福州大学战略管理Chapter 01

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21st Century Competitive Landscape 21世纪竞争格局
3.2 Two primary drivers of the competitive landscape: 竞争格局的两个主要推动力 3.2.1 The global economy 经济全球化 3.2.2 Technology 科学技术
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Chapter 1: What is Strategic Management 第1章: 战略管理和战略竞争力
Overview: Eight content areas 概要: 八大领域

Nature of Competition
战略竞争力的特性

The 21st Century Competitive Landscape

EU vs U.S. GDP: 35% higher欧盟和其他西欧国家的GDP超 过美国35%
3) Emerging major competitive forces: China & India新生的主要竞争力: 中国 & 印度 In summary: globalization increased economic interdependence among countries as reflected in the flow of goods and services, financial capital, and knowledge across country borders总之: 全球化是指反映在 产品、服务、金融资本和知识跨国界流动中的国家间日益增长的经济相 14 互依赖性

Different production process 不同的生产过程 4 Smaller plane (787 Dreamliner) 更小的飞机 (787 梦想系列)
Case study: Nature of Competition: Boeing vs. Airbus 案例分析----竞争力的特性: 波音与空中客车
Boeing 波音 Historically a global leader in airplane manufacturing 历史上飞机生产的全球领先者 Revenue from commercial aircraft division & gov‟t contracts 收入主要来源于商用飞机生产和政府合同 Regained supremacy in 2006: more 787 super jumbo orders vs. Airbus‟s more efficient A-380 2006年重新夺回霸权: 波音787超大型飞机 vs. 空中客车的A380飞机 Changed strategy and design 改变战略和设计
3.1 Introduction: The Competitive Landscape (CL) 概述: 竞争格局 (CL)
3.1.1 Pace of change is rapid 变化速度快 3.1.2 Partnerships created by mergers & acquisitions (M&As 通过合并和购买形成合作关系 (M&As) 3.1.3 Other CL characteristics: Economies of scale, advertising budgets not as effective as before, change in managerial mind-set from “traditional” to more flexible and innovative 竞争格局的其他特点: 经济规模, 广告语段已经不想以前那 么有效, 管理思维模式从“传统”向更加柔性和创新性转变
1. Nature of Competition: Basic concepts 竞争力的特性: 基本概念
Risk 风险

Investor‟s uncertainty about economic gains/losses resulting from a particular investment 一项特定投资的盈亏的不确定性 Returns equal to what investor expects in comparison to other investments with similar risk 一项投资的盈利水平与投资者预期从其他形同风险的项目获得的利润相 同的情况下产生的利润 Full set of commitments, decisions and actions required for a firm to achieve strategic competitiveness and earn above average returns 一家公司想要获取竞争力和超额利润而采用的一整套约定、决策和行动

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3.
21st Century Competitive Landscape 21世纪竞争格局
(Cont‟d)
3.2.2 Technology and Technology Changes
技术和技术进步
1) Technology diffusion技术扩散



Perpetual innovation: describes how new informationintensive technologies are replacing older forms持续创新: 形容信息密集型的新技术如何快速和有效地替代旧技术 Speed to market may be primary competitive advantage进 入市场的速度几乎成为最主要的竞争优势 12 – 18 month timeframe to gather info re: competitor R&D 只要12 – 18 个月同行企业就能收集到竞争者的研发和产品 决策信息 16
Airbus 空中客车 EU Government owned and subsidized 欧洲政府拥有所有权并为其提供补贴 Won competitor battle with Boeing between 2001 & 2005 2001-2005年赢得与波音公司的竞争 Responded to customer demands with more efficient A-380 aircraft 用更具效率的A-380飞机来满足顾客的需求
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1. Nature of Competition: Basic concepts 竞争力的特性: 基本概念
Competitive Advantage (CA) 竞争优势 (CA) Implemented strategy that competitors are unable to duplicate or find too costly to imitate 实施的战略竞争对手不能复制或因成本太高而无法 模仿 Above Average Returns 超额利润 Returns in excess of what investor expects in comparison to other investments with similar risk 一项投资的利润超过投资者预期能从其他相同风险 的投资项目获得的利润
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Average ReΒιβλιοθήκη Baiduurns平均利润

Strategic Management Process (SMP)战略管理过程 (SMP)


2. The Strategic Management Process
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2. 战略管理过程
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3. 21st Century Competitive Landscape 21世纪竞争格局
1. Nature of Competition: Basic concepts 竞争力的特性: 基本概念

Strategic Competitiveness 战略竞争力

Achieved when a firm formulate & implements a valuecreating strategy 当一个公司成功地制定和执行价值创造的战略时获得
3.
21st Century Competitive Landscape 21世纪竞争格局
3.2.1 The Global Economy全球经济
1) Goods, services, people, skills and ideas move freely across geographic borders货物、服务、人员、技术和观念超越地理界限自由 流通 2) Europe, through the European Union (EU) is the world‟s largest single market欧洲, 欧盟 (EU) 成为世界上最大的单一市场
3.
21st Century Competitive Landscape 21世纪竞争格局
技术和技术进步
3.2.2 Technology and Technological Changes

3 categories 三种趋势
1) Technology diffusion & disruptive technologies 技术扩散和突破性技术 2) The information age 信息时代 3）Increasing knowledge intensity不断增加的知识 密度
Strategy 战略 Integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage 设计用来开发核心竞争力、获取竞争优势的一系列综和的、 协调的约定和行动
Strategic Vision and Mission 战略愿景和使命 Stakeholders 利益相关者 Strategic Leaders 战略领导者

Case study: Nature of Competition: Boeing vs. Airbus 案例分析----竞争力的特性: 波音与空中客车
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21st Century Competitive Landscape 21世纪竞争格局
3.1.4 Hypercompetition – extremely intense rivalry among competing firms, characterized by 超级竞争 – 竞争公司之间的异常激烈的较量, 特征包括： Escalating & increasingly aggressive competitive moves 不断提升和增加的具有侵略性的竞争推动力 Assumptions of market stability replaced with notion of INstability and change 市场稳定的假设已经被不稳定和变化的观念所取代
21世纪的竞争格局

I/O Model of Above-Average Returns (AAR)
超额利润的行业组织模型

Resource-Based Model of AAR
超额利润的资源基础模型
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Overview: Eight content areas (cont’d) 概要: 八大领域 (续）
The Management of Strategy (Concepts and Cases) 战略管理：概念与案例
Part I: Strategic Management Inputs 第Ⅰ篇: 战略管理的输入 Chapter 1: What is Strategic Management 第1章: 战略管理和战略竞争力