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will we get there?” is its strategy
1-6
What Do We Mean By “Strategy?”
Consists of competitive moves and business approaches used by managers to run the company
Important?
1-5
Thinking Strategically: The Three Big Strategic Questions
1. What’s the company’s present situation?
2. Where does the company need to go from here?
2. Develop an awareness of the four most reliablestrategic approaches for setting a company apart from rivals and winning a sustainable competitive advantage.
6. Learn why good strategy and good strategy execution are the most trustworthy signs of good management.
1-4
Chapter Roadmap
What Do We Mean by “Strategy?” Strategy and the Quest for Competitive Advantage Identifying a Company’s Strategy Why a Company’s Strategy Evolves Over Time A Company’s Strategy Is Partly Proactive and
Partly Reactive Strategy and Ethics: Passing the Test of Moral
Scrutiny The Relationship Between a Company’s Strategy
and Its Business Model What Makes a Strategy a Winner? Why Are Crafting and Executing Strategy
4. Understand why a company’s strategy must underpinned by a business model that produces revenues sufficient to cover costs and earn a profit.
5. Gain awareness of the three tests that distinguish a winning strategy from a so-so or flawed strategy.
❖ Business(es) to be in and market positions to
stake out
❖ Buyer needs and groups to serve ❖ Direction to head
3. How should it get there?
❖ A company’s answer to “how
organizational performance
1-7
The Hows That Define a Firm's Strategy
How to grow the business How to please customers How to outcompete rivals
Strategy is HOW to . . .
McGraw-Hill Companies, Inc. All rights
“Strategy means making clear-cut choices about
how to compete.”
Jack Welch
Former CEO, General Electric
“Without a strategy the organization is like a ship
without a rudder.”
Joel Ross and Michael Kami
Chapter Learning Objectives
1. Understand the role of business strategies in moving a company in the intended direction, growing its business, and improving its financial and market performance.
Chapter 1: What Is Strategy and Why Is It Important?
McGraw-Hill/Irwin
Screen graphics created by:
Jana F. Kuzmicki, Ph.D.
Troy University
Copyright © 2010 by The
3. Learn that business strategies evolve over time because of changing circuห้องสมุดไป่ตู้stances and ongoing management efforts to improve the company’s strategy.
How to manage each functional piece of the business (R&D, production, marketing, HR, finance, and so on)
Management’s “action plan” to
❖ Grow the business ❖ Attract and please customers ❖ Compete successfully ❖ Conduct operations ❖ Achieve the targeted levels of
1-6
What Do We Mean By “Strategy?”
Consists of competitive moves and business approaches used by managers to run the company
Important?
1-5
Thinking Strategically: The Three Big Strategic Questions
1. What’s the company’s present situation?
2. Where does the company need to go from here?
2. Develop an awareness of the four most reliablestrategic approaches for setting a company apart from rivals and winning a sustainable competitive advantage.
6. Learn why good strategy and good strategy execution are the most trustworthy signs of good management.
1-4
Chapter Roadmap
What Do We Mean by “Strategy?” Strategy and the Quest for Competitive Advantage Identifying a Company’s Strategy Why a Company’s Strategy Evolves Over Time A Company’s Strategy Is Partly Proactive and
Partly Reactive Strategy and Ethics: Passing the Test of Moral
Scrutiny The Relationship Between a Company’s Strategy
and Its Business Model What Makes a Strategy a Winner? Why Are Crafting and Executing Strategy
4. Understand why a company’s strategy must underpinned by a business model that produces revenues sufficient to cover costs and earn a profit.
5. Gain awareness of the three tests that distinguish a winning strategy from a so-so or flawed strategy.
❖ Business(es) to be in and market positions to
stake out
❖ Buyer needs and groups to serve ❖ Direction to head
3. How should it get there?
❖ A company’s answer to “how
organizational performance
1-7
The Hows That Define a Firm's Strategy
How to grow the business How to please customers How to outcompete rivals
Strategy is HOW to . . .
McGraw-Hill Companies, Inc. All rights
“Strategy means making clear-cut choices about
how to compete.”
Jack Welch
Former CEO, General Electric
“Without a strategy the organization is like a ship
without a rudder.”
Joel Ross and Michael Kami
Chapter Learning Objectives
1. Understand the role of business strategies in moving a company in the intended direction, growing its business, and improving its financial and market performance.
Chapter 1: What Is Strategy and Why Is It Important?
McGraw-Hill/Irwin
Screen graphics created by:
Jana F. Kuzmicki, Ph.D.
Troy University
Copyright © 2010 by The
3. Learn that business strategies evolve over time because of changing circuห้องสมุดไป่ตู้stances and ongoing management efforts to improve the company’s strategy.
How to manage each functional piece of the business (R&D, production, marketing, HR, finance, and so on)
Management’s “action plan” to
❖ Grow the business ❖ Attract and please customers ❖ Compete successfully ❖ Conduct operations ❖ Achieve the targeted levels of