戰(zhàn)略管理（ppt33頁)-預(yù)覽頁
【正文】 e breakeven volume is reached, revenues from additional sales are almost pure profit Provide modest level of technical support to users at no cost Rejuvenate revenues by periodically introducing nextgeneration software with features inducing PC users to upgrade their operating systems 127 Red Hat’s Business Model Rely on collaborative efforts of volunteer programmers to create the software Collect and test enhancements and new applications submitted by volunteer programmers for evaluation and inclusion in new releases of Linux Market upgraded and tested family of Red Hat products to large panies, charging a subscription fee that includes 24/7 support within 1 hour in 7 languages Make source code open and available to all users Capitalize on specialized expertise required to use Linux by providing feebased training, consulting, software customization, and clientdirected engineering to Linus users 128 Test Your Knowledge The nittygritty issue surrounding a pany’s business model is whether A. the strategy is capable of producing sustainable petitive advantage. B. it matches the pany’s external and internal situation. C. the chosen strategy makes good business sense from a moneymaking perspective. D. the pany’s strategy and strategic moves are mostly proactive. E. the pany’s strategy stands a really good chance of hitting a homerun in the marketplace. 129 For Discussion: Your Opinion Who has the best business model – Microsoft or Red Hat? 130 Tests of a Winning Strategy ?GOODNESS OF FIT TEST ? How well does strategy fit the firm’s situation? ?COMPETITIVE ADVANTAGE TEST ? Does strategy lead to sustainable petitive advantage? ?PERFORMANCE TEST ? Does strategy boost firm performance? 131 Other Criteria for Judging the Merits of a Strategy ?Internal consistency and unity among all pieces of the strategy ?Degree of risk the strategy poses as pared to alternative strategies ?Degree to which the strategy is flexible and adaptable to changing circumstances While these criteria are relevant, they seldom override the importance of the three tests of a winning strategy! 132 Why Is Strategy Important? ?A pelling need exists for managers to proactively shape how a firm’s business will be conducted ?A strategyfocused firm is more likely to be a strong bottomline performer than one that views strategy as secondary 133 Good Strategy + Good Strategy Execution = Good Management ?Crafting and executing strategy are core management functions ?Among all things managers do, nothing affects a pany’s ultimate success or failure more fundamentally than how well its management team ?Charts a pany’s direction, ?Develops petitively effective strategic moves and business approaches, and ?Pursues what needs to be done internally to produce good dayin/dayout strategy execution Excellent execution of an excellent strategy is the best test of managerial excellence – and the most reliable recipe for winning in the marketplace!
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