《管理学》课程PPT教学课件（Management）Stephen P.Robbins（9）第八章 战略管理 Strategic Management

management ninth edition STEPHEN P.ROBBINS MARY COULTER Chapter Strategic 8 Management 第8章 战略管理 PEARSON 2007 Prentice Hall,Inc. PowerPoint Presentation by Charlie Cook All rights reserved. The University of WestAlabama

ninth edition STEPHEN P. ROBBINS PowerPoint Presentation by Charlie Cook The University of West Alabama MARY COULTER © 2007 Prentice Hall, Inc. All rights reserved. Strategic Management 战略管理 Chapter 8 第8章

LEARNING OUTLINE要点概览 Follow this Learning Outline as you read and study this chapter. The Im portance of Strategic Managementr战略管理的重要性 Define strategic management,strategy,and business model. ·定义战略管理、战略和商业模式 ·Explain why strategic management is important.解释为什么战略管理是重要的 The Strategic Management Process战略管理过程 List the six steps in the strategic managementprocess. ·列出战略管理过程的六个步骤 Describe whatmanagers do during externaland internal analyses. ·描述管理者在内外部分析过程中的工作内容 Explain the role of resources,capabilities,and core competencies. ·解释资源、能力和核心竞争力的作用 Define strengths,weaknesses,opportunities,and threats. ·定义优势、劣势、机会和威胁 2007 Prentice Hall,Inc.All rights reserved. 8-2

© 2007 Prentice Hall, Inc. All rights reserved. 8–2 L E A R N I N G O U T L I N E 要点概览 Follow this Learning Outline as you read and study this chapter. The Importance of Strategic Management战略管理的重要性 • Define strategic management, strategy, and business model. • 定义战略管理、战略和商业模式 • Explain why strategic management is important.解释为什么战略管理是重要的 The Strategic Management Process战略管理过程 • List the six steps in the strategic management process. • 列出战略管理过程的六个步骤 • Describe what managers do during external and internal analyses. • 描述管理者在内外部分析过程中的工作内容 • Explain the role of resources, capabilities, and core competencies. • 解释资源、能力和核心竞争力的作用 • Define strengths, weaknesses, opportunities, and threats. • 定义优势、劣势、机会和威胁

LEARNING OUTLINE (cont'd) Follow this Learning Outline as you read and study this chapter. Types of Organizational Strategies组织战略的类型 Describe the three major types of corporate strategies. ·描述三种主要的公司层战略 Discuss the BCG matrixand how it's used. ·详述BCG矩阵及其用法 Describe the role of competitive advantage in business- level strategies.描述业务层战略中竞争优势的作用 Explain Porter's five forces model. ·解释波特的五力模型 Describe Porter's three generic competitive strategies and the rule of three. ·描述波特的三种基本竞争战略及三分律 2007 Prentice Hall,Inc.All rights reserved. 8-3

© 2007 Prentice Hall, Inc. All rights reserved. 8–3 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Types of Organizational Strategies组织战略的类型 • Describe the three major types of corporate strategies. • 描述三种主要的公司层战略 • Discuss the BCG matrix and how it’s used. • 详述BCG矩阵及其用法 • Describe the role of competitive advantage in business￾level strategies.描述业务层战略中竞争优势的作用 • Explain Porter’s five forces model. • 解释波特的五力模型 • Describe Porter’s three generic competitive strategies and the rule of three. • 描述波特的三种基本竞争战略及三分律

LEAR NING OUTLINE (cont'd) Follow this Learning Outline as you read and study this chapter. Strategic Management in Today's Environment 当今环境下的战略管理 Explain why strategic flexibility is important. ·解释为什么战略灵活性是重要的 Describe strategies applying e-business techniques. ·描述电子商务战略 Explain what strategies organizations might use to become more customer oriented and to be more innovative. ·解释组织可能会使用什么战略使其更具有顾客导向性和创新性 2007 Prentice Hall,Inc.All rights reserved. 84

© 2007 Prentice Hall, Inc. All rights reserved. 8–4 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Strategic Management in Today’s Environment 当今环境下的战略管理 • Explain why strategic flexibility is important. • 解释为什么战略灵活性是重要的 • Describe strategies applying e-business techniques. • 描述电子商务战略 • Explain what strategies organizations might use to become more customer oriented and to be more innovative. • 解释组织可能会使用什么战略使其更具有顾客导向性和创新性

Strategic Managementr战略管理 What managers do to develop the organization's strategies. ·解释管理者为制定组织战略而做的工作 Strategies:组织战略 The decisions and actions that determine the long-run performance of an organization. ·是决定组织长期绩效的决策和行动 2007 Prentice Hall,Inc.All rights reserved. 8-5

© 2007 Prentice Hall, Inc. All rights reserved. 8–5 Strategic Management战略管理 • What managers do to develop the organization’s strategies. • 解释管理者为制定组织战略而做的工作 Strategies组织战略 • The decisions and actions that determine the long-run performance of an organization. • 是决定组织长期绩效的决策和行动

Strategic Management(cont'd) ·Business ModelF商业模式 >Is a strategic design for how a company intends to profit from its strategies,work processes,and work activities. >它是一种战略设计，指导公司如何从战略、工作流程、 工作活动中获利 >Focuses on two things:重点有两方面 Whether customers will value what the company is providing. 。顾客是否会重视公司提供的产品和服务 Whether the company can make any money doing that. ·公司能否从中获利 2007 Prentice Hall,Inc.All rights reserved. 8-6

