StrategicManagementinOtherOrganizationTypes(英文版)

1、 Prentice Hall, 20028 - 1Strategic Management in Action8Strategic Management inOther Organization Types Prentice Hall, 20028 - 2Learning Objectives 1.Differentiate between a small business and an entrepreneurial venture. 2.Explain why small businesses and entrepreneurial ventures are important. 3.De

2、scribe how the strategic management process is used in small businesses and entrepreneurial ventures. 4.Discuss the special strategic issues facing small businesses and entrepreneurial ventures.(continued on next slide) Prentice Hall, 20028 - 3Learning Objectives 5.Define not-for-profit organization

3、 and public-sector organization. 6.Describe the various types of not-for-profit organizations. 7.Describe how the strategic management process is used in not-for-profit and public-sector organizations. 8.Discuss the special strategic issues facing not-for-profit and public-sector organizations. 9.De

4、scribe the unique strategies developed by not-for-profit organizations. Prentice Hall, 20028 - 4SMALL BUSINESSES ANDENTREPRENEURIAL VENTURESTable 8-1 Characteristics of Small Business versus Entrepreneurial VentureIndependently owned, operated, and financedFewer than 100 employeesDoesnt emphasize ne

5、w or innovative practicesLittle impact on industryInnovative strategic practicesStrategic goals are profitability and growthSeeks out new opportunitiesWillingness to take risks Prentice Hall, 20028 - 5Why Are These Types ofOrganizations Important?WheretheNewJobsAreFigure 8-1Number of Jobs Created*6.

6、05.04.03.02.01.0Organization Size145192099100499employees employees employees employees5,8102,2741,4172,326*In thousands from 19921996. Prentice Hall, 20028 - 6The Strategic Management Process inSmall Businesses & Entrepreneurial VenturesStrategic Management ProcessValue of strategic planningThe

7、 overall approach to the strategic planning processExternal and internal environmental analysisStrategy choicesStrategy evaluation and control Prentice Hall, 20028 - 7Strategy Evaluation and ControlStrategicManagement ProcessforSmall BusinessesandEntrepreneurialVenturesFigure 8-2MissionStatementSitu

8、ationAnalysis Internal Ss and Ws External Os and Ts Competitive Advantage(s)StrategyFormulation Functional CompetitiveBusiness Plan Broad, OverallStrategyImplementation Resources Capabilities Budgets Structure CultureStrategyEvaluation Performance Measures Companion to Goals Comparison to Competitor

9、s Prentice Hall, 20028 - 8Specific Strategic Issues FacingSmall Businesses & Entrepreneurial VenturesSpecific Strategic IssuesGlobal-international opportunities and challengesHuman resources management issuesInnovation and flexibility considerations Prentice Hall, 20028 - 9NOT-FOR-PROFIT ANDPUBL

10、IC-SECTOR ORGANIZATIONSWhat Are Not-for-profit OrganizationsandWhat Are Public-Sector Organizations? Not-for-Profit (NFP)An organization that provides some service or good with no intention of earning a profit Public SectorAn NFP created, funded, and regulated bythe public sector or government Prent

11、ice Hall, 20028 - 10What Are Not-for-Profit Organizations and What Are Public-Sector Organizations?Not-for-ProfitOrganizationCharitableReligiousSocial ServicePublic SectorAssociationsHealth ServiceCulturalCause-RelatedFoundationsEducationalTypesofNot-for-ProfitOrganizationsFigure 8-4 Prentice Hall,

12、20028 - 11What Are Not-for-Profit Organizations and What Are Public-Sector Organizations?Public-SectorOrganizationGovernmentalUnitsPoliceProtectionPaved Roadsand OtherTransportation NeedsRecreationFacilitiesCare and Helpfor Needy andDisabled CitizensLaws and Regulationsto Protect andEnhance Life Pre

13、ntice Hall, 20028 - 12What Are Not-for-Profit Organizations and What Are Public-Sector Organizations?EconomicContributionsofNot-for-ProfitandPublic-SectorOrganizationsFigure 8-5Employment(1999 Figures)Number (in thousands)Percent of Total EmploymentGross Domestic Product(1997 Figures)AmountPercent o

14、f Total GDPPublic SectorNot-for-Profits20,16115.7%10,2006.9%$1.02 Trillion12.7%$621.4 Billion6.2% Prentice Hall, 20028 - 13The Strategic Management Process in Not-for-Profit & Public-Sector OrganizationsThe Strategic Management Process InvolvesExternal and internal environmental analysisStrategy

15、 choicesStrategy evaluation and control Prentice Hall, 20028 - 14Specific Strategic Issues Facing Not-for-Profit & Public-Sector OrganizationsSpecific Strategic IssuesMisperception about theusefulness of strategic managementMultiple stakeholdersUnique strategies developed by NFPorganizations Pre

16、ntice Hall, 20028 - 15Unique StrategiesDeveloped by NFP OrganizationsCause-Related MarketingFunds a good causeBenefits NFPs through public exposure and corporate donationsEnhances the image of the supporting companyDesigned for the strategic advantage of the sponsoring corporationBenefits NFPs from the marketing link Prentice Hall, 20028 - 16Unique StrategiesDeveloped by NFP OrganizationsTypesofNFPMarketingAlliancesFigure 8-6NFPOrganizationTransaction-BasedPromotionsJoint