战略管理竞争性和全球化.docx
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战略管理竞争性和全球化.docx
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战略管理竞争性和全球化
战略管理竞争性和全球化
作者:
XXX
日期:
2020年6月7日
此文档格式为word,下载后可编辑修改。
StrategicManagement
Competitivenessandglobalization:
Concepts&Cases
ThirdEdition
Hitt,Ireland,Hoskisson
CompetitionandCompetitorAnalysis
Chapter4Business-LevelStrategy
Chapter5CompetitiveDynamics
Chapter6CorporateLevelStrategy
Chapter7AcquisitionsandRestructuring
Chapter8InternationalStrategy
Chapter9CooperativeStrategies
Chapter10CorporateGovernance
Chapter11OrganizationalStructureandControl
Chapter12StrategicLeadership
CHAPTER1
STRATEGY&STRATEGICCOMPETITIVENESS
LearningObjectives:
1.Understandthe
2.Discussthechallengeofstrategicmanagement.
technologicalchanges.
returns.
managementprocess.
organizations.
8.Describetheworkofstrategists.
9.Explainthestrategicmanagementprocess.
ChapterOutlines
1.StrategyandStrategicManagement
2.TheChallengeofStrategicManagement:
●Theglobaleconomyandglobalization,
●Technologicalchangeanddiffusion,
3.TheI/OModelofAbove-AverageReturns
4.TheResource-basedModelofAbove-AverageReturns
5.StrategicIntentandStrategicMission
6.Stakeholders
7.OrganizationalStrategists
8.ReviewQuestions
managementconceptbeforeproceedingfurther.
Telecommunicationsmarkets.
strategieswillbefoundinChapter8.
Definitions:
●strategy
strategicmission.
strategicoutcomes.
THECHALLENGEOFSTRATEGICMANAGEMENT
tomorrow.
introduced.
TABLEI-1TopTenWealthCreators
natureofsuccessfortheotherfirms.
.
THENEWCOMPETITIVELANDSCAPE
arebecomingblurredandmoredifficulttodefine.
Figure1-2
TheNewCompetitiveLandscape
1.Technologyandtechnologicalchange
●Technologyischangingrapidly
●Knowledgeisbecomingincreasinglyimportant
2.Theglobaleconomy
TheGlobalEconomy
geographicborders.
Also,globalizationisreferredtoastheshifttowardamoreintegratedandinterdependentworldeconomy.Globalizationhastwomaincomponents:
theglobalizationofmarketsandtheglobalizationofproduction.
TheGlobalizationofMarkets
Theglobalizationofmarketsreferstothemergingofhistoricallydistinctandseparatenationalmarketsintoonehugeglobalmarketplace.
Thetastesandpreferencesofconsumersindifferentnationsarebeginningtoconvergeonsomeglobalnorm,therebyhelpingtocreateaglobalmarket.TheglobalacceptanceofconsumerproductssuchasCiticorpcreditcards,Coca-Cola,Levi'sjeans,SonyWalkmans,Nintendogameplayers,andMcDonald'shamburgersareallfrequentlyheldupasprototypicalexamplesofthistrend.
Theexpansionofsomehugefirmscreatesaglobalmarket.FirmssuchasCiticorp,Coca-Cola,McDonald's,andLeviStraussaremorethanjustbenefactorsofthistrend;theyarealsoinstrumentalinfacilitatingit.Byofferingastandardizedproductworldwide,theyarehelpingtocreateaglobalmarket.
Marketsforindustrialgoodsandmaterialsthatserveauniversalneedtheworldoversuchasaluminum,oil,andwheat,themarketsforindustrialproductssuchasmicroprocessors,DRAMs(computermemorychips),andcommercialjetaircraft;andthemarketsforfinancialassetsfromUSTreasuryBillstoeurobondsandfutureshavebecomeglobalmarkets.Marketsforconsumerproductsarestilloftentoactasabrakeonglobalizationbecauseofthenationaldifferencesintastesandpreferences.
bythefollowing:
●42%ofU.S.economicgrowthwasbasedonexports
1997,upfrom21%in1991
forU.Sfirmsintothe21stcentury
marketsoutsideoftheU.S.
retailingmarkets
TheMarchofGlobalization
●theneedsofdevelopingcountries
globe.
●employedsome14,300peopleintheU.S,
●paid$21/2billioninfederalincometaxes
throughoutAsia
markets
tooquickly
Chapter8.
●Whereshouldvalue-addingactivitiesbeperformed?
markets?
becomemoreintense.Forexample,
qualityatcompetitiveprices
Development--introductiontimeframes
TechnologyandTechnologicalChange
●theinformationage
●increasingknowledgeintensity
TheInformationAge
1997to$105billionby2000
IncreasingKnowledgeintensity.
competitiveadvantage.Asaresult:
●Capturingintelligence
●Transformingintelligenceintousableknowledge
●Embeddingitasorganizationallearning
●Diffusingitrapidlythroughouttheorganization
THEI/OMODELOFABOVEARAGERETURNS
exhibitprofit-maximizingbehaviors.
.
firm
Figure1-3TheI/OModelofSuperiorReturns
characteristicsoftheindustry.
bediscussedinChapter2.
indetailinChapter4.
