Chapter 8 Strategic Management Ppt08

Strategic Management Chapter 8

L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object]

Strategic Management ,[object Object],[object Object],[object Object]

Strategic Management (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object]

Why is Strategic Management Important ,[object Object],[object Object],[object Object],[object Object]

Exhibit 8–1 The Strategic Management Process

Strategic Management Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Exhibit 8–2 Components of a Mission Statement Source: Based on F. David, Strategic Management , 11 ed. (Upper Saddle River, NJ: Prentice Hall, 2007), p.70.

Strategic Management Process (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Exhibit 8–3 Corporate Rankings (partial lists) Sources: “America’s Most Admired Companies,” Fortune , February 22, 2006, p. 65; “The 100 Best Companies to Work For,” Fortune , January 11, 2006, p. 89; R. Alsop, “Ranking Corporate Reputations,” Wall Street Journal , December 6, 2005, p. B1; and “The 100 Top Brands,” BusinessWeek , August 1, 2005, p. 90. Interbrand/ BusinessWeek 100 Top Global Brands (2005) 1. Coca-Cola 2. Microsoft 3. IBM 4. General Electric 5. Intel Harris Interactive/ Wall Street Journal National Corporate Reputation (2005) 1. Johnson & Johnson 2. Coca-Cola 3. Google 4. United Parcel Service 5. 3M Company Hay Group/ Fortune America’s Most Admired Companies (2006) Great Place to Work Institute/ Fortune 100 Best Companies to Work For (2006) 1. General Electric 2. FedEx 3. Southwest Airlines 4. Procter & Gamble 5. Starbucks 1. Genentech 2. Wegman’s Food Markets 3. Valero Energy 4. Griffin Hospital 5. W. L. Gore & Associates

Strategic Management Process (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object]

Types of Organizational Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Exhibit 8–4 Levels of Organizational Strategy

Corporate Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Growth Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object]

Growth Strategies (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Growth Strategies (cont’d) ,[object Object],[object Object]

Growth Strategies (cont’d) ,[object Object],[object Object],[object Object],[object Object]

Corporate Portfolio Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Business or Competitive Strategy ,[object Object],[object Object]

The Role of Competitive Advantage ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

The Role of Competitive Advantage (cont’d) ,[object Object],[object Object]

Five Competitive Forces ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Five Competitive Forces ,[object Object],[object Object],[object Object],[object Object]

Exhibit 8–6 Forces in the Industry Analysis Source: Based on M.E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: The Free Press, 1980).

Types of Competitive Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

The Rule of Three ,[object Object],[object Object],[object Object],[object Object],[object Object]

Strategic Management Today ,[object Object],[object Object],[object Object],[object Object],[object Object]

Exhibit 8–7 Creating Strategic Flexibility ,[object Object],[object Object],[object Object],[object Object],[object Object],Source: Based on K. Shimizu and M. A. Hitt, “Strategic Flexibility: Organizational Preparedness to Reverse Ineffective Strategic Decisions,” Academy of Management Executive , November 2004, pp. 44–59.

How the Internet Has Changed Business ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Strategies for Applying e-Business Techniques ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Customer Service Strategies ,[object Object],[object Object],[object Object]

Innovation Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Exhibit 8–8 First-Mover Advantages–Disadvantages ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Terms to Know ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Terms to Know (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Chapter 8 Strategic Management Ppt08

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Chapter 8 Strategic Management Ppt08