STRATEGIC CHOICE: SELECTION
OF THE BEST STRATEGY
安邑之战
Thomas L. Wheelen
After the pros and cons of the potential strategic atives have been identified and evaluated, one must be lected for implementation. By now, many feasible alternatives probably will have emerged. How is the best strategy determined?
Perhaps the most important criterion is the ability of the propod strategy to deal with the specific strategic factors developed earlier in the SWOT analysis. If the alternative doesn’t take advantage of opportunities and corporate strengths and lead away from environmental threats and corporate weakness, it will probably fail.
Another important consideration in the lection of a strategy is the ability of each alternative to satisfy agreed-on objectives with the least u of resources and with the fewest negative side effects. It is therefore important to develop a tentative implementation
plan that address management’s likely difficulties. This should be done in light of societal trends, the industry, and the company’s situation bad on the construction.
WHAT PRESSURES FROM STAKEHOLDERS AFFECT DECISIONS?
The attractiveness of a strategic alternative is affected by its perceived compatibility with the key stakeholders in a task environment. Creditors want to be paid on time. Unions exert pressure for comparable wage and employment curity. Governments and interest groups demand social responsibility. Stockholders want dividends. Management must consider all of the pressures in lecting the best alternative.
To asss the importance of stakeholder concerns in a particular decision, strategic managers should ask four questions: (1) Which stakeholders are most crucial for corporate success? (2) How much of what they want are they likely to get under this alternative? (3) What are they likely to do if they don’t get what they want? (4) What is the probability that they will do it?
濮阳壮馍
Strategists should choo strategic alternatives that minimize external pressures and maximize stakeholder support. In addition, top management can propo a political strategy aimed at influencing key stakeholders. Some of the most commonly ud political strategies are constituency building, political action committee (PAC) contributions, advocacy advertising, lobbying, and coalition building.
中国家具十大品牌WHAT PRESSURES FROM THE CORPORATE CULTURE AFFECT STRATEGIC DECISIONS?
If a strategic is incompatible with the corporate culture, it probably will not succeed. Foot-dragging and even sabotage could result, as employees fight to resist a radical change in corporate philosophy. Precedents tend to the kinds of objectives and strategies that management can riously consider. The “aura” of the founders of a corporation can linger long past their lifetimes becau they have imprinted their values on a corporation’s member.
In considering a strategic alternative, strategists must asss the strategy’s compatibility
比热容的物理意义
书法教案with the corporate culture. If there is little fit, management must decide if it should (1) take a chance on ignoring the culture, (2) manage around the culture and change the implementation plan, (3) try to change to fit the strategy, or (4) change the strategy to fit the culture. Further, a decision to proceed with a particular strategy without a commitment to change the culture or manage around the culture (both very tricky and time-consuming) is dangerous. Nevertheless, restricting a corporation to only tho strategies that are completely compatible with its culture might eliminate the most profitable alternatives from consideration. (See chapter 9 for more information on managing corporate culture.)
HOW DO THE NEEDA AND DESIRES OF KEY MANAGERS AFFECT DECISIONS?
优秀党员故事
Even the most attractive alternative might not be lected if it is contrary to the needs and desires of important top managers. People’s egos may be tied to a particular proposal to the extent that they strongly lobby against all other alternatives. Key executive in operating divisions, for example, might be able to influence other people in top management to favor a particular alternative and to ignore objection to it.
耳垂外翻
.people tend to maintain the status quo, which means that decision makers continue with existing goals and plans beyond the point when an objective would recommend a change in cour. People may ignore negative information about a particular cour of action to which they are committed becau they want to appear competent and consistent. For example, it wasn’t until the CEO of ConAgra, a multination food products company, had a heart attack that ConAgra started producing the Healthy Choice line of low-fat, low-cholesterol, and low-sodium frozen-food entrees.
