企业战略管理第5章
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▪Competes in growing industry
▪Increased economies of scale – major competitive
advantages
▪Faltering due to lack of managerial expertise or
need for particular resource
PPT文档演模板
企业战略管理第5章
•Strategies in Action
Strategies for taking the hill won’t necessarily hold it. – Amar Bhide
The early bird may get the worm, but the second mouse gets the cheese. – Unknown
▪Firm’s competitors
PPT文档演模板
企业战略管理第5章
•Horizontal Integration Strategies •Guidelines --
▪Gain monopolistic characteristics w/o federal
government challenge
PPT文档演模板
企业战略管理第5章
Not Managing by Objectives
n Managing by extrapolation n Managing by crisis n Managing by subjectives n Managing by hope
PPT文档演模板
企业战略管理第5章
of short-term profitability
▪Tradeoffs related to risk of actions; concern for
business ethics; need to preserve natural environment; social responsibility issues
PPT文档演模板
企业战略管理第5章
Chapter Outline ( ) cont’d
•Outsourcing
•Strategic Management in Nonprofit & Governmental Organizations
•Strategic Management in Small Firms
PPT文档演模板
企业战略管理第5章
•Backward Integration Strategies •Guidelines --
▪Current suppliers – expensive or unreliable ▪# of suppliers is small; # of competitors is large ▪High growth in industry sector ▪Firm has both capital & HR to manage new
•The Balanced Scorecard
•Robert Kaplan & David Norton --
▪Strategy evaluation & control technique ▪Balance financial measures with non-financial
measures
PPT文档演模板
企业战略管理第5章
•Types of Strategies
•A Small Company
•Company Level
•Functional Level •Operational Level
PPT文档演模板
企业战略管理第5章
•Types of Strategies
•
Vertical Integration Strategies
•Intensive Strategies •Diversification Strategies
•Defensive Strategies
PPT文档演模板
企业战略管理第5章
Chapter Outline ( ) cont’d
•Michael Porter’s Generic Strategies •Means for Achieving Strategies •First Mover Advantages
PPT文档演模板
企业战略管理第5章
•Forward Integration Strategies •Gain Control Over --
▪Distributors ▪Retailers
PPT文档演模板
企业战略管理第5章
•Forward Integration Strategies •Guidelines --
▪Balance shareholder objectives with customer
& operational objectives
PPT文档演模板
企业战略管理第5章
•Types of Strategies
•A Large Company
•Corp Level
•Division Level
•Functional Level •Operational Level
PPT文档演模板
企业战略管理第5章
•Market Penetration Strategies
•Guidelines --
▪Current markets not saturated ▪Usage rate of present customers can be increased
significantly
•Long-Term Objectives
Results expected from pursuing certain strategies
Strategies represent actions to accomplish long-term objectives
PPT文档演模板
企业战略管理第5章
business of distribution
▪Current distributors have high profit margins
PPT文档演模板
企业战略管理第5章
•Backward Integration Strategies •Ownership or Control --
▪Firm’s suppliers
▪Current distributors – expensive or unreliable ▪Availability of quality distributors – limited ▪Firm competing in industry expected to grow
markedly
▪Firm has both capital & HR to manage new
▪Shares of competitors declining; industry sales
increasing
▪Increased economies of scale provide major
competitive advantage
PPT文档演模板
企业战略管理第5章
•Market Development Strategies
▪Improve competitive position with
existing products
PPT文档演模板
企业战略管理第5章
•Market Penetration Strategies
•Increased Market Share --
▪Present products/services ▪Present markets ▪Greater marketing efforts
PPT文档演模板
企业战略管理第5章
Varying Performance Measures by Organizational Level
PPT文档演模板
企trategic Objectives •Financial Objectives
