企業(yè)戰(zhàn)略管理雙語教學(xué)老師給的習(xí)題

MultiplechoiceChapter1Theprescriptive,deliberateorplannedapproachviewsstrategicmanagementasaA.highlysystematizedprocess B.deterministicprocessC.highlysystematizedanddeterministicprocessD.consistentpatternofbehaviour2.isusedtorefertostrategicformulation,implementationandevaluation,withreferringonlytostrategicformulation.Strategicplanning;strategicmanagementStrategicplanning;strategicprocessingStrategicmanagement;strategicplanningStrategicmanagement;strategicprocessingStrategicimplementation;strategicfocusWhatcanbedefinedastheartandscienceofformulating,implementingandevaluatingcross-functionaldecisionsthatenableanorganizationtoachieveitsobjectives?Strategy formulationStrategy evaluationStrategy implementationStrategic managementConductingresearchtodetermineinternalstrengthsandweaknessesisperformedduringwhichstageofstrategicmanagement?FormulationImplementationEvaluationFeedbackGoal-settingWhatarethethreestagesofthestrategicmanagementprocess?Conflict,resolutionandimplementationFormulation, implementationandevaluationFormulation, executionandrewardFormulation, implementationandresolutionGoal-setting, implementationandfeedbackAnimportantactivityinistakingcorrectiveaction.strategyevaluationstrategyimplementationstrategyformulationstrategyleadershipalloftheabove7.meansmobilizingemployeesandmanagerstoputstrategiesintoaction.FormulatingstrategyStrategyevaluationImplementingstrategyStrategicadvantagenotastrategy-implementationactivity.TakingcorrectiveactionsEstablishingannualobjectivesDevisingpoliciesAllocatingresourcesMotivatingemployeeskillsareespeciallycriticalforsuccessfulstrategyimplementation.InterpersonalTechnicalConceptualThinkingMarketingStrategyevaluationisnecessarybecauseinternalandexternalfactorsareconstantlychanging.theSECrequiresstrategypetitorschangetheirstrategies.theIRSrequiresstrategyevaluation.e. firmsmusttakecorrectiveactions.Whichoftheseisoftenconsideredthefirststepinstrategicplanning?DevelopingavisionstatementEstablishinggoalsandobjectivesMakingaprofitDevelopingamissionstatementDeterminingopportunitiesandthreatsWhatareenduringstatementsofpurposethatdistinguishonebusinessfromothersimilarfirms? policiesmissionstatementsobjectivesrulesemployeeconductguidelinesWhichofthefollowingisnotincludedinthestrategicmanagementmodel?Measureandevaluateperformance.Performinternalresearchtoidentifycustomers.Establishlong-termobjectives.Implementstrategies.DevelopmissionandvisionstatementsUsually,externalopportunitiesandthreatsare:A.uncontrollablebyasingleorganization.B.controlledbygovernments.C.notasimportantasinternalstrengthsandweaknesses.D.keyfunctionsinstrategyimplementation.E.keyfunctionsinstrategyexploitation.Militarystrategyisbasedonanassumptionof,whereasbusinessstrategyisbasedonanassumptionof.conflict;cooperationconflict;competitioncooperation;conflictcompetition;conflictcooperation;competitionCompetenceBasedApproacharguesthatcompetitiveadvantagearisesfromanorganization’sinternallydevelopedcorecompetenceratherthanfromitsenvironmentcompetitiveadvantagearisesfrompositioningafirmtotakeadvantageofopportunitiesandovercomeorcircumventthreatscompetitiveadvantagearisesfromcooperationcompetitiveadvantagearisesfromopportunitiesResource-basedviewapproacharguesthatanorganizationshouldexploititsrelativetointheexternalenvironmentposition;opportunitiesbasiccompetencies;opportunitiesfinancialassets;opportunitiescorecompetencies;opportunitiesThepurposeofthemissionstatementistocommunicatetoallshareholdersemployeesallstakeholdersmanagersAgoodmissionstatementshoulddefinewhatthe