战略管理执行指南

Neil Ritson NEIL RITSON STRATEGICMANAGEMENT Strategic Management2ndedition© 2017 Neil Ritson & bookboon.comISBN 978-87-403-0506-7 CONTENTS 1Introduction62Why Strategy?73The Formulation of Strategy84Schools of strategy115Levels of strategy146Process of strategy177Types of Strategy258Stakeholder theory309External Analysis3410Internal Analysis41 EXPERIENCETHE VALUE OF APROFESSIONAL NETWORK Our peer groups are carefully tailored to members’profiles, which ensures both adequate input fromprofessionals who match your level of managementand discipline, and avoids accidental placement witha group of competitors or significant customers. 11Integration4612Human resources management HRM4913Culture5414SWOT Analysis6715Generic Strategy7116Managing change7617Growth and Decline8618Globalization and International Strategy9619The Basis of Strategy: Structure10420References119 1INTRODUCTION This compendium provides a comprehensive overview of the most important topics coveredin a strategict course at the Bachelor, Masters or MBA level. The intention is to supplementrenowned strategy textbooks. This compendium is designed such that it follows the structure of a typical strategy course. Throughout this compendium theory is supplemented with examples and illustrations. 2WHY STRATEGY? In ancient Greek, ‘stratos’ was the term for the army and so in military terms, ‘strategy’referred to ‘the act of the general’. So, the origins of ‘strategy’ – the ‘art of the general’ – comes from the military arena – fromChina came “The Art of War” by Sun Tzu, from Prussia came “On War’ by Carl von Clausewitz. In recent times the defeat of the Nazi regime in Germany was arguably due to a dire strategyby the leader of fighting a war on two fronts – West (USA, UK) and East (Russia) – sowhile the armed forces were highly skilled and had technological superiority the strategywas a huge mistake. Strategy nowadays is ‘big stuff’ – the top levels of the organisation are generally involvedin preparing plans for the future – for finance, and growth by acquisitions, innovation inproducts, developing new markets and increasing internal efficiency. The recent rise of Appleis due to a combination of these factors. 3THE FORMULATION OF STRATEGY Introduction There is a need in modern times for strategies to achieve agreed goals and objectives, givinga sense of purpose and direction to the organisation, because of recent technological andsocial changes and competition from rival organisations. So astrategyis some sort of future plan of action, usually understood as being undertaken bysenior management at a high level of abstraction. Note this is not always the best definitionof strategy, as we will see later when we discuss levels of strategy. Different Definitions A strategy is “The art of war*, especially the planning of movements of troops and ships etc.,into favourable positions; plan of action or policy in business or politics etc.” – Oxford Pocket Dictionary We don’t usually use dictionaries in academic work – but this is the history of the word.*You can refer toThe Art of Warby Sun Tzu. Here are some alternative definitions: Hofer and Schendel define it as “the mediating force or ‘match’ between the organisation and the environment.” – Hofer and Schendel 1979 Alfred Chandler Jr. suggests: “the determination of the basic-long term goals and objectives of anenterprise, and the adoption of courses of action and the allocationof resources necessary for carrying out these goals”. – Chandler (1962) (Alfred Chandler Jr. is one of the most famous researchers in strategy). Porter relates strategy to the success or failure of a company“obtaining a competitive position or series of competitive positionsthat lead to superior and sustainable financial performance”. – Michael E Porter (1991) (Porter is even more famous than Chandler now – see “Positioning School” later). Quinn stresses integration: “the pattern or plan that integrates an organization’s major goals, policiesand action sequences into a cohesive whole…strategy helps marshal andallocate an organization’s resources into a unique and viable posture.” – James Brian Quinn,Strategies for Change: Logical Incrementalism(1980). Andrews stresses the “raison d’être”, the reason for being: “the pattern of objectives, purposes, or goals and the major policies and plansfor achieving these goals, stated in such a way as to define what business thecompany is in or is to be in and the kind of company it is or is to be.” – Kenneth Andrews,The Concept of Corporate Strategy(1971) Walt Disney’sPeter Pan •Lost Boy: “Injuns! Let’s go get ’em!”•John Darling: “Hold on a minute. First we must have a strategy.”•Lost Boy: “Uhh? What’s astrategy?”•John Darling: “It’s, er…It’s a plan of attack.” –(from Grant 2004) (Robert Grant is famous for the “Resource-based school” and for his work on the oil industry.He quotesPeter Panin a lighter vein!) Mintzberg and Waters (1985) suggested there are