珠宝行业理论知识讲义.pptxVIP

Strategic Management and Strategic Competitiveness;;Important Definitions;Important Definitions;Important Definitions;;;;超競爭;Strategic Flexibility策略彈性;Strategic Flexibility;1. Strategy dictated by the external environments of the firm (what opportunities exist in these environments?) 2. Firm develops internal skills required by external environment (what can the firm do about the opportunities?);Four Assumptions of the I/O Model;Four Assumptions of the I/O Model;;I/O Model of Above-Average Returns;I/O Model of Above-Average Returns;I/O Model of Above-Average Returns;I/O Model of Above-Average Returns;I/O Model of Above-Average Returns;1. Strategy dictated by unique resources and capabilities of the firm (what can the firm do best?) 2. Find an environment in which to exploit these assets (where are the best opportunities?);1. Identify the firm’s resources-- strengths and weaknesses compared with competitors;2. Determine the firm’s capabilities--what it can do better than its competitors;Four Attributes of Resources and Capabilities (Competitive Advantage);;Core Competencies are the basis for a firm’s;3. Determine the potential of the firm’s resources and capabilities in terms of a competitive advantage;4. Locate an attractive industry;5. Select a strategy that best allows the firm to utilize its resources and capabilities relative to opportunities in the external environment;Resource-based Model of Above Average Returns;Strategic Intent Mission;Groups who are affected by a firm’s performance and who have claims on its wealth;;;;Stakeholder Involvement;;利益關係人影響分析;淡江大學的利益關係人分析;策略;策略管理程序;Honda Moter Co.;突現程序;意圖策略與突現策略