戴维 战略管理第17版全套英文教辅案例davidsm17caseim06Word下载.docx
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戴维 战略管理第17版全套英文教辅案例davidsm17caseim06Word下载.docx
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onesentenceinlength
4.Unique:
revealsthefirm’scompetitiveadvantage
5.Inspiring:
motivatesreaderstosupportthefirm
Aspresentedinthecase,BankofAmerica’svisionstatementis“tobuildmeaningfulconnectionsthathelpmakeyourfinanciallifebetter.”Thestatementarguablydoesnotmeetanyofthefivecharacteristicslistedaboveforanexemplaryvisionstatement.AnimprovedvisionstatementforBankofAmericacouldreadasfollows:
MissionStatementAnalysis
The10desiredcharacteristicsofaneffectivemissionstatementareasfollows:
1.Broadinscope;
doesnotincludemonetaryamounts,numbers,percentages,ratios,orobjectives
2.Concise;
fewerthanonehundredwordsinlength
3.Inspiring
4.Identifiestheutilityofafirm’sproducts
5.Revealsthatthefirmissociallyresponsible
6.Revealsthatthefirmisenvironmentallyresponsible
7.Includesninecomponents:
customers,productsorservices,markets,technology,concernforsurvival/growth/profits,philosophy,distinctivecompetence,concernforpublicimage,concernforemployees
8.Reconciliatory;
resolvesdivergentviewsamongstakeholders
9.Enduringbutnevercastinstone
10.Attractscustomers;
iswrittenfromacustomerperspective
The9desiredcomponentsofaneffectivemissionstatementareasfollows:
1.Customers—Whoarethefirm’spresentandpotentialcustomers?
2.Productsorservices—Whatarethefirm’smajorproductsorservices?
3.Markets—Geographically,wheredoesthefirmcompete?
4.Technology—Isthefirmtechnologicallycurrent?
5.Concernforsurvival,growth,andprofitability—Isthefirmcommittedtogrowthandfinancialsoundness?
6.Philosophy—Whatarethebasicbeliefs,values,aspirations,andethicalprioritiesofthefirm?
7.Distinctivecompetence—Whatisthefirm’smajorcompetitiveadvantage?
8.Concernforpublicimage—Isthefirmresponsivetosocial,community,andenvironmentalconcerns?
9.Concernforemployees—Areemployeesavaluableassetofthefirm?
Asindicatedinthecase,BankofAmerica’smissionstatement(paraphrased)isgivenasfollows(andcritiquedbytheauthorswith#’sinsideparentheses):
“Weareheretohelpmakefinanciallivesbetterbyconnectingclientsandcommunitiestotheresourcestheyneedtobesuccessful(7).Wearefocusedonresponsiblegrowth,environmental,social,andgovernance(ESG)leadership,helpingtocreatejobs,developingcommunities,fosteringeconomicmobility,andaddressingsociety’sbiggestchallenges(8).Wemanageriskandprovideareturntoourclientsandshareholders(5).Werecognizethatwecanonlybesuccessfulwhentheindividuals,companies,communities,andemployeesweservearesuccessful
(1).”
Theauthorcritiquerevealsthattheexistingstatementlacksfivecomponents:
#2,3,4,6,and9.AproposedmissionstatementforBankofAmericathatincludestheninecomponentsandmeetsthetencharacteristicsisgivenbelow:
BankofAmericaaspirestobethegloballeaderindeliveringfinancialandinvestmentsolutions(2,3)forindividuals,smallbusinesses,corporations,andmunicipalities
(1).Weincorporatethelatesttechnology(4),actresponsibly(6,7),appreciateourdedicatedemployees(9),strivetoenhancethecommunitiesweserve(8),andseektogrowandprosperforourshareholders(5).(49words)
ExternalFactorEvaluation(EFE)Matrix
CompetitiveProfileMatrix
FinancialRatioAnalysis
InternalFactorEvaluation(IFE)Matrix
Strength-Weakness-Opportunity-Threat(SWOT)Matrix
SOStrategies
1.Invest$800millioninunderwritingactivitiesinGermany(S2,S4,S9,O1).
2.Formcontractswith30newathleticteamstoprovidecreditcardswiththeathleticteam’slogopresentonthecard(S3,S7,S10,O5,O8).
3.Invest$200millionadvertisingtocustomersthebenefitsofswitchingallassetstoBankofAmericaduetotheequity-tradingplatformofMerrillEdgeandothersavingsbenefitswhenthetwoaccountsarecombined(S1,S3,S6,S7,O4,O5,O6,O7).
