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Lecture 7 - Strategic Management
Lecture 7 - Strategic Management
Management
Lecture 7
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Lecture Outline
1. Define strategic management and explain why it’s important.
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Introduction
Strategies
•Plans for how an organization will do what it’s in
business to do, how it will compete successfully, and
how it will attract and satisfy its customers in order to
achieve its goals.
Strategic management
• What managers do to develop the organization’s
strategies.
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Why is Strategic Management Important
1. It results in higher organizational
performance.
2. It requires that managers examine and
adapt to business environment
changes.
3. It coordinates diverse organizational
units, helping them focus on
organizational goals.
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Strategic Management Process
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Strategic Management Process (cont.)
• Step 1: Identifying the organization’s current
mission, goals, and strategies
– Mission: the firm’s reason for being
• The scope of its products and services
– Goals: Measurable performance targets
– Strategies: have a basis for assessing whether they
need to be changed.
•
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• Step 2: Doing an external analysis
– The environmental scanning of specific and general
environments
• Focuses on identifying opportunities and threats
• Opportunities: positive trends. Threats: negative
trends.
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External analysis-
General environment
nike
9
Strategic Management Process (cont.)
Five force analysis by Michael Porter (for external
analysis)
khả năng cung cấp mặt hàng thay thế samsung có nhiều mặt hàng thay thế với nhiều giá
người bán mới gia nhập vào thị trường có các rủi ro nhất định => tạo thêm sức cạnh tranh cho năng lực mặc cả của các doanh nghiệp khác
trong cùng thị trường => càng nhiều người bán thì càng nhiều mặt hàng thay thế, tạo ra các rủi ro của các mặt hnagf thay thế => càng nhiều
cung thì càng tăng sức mạnh của KH, giá càng giảm => tạo ra các rủi ro cho người bán => ảnh hướng đến sự tồn tại của các doanh nghiệp tồn 10
tại lâu năm
Strategic Management Process (cont.)
Five-Force Analysis
• Threat of New Entrants
– The ease or difficulty with which new competitors can
enter an industry (e.g cost advantages, access to
inputs, economies of scale and strong brand identity)
• Threat of Substitutes
– The extent to which switching costs and brand loyalty
affect the likelihood of customers adopting substitutes
products and services (e.g switching costs)
• Bargaining Power of Buyers
– The degree to which buyers have the market strength to
hold sway over and influence competitors in an
industry.Consumers have power when they are fewer in
number but there are plentiful sellers and it's easy for
consumers to switch.
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Strategic Management Process
Five-Force Analysis (cont.)
• Bargaining Power of Suppliers
– The relative number of buyers to
suppliers and threats from substitutes
and new entrants affect the
buyer-supplier relationship.
• Current Rivalry
– Intensity among rivals increases when
industry growth rates slow, demand falls,
and product prices descend.
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Strategic Management Process
• Step 3: Doing an internal analysis
– Assessing organizational resources,
capabilities, and activities:
• Strengths create value for the customer and
strengthen the competitive position of the firm.
• Weaknesses can place the firm at a competitive
disadvantage.
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Strategic Management Process (cont.)
triển khai thực hiện kế hoạch
15
Levels of Organizational Strategies
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Corporate Strategies
• Corporate Strategies
– Top management’s overall plan for the entire
organization and its strategic business units
kế hoạch của người đứng đầu cho toàn bojoj tổ chức và từng bộ phận kinh doanh
18
Corporate Strategies (cont.)
• Growth Strategy
– Seeking to increase the organization’s business
by expansion into new products and markets.
• Types of Growth Strategies
– Concentration
– Vertical integration
– Horizontal integration
– Diversification
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Corporate Strategies: Growth Strategies
tập trung vào một sp chính, tăng số lượng sp được đề xuất hoặc thị trường được phục vụ
– Focusing on a primary
line of business and
increasing the number
of products offered or
markets served.
• Vertical Integration phát triển theo chiều dọc
– Backward vertical
integration: attempting cố gắng tự kiểm soát nguồn nguyên liệu đầu vào
to gain control of inputs
(become a self-supplier).
