1、22.Part 1 Strategy Analysis2-2LO 2-1 Explain the role of vision,mission,and values in the strategic management process.LO 2-2 Describe and evaluate the role of strategic intent in achieving long-term goals.LO 2-3 Distinguish between customer-oriented and product-oriented missions and identify strate
2、gic implications.LO 2-4 Critically evaluate the relationship between mission statements and competitive advantage.LO 2-5 Explain why anchoring a firm in ethical values is essential for long-term success.LO 2-6 Compare and contrast strategic planning,scenario planning,and strategy as planned emergenc
3、e,and discuss strategic implications.2-3ChapterCase 2 Teach For America:Inspiring Future LeadersTFA Video2-42-52-6EXHIBIT 2.12-72-819STRATEGY HIGHLIGHT 2.1Winning Through StrategicIntent:The“Pocketable”Radio2-92-10LO 2-1 Explain the role of vision,mission,and values in the strategic management proce
4、ss.LO 2-2 Describe and evaluate the role of strategic intent in achieving long-term goals.LO 2-3 Distinguish between customer-oriented and product-oriented missions and identify strategic implications.LO 2-4 Critically evaluate the relationship between mission statements and competitive advantage.LO
5、 2-5 Explain why anchoring a firm in ethical values is essential for long-term success.LO 2-6 Compare and contrast strategic planning,scenario planning,and strategy as planned emergence,and discuss strategic implications.2-112-122-132-14LO 2-1 Explain the role of vision,mission,and values in the str
6、ategic management process.LO 2-2 Describe and evaluate the role of strategic intent in achieving long-term goals.LO 2-3 Distinguish between customer-oriented and product-oriented missions and identify strategic implications.LO 2-4 Critically evaluate the relationship between mission statements and c
7、ompetitive advantage.LO 2-5 Explain why anchoring a firm in ethical values is essential for long-term success.LO 2-6 Compare and contrast strategic planning,scenario planning,and strategy as planned emergence,and discuss strategic implications.2-152-16LO 2-1 Explain the role of vision,mission,and va
8、lues in the strategic management process.LO 2-2 Describe and evaluate the role of strategic intent in achieving long-term goals.LO 2-3 Distinguish between customer-oriented and product-oriented missions and identify strategic implications.LO 2-4 Critically evaluate the relationship between mission s
9、tatements and competitive advantage.LO 2-5 Explain why anchoring a firm in ethical values is essential for long term success.LO 2-6 Compare and contrast strategic planning,scenario planning,and strategy as planned emergence,and discuss strategic implications.2-172-182-192-202-212-22EXHIBIT 2.2 Scena
10、rio Planning in the AFI Strategy Framework2-23STRATEGY HIGHLIGHT 2.2Shells Future Scenarios2-24Adapted from“Global Trends 2025:A Transformed World.”National Intelligence Council,Washington,DC,November 2008.Relative Certainties Likely ImpactKey UncertaintiesPotential ConsequencesEmergence of a multip
11、olar New powerhouses,new rulesEnergy alternatives by 2025?Oil and gas producers top out and plungeDispersal of global economic powerChallenge to Western orderClimate change:When and Where?Scarce natural resourcesDecreased U.S.powerPolicy trade-offsReturn of Mercantilism?Conflict over resourcesNatura
12、l resources stretchedInadequate energy replacementsChinese nationalism,Russian stagnationRapid population growthSocial unrest and state failureArms race triggered by Iran?Nuclear escalation of conflictsConditions rife for conflictRole of global powers in Middle EastStability in the Middle East?Incre
13、ased turbulence with glimmers of hopeTerrorisms appeal may lessen but capabilities may increaseGlobal vulnerability to high-tech terrorismEuropean Japanese RelationsInterculturalismCooperation of global powers with new powerhouses?Tensions between new and old orders2-252-262-272-28EXHIBIT 2.3MINTZBE
14、RGS PLANNING FRAMEWORK.2-29STRATEGY HIGHLIGHT 2.3”Its Not What We Do!”2-302-312-322-33LO 2-1Explain the role of vision,mission,and values in the strategic management process.A vision captures an organizations aspirations.An effective vision inspires members of the organization.A mission statement de
15、scribes what an organization actually does and why it does it.Values define the ethical standards and norms that should govern the behavior of individuals within the firm.Success is created twice:first analyzing a mental model and second formulating and implementing a strategy to make a vision a rea
16、lity.LO 2-2Describe and evaluate the role of strategic intent in achieving long-term goals.Strategic intent finds its expression in stretch goals that exceed the firms existing resources and capabilities by a large margin.Effective use of strategic intent creates at all levels of the organization an
17、 obsession with winning that can help companies ascend to global leadership.2-34LO 2-3Distinguish between customer-oriented and product-oriented missions and identify strategic implications.Customer-oriented missions define businesses providing solutions to customer needs.Product-oriented missions d
18、efine a business in terms of a good or service provided.Customer-oriented missions provide managers with more strategic flexibility than product-oriented missions.LO 2-4Critically evaluate the relationship between mission statements andcompetitive advantage.Mission statements can help a firm achieve
19、 superior performance,but mission statements by themselves do not directly affect firm performance.To be effective,mission statements need to be backed up by hard-to-reverse commitments.2-35LO 2-5Explain why anchoring a firm in ethical values is essential for long-term success.Ethical core values en
20、able employees to make day-to-day decisions that are guided by correct principles.Values are guardrails to keep a company on track for competitive advantage.LO 2-6Compare and contrast strategic planning,scenario planning,and strategy as planned emergence,and discuss strategic implications.Top-down s
21、trategic(long-range)planning works reasonably well when the environment does not change much.In scenario planning,managers envision different what-if scenarios and prepare contingency plans that can be called upon when necessary.Strategic initiatives can be the result of top-down planning by executi
22、ves or can emerge through a bottom-up process from deep within the organization.A firms realized strategy is generally a combination of its top-down intended strategy and bottom-up emergent strategy,resulting in planned emergence.2-36 Dominant strategic plan Emergent strategy Intended strategy Mission Organizational values Realized strategy Scenario planning Strategic commitments Strategic initiative Strategic intent Strategic management process Strategic(long-range)planning Unrealized strategy Vision2-37
