Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Strategic Management: Concepts & Cases 13th Edition Global Edition Fred David
Ch 1 -1
Strategic Thinking!!!
When NASA first started sending up astronauts, they quickly discovered that ballpoint pens would not work in zero gravity. To combat this problem, NASA scientists spent a decade and $12 million developing a pen that writes in zero gravity, upside down, on almost any surface, and at a temperature ranging from below freezing to over 300 C
Ch 1 -2
Strategic Thinking
Strategic thinking should take into consideration:
1. 2.
3.
4. 5. 6.
Competencies and Skills Products and Offerings Environment and Industry Markets and Customers Competitors and Substitutes Suppliers and Buyers
Ch 1 -3
Strategic Thinking States how the functions of the whole organization relate to each other within their internal and external environments, both Now and in the Future
Ch 1 -4
Art & science of formulating, implementing, and evaluating, cross-functional decisions that enable an organization to achieve its objectives
Ch 1 -6
Ch 1 -7
Strategic Management
Ch 1 -8
Strategy Formulation
Vision & Mission External Opportunities & Threats Internal Strengths & Weaknesses Long-Term Objectives Alternative Strategies
Strategy Selection
Ch 1 -10
Ch 1 -11
Strategy Implementation
Ch 1 -12
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 -13
Ch 1 -14
Strategy Evaluation
Ch 1 -15
Peter Drucker: Think through the overall mission of a business. Ask the key question: What is our Business?
Ch 1 -16
The strategic management process attempts to organize quantitative and qualitative information under conditions of uncertainty
Ch 1 -17
Ch 1 -19
Adapting to Change
Organizations should continually monitor internal and external events and trends so that timely changes can be made as needed
Ch 1 -20
Competitive advantage Strategists Vision and mission statements External opportunities and threats Internal strengths and weaknesses Long-term objectives Strategies Annual objectives Policies
Copyright 2011 Pearson Education
Ch 1 -21
Ch 1 -22
2. Effectively formulating, implementing, and evaluating strategies that capitalize on those factors
Ch 1 -23
Strategists
Ch 1 -24
Vision Statement What do we want to become? Mission Statement What is our business?
Ch 1 -25
Analysis of Trends
Ch 1 -27
Controllable
Determined
Ch 1 -28
Performance Measures
Internal Factors
Industry Averages
Survey Data
Ch 1 -30
Long-Term Objectives
Specific results that an organization seeks to achieve in pursuing its basic mission
Ch 1 -31
Long-Term Objectives
Essential for ensuring the firms success Provide direction Aid in evaluation Create synergy Reveal priorities Focus coordination Provide basis for planning, organizing, motivating, and controlling
Copyright 2011 Pearson Education
Ch 1 -32
Strategies
Ch 1 -33
Strategies
Examples Geographic expansion Diversification Acquisition Product development Market penetration Retrenchment Divestiture Liquidation Joint venture
Copyright 2011 Pearson Education
Ch 1 -34
Sample Strategies
Table 1-1
Annual Objectives
Ch 1 -36
Policies
Ch 1 -37
Ch 1 -38
Strategic
Ch 1 -39
Strategic Management
Ch 1 -40
Ch 1 -41
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
Ch 1 -42
Lack of knowledge of strategic planning Poor reward structures Fire fighting Waste of time Too expensive Laziness Content with success
Copyright 2011 Pearson Education
Ch 1 -43
Fear of failure Overconfidence Prior bad experience Self-interest Fear of the unknown Honest difference of opinion Suspicion
Copyright 2011 Pearson Education
Ch 1 -44
Strategic planning is an involved, intricate, and complex process that takes an organization into uncharted territory
Ch 1 -45
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
Copyright 2011 Pearson Education
Ch 1 -46
Welcomes bad news Requires open-mindedness and a spirit of inquiry Is not a bureaucratic mechanism Is not ritualistic or stilted Is not too formal, predictable, or rigid Does not contain jargon or arcane language
Ch 1 -47
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
Ch 1 -48
Both business and military organizations must adapt to change and constantly improve
Difference
Ch 1 -49
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.
Ch 1 -50