同济大学经济与管理学院俞秀宝ppt课件.ppt

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1、同济大学经济与管理学院 俞秀宝,1,WELLCOME TOStrategy and Strategic Management,School of Economics and ManagementTongji University,同济大学经济与管理学院 俞秀宝,2,-Arthur A.Thompson,Jr.A.Strickland(1998),Strategic Management:Concepts and Cases(12th edition),Mechanical Industry and McGraw-Hill-David A.Aaker(1998),Strategic Market

2、 Management(fifth edition),John Wiley&Sons,Inc.-Gerry Johnson and Kevan Scholes(1998),Exploring Corporate Strategy(third edition,in Chinese),Prentice Hall-Fred R.David(1998),Strategic Management(Six edition,in Chinese),Economics Science Press-Cliff Bowman(1997),STRATEGIC MANAGEMENT,Press of China Pe

3、oples University and Prentice Hall,Reference Books,同济大学经济与管理学院 俞秀宝,3,Unit 1 Introduction,Objectsare an organizations performance targets the resultsand outcomes it wants to achieve.Strategic objectsRelate to outcomes that strengthen an organizations overall business position and competitive vitality

4、.,同济大学经济与管理学院 俞秀宝,4,Strategy,Is a continuous,interactive process aimed at keeping an organization as a whole appropriately matched to its environment(Peter,1988)A companys strategy consists of the competitive efforts and business approaches that managers employ to please customers,compete successful

5、ly and achieving organizational objects(Thompson&Strickeland,2003),同济大学经济与管理学院 俞秀宝,5,Strategy is concerned with,the long term direction of an organizationThe scope of an organizations activitiesachieving advantage over competitionmatching activities to resources and capabilitiesthe value of power ho

6、ldersmajor resources implicationsinfluence over operation decisions(Johnson&Scholes,2002)And in China-,同济大学经济与管理学院 俞秀宝,6,Levels of Strategies,Corporate HQ,SBU A,SBU B,SBU C,ManufacturingMarketingAccountingHR.,Corporate strategy,Competitive strategy,Functional strategies,同济大学经济与管理学院 俞秀宝,7,Content of

7、strategy at different levels,corporate,SBU,Function,Portfolio and resource allocation,How to compete,Product,marketPlans,同济大学经济与管理学院 俞秀宝,8,Formulating strategy,strategy,Market understanding,Major environment influences,Competitive analysis,Resource and capabilities,insights,同济大学经济与管理学院 俞秀宝,9,Schools

8、 of Strategy Formation,-Planning School-Designing School-Political School-Culture School-Learning School-Fate School-.,同济大学经济与管理学院 俞秀宝,10,Classical model of strategic planning,Strategy formulation,External appraisalIndustry attractivenessThreats&opportunitiesKey successful factorsSocial responsibili

9、ties,Internal analysisOrganizationalStrengths&weaknessesCore(distinctive)CompetenciesManagerial valuesPersonal ambitions.Mintzberg,1994),Strategy optionsevaluations,同济大学经济与管理学院 俞秀宝,11,Strategy perceived and realized,Designed strategy,Realized strategy,Intended strategy,Emergentstrategy,Unrealized st

10、rategy,同济大学经济与管理学院 俞秀宝,12,Who Performs,CEOVice presidentsMajor org.units,ProductionMarketingHuman resourceOther key department,Diversified companies:CEOBusiness unitsDepartment headsManagers of major operating unitsemployees,同济大学经济与管理学院 俞秀宝,13,Unit 2 Vision and Mission,What is a strategic vision?Why

11、 have a vision or mission?Mission statement-how to define,同济大学经济与管理学院 俞秀宝,14,What is a Strategic Vision,Managements views and conclusions about:-organizations future course-the customer focus-the market position it should try to occupy-business activitiesWhat kind of company we are trying to create?

12、,同济大学经济与管理学院 俞秀宝,15,Why Have a Vision or Mission,A prerequisite of effective strategic leadership-forming a strategic vision is not an exercise to create a catchy sloganthinking strategically about org futureputting the company on a path that management is deeply committed to-Chart a company future,

13、同济大学经济与管理学院 俞秀宝,16,Mission Statement,The mission statement sets out the organizations ground rules to its approach to doing business.A good statement usually address the following:a statement of beliefs and valuesthe products or services that the firm will sellthe markets within which the firm will

14、tradehow those markets will be reachedthe technologies that the firm will useattitudes to growth and financing,同济大学经济与管理学院 俞秀宝,17,Pepsi Cos Mission,“Is to increase the value of our share holders investment.We do this through sales growth,cost control,and wise investment resources.We believe our comm

15、ercial success depends upon offering quality and value to our consumers;providing products that are safe,wholesome,economicallyefficient and environmentaly sound;and providing a fair return to investors while adhering to the highest standards of integrity”.,同济大学经济与管理学院 俞秀宝,18,Vision of Amersham PK,“

16、To build our position as a leading provider of products and technologies to enable the molecular medicine revolution,in which disease will be betterunderstood,diagnosed sooner and treated moreeffectively”.,同济大学经济与管理学院 俞秀宝,19,Tongjis Vision,努力建设一所文理交融、医工结合，科技教育与人文教育协调发展的研究型、多功能的一流的现代化大学,同济大学经济与管理学院 俞

