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Title: Case Study1


1
Case Study1
  • ??Dell Computer
  • ????
  • ?????????????
  • ??
  • ?????
  • ?????
  • ?????
  • ??????

2
Case Study2
  • ??
  • 2001??????,?????????,????
  • Compaq ?????1.5
  • Apple ?????0
  • Gateway ?????0
  • Dell ?????26
  • Dell Computer?????????
  • ???????(B to C)
  • ?????(B to B)

3
??
  • ??(strategy)
  • ????????????????,??????????
  • ???????(strategic management process)
  • The process by which managers choose a set of
    strategies for the enterprise to pursue its
    vision.

4
???????
  • ???????
  • ???????????????????
  • ???????
  • ???????????,????????????
  • ???????
  • ????????,???????????????
  • ????
  • ??????????????,????????????,??????????,??????,????
    ??????????

5
??????
?????
? ?
SWOT ????
???? ?????
???? ?????
??????
?????
??????
??????
?????
?????????? ????
?????? ????
??????? ????
6
?????(Mission and Goals)
  • ??(Mission)
  • Sets out why the organization exists and what it
    should be doing.
  • ????(Major goals)
  • Specify what the organization hopesto fulfill in
    the medium to long term.
  • ????(Secondary goals)
  • Are objectives to be attained that lead to
    superior performance.

7
????(Mission Statement)
  • A formal commitment to stakeholders that the
    firms strategy incorporates and recognizes their
    claims on the organization.
  • Mission statement elements
  • A declaration of the overall vision, or mission.
  • A summation of managerial philosophical values.
  • An articulation of key organizational goals.

8
??
  • ??????????
  • http//www.7-11.com.tw

9
??
  • Boeing??
  • ???????????,?????????????
  • Intel??
  • ????????????????????
  • Kodak
  • ??????????????
  • ???
  • ??????????????????????????????

10
??
  • ???????????(??? vs. ???)

11
???????
  • ?????(strategic intent)
  • ????(business definition)

12
??
  • ?????5 vs. ???

13
  • ??????????????,????????????????Jack Welsh?
  • ????????????,?????????

14
????????
  • Provides a sense of direction and purpose.
  • Drives strategic decision making and resource
    allocations.
  • Forces the seeking of significant performance
    improvements to attain goals.

15
??????????
  • ????????????????
  • ?????????????????
  • ????????????
  • ?????????????????????????
  • ??????????????????

16
Customer Orientation and Business Definition
(Derek F. Abell)
  • Abells Frameworkfor Defining theBusiness
  • Consumer-oriented versus Product-oriented
    business definition

17
??MONT BLANC
  • ?????
  • ????
  • ????
  • ??????
  • ???
  • ?????
  • ??
  • ??????

18
??
  • Smith Corona
  • ???????(????)?1996???
  • IBM
  • ????????????
  • Kodak
  • ???????????
  • 7-11
  • ??? vs. ???

19
??1
  • ??????? vs. ????
  • ???? vs. ????
  • ????????
  • ??????

20
????
  • ?KTV???????????

21
?????
  • ??
  • ?????????,???????????????????,????????????????????
    ?
  • ??
  • ??(content)???????????????????????????(important)
  • ??(intensity)???????????????????????(how
    important it is)
  • ???????????

22
???????
  • ??????????
  • ?????????

23
??
  • ???????? vs. ??????10??? vs. 1???

24
??1
  • Johnson Johnsons credosets its
    responsibilities to
  • JJ product users. ????????
  • JJ employees. ????????????
  • Communities in which JJemployees live and work.
    ????????
  • JJ stockholders. ?????
  • www.jnj.com

Source Courtesy of Johnson Johnson.
25
??2
  • ??
  • 1982?Chicago????????Tylenol???
  • ????
  • ???1???????
  • ?????????????????
  • ??
  • ??????
  • ????,???????????????

Source Courtesy of Johnson Johnson.
26
??????
  • ?????????
  • ????????????
  • ???????????????????????
  • ?????????????????
  • ????????
  • ???
  • ????????????
  • ?????
  • ?????????????????????

27
??????????
  • ???????????
  • ?????????? www.shu.edu.tw
  • ???????????????????
  • ???????????????

28
??(Goals)1
  • Meaning
  • ?????????????,?????????????????????
  • Good goal characteristics
  • Precise and measurable
  • Address important issues
  • Challenging but realistic
  • Time period specified

29
??(Goals)2
  • The overriding organizational goal
  • Maximizing shareholder returns.
  • Firms need both short- and long-term goals.

