战略管理竞争性和全球化.docx

战略管理竞争性和全球化.docx

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战略管理竞争性和全球化

战略管理竞争性和全球化

作者：

XXX

日期：

2020年6月7日

此文档格式为word，下载后可编辑修改。

StrategicManagement

Competitivenessandglobalization:

Concepts&Cases

ThirdEdition

Hitt,Ireland,Hoskisson

CompetitionandCompetitorAnalysis

Chapter4Business-LevelStrategy

Chapter5CompetitiveDynamics

Chapter6CorporateLevelStrategy

Chapter7AcquisitionsandRestructuring

Chapter8InternationalStrategy

Chapter9CooperativeStrategies

Chapter10CorporateGovernance

Chapter11OrganizationalStructureandControl

Chapter12StrategicLeadership

CHAPTER1

STRATEGY&STRATEGICCOMPETITIVENESS

LearningObjectives:

1.Understandthe

2.Discussthechallengeofstrategicmanagement.

technologicalchanges.

returns.

managementprocess.

organizations.

8.Describetheworkofstrategists.

9.Explainthestrategicmanagementprocess.

ChapterOutlines

1.StrategyandStrategicManagement

2.TheChallengeofStrategicManagement:

●Theglobaleconomyandglobalization,

●Technologicalchangeanddiffusion,

3.TheI/OModelofAbove-AverageReturns

4.TheResource-basedModelofAbove-AverageReturns

5.StrategicIntentandStrategicMission

6.Stakeholders

7.OrganizationalStrategists

8.ReviewQuestions

managementconceptbeforeproceedingfurther.

Telecommunicationsmarkets.

strategieswillbefoundinChapter8.

Definitions:

●strategy

strategicmission.

strategicoutcomes.

THECHALLENGEOFSTRATEGICMANAGEMENT

tomorrow.

introduced.

TABLEI-1TopTenWealthCreators

natureofsuccessfortheotherfirms.

.

THENEWCOMPETITIVELANDSCAPE

arebecomingblurredandmoredifficulttodefine.

Figure1-2

TheNewCompetitiveLandscape

1.Technologyandtechnologicalchange

●Technologyischangingrapidly

●Knowledgeisbecomingincreasinglyimportant

2.Theglobaleconomy

TheGlobalEconomy

geographicborders.

Also,globalizationisreferredtoastheshifttowardamoreintegratedandinterdependentworldeconomy.Globalizationhastwomaincomponents:

theglobalizationofmarketsandtheglobalizationofproduction.

TheGlobalizationofMarkets

Theglobalizationofmarketsreferstothemergingofhistoricallydistinctandseparatenationalmarketsintoonehugeglobalmarketplace.

Thetastesandpreferencesofconsumersindifferentnationsarebeginningtoconvergeonsomeglobalnorm,therebyhelpingtocreateaglobalmarket.TheglobalacceptanceofconsumerproductssuchasCiticorpcreditcards,Coca-Cola,Levi'sjeans,SonyWalkmans,Nintendogameplayers,andMcDonald'shamburgersareallfrequentlyheldupasprototypicalexamplesofthistrend.

Theexpansionofsomehugefirmscreatesaglobalmarket.FirmssuchasCiticorp,Coca-Cola,McDonald's,andLeviStraussaremorethanjustbenefactorsofthistrend;theyarealsoinstrumentalinfacilitatingit.Byofferingastandardizedproductworldwide,theyarehelpingtocreateaglobalmarket.

Marketsforindustrialgoodsandmaterialsthatserveauniversalneedtheworldoversuchasaluminum,oil,andwheat,themarketsforindustrialproductssuchasmicroprocessors,DRAMs（computermemorychips）,andcommercialjetaircraft;andthemarketsforfinancialassetsfromUSTreasuryBillstoeurobondsandfutureshavebecomeglobalmarkets.Marketsforconsumerproductsarestilloftentoactasabrakeonglobalizationbecauseofthenationaldifferencesintastesandpreferences.

bythefollowing:

●42%ofU.S.economicgrowthwasbasedonexports

1997,upfrom21%in1991

forU.Sfirmsintothe21stcentury

marketsoutsideoftheU.S.

retailingmarkets

TheMarchofGlobalization

●theneedsofdevelopingcountries

globe.

●employedsome14,300peopleintheU.S,

●paid$21/2billioninfederalincometaxes

throughoutAsia

markets

tooquickly

Chapter8.

●Whereshouldvalue-addingactivitiesbeperformed?

markets?

becomemoreintense.Forexample,

qualityatcompetitiveprices

Development--introductiontimeframes

TechnologyandTechnologicalChange

●theinformationage

●increasingknowledgeintensity

TheInformationAge

1997to$105billionby2000

IncreasingKnowledgeintensity.

competitiveadvantage.Asaresult:

●Capturingintelligence

●Transformingintelligenceintousableknowledge

●Embeddingitasorganizationallearning

●Diffusingitrapidlythroughouttheorganization

THEI/OMODELOFABOVEARAGERETURNS

exhibitprofit-maximizingbehaviors.

.

firm

Figure1-3TheI/OModelofSuperiorReturns

characteristicsoftheindustry.

bediscussedinChapter2.

indetailinChapter4.

