Case Study1 - PowerPoint PPT Presentation

1 / 79

About This Presentation

Title:

Case Study1

Description:

Case Study1 Dell Computer – PowerPoint PPT presentation

Number of Views:86

Avg rating:3.0/5.0

Slides: 80

Provided by: Charli167

Category:

more less

Transcript and Presenter's Notes

Title: Case Study1

1
Case Study1

??Dell Computer
????
?????????????
??
?????
?????
?????
??????

2
Case Study2

??
2001??????,?????????,????
Compaq ?????1.5
Apple ?????0
Gateway ?????0
Dell ?????26
Dell Computer?????????
???????(B to C)
?????(B to B)

3
??

??(strategy)
????????????????,??????????
???????(strategic management process)
The process by which managers choose a set of
strategies for the enterprise to pursue its
vision.

4
???????

???????
???????????????????
???????
???????????,????????????
???????
????????,???????????????
????
??????????????,????????????,??????????,??????,????
??????????

5
??????
?????
? ?
SWOT ????
???? ?????
???? ?????
??????
?????
??????
??????
?????
?????????? ????
?????? ????
??????? ????
6
?????(Mission and Goals)

??(Mission)
Sets out why the organization exists and what it
should be doing.
????(Major goals)
Specify what the organization hopesto fulfill in
the medium to long term.
????(Secondary goals)
Are objectives to be attained that lead to
superior performance.

7
????(Mission Statement)

A formal commitment to stakeholders that the
firms strategy incorporates and recognizes their
claims on the organization.
Mission statement elements
A declaration of the overall vision, or mission.
A summation of managerial philosophical values.
An articulation of key organizational goals.

8
??

??????????
http//www.7-11.com.tw

9
??

Boeing??
???????????,?????????????
Intel??
????????????????????
Kodak
??????????????
???
??????????????????????????????

10
??

???????????(??? vs. ???)

11
???????

?????(strategic intent)
????(business definition)

12
??

?????5 vs. ???

??????????????,????????????????Jack Welsh?
????????????,?????????

14
????????

Provides a sense of direction and purpose.
Drives strategic decision making and resource
allocations.
Forces the seeking of significant performance
improvements to attain goals.

15
??????????

????????????????
?????????????????
????????????
?????????????????????????
??????????????????

16
Customer Orientation and Business Definition
(Derek F. Abell)

Abells Frameworkfor Defining theBusiness
Consumer-oriented versus Product-oriented
business definition

17
??MONT BLANC

?????
????
????
??????
???
?????
??
??????

18
??

Smith Corona
???????(????)?1996???
IBM
????????????
Kodak
???????????
7-11
??? vs. ???

19
??1

??????? vs. ????
???? vs. ????
????????
??????

20
????

?KTV???????????

21
?????

??
?????????,???????????????????,????????????????????
?
??
??(content)???????????????????????????(important)
??(intensity)???????????????????????(how
important it is)
???????????

22
???????

??????????
?????????

23
??

???????? vs. ??????10??? vs. 1???

24
??1

Johnson Johnsons credosets its
responsibilities to
JJ product users. ????????
JJ employees. ????????????
Communities in which JJemployees live and work.
????????
JJ stockholders. ?????
www.jnj.com

Source Courtesy of Johnson Johnson.
25
??2

??
1982?Chicago????????Tylenol???
????
???1???????
?????????????????
??
??????
????,???????????????

Source Courtesy of Johnson Johnson.
26
??????

?????????
????????????
???????????????????????
?????????????????
????????
???
????????????
?????
?????????????????????

27
??????????

???????????
?????????? www.shu.edu.tw
???????????????????
???????????????

28
??(Goals)1

Meaning
?????????????,?????????????????????
Good goal characteristics
Precise and measurable
Address important issues
Challenging but realistic
Time period specified

29
??(Goals)2

The overriding organizational goal
Maximizing shareholder returns.
Firms need both short- and long-term goals.

30
?????

???????
??????
??????
????
?????
???????

31
?????

????(societal goals)
????????????????,?????????
????(system goals)
??????????????,??????????????
????
???????????????,??????????
????
??????????????

32
??????? vs. ??????1

???????
????
????????
?????????????????????

33
??????? vs. ??????2

????????????,??????????????????????(Robert H.
Hayes and William J. Abernathy, 1980)
????
????
????????
????
??

34
????

??????
????????

35
????(External Analysis)

Identify strategic opportunities and threats in
the operating environment.

???? Immediate (Industry)
???? Macroenvironment
???? National
36
??

??????
??????
??????????

