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Buku teks ini membincangkan konsep-konsep pengurusan strategik termasuk proses penggubalan strategi, pelaksanaan, dan penilaian. Ia menjelaskan kepentingan mengintegrasikan analisis dan gerak hati dalam membuat keputusan strategik dan mendefinisikan terma-terma seperti visi, misi, peluang dan ancaman, kekuatan dan kelemahan. Bab ini juga membincangkan manfaat pengurusan strategik bagi firma dan panduan untuk pelaksanaann
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David sm14 bm
- 1. Chapter One
- 2. Chapter Objectives 1. Menerangkan proses pengurusan strategik. Terangkan keperluan untuk mengintegrasikan analisis dan gerak hati dalam pengurusan strategik. Menentukan dan memberikan contoh-contoh daripada terma-terma dalam pengurusan strategik. Bincangkan sifat penggubalan strategi, pelaksanaan, dan aktiviti-aktiviti penilaian. 1-2 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 3. Chapter Objectives (cont.) 5. Jelaskan faedah pengurusan strategik yang baik. Bincangkan kesesuaian Sun Tzu The Art of War kepada pengurusan strategik. Bincangkan bagaimana firma boleh mencapai kelebihan daya saing yang mampan. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 1-3
- 4. Defining Strategic Management pengurusan strategik seni dan sains merumuskan, melaksana, dan menilai keputusan silang fungsi yang membolehkan organisasi untuk mencapai objektifnya. 1-4 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 5. Defining Strategic Management Pengurusan strategik digunakan seiring dengan perancangan strategik yang panjang. Kadang-kadang pengurusan strategik istilah yang digunakan untuk merujuk kepada penggubalan strategi, pelaksanaan, dan penilaian, dengan perancangan strategik hanya merujuk kepada penggubalan strategi. 1-5 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 6. Defining Strategic Management Satu perancangan strategik adalah pelan permainan syarikat. Satu hasil dari pelan strategik pengurusan pilihan yang sukar di kalangan pelbagai alternatif yang baik, dan ia menandakan komitmen kepada pasaran tertentu, dasar, prosedur, dan operasi. 1-6 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 7. Stages of Strategic Management 1-7 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 8. Stages of Strategic Management merangka strategi termasuk membangunkan visi dan misi, mengenal pasti peluang dan ancaman luaran organisasi, menentukan kekuatan dan kelemahan dalaman, mewujudkan matlamat jangka panjang, menjana strategi alternatif, dan memilih strategi tertentu untuk meneruskan. 1-8 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 9. Strategy Formulation Memutuskan apa perniagaan baru untuk memasuki, Apa perniagaan untuk meninggalkan, Bagaimana untuk memperuntukkan sumber, Sama ada untuk mengembangkan operasi atau mempelbagaikan, Sama ada untuk memasuki pasaran antarabangsa, Sama ada untuk bergabung atau membentuk satu usaha sama, Bagaimana untuk mengelakkan pengambilalihan bermusuhan. 1-9 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 10. Stages of Strategic Management pelaksanaan strategi memerlukan firma untuk menubuhkan objektif tahunan, merangka dasar, memberi motivasi kepada pekerja, dan memperuntukkan sumber-sumber supaya strategi yang dirumuskan boleh dilaksanakan. sering dipanggil peringkat tindakan. 1-10 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 11. Stages of Strategic Management strategi penilaian mengkaji faktor-faktor luaran dan dalaman yang merupakan asas bagi strategi semasa, mengukur prestasi, dan mengambil tindakan pembetulan. 1-11 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 12. Stages of Strategic Management Aktiviti penggubalan strategi, pelaksanaan, dan penilaian berlaku pada tiga peringkat hierarki dalam organisasi besar: korporat, unit perniagaan bahagian atau strategik, dan berfungsi. Pengurusan strategik membantu fungsi firma sebagai satu pasukan yang berdaya saing. 1-12 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 13. Gerak mengintegrasikan dan Analisis Kebanyakan organisasi boleh mendapat manfaat daripada pengurusan strategik, yang berdasarkan gerak hati dan mengintegrasikan analisis membuat keputusan. Gerak hati adalah amat berguna untuk membuat keputusan dalam situasi yang tidak menentu besar atau duluan. 1-13 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 14. Menyesuaikan diri dengan perubahan Rangkaian kedai buku kedua terbesar di Amerika Syarikat, Kumpulan Sempadan, diisytiharkan muflis pada tahun 2011 sebagai firma itu tidak menyesuaikan diri dengan perubahan dalam buku peruncitan dari membeli-belah kedai buku tradisional untuk pelanggan membeli dalam talian, lebih suka buku-buku digital kepada salinan keras. Sempadan berada di ambang keruntuhan kewangan sebelum yang diperolehi pada bulan Julai 2011 oleh Jenama Langsung. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 1-14
