战略管理概念与案例英文版.原书第十五版教学设计Part I: Introduction to Strategic ManagementChapter 1: The Nature of Strategic ManagementStrategic management is the process of formulating and implementing strategies that help organizations achieve their long-term goals and objectives. It involves analyzing the internal and external environment, creating a strategic plan, and implementing the plan through effective execution.Chapter 2: The Business Vision and MissionThe business vision and mission are the foundation of any strategic plan. They provide a clear understanding of the purpose and direction of the organization. A well-defined vision and mission statement can help align the entire organization towards a common goal.Chapter 3: The External EnvironmentThe external environment includes factors that are beyond thecontrol of the organization but can have a significant impact on its performance. These factors include political, economic, social, technological, environmental, and legal factors. A thorough analysis of the external environment is necessary to identify opportunities and threats.Chapter 4: Internal AnalysisInternal analysis looks at the strengths and weaknesses of the organization. It includes analyzing the organization’s resources, capabilities, and core competencies. A thorough understanding of the organization’s internal environment is necessary to develop effective strategies.Part II: Strategy FormulationChapter 5: Business-Level StrategyBusiness-level strategy involves identifying the target market and developing a competitive advantage in that market. There are three generic business-level strategies: cost leadership, differentiation, and focus.Chapter 6: Corporate-Level StrategyCorporate-level strategy involves identifying the businesses in which the organization should compete and the resource allocation among those businesses. It includes identifying diversification strategies, such as vertical integration, horizontal integration, and related diversification.Chapter 7: International StrategyIn ternational strategy involves expanding the organization’s business operations outside its home country. It includes analyzing the cultural, political, legal, and economic factors of the new market.Chapter 8: Entrepreneurial Strategy and Competitive DynamicsEntrepreneurial strategy involves identifying and exploiting new opportunities in the market. Competitive dynamics focus on the interactions between companies in the marketplace.Part III: Strategy ImplementationChapter 9: Strategic Control and Corporate GovernanceStrategic control and corporate governance ensure that the organization is achieving its strategic goals and objectives. It includes setting performance metrics and monitoring the organization’s progress.Chapter 10: Organizational Design, Structure, and CultureOrganizational design, structure, and culture are all critical components of effective strategy implementation. They help align the organization towards a common goal and ensure that resources are effectively utilized.Chapter 11: Leadership and Strategic ChangeLeadership is crucial in implementing change and ensuring that the organization is adapting to new strategies. Effective leaders are able to communicate the vision, motivate employees, and manage the change process.Part IV: Case AnalysisCase 1: Apple Inc.Apple Inc. is one of the world’s most successful and innovative companies. This case study analyzes Apple’s strategic management approach, including its business-level and corporate-level strategies.Case 2: Amazo is the world’s largest online retler. This case study analyzes Amazon’s strategy, including how it became a dominant player in the e-commerce market and its expansion into new markets.Case 3: NetflixNetflix is a leading provider of online streaming services. This case study analyzes Netflix’s business-level and corporate-level strategies, including its entry into new markets and its response to changing customer needs.ConclusionStrategic management is a dynamic process that requires continuous analysis and adaptation. By understanding the concepts and principles of strategic management, students can develop the skills necessary to create and implement effective strategies in a diverse range of organizations. The case studies provide practical examples of how these concepts and principles are applied in real-world situations.。
7 Steps of Strategic Sourcing1. Analysisa. Gather internal information. BPb. Request supplier reporting. CS-BPc. Research of market trends, industry, and supply markets. CSd. Evaluation of spend history and projected spend. BP2. Develop Commodity Teama. Identify and engage with internal stakeholders. CSb. Alignment of objectives between Procurement Services and stakeholders. CS-SSc. Develop understanding of the commodity and how it fits into the overall goals of the university. CS-SS3.Sourcing Strategya. Determine service level and performance measures required. CS-SS-CTb. Identify key cost drivers. CS-CTc. Assessment of Purdue’s bargaining position. CS-SS-CTd. Evaluation of your supplier’s bargaining position. CS-SS-CTe. Establish benchmarks for appropriate factors such as risk mitigation, service, performance, delivery, cost, etc. CS-SS-CTf. Evaluate appropriate sourcing strategies such as competitive RFP or single source negotiations. CS-SS-CTg. Develop additional saving’s and value add scenarios. CS-SS-CTg. Select the appropriate sourcing strategy and present for approval. CS-SS-CT4. Identify & Prequalify Suppliersa. Identify supplier profile and criteria required. CS-CT-APb. Research and identify potential, qualified suppliers. CS-CT-APc. Develop listing of potential suppliers. CS-CTd. Conduct Request for Information (RFI) to further refine supplier profiles. CS-SSe. Evaluate RFI and further screen the supplier base to identify suppliers that meet the predetermined profile and criteria for the initiative. CS-SS-CT5. Supplier Selection & Contractinga. Profile schedule of required events. SSb. Review the supplier’s bargaining position based on the selected sourcing strategy. CS-SSc. Evaluate steps that may be required if adjustments to the sourcing strategy are required. CS-SSd. Review the business position on pricing, contract terms, risk mitigation, warranty, etc. CS-SS-CTe. Develop specific negotiating plans and strategies that will be evaluated in the selection process including, but not limited to, the following: CS-SS-CT•Issues.•Objectives (pricing, warranty, delivery, risk, etc.).•Negotiating team composition.•Negotiation strategies.f. Collaboratively develop the required proposal documents (RFP) including scope, pricing, and contract terms and conditions for the specific initiative. CS-SS-CT-BPg. Conduct the RFP or, if sole sourced, enter into negotiations. CS-SSh. Provide stakeholders with overview of agreement negotiations to ensure consensus. CS-SSi. Negotiate proposals until agreement is reached. CS-SSj. Finalize the formal agreement with the supplier. CS-SS-CT-BPk. Document lessons learned. CS-SS-CT6. Integrate Suppliersa. Implementation team collaborates with supplier to review the supplier implementation plan. CS-SS-CT-BPb. Incorporate adjustments to the implementation plan as required. CS-CT-BPc. Establish benchmarks with supplier and monitor the implementation process. CS-BPd. Develop communication plan. CS-SS-BP7. Monitor & Follow-upa. Validate user and supplier compliance. BPb. Develop ongoing compliance and savings monitoring approach. CS-SS-BPc. Periodically review supplier’s performance with stakeholders. CS-SSd. Conduct end user education as required. CS-BPe. Assess any changes in technology or market conditions that affect the commodity. CSf. Consider conditions that could lead to another evaluation of the commodity. CS-SS-BP。
