战略管理流程讲义(英文版)02.ppt

The Strategic
Management
Process
Chapter 3
Internal
Environment
Chapter 2
External
Environment
Strategic Intent
Strategic Mission
Strategy Formulation
Strategy Implementation
Chapter 4
Business-Level
Strategy
Chapter 5
Competitive
Dynamics
Chapter 6
Corporate-Level
Strategy
Chapter 8
International
Strategy
Chapter 9
Cooperative
Strategies
Chapter 7
Acquisitions &
Restructuring
Chapter 10
Corporate
Governance
Chapter 11
Structure
& Control
Chapter 12
Strategic
Leadership
Chapter 13
Entrepreneurship
& Innovation
Strategic
Inputs
Feedback
Strategic
es
Strategic
Actions
Strategic
Competitiveness
Above Average
Returns
Political/Legal
Economic
Technological
Global
Demographic
Sociocultural
Competitive
Environment
Industry Environment
Components of the General Environment
Components of the General Environment
Top 10 . States MovingToward Digital Economy
States in the top 10 of those that are trying to transform themselves to the realities and needs of a digital economy may experience an influx of high-panies and skilled workers as well as increases in tax revenues
External Environmental Analysis
Threat of New Entrants
Threat of New Entrants
Porter’s Five Forces
Model petition
Threat of New Entrants
Barriers to Entry
Expected Retaliation
Government Policy
Economies of Scale
Product Differentiation
Capital Requirements
Switching Costs
Access to Distribution Channels
Cost Disadvantages Independent of Scale
Bargaining Power of Suppliers
Threat of New Entrants
Threat of New Entrants
Porter’s Five Forces
Model petition
Bargaining Power of Suppliers
Suppliers exert power in the industry by:
* Threatening to raise
prices or to reduce quality
Powerful suppliers can squeeze industry profitability if firms are unable to recover cost increases
Suppliers are likely to be powerful if:
Supplier industry is dominated by a few firms
Suppliers’ products have few substitutes
Buyer is not an importan