第八章 战略管理
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1. It results in higher organizational performance. (Success or fail) 2. It requires that managers examine and adapt to the changing situations. 3. It coordinates diverse organizational units, helping them focus on organizational goals. 4. It is very much involved in many of the managerial decisions.
• Explain why strategic management is important. • Discuss what studies of the effectiveness of strategic management have shown.
The Strategic Management Process
.
8–4
Strategic Management
• The set of managerial decisions and actions that determines the long-run performance of an organization.
.
8–5
Ⅰ.Why Strategic Management Is Important
Exhibit 8.3
. 8–11
Ⅱ. Strategic Management Process (续) 续
• Step 4: Formulating strategies
Develop and evaluate strategic alternatives Select appropriate strategies for all levels in the organization that provide relative advantage over competitors Match organizational strengths to environmental opportunities Correct weaknesses and guard against threats
Mission: the firm’s reason for being
The scope of its products and services
Goals: the foundation for further planning
Measurable performance targets
• Step 2: Conducting an external analysis
• Discuss the implications of dynamic and uncertain environments on organizational strategy. • Explain the rule of three and its significance to strategic management. • Describe strategies applying e-business techniques. • Explain what strategies organization might use to become more customer oriented to be more innovative.
Chapter 8
STRATEGIC MANAGEMENT 战略管理
.
8–1
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
The Importance of Strategic Management
The environmental scanning of specific and general environments
Focuses on identifying opportunities and threats
. 8–8
Components of a Mission Statement
.
8–14
Levels of Organizational Strategy
Exhibit 8.4
. 8–15
3.1 Corporate-Level Strategies
• 3.1.1 Growth Strategy
Seeking to increase the organization’s business by expansion into new products and markets.
.
8–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Types of Organizational Strategies
• Explain the three growth strategies. • Discuss the BCG matrix and how it’s used. • Define SBUs and business-level strategies. • Describe the role of competitive advantage in businesslevel strategies. • Explain Porter’s five forces model. • Describe three generic competitive strategies.
Strengths (core competencies) create value for the customer and strengthen the competitive position of the firm. Weaknesses (things done poorly or not at all) can place the firm at a competitive disadvantage.
• Step 6: Evaluating Results
How effective have strategies been? What adjustments, if any, are necessary?
. 8–13
Ⅲ.Types of Organizational Strategies
• Corporate-Level Strategies
• Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats)
.
8–10
Identifying the Organization’s Opportunities
. 8–9
Exhibit 8.2
Strategic Management Process
• Step 3: Conducting an internal analysis
Assessing organizational resources, capabilities, activities, and culture:
.
8–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Strategic Management in Today’s Environment
.
8–6
Ⅱ.The Strategic Management Process 概述
Exhibit 8.1
. 8–7
Ⅱ. Strategic Management Process
• Step 1: Identifying the organization’s current mission, objectives, and strategies
源自文库
.
8–12
• Step 5: Implementing strategies
Implementation: effectively fitting organizational structure and activities to the environment The environment dictates the chosen strategy; effective strategy implementation requires an organizational structure matched to its requirements.
Top management’s overall plan for the entire organization and its strategic business units
• Types of Corporate Strategies
Growth: expansion into new products and markets Stability: maintenance of the status quo Renewal: redirection of the firm into new markets
• Customers: Who are the organization’s customers? • Products or services: What are the organization’s major products or services? • Markets: Where does the organization compete geographically? • Technology: How technologically current is the organization? • Concern for survival growth, and profitability: Is the organization committed to growth and financial stability? • Philosophy: What are the organization’s basic beliefs信念 values价值 信念, 信念 价值 追求, 道德规范? 观, aspirations追求 and ethical priorities道德规范 追求 道德规范 • Self-concept自我认知 What is the organization’s major competitive 自我认知: 自我认知 advantage and core competencies? 所谓知己知彼 • Concern for public image关注公众形象 How responsive is the 关注公众形象: 关注公众形象 organization to societal and environmental concerns? • Concern for employees: Does the organization consider employees a valuable asset?
