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1) The document outlines the key steps in the strategic management process including analyzing the external and internal environment, formulating strategies, implementing strategies, and evaluating results. 2) It describes different types of organizational strategies such as corporate strategies for growth, stability, and renewal as well as business-level strategies around cost leadership, differentiation, and focus. 3) Emerging trends in strategic management are discussed like the need for strategic flexibility, applying e-business techniques, and becoming more customer-oriented and innovative.

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Strategic Management Chapter 8
L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. ,[object Object],[object Object],[object Object],[object Object]
Strategic Management ,[object Object],[object Object],[object Object]
Strategic Management (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Why is Strategic Management Important ,[object Object],[object Object],[object Object],[object Object]
Exhibit 8–1 The Strategic Management Process
Strategic Management Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 8–2 Components of a Mission Statement Source: Based on F. David, Strategic Management , 11 ed. (Upper Saddle River, NJ: Prentice Hall, 2007), p.70.
Strategic Management Process (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 8–3 Corporate Rankings (partial lists) Sources: “America’s Most Admired Companies,” Fortune , February 22, 2006, p. 65; “The 100 Best Companies to Work For,” Fortune , January 11, 2006, p. 89; R. Alsop, “Ranking Corporate Reputations,” Wall Street Journal , December 6, 2005, p. B1; and “The 100 Top Brands,” BusinessWeek , August 1, 2005, p. 90. Interbrand/ BusinessWeek 100 Top Global Brands (2005) 1. Coca-Cola 2. Microsoft 3. IBM 4. General Electric 5. Intel Harris Interactive/ Wall Street Journal National Corporate Reputation (2005) 1. Johnson & Johnson 2. Coca-Cola 3. Google 4. United Parcel Service 5. 3M Company Hay Group/ Fortune America’s Most Admired Companies (2006) Great Place to Work Institute/ Fortune 100 Best Companies to Work For (2006) 1. General Electric 2. FedEx 3. Southwest Airlines 4. Procter & Gamble 5. Starbucks 1. Genentech 2. Wegman’s Food Markets 3. Valero Energy 4. Griffin Hospital 5. W. L. Gore & Associates
Strategic Management Process (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Management Process (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Organizational Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 8–4 Levels of Organizational Strategy
Corporate Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Growth Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object]
Growth Strategies (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Growth Strategies (cont’d) ,[object Object],[object Object]
Growth Strategies (cont’d) ,[object Object],[object Object],[object Object],[object Object]
Corporate Portfolio Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 8–5 The BCG Matrix
Business or Competitive Strategy ,[object Object],[object Object]
The Role of Competitive Advantage ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Role of Competitive Advantage (cont’d) ,[object Object],[object Object]
Five Competitive Forces ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Five Competitive Forces ,[object Object],[object Object],[object Object],[object Object]
Exhibit 8–6 Forces in the Industry Analysis Source: Based on M.E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: The Free Press, 1980).
Types of Competitive Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Rule of Three ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Management Today ,[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 8–7 Creating Strategic Flexibility ,[object Object],[object Object],[object Object],[object Object],[object Object],Source: Based on K. Shimizu and M. A. Hitt, “Strategic Flexibility: Organizational Preparedness to Reverse Ineffective Strategic Decisions,” Academy of Management Executive , November 2004, pp. 44–59.
How the Internet Has Changed Business ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategies for Applying e-Business Techniques ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Customer Service Strategies ,[object Object],[object Object],[object Object]
Innovation Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit 8–8 First-Mover Advantages–Disadvantages ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Terms to Know ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Terms to Know (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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9erobbins Ppt08

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  • 8. Exhibit 8–1 The Strategic Management Process
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  • 10. Exhibit 8–2 Components of a Mission Statement Source: Based on F. David, Strategic Management , 11 ed. (Upper Saddle River, NJ: Prentice Hall, 2007), p.70.
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  • 12. Exhibit 8–3 Corporate Rankings (partial lists) Sources: “America’s Most Admired Companies,” Fortune , February 22, 2006, p. 65; “The 100 Best Companies to Work For,” Fortune , January 11, 2006, p. 89; R. Alsop, “Ranking Corporate Reputations,” Wall Street Journal , December 6, 2005, p. B1; and “The 100 Top Brands,” BusinessWeek , August 1, 2005, p. 90. Interbrand/ BusinessWeek 100 Top Global Brands (2005) 1. Coca-Cola 2. Microsoft 3. IBM 4. General Electric 5. Intel Harris Interactive/ Wall Street Journal National Corporate Reputation (2005) 1. Johnson & Johnson 2. Coca-Cola 3. Google 4. United Parcel Service 5. 3M Company Hay Group/ Fortune America’s Most Admired Companies (2006) Great Place to Work Institute/ Fortune 100 Best Companies to Work For (2006) 1. General Electric 2. FedEx 3. Southwest Airlines 4. Procter & Gamble 5. Starbucks 1. Genentech 2. Wegman’s Food Markets 3. Valero Energy 4. Griffin Hospital 5. W. L. Gore & Associates
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  • 16. Exhibit 8–4 Levels of Organizational Strategy
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  • 23. Exhibit 8–5 The BCG Matrix
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  • 29. Exhibit 8–6 Forces in the Industry Analysis Source: Based on M.E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: The Free Press, 1980).
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