戰(zhàn)略管理和戰(zhàn)略競爭性2024/3/13戰(zhàn)略管理和戰(zhàn)略競爭性StrategyImplementationChapter13StrategicEntrepreneurshipChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter6Corporate-LevelStrategyChapter9CooperativeStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategies2戰(zhàn)略管理和戰(zhàn)略競爭性ImportantDefinitionsStrategicManagementProcess策略管理程序Thefullsetofcommitments,decisions,andactionsrequiredforafirmtoachievestrategiccompetitivenessandearnabove-averagereturns3戰(zhàn)略管理和戰(zhàn)略競爭性ImportantDefinitionsStrategicCompetitiveness策略性競爭力Achievedwhenafirmsuccessfullyformulatesandimplementsavalue-creatingstrategyOccurswhenafirmdevelopsastrategythatcompetitorsarenotsimultaneouslyimplementingProvidesbenefitswhichcurrentandpotentialcompetitorsareunabletoduplicateAbove-AverageReturns平均以上報酬4戰(zhàn)略管理和戰(zhàn)略競爭性ImportantDefinitionsRisk風(fēng)險Aninvestor’suncertaintyabouttheeconomicgainsorlossesthatwillresultfromaparticularinvestmentReturnsthatareequaltothoseaninvestorexpectstoearnfromotherinvestmentswithasimilaramountofriskAverageReturns平均報酬5戰(zhàn)略管理和戰(zhàn)略競爭性FundamentalnatureofcompetitionischangingCompetitiveLandscape競爭情勢Hypercompetitiveenvironments超競爭環(huán)境DynamicsofstrategicmaneuveringamongglobalandinnovativecombatantsPrice-qualitypositioning,newknow-how,firstmoverProtectorinvadeestablishedproductorgeographicmarkets6戰(zhàn)略管理和戰(zhàn)略競爭性FundamentalnatureofcompetitionischangingHypercompetitiveenvironmentsCompetitiveLandscapeEmergenceofglobaleconomy全球經(jīng)濟的出現(xiàn)Goods,services,people,skills,andideasmovefreelyacrossgeographicborders.Spreadofeconomicinnovationsaroundtheworld.Politicalandculturaladjustmentsarerequired.7戰(zhàn)略管理和戰(zhàn)略競爭性FundamentalnatureofcompetitionischangingHypercompetitiveenvironmentsCompetitiveLandscapeEmergenceofglobaleconomyRapidtechnologicalchange快速科技變遷IncreasingrateoftechnologicalchangeanddiffusionTheinformationageIncreasingknowledgeintensity8戰(zhàn)略管理和戰(zhàn)略競爭性超競爭Hypercompetition產(chǎn)品生命週期短均衡是短期現(xiàn)象對手的行動會使自己喪失優(yōu)勢很難有持久的競爭優(yōu)勢9戰(zhàn)略管理和戰(zhàn)略競爭性StrategicFlexibility策略彈性AsetofcapabilitiesusedtorespondtovariousdemandsandopportunitiesexistinginadynamicanduncertaincompetitiveenvironmentItinvolvescopingwithuncertaintyandtheaccompanyingrisks10戰(zhàn)略管理和戰(zhàn)略競爭性StrategicFlexibilityStrategicFlexibilityStrategicFlexibilityStrategicflexibilityStrategicReorientation策略性引導(dǎo)CapacitytoLearn學(xué)習(xí)能力OrganizationalSlack緩衝資源11戰(zhàn)略管理和戰(zhàn)略競爭性1. Strategydictatedbytheexternalenvironmentsofthefirm(whatopportunitiesexistintheseenvironments?)2. Firmdevelopsinternalskillsrequiredbyexternalenvironment(whatcanthefirmdoabouttheopportunities?)GeneralEnvironmentGlobalTechnologicalEconomicSocioculturalPolitical/LegalDemographic1.ExternalEnvironmentsIndustryEnvironmentCompetitorEnvironmentI/OModelofAbove-AverageReturns12戰(zhàn)略管理和戰(zhàn)略競爭性FourAssumptionsoftheI/OModel1. Theexternalenvironmentisassumedto

possesspressuresandconstraintsthatdeterminethestrategiesthatwouldresultinabove-averagereturns2. Mostfirmscompetingwithinaparticularorwithinacertainsegmentofitareassumedtocontrolsimilarstrategicallyrelevantresourcesandtopursuesimilarstrategiesinlightofthoseresources13戰(zhàn)略管理和戰(zhàn)略競爭性FourAssumptionsoftheI/OModel3. Resourcesusedtoimplementstrategiesarehighlymobileacrossfirms4. Organizationaldecisionmakersareassumedtoberationalandcommittedtoactinginthefirm’sbestinterests,asshownbytheirprofit-maximizingbehaviors14戰(zhàn)略管理和戰(zhàn)略競爭性IndustrialOrganizationModelI/OModelofAbove-AverageReturns1. Studytheexternalenvironment,especiallytheindustryenvironmenteconomiesofscalebarrierstomarketentrydiversificationproductdifferentiationdegreeofconcentrationoffirmsintheindustryTheExternalEnvironment15戰(zhàn)略管理和戰(zhàn)略競爭性I/OModelofAbove-AverageReturns2. Locateanattractiveindustrywithahighpotentialforabove-averagereturnsAttractiveindustry:onewhosestructuralcharacteristicssuggestabove-averagereturnsIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustry16戰(zhàn)略管理和戰(zhàn)略競爭性I/OModelofAbove-AverageReturns3. Identifythestrategycalledforbytheattractiveindustrytoearnabove-averagereturnsStrategyformulation:selectionofastrategylinkedwithabove-averagereturnsinaparticularindustryIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulation17戰(zhàn)略管理和戰(zhàn)略競爭性I/OModelofAbove-AverageReturns4. DeveloporacquireassetsandskillsneededtoimplementthestrategyAssetsandskills:thoseassetsandskillsrequiredtoimplementachosenstrategyIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkills18戰(zhàn)略管理和戰(zhàn)略競爭性I/OModelofAbove-AverageReturns5.Usethefirm’sstrengths(itsdevelopedoracquiredassetsandskills)toimplementthestrategyStrategyimplementation:selectstrategicactionslinkedwitheffectiveimplementationofthechosenstrategyIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkillsStrategyImplementation19戰(zhàn)略管理和戰(zhàn)略競爭性I/OModelofAbove-AverageReturnsIndustrialOrganizationModelTheExternalEnvironmentAnAttractiveIndustryStrategyFormulationAssetsandSkillsStrategyImplementationSuperiorReturnsSuperiorreturns:earningofabove-averagereturns20戰(zhàn)略管理和戰(zhàn)略競爭性1. Strategydictatedbyuniqueresourcesandcapabilitiesofthefirm(whatcanthefirmdobest?)2. Findanenvironmentinwhichtoexploittheseassets(wherearethebestopportunities?)Resource-basedModelofAboveAverageReturns1.Firm’sResourcesTheFirm21戰(zhàn)略管理和戰(zhàn)略競爭性1. Identifythefirm’sresources--strengthsandweaknesses

comparedwithcompetitorsResources:inputsintoafirm’sproductionprocessResource-basedModelofAboveAverageReturnsResource-basedModelResources22戰(zhàn)略管理和戰(zhàn)略競爭性2. Determinethefirm’scapabilities--whatitcandobetterthanitscompetitorsCapability:capacityofanintegratedsetofresourcestointegrativelyperformataskoractivityResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapability23戰(zhàn)略管理和戰(zhàn)略競爭性FourAttributesofResourcesandCapabilities(CompetitiveAdvantage)thefirmisorganizedappropriatelytoobtainthefullbenefitsoftheresourcesinordertorealizeacompetitiveadvantageValuableallowthefirmtoexploitopportunitiesorneutralizethreatsinitsexternalenvironmentRarepossessedbyfew,ifany,currentandpotentialcompetitorsCostlytoimitatewhenotherfirmscannotobtainthemormustobtainthematamuchhighercostNonsubstitutableResourcesandCapabilities24戰(zhàn)略管理和戰(zhàn)略競爭性CoreCompetenciesResourcesandcapabilitiesthatmeetthesefourcriteriabecomeasourceof:ValuableRareCostlytoimitateNonsubstitutableCoreCompetencies核心能力ResourcesandCapabilities25戰(zhàn)略管理和戰(zhàn)略競爭性CoreCompetenciesarethebasisforafirm’sCompetitiveadvantage競爭優(yōu)勢Strategiccompetitiveness策略性競爭力Abilitytoearnabove-averagereturns獲取平均以上報酬的能力CoreCompetencies26戰(zhàn)略管理和戰(zhàn)略競爭性3. Determinethepotentialofthefirm’sresourcesandcapabilitiesintermsofacompetitiveadvantageCompetitiveadvantage:abilityofafirmtooutperformitsrivalsResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantage27戰(zhàn)略管理和戰(zhàn)略競爭性4. LocateanattractiveindustryAnattractiveindustry:anindustrywithopportunitiesthatcanbeexploitedbythefirm’sresourcesandcapabilitiesResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustry28戰(zhàn)略管理和戰(zhàn)略競爭性5. SelectastrategythatbestallowsthefirmtoutilizeitsresourcesandcapabilitiesrelativetoopportunitiesintheexternalenvironmentStrategyformulationandimplementation:strategicactionstakentoearnaboveaveragereturnsResource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustryStrategyForm/Impl29戰(zhàn)略管理和戰(zhàn)略競爭性Resource-basedModelofAboveAverageReturnsResource-basedModelResourcesCapabilityCompetitiveAdvantageAnAttractiveIndustryStrategyForm/ImplSuperiorReturnsSuperiorreturns:earningofabove-averagereturns30戰(zhàn)略管理和戰(zhàn)略競爭性StrategicIntent&MissionStrategicIntent策略性企圖Winningcompetitivebattlesthroughdecidinghowtoleverageinternalresources,capabilities,andcorecompetenciesStrategicMission策略性宗旨Anapplicationofstrategicintentintermsofproductstobeofferedandmarketstobeserved奇異公司企圖成為市場的領(lǐng)者選擇繼續(xù)經(jīng)營與欲退出的市場31戰(zhàn)略管理和戰(zhàn)略競爭性Groupswhoareaffectedbyafirm’sperformanceandwhohaveclaimsonitswealthThefirmmustmaintainperformanceatanadequatelevelinordertoretaintheparticipationofkeystakeholdersTHEFIRMTheFirmandItsStakeholdersStakeholders利益關(guān)係人32戰(zhàn)略管理和戰(zhàn)略競爭性CapitalMarketStakeholders資本市場利益關(guān)係人TheFirmandItsStakeholdersShareholdersMajorsuppliersofcapitalBanksPrivatelendersVenturecapitalistsStakeholders33戰(zhàn)略管理和戰(zhàn)略競爭性CapitalMarketStakeholdersProductMarketStakeholders產(chǎn)品市場利益關(guān)係人TheFirmandItsStakeholdersPrimarycustomersSuppliersHostcommunitiesUnionsStakeholders34戰(zhàn)略管理和戰(zhàn)略競爭性CapitalMarketStakeholdersProductMarketStakeholdersOrganizationalStakeholders組織利益關(guān)係人TheFirmandItsStakeho