- 15. Key Terms in Strategic Management kelebihan daya saing apa-apa yang firma tidak terutamanya baik berbanding dengan syarikat saingan. strategi individu-individu yang paling bertanggungjawa b untuk kejayaan atau kegagalan sesebuah organisasi . 1-15 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 16. Key Terms in Strategic Management pernyataan visi jawapan soalan "Apa yang kita mahu menjadi?". sering dianggap sebagai langkah pertama dalam perancangan strategik. 1-16 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 17. Key Terms in Strategic Management pernyataan misi penyata berkekalan tujuan yang membezakan satu perniagaan dari lain- lain firma yang sama. mengenal pasti skop operasi firma dalam produk dan pasaran segi. menangani persoalan asas yang berhadapan dengan segala strategi: "Apakah perniagaan kita?". 1-17 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 18. Key Terms in Strategic Management Peluang luaran dan ancaman luar. merujuk kepada ekonomi, sosial, budaya, demografi, persekitaran, politik, undang- undang, trend dan peristiwa-peristiwa yang ketara boleh mendapat manfaat atau memudaratkan organisasi pada masa depan kerajaan, teknologi, dan berdaya saing. 1-18 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 19. Some Opportunities and Threats Masalah penggodam komputer semakin meningkat. Persaingan harga yang sengit yang melanda kebanyakan syarikat. Pengangguran dan pengangguran kadar kekal tinggi. Kadar faedah yang semakin meningkat. Kitaran hayat produk menjadi lebih pendek. Negeri dan kerajaan tempatan dari segi kewangan yang lemah. 1-19 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 20. Key Terms in Strategic Management Kekuatan dalaman dan kelemahan dalaman. aktiviti dikawal organisasi yang dilakukan terutamanya baik atau buruk. ditentukan berbanding dengan pesaing. 1-20 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 21. Key Terms in Strategic Management objektif keputusan khusus bahawa sebuah organisasi bertujuan untuk mencapai dalam meneruskan misi asasnya. jangka panjang bermakna lebih daripada satu tahun. harus mencabar, boleh diukur, konsisten, munasabah, dan jelas. 1-21 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 22. Key Terms in Strategic Management strategi cara dengan mana objektif jangka panjang akan dapat dicapai. mungkin termasuk pengembangan geografi, kepelbagaian, pemerolehan, pembangunan produk, penembusan pasaran, pemberhentian kerja, pembuangan, likuidasi, dan usaha sama. 1-22 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 23. Key Terms in Strategic Management objektif tahunan pencapaian jangka pendek yang organisasi perlu mencapai untuk mencapai matlamat jangka panjang. harus diukur, kuantitatif, mencabar, realistik, konsisten, dan diutamakan. perlu diwujudkan di peringkat korporat, bahagian, dan berfungsi dalam organisasi yang besar. 1-23 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 24. Sample Strategies in Action in 2011 1-24 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 25. Key Terms in Strategic Management Polisi cara dengan mana objektif tahunan akan tercapai. termasuk garis panduan, peraturan dan prosedur yang ditetapkan untuk menyokong usaha-usaha untuk mencapai objektif yang dinyatakan. panduan untuk membuat keputusan dan alamat situasi berulang-ulang atau berulang. 1-25 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 26. The Strategic-Management Model 1-26 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 27. Model Strategik Pengurusan Menyeluruh 1-27 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 28. Benefits of Strategic Management Dari segi sejarah, manfaat utama pengurusan strategik adalah untuk membantu organisasi merangka strategi yang lebih baik melalui penggunaan pendekatan yang lebih sistematik, logik dan rasional pilihan strategik. 1-28 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 29. Benefits of Strategic Management Komunikasi adalah kunci kepada pengurusan strategik yang berjaya. Melalui dialog dan penyertaan, pengurus dan pekerja menjadi komited untuk menyokong organisasi. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 1-29
