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战略管理英文版最新版教学课件第8章

战略管理英文版最新版教学课件第8章

LO 8-3 Describe two types of vertical integration along the industry value chain: backward and forward vertical integration.
LO 8-4 Identify and evaluate benefits and risks of vertical integration. LO 8-5 Describe and examine alternatives to vertical integration. LO 8-6 Describe and evaluate different types of corporate diversification. LO 8-7 Apply the core competence – market matrix to derive different
• Economies of scope
➢ Savings that come from producing more outputs or providing different services at less cost
❖ Ex: Amazon range of products & services
➢ Explains and predicts the scope of the firm ➢ "Market vs. firms" have differential costs
• Transaction costs
➢ Costs associated with economic exchanges
➢ Competitive bidding process ➢ Less than one-year term ➢ Lower prices cost advantages
林奇《战略管理》(英文版第7版)教学课件_pp01

林奇《战略管理》(英文版第7版)教学课件_pp01

What is Strategic Management?
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 1.3
What is strategic management?
Nag et al (2007) Strategic Management Journal, p 944
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 1.8
What is strategic management?
Slide 1.1
Part 1
Introategic management
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 1.2
Slide 1.4
What is strategic management?
Strategic management is fundamentally about the broad general direction of organisations
Both for private companies and for public sector organisations
“The field of strategic management deals with the major intended and emergent initiatives taken by general managers on behalf of owners, involving utilization of resources, to enhance the performance of firms in their external environments.” Nag et al (2007) Strategic Management Journal, p 944
战略管理(中英文)

战略管理(中英文)


The Strategic Management Process
8-5
© Prentice Hall, 2002
8 6
The Strategic Management Process
1. Identifying the Organization’s Current Mission, Objectives, and Strategies确定组织当前的宗旨、 目标和战略 – Mission宗旨 - statement of the purpose of an organization组织的目的陈述 • important in profit and not-for-profit organizations在盈利性和非盈利性组织中都 很重要。 • important to identify the goals currently in place and the strategies currently being pursued 确定当前的目标和当前追求的战略是非常重 要的。
8-3
The Importance Of Strategic Management 战略管理的重要性
What Is Strategic Management什么是战略管理?
– A set of managerial decisions and actions that determines the longrun performance of an organization一个组织从全局出发而
8-12
The Strategic Management Process (cont.)
6. Formulating Strategies制定战略 – require strategies at the corporate, business, and functional levels of the organization 战略需要在公司层、事业层和职能层设立 – strategy formulation follows the decision-making process 指定战略应遵循决策程序 7. Implementing Strategies实施战略 – a strategy is only as good as its implementation 无论战略计划制定得多么有效，如果不能恰当地实施 仍不会成功 8. Evaluating Results评价结果 – control process to determine the effectiveness of a strategy 控制过程决定一个战略的效果
战略管理英文版最新版教学课件第12章

战略管理英文版最新版教学课件第12章

➢ Forced to resign
❖ With $45 million severance package
12-4
HP’s CEO Mark Hurd Resigns amid Ethics Scandal
• What are the key issues in the opening case? • Was the board of directors decision right or
➢ Accounting scandals: Enron, WorldCom, Tyco… ➢ Global financial crisis: real estate bubble burst
• Lessons
➢ Managerial actions affect economy
❖ Ethical business produces wealth but unethical practices destroy it
and ethics.
LO 12-6 Describe the different roles that strategic leaders play and
12-16
Corporate Social Responsibility
• Milton Friedman circa 1962:
➢ “the only social responsibility of business is … to increase profits so long as it stays within the rules of the game”
12-9
Stakeholder Strategy
• Stakeholder theory
战略管理课件英文版

战略管理课件英文版


Organizing Themes
• Global considerations impact virtually all strategic decisions.
• E-commerce has become a vital strategic management tool.
• The natural environment has become an important strategic issue.
▪ Widely viewed as panacea for problems
Brief History
• 1980s
➢ Strategic planning cast aside
▪ Planning models did not yield higher returns
• 1990s–2000
➢ Revival of strategic planning
• Strategic planning
➢Refers to:
▪ Strategy formulation
Brief History
• 1950s
➢ Term strategic planning originates
1960s – 1970s ➢ Strategic planning very popular
1. Strategists 2. Vision statements 3. Mission statements 4. External opportunities and threats 5. Internal strengths and weaknesses
Key Strategic Management Terms (Cont’d)
Strategic Management(战略管理-中英文)

Strategic Management(战略管理-中英文)

