战略管理期末考试重点

• Economic responsibility • Legal responsibility • Moral responsibility
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved.
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Strategic Direction
战略管理期末考试重点
The strategic management process
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved.
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Strategic Analysis
• Ch 1 Strategic Management: An Overview
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved.
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What is Strategy?
“A unified, comprehensive, and integrated plan designed to ensure that the basic objectives of the enterprise are achieved.” (Glueck, 1980:9)
• Strategic direction is a course of action that leads to the achievement of the goals of an organization's strategy.
• Strategic direction is about the long term goals and objectives of the organization.
• Strategic direction defines the purposes for which an organization exists and operates.
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved.
2• Strategic Management consists of the analysis, decisions and actions an organization undertakes in order to create and sustain competitive advantages. (P5)
• Actions
• Allocate necessary resources • Design the organization to bring intended strategies
to reality
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved.
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Social Responsibility
• Social responsibility: the expectation that businesses or individuals will strive to improve the overall welfare of society.
• Strategic Management(P5) • Processes of Strategic Management • Social Responsibility(P15) • Strategic Direction (P19) • Sustainable Development • Corporate Governance
or improve their performance.
“A good strategy… neutralizes threats and exploits opportunities while capitalizing on strengths and avoiding or fixing weaknesses.” (Barney, 1997:17)
• Analysis
• Strategic goals (vision, mission, strategic objectives) • Internal and external environment of the firm
• Strategic decisions
• What industries should we compete in? • How should we compete in those industries?
“T•heApnaitntetrengorrapteladn athnadt icnoteogrrdatiensataendosrgeatnoizfation’s major goaclso, mpomliciitems,eanntds a&ctaiocntisoenqsuednecseisgninetodatocoehxepsilvoeitwhole.” (Qucinonr,e19c8o0m) petencies and gain a competitive “A paadttevrannotaf rgees.ource allocation that enables firms to maintain
Adapted from Exhibit 2.1 Inputs to Forecasting
Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved.
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processes of strategic management