战略管理一二讲.pptVIP

Strategic Management战略管理 Ma Linjing(马林静)674960023@ 课程目标 Develop a strategic vision and mission 建立一个策略的远景和使命 Describe types of decisions made at each managerial level 描述不同管理层次上的策略的类型 Explain methods of industry and competitive analysis 解释行业方法和竞争力分析 Discuss assessment and evaluation of company resources and competitive capabilities 讨论评价和评估公司的资源和竞争能力 Determine competitive strategies 决定竞争力策略 Analyze a company’s situation and match a strategy to it 分析一个公司的情况和制定相关的策略 Evaluate strategic analysis in diversified companies 评估在不同企业中的策略分析 Implement strategy 执行策略 Chapter1. Strategy(战略) 学习目标： 识别并讨论当前企业所面对的两个战略性基本要素的重要性 定义战略的基本特征，回顾战略所包含的五个关键问题 阐述当前战略领域的演变情况 结合愿景、伦理道德和领导考虑战略观念 描述战略制定和执行的有效过程。 Chapter1. Strategy(战略) Opening Case1:Sirius XM Satellites After more than six years of frustration,the XM Radio and Sirius merged in 2008 to form one company in an effort to create an economically viable organization. 2008:美天狼星卫星广播公司46亿美元并购XM公司 小故事—战略管理的意义 一个亚洲经理和一个西方经理走进一个密密的森林中，突然遇到一只大黑熊。亚洲经理忙从背包中取出一双跑鞋。 西方经理说：你不要指望跑过这只熊。 亚洲经理说：我没指望跑过这只熊，我敢肯定我跑得过你。 Today‘s Strategic Imperatives(战略要素) As the economic competitive environment has changed, the market rules are very different . Once upon a time,companies sought to achieve performance amidst fairly stable markets. Today,advances in technology occur rapidly and make even the smallest competitor a nuisance to the large,incumbent firm. Every aspect of the practice of strategy today-analysis, formulation, implementation, and evaluation---must embrace two imperatives in light of the new competitive context:(策略的两个基本要素：) 1.Opportunity recognition imperative 机会识别 2.Value creation imperative 价值创造 In the environment,companies must constantly position themselves to search for ,identity,and embrace new opportunities that may ultimately replace their existing business. 在这种竞争的环境中，企业必须不断的重新定位自己，及时寻找、发现、抓住新的机遇，这些新的机遇可能最终替代现有的业务。 找到机会，抓住市场，是企业的生命 The challenge for management ,then,is to build an organization and a process that will