战略管理培训资料课件.pptVIP

Characteristics of the  Strategic Management Process Need to perform tasks never goes away Boundaries among tasks are blurry Strategizing is not isolated from other managerial activities Time required comes in lumps and spurts The big challenge is to get the best strategy-supportive performance from employees, perfect current strategy, and improve strategy execution 第三十一页，共五十页。 Craft a Strategy to Achieve Objectives Set Objectives Develop a Strategic Vision Mission Implement Execute Strategy Evaluate Make Corrections Improve/ Change Revise as Needed Revise as Needed Improve/ Change Recycle as Needed Task 1 Task 2 Task 3 Task 4 Task 5 The Five Tasksof Strategic Management 第三十二页，共五十页。 Strategy Is Both Planned and Reactive to Changing Circumstances Actual Strategy Planned (or Intended) Strategy Adaptive Reactions 第三十三页，共五十页。 Understanding Company Strategy -- What to Look For Pattern of Actions That Define Strategy Actions to Strengthen Resources Capabilities Diversification Responses to Changing Conditions Offensive Moves to Gain Edge Changes in Product Line, Quality, or Service Geographic Coverage Forward or Backward Integration, Collaboration How Functional Activities Are Managed Defensive Moves Pursuing New Opportunities 第三十四页，共五十页。 Strategic Management Principle Strategy-making is a job for line managers, not a staff of planners -- doers should be the strategy-makers! 第三十五页，共五十页。 Strategic Role of aBoard of Directors Continuously audit validity of a company’s long-term direction and strategy Evaluate strategic leadership skills of the CEO and candidates to succeed the CEO 第三十六页，共五十页。 Strategic Management Principle A board of director’s role in the strategic management process is to critically appraise and ultimately approve strategic action plans, but rarely, if ever, to develop the details! 第三十七页，共五十页。 Levels of Strategy-Making Corporate Strategy Business Strategies (Competitive Strategy) Functional