戰(zhàn)略制定和實(shí)施課件

Strategy

Formulation

andImplementationChapter

8Strategic

PlanningStrategic

planning

has

taken

onnewimportance

in

today’s

world

ofglobalization,

deregulation,

advancingtechnology,

and

changing

demographics,and

lifestylesManager’s

Challenge:

NintendoCopyright

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Formulation

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reserved.3Strategic

ManagementDefinitionComponentsModel

of

Strategic

ManagementProcessModels

of

Strategy

FormationManagerial

Tools

toImplement

StrategicPlansTopics:Chapter

8Thinking

StrategicallyCopyright

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Strategic

ManagementCopyright

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reserved.5Set

of

decisions

and

actions

used

toimplement

strategies

that

will

provide

acompetitively

superior

fit

between

theorganization

and

its

environment

so

astoachieve

organizational

goalsResponsibility

=

top

managers

&chief

executiveStrategic

ManagementCopyright

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reserved.6Managers

ask

such

questions

as...What

changes

and

trends

areoccurring?Who

are

our

customers?What

products

or

services

should

we

offer?How

can

we

offer

these

products

or

servicesmost

efficiently?Grand

Strategy

General

plan

of

major

action

to

achievelong-term

goalsFalls

into

three

general

categoriesGrowthStabilityRetrenchmentA

separate

grandstrategy

can

bedefined

for

globaloperationsEthical

Dilemma:

A

Great

Deal

for

Whom?Copyright

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Strategy:

GrowthCopyright

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reserved.8Growth

can

be

promoted

internally

byinvesting

in

expansion

or

externally

byacquiring

additional

business

divisionsInternal

growth

=

can

include

development

ofnewor

changed

productsExternal

growth

=

typically

involves

diversification–

businesses

related

to

current

product

lines

orinto

new

areasGrand

Strategy:

StabilityCopyright

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reserved.9Stability,

sometimes

called

a

pause

strategy,means

that

the

organization

wantsto

remain

the

same

size

orto

grow

slowly

and

in

a

controlledfashionGrand

Strategy:

