企业战新教材略管理_第5章节资料.pptVIP

Copyright 2005 Prentice Hall Chapter 5Strategies in Action Strategic Management: Concepts Cases 11th Edition Fred David Chapter Outline Chapter Outline (cont’d) Chapter Outline (cont’d) Chapter Outline (cont’d) Strategies for taking the hill won’t necessarily hold it. – Amar Bhide -- Quest for higher revenues -- Quest for higher profits Results expected from pursuing certain strategies Strategies represent actions to accomplish long-term objectives Varying Performance Measures by Organizational Level Not Managing by Objectives Managing by extrapolation Managing by crisis Managing by subjectives Managing by hope Diversification Related – When their value chains posses competitively valuable cross-business strategic fits Unrelated – When their value chains are so dissimilar that no competitively valuable cross-business relationships exist Related Diversification Preferred To Capitalize on: Transferring competitively valuable expertise Combining the related activities of separate businesses into a single operation to lower costs Exploiting common use of a well-known brand name Cross-business collaboration to create competitively valuable resource strengths and capabilities Related Diversification May be Effective When: An organization competes in a no-growth or a slow growth industry Adding new, but related, products would significantly enhance the sales of current products New, but related products could be offered at highly competitive prices Related Diversification May be Effective When: New, but related, products have seasonal sales levels that counterbalance an organization’s existing peaks and valleys An organization’s products are currently in the declining stage of the product’s life cycle An organization has a strong management team Unrelated Diversification Favors capitalizing on a portfolio of businesses that are capable of delivering excellent financial performance Entails hunting to acquire companies: Whose assets are undervalued That are fi