The process companies use to: 企业用于达到目标的过程 Form a vision – view of how the current firm will look in the future 形成愿景—当前企业如何展望未来
Analyze their external environment and their internal environment 分析企业的内外部环境
Market entry: 市场进入 Across borders 跨国 Alliances 联盟 Entrepreneurship 创业
Strategic Leadership 战略领导
– Developing a vision for the firm – 为企业制定愿景 – Designing strategic actions to achieve this vision – 设计战略行动来达成愿景 – Empowering others to carry out those strategic actions 赋能授权他人来执行战略行动
Strategic Management 战略管理
Leadership in Enterprise for Asian Development 亚洲发展中的企业领导
Leonard D. Van Drunen June 2008
What Is Strategic Management? 什么是战略管理
Support activities 辅助任务
Human resources 人力资源
Primary activities 基本任务
Outsourcing外包
Using an external supplier to provide part of the value chain 利用外埠供货商来达成部分价值链 Benefits of outsourcing: 外包益处 Same quality or better at a lower cost. 同等或较好的品质，但成本 较低。 Higher quality because of supplier specialization.供货商专业，品 质较好。 Economies of scale that the specialization produces. 专业化产生的经济比 Increased flexibility, reduced risks, decreased capital requirements.
战略管理(英文)

战略管理(英文)

17
Strategy As an Emergent Process
Strategy making in an unpredictable world
❖ Creates the necessity for flexible strategic approaches.
Strategy making by lower-level managers
Engagement, explanation, and expectations
Planning for the present: Strategic Intent
❖ Recognition of the static nature of the strategic fit model. ❖ Strategic intent in focusing the organization on winning by
Success requires adapting strategy and structure to a changing world.
The feedback loop in strateБайду номын сангаасic planning.
Corporate
Operational
Business
Functional
14
Strategic Managers
Planning under uncertainty
❖ Scenario planning for dynamic environmental change
Ivory tower planning
❖ Lack of contact with operational realities ❖ The importance of involving operating managers ❖ Procedural justice in the decision-making process
第四章planning and strategic management计划和战略管理-PPT课件

第四章planning and strategic management计划和战略管理-PPT课件


Step five: implementation 实施
Once managers have selected the goals and plans, they must implement the plans. 一旦管理者选定了目标和计划，就必须实 施计划以实现既定目标。 Managers and employees must understand the plan, have the resources necessary to implement it, and be motivated to do so. 管理者和员工必须理解 计划，有实施计划所需要的资源和动机。
The outcome of this step is the identification and diagnosis of planning assumptions, issues, and problems. 这一步骤的结果是对计划假设、存在的问 题进行确认和诊断。
Step two: alternative goals and plans 可选择的目标和计划
第二节：Levels of planning 计划的层次
Strategic planning 战略计划 Tactical and operational planning战术与运 作计划
1 Strategic planning 战略计划
Strategic planning A set of procedures for making decisions about the organization’s long-term goals and strategies. 战略计划：对组织的长期目标和战略进行 决策的一套程序。
Strategic A pattern of actions and resource allocations designed to achieve the organization’s goals. 战略：是达到组织的目标而采取的行动方式和资 源配置 The strategy an organization implements is an attempt to match the skillzation to the opportunities found in the external environment.组织实施战略就是将组织的 技能和资源与外部环境的机遇匹配。
战略管理理论(英文)

战略管理理论(英文)

Follow this Learning Outline as you read and study this chapter.
The Importance of Strategic Management
ØDefine strategic management, strategy, and business model.
8–11
Strategic Management Process (cont’d)
• Step 3: Doing an internal analysis
➢ Assessing organizational resources, capabilities, and activities:
❖ Strengths create value for the customer and strengthen the competitive position of the firm.
ØExplain why strategic management is important.
The Strategic Management Process
ØList the six steps in the strategic management process. ØDescribe what managers do during external and internal
➢ Goals: the foundation for further planning
❖ Measurable performance targets
• Step 2: Doing an external analysis
➢ The environmental scanning of specific and general environments
战略管理课件(PPT 42页)

战略管理课件(PPT 42页)