17、秀宝,20,Financial Objects vs Strategic Objects,Financial objectsGrowth in revenuesGrowth in earningsHigher dividendsWider profit marginsHigher returnsAttractive EVA performanceStrong bond and credit ratingBigger cash flowsA rising stock priceA more diversified revenue baseStable earning during recessi

18、on,Strategic objectsA big market shareQuicker design-to-market times than rivalsHigher product quality than rivalsLower costs relative to key competitorsBroader pr more attractive product line than rivalsA stronger reputation with customers than rivalsSuperior customer serviceWide geographic coverag

19、e than rivalsRecognition as a leader in technology and/or product innovation,同济大学经济与管理学院 俞秀宝,21,Establishing Objects,Setting objects:convert the strategic vision and directional course into specific performance target.Objects:represent a managerial commitment to achieving specific performance target

20、s within a specific time frame.Experience:“companies whose managers set objects for each key result typically outperform companies whose managers exhibit good intentions,try hard,and hope for the best”.,同济大学经济与管理学院 俞秀宝,22,Unit 2 Activity,为你选定的一家企业撰写一个企业愿景或使命。,同济大学经济与管理学院 俞秀宝,23,Unit 3 Industry and c

21、ompetitive analysis,Managers are not prepared to decided on a long termdirection or a strategy until they have a keen understanding of the companys strategic situation the exact nature of The industry and competitive conditions it faces and how These conditions match up with its resources and capabi

22、lities.Thompson&Strickland(2003),同济大学经济与管理学院 俞秀宝,24,Sources of profit,Microeconomic context,Industry conditions,Firm resource capabilities,Industryattractiveness,Company performance,IndustryBased view,ResourceBased view,同济大学经济与管理学院 俞秀宝,25,A companys Macro-environment,company,suppliers,Buyers,Newentr

23、ants,rivals,substitutes,Technology,The economy,Registration®ulations,Social and lifestyles,Populationdemographics,同济大学经济与管理学院 俞秀宝,26,PESTD Analysis,Political-political parties and alignment at local,national®ional trading-block level legislation,regulation,taxation,employment law Relations bet

24、ween government and the organization Government ownership of the industry and attitude to monopolies and to competitionEconomic resent and future Total GDP and GDP per head Inflation,Interest rates,Unemployment Disposable income and consumer expenditure Currency fluctuations&exchange rate Investment

25、(from state,private and foreign firms)Key material unit cost(energy,transport,telecommunication,)(Lynch,2003),同济大学经济与管理学院 俞秀宝,27,PESTD Analysis,Social and culture-shift in value and culture,changes in lifestyle-Attitudes to work and leisure,“green environment”issues Education and health Distribution

26、 of incomesTechnologyrate of adoption of new technologiesExpenditure on R&D by rivalsNew patents and products(Lynch 2003)Demogrphics-age,income,education,geographic lacation,同济大学经济与管理学院 俞秀宝,28,Environment Analysis-key issues,Political what changes in regulation are possible?What will be their impact

27、 be?What tax or other incentives are being developed that might affect strategy?what are the political risks operating in a government jurisdiction?Economicwhat are the economic prospects and inflation outlets for the countries in which the firm operates?How will they affect strategy?Social and cult

28、ure what are the current or emerging trends in lifestyles,fashions,and other components of culture?Why?What are their implications?TechnologyTo what extent are existing technologies maturing?What technological development or trends are affecting or will affect the industry?Demographics-what demograp

29、hic trends will affect the market size or sub-market of the industry?-what trends represent opportunities and threats?,同济大学经济与管理学院 俞秀宝,29,Customer Analysis,Segmentation Strategic Business Units,definitionHow should segments be defined 5-10 variables and firm historyQuestions need to be asked for seg

30、mentationCustomer motivations what lies behind their purchase decisionUnmet needs represents the opportunities for firms,同济大学经济与管理学院 俞秀宝,30,Competitor Analysis,Identify your competitorsCustomer choices from your customers point of viewProduct approaches who is offering similar productsStrategic Grou

31、p approach Understanding competitors Size,growth,profitabilityCurrent and past strategiesCost structureImage,positioning,cultureCompetitors strengths and weaknesses,同济大学经济与管理学院 俞秀宝,31,What are the industrys dominant economic traits?,Market sizeScope of competitive rivalry Market growth and where the

32、 industry is in the growth cycleNumber of rivals and their relative sizesThe number of buyers and their relative sizesThe prevalence of backward and forward integrationThe pace of technology changeCost structureWhether rivals product or services are highly or weakly differentiated or identicalWhethe

33、r industry profitability is above/below par.,同济大学经济与管理学院 俞秀宝,32,Learning curve,1 2 4 8 million units,Cost Per unit,$1 70 cents 35 cents,Cost reduction,Accumulated production,同济大学经济与管理学院 俞秀宝,33,Industry structure,Perfect competition-many equal suppliers of similar productsMonopolistic competition-man

