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1、简介,Strategic Management,战 略 管 理,中国培训师大联盟 www.china-,Chapter 1: An Introduction To Strategic Management,S,T,R,A,T,E,G,Y,Section 1:What is Strategy,In Greece: Strategos means arts and science that a general command and direct army.,In Ancient China,Besiege Wei rescue Zhao,Pretend to advance along one
2、path while secretly going along another; do one thing under cover of another.,Classification of Strategy,Macro level,Enterprise level,National Economy,Local Economy,Industrial Economy,Corporate Strategy,SBUs Strategy,Functional Strategy,The Three Levels of Strategy,Corporate,SBUs,Functions,Which bus
3、inesses 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,?Address the Questions？,How to achieve sustainable competitive advantage in given product/market,Where should we compete？（Which markets
4、， and which segments should we concentrate on？）,Competitive Strategy,What products should we compete with？,How will we gain sustainable competitive advantage in these chosen markets？,?,1,2,3,is concerned with interpreting the role of the function or department in delivering the competitive strategy,
5、Functional strategy,Marketing strategy,Financial strategy,Personnel strategy,And so forth,Section 2: 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
6、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.,H.Igor.Ansoff Definition,Corporate Strategy, 1965 The stra
7、tegy is a common business line throughout the firms business, products and market. It defines the basic 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
8、all parts.,Understanding Synergy,Suppose,OiCost of Product i Si Sales of Product i,(ROI)-Return on 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 investme
9、nt of big firm,Suppose,Type of Synergy,Sales Synergy: from share brand,channel Operating Synergy Investment 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 c
10、oordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage.,Section 3: Strategic Management Process,Strategy Formulation,Strategy Implementation,See Detail,Environment,Condition,Strategic Intent Strategic Mission,Strategy Formulation,Strategy Imp
11、lementation,Corporate Level Strategy,Business Level Strategy,Organizational Structure and Controls,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,Al
12、ternatives Selection,Strategic Plan,Strategy Imple-mentation,Strategic Control,Feedback,Performance,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 Re
13、structuring Strategy Chapter 6 Business Level Strategy Chapter 7 Cooperative Strategy Chapter 8 Corporate Governance Chapter 9 Organizational Structure and Controls Chapter 10 Corporate Entrepreneurship and Innovation,THE NEED FOR STRATEGY,Chapter1,Globalization,Competition,Pressure to Change,Physic
14、al resources,Human resources,Information resources,World market,Core businesses,Outsourcing,BPR,Technology and Technological Changes,Rapid technological change Rapid technology diffusions Dramatic changes in information technologies Increasing importance of knowledge,The Competitive Landscape,The Gl
15、obal Economy,People,goods,services, and ideas move freely across geographic borders Significant opportunities 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)
16、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 increase the probability of achieving strategic competitiveness and earning above-average returns(AARs).,The I/O Model of AARs,The external environment was thought t
