《Hanson 4e_PP_Ch010》.pptx

;Chapter 1;Knowledge objectives;4 use the resource-based model to explain how firms can earn above-average returns 5 describe vision and mission, and discuss their value 6 define stakeholders and describe their ability to influence organisations 7 describe the work of strategic leaders 8 explain the strategic management process.;Strategy;Strategic competitiveness is the result of successful formulation and implementation of a value-creating strategy. By achieving strategic competitiveness and successfully exploiting its competitive advantage, a firm is able to gain its primary objective.;Competitive advantage;Average returns;Above-average returns;Strategic Management;The challenge of strategic management;The strategic management process;The 21st-century competitive landscape;Hypercompetition;The rigours of change and competition: in Australia, only 10 of the largest 100 enterprises (in 2004) were in business in 1900 developing and implementing strategy successfully is a primary responsibility of CEOs current success is no guarantee of future competitiveness and above-average returns.;The global economy;The march of globalisation;Technology and technological changes;Technology and technological changes (cont.);Technology and technological changes (cont.);The industrial organisation (I/O) model of above-average returns;Four assumptions of the I/O model;The I/O model of above-average returns;The resource-based model assumes that: each organisation is a collection of unique resources and capabilities that provides the basis for its strategy and is the primary source of returns differences in firms’ performance are due primarily to their unique resources and capabilities rather than structural characteristics of the industry. ;Resource-based model of above-average returns (Cont.);Resource-based model of above-average returns (Cont.);Resources and capabilities;Core competencies;Strategic vision and strategic mission;Examples of vision;Example of mission;Stakeholders;The