戰(zhàn)略管理學(xué)英文課件：Introduction to the course

1、Introduction to the courseAbout “Strategy”About “Strategic Management”About “Exploring the Strategy”About the Course of Strategic ManagementTOPICSAbout “Strategy”Strategy strategos stratos (the army)+ago (to lead).Strategy=the science of planning and directing large-scale military operations, of man

2、euvering forces into the most advantageous position prior to actual engagement with the enemy. Source: Websters New World Dictionary.Business vs. military strategy:Common: aim to gain competitive advantage.Different: business on “competition” vs. military on “conflict”More DefinitionsDefinitions of

3、strategy (1)“Objectives represent the ends which the firm is seeking to attain, while the strategy is the means to these ends.”H. Igor Ansoff H. Igor Ansoff (December 12, 1918 July 14, 2002) was a Russian American, applied mathematician and business manager. He is known as the father of Strategic ma

4、nagement.Definitions of strategy (2)Henry Mintzbergs 5Ps for StrategyDefinitions of strategy (3).the determination of the long-run goals and objectives of an enterprise and the adoption of courses of action and the allocation of resource necessary for carrying out these goalsAlfred ChandlerSources:

5、A.D. Chandler, Strategy and Structure: Chapters in the History of American Enterprise, MIT Press, 1963, p. 13Definitions of strategy (4)Competitive strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of valueMichael PorterSources: M

6、.E. Porter, What is strategy?, Harvard Business Review, 1996, NovemberDecember, p. 60Definitions of strategy (5)the long-term direction of an organization.Gerry Johnson, etc.Sources: Exploring strategyStrategic decisionsStakeholdersStakeholders are those individuals or groups that depend on an organ

7、isation to fulfil their own goals and on whom, in turn, the organisation depends.Who are the stakeholders?Definitions of strategy (5)the long-term direction of an organization.Gerry Johnson, etc.Sources: Exploring strategyThree horizons for strategy (1)Horizon 1 : Current core business.Horizon 2 : E

8、merging businesses.Horizon 3 : Viable options.Three horizons for strategy (2)Three Levels of strategy (1)Operational strategyBusiness-level strategyCorporate-level strategythe overall purpose and scope of an organisation and how to add value to business units.the way a business seeks to compete succ

9、essfully in its individual goods or services.= A strategic business unit, part of an organisation for which there is a distinct external market for goods or services.how different parts of the organisation deliver the strategy in terms of managing resources, processes and people.(Competitive Strateg

10、y at SBU level)“MySpace becomes part of a bigger network”TypePrivateFoundedSanta Monica, California (2003)HeadquartersBeverly Hills, California,USAreaservedWorldwideKeypeopleTom Anderson(Co-Founder)/(ex-President)Chris DeWolfe(Co-Founder)/(ex-CEO)Owen Van Natta(ex-CEO)Mike Jones(Co-President)Jason H

11、irschhorn(Co-President)1Revenue$385 million (2009 est.)OwnerSpecific MediaEmployees200-250SloganA Place for FriendsWebsiteIPv6supportNoAlexarank91 (September 2011)Type of siteSocial networking serviceAdvertisingGoogle,AdSenseRegistrationRequiredUsers50 million (July 2011)Available in15 languagesLaun

12、chedAugust 2003Current statusActive/ Three Levels of strategy (2)Operational strategyBusiness-level strategyCorporate-level strategyNews Corporation diversifying from print journalism into social networking.Website and marketing improvements at My Space to attract more users.MySpace engineers increa

13、sing processingCapacity.About “Strategic Management”Discussion:How many functions are there in the Management? What are they?What a company does? What a company does not do?Definitions of Strategic Management=the art and science of formulation, implementing, and evaluating cross-functional decisions

14、 that enable an organization to achieve its objectives.Fred David=the management of the process of strategic decision making.Gerry JohnsonSources: Exploring strategyWhy Strategic Management?11 August 2022Working with strategy (1)All managers are concerned with strategy:Top managers frequently formul

15、ate and control strategy but may also involve others in the process.Middle and lower level managers have to meet strategic objectives and deal with constraints.All managers have to communicate strategy to their teams.All managers can contribute to the formation of strategy through ideas and feedback

16、.Working with strategy (2)Organisations may also use strategy specialists:Many large organisations have in-house strategic planning or analyst roles.Strategy consultants can be engaged from one of many general management consulting firms (e.g. Accenture).There are a growing number of specialist stra

17、tegy consulting firms (e.g. McKinsey &Co, The Boston Consulting Group).About “Exploring Strategy”Strategys three branches (1)CONTEXT internal and external.CONTENT strategic options.PROCESS formation and implementation.Strategys three branches (2)The exploring strategy model1. Strategic positionThe s

18、trategic position is concerned with the impact on strategy of the external environment, the organisations strategic capability (resources and competences), the organisations goals and the organisations culture.The Strategic PositionEnvironmentCulturePurposeCapability11 August 20222. Strategic choicesStrategic choices involve the options for strategy in terms of both the directions in which strategy might move and the methods by which strategy might be pursued. Strategic ChoicesBusiness-levelInnovationInternationalCorporate-levelAcquisition