organizationislimittoexclude some venturesgivedetailplansofallocatingresourcesbebroadenoughtoallowforgrowthdistinguishafirmfromallothersAccordingtoMcGinnis,amissionstatementshouldbeallofthefollowingxcept:itshouldbespecificenoughtocontrolcreativegrowth.itshouldbestatedinclearterms.itshoulddistinguishanorganizationfromallothers.itshoulddefinewhatanorganizationis.itshouldserveasaframeworkforevaluatingbothcurrentandprospectiveactivities.Itisthewhodetermineswhatabusinessis.president.customerstakeholder.CEO.Whatthecustomerbuysandconsidersvalueisalwaysprice.function_technology.utility.WhichmissionstatementsaregoodmissionstatementAT&T’s（美國電報電話公司）missionstatementfocusesoncommunicationExxon’s（埃克森石油公司）missionstatementfocusesonoilandgasUnionPacific’s（太平洋聯(lián)合鐵路公司）missionstatementfocusesontransportationUniversalStudios’（環(huán)球電影公司）missionstatementfocusesonmoviesFinancialcrisisthatreverberatedaroundtheworldisbelongtofarenvironmentsfactor"nearenvironment^factorsinternalenvironments’factorsindustrialfactorsThreebroadwaysthatclustersaffectcompetition:IncreasingtheproductivityofcompaniesbasedintheareaDrivingthedirectionandpaceofinnovationStimulatingtheformationofnewbusinesseswithintheclusterBringingentrybarrierstotheareaWhichofthefollowingchoicesdoesnotbelongtoindustryproperties?EconomiesofScaleBarrierstomarketentryAfirm'scorecompetenceProductdifferentiationLevelofcompetitivenessAccordingtoI/Otheorists,whichofthefollowingcontributesleast。firmperformance?EconomiesofscaleBarrierstomarketentryProductdifferentiationInternalresourcesLevelofcompetitiveness5.isnotpartofanexternalaudit.AnalyzingcompetitorsAnalyzingthefirMsfinancialratiosAnalyzingavailabletechnologiesStudyingthepoliticalenvironmentAnalyzingsocial,cultural,demographicandgeographicforcesWheninterestratesrise,discretionary自由決定的income,andthedemandfordiscretionarygoods.rises;risesdeclines;risesrises;fallsdeclines;fallsstaysthesame;riseWhenanindustryreliesheavilyongovernmentcontracts,forecastscanbethemostimportantpartofanexternalaudit.economicpoliticaltechnologicalcompetitivemultinationalTechnologicaladvancementscancreatenewadvantagesthataremorepowerfulthanexistingadvantages.economicsocialenvironmentalcompetitivecomparativeTheInternetischangingthenatureofopportunitiesandthreatsbydoingallofthefollowingexcept:alteringthelifecyclesofproducts.decreasingthespeedofdistribution.erasinglimitationsoftraditionalgeographicmarkets.creatingnewproductsandservices.changingthehistoricaltrade-offbetweenproductionstandardizationandflexibility.Intensityofcompetitioninlower-returnindustries.is lowestis non-existentis highestis notimportantfluctuatesFivecompetitiveforces,accordingtoMichaelPorter,createvitalopportunitiesandthreatstoorganizations.Whichofthefollowingisnotacompetitiveforce?NewentrantsRivalryamongexistingfirmsBargainingpower ofunionsBargainingpower ofsuppliersBargainingpower ofbuyers.,accordingtoPorter,isusuallythemostpowerfulofthefivecompetitiveforces.PotentialdevelopmentofsubstituteproductsBargainingpowerofsuppliersBargainingpowerofconsumersRivalryamongcompetingfirmsPotentialentryofnewcompetitorsWhenevernewfirmscaneasilyenteraparticularindustry,theintensityofcompetitivenessamongfirmsa.staysthesame.increases.decreases.neutralizes.FluctuatesIfsuppliersareunreliableortoocostly,whichofthesestrategiesmaybeappropriate?HorizontalintegrationBackwardintegrationMarketpenetrationForwardintegrationConcentricdiversificationBargainingpowerofconsumersiswhentheproductsbeingpurchasedarestandardorundifferentiated.marginallowhighnegativenotnecessaryGlobalizationofindustriesisoccurringforallofthesereasonesxcept:aworldwidetrendtowardsimilarconsumptionpatterns.theemergenceofglobalbuyers.aworldwidetrendtowarddifferentconsumptionpatterns.e-commerceandtheinstanttransmissionofmoneyandinformationacrosscontinents.theemergenceofglobalsellers.17.isthefirststepindesigninganEFEMatrix.IdentifyingkeyexternalfactorsintheindustrySummingtheweightedscoreforeachcompetitorCalculatingthesalesofeachcompetitorDrawingthehorizontalandverticallinesforthematrixDeterminingfourcompetitorsWhatistherangeforafirmStotalweightedscoreinanExternalFactorEvaluationMatrix?TOC\o"1-5"\h\z0 to50 to41 to51 to40 to10OnedifferencebetweenCPMandEFEisthatCPMincludesbothinternalandexternalissues.theweightandtotalweightedscoremeanopposite.CPMratingsrangefrom1to10.CPMisperformedonlyforthecompany,whereasEFEisperformedforboththecompanyandthecompetitors.CPMisonlyusedinsmallfirmsStrategicgroupsoffirmswithinanindustryfolloworhavevery dimensionsthesamestrategies,similardifferentstrategies,differentthesamestrategies,differentdifferentstrategies,similarPotentialdevelopmentofsubstituteproductswillincreasewhenconsumer’sswitchingcosts increasedecreasedonotchangebecomehighChapter4TherearethreeactivitiesintheinternalAnalysisprocessResources,capabilities/competencies,corecompetenciesanalysisValueChainanalysiscompetitoranalysisComparativeanalysisAcompetenceisanattributeorcollectionofattributespossessedbyofthefirmsinanindustryfewseveralmanyallormostResourcesemployedbyafirmincludestangibleresourcescompetitiveresourcesintangibleresourceshumanresourcesanddonotbelongtointangibleresourcesFinancialResourcesTechnologicalResourcesReputationPhysicalResourcesWhichoneofthefollowingaretangibleresources?FinancialResourcesTechnologicalresourcesReputationHumanresourcesexemplifiesthecomplexityofrelationshipsamongthefunctionalareasofbusiness.GovernmentauditExternalauditFinancialratioanalysisEnvironmentalscanningDistributionstrategyWhichofthefollowingareprimaryactivitiesinafir’svaluechain?inboundlogisticsoutboundlogisticsmarketing&salesprocurementoperationsWhichofthefollowingarenotsupportactivities?technologydevelopmentoutboundlogisticshumanresourcemanagementfirminfrastructureprocurementFirminfrastructureconsistsofanumberofactivitiesincludinggeneralmanagementfinance&accountinglegal&governmentaffairsqualitymanagementplanningTheinitialsteptoimplementingvaluechainanalysisisattachingacosttoeachdiscreteactivity.establishingcostsintermsoftime.establishingcostsintermsofmoney.dividingafirm'soperationsintospecificactivitiesorbusinessprocesses.Inthe“powerlaw”formulay=axb,‘a(chǎn)’representsthelaborhoursrequiredtobuildunit#xthetheoreticallaborhoursrequiredtobuildthefirstunitproducedtherateoflearningthenumber(count)ofanitemintheproductionsequenceAccordingtothelearningcurvetheory,whenoutputorproduction,thereductionintimeperunitaffectedbythelearningcurveratedoublestriplesisfourtimestotheinitialoneisfivetimestotheinitialoneLearningrateisnotusefulwhenproductionissporadicthereisnowaytoimprovetheproductionrateproductionquantitiesareverysmallrules®ulationslimittheproductionrateeachitemproducedissignificantlydifferentfromtheprecedingitemInanIFEmatrix,ratingnumber“3”representsmajorweaknessminorweaknessminorstrengthmajorstrengthInanIFEmatrix,ratingnumber“2”representsmajorweaknessminorweaknessminorstrengthmajorstrengthIfafirm’stotalweightedscoreis2.1inanIFEmatrix,itindicatesthatthefirmisbeingweakinternallythefirm’sstrategiesisnotcapitalizingonopportunitiesoravoidingthreatsthefirmisbeingastronginternalpositionthefirm’sresponseisoutstandingtothreatsandweaknessesChapter5-6CorporatestrategyismoredetailmorevalueorientedmoreconceptualconcernedwiththewholefirmAfirmdirectsitsresourcestotheprofitablegrowthofasingleproduct,inasinglemarket,withasingledominanttechnology.ThefirmpursuesdiversificationhorizontalintegrationStrategyverticalintegrationStrategyconcentrationstrategyIfafirm’spresentsuppliersareexpensiveandunreliableinmeetingthefirm’sneedsforparts,componentsand/orrawmaterials,itshouldpursueaconcentrationStrategyhorizontalintegrationStrategybackwardintegrationStrategyforwardintegrationStrategyAnexampleofstrategyisestablishingWebsitestosellproductsdirectlytoconsumers.backwardintegrationproductdevelopmentforwardintegrationhorizontalintegrationAstrategyseekstoincreasemarketshareofpresentproductsorservicesinpresentmarketsthroughgreatermarketingefforts.marketpenetrationforwardintegrationmarketdevelopmentproductdevelopmentAddingnew,unrelatedproductsorservicesforpresentcustomersiscalledforwardintegration.concentricdiversification.conglomeratediversification.horizontaldiversificationBackwardintegrationiseffectiveinallofthesexcept:whenanorganizationcompetesinanindustrythatisgrowingrapidly.whenanorganizationhasbothcapitalandhumanresourcestomanagethenewbusinessofsupplyingitsownrawmaterials.whenanorganizationneedstoacquireaneededresourcequickly.whentheadvantageofstablepricesarenotimportant.WhenaUScompanyfirstbeginstoexporttoIndia,itisanexampleofmarketdevelopmentmarketpenetrationproductdevelopment.horizontalintegration.Whenanorganizationcompetesinanindustrycharacterizedbyrapidtechnologicaldevelopments,isanappropriatestrategy.retrenchmentproductdevelopmentbackwardintegrationmarketpenetrationaretermsthatdescribediversificationstrategiesConcentricdiversificationconglomeratediversificationverticaldiversificationhorizontaldiversification.Addingnew,unrelatedproductsorservicesiscalleda. horizontaldiversification.concentricdiversification.backwardintegration.conglomeratediversification.Anairlineeliminatingserviceat10majorcitiestofinanciallysurviveisanexampleofdivestiture.backwardintegration.liquidation.retrenchmentWhenadivisionisresponsibleforanorganization’soverallpoorperformance,strategyshouldbeimplemented.backwardintegrationdivestitureforwardintegrationcostleadershipconcentricdiversification14.Sellingallofacompany’sassetsinpartsfortheirtangibleworthiscalledjointventure.divestiture.concentricdiversification.liquidation.horizontalintegration15.Defensivestrategiesincludesretrenchmentdivestiture.diversification.liquidation.16.iseffectivewhenthestockholdersofafirmcanminimizetheirlossesbysellingtheorganization’sassets.IntegrationDifferentiationDiversificationLiquidationWaystopursueDifferentiationsuccessfully:creatingproductswhicharesuperiortocompetitorsbuildingsuperiordistributionchannelsofferingsuperioraftersalesservicecreatingastrongbrandnamethroughdesign,innovation,advertising,andsoonMergersandacquisitionsarecreatedforallofthefollowingreasonsexcepttogainnewtechnology.reducetaxobligations.gaineconomiesofscale.increaseitsnumberofemployeesComprehensiveStrategy-FormulationFrameworkincludes:theInputStagetheMatchingStage.theDecisionStage.theoutputStage.WhichofthefollowingaretoolsinthematchingstageSWOTMatrixSPACEMatrixBCGMatrixIEMatrixCPMImprovinginternalweaknessesbytakingadvantageofexternalopportunitiesis