprint 97105, accessed free on the web courtesy of Vestas; Elkington, J (1994) ‘Towards the sustainable corporation: Winwin-win business strategies’, California Management Review, Winter, Vol 36, No 2, p90; Unruh, G and Ettenson, R (2010) ‘Growing Green’, Harvard Business Review, June; Unruh, G and Ettenson, R (2010) ‘Winning in the Green Frenzy’, Harvard Business Review, November.
Emergent outlook on
benefits and costs
•Changing customer attitudes and tastes •Further new technologies market opportunities and costs •Costs of energy price changes, supply issues
electrification Sustainable use of natural resources Protection of the biosphere and development of
Sources: Hart, S (1997) ‘Beyond Greening: Strategies for a Sustainable World’, Harvard Business Review, Reprint 97105, accessed free on the web courtesy of Vestas; Elkington, J (1994) ‘Towards the sustainable corporation: Winwin-win business strategies’, California Management Review, Winter, Vol 36, No 2, p90; Unruh, G and Ettenson, R (2010) ‘Growing Green’, Harvard Business Review, June; Unruh, G and Ettenson, R (2010) ‘Winning in the Green Frenzy’, Harvard Business Review, November.
Emergent outlook on
benefits and costs
•Changing customer attitudes and tastes •Further new technologies market opportunities and costs •Costs of energy price changes, supply issues
electrification Sustainable use of natural resources Protection of the biosphere and development of
管理学课件英文版Chapter7
– however, high-high was not always effective
© Prentice Hall, 2002
17-6
Early Leadership Theories (cont.)
Behavioral Theories (cont.)
– University of Michigan Studies - identified two dimensions of leadership
© Prentice Hall, 2002
17-1
Learning Objectives (cont.)
You should learn to: – Contrast transactional and transformational leaders – Describe the main characteristics of charismatic, visionary, and team leaders – Explain the various sources of power a leader might possess – Describe how leaders can create a culture of trust – Explain gender and cultural differences in leadership
© Prentice Hall, 2002
17-2
Leadership
Leader
– someone who can influence others and who has managerial authority • all managers should ideally be leaders • not all leaders have the ability to be an effective manager
Strategic Management战略管理课件
• 3，这里的“方法”是指企业整个战略作 业的方法，它兼有在拟定战略计划或在 计划之前的战略思考、战略远景构想或 环境分析的方法，以及计划本身的方法 或在计划方案择定以后的实施方法等涵 义。在战略作战中，能够选择正确的方 法，是保证企业“做正确的事（效能）” 以及“把正确的事做好（效率）”的关 键。因此，用“方法”定义战略，以提 示在众多方法之中，如何因地、因时、 因事、因人地选择方法是战略作业成败 的前提性条件。
• 2，在市场竞争中，与对手争夺的当然是顾客 （用户），这是市场竞争不同于其他博亦活动 的显著特征。企业要提高自己的市场占有率， 不可避免地就要与竞争者发生冲突，在一切环 境变量中，竞争者是最为能动性的变量。
• 企业要提高自己的市场占有率，就不可 避免地要与竞争者发生冲突，这一点在 零和市场上，表现得更为明显。因此， 战略的根本性任务就是在企业所择定的 经营领域里，建立比对手更为强大的竞 争优势，以抗拒竞争者的生存威胁，保 障企业自身的安全。
• 战略就是我们与对手争夺顾客的方法。 这一定义恰好包括战略三角形的全部三
相要素（企业、竞争者、顾客），而且 还包括了这三项要素间的相互关系。
• Webster (韦伯斯特)大辞典对战略的定义是： “对作为一个整体的组织来说首要的、普遍性 的、持久重要的计划或行动方向”。
• 转引自：Arthur Sharplin, Strategy Management, N.Y.:McGraw-Hill,1985,p.6.
• 美国管理学家希克斯和西尔瓦说：“在任何一 个和对手博弈的场合——网球赛、象棋赛、太 空竞赛、企业竞争等——胜利总是属于在思想 上、计划上以及行动上比对手高出一筹的一方。 这样的思想、计划及行动可以理解为战略。”
Strategic Management（1）
战略管理hill7e_basic_ch01中文.pptx
连大经管学院工商管理专业
6
为什么要学习战略管理学
❖1、人人需要战略 ❖两个故事：W女士 Y先生 ❖2、领导者的必修课 ❖3、组织发展生命线
连大经管学院工商管理专业
7
为什么有些组织能够成功，而另一些 却陷于失败？
战略是管理者们采取的旨在提高企业绩效的一系 列相互关联的行动。
❖ 战略领导：用最有效的方法管理企业的
连大经管学院工商管理专业
24
阿贝尔的公司业务定义模型
Figure 1.5
Source: D. F. Abell, Defining the Business: The Starting Point of Strategic Planning (Englewood Cliffs, Prentice Hall, 1980), p. 7.