- 30. Manfaat kepada Firma Itu Adakah Perancangan Strategik 1-30 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 31. Manfaat Kewangan Perniagaan yang menggunakan konsep- konsep pengurusan strategik menunjukkan peningkatan yang ketara dalam jualan, keuntungan, dan produktiviti berbanding dengan firma tanpa aktiviti perancangan sistematik. Firma berprestasi tinggi seolah-olah membuat keputusan yang lebih bermaklumat dengan jangkaan yang baik bagi kedua-dua jangka pendek dan jangka panjang akibatnya. 1-31 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 32. Manfaat bukan kewangan Ia membolehkan untuk mengenal pasti, keutamaan, dan eksploitasi peluang. Ia memberikan pandangan yang objektif masalah pengurusan. Ia merupakan satu rangka kerja bagi penyelarasan yang lebih baik dan kawalan aktiviti. Ia mengurangkan kesan keadaan yang buruk dan perubahan. 1-32 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 33. Nonfinancial Benefits Ia membolehkan keputusan penting untuk menyokong objektif yang lebih baik ditubuhkan. Ia membolehkan pengagihan yang lebih berkesan masa dan sumber untuk mengenal pasti peluang. Ia membolehkan sumber-sumber yang kurang dan kurang masa untuk menumpukan kepada membetulkan keputusan hoc salah atau iklan. Ia mewujudkan satu rangka kerja untuk komunikasi dalaman di kalangan kakitangan. 1-33 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 34. Mengapa Sesetengah Firma Tidak Lakukan Perancangan Strategik Kurang pengetahuan dalam perancangan strategik Struktur ganjaran miskin memadam kebakaran Membuang masa terlalu mahal kemalasan Kandungan dengan kejayaan 1-34 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 35. Mengapa Sesetengah Firma Adakah Tidak? Perancangan Strategik Takut kegagalan terlalu yakin Pengalaman buruk sebelum Kepentingan diri Takut yang tidak diketahui Perbezaan pendapat jujur kecurigaan 1-35 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 36. Kesulitan dalam Perancangan Strategik Menggunakan perancangan strategik untuk mendapatkan kawalan ke atas keputusan dan sumber. Melakukan perancangan strategik hanya untuk memenuhi keperluan akreditasi atau peraturan. Terlalu tergesa-gesa berpindah dari pembangunan misi untuk merangka strategi. Kegagalan untuk berkomunikasi rancangan untuk pekerja, yang terus bekerja dalam gelap. Pengurus atasan membuat banyak keputusan intuitif yang bertentangan dengan pelan formal. 1-36 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 37. Kesulitan dalam Perancangan Strategik Pengurus atas tidak aktif menyokong proses perancangan strategik. Kegagalan untuk menggunakan rancangan sebagai standard untuk mengukur prestasi. Mewakilkan perancangan kepada "perancang" dan bukannya melibatkan semua pengurus. Gagal untuk melibatkan kakitangan utama dalam semua peringkat perancangan. Kegagalan untuk mewujudkan iklim kerjasama menyokong perubahan. 1-37 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 38. Guidelines for Effective Strategic Management 1-38 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 39. Perbandingan Perniagaan dan? Strategi Tentera Satu perbezaan asas antara tentera dan strategi perniagaan adalah strategi perniagaan yang dirangka, dilaksanakan dan dinilai dengan andaian persaingan, manakala strategi ketenteraan adalah berdasarkan andaian konflik. Kedua-dua perniagaan dan organisasi tentera mesti menyesuaikan diri dengan perubahan dan sentiasa memperbaiki untuk berjaya. 1-39 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
- 40. Petikan dari Sun Tzu The Art of War Tulisan Perang adalah suatu perkara yang amat penting untuk negara: suatu perkara yang hidup atau mati, jalan sama ada untuk terus hidup atau merosakkan. Oleh itu, ia adalah penting bahawa ia akan dikaji dengan teliti. Tahu musuh kamu dan tahu diri, dan dalam seratus pertempuran anda tidak akan dikalahkan. Pemimpin mahir jangan biarkan strategi menghalang kreatif balas pergerakan. 1-40 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
Editor's Notes
- Describe the strategic-management process. Explain the need for integrating analysis and intuition in strategic management. Define and give examples of key terms in strategic management. Discuss the nature of strategy formulation, implementation, and evaluation activities.
