《Strategic Management》Day5 Summary Of Chapter 1

Chap1

1。什么是战略竞争力、战略、竞争优势、高于平均水平的回报和战略管理过程?

当企业成功地制定和实施价值创造战略时,就会获得战略竞争力。

战略是一套综合和协调的承诺和行动,旨在利用或能力和获得竞争优势。

当一个公司实施了一个竞争对手无法复制或发现模仿成本太高的战略时,它就具有了竞争优势。

高于平均水平的回报是指投资者期望从其他风险相同的投资中获得的回报

战略管理过程是企业实现战略竞争力和获得高于平均回报所需的全套承诺、决策和行动。

2。当前的竞争格局有什么特点?这一现象的主要驱动因素是什么?

(1)难以确定行业边界

传统的竞争优势来源,如规模经济和巨大的广告预算,已经不像以前那样有效了

管理人员必须采用一种新的思维模式,重视灵活性、速度、创新、整合,以及不断变化的环境带来的挑战。

在这种环境中,制定和执行战略仍然是取得成功的重要因素。

(2)全球经济、技术和技术变革

3所示。根据I/模型,公司应该怎么做才能获得高于平均水平的回报?

I/O模型强调外部环境。

4所示。基于资源的模型建议一个公司应该做什么来获得高于平均水平的回报?

基于资源的模型关注内部环境。

5。什么是愿景和使命?他们对战略管理过程的价值是什么?

(1)愿景是公司想要成为的一幅图画,从广义上讲,是公司想要最终实现的目标。

一个使命指定了公司打算竞争的业务和它打算服务的客户

(2)有一个有效形成的愿景和使命对业绩有积极的影响,以规模、利润、就业和净值的增长来衡量。反过来,积极的企业绩效增加了企业满足利益相关者利益的能力。

6。涉众是什么?三个主要利益相关者群体如何影响组织?

(1)利益相关者是能够影响战略成果并受其影响的个人和群体,他们对公司的业绩具有可强制要求的权利。

(2)资本市场利益相关者:

不满的银行可能会对随后的资本借贷施加更严格的条款。不满的股东可能会通过几种方式反映他们的担忧,包括出售股票。

产品市场利益相关者

当afim的利润率至少反映了资本市场利益相关者的回报和他们所分享的回报之间的平衡时,产品市场的股东通常会感到满意

组织的利益相关者

员工——公司的组织利益相关者——期望公司提供一个动态的、激励的、有回报的工作环境。

7所示。你如何描述战略领导者的工作?

战略领导是参与选择公司战略、实施行动和决定公司组织文化的人。他们需要既是优秀的梦想家又是优秀的实干家。

8。战略管理过程的要素是什么?theyinterrelated怎么样?

(1)分析外部环境和内部组织

(2)根据分析使用不同的战略(业务级战略、公司级战略、业务组合战略、国际战略、合作战略、采取行动和反应)

(3)采取具体行动(治理企业、控制企业运营、战略领导力、战略企业家精神)

Chap1

1. What are strategic competitiveness, strategy, competitive advantage, above-average returns, and the strategic management process?

Strategic competitiveness is achieved when a firm successfully formulates and implements a value-creatingstrategy.

strategy is an integrated and coordinated set ofcommitments and actions designed to exploit or competencies and gain acompetitive advantage.

A firm has a competitive advantage when it implements a strategy competitors are unable to duplicate or find too costly totry to imitate.

Above-average returns are returns in excess of what an investor expects to earn from other investments with a similar amount of risk

The strategic management process is the full set of commitments, decisions, and actions required fora firm to achieve strategic competitiveness and earn above-average returns.

2. What are thecharacteristers of the current competitive landscape? What two factors are theprimary drivers of this landscape?

(1) Challenging to determine boundaries of an industry

Coventional sources of competitive advantage such aseconomies of scale and huge advertising budgets are not as effective as theyonce were

Managers must adopt a new mind-set that values flexibility,speed, innovation, integration, and the challenges that evolve from constantly changing conditions.

Developing and implementing strategy remains an important element of success in this environment.

(2)The global economy andtechnology and technological changes

3. According to the I/Omodel, what should a firm do to earn above-average returns?

The I/O model stress on external environment.

4. What does theresource-based model suggest a firm should do to earn above-average returns?

The resource-based model focus on internal environment.

5. What are vision andmission? What is their value for the strategic management process?

(1) Vision is a picture of what the firm wants to beand, in broad terms, what it wants to ultimately achieve.

mission specifies the business or businesses inwhich the firm intends to compete and the customers it intends to serve

(2)Having aneffectively formed vision and mission has a positive effect on performance asmeasured by growth in scales, profits, employment, and net worth. In turn,positive firm performance increases the firm’s ability to satisfy the interestsof its stakeholders.

6. What are stakeholders?How do the three primary stakeholder groups influence or ganizations?

(1) Stakeholders are the individuals and groups who can affevt, and are affected by, the strategic outcomes achieved and who have enforceable claims on a firm’s performance.

(2) Capital Market Stakeholders:

Dissatisfied lenders may impose stricter covenants onsubsequent borrowing of capital. Dissatisfied share holders may reflect their concerns through several means, including selling their stock.

Product Market Stakeholders

Product market shareholders are generally satisfied when afim’s profit margin reflects at least as balance between the returns to capital market stakeholders and the returns in which they share

Organizational stakeholders

Employees-the firm’s organizational stakeholders-expect the firm to provide a dynamic, stimulating, and rewarding work environment.

7. How would you describethe work of strategic leaders?

Stategic leaders are people who are involved in choosing a firm’s strategy, implementing actions and deciding a firm’s organizational culture. They need to be both a good dreamer and a good doer.

8. What are the elements ofthe strategic management process?How are theyinterrelated?

(1) Analyze external environmentand internal organization

(2) Use different strategies(business-level strategies, corporate-level strategies, portfolio ofbusinesses, international strategy, cooperative strategies, taking actions and reactions)according to the analyzation

(3) Take specific actions(governfirms, control a firm’s operations, strategic leadership, strategic enterpreneurship)

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