战略管理手册.doc

 CONTENTS Page Chapter One 1 Chapter Two 7 Chapter Three 15 Chapter Four 23 Chapter Five 31 Chapter Six 40 Chapter Seven 50 Chapter Eight 56 Chapter Nine 65 Chapter Ten 72 Chapter Eleven 78   CHAPTER ONE BASIC CONCEPTS OF STRATEGIC MANAGEMENT SUMMARY OF KEY POINTS ? Strategic management starts with three key questions: (1) Where is the organization now? (2) If no changes are made, where will the organization be in a few years? (3) If the answers are not acceptable, what specific actions should management undertake? ? Strategic management is that set of managerial decisions and actions that determines the long-run performance of a corporation. It includes environmental scanning, strategy formulation, strategy implementation, and evaluation and control. ? Strategic management in many organizations tends to evolve in four phases from basic financial planning to forecast-based planning, to what people refer to as strategic planning (strategy formulation only), and finally to full-blown strategic management (including implementation and evaluation and control). ? Research reveals that companies engaging in strategic management tend to outperform those organizations which do not. Strategy formulation is typically not a regular, continuous process but is often initiated by triggering events, such as a new CEO or a performance gap. ? The strategic management model proceeds from environmental scanning to strategy formulation (including establishing mission, objectives, strategies, and policies) to strategy implantation (including developing programs, budgets, and procedures) to evaluation and control. This model is made action-oriented through the strategic decision making process depicted in Figure 1.3.. ? A large corporation tends to have three levels of strategy (corporate, business, and functional) which form a hierarchy of strategy. ? Strategic decisions are rare, consequential, and directive. ? Top