34、y sellers with each slightly differently Oligopoly-a few large suppliers Monopoly-one dominant seller,同济大学经济与管理学院 俞秀宝,34,Industry structure and advantages,Considerablevery fewCost advantages,Differentiation advantagesConsiderable very few,Monopoly,Oligopoly,Perfectcompetition,Monopolisticcompetition

35、,同济大学经济与管理学院 俞秀宝,35,Stages of industry evolution,Introduction Maturity Decline Growth,同济大学经济与管理学院 俞秀宝,36,Industry evolution and competition,IntroductiongrowthmaturitydeclineDemandhigh incomeenlarged repeatingcleverconsumers Technologyimprovestablenew proddeclineProductslow quality high qualitystanda

36、rdlowqualityManufacturehigh costmass production more tableover capacity enlargeTradesome exportlarge exportexport decno expsmall importimport inclarge inpCompetitionfew companiesentryprice comptoutmanymany out,同济大学经济与管理学院 俞秀宝,37,Industry evolution,production,New productmaturing product standardized

37、product,Unit produced,Innovating country Other industrialized countriesDeveloping countries,同济大学经济与管理学院 俞秀宝,38,Strategic groups,奥迪,别克,本田雅阁,帕萨特,桑塔纳,捷达,富康,夏利,奥托,悦达,market shares,-Firm in an industry following the same or a similar strategy along key dimensions-Variablesprice/quality/imagegeographic co

38、veragemarket shares,price/quality/image,low,Car industry in 2000,同济大学经济与管理学院 俞秀宝,39,Common Types of Key Successful Factors,-The essential requirements for competing in an industry Technology-Related KSFs Manufacturing-Related KSFs Distribution-Related KSFs Marketing-Related KSFs Skill-Related KSFs O

39、rganizational Capacity Other Types,同济大学经济与管理学院 俞秀宝,40,Industry analysis key issues,Where is the industry now in terms of its evolution?what are the most important issue?where it will be?And how it might take to go there?what are the implications to the firm?,同济大学经济与管理学院 俞秀宝,41,Competitive analysis,c

40、ompetitive force:pressures to companys profitability-Five force modelDiscover the main sources of competitive pressure and how strong each competitive force is?a key analytical tool to analyze whether an industry is attractive or not,同济大学经济与管理学院 俞秀宝,42,What is competitive like and how strong are eac

41、h of the competitive forces?,COMPETING SELLERS,SUPPLIERS OF KEY INPUTS,SUBSTITUTES,BUYERS,POTENTIALNEW ENTRANTS,Win buyers,Ability to exercise bargaining power and leverage,Threat of entry of new rivals,Bargaining power and leverage,同济大学经济与管理学院 俞秀宝,43,Rivalry intensity is likely to be high when,the

42、number of competitors increases and as competitors become more equal in size and capabilitiesthe demand for the product is growing slowly industry conditions tempt competitors use price cuts etc to boost unit volume customers costs to switch brands are low one or more competitors are dissatisfied wi

43、th market position exit cost is high,同济大学经济与管理学院 俞秀宝,44,Buyers are like to have higher bargaining power when,low switch cost number of buyers are small a customer is particularly important to a seller they are well informed at sellers products,price,costs buyers pose a credible threat of integrating

44、 backward buyers have discretion in whether and when they purchase the products,同济大学经济与管理学院 俞秀宝,45,Supplier power tends to be higher if,number of suppliers are small less substitutes available in the market suppliers products are key to buyers significant switch cost for buyers supplier poses a cred

45、ible threat of forward integration(porter,1980),同济大学经济与管理学院 俞秀宝,46,Entry barriers of potential entrants,Government regulations and policies economics of scale learning and experience curve effects technology Brand preference and customer loyalty capital requirement distribution channels,同济大学经济与管理学院

46、俞秀宝,47,Competitive pressures from substitutes,attractive price from substitutes better quality,performance,and other attributes low switching cost,同济大学经济与管理学院 俞秀宝,48,Strategic implications of five-force,As a rule,the stronger the collective impact of competitiveforces,the low the combined profitabil

47、ity of participant firms.,同济大学经济与管理学院 俞秀宝,49,Unit 4 Case Study,阅读三星案例，并讨论该公司是否应该投资主题公园项目？为什么？,同济大学经济与管理学院 俞秀宝,50,Unit 5 Evaluating Company Resources and competitive Capabilities,-How well is the companys present strategy working?-What are the companys resource strengths and weaknesses and its extern

48、al opportunities and threats?-Are the companys prices and costs competitive?How strong is the companys competitive position relative to its rivals?What strategic issues does the company face?SWOT analysis,shareholder value analysis,value chain analysis,strategic cost analysis and competitive strengt

49、h assessment,同济大学经济与管理学院 俞秀宝,51,How well is the companys present strategy working?,The firms market share in the industry-rising,stable or declining profit margin trends in the firms net profits,return on investment companys overall financial strength and credit rating is improving or on the decline

50、 trends in the companys stock price and shareholder value firms sales-growing faster or slower than the market as a whole The firms image and reputation,product or service quality,customer satisfaction,employees capability and performance the company is regarded as a leader or not,同济大学经济与管理学院 俞秀宝,52