strategiesWOSTSOWTTwoExternalDimensionsinSPACEmatrixareEnvironmentalStability(ES)IndustryStrength(IS)FinancialStrength(FS)CompetitiveAdvantage(CA)Ifafinanciallystrongfirmthathasachievedmajorcompetitiveadvantagesinagrowingandstableindustry,thefirm’sdirectionalvectorshouldbelocatedinthequadrantofSPACEmatrixaggressiveconservativedefensivecompetitiveAdivisionwithahighrelativemarketsharepositioninalow-growthindustrycanbedescribedasastar.cashcow.questionmark.dog.Whenadivisionofanorganizationhasahighrelativemarketshareandisinafast-growingindustry,itiscalledastar.cashcow.questionmark.dog26Whichoftheseisnotanattractivestrategyforacashcowdivision?intensivestrategy.harvestdivestitureretrenchmentfafirmlocatesinCellsI,II,orIVinIEMatrix,thefirmshouldpursue strategyGrowandbuild.HoldandmaintainHarvestordivestNoaboveallChapter7-81.isincludedinthedecisionstageofthestrategyformulationframework.a.InternalFactorEvaluationMatrix(IFE)QuantitativeStrategicPlanningMatrix(QSPM)BCGBusinessPortfolioMatrixGrandStrategyMatrixSPACEMatrixAnnualObjectivesshouldstateQuantityQualityCostTimeBeVerifiableThreebasicactivities ofstrategicevaluation,review&controlanalyzingindustryenvironmentExaminetheunderlyingbasesofafirm'sstrategyCompareexpectedtoactualresultsIdentifycorrectiveactionstoensurethatperformanceconformstoplansanalyzingfinancialratiosThreestepsinevaluationframeworkReviewunderlyingbasesAllocateresourcesMeasurefirmperformanceTakecorrectiveactionsBalancedScorecardevaluatestrategiesfrom4perspectives:FinancialperformanceCustomerknowledgec.Internalbusinessprocessesc.Learning&growthMacro-economicsituationThreewaystomanageconflictAvoidanceDiffusionCompetitionCoordinationConfrontationIntheprocessofimplementingstrategy,changeraisesanxietyandfear,concerningEconomic10ssInconvenienceUncertaintydBreakinstatus-quoimprovingworkingconditionIntheprocessofimplementingstrategy,changestrategiesincludeForceChangeStrategyEducativeChangeStrategyintegrationstrategyd diversificationstrategye.RationalorSelf-InterestChangeStrategyTrue/False(T)Strategyformulation,implementationandevaluationactivitiesoccuratthreehierarchicallevelsinalargediversifiedorganization:corporate,divisionalandfunctional(T)Inorderforafirmtoachievesustainedcompetitiveadvantage,afirmmustcontinuallyadapttochangesinexternaltrendsandeventsandeffectivelyformulate,implement,andevaluatestrategiesthatcapitalizeuponthosefactors.Chapter1-2(T)Byexploring,learningandpiecingtogetheraconsistentpatternofbehaviourovertime,anorganizationmayarriveatthesamepositionasifithadplannedeverythingindetail(T)Aclearvisionprovidesthefoundationfordevelopingacomprehensivemissionstatement(F)Missionmeans“Whatdowewanttobecome?”(T)Clearvision&missionareneededbeforealternativestrategiescanbeformulatedandimplemented(F)Participationfromdiversemanagersisnotimportantindevelopingthemission.(T)Thevisionstatementshouldbeshort,preferably(更適宜)onesentence(F)Ifanorganizationchoosestohavebothamissionandavision,themissionstatementshouldbeestablishedfirst,asmissionidentifieswhereweareandvisionwouldindicatewherewewanttogo(F)ExternalAuditistodevelopanexhaustivelistofeverypossiblefactorthatcouldinfluencethebusinessistheaimofexternalaudit.(F)Tourism-orientedfirmsintheUnitedStatesarehampered?!