(战略管理英文第六.pptVIP

Chapter 1 Strategic Management and Strategic Competitiveness Knowledge Objectives Studying this chapter should provide you with the strategic management knowledge needed to: Define strategic competitiveness competitive advantage, and above-average returns. Describe the 21st-century competitive landscape and explain how globalization and technological changes shape it. Use the industrial organization (I/O) model to explain how firms can earn above-average returns. Knowledge Objectives (cont’d) Studying this chapter should provide you with the strategic management knowledge needed to: Definitions Strategic Competitiveness When a firm successfully formulates and implements a value-creating strategy Sustainable Competitive Advantage When competitors are unable to duplicate a company’s value-creating strategy Strategic Management Process The full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above-average returns Definitions (cont’d) Risk An investor’s uncertainty about the economic gains or losses that will result from a particular investment Average Returns Returns equal to those an investor expects to earn from other investments with a similar amount of risk Above-average Returns Returns in excess of what an investor expects to earn from other investments with a similar amount of risk The Strategic Management Process Current Competitive Landscape A Perilous Business World Investments required to compete on a global scale are enormous Consequences of failure are severe Important Elements of Success Developing strategy Implementing strategy Competitive Landscape Competitive Landscape: Hypercompetition Global Economy Global Economy Goods, people, skills, and ideas move freely across geographic borders Movement is relatively unfettered by artificial constraints Expansion into global arena complicates a firm’s competitive environment Global Economy (cont’d) Globalization Increased economic interdependence among