战略管理理念和实务 魏江 DY WElAN 就大骨鲤学院 SCHOOL OF MANAGEMENT ZHEJIANG UNIVERSITY
课程总体要求及说明
1.1课程简介 企业战略管理是系统整合各个职能战略基础上,从管 理学层面分析和揭示“企业为什么能够获得回报”和 “如何获得持续回报”的基本经济学命题。 核心问题 企业“可以做什么”、“应该做什么”、“为什么” 核心内容 发展目标确定 业务发展选择 持续竞争优势 思考范畴 总体长远发展
企业战略管理是系统整合各个职能战略基础上，从管 理学层面分析和揭示“企业为什么能够获得回报”和 “如何获得持续回报”的基本经济学命题。 核心问题 企业“可以做什么”、“应该做什么”、“为什么” 核心内容 发展目标确定 业务发展选择 持续竞争优势 思考范畴 总体长远发展
112课程目标 大处着眼 管理学知识系统整合起来考慮战略问题,能把 市场营销、人力资源、生产运作和研究开发等 职能战略与企业总体战略结合起来系统分析。 结合企业内外部环境,从长远发展高度概括 总结,提出可操作性思路; 系统规划持续竞争优势和核心竞争能力。 小处着手 能认知、体会到战略与每一员工行为是融合在 起的,战略贯穿在企业生产经营活动的全过程
小处着手 能认知、体会到战略与每一员工行为是融合在一 起的，战略贯穿在企业生产经营活动的全过程。 大处着眼 • 管理学知识系统整合起来考虑战略问题，能把 市场营销、人力资源、生产运作和研究开发等 职能战略与企业总体战略结合起来系统分析。 • 结合企业内外部环境，从长远发展高度概括、 总结，提出可操作性思路； • 系统规划持续竞争优势和核心竞争能力
13总体学习要求 (1)能够融会贯通管理学基本理论,系统思考 职能战略,领会“资源有效配置,企业整 体优化和持续发展” (2)能结合企业实际分析“企业为什么能够获 得回报和如何获得回报” (3)结合三个核心问题,运用战略管理理论, 分析并制定具体战略思路和手段:战略目 标、业务发展和选择、企业持续竞争优势 职能战略和管理体系匹配 (4)认识到战略制定和实施过程中,不能让战 略成为裝饰品,而是一个能够实实在在指 导具体行为的思路
（1）能够融会贯通管理学基本理论，系统思考 职能战略，领会“资源有效配置，企业整 体优化和持续发展” （2）能结合企业实际分析“企业为什么能够获 得回报和如何获得回报” （3）结合三个核心问题，运用战略管理理论， 分析并制定具体战略思路和手段：战略目 标、业务发展和选择、企业持续竞争优势、 职能战略和管理体系匹配 （4）认识到战略制定和实施过程中，不能让战 略成为装饰品，而是一个能够实实在在指 导具体行为的思路
14具体要求 Previous background Management fundamental theories operational management, finance marketing, HRM, basic economics Assessment final test case report (including Power Point making) written essay (including strategy design) presentation participation Necessary preparation Proofreading, teamworking, writing, etc More than 1/3 absentee, no qualification Others
• Previous background Management & fundamental theories operational management, finance, marketing, HRM, basic economics • Assessment ---- final test ---- case report (including PowerPoint making) ---- written essay (including strategy design) ---- presentation ---- participation • Necessary preparation Proofreading, teamworking, writing, etc • More than 1/3 absentee, no qualification. • Others
What is the strategy
1.5 Concept Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a changing environment. to meet the needs of markets and to fulfill stakeholder expectation Johnson G and scholes k , (1999)Exploring Corporate Strategy, 5th, Prentice hall) Characteristics long-term direction -advantage scope of an organizations activities match activities with environment -bounded rationality and resources scarcity -values and expectation
Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a changing environment, to meet the needs of markets and to fulfill stakeholder expectation. (Johnson G. and Scholes K., (1999) Exploring Corporate Strategy, 5th, Prentice Hall) Characteristics ----long-term direction ----advantage ----scope of an organization’s activities ----match activities with environment ----bounded rationality and resources scarcity ----values and expectation
Level 1: Corporate strategy in concerned with the overall purpose and scope of the organization to meet the expectations of owners or major stakeholders and add value to the different parts of the enterprise Level 2: Strategic business strategy is about how to compete successfully in a particular market Level 3: operational strategies are concerned with how the component parts of the organization in terms of resources, processes, people and their skills effectively deliver the corporate- and business-level strategies dd rection
Level 1: Corporate strategy in concerned with the overall purpose and scope of the organization to meet the expectations of owners or major stakeholders and add value to the different parts of the enterprise. • Level 2: Strategic business strategy is about how to compete successfully in a particular market • Level 3: operational strategies are concerned with how the component parts of the organization in terms of resources, processes, people and their skills effectively deliver the corporate- and business-level strategies direction