THERESOURCE-BASEDMODELOFABOVE-AVERAGERETURNS

●Resourcesmaynotbehighlymobileacrossfirms.

marketingstrategy.

4.Locateandcompeteinanattractiveindustry.

.

competitors.

Environment.

relativetofirmsthatalreadyhavethem

SupplementaryLectureNote:

18

SUPPLEMENTARYLECTURENOTE.-ReorganizingtoImplementaVisionofGlobalDominance

TotakeadvantageofthepositionsthatCoke'sAustralianbottler（Coca-ColaAmatil）hasestablishedacrossthreecontinents,itsEuropeanoperationsarebeingspunoffintoaseparatecompanythatwouldhavereported$1.18billioninsalesfor1996.ThenewEuropeanoperationwillacquireCoca-Cola'soperationsinnorthernandcentralItaly,whiletheAustralianoperationwillretainoperationsinAustraliaandtheAsia-Pacificregion,includingtheparentcompany'sSouthKoreanbottler.

STRATEGICINTENTANDSTRATEGICMISSION

Teachingsuggestion:

ReferstudentstoFigure1-1,whichindicatesthelinkorrelationshipbetweenidentifyingafirm’sinternalresourcesandcapabilitiesandtheconditionsandcharacteristicsoftheexternalenvironmentwiththedevelopmentofthefirm'sstrategicintentandstrategicmission.

Strategicintentisinternallyfocusedandisconcernedwithleveragingthefirm’sinternalresources,capabilitiesandcorecompetenciestoaccomplishwhatatfirstmayappeartobeunattainablegoalsinthecompetitiveenvironment.Itreflectswhatthefirmiscapableofdoinggivenitscorecompetenciesandtheuniquewaysthesecorecompetenciescanbeusedtodevelopasustainablecompetitiveadvantagethatwillresultinabove-averagereturns.

Fromacompetitiveperspective,strategicintentisaboutwinning...aboutbeatingthecompetition...aboutwinningthebattleformarketshareandglobaldominance.Strategicintentfocusesemployeeperformancethroughafirm-widecommitmenttoachievespecificandsignificantperformancemeasures.Tobeeffective,firmsalsomustidentifytheircompetitors'strategicintent（s）andcommitmentthereto.

Afirm’sstrategicmissionisanexternallyfocusedapplicationofitsstrategicintentthatstatesthefirm'suniquepurposeandthescopeofitsoperationsinproductandmarketterms.

Teachingsuggestion:

Figure1-5illustratestherelationshipbetweenstrategicintentandstrategicmission.Whilenoadditionaldiscussionmaybenecessary,instructorsmaywanttoconsiderassigningstudents--orstudentteams--thetaskofsearchingtheworldwideweb（toaccessindividualcompanywebpages）toseekoutafirm'sstrategicintentand/orstrategicmissionforashortclassdiscussionofhowthesecanbeusedtodeterminetheextenttowhichafirm'semployeesareprovidedwithageneraldirectionthatcanbeusedtoeffectivelyformulateandimplementstrategies

FIGURE.1-5TheInterdependentRelationshipBetweenStrategicIntentandStrategicMission

Figure1-5depictstherelationship/linkagebetweenstrategicintentandstrategicmissionthatisdescribedinthetext.AsindicatedinFigure1-5,afirm'sstrategicmissionrepresentstheapplicationofitsstrategicintentintermsofproductstobeofferedandmarketstobeserved.

Afirm'sstrategicintentandstrategicmissionmustprovidetheguidancethatenablesthefirmtoachievethedesiredstrategicoutcomes--strategiccompetitivenessandabove-averagereturns-illustratedinFigure1-1thatenablethefirmtosatisfythedemandsofthosepartieshavinganinterestinthefirm’ssuccess:

organizationalstakeholders.

ORGANIZATIONALSTAKEHOLDERS

Organizationalstakeholdersareindividualsandgroupswhocanaffectandwhoareaffectedbythestrategicoutcomesachievedandwhohaveenforceableclaimsonafirm’sperformance.

Teachingsuggestion:

ThefollowingStrategicFocuscanbeusedtointroduceandillustrateisthecomplexnatureofthestakeholder-firmrelationship.

STRATEGICFOCUS:

StakeholdersareonBothSides

Tobesuccessful,firmsmustbeabletosuccessfullymanagethedemandsofabroadVarietyofstakeholders.InthecaseofGeneralMotors（GM）,itmustsatisfythedemandsofitsemployeeandproduct-marketstakeholders（laborunions）whilesimultaneouslysatisfyingitscapitalmarketstakeholders（shareholders）andcustomerstakeholders.InGM'scase,thechallengeistofindwaystoreduceitsproductivitydisadvantage（relativetocompetitors）insuchawaythatitwillbeabletomaintainemployeeloyalty,goodworkingrelationshipswiththelaborunionwhilereducingthecostsofitsvehiclesand/orimprovingitsprofitability.

ForLockheedMartin,aprimarychallengeisovercomingtheconcernsofitsprimarycustomer,theDepartmentofDefense,thatitsintendedmergerwithNorthropwillneitherred