企業(yè)戰(zhàn)略管理_第5章(文件)
【正文】 ectives Objectives ?Hierarchical ?Obtainable ?Congruent ?Timeline 10 Copyright 2023 Prentice Hall LongTerm Objectives Strategists Should Avoid ?Managing by Extrapolation ?Managing by Crisis ?Managing by Subjectives ?Managing by Hope 11 Copyright 2023 Prentice Hall Varying Performance Measures by Organizational Level 12 Copyright 2023 Prentice Hall Financial vs. Strategic Objectives Financial Objectives ?Growth in revenues ?Growth in earnings ?Higher dividends ?Higher profit margins ?Higher earnings per share ?Improved cash flow 13 Copyright 2023 Prentice Hall Financial vs. Strategic Objectives Strategic Objectives ?Larger market share ?Quicker ontime delivery than rivals ?Quicker designtomarket times than rivals ?Lower costs than rivals ?Higher product quality than rivals ?Wider geographic coverage than rivals 14 Copyright 2023 Prentice Hall Financial vs. Strategic Objectives TradeOff ?Maximize shortterm financial objectives – harm longterm strategic objectives ?Pursue increased market share at the expense of shortterm profitability ?Tradeoffs related to risk of actions。 of petitors is large ?High growth in industry sector ?Firm has both capital HR to manage new business ?Stable prices are important ?Current suppliers have high profit margins 25 Copyright 2023 Prentice Hall Horizontal Integration Strategies Ownership or Control ?Firm’s petitors 26 Copyright 2023 Prentice Hall Horizontal Integration Strategies Guidelines ?Gain monopolistic characteristics w/o federal government challenge ?Competes in growing industry ?Increased economies of scale – major petitive advantages ?Faltering due to lack of managerial expertise or need for particular resource 27 Copyright 2023 Prentice Hall Types of Strategies Intensive Strategies Market Peration Market Development Product Development 28 Copyright 2023 Prentice Hall Intensive Strategies Intensive Efforts ?Improve petitive position with existing products 29 Copyright 2023 Prentice Hall Market Peration Strategies Increased Market Share ?Present products/services ?Present markets ?Greater marketing efforts 30 Copyright 2023 Prentice Hall Market Peration Strategies Guidelines ?Current markets not saturated ?Usage rate of present customers can be increased significantly ?Shares of petitors declining。 not involved in developing the venture ? Benefits the pany not the customers ? Not supported equally by both partners ? May begin to pete with one of the partners Why Joint Ventures Fail 69 Copyright 2023 Prentice Hall Joint Ventures Guidelines ?Synergies between private and publicly held ?Domestic with foreign firm, local management can reduce risk ?Complementary distinctive petencies ?Resources risks where project is highly profitable (. Alaska Pipeline) ?Two or more smaller firms peting w/larger firm ?Need to introduce new technology quickly 70 Copyright 2023 Prentice Hall Reasons why Mergers and Acquisitions Fail ? Too much diversification ? Managers overly focused on acquisition ? Too large an acquisition ? Difficult to integrate different anizational cultures ? Reduced employee moral due to layoffs and relocations 71 Copyright 2023 Prentice Hall Means for Achieving Strategies ? Provide improved capacity utilization ? Better use of existing sales force ? Reduce managerial staff ? Gain economies of scale ? Smooth out seasonal trends in sales ? Gain new technology ? Access to new suppliers, distributors, customers, products, creditors Mergers Acquisitions 72 Cop
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