tailieunhanh - Lecture Crafting and executing strategy (17/e): Chapter 2 - Arthur A. Thompson, A. J. Strickland III, John E. Gamble

Chapter 2 - Leading the process of crafting and executing strategy. Learning objectives of this chapter include: Grasp why it is critical for company managers to think long and hard about where a company needs to head and why, understand the importance of setting both strategic and financial objectives, recognize that the task of crafting a company strategy draws on the entrepreneurial talents of managers at all organizational levels,. | Chapter 2: Leading the Process of Crafting and Executing Strategy Screen graphics created by: Jana F. Kuzmicki, . Troy University Chapter Learning Objectives Grasp why it is critical for company managers to think long and hard about where a company needs to head and why. Understand the importance of setting both strategic and financial objectives. Recognize that the task of crafting a company strategy draws on the entrepreneurial talents of managers at all organizational levels. Understand why the strategic initiatives taken at various organizational levels must be tightly coordinated to achieve companywide performance targets. Become aware of what a company must do to achieve operating excellence and to execute its strategy proficiently. Understand why the strategic management process is ongoing, not an every-now-and-then task. Learn what leadership skills management must exhibit to drive strategy execution forward. Become aware of the role and responsibility of a company’s board of directors in overseeing the strategic management process. Chapter Roadmap What Does the Strategy-Making, Strategy-Executing process Entail? Phase 1: Developing a Strategic Vision Phase 2: Setting Objectives Phase 3: Crafting a Strategy Phase 4: Implementing and Executing the Strategy Phase 5: Evaluating Performance and Initiating Corrective Adjustments Leading the Strategic Management Process Corporate Governance: The Role of the Board of Directors in the Strategy-Making, Strategy-Executing Process Figure : The Strategy-Making, Strategy-Executing Process 2- Developing a Strategic Vision Involves thinking strategically about Future direction of company Changes in company’s product/market/customer technology to improve Current market position Future prospects Phase 1 A strategic vision describes the route a company intends to take in developing and strengthening its business. It lays out the company’s strategic course in preparing for the future. Key . | Chapter 2: Leading the Process of Crafting and Executing Strategy Screen graphics created by: Jana F. Kuzmicki, . Troy University Chapter Learning Objectives Grasp why it is critical for company managers to think long and hard about where a company needs to head and why. Understand the importance of setting both strategic and financial objectives. Recognize that the task of crafting a company strategy draws on the entrepreneurial talents of managers at all organizational levels. Understand why the strategic initiatives taken at various organizational levels must be tightly coordinated to achieve companywide performance targets. Become aware of what a company must do to achieve operating excellence and to execute its strategy proficiently. Understand why the strategic management process is ongoing, not an every-now-and-then task. Learn what leadership skills management must exhibit to drive strategy execution forward. Become aware of the role and responsibility of a company’s .

• Kế hoạch kinh doanh
• Competitive advantage
• Lecture Crafting and executing strategy
• Crafting strategy
• Executing the strategy
• Company’s strategy
• Strategic vision
• The mediating effect of entrepreneurial marketing
• The relationship between environmental turbulence
• Dynamic capability with sustainable competitive advantage
• An empirical study in Indonesian MSMEs
• Sustainable competitive advantage
• SEM PLS developed a model showing
• The competitive advantage of small and medium sized enterprises
• The competitive advantage of smal
• Medium sized enterprises
• Fundamentals of marketing
• Lecture fundamentals of marketing
• Marketing mix
• Marketing task
• Marketing management
• Creating competitive advantage
• Strategic management
• Executing strategy
• Business models
• Management information systems
• Introduction to management information systems
• Business information technology
• Information systems
• Achieve competitive advantage
• Differential Advantage
• Identity ManagementStrategic Branding Decisions
• Destination Branding
• Advantage of the firms
• Capital or unskilled labour
• Human resource capital
• Role of human resources
• Five competitive strategies
• Low cost provider strategies
• Best cost provider strategies
• Company’s resources
• Competitive assets
• Principles of Marketing
• Lecture Principles of Marketing
• Marketing strategy
• Competitor analysis
• Competitive strategies
• Market positioning
• Company’s competitive position
• Operations management
• Operations strategy
• Operations competitive dimensions
• Strategy design process
• Productivity measures
• Modern competitive strategy
• Competitive strategy
• Strategic planning
• Strategy execution
• Growth and innovation
• Strategy over time
• Company’s external environment
• Competitive forces
• Summary Doctoral thesis
• Enterprise knowledge management system
• Enhancing competitive advantage
• Small and medium enterprises
• Strategic alliances
• Acquisition strategies
• Vertical integration strategies
• Foreign markets
• Strategy options
• Profit sanctuaries
• Emerging industries
• High velocity markets
• Maturing industries
• Entering new businesses
• Strategic partnerships