文档介绍:会计学
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英国某商学院的EMBA课程讲座
Making strategic choices is hard:
Some quotes from annual reports…
“Our company has made a conscious choice to be the preferred employer and the leading competitor in its field…”
“Our objective is to maximize our market share while increasing our margins…”
“We will continue covering the needs of a broad spectrum of customers, and strive to be the top choice in all the segments we serve…”
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Summary: What have we learned today
Strategy is an ongoing quest that is particular to each actor and context. There is no universal formula for success.
Each such quest involves:
Getting the tools
Breaking the rules
Making a difference
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Strategy: Making difficult choices
They are difficult because of:
The need to be internally consistent yet allow for flexibility
Organizational inertia
These are choices about:
Who is the customer
What is the value proposition
How do we deliver it
These kinds of choices allow a company to gain and sustain a competitive advantage
Choices are about the journey to Ithaca -- not Ithaca alone.
Experimentation may be necessary to arrive at robust choices
Experimentation involves an ongoing negotiation among key constituencies
Strategy success is measured by more universal ex post measures (. profitability) and more idiosyncratic ex ante metrics (. employee morale). A key question is to identify the right measures.
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What are the difficult choices MCC is facing?
Service or car
What segment: corporate or leisure
North or south
Subcontract or integrate
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Is MCC Smart’s strategy working?
Sales below expectations
Sales comparable to other “similar” initiatives
Is helping achieve CAFÉ objectives
Is providing valuable data about a new segment – therefore, worth the price
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“Get the tools, break the rules, make a difference”: A conceptual map of the course
Definition and Dynamics of Strategy
What is strategy?
How can you be sure you are asking the “right” strateg