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1、战略管理 复习作业Chapter 1一，Definitions（名词解释） Strategic Competitiveness When a firm successfully formulates and implements a value-creating strategy Sustainable Competitive Advantage When competitors are unable to duplicate a companys value-creating strategy Strategic Management Process The full set of comm
2、itments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above-average returns Risk An investors uncertainty about the economic gains or losses that will result from a particular investment Average Returns Returns equal to those an investor expects to earn fr
3、om other investments with a similar amount of risk Above-average Returns Returns in excess of what an investor expects to earn from other investments with a similar amount of risk Core Competencies（核心竞争力） When the four key criteria of resources and capabilities are met, they become core competencies
4、 Core competencies serve as a source of competitive advantage Managerial competencies are especially important Strategic Intent Internally focused The leveraging of a firms resources, capabilities and core competencies to accomplish the firms goals Exists when all employees and levels of a firm are
5、committed to the pursuit of a specific, significant performance criterion Strategic Mission（战略使命） Externally focused A statement of a firms unique purpose and the scope of its operations in product and market terms Establishes a firms individuality and is inspiring and relevant to all stakeholders P
6、rovides general descriptions of the firms intended products and its markets Stakeholders（利益相关者） Individuals and groups who can affect, and are affected by, the strategic outcomes achieved and who have enforceable claims on a firms performance Claims are enforced by the stakeholders ability to withho
7、ld essential participation二，short answer (简答)1Current Competitive Landscape (竞争格局的描述) A Perilous Business World Investments required to compete on a global scale are enormous Consequences of failure are severe Important Elements of Success Developing strategy Implementing strategyStrategic maneuveri
8、ng among global and innovative combatants Competitive LandscapeGlobal economyRapid technological change2Global Economy（经济全球化定义） Goods, people, skills, and ideas move freely across geographic borders Movement is relatively unfettered by artificial constraints Expansion into global arena complicates a
9、 firms competitive environment3Globalization Increased economic interdependence among countries as reflected in the flow of goods and services, financial capital, and knowledge across country borders Increased range of opportunities for companies competing in the 21st-century competitive landscape三论
10、述题1I/O Model of Above-Average Returns（超额利润的I/O模型） The industry in which a firm competes has a stronger influence on the firms performance than do the choices managers make inside their organizations Industry properties include v economies of scalev barriers to market entryv diversificationv product
11、differentiationv degree of concentration of firms in the industry2Five Forces Model of Competition（竞争力的五力模型） An industrys profitability results from interaction among Suppliers Buyers Competitive rivalry among firms currently in the industry Product substitutes Potential entrants to the industry Fir
12、ms earn above average returns by Producing standardized products or services Manufacturing differentiated products for which customers are willing to pay a price premium3Resource-Based Model of Above-Average Returns（超额利润的R-B模型） Each organization is a collection of unique resources and capabilities t
13、hat provides the basis for its strategy and that is the primary source of its returns Capabilities evolve and must be managed dynamically Differences in firms performances are due primarily to their unique resources and capabilities rather than structural characteristics of the industry Firms acquir
14、e different resources and develop unique capabilities1.Strategy dictated by the firms unique resources and capabilities2.Find an environment in which to exploit these assets (where are the best opportunities?)Firms ResourcesThe firm 4Mapping an Industrys Profit Pools Define the pools boundaries Esti
15、mate the pools overall size Estimate the size of the value-chain activity in the pool Reconcile the calculationsChapter 2一， Definitions（名词解释） General EnvironmentDimensions in the broader society that influence and industry and the firms within it Economic Sociocultural Global Technological Political
16、/legal Demographic Industry Environment（产业结构） Set of factors directly influencing a firm and its competitive actions and competitive responses Threat of new entrants Power of suppliers Power of buyers Threat of product substitutes Intensity of rivalry among competitors二， short answer (简答) 1Analysis
17、of the External Environments（外部环境分析） General environment Focused on the future Industry environment Focused on factors and conditions influencing a firms profitability within an industry Competitor environment Focused on predicting the dynamics of competitors actions, responses and intentions 2Compo
18、nents of the External Environmental Analysis3Bargaining Power of Buyers（购买能力） Buyer power increase when: Buyers are large and few in number Buyers purchase a large portion of an industrys total output Buyers purchases are a significant portion of a suppliers annual revenues Buyers can switch to anot
19、her product without incurring high switching costs Buyers pose threat to integrate backward into the sellers industry三，论述题1 General Environment （描述战略管理总体竞争环境）The Economic Segmenta) Inflation ratesb) Interest ratesc) Trade deficits or surplusesd) Budget deficits or surplusese) Personal savings ratef)
20、 Business savings ratesg) Gross domestic productThe Sociocultural Segmenth) Women in the workplacei) Workforce diversityj) Attitudes about quality of worklifek) Concerns about environmentl) Shifts in work and career preferencesm) Shifts in product and service preferencesThe Global Segmentn) Product
21、innovationso) Applications of knowledgep) Focus of private and government-supported R&D expendituresq) New communication technologiesThe Political/Legal Segmentr) Antitrust lawss) Taxation lawst) Deregulation philosophiesu) Labor training lawsv) Educational philosophies and policiesThe Demographic S
22、egmentw) Population sizex) Age structurey) Geographic distributionz) Ethnic mixaa) Income distribution2 The Five Forces of Competition Model（竞争力的五力模型-描述图中五 要素） 3Threat of New Entrants: Barriers to Entry（先进入者威胁） Economies of scale Product differentiation Capital requirements Switching costs Access to
23、 distribution channels Cost disadvantages independent of scale Government policy Expected retaliation3 Barriers to Entry（市场进入障碍）Economies of Scalea) Marginal improvements in efficiency that a firm experiences as it incrementally increases its sizeAdvantages and disadvantages of large-scale and small