- Describe the benefits of good strategic management. Discuss the relevance of Sun Tzu’s The Art of War to strategic management. Discuss how a firm may achieve sustained competitive advantage.
- Strategic management is defined as the art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve its objectives
- Strategic management in this text is used synonymously with the term strategic planning Sometimes the term strategic management is used to refer to strategy formulation, implementation, and evaluation, with strategic planning referring only to strategy formulation.
- A strategic plan results from tough managerial choices among numerous good alternatives, and it signals commitment to specific markets, policies, procedures, and operations in lieu of other, “less desirable” courses of action.
- The strategic-management process consists of three stages: strategy formulation, strategy implementation, and strategy evaluation.
- Strategy formulation includes developing a vision and mission, identifying an organization’s external opportunities and threats, determining internal strengths and weaknesses, establishing long-term objectives, generating alternative strategies, and choosing particular strategies to pursue
- Deciding what new businesses to enter, What businesses to abandon, How to allocate resources, Whether to expand operations or diversify, Whether to enter international markets, Whether to merge or form a joint venture How to avoid a hostile takeover.
- Strategy implementation requires a firm to establish annual objectives, devise policies, motivate employees, and allocate resources so that formulated strategies can be executed and is often called the action stage
- Strategy evaluation is defined as reviewing external and internal factors that are the bases for current strategies, measuring performance, and taking corrective actions
- Strategy formulation, implementation, and evaluation activities occur at three hierarchical levels in a large organization: corporate, divisional or strategic business unit, and functional Strategic management helps a firm function as a competitive team
- Most organizations can benefit from strategic management, which is based upon integrating intuition and analysis in decision making Intuition is particularly useful for making decisions in situations of great uncertainty or little precedent
- Competitive advantage is anything that a firm does especially well compared to rival firms Strategists are the individuals who are most responsible for the success or failure of an organization.
- The Vision statement answers the question “What do we want to become?” and is often considered the first step in strategic planning
- Mission statements are enduring statements of purpose that distinguish one business from other similar firms. It identifies the scope of a firm’s operations in product and market terms and addresses the basic question that faces all strategists: “What is our business?”
- External opportunities and external threats refer to economic, social, cultural, demographic, environmental, political, legal, governmental, technological, and competitive trends and events that could significantly benefit or harm an organization in the future
- • Availability of capital can no longer be taken for granted. • Consumers expect green operations and products. • Marketing moving rapidly to the Internet. • Commodity food prices are increasing. • Political unrest in the Middle East is raising oil prices. • Computer hacker problems are increasing. • Intense price competition is plaguing most firms. • Unemployment and underemployment rates remain high. • Interest rates are rising. • Product life cycles are becoming shorter. • State and local governments are financially weak. • Turmoil and violence in Mexico is increasing. • Winters are colder and summers hotter than usual. • Home prices remain exceptionally low. • Global markets offer the highest growth in revenues.
- Internal strengths and internal weaknesses are an organization’s controllable activities that are performed especially well or poorly and are determined relative to competitors
- Objectives are specific results that an organization seeks to achieve in pursuing its basic mission. Long-term means more than one year They should be challenging, measurable, consistent, reasonable, and clear
- Strategies are the means by which long-term objectives will be achieved. They may include geographic expansion, diversification, acquisition, product development, market penetration, retrenchment, divestiture, liquidation, and joint ventures.
- Annual objectives are short-term milestones that organizations must achieve to reach long-term objectives. They should be measurable, quantitative, challenging, realistic, consistent, and prioritized They should be established at the corporate, divisional, and functional levels in a large organization.
- Strategies currently being pursued by some companies are described in Table 1-1.
