最新《战略管理》期末复习资料

精品文档《战略管理》期末复习资料——英文版,大题目1.战略管理在现代企业中为什么变得很重要？Research indicates that organizations that engage in strategic management generally outperform those that do not. The attainment of an appropriate match or fit between an organization's environment and its strategy, structure, and processes has positive effects on the organization's performance. A firm cannot afford to follow intuitive strategies once it becomes large, has layers of management, or its environment changes substantially. As the world's environment becomes increasingly complex and changing, strategic management is used by today's corporations as one way to make the environment more manageable.2. 企业能否同时采用成本领先战略和差异化战略，为什么？Michael Porter argues that a business unit which is unable to achieve one of the competitive strategies is likely to be "stuck in the middle" of the competitive marketplace with no competitive advantage. That unit, according to Porter, is doomed to below-average performance. Research by Greg Dess and Peter Davis as well as by Rod White, suggests however, that this may not be the case. Examples can be found of businesses which have been able to jointly follow overall low cost and high quality differentiation strategies.Japanese companies such as Toyota in automobiles and Matsushita in consumer electronics are good examples. Their offer of low price and high quality created serious problems for those companies following only one competitive strategy in the U.S.3.在全球环境下，资源基础观对战略管理有什么关联性？The resource-based view of the firm is an attempt to bring attention to the importance of a corporation's resources in strategic management. As noted in the text, experts on the resource-based view suggest that differences in performance among companies may be explained best, not through differences in industry structure identified by industry analysis, but through differences in corporate assets and resources and their application. The resource-based view of the firm is compatible with the traditional concepts of S.W.O.T. and distinctive competence popular in the field since the 1960s.The only danger with the resource-based approach is that people may go overboard again and tend to put too much emphasis on internal factors and not enough on external factors.Nevertheless, the idea that the durability and imitability of corporate resources determine competitive advance is a very useful one. The movement toward a more global environment simply accentuates the need to assess and to build a firm’s competencies so that it can successfully compete world-wide. A competency may be distinctive in one’s home country, but only be a core competency (or less) in another location in the world.4. How can a decision maker identify strategic factors in the corporation's external environment?List three or more trends emerging in each of the four forces of a firm's societal environment. Then estimate the likely impact of these general trends upon the primary stakeholders, e.g., communities, creditors, competitors, etc. These data form a series of strategic issues - those trends and developments that are very likely to determine the future environment.Plot these strategic issues on an issues priority matrix. Those issues judged to have a high probability of occurring and a high probable impact on the corporation are strategic factors. Categorize these精品文档factors as opportunities or threats. Keep in mind that some strategic factors may be both opportunities and threats depending upon how one views them.5.企业制定战略需要什么信息，为什么？In order to properly formulate strategy, it is essential to have information on the important variables in both the external and internal environments of the corporation. This includes general forces in the societal environment as well as the more easy-to-identify groups such as customers and competitors in the task environment. A corporation needs to have this information in order to identify a need it can fulfill via its corporate mission.It is also important to have information on the corporation's structure, culture, and resources. A corporation needs to have this information in order to assess its capabilities to satisfy a customer's need by making and/or distributing a product or service. Information on both the internal and external environments can also help a corporation to predict likely opportunities and threats. Long-term strategies can be designed with these in mind.6. 为了获得竞争力，企业是将资源放在核心竞争力上还是在减少劣势上？This is one of the toughest questions in strategic management. Unfortunately, there is no one best answer to this question. Most of the literature in strategy does not even deal with this issue, yet it is a crucial one.The heavy emphasis on building distinctive competencies in the literature seems to assume that the company has no significant weaknesses. A weakness, in itself, is not a problem unless it prevents the company from successfully implementing its strategy. One solution to this question is to argue that a company must do both: build distinctive competencies and eliminate core weaknesses. However, if there is insufficient money to do both, what then? If the weakness is an obstacle to effective strategy implementation, either the weakness must be fixed or the strategy changed. This should be a good discussion question - especially for grad students.7. Why are strategic decisions different from other types of decisions?Strategic decisions deal with the long-run future of the entire organization and have three characteristics which differentiate them from other types of decisions:(1)They are rare. Strategic decisions are unusual and typically have no precedent to follow;(2)They are consequential. Strategic decisions commit substantial resources and demand a great deal of commitment;(3)They are directive. Strategic decisions set precedents for lesser decisions and future actions throughout the organization.8.公司战略管理是怎样演化的Strategic management within a firm generally evolves through four seguential phases of developmentphase1:Basic financial planningphase2:Forecast-based planningphase3:Externally oriented strategic planningphase4:Strategic management9.描述价值链并说明价值链分析怎样帮助企业获得竞争优势？A value chain is a linked set of value-creating activities beginning with basic raw materials coming from suppliers, to a series of value-added activities involved in producing and marketing a product or service, and ending with distributors getting the final goods into the hands of the ultimate consumer.The systematic examination of individual value activities can lead to精品文档a better understanding of a corporation’strengths and weaknesses-thus identifying any core or distinctive competencies.According to Porter,“Differences among competitor value chains are a key source of competitive advantage.”.10.社会环境的力量，五力模型Societal environment is mankind’s social system that includes gene ral forces that do not directly touch on the short-run activities ofthe organization that can, and often do, influence its lung-run dec ision.