【正文】 o enhance or maintain a product’ s value. Firms engage in a range of servicerelated activities, including installation, repair, training, and adjustment. Each activity should be examined related to petitors’ abilities. Accordingly, firms rate each activity as superior, equivalent, or inferior. Examining the ValueCreating Potential of Support Activities Procurement Activities pleted to purchase the inputs needed to produce a firm’ s products. Purchased inputs include items fully consumed during the manufacture of products(., raw materials and supplies as well as fixed assets – machinery, laboratory equipment, office equipment, and buildings) Technological development Activities pleted to improve a firm’ s product and processes used to manufacture it. Technology development takes many forms, such as process equipment, design, both basic research and product design, and servicing procedures. Firm Infrastructure Firm infrastructure includes activities such as general management, planning, finance, accounting, legal support, and governmental relation that required to support the work of the entire value chain. Through its infrastructure, the firm strives to effectively and consistently identify external opportunities and threats, identify resources and capabilities, and support core petencies. Human Resources Management Activities involved with recruiting, hiring, training, developing, and pensating all personnel. Each activity should be examined related to petitors’ abilities. Accordingly, firms rate each activity as superior, equivalent, or inferior. Core Competence Core petence are resources and capabilities that serve as a resource of petitive advantage for a firm over its rivals. Core Competence Core Competence Core Competence Core Competence as a Strategic Capability Resources ?Inputs to a firm’ s production process Capability ?An integration of a team of resources Core Competence ?A strategic capability Capability ?A nonstrategic team of resources Does the capability satisfy the criteria of SCA? Yes No The source of Criteria of Sustainable Competitive Advantage ? Valuable Valuable capabilities are those that help a firm exploit opportunities and/or neutralize threats in its external environment. ? Rare Rare capabilities are those possessed by few, if any, current or potential petitors. ? Costly to Imitate Costly to imitate capabilities。 ?What the petitor is doing and can do (as revealed by its current strategy)。 247。簡介 Professor . Qin Yuanjian(秦遠(yuǎn)建 ) Management School Wuhan University of Technology 武漢理工大學(xué)管理學(xué)院 :430070 Tel:02787874284(H) Mobil Phone:13871108129 戰(zhàn) 略 管 理 Chapter 1: An Introduction To Strategic Management S T R A T E G Y Section 1:What is Strategy ? In Greece: Strategos means arts and science that a general mand and direct army. ?In Ancient China Besiege Wei rescue Zhao Pretend to advance along one path while secretly going along another。 do one thing under cover of another. Classification of Strategy Macro level Enterprise level National Economy Local Economy Industrial Economy Corporate Strategy SBU’ s Strategy Functional Strategy The Three Levels of Strategy P i g m e n t sM a r k e t i n g R D F i n a n c e M a n u f a c r u r i n gF e r t i l i z e r s D y e sC h e m c o r pCorporate SBUs Functions Which businesses to be in？ How to run them? The way a pany creates value through the configuration and coordination of its multimarket activities . Corporate Strategy is ?Address the Questions？ How to achieve sustainable petitive advantage in given product/market Where should we pete？（ Which markets， and which segments should we concentrate on？） Competitive Strategy What products should we pete with？ How will we gain sustainable petitive advantage in these chosen markets？ ? 1 2 3 is concerned with interpreting the role of the function or department in delivering the petitive strategy Functional strategy Marketing strategy Financial strategy Personnel strategy And so forth Every Competitive Strategy Can be Translated into Congruent X Strategies Section 2: Definitions of Strategy ?Kenh ? ? ?Our definition Kenh R． Andrews’ Definition ?The Concept of Corporate Strategy, 1971 ?Strategy is target, intent, purpose, and the model of which a firm formulates main policies and plan in order to achieving the target. The model defines the business scope which the firm is doing, and should do. The model also defines the business type which the firm is in, and should be in. ’ Definition ?Corporate Strategy, 1965 ?The strategy is a mon business line throughout the firm’ s business, products and market. It defines the basic nature of the business that a firm is doing, and plans to do. See More Four Elements of Strategy ?Market and Products ?Growth Vector ?Competitive Advantage ?Synergy:Total oute are more than sum of all parts. Understanding Synergy Suppose Oi—Cost of Product i Si– Sales of Product i (ROI)Return on Investment Suppose ROI of Company i’ product Pi is as follow ROI = Si Oi Ii ST = S1 + S2 + S3 + … + S n OT = O1 + O2 + O3 + … + O n IT = I1 + I2 + I3 + … + I n (ROI)T = ST OT IT SS = ST Is ≤ IT Os ≤ OT Scale Effect (ROI)S ＞ (ROI)T ST， OT， IT is Sum of Small pany’ s sales, cost and investment Ss， Os， Is Sales, cost and investment of big firm Suppose Type of Synergy ? Sales Synergy: from share brand,channel ? Operating Synergy ? Investment Synergy ? Management Synergy ’ s Definition ?The Rise and Fall of Strategic Planning, 1994 ?Plan ?Ploy ?Pattern ?Position ?Perspective Definition of Str