© 2007 Prentice Hall, Inc. All rights reserved. 8–6 Strategic Management (cont’d) • Business Model商业模式 ➢Is a strategic design for how a company intends to profit from its strategies, work processes, and work activities. ➢它是一种战略设计，指导公司如何从战略、工作流程、 工作活动中获利 ➢Focuses on two things:重点有两方面 ❖ Whether customers will value what the company is providing. ❖ 顾客是否会重视公司提供的产品和服务 ❖ Whether the company can make any money doing that. ❖ 公司能否从中获利

Why is Strategic ManagementImportant为什么战略管理重要 It results in higher organizational performance. 它会带来更高水平的绩效 。 It requires that managers examine and adapt to business environment changes. 管理者需要检查和适应商业环境的变化 It coordinates diverse organizational units,helping them focus on organizational goals.它需要协调不同的 组织单位，把注意力都集中在达成组织目标上 It is very much involved in the managerial decision- making process.它会涉及管理者制定的许多决策 2007 Prentice Hall,Inc.All rights reserved. 8-7

© 2007 Prentice Hall, Inc. All rights reserved. 8–7 Why is Strategic Management Important为什么战略管理重要 • It results in higher organizational performance. • 它会带来更高水平的绩效 • It requires that managers examine and adapt to business environment changes. • 管理者需要检查和适应商业环境的变化 • It coordinates diverse organizational units, helping them focus on organizational goals.它需要协调不同的 组织单位，把注意力都集中在达成组织目标上 • It is very much involved in the managerial decision￾making process.它会涉及管理者制定的许多决策

Exhibit8-1 The Strategic Management Process战略管理过程 外部分析 ●机会 ●威胁 确定组织当 前的使命、目 构造战略 实施战略 评估结果 标和战略 SWOT分析 内部分析 ●优势 ●劣势 2007 Prentice Hall,Inc.All rights reserved. 8-8

© 2007 Prentice Hall, Inc. All rights reserved. 8–8 Exhibit 8–1 The Strategic Management Process 战略管理过程 确定组织当 前的使命、目 标和战略 外部分析 ⚫机会 ⚫威胁 内部分析 ⚫优势 ⚫劣势 SWOT分析 构造战略 实施战略 评估结果

Strategic Management Process战略管理过程 Step 1:Identifying the organization's current mission,goals,and strategies?步骤1：确定组织当前的使命、目标和战略 >Mission:the firm's reason for being >使命：企业生存的理由 The scope of its products and services'它的产品和服务的范围 >Goals:the foundation for further planning >目标：计划的基础 Measurable performance targets制定可计量的的绩效目标 ·Step2:Doing an external analysis步骤2：外部分析 >The environmental scanning of specific and general environments,对特定的和一股的环境进行环境概览 Focuses on identifying opportunities and threats 。将注意力集中在识别机会和威胁上 2007 Prentice Hall,Inc.All rights reserved. 父

© 2007 Prentice Hall, Inc. All rights reserved. 8–9 Strategic Management Process战略管理过程 • Step 1: Identifying the organization’s current mission, goals, and strategies步骤1：确定组织当前的使命、目标和战略 ➢ Mission: the firm’s reason for being ➢使命：企业生存的理由 ❖ The scope of its products and services它的产品和服务的范围 ➢Goals: the foundation for further planning ➢目标：计划的基础 ❖ Measurable performance targets制定可计量的的绩效目标 ⚫ Step 2: Doing an external analysis步骤2：外部分析 ➢ The environmental scanning of specific and general environments对特定的和一般的环境进行环境概览 ❖ Focuses on identifying opportunities and threats ❖ 将注意力集中在识别机会和威胁上

Exhibit8-2 Components of a Mission Statement使命陈述构成要素 Customers:.Who are the firm's customers?顾客：谁是组织的顾客？ Markets:Where does the firm compete geographically??市场：组织在哪些地区开展竞争？ Concern for survival,growth,and profitabllity:Is the firm committed to growth and financial stability?对生存、成长和盈利的关注：组织对成长和财务稳定作出承诺了吗？ 哲学：组织的基本信念、价值观、追求和道德准则是什么？ Concern for publlc /mage:How responsive is the firm to socletal and environmental Con(ers?对公共形象的关注：组织怎么响应公众对社会和环境的关注？ 产品和服务：组织的产品和服务是什么？ Technology:.Is the firm technologically current?技术：组织的技术状况如何？ 定位：组织的主要竞争优势与核心能力是什么？ 对雇员的关注：组织将雇员看做最有价值的资产吗？ Source:Based on F.David,Strategic Management,11 ed.(Upper Saddle River,NJ:Prentice Hall,2007),p.70. Source:Based on F.David,Strategic Management,11 ed.(Upper Saddle River,NJ:Prentice Hall,2007),p.70. 2007 Prentice Hall,Inc.All rights reserved. 8-10

© 2007 Prentice Hall, Inc. All rights reserved. 8–10 Exhibit 8–2Components of a Mission Statement使命陈述构成要素 Source: Based on F. David, Strategic Management, 11 ed. (Upper Saddle River, NJ: Prentice Hall, 2007), p.70. 顾客：谁是组织的顾客？ 市场：组织在哪些地区开展竞争？ 对生存、成长和盈利的关注：组织对成长和财务稳定作出承诺了吗？ 哲学：组织的基本信念、价值观、追求和道德准则是什么？ 对公共形象的关注：组织怎么响应公众对社会和环境的关注？ 产品和服务：组织的产品和服务是什么？ 技术：组织的技术状况如何？ 定位：组织的主要竞争优势与核心能力是什么？ 对雇员的关注：组织将雇员看做最有价值的资产吗？