企业战略管理_第5章

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Ch 5 -11
Varying Performance Measures by Organizational Level
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Ch 5 -12
Financial vs. Strategic Objectives
Division Level
Functional Level Operational Level
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Ch 5 -18
Types of Strategies
A Small Company
Company Level
Functional Level Operational Level
Ch 5 -4
Chapter Outline ( ) cont’d
Outsourcing
Strategic Management in Nonprofit & Governmental Organizations
Strategic Management in Small Firms
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Copyright 2007 Prentice Hall
Ch 5 -3
Chapter Outline ( ) cont’d
Michael Porter’s Generic Strategies
Means for Achieving Strategies
First Mover Advantages
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Copyright 2007 Prentice Hall
Ch 5 -15
Not Managing by Objectives
Managing by extrapolation Managing by crisis Managing by subjectives Managing by hope
measures
▪Balance shareholder objectives with customer
& operational objectives
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Ch 5 -17
Types of Strategies
A Large Company
Corp Level
Ch 5 -20
Vertical Integration Strategies Gain Control Over --
▪Distributors ▪Suppliers ▪Competitors
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Ch 5 -21
Forward Integration Strategies Gain Control Over --
Types of Strategies
Integration Strategies
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Ch 5 -2
Chapter Outline ( ) cont’d
Intensive Strategies
Diversification Strategies
Defensive Strategies
▪Firm’s competitors
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Ch 5 -26
Horizontal Integration Strategies Guidelines --
▪Gain monopolistic characteristics w/o federal
government challenge
Backward Integration Strategies Ownership or Control --
▪Firm’s suppliers
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Ch 5 -24
Backward Integration Strategies Guidelines --
business
▪Stable prices are important ▪Current suppliers have high profit margins
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Ch 5 -25
Horizontal Integration Strategies Ownership or Control --
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Ch 5 -14
Financial vs. Strategic Objectives
Trade-Off
▪Maximize short-term financial objectives – harm
long-term strategic objectives
▪Hierarchical ▪Obtainable ▪Congruent ▪Time-line
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Ch 5 -10
Long-Term Objectives
Strategists Should Avoid --
▪Managing by Extrapolation ▪Managing by Crisis ▪Managing by Subjectives ▪Managing by Hope
▪Distributors ▪Retailers
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Ch 5 -22
Forward Integration Strategies
Guidelines --
▪Current distributors – expensive or unreliable ▪Availability of quality distributors – limited ▪Firm competing in industry expected to grow
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Ch 5 -6
Strategies in Action
Companies Embrace Strategic Planning -- Quest for higher revenues -- Quest for higher profits
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▪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
Ch 5 -13
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
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Ch 5 -16
The Balanced Scorecard
Robert Kaplan & David Norton --
▪Strategy evaluation & control technique ▪Balance financial measures with non-financial
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Ch 5 -27
Types of Strategies
Market Penetration
Intensive Strategies
Market Development
Product Development
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markedly
▪Firm has both capital & HR to manage new
business of distribution
▪Current distributors have high profit margins
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Ch 5 -23
Chapter 5 Strategies in Action
Strategic Management: Concepts & Cases 11th Edition Fred David
wenku.baidu.com
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Ch 5 -1
Chapter Outline
Long-Term Objectives
Ch 5 -7
Long-Term Objectives
Results expected from pursuing certain strategies
Strategies represent actions to accomplish long-term objectives
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Copyright 2007 Prentice Hall
Ch 5 -19
Types of Strategies
Vertical Integration Strategies
Forward Integration
Backward Integration
Horizontal Integration
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▪Pursue increased market share at the expense
of short-term profitability
▪Tradeoffs related to risk of actions; concern for
business ethics; need to preserve natural environment; social responsibility issues
Ch 5 -5
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
Ch 5 -8
Long-Term Objectives
Objectives --
▪Quantifiable ▪Measurable ▪Realistic ▪Understandable ▪Challenging
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Ch 5 -9
Long-Term Objectives Objectives --
▪Competes in growing industry
▪Increased economies of scale – major competitive
advantages
▪Faltering due to lack of managerial expertise or
need for particular resource
Financial Objectives
▪Growth in revenues ▪Growth in earnings ▪Higher dividends ▪Higher profit margins ▪Higher earnings per share ▪Improved cash flow
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Ch 5 -28
Intensive Strategies Intensive Efforts --