人民大2024战略管理（第13版）教师手册 David_13e_im_01.docx

PARTIII1.ECTURENOTESCHAPTER1THENATUREOFSTRATEGICMANAGEMENTCHAPTEROUT1.INE WhatisStrategicManagement? KeyTermsinStrategicManagement TheStrategic-ManagementModel BenefitsofStrategicManagenwnt WhySomeFirmsDoNoStrategicPlanning PitfallsinStrategicPlanning GuidelinesforEffectiveStrategicManagement ComparingBusinessandMilitaryStrategy TheCohesionCase:McDonaIdsCH.PTEROBJECTIVESAfterstudyingthischapter,youshouldbeabletodothefollowing:1. Describethesira(egic-nanagementprocess.2. Explaintheneedforintegratinganalysisandintuitioninstrategicmanage11wnt.3. Defineandgiveexamplesofkeytermsinstrategicmanagement.4. Discussthenatureofstrategyformulation,implementation,andevaluationactivities.5. Descril)ethebenefitsofgoodstrategicmanagement.6. DiscusstherelevanceofSunTu,sHieAnofWar(ostrategicmanagement.7. DiscusshowaIlnnmayachievesustainedCOmPCliIiVeadvantage.CHAPTEROVERVIEWChapterIPrOvideSanoverviewofSiratcgicmanagement.Aprac(ical,inlegralivem<lelofthestrategic-managementprocessisintroduced.Basicactivitiesandtermsinstrategicmanagementaredefined.Thebenefitsofstrategicmanagementarepresented.Thischapteralsointroducesthenotionofboxedinserts.Aboxedinsertineachchaptershowcasesexcellentstrategicmanagementunderharsheconomicconditions.VTN(VisittheNel):T,designedbyDr.David,providesstrategicplanningtools,templates,links,andinformationtohelpstrategic9mtfiafementstudentsanalyzecases.Vzf(VisittheNet):Thewebsitehitp:/pe(usonhigheredxom/david/providessampletestsandSKpplemeniaimaterialforeachchapter.DoingGreatinaWeakEconomy-McDonaldsDespitethefactthatmostfirmswerestrugglingin2008,McDonald'sincreaseditsrevenuesin2008andnearlydoubleditsnelincome.FortuneMagazinein2009ratedMCDOnaId'sastheI6hfcfcMostAdmiredCompanyintheWorld”.McDonald'slowpricesandexpandedmenuitemshaveattractedmillionsofnewcustomers.EXTENDEDCHAPTEROUT1.INEWITHTEACHINGTIPSI. WHATISSTRATEGICMANAGEMENT?A. SlrategicnianagenwntcanbedefinedastheartandscienceofR>nnulating,implementing,andevaluatingcix>sj>-functionalelexisionsthatenableanorganizationtoachieveitsobjectives.1. hete11nstrategicmanagementisusedsynonymouslywithstrategicplanning.2. Thepurposeofstrategicmanagementis10exploitandcreatenewanddifferentOpporiuniiiesIbrtomorrowwhilelong-rangeplanningtriestooptimizefortomorrowthetrendsoftoday.B. StagesofStrategicManagement1. Thestrategic-managemeniprocessconsistsofthreestages.a. Strategyformulationincludesdevelopingavisionandmission,identifyinganorganization'sexternalopportunitiesandthreats,determininginternalstrengthsandweaknesses,establishinglong-termobjectives,generatingaliemaivestrategies,atichoosingpalicularstrategiestopursue.b. Strategyimplementationrequiresafr1110establishannualobjectives,devisepolicies,motivateemployees,andallocateresourcessothatformulatedstrategicscanbeexecuted;strategyimplementationincludesdevelopingastrategy-supportiveculture,creatinganeffectiveorganizationalstructure,redirectingmarketingefforts,preparingbudgets,developingandutilizinginl'o11nalionsystems,andlinkingemployeeCOinpensalion(oorganizationalperformance.c. Strategyevaluationisthefinalstageinstrategicmanagement.Managersdesperatelyneedtoknowwhenparticularstrategiesarenotworkingwell;strategyevaluationistheprimarymeans(Orobtainingthisinlb11nalion.VTN(VisitTheNet):Thewebsitem11,.spsu.eduplanassesssrategic.himprovidesanarrativeonstrategyformulationandinlemenationatSouthernPolytechnicStateUniversity,2. Ihreefundamentalstrategyevaluationactivitiesareprovidedbelow:a.Reviewingexternalandinernalfactorsthatarethebasesforcurrentstrategiesb.Measuringperformancec.Takingcorrectiveaction3Strategyformulation,implementation,andevaluationactivitiesoccuratthreehierarchicallevelsinalargeorganization:coorate.divisional,andfunctional.Smallerbusinessesmayonlyhavethecorporateandfunctionallevels.C. IntegralingInluilionandAnalysis1. Thestrategic-managementprocesscanbedescribedasanobjective,logical,systematicapproachformakingmajordecisionsinanorganization.ItattemptstoorganizequalitativeandquantitativeinformationinawaythatallowseOectivedecisionstobemadeunderconditionsofunceriain(y.2. Mostpeoplerecognizethatintuitionisessentialtomakinggoodst11Hcgicmanagementdecisions.Intuitionisparticularlyusefulformakingdecisionsinsituationsofgreatuncertaintyorlittleprecedent.D. AdaptingtoChange1. Thestrategic-managementprocessisbasedonthebeliefthatorganizationsshouldConiinuallyiwnitorinternalandexternaleventsandtrendssothattimelychangescanbemadeasneeded.Therateandmagnitudeofchangesthataffectorganizationsareincreasingdramatically.2. Byeliminatingboundariesandspeedingtheowofinformahon,c-commerceandglobalizationarctransformingbusinessandsociety.3. Theneedtoadapttochangeleadsorganizationstokeystrategic-managementquestions,suchas,oWhatkindofbusinessshouldwebecome?”"Areweintherightfield?”tiShouldwereshapeourbusiness?”t*Vhatnewcompetitorsareenteringourindustry?'>TeachingTip:Strategy&B