Strategijski izbor: metode i evaluacija

L 7, 8 i 9 EFBL, December, 2010

Ciljevi predavanja
Identifikacija nivoa i metoda strategijskih pravaca/izbora..., organski rast, spajanje i akvizicija, i strategiski savezi... Tri kriterija uspjesnosti za ocjenu strarategijkih opcija: pogodnost, prihvatljivost i izvodljivost Korienje niza tehnika za procjenu strategiske opcije

Importance of corporate cultural

Managers have a set of core beliefs and assumptions which are specific and relevant to the organisations in which they work This has been called ideational (the process of creating new ideas) culture, a mind set, an interpretive schema, a recipe or paradigm This paradigm as a filter to the ways decisions are made

 Organizational culture includes

ideational and material elements.

Ideational culture refers to ideas, symbols, values, norms, principles, beliefs, ways of feeling, thinking and acting, as well as a stock of knowledge and a world view constructed by a group which, over time become convention. Material culture comprises the material products of a culture, as well as the tools used to construct the artefacts in question:
physical buildings of the bureaucracy, plus the tools available for public servants to do their job, such as offices, desks, files, paper, pens, information systems, telephones, faxes, computers and the like

The Cultural Dimension

A way of doing things in the organisation guides strategic direction Strategies evolve in terms of a core set of shared assumptions based on past experience, values and beliefs held by the organisations members The shared assumptions guide
the selection of goals and objectives the identification of strategic issues the selection of information the selection of strategies

The Roots of Culture

Geography Organisations core activity Organisations History Organisations structure

Three Layers of Culture (1)

Values
often written down statements about purpose, mission, objectives usually general/vague (e.g. equal employment opportunities)

Beliefs
more specific usually overt/talked about e.g. the company should not trade with some countries

Three layers of culture (2)

Taken-for-granted assumptions
this is the real core of culture difficult to identify and explain often linked to the raison d'tre of the organisation (e.g. police forces are needed to catch criminals) Insights into the paradigm can be gained by analysing the elements of the Cultural Web

The Cultural Web

Stories

Symbols

Rituals and routines

The Paradigm

Power structures

Control systems

Organisational structures

Forms of Reality
Employee Reality
Symbols

Stories

Rituals & routines Power structure

Control system

Organisation structure

Management Reality

Exhibit 10.4 Strateke opcije

Okviri Stratekog izbora (SI)

Nivoi SI Upravljanje portfolijem i netvorkom Poslovni nivo SI Diferencijacija Liderstva Kulturni uticaj

Razlika izmeu korporativne i biznis stratgeije

atraktivnost industrije

Na izbor
Nivo profita iznad nivoa konkurentnosti

(Kompanije)

Korporativna stratgeija

Kako se stvara profit

Kunkurentska prednost

Kako postici odrati konkurentno st ?

Biznis stratgeija

Korporativni nivo
Efikasne odluke oko djelatnosti firme Proizvodni obim kako/u kojoj mjeri firma treba da bude specijalizovana? Geografski obim Koje je najbolje geografsko irenje firme i njenih aktivnosti? Vertikalni obim koje su to vertikalne aktivnosti koje firma treba da obuhvati?

Funkcije korportaivnog nivoa menadmenta

Upravljanje korporativnim portfolijem
Smjernice i kontrola pojedinih preduzea Upravljanje veza izmeu kompanije

odluke oko diverzifikacije, investicija i alokacija resursa na pojedine dijelove korp.

Asistiranje u formulaciji biznis stratgeije Monitoring i kontrola poslovanja

podjela i transfer resursa i sposobnosti

Model za planiranje portfolija: The BCG Growth-Share Matrix

HIGH Earnings: Earnings: Cash flow: Strategy: high stable, growing neutral invest for growth Cash flow: Strategy: low, unstable, growing negative analyse to determine whether business can be grown into a star, or will degenerate into a dog low, unstable neutral or negative divest

Annual real rate of market growth (%)

? ?

Earnings: Cash flow:

high stable high stable

Earnings: Cash flow: Strategy:

Strategy:

milk

LOW

HIGH

Relative market share

LOW

Strategija biznis nivoa

Konkuretnost firme u okviru industrije ili trita Ako firma prosperira u okviru industrije ili trita mora uspostaviti konkurentsku prednost nad rivalima

Izvor konkurentske prednosti

Prednost troskova

Kunkurentska Prednost Diverzifikacija

Strategijski izbori konceptualni pristupi

Competitive Advantage Michael Porter
Overall Cost Leadership

The Discipline of Market Leaders Treacy and Wiersema

Operational Excellence

Differentiation
Focus

Product Leadership
Customer Intimacy

Liderstvo u trkovima
Cijene proizvoda jednake ili iste kao kod konkurenata iz razloga niih trokova Ulazak na novo trite sa niim cijenama od konkurenata Ova politika je vrlo korisna u okolnostima kada je trite osjetljivo na cijene To moe da sprijei ulaz novih firmi na trite

