Cl 1 david_sm13_ppt_01_PB.pdf strategic ma

Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 1 -1
Chapter 1
The Nature of Strategic Management
Strategic Management:
Concepts & Cases
13th Edition
Fred David

Ch 1 -2
Art & science of formulating,
implementing, and evaluating,
cross-functional decisions that
enable an organization to achieve its
objectives
Strategic Management –Defined
strategy - competition

Ch 1 -3
Purpose of Strategic Management
To exploit and create new and different
opportunities for tomorrow

Ch 1 -4
Strategic Management
In essence, the strategic plan is a
company’s game plan

Ch 1 -5
3 Stages of the Strategic
Management Process
 Strategy formulation
 Strategy implementation
 Strategy evaluation

Ch 1 -6
Vision & Mission
Strategy Formulation
External Opportunities & Threats
Internal Strengths & Weaknesses
Long-Term Objectives
Alternative Strategies
Strategy Selection – Strategic Goals
The Mission Statement
concentrates on the present;
it defines the customer(s),
critical processes and it
informs you about the
desired level of
performance.
The Vision Statement
focuses on the future; it is a
source of inspiration and
motivation. Often it
describes not just the future
of the organization but the
future of the industry or
society in which the
organization hopes to effect
change.
Vision goes firstly with one sentence,
then several missions come.

Ch 1 -7
Issues in Strategy
Formulation
Businesses to enter
Businesses to abandon
Allocation of resources
Expansion or
diversification
International markets
Mergers or joint
ventures
Avoidance of hostile
takeover

Ch 1 -8
Strategy Implementation
Annual Objectives
Policies
Employee Motivation
Resource Allocation

Ch 1 -9
Strategy Implementation Steps
 Developing a strategy-supportive culture
 Creating an effective organizational structure
 Redirecting marketing efforts
 Preparing budgets
 Developing and utilizing information systems
 Linking employee compensation to
organizational performance

Ch 1 -10
Issues in Strategy
Implementation
Action Stage of Strategic
Management
Mobilization of
employees & managers
Most difficult stage
Interpersonal skills
critical
行动阶段
人机交往技能至关重要

Ch 1 -11
Strategy Evaluation
Internal Review
External Review
Performance Measurement
Corrective Action

Ch 1 -12
Peter Drucker: Think through the
overall mission of a business. Ask
the key question:
“What is our Business?”
Prime Task of

Ch 1 -13
The strategic management process
attempts to organize quantitative and
qualitative information under conditions
of uncertainty
Integrating Intuition & Analysis

Ch 1 -14
Intuition is based on:
 Past experiences
 Judgment
 Feelings
Intuition is useful for decision making in
conditions of:
 Great uncertainty
 Little precedent
 Highly interrelated variables
 Several plausible alternatives
无据可考

Ch 1 -15
Involve management at all levels
Intuition & Judgment
Influence all analyses

Ch 1 -16
Organizations should continually
monitor internal and external
events and trends so that timely
changes can be made as needed
Adapting to Change

Ch 1 -17
Key Terms in Strategic Management
 Competitive advantage
 Strategists
 Vision and mission statements
 External opportunities and threats
 Internal strengths and weaknesses
 Long-term objectives
 Strategies
 Annual objectives
 Policies

Ch 1 -18
Anything that a firm does especially
well compared to rival firms
Strategic Management is Gaining and
Maintaining Competitive Advantage

Ch 1 -19
1. Continually adapting to changes in
external trends and events and internal
capabilities, competencies, and resources
Achieving Sustained Competitive
Advantage
2. Effectively formulating, implementing,
and evaluating strategies that capitalize on
those factors

Ch 1 -20
Strategists
Gather Information
Analyze Information
Organize Information

Ch 1 -21
Vision Statement –
What do we want to become?
Mission Statement –
What is our business?
Vision and Mission Statements

Ch 1 -22
External Opportunities and Threats
Analysis of Trends
 Economic
 Social
 Cultural
 Demographic/Environmental
 Political, Legal, Governmental
 Technological
 Competitors

Ch 1 -23
Basic Principle of Strategic Management
External Opportunities and Threats
Strategy Formulation
Take advantage of
External Opportunities
Avoid/minimize impact of
External Threats