THERESOURCE-BASEDMODELOFABOVE-AVERAGERETURNS
●Resourcesmaynotbehighlymobileacrossfirms.
marketingstrategy.
4.Locateandcompeteinanattractiveindustry.
.
competitors.
Environment.
relativetofirmsthatalreadyhavethem
SupplementaryLectureNote:
18
SUPPLEMENTARYLECTURENOTE.-ReorganizingtoImplementaVisionofGlobalDominance
TotakeadvantageofthepositionsthatCoke'sAustralianbottler(Coca-ColaAmatil)hasestablishedacrossthreecontinents,itsEuropeanoperationsarebeingspunoffintoaseparatecompanythatwouldhavereported$1.18billioninsalesfor1996.ThenewEuropeanoperationwillacquireCoca-Cola'soperationsinnorthernandcentralItaly,whiletheAustralianoperationwillretainoperationsinAustraliaandtheAsia-Pacificregion,includingtheparentcompany'sSouthKoreanbottler.
STRATEGICINTENTANDSTRATEGICMISSION
Teachingsuggestion:
ReferstudentstoFigure1-1,whichindicatesthelinkorrelationshipbetweenidentifyingafirm’sinternalresourcesandcapabilitiesandtheconditionsandcharacteristicsoftheexternalenvironmentwiththedevelopmentofthefirm'sstrategicintentandstrategicmission.
Strategicintentisinternallyfocusedandisconcernedwithleveragingthefirm’sinternalresources,capabilitiesandcorecompetenciestoaccomplishwhatatfirstmayappeartobeunattainablegoalsinthecompetitiveenvironment.Itreflectswhatthefirmiscapableofdoinggivenitscorecompetenciesandtheuniquewaysthesecorecompetenciescanbeusedtodevelopasustainablecompetitiveadvantagethatwillresultinabove-averagereturns.
Fromacompetitiveperspective,strategicintentisaboutwinning...aboutbeatingthecompetition...aboutwinningthebattleformarketshareandglobaldominance.Strategicintentfocusesemployeeperformancethroughafirm-widecommitmenttoachievespecificandsignificantperformancemeasures.Tobeeffective,firmsalsomustidentifytheircompetitors'strategicintent(s)andcommitmentthereto.
Afirm’sstrategicmissionisanexternallyfocusedapplicationofitsstrategicintentthatstatesthefirm'suniquepurposeandthescopeofitsoperationsinproductandmarketterms.
Teachingsuggestion:
Figure1-5illustratestherelationshipbetweenstrategicintentandstrategicmission.Whilenoadditionaldiscussionmaybenecessary,instructorsmaywanttoconsiderassigningstudents--orstudentteams--thetaskofsearchingtheworldwideweb(toaccessindividualcompanywebpages)toseekoutafirm'sstrategicintentand/orstrategicmissionforashortclassdiscussionofhowthesecanbeusedtodeterminetheextenttowhichafirm'semployeesareprovidedwithageneraldirectionthatcanbeusedtoeffectivelyformulateandimplementstrategies
FIGURE.1-5TheInterdependentRelationshipBetweenStrategicIntentandStrategicMission
Figure1-5depictstherelationship/linkagebetweenstrategicintentandstrategicmissionthatisdescribedinthetext.AsindicatedinFigure1-5,afirm'sstrategicmissionrepresentstheapplicationofitsstrategicintentintermsofproductstobeofferedandmarketstobeserved.
Afirm'sstrategicintentandstrategicmissionmustprovidetheguidancethatenablesthefirmtoachievethedesiredstrategicoutcomes--strategiccompetitivenessandabove-averagereturns-illustratedinFigure1-1thatenablethefirmtosatisfythedemandsofthosepartieshavinganinterestinthefirm’ssuccess:
organizationalstakeholders.
ORGANIZATIONALSTAKEHOLDERS
Organizationalstakeholdersareindividualsandgroupswhocanaffectandwhoareaffectedbythestrategicoutcomesachievedandwhohaveenforceableclaimsonafirm’sperformance.
Teachingsuggestion:
ThefollowingStrategicFocuscanbeusedtointroduceandillustrateisthecomplexnatureofthestakeholder-firmrelationship.
STRATEGICFOCUS:
StakeholdersareonBothSides
Tobesuccessful,firmsmustbeabletosuccessfullymanagethedemandsofabroadVarietyofstakeholders.InthecaseofGeneralMotors(GM),itmustsatisfythedemandsofitsemployeeandproduct-marketstakeholders(laborunions)whilesimultaneouslysatisfyingitscapitalmarketstakeholders(shareholders)andcustomerstakeholders.InGM'scase,thechallengeistofindwaystoreduceitsproductivitydisadvantage(relativetocompetitors)insuchawaythatitwillbeabletomaintainemployeeloyalty,goodworkingrelationshipswiththelaborunionwhilereducingthecostsofitsvehiclesand/orimprovingitsprofitability.
ForLockheedMartin,aprimarychallengeisovercomingtheconcernsofitsprimarycustomer,theDepartmentofDefense,thatitsintendedmergerwithNorthropwillneitherred
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- 关 键 词:
- 战略 管理 竞争性 全球化