30
?????
  • ???????
  • ??????
  • ??????
  • ????
  • ?????
  • ???????

31
?????
  • ????(societal goals)
  • ????????????????,?????????
  • ????(system goals)
  • ??????????????,??????????????
  • ????
  • ???????????????,??????????
  • ????
  • ??????????????

32
??????? vs. ??????1
  • ???????
  • ????
  • ????????
  • ?????????????????????

33
??????? vs. ??????2
  • ????????????,??????????????????????(Robert H.
    Hayes and William J. Abernathy, 1980)
  • ????
  • ????
  • ????????
  • ????
  • ??

34
????
  • ??????
  • ????????

35
????(External Analysis)
  • Identify strategic opportunities and threats in
    the operating environment.

???? Immediate (Industry)
???? Macroenvironment
???? National
36
??
  • ??????
  • ??????
  • ??????????

37
????(Internal Analysis)
  • Identify strengths
  • Quality and quantity of resources available
  • Distinctive competencies
  • Identify weaknesses
  • Inadequate resources
  • Managerial and organizational deficiencies

38
SWOT and Strategic Choice
  • Strengths and Weaknesses
  • Opportunities and Threats(SWOT Analysis)
  • ?????????????????,???????,????,????????????

Strategic ChoiceFunctional BusinessGlobalCorpor
ate
39
??????(Functional-Level Strategies)
  • Focus is on improving the effectiveness of
    operations within a company.
  • Manufacturing
  • Marketing
  • Materials management
  • Research and development
  • Human resources

40
??
  • ?3000?300(??)
  • ??????(??)
  • E-learning(????)
  • ??????(??)

41
??????(Business-Level Strategies)
  • Cost leadership(????)
  • Attaining, then using the lowest total cost basis
    as a competitive advantage.
  • Differentiation(???)
  • Using product features or services to distinguish
    the firms offerings from its competitors.
  • Market niche focus(???)
  • Concentrating competitively on a specific market
    segment.

42
??
  • ?????(????)
  • ?????,??????(????)
  • ????????(???)
  • ??????????(???)
  • ???(???)
  • ???,?????(???)
  • ???,?????(???)

43
?????(Global-Level Strategies)
  • Multidomestic(?????)
  • International(???)
  • Global(???)
  • Transnational(??)

44
??
  • ????????
  • ??Pizza
  • ???
  • ?????????

45
??(??)????Corporate-Level Strategies
  • Vertical integration(????)
  • Diversification(???)
  • Strategic alliances(????)
  • Acquisitions(??)
  • New ventures(?????)
  • Business portfolio restructuring(??????)

46
?????? www.7-11.com.tw
  • ????
  • ??????(???)
  • ?????
  • ??21??.
  • ???
  • ????(????)
  • ????(??????)
  • ???(????)
  • ?????
  • ????(????)
  • ????(??????)
  • ????(????)
  • ????(????)
  • ?????
  • ??????
  • ????(????)
  • ????(POS??????)
  • ????(????)
  • ??????(?????????)

47
????(Strategy Implementation)
  • Designing organizational structure
  • Designing control systems
  • Market and output controls
  • Bureaucratic controls
  • Control through organizational culture
  • Rewards and incentives
  • Matching strategy, structure, and controls
  • Congruence (fit) among strategy, structure, and
    controls
  • Managing Strategic Change

48
???????(Managing Strategic Change)
  • The only constant is change.
  • Success requires adapting strategy and structure
    to a changing world.
  • The feedback loop in strategic planning.

49
?????????
  • Strategy making in an unpredictable world
  • Creates the necessity for flexible strategic
    approaches.
  • Strategy making by lower-level managers
  • Strategy evolves through autonomous action.
  • Serendipity and strategy
  • Accidental discoveries and happenstances can have
    dramatic effects on strategic direction.
  • Intended and emergent strategies
  • Realized strategies are combinations of intended
    and emergent strategies.

50
?????????
  • ????(intended strategy)
  • ?????????????????
  • ????(emergent strategy)
  • ???????????????

51
??
  • SARS,???????
  • 3M?Scotch Guard
  • 3M????
  • Honda????????????????

52
????
  • Microsoft?????