妨礙)whenthevalueofthedollarfalls(T)TheInternetischangingtheverynatureofmanyindustriesbyalteringproductlifecyclesandchangingthehistoricaltrade-offbetweenproductionstandardizationandflexibility(T)Newfirmssometimesenterindustrieswithhigher-qualityproducts,lowerpricesandsubstantialmarketingresources,eventhoughtherearenumerousbarrierstoentry.(T)Theimpactofnaturaleventsuponbusinessactivitycanbeverypowerfulanddifficulttopredictoravoid(T)BothaCompetitiveProfileMatrixandanEFEMatrixhavethesamemeaningintheweights,ratingsandtotalweightedscores.(T)ThecriticalsuccessfactorsinaCompetitiveProfileMatrixareoftenthesameasthoseinanEFEMatrix.(T)Theprocessofperforminganinternalaudit,comparedtotheexternalaudit,providesmoreopportunityforparticipantstounderstandhowtheirjobs,departmentsanddivisionsfitintothewholeorganization.(T)Thevaluechainiscomposedofvalue-addingactivitiesandmargin(T)ValueChainAnalysiscanenableafirmtobetteridentifyitsownstrengthsandweaknessesespeciallyascomparedtocompetitors’ValueChainAnalyses(T)FirminfrastructurecanbeapowerfulsourceofCA(T)Thevaluechainisnotacollectionofindependentactivitiesbutasystemofinterdependentactivities.(T)InternalFactorEvaluationMatrixisasummarystepwhenconductinganinternalstrategic-managementaudit(T)Incompetitiveterms,valueistheamountbuyersarewillingtopayforwhatafirmprovidesthem(F)Thevaluechainisacollectionofindependentactivities(T)Thelearningcurvedescribestherelationshipbetweenafirm’scumulativeoutputandamountofinputsneededtoproduceaunitofoutput(T)100%learningrate_meansnolearningatall(F)Inindustry,Stypicallyrangesfrom40%to100%(F)Thelearningeffectcanleadtoverylargereductionsincostanditdependsonthesizeoftheindividualfirm(T)TherateoflearningdependsonfactorssuchasthequalityofmanagementandthepotentialoftheprocessandproductsChapter5-6(T)Businessstrategy(competitivestrategy)isthedeterminationofhowacompanywillcompeteinagivenbusinessandpositionitselfamongitscompetitors(F)Inachangingenvironment,afirmcommittedtoconcentratedgrowthfaceslowrisks(F)Forwardintegrationisastrategyofseekingownershiporincreasedcontrolofafirm’ssuppliers(F)Gainingownershiporincreasedcontroloverdistributorsorretailersiscalledbackwardintegrationstrategy(T)Theincreaseduseofhorizontalintegrationasagrowthstrategy(T)Introducingpresentproductsintonewgeographicareasismarketdevelopment(T)Anappropriatestrategywhenanorganizationhasexcessproductioncapacityismarketdevelopment(T)Liquidationisoftenappropriatewhenretrenchmentanddivestiturehavefailed(F)AccordingtoPorter,strategiesalloworganizationstogaincompetitiveadvantagefromthreedifferentbases:costleadership,differentiationandintegration(T)Forconsumerswhoarepricesensitive,costleadershipemphasizesproducingstandardizedproductsatverylowper-unitcost(T)Whenanacquisitionisnotdesiredbybothparties,itiscalledatakeoverorhostiletakeover(T)NotallM&Asareeffectiveandsuccessful(T)M&Ascanyieldgreatbenefits,butthepriceandreasomustberight(T)Businessisbothco-operationandcompetition(F)Companiesareavoidingoutsourcingmoreandmorebecauseitismoreexpensivethantraditionalmethodsanditdoesnotallowafirmtoconcentrateoncorecompetencies(T)Merger&Acquisitionscanyieldgreatbenefits,butthepriceandreasoningmustberight(T)AccordingtoPorter,afirmthatengagesineachgenericstrategybutfailstoachieveanyofthemis“stuckinthemiddle”.