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1、Strategic Management and Strategic Competitiveness,Michael A. Hitt R. Duane Ireland Robert E. Hoskisson,Chapter 1,1,Strategy Implementation,Chapter 13 Strategic Entrepreneurship,Chapter 11 Organizational Structure and Controls,Chapter 10 Corporate Governance,Chapter 12 Strategic Leadership,Strategy
2、Formulation,Strategic Competitiveness Above-Average Returns,Strategic Intent Strategic Mission,Chapter 2 The External Environment,Chapter 3 The Internal Environment,The Strategic Management Process,Feedback,Strategic Inputs,Strategic Actions,Strategic Outcomes,Chapter 6 Corporate- Level Strategy,Cha
3、pter 9 Cooperative Strategy,Chapter 5 Competitive Rivalry and Competitive Dynamics,Chapter 8 International Strategy,Chapter 4 Business-Level Strategy,Chapter 7 Acquisition and Restructuring Strategies,2,Important Definitions,Strategic Management Process 策略管理程序,The full set of commitments, decisions,
4、 and actions required for a firm to achieve strategic competitiveness and earn above-average returns,3,Important Definitions,Strategic Competitiveness 策略性競爭力,Achieved when a firm successfully formulates and implements a value-creating strategy,Occurs when a firm develops a strategy that competitors
5、are not simultaneously implementing Provides benefits which current and potential competitors are unable to duplicate,Above-Average Returns平均以上報酬,4,Important Definitions,Risk風險,An investors uncertainty about the economic gains or losses that will result from a particular investment,Returns that are
6、equal to those an investor expects to earn from other investments with a similar amount of risk,Average Returns平均報酬,5,Fundamental nature of competition is changing,Competitive Landscape競爭情勢,Hypercompetitive environments超競爭環境,Dynamics of strategic maneuvering among global and innovative combatants,Pr
7、ice-quality positioning, new know-how, first mover,Protect or invade established product or geographic markets,6,Fundamental nature of competition is changing,Hypercompetitive environments,Competitive Landscape,Emergence of global economy 全球經濟的出現,Goods, services, people, skills, and ideas move freel
8、y across geographic borders.,Spread of economic innovations around the world.,Political and cultural adjustments are required.,7,Fundamental nature of competition is changing,Hypercompetitive environments,Competitive Landscape,Emergence of global economy,Rapid technological change 快速科技變遷,Increasing
9、rate of technological change and diffusion,The information age,Increasing knowledge intensity,8,超競爭,Hypercompetition 產品生命週期短 均衡是短期現象 對手的行動會使自己喪失優勢 很難有持久的競爭優勢,9,Strategic Flexibility策略彈性,A set of capabilities used to respond to various demands and opportunities existing in a dynamic and uncertain com
10、petitive environment It involves coping with uncertainty and the accompanying risks,10,Strategic Flexibility,Strategic Flexibility,Strategic Flexibility,Strategic flexibility,11,1.Strategy dictated by the external environments of the firm (what opportunities exist in these environments?) 2.Firm deve
11、lops internal skills required by external environment (what can the firm do about the opportunities?),1. External Environments,Industry Environment,Competitor Environment,I/O Model of Above-Average Returns,12,Four Assumptions of the I/O Model,1.The external environment is assumed to possess pressure
12、s and constraints that determine the strategies that would result in above-average returns 2.Most firms competing within a particular or within a certain segment of it are assumed to control similar strategically relevant resources and to pursue similar strategies in light of those resources,13,Four
13、 Assumptions of the I/O Model,3.Resources used to implement strategies are highly mobile across firms 4.Organizational decision makers are assumed to be rational and committed to acting in the firms best interests, as shown by their profit-maximizing behaviors,14,Industrial Organization Model,I/O Mo
14、del of Above-Average Returns,1.Study the external environment, especially the industry environment economies of scale barriers to market entry diversification product differentiation degree of concentration of firms in the industry,15,I/O Model of Above-Average Returns,2.Locate an attractive industr
15、y with a high potential for above-average returns,Attractive industry: one whose structural characteristics suggest above-average returns,Industrial Organization Model,16,I/O Model of Above-Average Returns,3.Identify the strategy called for by the attractive industry to earn above-average returns,St
16、rategy formulation: selection of a strategy linked with above-average returns in a particular industry,Industrial Organization Model,17,I/O Model of Above-Average Returns,4.Develop or acquire assets and skills needed to implement the strategy,Assets and skills: those assets and skills required to implement a chosen strategy,Industrial Organization Model,18,I/O Model of Above-Average Returns,5. Use the firms strengths (its developed or acquired assets and skills) to implement the strategy,Strateg