4.ExpandtheunderwritingbusinessintheUSAby$600millionasthestockmarketisatanall-timehigh(S4,O2).
WOStrategies
1.Increasecapitaltomergersandacquisitionsby$600million(W8,O2).
2.Invest$800millioninunderwritingactivitiesinGermany(W1,W2,W3,O1).
3.DivestthepoorestperformingassetsintheGlobalWealth&
InvestmentManagementdivision(W3,O5,O8).
STStrategies
1.Invest$1,200millionintheGlobalMarketsdivisionwithfocusonclientsinthecurrencybusinesstobettertakeadvantageofwildcurrencyswings(S3,S8,T1,T2,T3).
2.Continuetodivestallunderperformingbusinesses(S3,S5,S7,T3,T4,T6,T10).
3.Invest$500milliontohelppreventcybercrime(S1,S2,S3,S5,T7).
4.Instituteasmallannualfeeonmostcreditcards(S10,T8,T9).
WTStrategies
1.DivestthepoorestperformingassetsintheGlobalWealth&
InvestmentManagementdivision(W3,T1,T2,T10).
2.IncreasepresenceinEasternEuropeby$500million(W4,W5,T1,T2,T6).
3.Increasecapitaltomergersandacquisitionsby$600million(W8,T1,T2).
4.Hire50newexpertsanddevoteincreasedcapitaltoproducingthesinglebestbankingmobileplatformontheplanet(W1,W2,W10,T4,T5,T9,T10).
StrategicPositionandActionEvaluation(SPACE)Analysis
BostonConsultingGroup(BCG)MatrixAnalysis
1.ConsumerBanking
2.GlobalWealth&
InvestmentManagement
3.GlobalBanking
4.GlobalMarkets
Note:
RegardingBOA’sRMSP,JPMorganistheleaderinDivision1and2.Forpurposesofthisnote,thedivisionnamesBOAuseswereused.Theremaybeslightdifferencesinhowthetworivalfirmsallocatebusinessesacrosssimilardivisionnames.
Internal-External(IE)MatrixAnalysis
1.ConsumerBanking
2.GlobalWealth&
3.GlobalBanking
4.GlobalMarkets
GrandStrategyMatrixAnalysis
QuantitativeStrategicPlanningMatrix(QSPM)Analysis
1.Strategy1:
Increasecapitaltomergersandacquisitionsby$600million.
2.Strategy2:
Invest$800millioninunderwritingactivitiesinGermany.
RecommendationswithAssociatedCosts
1.Increasecapitaltomergersandacquisitionsby$600million.
2.Invest$800millioninunderwritingactivitiesinGermany.
3.DivestthepoorestperformingassetsintheGlobalWealth&
InvestmentManagementdivision.
4.Invest$1,200millionintheGlobalMarketsdivisionwithfocusonclientsinthecurrencybusinesstobettertakeadvantageofwildcurrencyswings.
5.Invest$500milliontohelppreventcybercrime.
6.Hire50newexpertsanddevoteincreasedcapitaltoproducingthesinglebestbankingmobileplatformontheplanetforaninvestmentof$500million.
TotalInvestment=$3,600million
OrganizationalChartAnalysis
Chapter7presents15guidelinesfordevelopinganeffectiveorganizationalchart,asfollows:
1.Insteadofchairmanoftheboard,makeitchairpersonoftheboard.
2.Makesuretheboardofdirectorsrevealsdiversityinrace,ethnicity,gender,andage.
3.MakesurethechairoftheboardisnotalsotheCEOorpresidentofthecompany.
4.MakesuretheCEOofthefirmdoesnotalsocarrythetitlepresident.
5.Reservethetitlepresidentforthedivisionheadsofthefirm.
6.IncludeaCOOifdivisionsarelargeorgeographicallydispersed.
7.MakesureonlypresidentsofdivisionsreporttotheCOO.
8.MakesurefunctionalexecutivessuchasCFO,CIO,CMO,CSO,R&
D,CLO,CTO,andHRMreporttotheCEO,nottheCOO.
9.Makesureeveryexecutivehasoneboss,solinesinthechartshouldbedrawnaccordingly,assuringunityofcommand.
10.Makesurespanofcontrolisreasonable,probablynomorethan10personsreportingtoanyotherperson.
11.Makesurediversityinrace,ethnicity,gender,andageiswellrepresentedamongcorporateexecutives.
12.Avoidafunctionaltypestructureforallbutthesmallestfirms.
13.Decentralize,usingsomeformofdivisionalstructure,wheneverpossible.
14.UseanSBUtypes
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