管理学基础精品教学（清华大学）chapter6--2013-s.pptVIP

Formulating Strategy Strategic Formulation Managers analyze the current situation to develop strategies for achieving the mission. SWOT Analysis A planning exercise in which managers identify organizational strengths and weaknesses, Strengths (e.g., superior marketing skills) Weaknesses (e.g., outdated production facilities) and external opportunities and threats. Opportunities (e.g., entry into new related markets). Threats (increased competition). SWOT analysis Environmental opportunity Environmental threat Internal strength Internal weakness Correct a weakness Exploit an opportunity Build on a strength Avoid a disaster-laden threat Planning and Strategy Formulation Figure 6.5 Corporate-level strategy Concentration Market penetration Market development product development integration Backward vertical integration Forward vertical integration Horizontal integration diversification Related diversification Unrelated diversification Porter’s Business-Level Strategies Table 6.2 Functional-level Strategies A plan that indicates how an organizational function intends to achieve its goals. Seeks to have each department add value to a good or service. Marketing, service, and production functions can all add value to a good or service through: Lowering the costs of providing the value in products. Adding new value to the product by differentiating. Functional strategies must fit with business level strategies. Goals for Successful Functional Strategies Attain superior efficiency as a measure of outputs for a given unit of input. Attain superior quality by producing reliable products that do their intended job. Attain superior innovation developing new and novel features that can be added to the product or process. Attain superior responsiveness to customers by acknowledging their needs and fulfilling them. Planning and Implementing Strategy Allocate implementation responsibility to the appropriate individuals or groups. Draft detailed action plans for implementation. E