24、-scale entryProduct differentiation Unique products Customer loyalty Products at competitive pricesCapital Requirements Physical facilities Inventories Marketing activities Availability of capitalSwitching Costs One-time costs customers incur when they buy from a different supplier New equipment Ret
25、raining employees Psychic costs of ending a relationshipAccess to Distribution Channels Stocking or shelf space Price breaks Cooperative advertising allowancesCost Disadvantages Independent of Scale Proprietary product technology Favorable access to raw materials Desirable locationsCost disadvantage
26、s independent of scale Proprietary product technology Favorable access to raw materials Desirable locationsGovernment policy Licensing and permit requirements Deregulation of industriesExpected retaliation Responses by existing competitors may depend on a firms present stake in the industry (availab
27、le business options)Chapter 3一， Definitions（名词解释） Creating Value（创新价值） By exploiting their core competencies or competitive advantages, firms create value Value is measured by A products performance characteristics The products attributes for which customers are willing to pay Firms create value by
28、innovatively bundling and leveraging their resources and capabilitiesTangible Resources（有形资源）Financial Resources The firms borrowing capacity The firms ability to generate internal fundsOrganizational Resources The firms formal reporting structure and its formal planning, controlling,and coordinatin
29、g systemsPhysical Resources Sophistication and location of a firms plant and equipmentAccess to raw materialsTechnological Resources Stock of technology, such as patents, trade-marks, copyrights, and trade secretsIntangible Resources（无形资源）Human Resources Knowledge Trust Managerial capabilitiesOrgani
30、zational routines Innovation Resources Ideas Scientific capabilities Capacity to innovateReputational Resources Reputation with customers Brand name Perceptions of product quality,durability, and reliability Reputation with suppliers For efficient, effective, supportive, and mutually beneficial inte
31、ractions and relationships二， 填空题1Resources, Capabilities and Core Competencies CapabilitiesAre the firms capacity to deploy resources that have been purposely integrated to achieve a desired end stateEmerge over time through complex interactions among tangible and intangible resourcesOften are based
32、 on developing, carrying and exchanging information and knowledge through the firms human capital2The Basic Value Chain（基础价值链）三， short answer (简答)1Competitive Advantage（什么是竞争优势） Firms achieve strategic competitiveness and earn above-average returns when their core competencies are effectively Acquir
33、ed Bundled Leveraged Over time, the benefits of any value-creating strategy can be duplicated by competitors Sustainability of a competitive advantage is a function of The rate of core competence obsolescence due to environmental changes The availability of substitutes for the core competence The di
34、fficulty competitors have in duplicating or imitating the core competence2Creating Competitive Advantage（创新竞争优势） Core competencies, in combination with product-market positions, are the firms most important sources of competitive advantage Core competencies of a firm, in addition to its analysis of
35、its general, industry, and competitor environments, should drive its selection of strategies 3 Resources, Capabilities and Core Competencies CapabilitiesAre the firms capacity to deploy resources that have been purposely integrated to achieve a desired end stateEmerge over time through complex inter
36、actions among tangible and intangible resourcesOften are based on developing, carrying and exchanging information and knowledge through the firms human capital四，论述题1 Building Sustainable Competitive Advantage（要求画图、描述） 2Value Chain Analysis（价值链分析方法/模型） Allows the firm to understand the parts of its o
37、perations that create value and those that do not A template that firms use to: Understand their cost position Identify multiple means that might be used to facilitate implementation of a chosen business-level strategy Primary activities involved with: A products physical creation A products sale an
38、d distribution to buyers The products service after the sale Support activities Provide the support necessary for the primary activities to take place Value chain Shows how a product moves from raw-material stage to the final customer To be a source of competitive advantage, a resource or capability
39、 must allow the firm: To perform an activity in a manner that is superior to the way competitors perform it, or To perform a value-creating activity that competitors cannot completeChapter 4一， Definitions（名词解释）Business-Level Strategy (Defined)（什么叫业务层管理）An integrated and coordinated set of commitment
40、s and actions the firm uses to gain a competitive advantage by exploiting core competencies in specific product marketsCompetitors（竞争者）Due to cost leaders advantageous position: Rivals hesitate to compete on basis of price Lack of price competition leads to greater profitsDifferentiation Strategy（战略
41、差别定义） An integrated set of actions taken to produce goods or services (at an acceptable cost) that customers perceive as being different in ways that are important to them Nonstandardized products Customers value differentiated features more than they value low cost二， 填空题 1Business-Level StrategyKey
42、 IssuesWhich good or service to provideBusiness-levelStrategyHow to manufacture itHow to distribute it三，short answer (简答) 1Core Competencies and Strategy（核心竞争力与战略关系）Core Competencies Resources and superior capabilities that are sources of competitive advantage over a firms rivals Strategy An integra
43、ted and coordinated set of actions taken to exploit core competencies and gain competitive advantage Providing value to customers and gaining competitive advantage by exploiting core competencies in individual product markets Business-level Strategy 2 Cost Leadership Strategy（领导成本战略）An integrated se
44、t of actions taken to produce goods or services with features that are acceptable to customers at the lowest cost, relative to that of competitors with features that are acceptable to customersRelatively standardized productsFeatures acceptable to many customersLowest competitive price3How to Obtain
45、 a Cost Advantage（如何形成一个成本优势） 4How to Obtain a Differentiation Advantage（如何获取差别性优势）四，论述题 1。Market Segmentation: Consumer Markets（结合实例市场分析） Chapter 5一，Definitions（名词解释） Competitors（什么是竞争者） Firms operating in the same market, offering similar products and targeting similar customers Competitive rivalry（竞争对象） The ongoing set of competitive actions and responses occurring between competitors Competitive r