53
????(Intended Strategies)?????(Emergent
Strategies)
54
????????????????
55
????????????
  • Planning under uncertainty
  • Scenario planning for dynamic environmental
    change
  • Ivory tower planning
  • Lack of contact with operational realities
  • The importance of involving operating managers
  • Procedural justice in the decision-making process
  • Planning for the present vs. Strategic Intent
  • Recognition of the static nature of the strategic
    fit model
  • Strategic intent in focusing the organization on
    winning by achieving stretch goals

56
Procedural Justice
  • Meaning
  • The extent to which the dynamics of a
    decision-making process are judged to be fair.
  • Criteria
  • Engagement
  • means involving individuals in the
    decision-making process, both by asking them for
    their input and by allowing them to refute the
    merits of one anothers ideas and assumptions.
  • Explanation
  • means that everyone involved and affected should
    be told the underlying rationale for strategic
    decisions, and explanations should be given as to
    why the ideas and inputs of individuals may have
    been overridden in reaching a decision.
  • Expectations
  • requires that before, during, and after strategic
    decisions are made managers have a solid
    understanding of what is expected of them and
    what the new rules of the game are.

57
??
  • ?????????????????General Electric??????????(?????
    ?)
  • General Electric?????????????????????????(????)
  • ??????????????,???????(?????)
  • ???? vs. ??????

58
????
  • Royal Dutch Shell?????
  • Duke Energy??????

59
??????(Strategic Managers)
  • General managers
  • Responsible for the overall (strategic)
    performance and health of the total organization.
  • Operations managers
  • Responsible for specific businessfunctions or
    operations.

60
Strategic Managers for All Levels
61
??????????
  • ??????????
  • ????????
  • ???????????????
  • ????????????
  • ????????????????(??)?????
  • ?????

62
??????????
  • ?????????????????,??????,???????????

63
??????????
  • ???????,??????????????????????????

64
????
  • ???????????

65
?????(Strategic Leadership)
  • Meaning
  • ??????????????,??????????????
  • Key characteristics of good leaders
  • Vision, eloquence, and consistency
  • Commitment to the vision
  • Being well informed
  • Willingness to delegate and empower
  • Astute use of power
  • Emotional intelligence

66
??1
  • John F. Kennedy
  • ???????????,?????????? ?(Ask not what your
    country can do for you ask what you can do for
    your country.)
  • Martin Luther King, Jr.
  • ?????(I Have a Dream.)
  • ????
  • ???????,?????????
  • ????????????????
  • ??????

67
??2
  • Ken Iverson (CEO of Nucor company)
  • ???? ???Fortune 500??????????????
  • Sam Walton (Wal-Mart)
  • ??????????????? ????????????????????

68
????(emotional intelligence EI) (Daniel Goldman)
  • ??
  • ??????????????????????????????????
  • ????
  • ????(self-awareness)?????????????????????
  • ????(self-management)?????????????
  • ????(self-motivation)???????,?????????
  • ???(empathy)??????????????
  • ????(social skills)???????????????

69
????????
  • Cognitive biases systematically influence the
    rationality of decision makers.

70
??
  • ??????? vs. ??(????)
  • ?????????????????(????)
  • ??? vs. ?????(????)
  • ??50?????? vs. ??326??150????(????)
  • ????,??????????,?????(???)
  • ???????????????(????)

71
?????????????
  • ???????? vs.??????

72
????(groupthink)
  • ???????????,?????????????????
  • ??
  • ???????????,????????????????????
  • ????????,??????????,??????,???????????????

73
???????
  • ???????????????????????????
  • ?????????????,??????????????????????,?????????????
    ?
  • ????????????????,???????????????,????????????????,
    ?????????????
  • ???????,???????????????,??,????????????????

74
?????????
  • ????????????????????,?????????????
  • ?????????????????,???????????????
  • ????????????????????
  • ??????????????????
  • ???????????????????????????
  • ??????,?????????????????????

75
????(groupshift)
  • ?????????????,???????????????????????????(????????
    ???)?
  • ??
  • ??????????????????,????,??????????????
  • ??????,????????????,???????????????????
  • ??????????

76
Techniques for Improving Decision Making
  • Two decision-making processesthat
    counteractcognitive biases and groupthink.

77
????
??
??????
????
??????
78
Case StudySouthwest Airlines1
  • ???????
  • 1978????????1993???29????????
  • 1990?1992???????71???
  • Southwest Airlines
  • 1992????1.05?
  • ??
  • ???
  • ???
  • ?????

79
Case StudySouthwest Airlines2
  • ???
  • ??15?,???????
  • ???
  • ???????
  • ??????
  • ?????????????????????
  • ???????
  • ?????
  • ??
  • ????(????)
  • ??????
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