EasyJet: no-frills strategija strategija zasnovana na cijeni Osnovan 1995 2003- 74 aviona, 105 ruta, 38 aeordora, 20mil putnika PA Pozadian uspjeha, smanjenje trokova kozmentke no frills Promet 1.4milij profit 144mil Business model: sigurnost i servis, utkan u nagalen i dinaminu polsovnu kulturu u cilju kontinuiranog rasta

Kljuni aspekti biznis modela I

Zgusnuti raspored od take A do take B Povezivanje glavnih aerodroma Velika frenkventost Atraktivni za poslovne ljude i odmor Izraen i uoljiv brend podran sa inovativnom promocijom Dinamine cijene prevoza Jednostavna struktura: ranije bukirate manje platite Cilj biti naj-jeftiniji na ruti Ditirano potranjom, yield menadment sistem, maksimalna iskoritenost kapaciteta, potpuna kontrola inventara 100% direktna prodaja
eJ ne plaa proviziju posrednicima Preko 90% prodaje on-line

Kljuni aspekti biznis modela II

Efikasnost iskoritenosti kapaciteta Veliki, moderni, ekonomini i relativno environmtaly friendly avioni Novi Airnus A319 avioni kombinovani sa penzionisanim, starom generacijom Boeing 737 skelabilnost prostor za rast biznisa Odriv visoki nivo rasta je skelabilnost operatinosti kompanije Ovo smanjuje marginalne trokove inkremtalnog rasta

Differentiation
A differentiation strategy is based upon persuading customers that a product/service is superior to that offered by competitors Products/services will command a premium price Above average profits can be earned Also creates an additional barrier to entry to new businesses wishing to enter the industry

Focus
A focus strategy is aimed at a segment of the market for a product/service rather than at the whole market Requires a lower investment in resources compared with a strategy aimed at an entire market It allows specialisation and greater knowledge of the segment being served It makes entry to a new market less costly and more simple

Karakteristike liderstva u trokovima i strategije diverzifikacije

Izvorna strategija COST LEADERSHIP kljuni elementi
Scale-efficient plants. Design for manufacture. Control of overheads & R&D. Avoidance of marginal customer accounts. Emphasis on branding and brand advertising, design, service, and quality.

potrebe za resursima i organizacijom

Access to capital. Process engineering skills. Frequent reports. Tight cost control. Specialization of jobs and functions. Incentives for quantitative targets. Marketing. Product engineering. Creativity. Product R&D Qualitative measurement and incentives. Strong cross-functional coordination.

DIFFERENTIATION

Game theory: Dilema zatvorenika Ne priznaje 5, 5 10, -4 Priznaje -4, 10 1, 1

Ne priznaje Priznaje

U biznis, priznati/ne priznati moe biti strategija zajednickog interesa i strategija sebinosti

This game has fascinated game theorists for a variety of reasons:. Firstly, it is a simple representation of a variety of important situations. For example, instead of confess/not confess we could label the strategies "contribute to the common good" or "behave selfishly. game could describe the alternative of two firms competing in the same market, and instead of confess/not confess we could label the strategies "set a high price" and "set a low price." Naturally it is best for both firms if they both set high prices, but best for each individual firm to set a low price while the opposition sets a high price. Secondly, it is self-evident how an intelligent individual should behave. No matter what a suspect believes his partner is going to do, it is always best to confess. If the partner in the other cell is not confessing, it is possible to get 10 instead of 5. If the partner in the other cell is confessing, it is possible to get 1 instead of -4. Yet the pursuit of individually sensible behavior results in each player getting only 1 unit of utility, much less than the 5 units each that they would get if neither confessed. This conflict between the pursuit of individual goals and the common good is at the heart of many game theoretic problems.

 A thirdly, it changes in a very significant way if the game is repeated, or if the players will interact with each other again in the future. For example that after this game is over, and the suspects either are freed or are released from jail they will commit another crime and the game will be played again. In this case in the first period the suspects may reason that they should not confess because if they do not their partner will not confess in the second game...this conclusion is not valid, since in the second game both suspects will confess no matter what happened in the first game.
However, repetition opens up the possibility of being rewarded or punished in the future for current behavior, and game theorists have provided a number of theories to explain the obvious intuition that if the game is repeated often enough, the suspects ought to cooperate.

Hibridna strategija
Bazira se na diferenciranju i nioj cijeni Prednost u ovim situacijama
Veliki obim Strategija ulaza ...

Primer IKEA
Prednosti u odnosu na konkurenciju?

ta je strategijska methoda?
Strategijka methoda je nain za sprovoenje strategije.

Organski rast/razvoj

Spajanje i akvizicija

Strateki savezi

ta je organski rast / razvoj?

