人民大2024战略管理（第13版）教师手册 David_13e_im_01.docx

PARTIII1.ECTURENOTESCHAPTER1THENATUREOFSTRATEGICMANAGEMENTCHAPTEROUT1.INE WhatisStrategicManagement? KeyTermsinStrategicManagement TheStrategic-ManagementModel BenefitsofStrategicManagenwnt WhySomeFirmsDoNoStrategicPlanning PitfallsinStrategicPlanning GuidelinesforEffectiveStrategicManagement ComparingBusinessandMilitaryStrategy TheCohesionCase:McDonaIdsCH.PTEROBJECTIVESAfterstudyingthischapter,youshouldbeabletodothefollowing:1. Describethesira(egic-nanagementprocess.2. Explaintheneedforintegratinganalysisandintuitioninstrategicmanage11wnt.3. Defineandgiveexamplesofkeytermsinstrategicmanagement.4. Discussthenatureofstrategyformulation,implementation,andevaluationactivities.5. Descril)ethebenefitsofgoodstrategicmanagement.6. DiscusstherelevanceofSunTu,sHieAnofWar(ostrategicmanagement.7. DiscusshowaIlnnmayachievesustainedCOmPCliIiVeadvantage.CHAPTEROVERVIEWChapterIPrOvideSanoverviewofSiratcgicmanagement.Aprac(ical,inlegralivem<lelofthestrategic-managementprocessisintroduced.Basicactivitiesandtermsinstrategicmanagementaredefined.Thebenefitsofstrategicmanagementarepresented.Thischapteralsointroducesthenotionofboxedinserts.Aboxedinsertineachchaptershowcasesexcellentstrategicmanagementunderharsheconomicconditions.VTN(VisittheNel):T,designedbyDr.David,providesstrategicplanningtools,templates,links,andinformationtohelpstrategic9mtfiafementstudentsanalyzecases.Vzf(VisittheNet):Thewebsitehitp:/pe(usonhigheredxom/david/providessampletestsandSKpplemeniaimaterialforeachchapter.DoingGreatinaWeakEconomy-McDonaldsDespitethefactthatmostfirmswerestrugglingin2008,McDonald'sincreaseditsrevenuesin2008andnearlydoubleditsnelincome.FortuneMagazinein2009ratedMCDOnaId'sastheI6hfcfcMostAdmiredCompanyintheWorld”.McDonald'slowpricesandexpandedmenuitemshaveattractedmillionsofnewcustomers.EXTENDEDCHAPTEROUT1.INEWITHTEACHINGTIPSI. WHATISSTRATEGICMANAGEMENT?A. SlrategicnianagenwntcanbedefinedastheartandscienceofR>nnulating,implementing,andevaluatingcix>sj>-functionalelexisionsthatenableanorganizationtoachieveitsobjectives.1. hete11nstrategicmanagementisusedsynonymouslywithstrategicplanning.2. Thepurposeofstrategicmanagementis10exploitandcreatenewanddifferentOpporiuniiiesIbrtomorrowwhilelong-rangeplanningtriestooptimizefortomorrowthetrendsoftoday.B. StagesofStrategicManagement1. Thestrategic-managemeniprocessconsistsofthreestages.a. Strategyformulationincludesdevelopingavisionandmission,identifyinganorganization'sexternalopportunitiesandthreats,determininginternalstrengthsandweaknesses,establishinglong-termobjectives,generatingaliemaivestrategies,atichoosingpalicularstrategiestopursue.b. Strategyimplementationrequiresafr1110establishannualobjectives,devisepolicies,motivateemployees,andallocateresourcessothatformulatedstrategicscanbeexecuted;strategyimplementationincludesdevelopingastrategy-supportiveculture,creatinganeffectiveorganizationalstructure,redirectingmarketingefforts,preparingbudgets,developingandutilizinginl'o11nalionsystems,andlinkingemployeeCOinpensalion(oorganizationalperformance.c. Strategyevaluationisthefinalstageinstrategicmanagement.Managersdesperatelyneedtoknowwhenparticularstrategiesarenotworkingwell;strategyevaluationistheprimarymeans(Orobtainingthisinlb11nalion.VTN(VisitTheNet):Thewebsitem11,.spsu.eduplanassesssrategic.himprovidesanarrativeonstrategyformulationandinlemenationatSouthernPolytechnicStateUniversity,2. Ihreefundamentalstrategyevaluationactivitiesareprovidedbelow:a.Reviewingexternalandinernalfactorsthatarethebasesforcurrentstrategiesb.Measuringperformancec.Takingcorrectiveaction3Strategyformulation,implementation,andevaluationactivitiesoccuratthreehierarchicallevelsinalargeorganization:coorate.divisional,andfunctional.Smallerbusinessesmayonlyhavethecorporateandfunctionallevels.C. IntegralingInluilionandAnalysis1. Thestrategic-managementprocesscanbedescribedasanobjective,logical,systematicapproachformakingmajordecisionsinanorganization.ItattemptstoorganizequalitativeandquantitativeinformationinawaythatallowseOectivedecisionstobemadeunderconditionsofunceriain(y.2. Mostpeoplerecognizethatintuitionisessentialtomakinggoodst11Hcgicmanagementdecisions.Intuitionisparticularlyusefulformakingdecisionsinsituationsofgreatuncertaintyorlittleprecedent.D. AdaptingtoChange1. Thestrategic-managementprocessisbasedonthebeliefthatorganizationsshouldConiinuallyiwnitorinternalandexternaleventsandtrendssothattimelychangescanbemadeasneeded.Therateandmagnitudeofchangesthataffectorganizationsareincreasingdramatically.2. Byeliminatingboundariesandspeedingtheowofinformahon,c-commerceandglobalizationarctransformingbusinessandsociety.3. Theneedtoadapttochangeleadsorganizationstokeystrategic-managementquestions,suchas,oWhatkindofbusinessshouldwebecome?”"Areweintherightfield?”tiShouldwereshapeourbusiness?”t*Vhatnewcompetitorsareenteringourindustry?'>TeachingTip:Strategy&Businessisamagazinethatpublishesarticlesthatfocusonstrategicmanagementissues.Themagazine,whichcontainsexcellentfeaturearticles,isavailableonlineathttp:/www.strategy-TeachingTip:TheBusinessPolicy&StrategyDiViS沁nOftheAcademyofManagementmaintainsawebsitethatcontainsawidevarietyofusefulinformationonstrategicmanagementtopics.TheAcademyofManagementwebsiteisavailableath(ip:/wvv.aomonline.org/aom.asp.Thewebsitefor(heBusinessPolicyandStrategyDivisionisavailableathtip:/www.bpsdiv.org.VTN(VisitTheNet):Thewebsiteh,hti.csuchico.edn/mgmt/strategy/nuHluleIAldMI.Iuniprovidesanoven,iewofhowfirmsevolveusingstrategicnianagement.VTN(VisitTheNet):ThewebsitecsuhicoxdumgmtsraegynuHluleI/sldO32,htmrevealsthatactualstrategyresultsfromplannedstrategycoupledyvithreactivechanges.II. KEYTERMSINSTRATEGICMANAGEMENTA. CompetitiveAdvantage1. Competitiveadvantageisdefinedasanythingthatafirmdocsespeciallywellcomparedtorivalfirms.2. Firmsshouldseekasustainedcompetitiveadvantagebycontinuallyadaptingtochangesinexternaltrendsandinternalcapabilitiesandevaluatingstrategiesthatcapitalizeonthosefactors.3. AnincreasingnumberofcompaniesaregainingacompetitiveadvantagebyusingtheInternetfordirectsellingandforComnwnicaiionwithsuppliers,customers,creditors,>artners,shareholders,clients,andcompetitorswhomaybedispersedglobally.B. Strategists1. StrategistsareindividualswhoareInaSlresponsiblefor(hesuccessorfailuvofan<>rganialion.2. Strategistsholdvariousjobtitles,schaschiefexecutiveofficers,president,owner,chairoftheboard,executivedirector,chancellor,dean,orentrepreneur.3. Strategistshelpanoanizatiogahecanalyze,andorganizeinfb11mtion.TheyIraCkindustryandCQmPeliliVetrends,developRXeCaJUingn>dekandscenarioanalyses.evaluatecorporateanddivisionalperft>11uince,sp()lemergingmarlelopportunities,identifybusinessthreats,anddevelopcreativeactionplans.C. VisionandMissionStatements1. Visionstatementsanswerthequestion:ifcWhatdowewanttobecome?'