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Fred R. David Prentice-Hall, Inc. Sixth Edition: Concepts of Strategic Management
Fred R. David Prentice-Hall, Inc. Sixth Edition: Concepts of Strategic Management
Sixth Edition
Chapter 1
The Nature of Strategic Management
Chapter Objectives
Describe the strategic management process Explain the need for integrating analysis and intuition in strategic management Define and give examples of key terms in strategic management Discuss the nature of strategy formulation, implementation, and evaluation activities Describe the benefits of good strategic management Explain why good ethics is good business in strategic management
Should we export?
Should we upgrade our PCs? Should we buy our sales staff laptops?
Should we recycle?
Activities
Integrate intuition with analysis Make decisions
Strategy implementation
Devise policies
Allocate resources
Strategy evaluation
Measure performance
Global Perspective
The Worlds Largest Companies The Worlds Ten Largest Companies in Rank Order Based on 1994 Revenues
1. Mitsubishi 2. Mitsui 6. Marubeni 7. Ford Motor
3. Itochu
4. Sumitomo 5. General Motors
8. Exxon
9. Nissho Iwai 10. Royal Dutch/Shell Group
What Traits CEOs Have Now - And Will Need in the Year 2000
Personal Behaviors Conveys strong sense of vision Links compensation to performance Communicates frequently with employees Emphasizes ethics Plans for management succession Communicates frequently with customers Reassigns or terminates Rewards loyalty Makes all major decisions Behaves conservatively Now 75% 66% 59% 74% 56% 41% 34% 39% 39% 32% Year 2000 98% 91% 89% 85% 85% 78% 71% 44% 21% 13%
What Traits CEOs Have Now - And Will Need in the Year 2000 (cont.)
Knowledge and Skills Strategy formulation Human resource management International economics and politics Science and technology Computer literacy Marketing and sales Negotiation Accounting and finance Handling media and public speaking Production Now 68% 41% 10% 11% 3% 50% 34% 33% 16% 21% Year 2000 78% 53% 19% 15% 7% 48% 24% 24% 13% 9%
Social Cultural
Demographic
Governmental Political
Environmental
Legal
Purchasing
Distribution
Strategy Formulation
Allocate Resources
Strategy Formulation
Strategy Implementation
Strategy Evaluation
Organization
Small one-plant companies Large companies
Management Styles
Policy maker Democratic-permissive Authoritarian Day-to-day operational thinker Intuitive thinker Experienced in planning Inexperienced in planning
Complexity of Environment
Stable environment Turbulent environment Little competition Many markets and customers Single market and customer Competition severe
Nature of Problems
Facing new, complex, tough problems having long-range aspects Facing tough short-range problems
- Improved Communication - Greater Productivity - Increased Understanding - Enhanced Commitment - More Effective Strategies - Higher Productivity
- Allow Firm to Influence, Initiate, and Anticipate - Be Proactive Rather Than Reactive