管理学专题-3.pptVIP

主讲教师： 李 平 英 leepy00@ Thinking Strategically:The Three Big Strategic Questions 1. Where are we now? 2. Where do we want to go? Business(es) to be in and market positions to stake out? Buyer needs and groups to serve? Outcomes to achieve? 3. How do we get there? What is Strategy? A company’s strategy consists of the set of competitive moves and business approaches that management is employing to run the company Strategy is management’s “game plan” to Attract and please customers Stake out a market position Conduct operations Compete successfully Achieve organizational objectives Figure 1-1: The Five Tasks of Strategic Management Missions vs. Strategic Visions A mission statement focuses on current business activities -- “who we are and what we do” Current product and service offerings Customer needs being served Technological and business capabilities Setting Objectives Converts strategic vision and mission into specific performance targets Creates yardsticks to track performance Pushes firm to be inventive and focused on results Helps prevent complacency and coasting objectives All manager at every levels need to set objectives Company wide objective need to be broken down specific target for each organizational units and lower level managers The broken objectives should be consistent with each other and with the whole company’s objective Types of Objectives Required Outcomes focused on improving financial performance Outcomes focused on improving long-term, competitive business position Examples of Financial Objectives Grow earnings per share 15% annually Boost annual return on investment (or EVA) from 15% to 20% within three years Increase annual dividends per share to stockholders by 5% each year Strive for stock price appreciation equal to or above the SP 500 average Maintain a positive cash flow every year Achieve and maintain a AA bond rating Examples of Strategic Objectives Increase firm’s marke