战略方向不明
23
战略管理模式的实际情况
战略规划型
23
组织学习型
渐进型
利用一个制定规划的程序将企业的战略意图变换成有形的可管理的文件及实际行动
未来是无知或不可知企业受外部因素影响太大经理无法制定计划
企业战略管理模式分布在规划型与渐进型两种极端状态之中
竞争的稳定性
竞争的复杂性
不稳定
复杂
简单
稳定
制定战略 与战略计划
23
战略管理理论研究的第六阶段
80年代中期，以波特（Porter)、古特与坎贝尔 (Goold&Compbell)和麦金塞(Mckinsey)等学者和咨询公司进一步归纳公司的战略类型、研究公司竞争优势的来源、公司的失误等问题。特别 是波特（Porter)等人，提出了战略分析的工具，如行业结构分析、价值链(Value-Chain)分析,区域域经济发展阶段和菱形钻石体系分析等.
（1979年） 5
企业经营目标的多样化
10
新古典模式——企业追求利润最大化市场价值模式——企业追求市场销售额现值最大大化代理成本模式——企业所有者要付出代理成本
企业高层管理人员工作重点的转移（变革）
10
面对企业当前的环境，全面介入企业的内部管理工作，并作出管理决策建立决策系统及决策手册以提高决策效率，用更多的时间考虑整个企业的问题制订预算，预测未来销售额及现金流，管理工作的重点放在预算控制上制订预算，运用目标管理（MBO）方法来严格控制预算制订长期计划并实施执行（忽略了各种因素的变动）制订第一代战略规划制订第二代战略规划动态地建立企业的竞争优势的战略思考
质量，利润，增长
多样化经营
分散性组织结构
对环境变化的战略响应：
事业领域重组强化激励政策
Strategic Management Process战略管理课件

Strategic Management Process战略管理课件

1，低成本或者说成本领先（cost leadership）战略；
2，差异化（differentiation）战略；
3，集中化或者说聚焦（focusing）战略。
此外，在显著不同的产业发展阶段上， 可供选择的战略方案亦不同。例如：
处于萌芽期、 胎期的产业，建立先占优 势（first mover advantage）的必要性和 可能性；在成熟期产业里，市场警讯 （market signaling）、价格领导、维持 竞争优势的产品差异化等战略。
内部环境分，探 索竞争优势的来源，特别是能够产生竞 争优势的资源（resources）和潜能 （capabilities）,以及特异能力(distinctive
competencies)
SWOT分析的目的在于寻找能够使公司 的资源与潜能可以和所处市场环境相吻 合（fit,match or align）的战略。易言之， 经由SWOT分析所产生的战略方案，应 该是建立在公司的优势之上，充分利用 机会，避免劣势，对抗威胁。
structure
战略 执行 组织结构与战略控制
设计： Control system
战略管理程序由两大部分组成， 即：
1，战略的形成 2，战略的执行
Strategy formulation 战略形成
使命：说明组织存在的理由，界定组织 营运的范围，即组织应从事何种事业。
主要目标：明确指出组织所希望达成的 长期目标。营利组织多以层级目标的方 式来运作。如General Electric公司在Jack Welch执政时期，将“股东财富极大化” 摆在最高层，在目标层级的第二层上是
1，多国本土化（multidomestic）战略； 2, 国际化（international）战略；

战略管理_英文课件 Ch1_Strategic Management and Strategic Competitiveness

3
Competitive Advantage (CA)

Above Average Returns(AAR)

Nature of Competition: Basic concepts
Risk Investor‟s uncertainty about economic gains/losses resulting from a particular investment
Five-Forces Model (Michael Porter) The 5 Forces includes

Suppliers, buyers, competitive rivalry, product substitutes and potential entrants
பைடு நூலகம்


Reinforces the importance of economic theory Analytical tool previously lacking in the field of strategy Determines the nature/level of competition and profit potential in an industry
Vision and Mission
Vision Picture of what the firm wants to be What the firm ultimately wants to achieve An effective vision statement is the responsibility of the leader who should work with others to form it Foundation for the mission Mission Specifics business(es) in which firm intends to compete and customers it intends to serve More specific than the vision

战略管理英文课件-(1)精选全文

Natural Environment
Developing a Strategy
Supportive Culture
Adapting Production/ Operations Processes
Developing HR
Function
If Necessary Downsizing
Management Issues & Strategy Implementation
Positioning forces before the Managing forces during the
action
action
Focuses on effectiveness
Focuses on efficiency
Primarily an intellectual process
Requires good intuitive and analytical skills
• Sets expectations for managers and employees
• Basis for management control and coordination
Management Issues & Strategy Implementation
Allocating Resources
Human Resources Concerns
• Assessing staffing needs and costs
• Develop performance incentives
• ESOPs • Child-care policies • Work-life balance
Important Implementation Concerns

