战略管理(研)ch.pptVIP

Chapter One Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage TEACHING OBJECTIVES 1. Introduce students to the concept of strategy. 2. Specify the relationships between superior performance, profitability, competitive advantage, and sustainable competitive advantage. 3. Identify the roles and responsibilities of strategic managers at different levels within the organization. 4. Outline the main components of the strategic management process covered in subsequent chapters and show how they fit together. 5. Contrast the rational, deterministic view of strategy with alternate views, which describe strategy as an emergent process. 6. Explain why formal strategic planning may not always lead to success, and identify ways of avoiding some of the common pitfalls associated with strategic planning. 7. Identify the attributes associated with superior strategic leadership. 8. Describe some of the barriers to effective strategic decision making and the techniques for improving decision making. Why do some organizations succeed while others fail?(p3) Strategic Leadership Task of most effectively managing a company’s strategy-making process Strategy Formulation Task of determining and selecting strategies Strategy Implementation Task of putting strategies into action to improve a company’s efficiency and effectiveness Superior Performance and Sustainable Competitive Advantage Superior Performance One company’s profitability relative to that of other companies in the same or similar business or industry Maximizing shareholder value is the ultimate goal of profit making companies ROIC (Profitability) = Return On Invested Capital Net profit Net income after tax Capital invested Equity + Debt to creditors Competitive Advantage When a company’s profitability is greater than the average of all other