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战略管理_英文课件 ch4_Business Level Strategy

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战略管理课程

战略管理课程

Os ≤ OT Is ≤ IT
(ROI)S ＞ (ROI)T
Type of Synergy
Sales Synergy: from share brand,channel Operating Synergy Investment Synergy Management Synergy
H.Mintzberg’s Definition
Combination of the two models, firms can increase the probability of achieving strategic competitiveness and earning above-average returns(AARs).
Kenneth R.Andrews H.I.Ansoff H.Mintzberg Our definition
Kenneth R．Andrews’ Definition
The Concept of Corporate Strategy, 1971
Strategy is target, intent, purpose, and the model of which a firm formulates main policies and plan in order to achieving the target. The model defines the business scope which the firm is doing, and should do. The model also defines the business type which the firm is in, and should be in.
Every Competitive Strategy Can be Translated into Congruent X Strategies

归纳Strategic Management(战略管理-中英文).ppt

归纳Strategic Management(战略管理-中英文).ppt
..........
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

chap4战略管理英语版

chap4战略管理英语版
Ongoing set of competitive actions and competitive responses occurring between competitors as they contend with each other for an advantageous market position
Competitive Behavior
Set of competitive actions and competitive responses the firm takes to build or defend its competitive 6 advantages and to improve its market position
Combination of market nality & resource similarity indicate a firm’s direct competitors
14
Competitor Analysis
Examples from text (p. 132)
Industry
Financial
15
A Framework of Competitor Analysis
16
Chapter 4: Building and Sustaining Competitive Advantage
11
A Model of Competitive Rivalry
12
Competitor Analysis
Competitor Analysis
2 components to assess: Market Commonality and Resource Similarity The question: ‘To what extent are firms competitors’?

林奇《战略管理》(英文版第7版)教学课件_pp08

林奇《战略管理》(英文版第7版)教学课件_pp08
Keep points short and well-argued Concentrate only on the key issues: no long lists Use key factors for success (KFS) as a guide
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Options can be combined together to give four options in total: four generic strategies for any organisation
Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 8.6 Lynch, Strategic Management PowerPoints on the Web, 7th edition © Richard Lynch 2015
Slide 8.7
Options based on market opportunities - 1
In the 1980s, Professor Michael Porter argued that there were only four fundamental strategic options available to all companies: Porter’s Generic Strategy Options
Environment
Options
This session

战略管理流程讲义(英文版!03资料

战略管理流程讲义(英文版!03资料
VALUE for customers?
And... Will environmental changes make our core competencies obsolete?
Are substitutes available for our core competencies?
Are our core competencies easily imitated?
such as capital equipment, skills of employees, brand names, finances and talented managers
Ch3-8
Resources
What a firm Has...
What a firm has to work with: its assets, including its people and the value of its brand name
Ch3-5
Discovering Core Competencies
Resources
* Tangible * Intangible
Ch3-6
ResouБайду номын сангаасces
What a firm Has...
What a firm has to work with:
its assets, including its people and the value of its brand name
* Financial * Physical * Technological * Organizational
Intangible Resources
* Valuable * Rare * Costly to Imitate * Nonsubstitutable

战略管理(PPT33页)

战略管理(PPT33页)
service at a fraction of the cost charged by others Use video-on-demand and CDV offerings to combat mounting
competition from satellite TV providers Employ a sales force to sell advertising to businesses that were
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 will we get there?” is its strategy
1-10
A Powerful Strategy Leads to Sustainable Competitive Advantage
A company achieves sustainable competitive advantage when an attractive number or buyers prefer its products/services over those of rivals and when the basis for this preference can be maintained over time
Does the strategy seem to be keyed to a cost advantage, differentiating features, serving the unique needs of a niche, or developing resource strengths and competitive capabilities rivals can’t imitate or trump (or a mixture of these)?

战略管理流程讲义(英文版!06资料

Firm Risk Reduction
Tangible Resources Intangible Resources
Ch6-7
Motives, Incentives, and Resources for Diversification
Resources
Incentives
Managerial Motives
Chapter 6
Corporate-Level Strategy
Ch6-1
Strategic Inputs
Chapter 2 External Environment
Chapter 3 Internal Environment
Strategic Intent Strategic Mission
The Strategic Management
Corporate Strategy is what makes the corporate whole add up to more than the sum of its business unit parts
Ch6-4
Levels and Types of Diversification
Low Levels of Diversification
Motives to Enhance Strategic Competitiveness
Resources Incentives
Economies of Scope Market Power
Financial Economies
Managerial Motives
Ch6-6
Motives, Incentives, and Resources for Diversification

战略管理英文版最新版教学课件第4章

• Brand valuation can be a major intangible resource for the firm
• Some product brands are so well established that the entire category of products (incl. competitors) may be called by the brand name ➢ In your small group, develop two or three examples of this happening in the marketplace.
❖ Best Buy also having problems with this recently
4-5
INTERNAL ANALYSIS: Inside the Firm
• Comparing two firms in same industry: Internal focus
➢ Core Competencies
LO 4-5 Identify competitive advantage as residing in a network of firm activities.
LO 4-6 Outline how dynamic capabilities can help a firm sustain competitive advantage.
➢ Does such brand valuation give the leading brand a competitive advantage?
➢ Does it produce confusion in the market for all products or services in that category?

