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StrategicManagementandStrategicCompetitivenessImportantDefinitionsImportantDefinitionsImportantDefinitions超競爭StrategicFlexibility策略彈性StrategicFlexibility1.Strategydictatedbytheexternalenvironmentsofthefirm(whatopportunitiesexistintheseenvironments?)2.Firmdevelopsinternalskillsrequiredbyexternalenvironment(whatcanthefirmdoabouttheopportunities?)FourAssumptionsoftheI/OModelFourAssumptionsoftheI/OModelIndustrialOrganizationModelI/OModelofAbove-AverageReturnsI/OModelofAbove-AverageReturnsI/OModelofAbove-AverageReturnsI/OModelofAbove-AverageReturnsI/OModelofAbove-AverageReturns1.Strategydictatedbyuniqueresourcesandcapabilitiesofthefirm(whatcanthefirmdobest?)2.Findanenvironmentinwhichtoexploittheseassets(wherearethebestopportunities?)1.Identifythefirm’sresources--strengthsandweaknessescomparedwithcompetitors2.Determinethefirm’scapabilities--whatitcandobetterthanitscompetitorsFourAttributesofResourcesandCapabilities(CompetitiveAdvantage)CoreCompetenciesCoreCompetenciesarethebasisforafirm’s3.Determinethepotentialofthefirm’sresourcesandcapabilitiesintermsofacompetitiveadvantage4.Locateanattractiveindustry5.SelectastrategythatbestallowsthefirmtoutilizeitsresourcesandcapabilitiesrelativetoopportunitiesintheexternalenvironmentResource-basedModelofAboveAverageReturnsStrategicIntent&MissionGroupswhoareaffectedbyafirm’sperformanceandwhohaveclaimsonitswealthStakeholderInvolvementStakeholderInvolvement利益關係人影響分析淡江大學的利益關係人分析策略策略管理程序HondaMoterCo.突現程序意圖策略與突現策略
