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1、简介,Strategic Management,Professor Ph.D. Qin Yuanjian(秦远建) Management School Wuhan University of Technology 武汉理工大学管理学院 P.C:430070 Tel:027-87874284(H) Mobil Phone:13871108129,战 略 管 理,Chapter 1: An Introduction To Strategic Management,S,T,R,A,T,E,G,Y,Section 1:What is Strategy,In Greece: Strategos mean
2、s arts and science that a general command and direct army.,In Ancient China,Besiege Wei rescue Zhao,Pretend to advance along one path while secretly going along another; do one thing under cover of another.,Classification of Strategy,Macro level,Enterprise level,National Economy,Local Economy,Indust
3、rial Economy,Corporate Strategy,SBUs Strategy,Functional Strategy,The Three Levels of Strategy,Corporate,SBUs,Functions,Which businesses to be in？How to run them?,The way a company creates value through the configuration and coordination of its multi-market activities .,Corporate Strategy is,?Addres
4、s the Questions？,How to achieve sustainable competitive advantage in given product/market,Where should we compete？（Which markets， and which segments should we concentrate on？）,Competitive Strategy,What products should we compete with？,How will we gain sustainable competitive advantage in these chose
5、n markets？,?,1,2,3,is concerned with interpreting the role of the function or department in delivering the competitive strategy,Functional strategy,Marketing strategy,Financial strategy,Personnel strategy,And so forth,Every Competitive Strategy Can be Translated into Congruent X Strategies,Section 2
6、: Definitions of Strategy,Kenneth R.Andrews H.I.Ansoff H.Mintzberg Our definition,Kenneth RAndrews 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 defin
7、es 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.,H.Igor.Ansoff Definition,Corporate Strategy, 1965 The strategy is a common business line throughout the firms business, products and market. It defines the b
8、asic nature of the business that a firm is doing, and plans to do.,See More,Four Elements of Strategy,Market and Products Growth Vector Competitive Advantage Synergy:Total outcome are more than sum of all parts.,Understanding Synergy,Suppose,OiCost of Product i Si Sales of Product i,(ROI)-Return on
9、Investment Suppose ROI of Company i product Pi is as follow,SS = ST,Is IT,Os OT,Scale Effect,(ROI)S (ROI)T,ST，OT，IT is Sum of Small companys sales, cost and investment,Ss，Os，Is Sales, cost and investment of big firm,Suppose,Type of Synergy,Sales Synergy: from share brand,channel Operating Synergy In
10、vestment Synergy Management Synergy,H.Mintzbergs Definition,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 competit
11、ive advantage.,Section 3: Strategic Management Process,Strategy Formulation,Strategy Implementation,See Detail,Environment,Condition,Strategic Intent Strategic Mission,Strategy Formulation,Strategy Implementation,Corporate Level Strategy,Business Level Strategy,Organizational Structure and Controls,
12、Corporate Governance,Strategic Competitiveness Above-Average Returns,feedback,Strategic Management Process Chart,Perspectives and Enterprise Culture,Vision Mission,Goals,S W O T,Strategy Formulation,Alternatives Selection,Strategic Plan,Strategy Imple-mentation,Strategic Control,Feedback,Performance
13、,Strategic Management,Chapter 1 An Introduction to Corporate Strategy Chapter 2 The External Environment Chapter 3 The Internal Condition Chapter 4 Corporate Level Strategy Chapter 5 Acquisition and Restructuring Strategy Chapter 6 Business Level Strategy Chapter 7 Cooperative Strategy Chapter 8 Cor
14、porate Governance Chapter 9 Organizational Structure and Controls Chapter 10 Corporate Entrepreneurship and Innovation,THE NEED FOR STRATEGY,Chapter1,Globalization,Competition,Pressure to Change,Physical resources,Human resources,Information resources,World market,Core businesses,Outsourcing,BPR,Tec
15、hnology and Technological Changes,Rapid technological change Rapid technology diffusions Dramatic changes in information technologies Increasing importance of knowledge,The Competitive Landscape,The Global Economy,People,goods,services, and ideas move freely across geographic borders Significant opp
16、ortunities emerge in multiple global markets Markets and Industries become more internationalized,Two models,A firm is viewed as a bundle of market activities and a bundle of resources.(in the lesson) Market activities are understood through application of the I/O model. The development and effective use of a firms resources, capabilities, and competencies is understood through application of the resources-based model. Combination of the two models, firms can incre