战略管理Chapter4


Chapter 4: Business-Level Strategy
• Overview: Five content areas
– – – – – Defining business-level strategy Relationship between customers and strategy Differences in business-level strategies 5-Forces Risks of business-level strategies
Customers: Their Relationship with BusinessLevel Strategies
(Cont‟d)
• …Five components in customer relationships
– 1. Effectively managing relationships w/ customers
Introduction
• Strategy: Increasingly important to a firm‟s success and concerned with making choices among two or more alternatives. Choices dictated by
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
• Market segmentation
– Dividing customers into groups based on differences in needs – Process used to cluster people with similar needs into individual and identifiable groups – For example, consumer and industrial markets

战略管理课程

The Rise and Fall of Strategic Planning, 1994
Plan Ploy Pattern Position Perspective
Definition of Strategy
A strategy is an integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage.
Chapter1
Technology and Technological Changes
•Rapid technological change
•Rapid technology diffusions
•Dramatic changes in information technologies
•Increasing importance of knowledge
Every Competitive Strategy Can be Translated into Congruent X Strategies
Marketing Financial Personnel strategy strategy strategy
And so forth
Section 2: Definitions of Strategy
Suppose Oi—Cost of Product i
Si– Sales of Product i
(ROI)--Return on Investment
Suppose ROI of Company i’ product Pi is as follow
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External environment Internal resources, capabilities and core
competencies
Business level-strategy: Integrated and coordinated set of commitments and actions the firm uses to gain a competitive advantage by exploiting core competencies in specific product markets
4
Introduction (Cont’d)
Customers are the foundation of successful business strategies
Who will be served by the firm What needs those target customers have that firm will
▪ For example, consumer and industrial markets
8
Customers: Their Relationship with Business-Level Strategies (Cont’d)
…Five components of customer relationships
Returns earned are the lifeblood of firm Most successful companies satisfy current
customers and/or meet needs of new customers
6
Customers: Their Relationship with Business-Level Strategies (Cont’d)
7
Customers: Their Relationship with Business-Level Strategies (Cont’d)
…Five components in customer relationships
3. Who: Determining the customers to serve
…Five components in customer relationships
1. Effectively managing relationships w/ customers
Deliver superior value Strong interactive relationships is fsly improving levels of efficiency and cost reduction
Can be difficult to replicate and serve as significant entry barriers to potential competitors
Follows the discussion of customers
5
Customers: Their Relationship with Business-Level Strategies
Strategic competitiveness results when firm can satisfy customers by using its competitive advantages
Inbound/outbound logistics account for significant cost
Low-cost position is a valuable defense against rivals Powerful customers can demand reduced prices 13
4. What: Determining which customer needs to satisfy
What = Needs
▪ Related to a product’s benefits and features ▪ Must anticipate and be prepared: (I.e., High-quality? Low price?)
Strategic Management: Concepts and Cases
Part II: Strategic Actions: Strategy Formulation Chapter 4: Business-Level Strategy
1
The Strategic Management Process
goods or services with features that are acceptable to customers at the lowest cost, relative to competitors No-frill, standardized goods Continuously reduce costs of value chain activities
3
Introduction
Strategy: Increasingly important to a firm’s success and concerned with making choices among two or more alternatives. Choices dictated by
How = core competencies
9
Purpose of Business-Level (BL) Strategies
Purpose: To create differences between position of a firm and its competitors
Firm must make a deliberate choice to
Translate into features and performance capabilities of products
5. How: Determining core competencies necessary to satisfy customer needs
Core competencies: resources and capabilities that serve as source of competitive advantage for firm over its rivals
1. Cost Leadership (CL)
Competitive advantage: THE low-cost leader and operates with margins greater than competitors
Competitive scope: Broad Integrated set of actions designed to produce or deliver
and secondary nodes/activities and the ‘connectedness’ or fit Fit is key to the sustainability of competitive advantag10e
Purpose of Business-Level (BL) Strategies (con’t)
Perform activities differently Perform different activities
Activity map exemplifies a firm’s
Activities How they are integrated Southwest Airline’s activity map: Note the primary (N=6)
Two types of competitive advantage firms must choose between
Cost (Are we LOWER than others?) Uniqueness (Are we DIFFERENT? How?)
Two types of ‘competitive scope’ firms must choose between
Examples of Value-Creating Activities Associated with the Cost Leadership Strategy
15
Types of Business-Level Strategies (N=5) (Cont’d)
2. Reach, richness and affiliation
Access and connection to customers Depth and detail of two-way flow of information between
firm and customer Facilitating useful interactions with customers
satisfy How those needs will be satisfied by the firm
Five (5) generic business level strategies
Generic = can be used in any organization competing in any industry
Cost leaders hold an attractive position in terms of product substitutes, with the flexibility to lower prices to retain customers