❖职能层战略应当同业务层战略和全球战略保持一致并 支持上述 战略的实现.
• 职能层战略，旨在改善公司内部运营。 • 业务层战略，包括该业务的所有竞争要素。 • 全球战略，如何将运营扩展到本国之外，如何获得全球性
竞争优势。
• 公司层战略，如何实现组织长期赢利能力和利润增长最大 化
所有的战略归结起来应当导向一个有效的商业模式
连大经管学院工商管理专业
13
关于战略如何帮助企业获得竞争优势和实现卓越赢利 能力的管理模式
商业模式帮助企业解决以下问题:
• 顾客的选择
• 产品和服务如何向市场投放
• 产品的定义和差异化 • 企业内部活动的组织
• 为顾客创造价值
• 资源的配置
• 获得和保留顾客
• 实现和保持高水平的赢利能力
• 产品和服务的生产 • 长期增长
战略实现过程以创建竞争优势。
战略管理英文版最新版教学ppt课件第1章
What Is Strategy and Why Is It Important?
Part 1 Strategy Analysis 1-2
LO 1-1 Define competitive advantage, sustainable competitive advantage, competitive disadvantage, and competitive parity.
LO 1-7 Critically evaluate the role that different stakeholders play in the firm’s quest for competitive advantage.
1-8
EXHIBIT 1.1 Industry, Firm, and Other Effects Explaining Superior Firm Performance
❖ Yahoo buys Overture for its own search product
• Microsoft launches its own search in 2009
➢ Bing now partnered with Yahoo
1-4
Microsoft and Google – Online Search
• What’s happening in our chapter opener?
➢ Why might Microsoft have acted the way it did?
➢ If they had not killed Keywords, would Microsoft have beat Google to search and linked ads?
Part 1 Strategy Analysis 1-2
LO 1-1 Define competitive advantage, sustainable competitive advantage, competitive disadvantage, and competitive parity.
LO 1-7 Critically evaluate the role that different stakeholders play in the firm’s quest for competitive advantage.
1-8
EXHIBIT 1.1 Industry, Firm, and Other Effects Explaining Superior Firm Performance
❖ Yahoo buys Overture for its own search product
• Microsoft launches its own search in 2009
➢ Bing now partnered with Yahoo
1-4
Microsoft and Google – Online Search
• What’s happening in our chapter opener?
➢ Why might Microsoft have acted the way it did?
➢ If they had not killed Keywords, would Microsoft have beat Google to search and linked ads?
ch06 Corporate-Level Strategy(战略管理,英文版)PPT教学课件
Ch6-7
Motives, Incentives, and Resources for Diversification
Resources
Incentives
Managerial Motives
Managerial Motives Causing Value Reduction
Diversifying Managerial Employment Risk
service major appliances are spread over many different
products
Ch6-12
Alternative Diversification Strategies
Sharing Activities
Key Characteristics:
Sharing Activities can enhance potential for or reduce the cost of differentiation
Managerial Motives
Ch6-9
Adding Value by Diversification
Diversification most effectively adds value by either of two mechanisms:
By developing economies of scope between business units in the firms which leads to synergistic benefits
Key Characteristics:
Sharing Activities often lowers costs or raises differentiation
战略管理精要(完整版)PPT课件
includes both the corporation's mission and vision by stating what the company is now and what it wants to become.
17
The corporate mission
• The purpose or reason for the corporation's existence.
• Strategic decisions are rare: Strategic decisions are unusual and typically
have no precedent to follow;
consequential: Strategic decisions commit
substantial resources and demand a great deal of commitment;
3
• Strategic management
• Strategic management is that set of managerial decisions and actions that determines the long-run performance of a corporation. It includes environmental scanning, strategy formulation, strategy implementation, and evaluation and control.
directive: Strategic decisions set precedents for
lesser decisions and future actions throughout the organization.
17
The corporate mission
• The purpose or reason for the corporation's existence.
• Strategic decisions are rare: Strategic decisions are unusual and typically
have no precedent to follow;
consequential: Strategic decisions commit
substantial resources and demand a great deal of commitment;
3
• Strategic management
• Strategic management is that set of managerial decisions and actions that determines the long-run performance of a corporation. It includes environmental scanning, strategy formulation, strategy implementation, and evaluation and control.
directive: Strategic decisions set precedents for
lesser decisions and future actions throughout the organization.
战略管理英文课件 (7)
Chapter 4
“Like a product or service, the planning process itself must be managed and shaped, if it is to serve executives as a vehicle for strategic decision-making”
• Planning • Organizing • Motivating • Staffing • Controlling
Function Planning Organizing Motivating Staffing Controlling
Stage of StrategicManagement Process When Most Important
• Resistant to change • May represent a strength or weakness of firm
• Cultural products include: Values, beliefs, rites, rituals, ceremonies, myths, stories, legends, sagas, language, symbols, heroes
Wage & salary admin Employee benefits Interviewing Hiring Firing Training Management development Safety Affirmative action EEO Labor relations Career development
Marketing Customer analysis
Customer surveys
“Like a product or service, the planning process itself must be managed and shaped, if it is to serve executives as a vehicle for strategic decision-making”
• Planning • Organizing • Motivating • Staffing • Controlling
Function Planning Organizing Motivating Staffing Controlling
Stage of StrategicManagement Process When Most Important
• Resistant to change • May represent a strength or weakness of firm
• Cultural products include: Values, beliefs, rites, rituals, ceremonies, myths, stories, legends, sagas, language, symbols, heroes
Wage & salary admin Employee benefits Interviewing Hiring Firing Training Management development Safety Affirmative action EEO Labor relations Career development
Marketing Customer analysis
Customer surveys
战略管理英文课件 (7)
Resource Similarity
n Extent to which the type and amount of a firm’s internal resources are comparable to a rival
The Five-Forces Model of Competition
External Factors
Long-term Orientation
Measurable Applicable to Competing Firms Hierarchical
Industrial Organization (I/O) View
Industry factors are more important than internal factors
Steps to Determine if an Acceptable Profit Can Be Earned
1. Identify kห้องสมุดไป่ตู้y aspects or elements of each competitive force
2. Evaluate how strong and important each element is for the firm
Social, Cultural, Demographic, and Natural Environmental Forces
n Facts
q World population 7 billion q World population = 8 billion by 2028 q World population = 9 billion by 2054 q U.S. population > 310 million
战略管理英文课件 (9)
– Louis V. Gerstner, Jr., CEO, IBM Corporation
Vision
Agreement on the basic vision for which the firm strives to achieve in the long term is especially important.
Mission Statement Examples
At L’Oreal, we believe that lasting business success is built upon ethical standards which guide growth and on a genuine sense of responsibility to our employees, our consumers, our environment and to the communities in which we operate.
Resolution of Divergent Views
n A genuine decision must be based on divergent views to have a chance to be a right and effective decision
n Considerable disagreement over vision and mission statements can cause trouble if not resolved
Vision Statement Examples
General Motors’ vision is to be the world leader in transportation products and related services.
Vision
Agreement on the basic vision for which the firm strives to achieve in the long term is especially important.
Mission Statement Examples
At L’Oreal, we believe that lasting business success is built upon ethical standards which guide growth and on a genuine sense of responsibility to our employees, our consumers, our environment and to the communities in which we operate.
Resolution of Divergent Views
n A genuine decision must be based on divergent views to have a chance to be a right and effective decision
n Considerable disagreement over vision and mission statements can cause trouble if not resolved
Vision Statement Examples
General Motors’ vision is to be the world leader in transportation products and related services.
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Slide 9.1
Chapter 9
Developing corporate-level strategy options
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 9.2
Tools of corporate-level options: from acquisitions to restructuring
Corporate HQ issues
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 9.4
Developing corporate level strategy options - 2
In strategic management, Business Level options focus on individual markets and firms that operate in a single industry.
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 9.12
Developing corporate level options
Diversification options: benefits and costs
The lack of a competitive resource-based focus: by definition, a diversified corporation is not focussing on its particular resource strengths
Low-performing areas hide the value of high performing areas inside the overall group valuation: need to divest one or other?