RetrenchmentCopyright

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reserved.10Retrenchment

=

the

organization

goes

through

aperiod

of

forced

decline

by

either

shrinking

currentbusiness

units

or

selling

off

or

liquidating

entirebusinessesLiquidation

=

selling

off

a

business

nit

for

the

cashvalue

of

the

assets,

thus

terminating

its

existenceDivestiture

=

involves

selling

off

of

businesses

thatno

longer

seem

central

to

thecorporationGlobal

Corporate

StrategiesNeed

for

National

ResponsivenessHighLowTransnationalStrategySeeks

to

balance

globalefficiencies

and

localresponsivenessCombines

standardizationand

customization

forproduct/advertisingstrategiesGlobalizationStrategyTreats

world

as

asingle

global

marketStandardizes

globalproducts/advertisingstrategiesMulti-domestic

StrategyHandles

marketsindependently

for

eachcountryAdapts

product/advertisingto

local

tastes

and

needsNeed

for

Global

IntegrationExportStrategyDomestically

focusedExports

a

fewdomestically

producedproducts

to

selectedcountriesCopyright

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StrategyCopyright

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reserved.12Globalization

=

product

design

andadvertising

strategies

are

standardizedaround

the

worldMulti-domestic

=

adapt

product

andpromotion

for

each

countryTransnational

=

combine

globalcoordinationwith flexibility

to

meetspecific

needs

in

variouscountriesPurpose

of

StrategyThe

plan

of

action

that

prescribesresource

allocation

andotheractivities

for

dealing

with

theenvironment,

achievingacompetitive

advantage,

that

helpthe

organization

attain

its

goalsStrategies

focus

on:l

Core

competenciesl

Developing

synergyl

Creating

value

for

customersCopyright

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rights

reserved.13Three

Levels

of

Strategy

in

OrganizationsCorporate-Level

Strategy:What

business

are

we

in?CorporationBusiness-Level

Strategy:How

do

wecompete?Textiles

UnitChemicals

UnitAuto

Parts

UnitFunctional-Level

Strategy:How

dowe

supportthebusiness-levelstrategy?FinanceR&DManufacturingMarketingCopyright

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rights

reserved.14Strategic

Management

ProcessImplementStrategy

viaChanges

in:Leadershipculture,Structure,

HR,Information

&controlsystemsSWOTFormulateStrategy

–Corporate,Business,FunctionalDefine

newMissionGoals,

GrandStrategyIdentify

StrategicFactors

–Strengths,WeaknessesIdentify

StrategicFactors

–Opportunities,ThreatsScan

InternalEnvironment

–

CoreCompetence,Synergy,

ValueCreationEvaluate

Current

Mission,Goals,StrategiesScan

ExternalEnvironment

–National,GlobalCopyright

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rights

reserved.15Strategy

Formulation

vs.ImplementationStrategy

Formulation

=

stage

of

strategicmanagement

that

involves

planning

and

decisionmaking

that

lead

to

the

establishment

of

theorganization’s

goals

and

of

a

specific

strategicplanStrategy

Implementation

=

stage

of

strategicmanagement

that

involves

the

use

of

managerial

andorganizational

tools

to

direct

resources

towardachieving

strategic

outcomesExperiential

Exercise:

Developing

Strategy

for

a

Small

BusinessCopyright

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rights

reserved.Checklist

for

AnalyzingOrganizational

Strengths

and

WeaknessesSources:

Based

on

Howard

H.

Stevenson,

“

Defining

Corporate

Strengths

and

Weaknesses,”

Sloan

Management

Review

17

(spring

1976),

51-68;

and

M.L.Kastens,Long-Range

Planning

for

Your

Business

(New

York:

American

Management

Association,

1976).Management

qualityStaff

qualityDegree

of

centralizationOrganization

chartsPlanning,

information,controlsystemsFinanceProfit

marginDebt-equity

ratioInventory

ratioReturn

on

investmentCredit

ratingDistribution

channelsMarket

shareAdvertising

efficiencyCustomer

satisfactionProductqualityService

reputationSales

force

turnoverProductionPlant

location

Machinery

obsolescencePurchasing

systemQuality

controlProductivity/efficiencyManagement

and

Organization

Marketing Human

ResourcesEmployeeexperience,educationUnion

statusTurnover,

absenteeismWork

satisfactionGrievancesResearch

and

DevelopmentBasic

applied

researchLaboratory

capabilitiesResearch

programsNew-product

innovationsTechnology

innovations17Portfolio

StrategyMix

of

businessunits

and

productlines

that

fittogether

in

alogical

waytoprovide

synergyand

competitiveadvantageBCG

MatrixCopyright

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reserved.18Five

Forces

Affecting

Industry

CompetitionSource:

Based

on

Michael

E.

Porter,

Competitive

Strategy:

Techniques

for

Analyzing

Industries

and

Competitors

(New

York:

Free

Press,

1980).Internet

reducesbarriers

to

entryInternet

expands

market

size,butcreates

new

substitution

threatsInternet

tends

to

increase

thebargaining

power

of

suppliersInternet

shifts

greater

power to

endconsumersInternet

blurs

differences

amongcompetitors

in

an

industryBargainingPowerofBuyersCopyright

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Power

of

SuppliersThreat

of

SubstituteProductsPotential

NewEntrantsRivalryamongCompetitorsCompetitive

Edge

ThroughCopyright

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reserved.20Competitive

StrategiesDifferentiation

=

attempt

to

distinguish

productsor

services

from

that

ofcompetitorsCost

leadership

=

aggressively

seeks

efficientfacilities,

pursues

cost

reductions,

and

uses

tightcost

controls

to

produceproducts

more

efficientlythan

competitorsFocus

=

concentrates

on

a

specificregionalmarket

or

buyergroupContinuum

of

Partnership

StrategiesOrganizational

CombinationStrategicAlliancesMergersAcquisitionsStrategic

Business

PartneringPreferred

Supplier

ArrangementsLowJoint

VenturesCopyright

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