归纳Strategic Management(战略管理-中英文).ppt


Value Chain价值链
Value chain analysis helps firms understand how activities contribute to creating value for customers and what costs are incurred to complete each activity.
Select one or more strategies to create value for their stakeholde rs 选择一种或多种战略为股东创造价值
..........
2
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Suppliers 供货商
Rivalry 竞争
Competitor Analysis 竞争者分系
Industry
Environment 产业环境
Buyers 买方
..........
Subst Products 替代品
11
Porter’s Five Forces 五力模型
Rivalry increases due to: 竞争增加是因为
• Degree of differentiation 差异化程度
• SwitchiPngotceonsttisal • 转换成E本ntrants
• Numerous or equally balanced competitors
• 竞争者多或竞争者力量 相当
• Slow industry growth • 产业增长慢
工业环境 ..........
Suppliers 供应商

战略管理英文课件 (1)

Strategic Management in Action
Assessing Opportunities and Threats:
Doing an External Analysis
Learning Objectives
1. Differentiate between external environmental opportunities and threats.
• Organizations function as systems (Barnard, 1938) • Affect and impact environment
Organizations as Open Systems
Environment
Organization as an Open System
• Environmental stability
Amount of change occurring in an organization’s environment Dynamic (rapid) versus Stable (minimal or slow)
• Environmental complexity
(continued on next slide)
Learning Objectives
n 6.
Describe the components in an organization’s
general environment.
7. Discuss what types of information on the external environment a strategic manager needs and where he or she might find this information.
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..........
Market entry: 市场进入 •Across borders 跨国 •Alliances 联盟
•Entrepreneurship 创业
3
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
Strategic Management 战略管理
Leadership in Enterprise for Asian Development 亚洲发展中的企业领导
Leonard D. Van Drunen June 2008
..........
1
What Is Strategic Management? 什么是战略管理
4
Strategic Leadership 战略领导
– Developing a vision for the firm – 为企业制定愿景 – Designing strategic actions to achieve this vision – 设计战略行动来达成愿景 – Empowering others to carry out those strategic
Vision 愿景 Leadership 领导
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
•Mergers & acquisitions 并购
..........
Market entry: 市场进入 •Across borders 跨国 •联盟
•Entrepreneurship 创业
7
External Environment Analysis 外部环境分 析
General
Environment 总体环境
8
External Environment Analysis 外部环境分析
Economic 经济
General
Environment 大环境
........T.. echnological
9
技术
Porter’s Five Forces 五力模型
Suppliers 供应商
Potential Entrants 潜在对 手
The process companies use to: 企业用于达到目标的过程
Form a vision – view of how the current firm will look in the future 形成愿景—当前企业如何展望未来
Analyze their external environment and their internal environment 分析企业的内外部环境
Potential
Entrants 潜在竞争 对手
Industry
Environment 工业环境
Economic 经济
Suppliers 供应商 Rivalry 竞争 Competitor Analysis 分析竞争对手
Buyers客户
........T.. echnological 技术
Substitute Products 替代产品
Environments: 环境 •Internal内部 •External 外部
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
•Mergers & acquisitions 并购
Rivalry 对手
Competitor Analysis竞争 者分析
Subst Products 替代产 品
Buyers
Industry
买方
Environment
工业环境
..........
10
Porter’s Five Forces 五力模型
Barriers to entry: 进入壁垒
•Economies of scale •规模经济
Competing via 竞争方
式…
Rivalry: 竞争 •Business level strategies 经营层次战略 •Multiproduct strategies 产品多元化战略
•Mergers & acquisitions 并购
..........
Market entry: 市场进入 Across borders 跨国 Alliances 联盟 Entrepreneurship 创业
Select one or more strategies to create value for their stakeholde rs 选择一种或多种战略为股东创造价值
..........
2
Strategic Management Process 战略管理过程
Vision 愿景 Leadership 领导
建建立立目愿标景与Байду номын сангаас使 使命命
Build entrepreneurial
culture
建设企业文化
Effective controls
Promote integrity and
ethics
有效控制
..........
人提格升与诚伦信理与道德
6
Strategic Management Process 战略管理过程
•Capital requirements •••资S转w本换itc要成hPEin求本ongttceraonnsttitassl •Differentiation差异 化
•Access to distribution 经销渠道
actions 赋能授权他人来执行战略行动
..........
5
Strategic leadership actions
Develop management
team
培发养展管管理理团团队队
Manage resource portfolio
管理资源档 案夹
Establish vision and
mission