【正文】 :50:0316:50Mar2327Mar23 ? 1越是無能的人，越喜歡挑剔別人的錯兒。 。s Strategy ? How to grow the business ? How to please customers ? How to outpete rivals ? How to manage each functional piece of the business (RD, production, marketing, HR, finance, and so on) ? How to respond to changing market conditions ? How to achieve targeted levels of performance Strategy is HOW to . . . 19 Choosing the “Hows” of Strategy ? Strategic choices about “how” are based on ?Trialanderror anizational learning about what has worked and what has not worked ?Management’s appetite for taking risks ?Managerial analysis and strategic thinking about how best to proceed, given market conditions and a pany’s circumstances ? In choosing a strategy, management is in effect saying, “Among all the many different ways of peting we could have chosen, we have decided to employ this bination of petitive and operating approaches to move the pany in the intended direction, strengthen its market position and petitiveness, and boost performance.” 110 Key Elements of a Successful Strategy ? Developing a successful strategy hinges on making petitive moves aimed at ?Appealing to buyers in ways to set the pany apart from rivals and ? Carving out its own market position ? Involves developing a distinctive “aha” element to ?Attract customers and ?Produce a petitive edge Copying petitive moves of other successful panies rarely works! 111 Starbucks’ Strategy: The Key Elements ? Expand number of Starbucks stores domestically by blanketing metropolitan areas, then adding stores on the city’s perimeter ? Make Starbucks a global brand by opening stores in an increasing number of foreign locations ? View each store as a billboard for the pany and as a contributor to building the pany’s brand and image ? Broaden instore products to include coffeeflavored ice cream, teas, fresh pastries, music CDs, and coffee accessories ? Fully exploit the growing power of the Starbucks’ name and brand image with outofstore sales ? Display corporate responsibility and environmental sustainability ? Control costs of opening new stores ? Promote customerfriendly service and enhance store ambience by making Starbucks a great place to work 112 For Discussion: Your Opinion From your perspective as a consumer, does Starbucks’ strategy (described in Illustration Capsule ) seem to be wellmatched to industry and petitive conditions? 1. Does the strategy seem to be keyed to a cost advantage, differentiating features, serving the unique needs of a niche, or developing resource strengths and petitive capabilities rivals can’t imitate or trump (or a mixture of these)? 2. What is there about Starbucks’ strategy that can lead to sustainable petitive advantage? 113 Strategy and the Quest for Competitive Advantage ? The heart and soul of any strategy are actions a pany makes to ?Improve its financial performance, ?Strengthen its petitive position, and ?Gain a petitive advantage over rivals ? A creative, distinctive strategy that sets a pany apart from rivals and yields a petitive advantage is a pany’s most reliable ticket to above average profitability ?Operating with a petitive advantage is more profitable than operating without one ?Operating with a petitive disadvantage nearly always results in belowaverage profitability 114 A Powerful Strategy Leads to Sustainable Competitive Advantage ? A pany achieves sustainable petitive advantage when ? An attractive num