STRATEGIC MANAGEMENT - Concepts and Cases.doc

STRATEGIC MANAGEMENT - Concepts and Cases
STRATEGIC MANAGEMENT:
Concepts and Cases
for MBA Class 131-132
Zhang Yong
Xi’an Jiaotong University
Main Issues to be Covered:
Strategic management--concept
environment analysis--external and internal
strategies at different levels
strategy formulation
strategy implementation
strategy evaluation
cases
Chapter 1
Strategic Management and introductory remarks
Chapter Outline
Five Tasks of Strategic Management
Developing a Strategic Vision and Mission
Setting Objectives
Crafting a Strategy
Implementing the Strategy
Evaluating Performance and Initiating Corrective Adjustments
Why Strategic Management Is a Process
Who Performs the Tasks of Strategy?
Benefits of “Managing Strategically”
Terms to Remember
Thinking Strategically:
The Three Big Strategic Questions
13>. Where are we now -- what is our situation?
2. Where do we want to go?
Business(es) we want to be in and market positions we want to stake out
Buyer needs and groups we want to serve
es we want to achieve
3. How will we get there?
What Is Strategy?
Competitive moves and business approaches management employs in running pany
Management’s “game plan” to
Please customers
Position pany in its chosen market
Compete essfully
Achieve good business performance
The Five Tasks
of Strategic Management
Craft a
Strategy
to Achieve
Objectives
Set
Objectives
Develop a
Strategic
Vision
& Mission
Implement
& Execute
Strategy
Evaluate & Make Corrections
Improve/
Change
Revise as
Needed
Revise as
Needed
Improve/
Change
Recycle
as Needed
Task 1
Task 2
Task 3
Task 4
Task 5
Developing a Vision and Mission
Begins with thinking strategically about
The firm’s future business makeup
Where to take the firm
The task is to
Create a roadmap of pany’s future
Decide what future business position to stake out
Provide long-term direction
Give the firm a strong identity
Missions vs. Strategic Visions
A missio