The complexity and management of the diversified firm: argued that difficult for corporate HQ to have the skills to manage, or even understand, truly diverse individual businesses
Benefits internal to the group
Benefits external to the group
Financial benefits Lower cost of capital Business re-structuring when facing competitive pressures Efficient capital allocation between parts of the group
Options based on products and markets: portfolio matrices
Tools of corporate-level options: from acquisitions to restructuring
Corporate HQ issues
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Options: degree of diversification
Diversification issues
The role of the HQ: parenting options
Options based on products and markets: portfolio matrices
Corporate Level options concentrate on options available where a firm diversifies beyond a single area and operates in several markets, each with its own strategy, business team and profit centre.
Tools of corporate-level options: from acquisitions to restructuring
Corporate HQ issues
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Choice of diversification option: depends on the strategic context of the company’s headquarters, its leadership and management style and the opportunities and resources available at that time
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 9.10
Developing corporate level options
Diversification options: benefits and costs
Slide 9.3
Developing corporate level strategy options - 1
Environment
Options
Purpose
Options
Resources
Options
This session
Choice
Implement
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Benefits external to the group Vertical integration through ownership of owning its suppliers or the outlets through which its products are sold Market power through the added strength of belonging to a group Blocking competitors through market power
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 9.9
Diversification options - 3 Costs
Size and costs of headquarters staff: can be a substantial burden on the group
With corporate options, there will be a requirement for strategic management to undertake two tasks: Select which areas to diversify into and with what strategies: called diversification strategy Co-ordinate, manage and communicate with each business area and with outside organisations such as banks and shareholders: called corporate headquarters strategy.
How do multi-product corporations develop options
and manage the business?
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Options: degree of diversification
Diversification issues
The role of the HQ: parenting options
Options based on products and markets: portfolio matrices
Slide 9.11
Diversification options Degrees of diversification
Degrees of : Close-related diversification: common customers or suppliers Distant-related diversification: diverse products but underpinned by core technologies or competencies Unrelated diversification: little relation between parts of the group with the corporate headquarters acting largely as a resource allocator between the different parts
Chapter 9
Developing corporate-level strategy options
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 9.2
Tools of corporate-level options: from acquisitions to restructuring
Corporate HQ issues
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 9.4
Developing corporate level strategy options - 2
In strategic management, Business Level options focus on individual markets and firms that operate in a single industry.
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 9.12
Developing corporate level options
Diversification options: benefits and costs
The lack of a competitive resource-based focus: by definition, a diversified corporation is not focussing on its particular resource strengths
Low-performing areas hide the value of high performing areas inside the overall group valuation: need to divest one or other?
The complexity and management of the diversified firm: argued that difficult for corporate HQ to have the skills to manage, or even understand, truly diverse individual businesses
Benefits internal to the group
Benefits external to the group
Financial benefits Lower cost of capital Business re-structuring when facing competitive pressures Efficient capital allocation between parts of the group
Options based on products and markets: portfolio matrices
Tools of corporate-level options: from acquisitions to restructuring
Corporate HQ issues
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Options: degree of diversification
Diversification issues
The role of the HQ: parenting options
Options based on products and markets: portfolio matrices
Corporate Level options concentrate on options available where a firm diversifies beyond a single area and operates in several markets, each with its own strategy, business team and profit centre.
Tools of corporate-level options: from acquisitions to restructuring
Corporate HQ issues
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Choice of diversification option: depends on the strategic context of the company’s headquarters, its leadership and management style and the opportunities and resources available at that time
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 9.10
Developing corporate level options
Diversification options: benefits and costs
Slide 9.3
Developing corporate level strategy options - 1
Environment
Options
Purpose
Options
Resources
Options
This session
Choice
Implement
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Benefits external to the group Vertical integration through ownership of owning its suppliers or the outlets through which its products are sold Market power through the added strength of belonging to a group Blocking competitors through market power
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 9.9
Diversification options - 3 Costs
Size and costs of headquarters staff: can be a substantial burden on the group
With corporate options, there will be a requirement for strategic management to undertake two tasks: Select which areas to diversify into and with what strategies: called diversification strategy Co-ordinate, manage and communicate with each business area and with outside organisations such as banks and shareholders: called corporate headquarters strategy.
How do multi-product corporations develop options
and manage the business?
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Options: degree of diversification
Diversification issues
The role of the HQ: parenting options
Options based on products and markets: portfolio matrices
Slide 9.11
Diversification options Degrees of diversification
Degrees of : Close-related diversification: common customers or suppliers Distant-related diversification: diverse products but underpinned by core technologies or competencies Unrelated diversification: little relation between parts of the group with the corporate headquarters acting largely as a resource allocator between the different parts