>2. MissionStatcnwntsarc"enduringstatementsofpurposethatdistinguishonebusinessfromothersimilarfirms.Amissionstatementidentifiesthescopeofafirm'soperationsinproductandmarketterns.Itaddresseshebasicquestionthatfacesallstrategists:"Whatisourbusiness?”hshouldincludethevaluesandPriOEieSofanorganization.D. ExternalOpportunitiesandThreats1. ExternalOpPOrIUnilieSandexternalthreatsrefertoeconomic,social,cultural,demographic,environmental,political,legal,governmental,technological,andCompclilive(rendsandeventsthatcouldsignificantlybenefitorharmanorganizationinthefuture.2. Opportunitiesandthreatsarelargelybeyondthecontrolofasingleorganization,thusthetermexternal.3. Tosurviveinaglobaleconomicrecejsiontfi11smustbeawareofIhenewopportunitiesandthreatsthathavesurfacedasaresult.4. Abasictenetofstrategicmanagementisthatfirmsneedtoformulatestrategiestotakeadvantageofexternalopportunitiesandtoavoidorreducetheimpactofexternalthreats.5. Theprocessofcomiuctingresearchandgatheringandassimilatingexternalinformationiscalledenvironmentalscanningorindustryanalysis.E. InternalStrengthsandWeaknesses1. Inlernalstrengthsandinternalweaknessesareanorganization'scont)llableactiviiesthatareperfc)11>edespeciallywellorpoorly.2. Identifyingandevaluatingorganizationalstrengthsandweaknessesinthefunctionalareasofabusinessisanessentialstrategic-managementactivity.3. Strengthsandweaknessesare<k(erminedrelativeIocompetitorsandmaybedeierminedbybothperformanceandelementofbeing.1.ong-TermObjectives1. Objectivescanbedefinedasspecificresultsthatanorganizationseekstoachieveinpursuingitsbasicmission.2. 1.ongtermmeansInorethanoneyear.3. Objectivesstatedirection,aidinevaluation,createsynergy,revealpriorities,focusCoordination.andprovideabasisforeffectiveplanning,organizing,motivatingandcontrollingactivities.4. Objectivesshouldbechallenging,measurable,consistent,reasonable,andclear.G. Strategics1. Strategiesarethemeansbywhichlong-termobjectiveswillbeachieved.Businessstrategiesmayincludegeographicexpansion,diversification,acquisition.ProdUCldevelopment,marketPenetraIion.rerenchnen.divestiture.liquidation,andjointventure.2. StrategicscurrentlybeingpursuedbyBestBuy.1.cviStrauss,andNewYorkTiniesCompanyaredescribedinTable1-1.H. AnnualObjectives1. Annualobjeclivesareshort-termmilestonesthatorganizationsmustachieve(oreachlong-termobjectives.2. 1.ikelong-termobjectives,annualobjectivesshouldbemeasurable,quantitative,challenging,realistic,consistent,andprioritized.I. Policies1. Policiesarethemeansbywhichannualobjectiveswillbeachieved.Policiesincludeguidelines,rules,andproceduresestablishedtosupporteftbrtstoachievestatedobjectives.2. Policiesaremostoftenstaledinte11nsofmanagemenl,marketing,RnaiICc/accounting,production/opcrations.researchanddevelopmentandcomputerinformationsystemsactivities.3. Becausesmokingisahugeburdenoncompaniesworldwide,somefirmsareimplementingpolicies(Ocurtailsmoking.Table1-2givesarankingofthecountriesbypercentageofpeoplewhosiH>ke.III. THESTRATEGlCMANAGEMENTMODE1.A.TlieStrategicManagementMixlelisshowninFigure1-1.1. TheframeworkillustratedinFigureI-Iisawidelyaccepted,comprehensive11iclofthestratcgic-managc11wntprocess.Thismodeldocsnotguaranteesuccess,butitdoesrepresentaclearandpracticalapproachforformulating,implementing,andevaluatingstrategies.2. Theslrategic-managcmeniprocessisdynamicandcontinuous.Achangeinanyoneofthemajorcomponentsinthem<xlclcannecessitateachangeinanyoralloftheOthcrcomponcnts.VTN(ViSii'11ieNet):Thewebsiteww.planware.OrgAfrafegyJttmtflexplainsindetailhowtoprepareastrategicplanandcomparesthisdocumenttoabusinessplan.IV. BENEFITSOFSTRATEGICMANAGEMENTTheprinciplebenefitofstrategicmanagementhasbeentohelporganizationsformulatebetterstrategiesthroughtheuseofamoresystematic,logical,andrationalapproachtostrategicchoice.Communicationisakeytosuccessfulstrategicmanagement.Ihemajoraimofthecommunicationprocessisoachieveunderstandingandconninentthroughouttheorganization.Ilresultsinthegreatbenefitofempowermenl.MoreandmoreorganizationsaredecentralizingIhestrategic-managemenprocess.Figure1-2illustratesthebeneIilsofengaginginstrategicplanning.A. FinancialBenefits1. Researchindicatesthatorganizationsusingstraiegic-managementconceptsareiM>reprofitableandsuccessfulIhanthosethatdonot.2. High-performingfirmstendcodosystematicplanningtoprepareforfuturefluctuationsintheexterna)andinternalenvironments.Firmswithplanningsystemsmorecloselyresemblings(rategic-managenenitheorygenerallyexhibitsuperiorlong-termfinancialperformancerelativetoIheiriluslries.B. NonfinancialBenefits1. Besideshelpingfirmsavoidfinancialdemise,strategicmanagementoffersothertangiblebenefits,suchasanenhancedawarenessofexternalthreats,animprovedunderstandingofconetitors,strengths,increasedemployeeproductivity,reducedresistaretochange,andaclearerunderstandingofperformarwe-rcwa11lrelationships.2. Inadditiontoempoweringmanagersandemployees,strategicmanagcnwntoftenbringsorderanddisciplinetoanotherwiseflounderingfirm.3. Cjreenleyslatedthatstrategicnanagenenoffersthesebenefits:a. IlallowsIbridentiIlcation,PrioriliZation,andexploitationofopportunities.b. Itprovidesanobjectiveviewofmanagementproblems.c. Itrepresentsaframeworkforimprovedcoordinationandcontrolofactivities.d. Itminimizestheeffectsofadverseconditionsandchanges.e. Itallowsmajordecisions(obettersupportestablishedobjectives.f. Ilallowsmoreeffectivealkxrationoflimeandresourcestoidentifiedopportunities.g. Itallowsfewerresourcesandlesstimetobedevotedtocorrectingerroneousoradhocdecisions.h. hcreatesaframeworkibrinternalcommunicationamongpersonnel.i. IihelpsintegratethebehaviorOfindividualsintoatotaleftbrt.j. ItProVideSabasisforclarifyingindividualresponsibilities.k. Ilencouragesforwardthinking.l. Itprovidesacooperative,integrated,andenthusiastic叩PrOaChtotacklingproblemsandopportunities.m. Itencouragesafavorableattitudetowardchange.n. ItgivesadegreeOfdisciplineandformalitytothemanagementofabusiness.VTN(ViSillheNet):Thewebsitementargaxojnxtnuplanmdex.htmp11)videsanexcellentnarrativeonthebenefitsofstrategicplanningpitfallsinplanning,andstepsindoingstrategicplanning.V. WHYSOMEHRMSDONOSTRVEG1CP1.ANNINGSomereasonsforpoorornostrategicplanningareasfollows: 1.ackofknowledgeorexperience POOrrewardstructures Firvfighting WasteOfIime Tooexpensive 1.aziness Conteniwithsuccess Fearoffailure Overconfidence Priorbadexperience Seirinteresi Fearof(heunknown HonestdifferenceofOPiniOn SuspicionrN(VisittheNet):Thewebsitexiniindto()ls.coni/plf(ulpl.htmlgivexreasonsmanyOrfianimtionxavoidstrategicplanning.VI.PITFA1.1.SINSTRATEGICP1.ANNINGSomepitfallsiowatchorandavoidinstrategicplanningareprovidedbelow: Usingstrategicplanningtogaincontroloverdecisionsandresources DoingstrategicplanningonlytoSatiSfyaccreditationorregulatoryrequirements Toohastilymovingfrommissiondevelopmenttostrategyformulation Failingtocommunicatetheplantoemployees,whocontinueworkinginthedark Topmanagersmakingmanyintuitivedecisionsthatconflictwiththeformalplan TOPmanagersnotactivelysupportingthestrategic-planningprocess Failingtouseplansasastandardformeasuringpertb11nance Delegatingplanningtoa"planner"ratherthaninvolvingallmanagers Failingtoinvolvekeyemployeesinallphasesofplanning Failingtocreateacollaborativeclimatesupportiveofchange Viewingplanningtobeunnecessaryorunimportant Becomingsoengrossedincurrentproblemsthatinsufficientornoplanningisdone BeingsoformalinplanningthatflexibilityandcreativityarcstifledVII. GUIDE1.INESFOREFFECTIVESTRATEGICMANAGEMENTA.Failure(oFollowCertainGuidelinesinPlanningCanCauseProblems1. Anintegralpartofstrategyevaluationmustbetoevaluatethequalityofthestrategic-managementprocess.IssuessuchasoIsstrategicmanagementinourfirmapeopleprocessorapaperprocess?*'shouldbeaddressed.2. Aninp)11antguidelineforeffectivestrategicmanagementisopen-mindedness.Awillingnesstoconsidernewinformation,view