Strategic Management
19/11/2010
Master II Management Financier
(Financial Management)
Mr Xavier LEPERS
References
Johnson G., Scholes K., Whittington R. (2006), Exploring Corporate Strategy, Prentice Hall, 7th edition. Barney J. & Hansen W (2006) Strategic J W. (2006), Management & Competitive Advantage, Pearson Education. Garrette B, Dussauge P & Durand R (Coord), Strategor, 5ème édition, Dunod, 2009.
2
Chapter 1: Introducing Strategy
3
1
19/11/2010
Chapter 1: Introducing Strategy
From competition to hypercompetition (R.D’Aveni, 1994): a new environment for firms Globalization and strategy Differents organizational behaviors (diversifications, alliances, innovations,…) Focus : Dell (from B to B informatic industry to B to C electronic industry) How are strategies built ? How are they implemented in organizations ?
4
1
What is Strategy ?
5
1.1. The characteristics of strategic decisions:
Long term decisions (strategic vision) Are concerned with the scope of organisations’ activities (activities frontiers, geographical f ti hi l frontiers, organisational f ti ) i ti l frontiers) The acquisition of a competitive advantage The search for strategic fit with business environment Creating opportunities by building on organisation’s resources and competences
6
2
19/11/2010
The characteristics of strategic decisions
Complexity and dynamic vision (anticipate competitive game) Strategic decisions are likely to influence operational level Strategic decisions are affected by values and expectations of stakeholders They reflect an integrated approach of the organisation.
7
A definition of strategy
Strategy : is the direction and scope of an organisation over the long term, wich achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholders expectations.
Value as a key concept in strategic management (nalebuff & Brandenburger)→to determine firm position compared
Master II Management Financier
(Financial Management)
Mr Xavier LEPERS
References
Johnson G., Scholes K., Whittington R. (2006), Exploring Corporate Strategy, Prentice Hall, 7th edition. Barney J. & Hansen W (2006) Strategic J W. (2006), Management & Competitive Advantage, Pearson Education. Garrette B, Dussauge P & Durand R (Coord), Strategor, 5ème édition, Dunod, 2009.
2
Chapter 1: Introducing Strategy
3
1
19/11/2010
Chapter 1: Introducing Strategy
From competition to hypercompetition (R.D’Aveni, 1994): a new environment for firms Globalization and strategy Differents organizational behaviors (diversifications, alliances, innovations,…) Focus : Dell (from B to B informatic industry to B to C electronic industry) How are strategies built ? How are they implemented in organizations ?
4
1
What is Strategy ?
5
1.1. The characteristics of strategic decisions:
Long term decisions (strategic vision) Are concerned with the scope of organisations’ activities (activities frontiers, geographical f ti hi l frontiers, organisational f ti ) i ti l frontiers) The acquisition of a competitive advantage The search for strategic fit with business environment Creating opportunities by building on organisation’s resources and competences
6
2
19/11/2010
The characteristics of strategic decisions
Complexity and dynamic vision (anticipate competitive game) Strategic decisions are likely to influence operational level Strategic decisions are affected by values and expectations of stakeholders They reflect an integrated approach of the organisation.
7
A definition of strategy
Strategy : is the direction and scope of an organisation over the long term, wich achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholders expectations.
Value as a key concept in strategic management (nalebuff & Brandenburger)→to determine firm position compared