(T)BCGMatrixenhancesmulti-divisionalfirminformulatingstrategiesChapter7-8(T)Implementingstrategyaffectsanorganizationfromtoptobottom(T)Changingafirm’sculturetofitanewstrategyisusuallymoreeffective_thanchangingastrategytofitanexistingculture(T)Strategyevaluationisvitaltotheorganization’swell-being(T)Strategyshouldnotpresentinconsistentgoals&policies(F)Intermsofnumberofemployees,restructuringinvolvesincreasingthesizeofthefirm(F)TheoverallaimoftheBalancedScorecardistobalancefinancialobjectiveswithstrategicobjectives(T)Theremustbeatranslationofstrategicthoughtintostrategicaction(F)Reengineeringischaracterizedbymanystrategicdecisions(F)Restructuringischaracterizedbytacticaldecisions(T)IntheBalancedScorecard,theLearning&GrowthPerspectiveisthefoundationofanystrategyandfocusesontheintangibleassetsofanorganizationEssayQuestionsChapter1-2.Explaintherelationshipbetweenstrategicmanagementandcompetitiveadvantageforfirms.Howcanafirmachievesustainedcompetitiveadvantage?Ans:Strategicmanagementisallaboutgainingandmaintainingcompetitiveadvantage.Competitiveadvantageisanythingafirmdoesespeciallywellcomparedtorivalfirms.Whenafirmcandosomethingthatrivalfirmscannotdo,orownssomethingthatrivalfirmsdesire,thatcanrepresentacompetitiveadvantage.Gettingandkeepingcompetitiveadvantageisessentialforlong-termsuccessofanorganization.Afirmmuststrivetoachievesustainedcompetitiveadvantageby(1)continuallyadaptingtochangesinexternaltrendsandeventsandinternalcapabilities,competenciesandresources,andby(2)effectivelyformulating,implementingandevaluatingstrategiesthatcapitalizeuponthosefactors.戰(zhàn)略管理的目的就是使企業(yè)獲得并保持競爭優(yōu)勢。競爭優(yōu)勢是企業(yè)在與競爭對手競爭時自身的各種優(yōu)勢，當(dāng)一個企業(yè)能做到對手做不到的事情或擁有對手期望擁有的東西，則該企業(yè)具備競爭優(yōu)勢。獲得并保持競爭優(yōu)勢是企業(yè)長期取得成功的基礎(chǔ)企業(yè)必須努力通過以下途徑獲取競爭優(yōu)勢：1不斷適應(yīng)外部環(huán)境變化，并因此發(fā)展內(nèi)部的能力獲取資源；2有效地在利用上述因素的基礎(chǔ)上形成、實施及評估企業(yè)戰(zhàn)略.Mintzberg,sfivePs:Mintzbergarguesastrategycanbe:Aplan;Aploy;Apatternofbehavior;Apositioninrespecttoothersintheenvironment;AperspectivechangingthecultureofthemembersofanorganizationAnditisimportantnottoseeanyofthesefivePsinisolationsfromtheothers根據(jù)明茨伯格的定義，戰(zhàn)略是一種計劃，計謀，行為模式，環(huán)境中相對地位以及改變組織文化的觀念。這五個方面共同描繪了戰(zhàn)略的定義，所以不能割裂。.Fourlevelstrategies:Networkstrategy;Corporatestrategy;Business(competitive)strategy;Operationalstrategy企業(yè)戰(zhàn)略可分為四個層次，分別是：網(wǎng)絡(luò)關(guān)系戰(zhàn)略；公司層戰(zhàn)略；事業(yè)部(競爭)戰(zhàn)略和職能戰(zhàn)略。.FourphasesinstrategicmanagementmodelStrategicanalysis;Strategicformulationandselection;StrategicImplementation;StrategicControl戰(zhàn)略管理包括了戰(zhàn)略分析，戰(zhàn)略形成與選擇，戰(zhàn)略實施與戰(zhàn)略控制四個組成部分。5.Describethecharacteristicsofaneffectivemissionstatement.Themajorcharacteristicsofaneffectivemissionstatementareadeclarationofattitude,acustomerorientationandadeclarationofsocialpolicy一個有效的企業(yè)使命陳述應(yīng)該表明態(tài)度，以顧客為導(dǎo)向并說明企業(yè)的社會責(zé)任觀念。6.Describewhyamissionstatementissoimportantinthestrategic-managementprocess.Aclearmissionstatementisessentialforeffectivelyestablishingobjectivesandformulatingstrategies.Itrevealswhatanorganizationwantstobeandwhomitwantstoserve.Abusinessmissionisthefoundationforpriorities,strategies,plansandworkassignments.Itisthestartingpointforthedesignofmanagerialjobsandforthedesignofmanagerialstructures.一個清晰的企業(yè)使命陳述是企業(yè)有效建立目標(biāo)和形成戰(zhàn)略的基礎(chǔ)。使命揭示了企業(yè)外來發(fā)展方向以及其服務(wù)對象。企業(yè)使命是企業(yè)管理中確定優(yōu)先權(quán)、戰(zhàn)略、計劃以及工作分配的基礎(chǔ)，也是管理職位和組織結(jié)構(gòu)設(shè)計的出發(fā)點。Chapter3-4Porter,sFive-ForcesModelAccordingtoMichaelPorter,fivecompetitiveforcescreatevitalopportunitiesandthreatstoorganizations:(1)newentrants,(2)substituteproductsorservices,(3)bargainingpowerofsuppliers,(4)bargainingpowerofbuyers,and(5)rivalryamongexistingfirms根據(jù)波特的五種力量模型，行業(yè)內(nèi)的五種力量會給企業(yè)帶來關(guān)鍵的機會或威脅。這五種力量包括新進入者，替代產(chǎn)品，供應(yīng)商的議價力量，顧客的議價力量，以及最重要的來自競爭對手的競爭。Identifyimportantdiffe