which an organisation addresses its fundamental challenges over a medium
to long term.Henry Mintzberg concept of „five Ps” of business strategy. A strategy can be:
A plan
A ploy
A pattern of behaviour
A position with respect to others
A perspective
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Introduction to business
Содержание
- 1. Introduction to business
- 2. Objectives of strategic managementStrategy – description of
- 3. Strategic managementThe management of the strategic long-term
- 4. Strategic analysisWhat the organization is about (mission)?How
- 5. Business environmentM.Porter’s Five Forces Model of competition:The
- 6. Value chain analysisValue chain (also M.Porter): The
- 7. Strategic choiceTwo broad categories of strategic choice
- 8. Strategy in a global economyWhy go global?: Market
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Objectives of strategic managementStrategy – description of the way in which an organisation addresses its fundamental challenges over a medium to long term.Henry Mintzberg concept of „five Ps” of business strategy.
Слайды и текст этой презентации
Слайд 2Objectives of strategic management
Strategy – description of the way in
Henry Mintzberg concept of „five Ps” of business strategy. A strategy can be:
A plan
A ploy
A pattern of behaviour
A position with respect to others
A perspective
Слайд 3Strategic management
The management of the strategic long-term activities of the
business including:
Strategic analysis – focus on factors determining business performance
both internal (product development, human resources) as well as external (competitive environment, technology)Strategic choice – formulation and evaluation of alternative courses of action that can be adopted
Strategic implementation: how to put choices into effect.
Слайд 4Strategic analysis
What the organization is about (mission)?
How it envisages where
it wants to be (vision)?
Both influenced by corporate governance –
structure of decision making (including relation with stakeholders), business ethics and cultural context.More than just profitability!
Слайд 5Business environment
M.Porter’s Five Forces Model of competition:
The bargaining power of
suppliers
The bargaining power of buyers
The threat of potential new entrants
The
threat of substitutesThe extent of competitive rivalry.
However, it is a static view of the business environment, while in reality it is constantly changing. Moreover, exclusion of co-operation possibilities. Also neglected human resources and company’s culture.
Слайд 6Value chain analysis
Value chain (also M.Porter): The stages or activities
that help to create product value (how value is added
to a product as it moves through production process).Two sets of activities: primary and support
Primary: inbound and outbound logistics, operations, marketing and sales, service.
Support: procurement, technological development, human resource management, firm infrastruture.
Слайд 7Strategic choice
Two broad categories of strategic choice theories:
Market-based
Resource-based (core
competencies – key skills of a business that underpin its
competitive advantage)Three fundamental (again M.Porter!) market-based strategies:
Cost leadership
Differentiation
Focus
Слайд 8Strategy in a global economy
Why go global?:
Market size
Increased profitability
Location economies
– internationalization of value chain enable to place each value
–created activity in the most appropriate place.Cost reduction (scale economies, learning by doing)
Using core competencies
Spreading risk
Keeping up with rivals
