CHAPTER1StrategicManagementandStrategic.ppt

CHAPTER 1Strategic Management and Strategic Competitiveness;KNOWLEDGE OBJECTIVES;KNOWLEDGE OBJECTIVES (cont’d);Important Definitions;Important Definitions (cont’d);Important Definitions (cont’d);FIGURE 1.1 The Strategic Management Process;The 21st-Century Competitive Landscape;DynamicGlobal EconomyRapid technological changeStrategic maneuvering among global and innovative combatants;Global Economy;Global Economy (cont’d);Technology and Technological Changes;Technological Changes;Technological Changes (cont’d);I/O Model of Above-Average Returns;Four Assumptions of the I/O Model;FIGURE 1.2 The I/O Model of Above-Average Returns;Global;Industrial Organization Model;Industrial Organization Model;Industrial Organization Model;Industrial Organization Model;Industrial Organization Model;Industrial Organization (I/O) Model;Five Forces Model of Competition;Five Forces Model of Competition (cont’d);;FIGURE 1.3 The Resource-Based Model of Above-Average Returns;Environment;Resources and Capabilities;Resource-Based Model (cont’d);Resource-Based Model (cont’d);Resource-Based Model (cont’d);Resource-Based Model (cont’d);Resource-Based Model (cont’d);Resource-Based Model (cont’d);;;Core Competencies;Why Two Models?;Vision and Mission;Vision and Mission (cont’d);Stakeholders;Stakeholder Involvement;FIGURE 1.4 The Three Stakeholder Groups;Capital Market Stakeholders ShareholdersMajor suppliers of capital Banks Private lenders Venture capitalists;Capital Market Stakeholders;Stakeholders (cont’d);Product Market Stakeholders;Stakeholders (cont’d);Organizational Stakeholders;Strategic Leaders;Strategic Leaders (cont’d);Predicting Outcomes of Strategic Decisions: Profit Pools;Strategic Management Process