Ch 1 -24
 Controllable activities performed
especially well or poorly
 Determined relative to competitors
Internal Strengths and Weaknesses

Ch 1 -25
 Typically located in functional areas of the firm
 Management
 Marketing
 Finance/Accounting
 Production/Operations
 Research & Development
 Management Information Systems

Ch 1 -26
Assessing the Internal Environment
Internal Factors
Performance Measures
Ratios
Industry Averages
Survey Data

Ch 1 -27
 Specific results that an organization seeks
to achieve in pursuing its basic mission
 Long-term means more than one year
“Strategic Goals” (Long-Term Objectives)

Ch 1 -28
“Strategic Goals” (Long-Term Objectives)
 Essential for ensuring the firm’s success
 Provide direction
 Aid in evaluation
 Create synergy
 Reveal priorities
 Focus coordination
 Provide basis for planning, organizing,
motivating, and controlling
协同效应

Ch 1 -29
Means by which long-term objectives
are achieved
“Strategic Initiatives” (Strategies)

Ch 1 -30
“Strategic Initiatives” (Strategies)
 Examples
 Geographic expansion
 Diversification
 Acquisition
 Product development
 Market penetration
 Retrenchment
 Divestiture
 Liquidation
 Joint venture
收购
收缩
剥离
清算
合资经营

Ch 1 -31
Sample Strategic Initiatives
 Table 1-1
 Best Buy
 Levi Strauss
 New York Times Company

Ch 1 -32
Short-term milestones that firms must
achieve to reach Strategic Goals (long-
term objectives)
Annual Objectives

Ch 1 -33
Means by which annual objectives
will be achieved
Policies

Ch 1 -34

Ch 1 -35
 Strategic Management Process
 Dynamic & continuous
 More formal in larger organizations
Strategic Management Model

Ch 1 -36
 Communication is a key to
successful strategic management

Ch 1 -37
Benefits of Strategic Management

Ch 1 -38
Benefits of Strategic Management
 Nonfinancial Benefits
 Enhanced awareness of threats
 Improved understanding of competitors’ strategies
 Increased employee productivity
 Reduced resistance to change
 Clearer understanding of performance-reward
relationship
 Enhanced problem-prevention capabilities
（external）

Ch 1 -39
Why Some Firms Do No Strategic
Planning
 Lack of knowledge of strategic planning
 Poor reward structures
 Fire fighting
 Waste of time
 Too expensive
 Laziness
 Content with success
穷于应付

Ch 1 -40
Why Some Firms Do No Strategic
Planning (continued)
 Fear of failure
 Overconfidence
 Prior bad experience
 Self-interest
 Fear of the unknown
 Honest difference of opinion
 Suspicion

Ch 1 -41
Pitfalls in Strategic Planning
Strategic planning is an involved, intricate,
and complex process that takes an
organization into uncharted territory
陷阱

Ch 1 -42
Effective Strategic Planning is:
 A people process more than a paper process
 A learning process
 Words supported by numbers
 Simple and nonroutine
 Varying assignments, team membership,
meeting formats, and planning calendars
 Challenging assumptions underlying
corporate strategy
重在执行
数据支持文字
非程式化
敢于质疑公司既有战略所依赖的前提假设

Ch 1 -43
Effective Strategic Planning
continued
 Welcomes bad news
 Requires open-mindedness and a spirit of
inquiry
 Is not a bureaucratic mechanism
 Is not too formal, predictable, or rigid
 Uses straightforward language

Ch 1 -44
Effective Strategic Planning
continued
 Is not a formal system for control
 Does not disregard qualitative information
 Is not controlled by “technicians”
 Does not pursue too many strategies at
once
 Continually strengthens the “good ethics is
good business” policy
不能由“技术主义
者”指导

Ch 1 -45
Comparing Business and Military
Strategy
 Strategic planning started in the military
 Similarity
 Both business and military organizations must
adapt to change and constantly improve
 Difference
 Business strategy assumes competition
 Military strategy assumes conflict

Ch 1 -46
All rights reserved. No part of this publication may be reproduced, stored in a
retrieval system, or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher. Printed in the United States of America.

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