- Policies are the means by which annual objectives will be achieved. They include guidelines, rules, and procedures established to support efforts to achieve stated objectives Policies are guides to decision making and address repetitive or recurring situations
- These are three important questions to answer in developing a strategic plan: Where are we now? Where do we want to go? How are we going to get there?
- The framework illustrated in Figure 1-1 is a widely accepted, comprehensive model of the strategic-management process.12 This model does not guarantee success, but it does represent a clear and practical approach for formulating, implementing, and evaluating strategies. Relationships among major components of the strategic-management process are shown in the model, which appears in all subsequent chapters with appropriate areas shaped to show the particular focus of each chapter.
- Historically, the principal benefit of strategic management has been to help organizations formulate better strategies through the use of a more systematic, logical, and rational approach to strategic choice
- Figure 1-2 illustrates this intrinsic benefit of a firm engaging in strategic planning. Note that all firms need all employees on a mission to help the firm succeed.
- Businesses using strategic-management concepts show significant improvement in sales, profitability, and productivity compared to firms without systematic planning activities High-performing firms seem to make more informed decisions with good anticipation of both short- and long-term consequences
- It allows for identification, prioritization, and exploitation of opportunities. It provides an objective view of management problems. It represents a framework for improved coordination and control of activities. It minimizes the effects of adverse conditions and changes.
- It allows major decisions to better support established objectives. It allows more effective allocation of time and resources to identified opportunities. It allows fewer resources and less time to be devoted to correcting erroneous or ad hoc decisions. It creates a framework for internal communication among personnel.
- • Lack of knowledge or experience in strategic planning—No training in strategic planning. • Poor reward structures—When an organization assumes success, it often fails to reward success. When failure occurs, then the firm may punish. • Firefighting—An organization can be so deeply embroiled in resolving crises and firefighting that it reserves no time for planning. • Waste of time—Some firms see planning as a waste of time because no marketable product is produced. Time spent on planning is an investment. • Too expensive—Some organizations see planning as too expensive in time and money. • Laziness—People may not want to put forth the effort needed to formulate a plan. • Content with success—Particularly if a firm is successful, individuals may feel there is no need to plan because things are fine as they stand. But success today does not guarantee success tomorrow.
- • Fear of failure—By not taking action, there is little risk of failure unless a problem is urgent and pressing. Whenever something worthwhile is attempted, there is some risk of failure. • Overconfidence—As managers amass experience, they may rely less on formalized planning. Rarely, however, is this appropriate. Being overconfident or overestimating experience can bring demise. Forethought is rarely wasted and is often the mark of professionalism. • Prior bad experience—People may have had a previous bad experience with planning, that is, cases in which plans have been long, cumbersome, impractical, or inflexible. Planning, like anything else, can be done badly. • Self-interest—When someone has achieved status, privilege, or self-esteem through effectively using an old system, he or she often sees a new plan as a threat. • Fear of the unknown—People may be uncertain of their abilities to learn new skills, of their aptitude with new systems, or of their ability to take on new roles. • Honest difference of opinion—People may sincerely believe the plan is wrong. They may view the situation from a different viewpoint, or they may have aspirations for themselves or the organization that are different from the plan. Different people in different jobs have different perceptions of a situation. • Suspicion—Employees may not trust management
- Using strategic planning to gain control over decisions and resources Doing strategic planning only to satisfy accreditation or regulatory requirements Too hastily moving from mission development to strategy formulation Failing to communicate the plan to employees, who continue working in the dark Top managers making many intuitive decisions that conflict with the formal plan
- Top managers not actively supporting the strategic-planning process Failing to use plans as a standard for measuring performance Delegating planning to a “planner” rather than involving all managers Failing to involve key employees in all phases of planning Failing to create a collaborative climate supportive of change
- Table 1-3 summarizes important guidelines for the strategic-planning process to be effective.
- A fundamental difference between military and business strategy is that business strategy is formulated, implemented, and evaluated with an assumption of competition, whereas military strategy is based on an assumption of conflict Both business and military organizations must adapt to change and constantly improve to be successful
- War is a matter of vital importance to the state: a matter of life or death, the road either to survival or ruin. Hence, it is imperative that it be studied thoroughly Know your enemy and know yourself, and in a hundred battles you will never be defeated. Skillful leaders do not let a strategy inhibit creative counter-movement