（1）E conomic forces，T echnological f orces，P olitical-legal forces ，S ociocultural forces（2）Threat of new entrants、Rivalry among existing firms、Threat of substitute products、Bargaining power of buyers、Bargaining power of suppliers11.当企业变得超竞争时，保持可持续的竞争优势是否有可能？In his book Hypercompetition, D’Aveni proposes that it is becoming increasingly difficult to sustain a competitive advantage for very long. Consequently, a company or business unit must constantly work to improve its competitive advantage or else it will not be sustainable.It is not enough to be just the lowest cost competitor. Through continuous improvement programs, competitors are usually working to lower their costs as well. Firms must find new ways not only to reduce costs further, but also to add value to the product or service being provided. The same is true of a firm or unit that is following a differentiation strategy.According to D'Aveni, companies in a hypercompetitive industry learn to quickly imitate the successful strategies of market leaders - making it increasingly difficult to sustain any competitive advantage. Competitive advantage in a hypercompetitive industry comes from an up-to-date knowledge of environmental trends and competitive activity coupled with a willingness to risk a current advantage for a possible new advantage. Companies must thus be willing to cannibalize their own successful products in order to sustain their competitive advantage. Since hypercompetitive industries go through escalating stages of competition, the only real sustainable competitive advantage lies not in a corporation's product line, but in its ability to learn and to adapt to constantly changing conditions.12. 什么时候战略决策时，规划模式要比企业家模式和适应性模式要优越？The planning mode is generally superior to the entrepreneurial and adaptive modes when the organization is fairly large, when knowledge is spread throughout the organization, and when the organization has at least a moderate amount of time to engage in strategic planning.The book proposes that the planning mode is more rational and thus a better way of making most strategic decisions than are the other modes. It may not, however, always be possible. The entrepreneurial mode can be very useful when time is short, one person or group is able to grasp the essentials of the business and its environment, and that person or group is able to influence the rest of the organization to accept the strategic decision. The adaptive mode is generally not considered to be very effective in most situations, but seems to be the fallback mode when entrepreneurial or planning modes can't operate effectively because of political infighting or lethargy. It is a typical mode in not-for-profit organizations.13. 对比S.W.O.T 分析和投资组合分析These two approaches are alike in a number of ways. They are both attempts to summarize the key strategic factors coming out of an in-depth analysis of the external and internal environment of a corporation or business unit. They are also easy to remember buzz-words for use in the situational analysis. Terms like S.W.O.T., cash cows, and dogs help remind the student that the basis of strategic management is environmental assessment.They are different in terms of what they stand for. SWOT is merely an acronym for S trengths, W eaknesses, O pportunities, and T hreats. It is not really a technique to aid in situation analysis. It merely is a buzz-word to help a person remember to search for strategic variables. Portfolio analysis, in contrast, is a term for a whole series of different techniques for analyzing internal and external environmental factors. Neither is really a substitute for the other and can actually complement each other.14. 战略的层次性The hierarchy of strategy is a term used to describe the interrelationships among the three levels of strategy (c orporate, b usiness, and f unctional) typically foundin large business corporations.Beginning with the corporate level, each level of strategy forms the strategic environment of the next level in the corporation. This means that corporate level objectives, strategies, and policies form a key part of the environment of a divisionor business unit. The objectives, strategies, and policies of the division or unit must therefore be formulated so as to help achieve the plans of the corporate level. The same is true of functional departments which must operate within the objectives, strategies, and policies of a division or unit.15. 根据波特的行业分析，百事可乐是可口可乐的替代品吗？According to Porter, substitute products are those products that appear to be different but can satisfy the same need as another product. The identificationof possible substitute products or services means searching for products or services that can perform the same function, even though they may not appear to be easily substitutable. Pepsi and Coke are, therefore, not substitutes for each other. They are merely different brands of the same cola product. The real question here is: what is the product? If the product is colas, then a lemon-lime drink like Seven Up could be a substitute product. If the product is carbonated soft drinks, then other beverages which might perform the same function could be identified, such as coffee, tea, beer, wine, or Kool Aid.16. 作为公司战略，水平增长不同于垂直增长的地方是？ From concentric diversification?Horizontal growth is the expanding of firm's activities into other geographic regions and/or by increasing the range of products and services offered to current markets. It often involves the acquisition of another firm in the same industry, but it could also be through the expansion of a firm's products in its current markets or expansion into another geographic region .Vertical growth, in contrast, involves a firm's taking over a function previously performed by a supplier or a distributor. This would typically involve the addition of activities in other industries either forward or backward on the value chain of current products or services. The additions are primary justified in terms of support of the current product lines regardless of their being in other industries.Concentric diversification, in contrast, is the addition of products or divisions which are related to the corporation's main business, but are added because of the attractiveness of other industries rather than because they support the activities of the current product lines. The additions may be through acquisition or through internal development. The firm buys or develops another division which is similar to its present product-line. The products are not alike, but have a "common thread" relating them.If Coca Cola bought RC Cola, it would be an example of horizontal integration. If it purchased its distributors, this would be an example of forward vertical integration. Its acquisition of Taylor Wines, however, was an example of concentric diversification.。