设定战略目标.pptxVIP

第 四 章设定战略目标Formulating strategic objectiveschecklist RBV的含义 有关公司核心能力的一些基本常识(outsourcing) 资产、能力、竞争力的一种解释 资源价值及位障碍 产品、核心产品及核心能力的关系图判断：万达商业模式是不可模仿的 每日新报因为这种模式要求开发商必须具有以下几个基本素质：雄厚的资金实力广泛的国际商业资源专业的商业管理团队高度的市场前瞻性丰富的商业地产开发经验先进的商业经营理念科学商业布局规划设计经验万达是经过几十年的潜心苦练，才有今天的厚积薄发。这不是一拍脑袋，空表雄心能做到的，更不是人有多大胆，地有多大产的妄想和狂想。Topic today设定战略目标Formulating strategic objectivesThe primary determinant of strategy1960s-1980sThe industrial organization(I/O)modelScale economy, barriers to market entry, product differentiation, degree of concentration, increase rate… Relevant assumptionsTo most attractive industry, establish a defensible position, earn above-average(superior) returns1. Study the external environment, especially the industry environmentThe external environmentThe general environment, The industry environmentThe competitor environment 2. Locate an industry with high potential for above-average returnsAn attractive industryStructure and characteristicsStrategy formulationSelection of strategy linked with above-average returns in a particular industry3. Identify the strategy called for by the attractive industry to earn above-average returnsAssets and skillsRequired to implement a chosen strategy4. Develop or acquire assets and skills needed to implement the strategyStrategy implementationActions linked with the chosen strategy5. Use the firm’s strengths(its developed or acquired assets and skills) to implement the strategySuperior returnsEarning of above-average returns(I/o)modelThe primary determinant of strategyIn and after 1990sThe resource-based(RB) modelA collection of unique resources and capabilities providing the basis for strategyOver time, a firm acquires different resources and develops unique capabilities, and they are not mobileTo exploit the core competencies relative to the opportunities in the external environment1. Identify the firm’s resources, study its strengths and weakness compared with those of competitorsResources Inputs into a firm’s production proces