竞争策略战略管理竞争性和全球化概念案件.docx

1、竞争策略战略管理竞争性和全球化概念案件（竞争策略）战略管理竞争性和全球化概念案件Strategic ManagementCompetitiveness and globalization:Concepts & CasesThird EditionHitt, Ireland, HoskissonChapter I Strategic Management and Strategic CompetitivenessChapter 2 The External Environment Opportunities, Threats, IndustryCompetition and Competitor

2、 AnalysisChapter 3 The internal Environment: Resources, Capabilities and Core CompetenciesChapter 4 Business-Level StrategyChapter 5 Competitive DynamicsChapter 6 Corporate Level StrategyChapter 7 Acquisitions and RestructuringChapter 8 International StrategyChapter 9 Cooperative StrategiesChapter 1

3、0 Corporate GovernanceChapter 11 Organizational Structure and ControlChapter 12 Strategic LeadershipChapter 13 Corporate Entrepreneurship and innovationCHAPTER 1STRATEGY & STRATEGIC COMPETITIVENESSLearning Objectives:1. Understand the l. Define strategic competitiveness, competitive advantage and ab

4、ove-average returns.2. Discuss the challenge of strategic management.3. Describe the new competitive landscape and how it is being shaped by global andtechnological changes.4. Use the industrial organization (I/O) model to explain bow firms can earn above-averagereturns.5. Use the resources based mo

5、del to explain how firms can earn above average-returns.6. Describe strategic intent and strategic mission and discuss their value to the strategicmanagement process.7. Define stakeholders and describe the three primary stakeholder groups ability to influenceorganizations.8. Describe the work of str

6、ategists.9. Explain the strategic management process.Chapter Outlines1. Strategy and Strategic Management2.The Challenge of Strategic Management:The global economy and globalization, Technological change and diffusion, The information age and increasing knowledge intensity3. The I/O Model of Above-A

7、verage Returns4.The Resource-based Model of Above-Average Returns5.Strategic Intent and Strategic Mission6.Stakeholders7.Organizational Strategists8.Review QuestionsTeaching Focus: It may be very good to begin this lecture with a general comment thatChapter I provides an overview of the strategic ma

8、nagement process. In this Chapter, theAuthors introduces a number of terms and models that students will study in more detail inChapters 2 through 13. Stress the importance of students paying careful attention to theconcepts introduced in this Chapter so that they are well grounded in the strategicm

9、anagement concept before proceeding further.This Chapters Opening Case discusses the changes taking place in the telecommunicationsindustry and the effects of these changes on the industrys competitive landscape.Opening Case A New World Order in the Telecommunications industryThe Federal Communicati

10、ons Commission voted to allow foreign companies increased access to the U.S. market. A World Trade Organization Agreement saw 69 countries agree to open theirTelecommunications markets.Countries of the European Union are deregulating their telecommunications markets andpreviously protected franchise

11、s are now open to foreign and domestic competition.Emerging markets such as China present significant opportunities to telecommunications firms from around the world.The ability of firms to compete successfully in this new competitive landscape, will bedetermined by their abilities to marshal (meani

12、ng: control and organize) vast amounts of resources. As an example, in 1996, the required investment in the global telecommunications infrastructure was $ 160 billion, an amount that seems small compared to the $ 1 trillion opportunity in China alone. And vast investments also will be required to ma

13、intain competitive technological parity throughout Europe and Asia as well as in the U.S.As implied by the Chapter title-strategic Management and Strategic Competitiveness-andillustrated by the discussion of changes taking place in the telecommunications industry, theprimary purpose of the strategic

14、 management process is to enable firms to achieve strategiccompetitiveness and earn above-average returns. An in-depth discussion of international (global)strategies will be found in Chapter 8.Definitions:strategyStrategic competitiveness is achieved when a firm successfully formulates and implement

15、s a value-creating strategy. By implementing a value-creating strategy that current and potential competitors are not simultaneously implementing and that competitors are unable to duplicate the benefits of, a firm achieves a sustained or sustainable competitive advantage.Above average returns repre

