MBA战略管理讲义2.pptVIP

Why do some organizations succeed while others fail? 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 companies in the same industry competing for the same customers Determinants of Shareholder Value Company’s Business Model Differences in Industry and Company Performance Return on Invested Capital in Selected Industries, 1997–2003 Performance in Nonprofit Enterprises Nonprofit entities such as government agencies, universities, and charities: Are not in business to make a profit Should use their resources efficiently and effectively Set performance goals unique to the organization Set strategies to achieve goals and compete with other nonprofits for scarce resources Strategic Managers Corporate Level Managers Oversee the development of strategies for the whole organization The CEO is the principle general manager who consults with other senior executives General Managers Responsible for overall company, business unit, or divisional performance Functional Managers Responsible for supervising a particular task or operation