烟草行业1概论.pptVIP

Strategic Management and Strategic Competitiveness Michael A. Hitt R. Duane Ireland Robert E. Hoskisson Important Definitions Important Definitions Important Definitions Competitive Landscape競爭情勢 Competitive Landscape Competitive Landscape Strategic Flexibility策略彈性 Strategic Flexibility I/O Model of Above-Average Returns Four Assumptions of the I/O Model 1. The external environment is assumed to possess pressures and constraints that determine the strategies that would result in above-average returns 2. Most firms competing within a particular or within a certain segment of it are assumed to control similar strategically relevant resources and to pursue similar strategies in light of those resources Four Assumptions of the I/O Model 3. Resources used to implement strategies are highly mobile across firms 4. Organizational decision makers are assumed to be rational and committed to acting in the firm’s best interests, as shown by their profit-maximizing behaviors Resource-based Model of Above Average Returns Four Attributes of Resources and Capabilities (Competitive Advantage) Resources and capabilities that meet these four criteria become a source of: Core Competencies are the basis for a firm’s Strategic Intent Mission Strategic Intent 策略性企圖 The Firm and Its Stakeholders The Firm and Its Stakeholders Stakeholder Involvement Winning competitive battles through deciding how to leverage internal resources, capabilities, and core competencies Strategic Mission 策略性宗旨 An application of strategic intent in terms of products to be offered and markets to be served 奇異公司企圖成為市場的領者 選擇繼續經營與欲退出的市場 Groups who are affected by a firm’s performance and who have claims on its wealth The firm must maintain performance at an adequate level in order to retain the participation of key stakeholders Stakeholders 利益關係人 Capital Market Stakeholders 資本市場利益關係人 Shareholders Major suppliers of capital Banks Private lenders Venture capitalists Stakeholders Capital Market Stakeholders Product Mark