MGMT370Ch4Spring11精选.pptVIP

Summary of Corporate Strategies SWOT Analysis and Strategy Formulation Vertical integration The acquisition or development of new businesses that produce parts or components of the organization’s product Concentric diversification A strategy used to add new businesses that produce related products or are involved in related markets and activities. SWOT Analysis and Strategy Formulation Low-cost strategy A strategy an organization uses to build competitive advantage by being efficient and offering a standard, no-frills product Differentiation strategy A strategy an organization uses to build competitive advantage by being unique in its industry or market segment along one or more dimensions. Strategy Implementation Define strategic risks Assess organization capabilities Develop an implementation agenda Create an implementation plan Strategic Control Strategic control system A system designed to support managers in evaluating the organization’s progress regarding its strategy and, when discrepancies exist, taking corrective action. BCG Matrix Planning: Processes and Techniques Chapter 4 MGMT 370 Managers Planning Why plan? Process Step 1 Situational Analysis Step 2 Alternative Goals and Plans Step 3 Goal and Plan Evaluation Step 4 Goal and Plan Selection Step 5 Implementation Step 6 Monitor and Control Decision Making Stages and Formal Planning Steps Situational Analysis A process planners use, within time and resource constraints, to gather, interpret, and summarize all information relevant to the planning issue under consideration. Alternative Goals and Plans Stress creativity and encourage managers and employees to think in broad terms about their jobs. Goal A target or end that management desires to reach Specific, measurable, attainable, relevant, time-bound - SMART Alternative Goals and Plans Plans The actions or means managers intend to use to achieve organizational goals Contingency plans sets of actions to be taken when a company’s initial pl