37
????(Internal Analysis)

Identify strengths
Quality and quantity of resources available
Distinctive competencies
Identify weaknesses
Inadequate resources
Managerial and organizational deficiencies

38
SWOT and Strategic Choice

Strengths and Weaknesses
Opportunities and Threats(SWOT Analysis)

?????????????????,???????,????,????????????

Strategic ChoiceFunctional BusinessGlobalCorpor
ate
39
??????(Functional-Level Strategies)

Focus is on improving the effectiveness of
operations within a company.
Manufacturing
Marketing
Materials management
Research and development
Human resources

40
??

?3000?300(??)
??????(??)
E-learning(????)
??????(??)

41
??????(Business-Level Strategies)

Cost leadership(????)
Attaining, then using the lowest total cost basis
as a competitive advantage.
Differentiation(???)
Using product features or services to distinguish
the firms offerings from its competitors.
Market niche focus(???)
Concentrating competitively on a specific market
segment.

42
??

?????(????)
?????,??????(????)
????????(???)
??????????(???)
???(???)
???,?????(???)
???,?????(???)

43
?????(Global-Level Strategies)

Multidomestic(?????)
International(???)
Global(???)
Transnational(??)

44
??

????????
??Pizza
???
?????????

45
??(??)????Corporate-Level Strategies

Vertical integration(????)
Diversification(???)
Strategic alliances(????)
Acquisitions(??)
New ventures(?????)
Business portfolio restructuring(??????)

46
?????? www.7-11.com.tw

????
??????(???)
?????
??21??.
???
????(????)
????(??????)
???(????)

?????
????(????)
????(??????)
????(????)
????(????)
?????
??????
????(????)
????(POS??????)
????(????)
??????(?????????)

47
????(Strategy Implementation)

Designing organizational structure
Designing control systems
Market and output controls
Bureaucratic controls
Control through organizational culture
Rewards and incentives
Matching strategy, structure, and controls
Congruence (fit) among strategy, structure, and
controls
Managing Strategic Change

48
???????(Managing Strategic Change)

The only constant is change.
Success requires adapting strategy and structure
to a changing world.
The feedback loop in strategic planning.

49
?????????

Strategy making in an unpredictable world
Creates the necessity for flexible strategic
approaches.
Strategy making by lower-level managers
Strategy evolves through autonomous action.
Serendipity and strategy
Accidental discoveries and happenstances can have
dramatic effects on strategic direction.
Intended and emergent strategies
Realized strategies are combinations of intended
and emergent strategies.

50
?????????

????(intended strategy)
?????????????????
????(emergent strategy)
???????????????

51
??

SARS,???????
3M?Scotch Guard
3M????
Honda????????????????

52
????

Microsoft?????

53
????(Intended Strategies)?????(Emergent
Strategies)
54
????????????????
55
????????????

Planning under uncertainty
Scenario planning for dynamic environmental
change
Ivory tower planning
Lack of contact with operational realities
The importance of involving operating managers
Procedural justice in the decision-making process
Planning for the present vs. Strategic Intent
Recognition of the static nature of the strategic
fit model
Strategic intent in focusing the organization on
winning by achieving stretch goals

56
Procedural Justice

Meaning
The extent to which the dynamics of a
decision-making process are judged to be fair.
Criteria
Engagement
means involving individuals in the
decision-making process, both by asking them for
their input and by allowing them to refute the
merits of one anothers ideas and assumptions.
Explanation
means that everyone involved and affected should
be told the underlying rationale for strategic
decisions, and explanations should be given as to
why the ideas and inputs of individuals may have
been overridden in reaching a decision.
Expectations
requires that before, during, and after strategic
decisions are made managers have a solid
understanding of what is expected of them and
what the new rules of the game are.

57
??

?????????????????General Electric??????????(?????
?)
General Electric?????????????????????????(????)
??????????????,???????(?????)
???? vs. ??????

58
????

Royal Dutch Shell?????
Duke Energy??????

59
??????(Strategic Managers)

General managers
Responsible for the overall (strategic)
performance and health of the total organization.
Operations managers
Responsible for specific businessfunctions or
operations.

60
Strategic Managers for All Levels
61
??????????

??????????
????????
???????????????
????????????
????????????????(??)?????
?????

62
??????????

?????????????????,??????,???????????

63
??????????

???????,??????????????????????????

64
????

???????????

65
?????(Strategic Leadership)

Meaning
??????????????,??????????????
Key characteristics of good leaders
Vision, eloquence, and consistency
Commitment to the vision
Being well informed
Willingness to delegate and empower
Astute use of power
Emotional intelligence

66
??1

John F. Kennedy
???????????,?????????? ?(Ask not what your
country can do for you ask what you can do for
your country.)
Martin Luther King, Jr.
?????(I Have a Dream.)
????
???????,?????????
????????????????
??????

67
??2