ChapterOneManagersandManagement.pptVIP

图表9-6 市场先入者的优势与劣势 * * * * 电子商务战略 成本领先战略 在线活动：在线招投标和订单处理，库存控制，员工招募 差异化战略 基于互联网的知识管理系统，在线订购和客服 聚焦战略 网络聊天室和讨论版，针对特定人群的网站 客服战略 为顾客提供他们所需的产品或服务 与顾客有效沟通 为员工提供客服培训 创新战略 可能的事件 突破性的新产品 现有技术的新应用 关于创新的战略决策 基础研究 产品开发 流程创新 市场先入者：率先把某项产品创新推向市场或使用某种流程创新的组织 优势 创新和行业领先地位带来的声誉 成本和知识的优势 控制稀缺资源，使竞争对手无法获得这些资源 具有建立顾客联系和顾客忠诚度的机会 劣势 技术和市场具体走向不明确 竞争者模仿创新的风险 财务和战略风险 高开发成本 需要掌握的术语 战略管理 战略 商业模式 战略管理过程 使命 机遇 威胁 资源 能力 核心竞争力 优势 劣势 SWOT 分析 企业战略 成长战略 稳定战略 更新战略 波士顿矩阵 竞争战略 战略业务单元 竞争优势 职能战略 战略灵活性 市场先入者 * * * * The strategic management process (see Exhibit 9-1) is a six-step process that encompasses strategy planning, implementation, and evaluation. * * * * * * * * * * As we said earlier, organizations use three types of strategies: corporate, competitive, and functional. (See Exhibit 9-3.) Top-level managers typically are responsible for corporate strategies, middle-level managers for competitive strategies, and lower-level managers for functional strategies. * * The first portfolio matrix—the BCG matrix—was developed by the Boston Consulting Group and introduced the idea that an organization’s various businesses could be evaluated and plotted using a 2 * 2 matrix (see Exhibit 9-4) to identify which ones offered high potential and which were a drain on organizational resources. * * * * * In any industry, five competitive forces dictate the rules of competition. Together, these five forces (see Exhibit 9-5) determine industry attractiveness and profitability, which managers assess using these five factors. * * * * * Copyright ? 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright ? 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins Mary Coulter ?2012 Pearson Education, Inc. All rights reserved 9-* Copyright ? 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins Mary Coulter ?2012 Pearson Education, Inc. publishing as Prentice Hall 9-* Copyright ? 2012 Pearson Education,