文档介绍：THE THREE STRATEGY-MAKING TASKS
CHAPTER 2
Screen graphics created by:
Jana F3>. Kuzmicki, PhD, Mississippi University for Women
“Management’s job is not to see pany as it is….but as it can e.”
“A strategy is mitment to undertake one set of actions rather than another.”
“Quote”
John W. Teets
Sharon M. Oster
2001 by The McGraw-panies, Inc. All rights reserved.
McGraw-Hill/Irwin
Copyright
Chapter Outline
Developing a Strategic Vision / Mission
Establishing Financial and Strategic Objectives
Crafting a Strategy
Factors Shaping pany's Strategy
Linking Strategy With Ethics
Developing a Strategic Vision
Entails management efforts to create a future-oriented roadmap for pany that spells out “where we are headed”
Buyer needs we are moving to satisfy
Buyer groups and markets we are going to target
Kind pany we are trying to e
First Direction-Setting Task
Strategic Management Principle
Effective strategy-making begins with a vision of where anization needs to head!
Example: John Deere’s Strategic Vision
Who Are We?
John Deere has grown and prospered through a long-standing partnership with the world’s most productive farmers. Today, John Deere is a pany with several equipment operations plementary service businesses. These businesses are closely interrelated, providing pany with significant growth opportunities and other synergistic benefits.
Example: John Deere’s Strategic Vision
Where Are We Going?
Deere mitted to providing genuine value to pany’s stakeholders. In support of mitment, Deere aspires to:
Grow and pursue leadership positions in each of our businesses.
Extend our preeminent leadership position in the agricultural equipment market worldwide.
Create new opportunities to leverage the John Deere brand globally.
Example: John Deere’s Strategic Vision
How Will We Get There?
By pursuing the broader corporate goals of profitable growth and continuous improvement, each of pany’s businesses is expected to:
Achieve world-cl