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1
Strategic Management and
Strategic Competitiveness
LEARNING OBJECTIVES
Studying this chapter should provide you with the strategic management
knowledge needed to:
1 Define strategic competitiveness, strategy, competitive advantage, above-
average returns, and the strategic management process.
2 Describe the competitive landscape and explain how globalization and
technological changes shape it.
3 Use the industrial organization (I/O) model to explain how firms can earn
above-average returns.
4 Use the resource-based model to explain how firms can earn above-
average returns.
5 Describe vision and mission and discuss their value.
6 Define stakeholders and describe their ability to influence organizations.
7 Describe the work of strategic leaders.
8 Explain the strategic management process.
Chapter Introduction (slide 1 of 5)
Organizational Stakeholders
• Employees:
• Expect the firm to provide a dynamic, stimulating, and rewarding work
environment
• Generally prefer to work for a growing company in which they can
develop their skills
• Are critical to organizational success when they learn how to use new
knowledge productively
• Leaders:
• Must use the firm’s human capital successfully to serve the day-to-day needs
of stakeholders
• Help a firm’s employees understand competition in the global
competitive landscape through international assignments
1-6 Strategic Leaders (slide 1 of 2)
• Strategic leaders are people located in different areas and levels of the
firm using the strategic management process to select actions that help the
firm achieve its vision and fulfill its mission.
• Strategic leaders are:
• Decisive
• Committed to nurturing those around them
• Committed to helping the firm create value for all stakeholder groups
• In general, CEOs are responsible for making certain that their firms use
the strategic management process properly.
• The most effective CEOs and top-level managers understand how to
delegate strategic responsibilities to people throughout the firm.
1-6 Strategic Leaders (slide 2 of 2)