▪Growth in revenues ▪Growth in earnings ▪Higher dividends ▪Higher profit margins ▪Higher earnings per share ▪Improved cash flow
企业战略管理_第5章
PPT文档演模板
2020/11/10
企业战略管理第5章
Chapter Outline
•Long-Term Objectives •Types of Strategies •Integration Strategies
PPT文档演模板
企业战略管理第5章
Chapter Outline ( ) cont’d
PPT文档演模板
企业战略管理第5章
•Strategies in Action
•Companies Embrace Strategic Planning -- Quest for higher revenues -- Quest for higher profits
PPT文档演模板
企业战略管理第5章
PPT文档演模板
企业战略管理第5章
•Financial vs. Strategic Objectives
•Trade-Off
▪Maximize short-term financial objectives – harm
long-term strategic objectives
▪Pursue increased market share at the expense
PPT文档演模板
企业战略管理第5章
•Types of Strategies
•
Intensive Strategies
•Market Penetration
•Market Development
•Product Development
PPT文档演模板
企业战略管理第5章
•Intensive Strategies •Intensive Efforts --
•Forward Integration
•Backward Integration
•Horizontal Integration
PPT文档演模板
企业战略管理第5章
•Vertical Integration Strategies •Gain Control Over --
▪Distributors ▪Suppliers ▪Competitors
PPT文档演模板
企业战略管理第5章
•Financial vs. Strategic Objectives
•Strategic Objectives
▪Larger market share ▪Quicker on-time delivery than rivals ▪Quicker design-to-market times than rivals ▪Lower costs than rivals ▪Higher product quality than rivals ▪Wider geographic coverage than rivals
•Long-Term Objectives
•Objectives --
▪Quantifiable ▪Measurable ▪Realistic ▪Understandable ▪Challenging
PPT文档演模板
企业战略管理第5章
•Long-Term Objectives
•Objectives --
business
▪Stable prices are important ▪Current suppliers have high profit margins
PPT文档演模板
企业战略管理第5章
•Horizontal Integration Strategies •Ownership or Control --
▪Hierarchical ▪Obtainable ▪Congruent ▪Time-line
PPT文档演模板
企业战略管理第5章
•Long-Term Objectives
•Strategists Should Avoid --
▪Managing by Extrapolation ▪Managing by Crisis ▪Managing by Subjectives ▪Managing by Hope
▪Increased economies of scale – major competitive
advantages
▪Faltering due to lack of managerial expertise or
need for particular resource
PPT文档演模板
企业战略管理第5章
•Strategies in Action
Strategies for taking the hill won’t necessarily hold it. – Amar Bhide
The early bird may get the worm, but the second mouse gets the cheese. – Unknown
▪Firm’s competitors
PPT文档演模板
企业战略管理第5章
•Horizontal Integration Strategies •Guidelines --
▪Gain monopolistic characteristics w/o federal
government challenge
PPT文档演模板
企业战略管理第5章
Not Managing by Objectives
n Managing by extrapolation n Managing by crisis n Managing by subjectives n Managing by hope
PPT文档演模板
企业战略管理第5章
of short-term profitability
▪Tradeoffs related to risk of actions; concern for
business ethics; need to preserve natural environment; social responsibility issues
PPT文档演模板
企业战略管理第5章
Chapter Outline ( ) cont’d
•Outsourcing
•Strategic Management in Nonprofit & Governmental Organizations
•Strategic Management in Small Firms
PPT文档演模板
企业战略管理第5章
•Backward Integration Strategies •Guidelines --
▪Current suppliers – expensive or unreliable ▪# of suppliers is small; # of competitors is large ▪High growth in industry sector ▪Firm has both capital & HR to manage new
•The Balanced Scorecard
•Robert Kaplan & David Norton --
▪Strategy evaluation & control technique ▪Balance financial measures with non-financial
measures
PPT文档演模板
企业战略管理第5章
•Types of Strategies
•A Small Company
•Company Level
•Functional Level •Operational Level
PPT文档演模板
企业战略管理第5章
•Types of Strategies
•
Vertical Integration Strategies
•Intensive Strategies •Diversification Strategies
•Defensive Strategies
PPT文档演模板
企业战略管理第5章
Chapter Outline ( ) cont’d
