企业战略管理_第5章.pptx

Chapter 5Strategies in Action;Chapter Outline;Chapter Outline (cont’d);Chapter Outline (cont’d);Chapter Outline (cont’d);Strategies for taking the hill won’t necessarily hold it. – Amar Bhide;Strategies in Action;Results expected from pursuing certain strategies Strategies represent actions to accomplish long-term objectives;Long-Term Objectives;Long-Term Objectives;Long-Term Objectives;Varying Performance Measures by Organizational Level;Financial vs. Strategic Objectives;Financial vs. Strategic Objectives;Financial vs. Strategic Objectives;Not Managing by Objectives;The Balanced Scorecard;Types of Strategies;;Types of Strategies;Vertical Integration Strategies;Forward Integration Strategies;Forward Integration Strategies;Backward Integration Strategies;Backward Integration Strategies;Horizontal Integration Strategies;Horizontal Integration Strategies;Types of Strategies;Intensive Strategies;Market Penetration Strategies;Market Penetration Strategies;Market Development Strategies;Market Development Strategies;Product Development Strategies;Product Development Strategies;Types of Strategies;Diversification;Related Diversification Preferred To Capitalize on:;Diversification Strategies;Related Diversification May be Effective When:;Related Diversification May be Effective When:;Conglomerate Diversification Strategies;Unrelated Diversification;Unrelated Diversification May be Effective When:;Unrelated Diversification May be Effective When:;Unrelated Diversification May be Effective When:;Types of Strategies;Retrenchment Strategies;Bankruptcy;Retrenchment Strategies;Divestiture Strategies;Divestiture Strategies;Liquidation Strategies;Liquidation Strategies;Michael Porter’s Generic Strategies;56;Generic Strategies;Cost Leadership;Cost Leadership;Generic Strategies;Generic Strategies;Differentiation;Generic Strategies;Focused Strategy ;65;Means for Achieving Strategies;Reasons why Mergers and Acquisitions Fail;Means for Achieving Strategies;Means for Achieving Strateg