– Forward vertical
integration: attempting
to gain control of output
through control of the
distribution. cố gắng kiểm soát nguồn ra thông qua kiển soát việc phân phối 20
Corporate Strategies: Growth Strategies
mở rộng theo chiều ngang hợp tác với đối thủ trong cùng ngành công nghiệp nhằm tăng sức cạnh tranh và giảm cạnh tranh trong ngành.
• Horizontal Integration
– Combining operations with
another competitor in the
same industry to increase
competitive strengths and
lower competition among
industry rivals.
• mởRelated Diversification
rộng bằng cách hợp tác với công ty khác nhưng có liên quan đến ngành
– Expanding by combining
with firms in different, but
related industries that are
“strategic fits.”
• Unrelated Diversification
– Growing by combining with
firms in unrelated industries
where higher financial
returns are possible.
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phát triển bằng cách hợp tác với công ty làm về ngành không liên quan nhưng mang lại lợi ích ích tế cao hơn
Corporate Strategies: Stability Strategies
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Corporate Strategies: Renewal
Strategies
• Renewal Strategies
– Developing strategies to counter organization
weaknesses that are leading to performance declines.
• Retrenchment: focusing of eliminating non-critical
weaknesses and restoring strengths to overcome
current performance problems.
• Turnaround: addressing critical long-term
performance problems through the use of strong cost
elimination measures and large-scale organizational
restructuring solutions.
• What is the difference? Turnaround is bigger scale
than Retrenchment
retrenchment: loại bỏ các điểm yếu không nghiêm trọng và duy trì điểm mạnh để vượt qua vấn đề hiện tại
turnaround: đối phó với các vấn đề tồn đọng nghiêm trọng bằng cách cắt giảm chi phí hoặc tái cơ cấu công ty quy mô lớn.
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Corporate Portfolio Analysis
• Managers manage portfolio (or collection) of
businesses using a corporate portfolio matrix
such as the BCG Matrix.
• BCG Matrix
– Developed by the Boston Consulting Group
– Considers market share and industry growth rate
– Classifies firms as:
• Cash cows: low growth rate, high market share
• Stars: high growth rate, high market share
• Question marks: high growth rate, low market
share
• Dogs: low growth rate, low market share
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BCG Matrix
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Competitive Advantage
• Competitive Advantage lợi ích cạnh tranh
– An organization’s distinctive
competitive edge.
• Sustainable Competitive Advantage
– Continuing over time to effectively
exploit resources and develop core
competencies that enable an
organization to keep its edge over its
industry competitors.
Business (Competitive) Strategies
chiến lược kinh doanh cạnh tranh
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Business Strategies
chiến lược kinh doanh
• Differentiation Strategy
– Attempting to create a
unique and distinctive
product or service for
which customers will
pay a premium.
tạo ra sp hoặc dịch vụ đặc biệt cho những khách hàng mua premium
28
Business Strategies (cont.)
• Focused-cost Strategy
sử dụng lợi ích vốn để khai thác một thị trường khác chứ kp 1 thị trường lớn
– Using a cost
advantage to exploit a
particular market
segment rather a
larger market.
• Focused-differentiation
Strategy
sử dụng lợi ích của sự khác biệt để khải thác một thị trường khác hơn là 1 thị trường lớn
– Using a differentiation
advantage to exploit a
particular market
segment rather a
larger market.
• Best Cost Strategy
– Combine a strategic
emphasis on low-cost
with a strategic
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emphasis on
sự kết hợp giữa tiết kiệm vốn và sự khác biệt
Business Strategies (cont.)
công ty không thể phát trieenrduf đã giảm vốn và khác biệt sẽ bị stuck và không có cơ hội thành công
30
Current Strategic Management Issues
lãnh đạo chiến lược:
khởi xướng thay đổi initiate changes that will create a viable and valuable
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Terms to Know
• strategic management • corporate strategy
• Strategies • growth strategy
• strategic management • related diversification
process • unrelated diversification
• mission • stability strategy
• opportunities • renewal strategy
• threats • retrenchment strategy
• resources • turnaround strategy
• capabilities • BCG matrix
• core competencies • business or competitive
• strengths strategy
• weaknesses • strategic business units
• SWOT analysis • competitive advantage
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Terms to Know (cont’d)
• cost leadership strategy
• differentiation strategy
• focus strategy
• stuck in the middle
• functional strategies
• strategic flexibility
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