Содержание
- 2. Today’s Overview Introductions me, you, and etc. Module Outline what to expect, textbook, seminars, etc. Lecture
- 3. Introductions me and your other Tutors Oliver Laasch, Ernest Southworth, and Michal Lemanski Thomas Birtch, PhD
- 4. Module Outline what to expect 11 Lectures (face paced, interactive) 2 Seminars (case study presentations) 90
- 5. Module Outline (cont’d) textbook 15 Chapters (focus on key concepts, theories, and frameworks and their application)
- 6. textbook structure Module Outline (cont’d)
- 7. Module Outline (cont’d) Seminars - a chance to apply, re-inforce, and expand learning Presentations should be
- 8. Lecture 1 STRATEGIC MANAGEMENT AND STRATEGIC COMPETITIVENESS
- 9. Studying this chapter should provide you with the strategic management knowledge needed to: Define strategic competitiveness,
- 10. Definitions Strategic Competitiveness: is achieved when a firm successfully formulates and implements a value-creating strategy. Strategy:
- 11. The Strategic Management Process A rational approach to achieve strategic competitiveness and earn above-average returns Analysis
- 12. The Strategic Management Process (cont’d)
- 13. The competitive landscape Scarce financial capital and volatile markets Partnerships blur boundaries Conventional sources of competitive
- 14. The global economy Free movement across borders World’s largest single market is Europe Emergence and rapid
- 15. Technology & technological changes Technology diffusion and perpetual innovation Rapid response to competition Disruptive technologies creating
- 16. Vision and Mission Vision: the ideal for the organisation and its future direction (vision statements aimed
- 17. Vision Statements A carefully crafted vision statement can help communicate company's goals to employees and management
- 18. Vision Statements Purpose: Serve as foundation for a broader strategic plan Motivate existing/attract potential employees by
- 19. A precise description of what an organization does (i.e., describing the business the organization is in
- 20. Mission Statements (cont’d) Wal-Mart: “To give ordinary folk the chance to buy the same thing as
- 21. Mission Statements (cont’d) Purpose: To concisely describe the overall purpose of the organization Considers the organisation's
- 22. Stakeholders Stakeholders are individuals and groups who can affect and/or are affected by the vision and
- 24. Strategic leaders May be anywhere in the firm Will be decisive, committed to nurturing those around
- 25. The work of “effective” strategic leaders Distinguished by honesty, tenacity, and drive to accomplish more through
- 26. Predicting outcomes of strategic decisions The total profits earned in an industry at all points along
- 27. Takeaways The goals of strategic management process are strategic competitiveness and above-average returns. The current nature
- 28. HOMEWORK Read Chapter 1 and 2 of the textbook Come to class prepared to discuss/present answers
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