战略管理(罗宾斯管理学第版讲义全集-英文版)资料

1、PowerPoint Presentation by Charlie Cook Copyright 2005 Prentice Hall, Inc. All rights reserved.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,82,L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.,The Importance of Strategic Management Define strategic management. Explain why strategic management is important. Discuss what studies of the effectiveness of strategic management have shown. The Strategic Management Process List six steps in the st

2、rategic management process. Explain why its important to know an organizations mission. Describe what managers do when they do external and internal analyses. Explain the role of resources, capabilities, and core competencies in the internal analysis.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,83,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,The Strategic Management Process (contd) Define strengths, weaknesses, opportunities,

3、and threats. Discuss what happens during strategy formulation, implementation, and evaluation. Types of Organizational Strategies Tell what strategies each level of management is typically responsible for. Describe the three major types of corporate strategies. Explain the three growth strategies. Discuss when organizations might pursue a stability strategy. Describe two renewal strategies.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,84,L E A R N I N G O U T L I N E (contd) Follow th

4、is Learning Outline as you read and study this chapter.,Types of Organizational Strategies (contd) Discuss the BCG matrix and how its used. Define SBUs and business-level strategies. Describe the role of competitive advantage in business-level strategies. Explain Porters five forces model. Describe three generic competitive strategies. Tell what it means to be stuck in the middle. Define functional-level strategies.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,85,L E A R N I N G O U T

5、 L I N E (contd) Follow this Learning Outline as you read and study this chapter.,Strategic Management in Todays Environment (contd) Discuss the implications of dynamic and uncertain environments on organizational strategy. Explain the rule of three and its significance to strategic management. Describe strategies applying e-business techniques. Explain what strategies organization might use to become more customer oriented. Describe innovation strategies organizations might use.,Copyright 2005

6、Prentice Hall, Inc. All rights reserved.,86,Strategic Management,The set of managerial decisions and actions that determines the long-run performance of an organization.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,87,Why Strategic Management Is Important,It results in higher organizational performance. It requires that managers examine and adapt to business environment changes. It coordinates diverse organizational units, helping them focus on organizational goals. It is very much in

7、volved in the managerial decision-making process.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,88,Strategic Management Process,Step 1: Identifying the organizations current mission, objectives, and strategies Mission: the firms reason for being The scope of its products and services Goals: the foundation for further planning Measurable performance targets Step 2: Conducting an external analysis The environmental scanning of specific and general environments Focuses on identifying oppo

8、rtunities and threats,Copyright 2005 Prentice Hall, Inc. All rights reserved.,89,Strategic Management Process (contd),Step 3: Conducting an internal analysis Assessing organizational resources, capabilities, activities, and culture: Strengths (core competencies) create value for the customer and strengthen the competitive position of the firm. Weaknesses (things done poorly or not at all) can place the firm at a competitive disadvantage. Steps 2 and 3 combined are called a SWOT analysis. (Streng

9、ths, Weaknesses, Opportunities, and Threats),Copyright 2005 Prentice Hall, Inc. All rights reserved.,810,Strategic Management Process (contd),Step 4: Formulating strategies Develop and evaluate strategic alternatives Select appropriate strategies for all levels in the organization that provide relative advantage over competitors Match organizational strengths to environmental opportunities Correct weaknesses and guard against threats,Copyright 2005 Prentice Hall, Inc. All rights reserved.,811,Strategic Management Process (contd),Step 5: Implementing strategies Implementation: effectively fitting organizational structure and activities to the environment The environment dictates the chosen strategy; effective strategy implementation requires an organizational structure matched to its requirements. Step 6: Evaluating Results How effective have strategies been? What adjustments, if any, are necessary?,Copyright 2005 Prentice Hall, Inc. All

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