• List six steps in the strategic management process. • Describe what managers do when they do external and internal analyses. • Explain the role of resources, capabilities, and core competencies in the internal analysis.
• Explain why strategic management is important. • Discuss what studies of the effectiveness of strategic management have shown.
The Strategic Management Process
.
8–4
Strategic Management
• The set of managerial decisions and actions that determines the long-run performance of an organization.
.
8–5
Ⅰ.Why Strategic Management Is Important
Exhibit 8.3
. 8–11
Ⅱ. Strategic Management Process (续) 续
• Step 4: Formulating strategies
Develop and evaluate strategic alternatives Select appropriate strategies for all levels in the organization that provide relative advantage over competitors Match organizational strengths to environmental opportunities Correct weaknesses and guard against threats
Mission: the firm’s reason for being
The scope of its products and services
Goals: the foundation for further planning
Measurable performance targets
• Step 2: Conducting an external analysis
• Discuss the implications of dynamic and uncertain environments on organizational strategy. • Explain the rule of three and its significance to strategic management. • Describe strategies applying e-business techniques. • Explain what strategies organization might use to become more customer oriented to be more innovative.
Chapter 8
STRATEGIC MANAGEMENT 战略管理
.
8–1
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
The Importance of Strategic Management
The environmental scanning of specific and general environments
Focuses on identifying opportunities and threats
. 8–8
Components of a Mission Statement
.
8–14
Levels of Organizational Strategy
Exhibit 8.4
. 8–15
3.1 Corporate-Level Strategies
• 3.1.1 Growth Strategy
Seeking to increase the organization’s business by expansion into new products and markets.
.
8–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Types of Organizational Strategies
• Explain the three growth strategies. • Discuss the BCG matrix and how it’s used. • Define SBUs and business-level strategies. • Describe the role of competitive advantage in businesslevel strategies. • Explain Porter’s five forces model. • Describe three generic competitive strategies.
Strengths (core competencies) create value for the customer and strengthen the competitive position of the firm. Weaknesses (things done poorly or not at all) can place the firm at a competitive disadvantage.
• Step 6: Evaluating Results
How effective have strategies been? What adjustments, if any, are necessary?
. 8–13
Ⅲ.Types of Organizational Strategies
• Corporate-Level Strategies
• Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats)
.
8–10
Identifying the Organization’s Opportunities
. 8–9
Exhibit 8.2
Strategic Management Process
• Step 3: Conducting an internal analysis
Assessing organizational resources, capabilities, activities, and culture:
.
8–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Strategic Management in Today’s Environment
.
8–6
Ⅱ.The Strategic Management Process 概述
Exhibit 8.1
. 8–7
Ⅱ. Strategic Management Process
• Step 1: Identifying the organization’s current mission, objectives, and strategies
源自文库
.
8–12
• Step 5: Implementing strategies
Implementation: effectively fitting organizational structure and activities to the environment The environment dictates the chosen strategy; effective strategy implementation requires an organizational structure matched to its requirements.
Top management’s overall plan for the entire organization and its strategic business units
• Types of Corporate Strategies
Growth: expansion into new products and markets Stability: maintenance of the status quo Renewal: redirection of the firm into new markets
• Customers: Who are the organization’s customers? • Products or services: What are the organization’s major products or services? • Markets: Where does the organization compete geographically? • Technology: How technologically current is the organization? • Concern for survival growth, and profitability: Is the organization committed to growth and financial stability? • Philosophy: What are the organization’s basic beliefs信念 values价值 信念, 信念 价值 追求, 道德规范? 观, aspirations追求 and ethical priorities道德规范 追求 道德规范 • Self-concept自我认知 What is the organization’s major competitive 自我认知: 自我认知 advantage and core competencies? 所谓知己知彼 • Concern for public image关注公众形象 How responsive is the 关注公众形象: 关注公众形象 organization to societal and environmental concerns? • Concern for employees: Does the organization consider employees a valuable asset?
• List six steps in the strategic management process. • Describe what managers do when they do external and internal analyses. • Explain the role of resources, capabilities, and core competencies in the internal analysis.