英国某商学理念院EMBA教程.pptVIP

Review: Session 1 What is strategy? Making strategic choices is hard: Some quotes from annual reports… “Our company has made a conscious choice to be the preferred employer and the leading competitor in its field…” “Our objective is to maximize our market share while increasing our margins…” “We will continue covering the needs of a broad spectrum of customers, and strive to be the top choice in all the segments we serve…” Summary: What have we learned today Strategy is an ongoing quest that is particular to each actor and context. There is no universal formula for success. Each such quest involves: Getting the tools Breaking the rules Making a difference Strategy: Making difficult choices They are difficult because of: The need to be internally consistent yet allow for flexibility Organizational inertia These are choices about: Who is the customer What is the value proposition How do we deliver it These kinds of choices allow a company to gain and sustain a competitive advantage Choices are about the journey to Ithaca -- not Ithaca alone. Experimentation may be necessary to arrive at robust choices Experimentation involves an ongoing negotiation among key constituencies Strategy success is measured by more universal ex post measures (e.g. profitability) and more idiosyncratic ex ante metrics (e.g. employee morale). A key question is to identify the right measures. What are the difficult choices MCC is facing? Service or car What segment: corporate or leisure North or south Subcontract or integrate Is MCC Smart’s strategy working? Sales below expectations Sales comparable to other “similar” initiatives Is helping achieve CAFé objectives Is providing valuable data about a new segment – therefore, worth the price “Get the tools, break the rules, make a difference”: A conceptual map of the course Definition and Dynamics of Strategy What is strategy? How can you be sure you are asking the “right” strategy questions? How strategy develops: Context, Role-playing, Me