16、sent returns that exceed returns that investors expect to earn from other investments with similar levels of risk (investor uncertainty about the economic gains or losses that will result from a particular investment). In other words, above average-returns exceed investors expected levels of return

17、for given levels of risk. So long as a firm can sustain (or maintain) a competitive advantage, investors will earn above-average returns.Teaching suggestion: Point out that, in the long run, firms must earn at least average returnsand provide investors with average returns if they are to survive. If

18、 a firm earns below averagereturns and provides investors with below-average returns, investors will withdraw their fundsand place them in investments that earn at least average returns.Strategic Management Process is a framework that can assist firms in their quest for strategic competitiveness, it

19、 is the full set of commitments, decisions and actions required for a firm to systematically achieve strategic competitiveness and earn above-average returns- This process is illustrated in Figure 1-1 .The dynamic nature of the strategic management process is indicated by feedback linkagesamong the

20、three primary elements: strategic inputs, strategic actions and strategic outcomes.Strategic inputs, in the form of information gained by scrutinizing the internal environmentand scanning the external environment are used to develop the firms strategic intent andstrategic mission.Strategic actions a

21、re guided by the firms strategic intent and strategic mission, and are represented by strategies that are formulated or developed and subsequently implemented or put into action. Strategic outcome is the result of a firms strategy implemented. A desired strategic outcome-strategic competitiveness an

22、d above-average returns-result when a firm is able to successfully formulate and implement value-creating strategies that others are unable to duplicate. Feedback links the elements of the strategic management process together and helps firmscontinuously adjust or revise strategic inputs and strateg

23、ic actions in order to achieve desiredstrategic outcomes.This Chapter also will discuss two approaches to the strategic management process. The first,the industrial organization model, suggests that the external environment should be considered as the primary determinant of a firms strategic actions

24、. The second is the resource-based model,which perceives the firms resources and capabilities (the internal environment) as critical linksto strategic competitiveness. Following the discussion in this Chapter, as well as in Chapters 2and 3, students should see that these models must be integrated to

25、 achieve strategic Competitiveness.THE CHALLENGE OF STRATEGIC MANAGEMENTAs noted in earlier comments, all firms-and managers-are challenged to achieve strategiccompetitiveness and earn above-average returns. And, the challenge can be formidable. Aprimary challenge facing managers today is the need t

26、o recognize-as illustrated by the commentson such firms as IBM, Union Pacific, Honda and The Limited-that the strategic managementprocess and the striving for strategic competitiveness takes place in a dynamic global economy.As a result of this ongoing struggle, success today does not necessarily eq

27、uate with successtomorrow.Honda has had to make major changes to survive in the global automobile market. In itsattempt to make its flagship Accord more sporty, it found that the car was too small to satisfy theexpectations and not sporty enough to satisfy Japanese buyers. As a result, it has design

28、ed theAccord around a world car design with alterations to meet different market expectations. ItsU.S. Accord is now larger, the Japanese model is smaller and contains more of the high-technology features desired by Japanese buyers and a smaller European version has beenintroduced.TABLE I-1 Top Ten

29、Wealth CreatorsAs shown in Table 1-1, Coca-Cola and General Electric continue to lead the least of wealthcreators for the second consecutive years they have created more wealth (measured by market value added) than other U.S. firms. However, The balance of the listing indicates the shiftingnature of

30、 success for the other firms.Since 1992, Microsoft has improved from number 14 to number three on the list.Intel has leaped from number 74 in 1992 to the number four position in 1997.While the other changes in the list have not been as dramatic as those reported for Microsoftand Intel, students shou

31、ld recognize that the dynamics of the new competitive landscape haveresulted in a shuffling of positions for the other firms on the list.The transient nature of strategic competitiveness is pointed out even more clearly when oneRealize that only 2 of the 25 largest U.S. industrial corporations in 19

32、00 remain competitive inthe 1990s and that four members of 1997s top ten were not among the top ten in 1992.It also should be noted that firms in the global telecommunications industry-including AT&T,Nippon Telephone & Telegraph and WorldCom must be prepared to compete differently thanthey have in the past if they hope to achieve long-term strategic competitiveness. One key to