•Michael Porter’s Generic Strategies •Means for Achieving Strategies •First Mover Advantages
PPT文档演模板
企业战略管理第5章
•Forward Integration Strategies •Gain Control Over --
▪Distributors ▪Retailers
PPT文档演模板
企业战略管理第5章
•Forward Integration Strategies •Guidelines --
▪Balance shareholder objectives with customer
& operational objectives
PPT文档演模板
企业战略管理第5章
•Types of Strategies
•A Large Company
•Corp Level
•Division Level
•Functional Level •Operational Level
PPT文档演模板
企业战略管理第5章
•Market Penetration Strategies
•Guidelines --
▪Current markets not saturated ▪Usage rate of present customers can be increased
significantly
•Long-Term Objectives
Results expected from pursuing certain strategies
Strategies represent actions to accomplish long-term objectives
PPT文档演模板
企业战略管理第5章
business of distribution
▪Current distributors have high profit margins
PPT文档演模板
企业战略管理第5章
•Backward Integration Strategies •Ownership or Control --
▪Firm’s suppliers
▪Current distributors – expensive or unreliable ▪Availability of quality distributors – limited ▪Firm competing in industry expected to grow
markedly
▪Firm has both capital & HR to manage new
▪Shares of competitors declining; industry sales
increasing
▪Increased economies of scale provide major
competitive advantage
PPT文档演模板
企业战略管理第5章
•Market Development Strategies
▪Improve competitive position with
existing products
PPT文档演模板
企业战略管理第5章
•Market Penetration Strategies
•Increased Market Share --
▪Present products/services ▪Present markets ▪Greater marketing efforts
PPT文档演模板
企业战略管理第5章
Varying Performance Measures by Organizational Level
PPT文档演模板
企trategic Objectives •Financial Objectives
▪Growth in revenues ▪Growth in earnings ▪Higher dividends ▪Higher profit margins ▪Higher earnings per share ▪Improved cash flow
企业战略管理_第5章
PPT文档演模板
2020/11/10
企业战略管理第5章
Chapter Outline
•Long-Term Objectives •Types of Strategies •Integration Strategies
PPT文档演模板
企业战略管理第5章
Chapter Outline ( ) cont’d
PPT文档演模板
企业战略管理第5章
•Strategies in Action
•Companies Embrace Strategic Planning -- Quest for higher revenues -- Quest for higher profits
PPT文档演模板
企业战略管理第5章
PPT文档演模板
企业战略管理第5章
•Financial vs. Strategic Objectives
•Trade-Off
▪Maximize short-term financial objectives – harm
long-term strategic objectives
▪Pursue increased market share at the expense
PPT文档演模板
企业战略管理第5章
•Types of Strategies
•
Intensive Strategies
•Market Penetration
•Market Development
•Product Development
PPT文档演模板
企业战略管理第5章
•Intensive Strategies •Intensive Efforts --
•Forward Integration
•Backward Integration
•Horizontal Integration
PPT文档演模板
企业战略管理第5章
•Vertical Integration Strategies •Gain Control Over --
▪Distributors ▪Suppliers ▪Competitors
PPT文档演模板
企业战略管理第5章
•Financial vs. Strategic Objectives
•Strategic Objectives
▪Larger market share ▪Quicker on-time delivery than rivals ▪Quicker design-to-market times than rivals ▪Lower costs than rivals ▪Higher product quality than rivals ▪Wider geographic coverage than rivals
•Long-Term Objectives
•Objectives --
▪Quantifiable ▪Measurable ▪Realistic ▪Understandable ▪Challenging
PPT文档演模板
企业战略管理第5章
•Long-Term Objectives
•Objectives --
business
▪Stable prices are important ▪Current suppliers have high profit margins
PPT文档演模板
企业战略管理第5章
•Horizontal Integration Strategies •Ownership or Control --
▪Hierarchical ▪Obtainable ▪Congruent ▪Time-line
PPT文档演模板
企业战略管理第5章
•Long-Term Objectives
•Strategists Should Avoid --
▪Managing by Extrapolation ▪Managing by Crisis ▪Managing by Subjectives ▪Managing by Hope