Organski rast ili razvoj je nain za ostvarivanje strategije organizacije na osnovu njenih vlastitih kapaciteta / sposobnosti

Razlozi za koritenje organskog rasta /razvoja

Specifinost proizvoida (visoke tehnike karaktresitike) Znanje i sposobnost razvoja Blagovremeno investiranje u rast i razvoj Minimiziranje poremeaja na traitu Priroda trita

ta je spajanje i akvizicija?
Spajanje je obostrano dogovoreno rjeenje za formiranje joint veture izmeu dvije organizacije sa zajednikim vlasnitvom

Akvizicija je metod u kojoj jedna organizacija preuzima vlasnitvo nad drugom

Motivi za spajanje i akviziciju u kontekstu poslovnog makrookruenja

Brzina ulazka na trite Nivo konkuretnosti

Mogunosti konsolidacije

Finacijsko trite

Motivi za spajanje i akviziciju u kontekstu sposobnosti organizacije

Iskoritavanje postojeih staretegijskih sposobnosti

Efikasnost troova

Sticanje novih sposobnosti

Oekivanja interesnih grupa od spajanja i akvizicije

Oekivanja institucionalnih itneresnih grupa

Menaderske ambicije

Spekulativni motivi

Pitanjima koja se tiu uspjeh akvizicije i spajanja

Dali akvizicija otvara nove mogunosti za organizaciju? Moe li se poboljati predanost (ambicije) (operativnih) menadera? Dali e oekivana sinergija biti realizirana? Da li postoje problemi kulturnih razlika i povezivanja dviju organizacija?

ta je strateki savez?
Strateki savez nain na koji dvije ili vie organizacija udruuje resurse i aktivnosti sa ciljem realizacije i sprovodjenja strategije.

Motivi koji potiu formiranje stratekih saveza

Potreba za stavarenje kritine mase Ko-specijalizacija Sticanje znanja iskustava

Tipovi stratekih saveza

Joint ventures Franchising

Consortia
Networks

Licensing
Subcontracting

Exhibit 10.3 Types of Strategic Alliance

The Ansoff matrixmogunost/strategija rasta companije

Kriteriji uspjenosti stratekih opcija

Pogodnost

Prihvatljivost

Izvodljivost
Stratke mogunosti

Strateko Performanse-oekvani rezultatai pozicioniranje

Pogodnost
Pogodnost ili priklandnost se odnosi na ona pitanja koja adresiraju uslove/ okolnosti u kojma org posluje strateko pozicioniranje Ukljuuje detaljnu analizu poslovnog okruenja, strateke sposobnosti i racionalnost (obrazloenje) Za razumijevanje pogodnosti stratekih opcija moemo koristiti koncepte stratekog pozicioniranja

Koncepti za razumijevanje stargeijske pogodnosti (pogledati originalnu tabelu u kljizi!!!)

PESTEL razumijevanje: mogunosti rasta/stagnacijeadresiranje okolnosti e.g konvergencija industrije (vertikalna intregracija) Scenariji neizvjesnost i rizik potreba za rezervnim planom 5-snaga snage konkurentnosti razvoj barijera za nove biznise Strategijske grupe atraktivnost SG, mobilnost prepreka ptreba za re-pozicioniranjem u bolju SG Centralne sposobnosti org.- baza konkurentskih prednosti eliminacija slabosti, exploatacija snaga Lanac vrijednosti: potreba za vertikalnom integracijom ili outsoucing kako e se postii vertikalna integracija Mapiranje intresnih grupa mapiranje IG, mo inetresa- konsekvence za pojedine IG Mreza kulturnih elemenata stavrna prihvatljivost uticaj na izvodljivost upravljavanje kulturnim razlikama

Primjeri pogodnosti
Strateke opcije
Pravci konsolidacija, trina penetracija, razvoj proizvoda, razvoj trita, diverzifikacija Metode organski (interni) razvoj, spajanje / akvizicija, joint development (udruivanje sposobnosti)

Potrebno je odgovoriti na pitanje: Zato su ove opcije pogodne u pogledu okruenja, sposobnosti i oekivanja (analiza svih) TOWS matrica-identifikacija str. Opcija

External Opportunities (O) 1. 2. 3. 4.

Internal Strengths SO (S) "Maxi-Maxi" 1. Strategy 2. 3. Strategies that use 4. strengths to maximize opportunities. Internal Weaknesses (W) 1. 2. 3. 4. WO "Mini-Maxi" Strategy Strategies that minimize weaknesses by taking advantage of opportunities.

External Threats (T) 1. 2. 3. 4.

ST "Maxi-Mini" Strategy Strategies that use strengths to minimize threats.

WT "Mini-Mini" Strategy Strategies that minimize weaknesses and avoid threats.

Razumijevanje relativne pogodnosti strategijskih opcija

Methoda Rangiranje (esto se bazira na SWOT analizi), metoda monitoringa implementacije strategije Stablo odluivanja Sposobnost Ocjena opcija u odnosu na faktore uspjenosti koji se odnose na okruenje, resurse i oekivanja Rezultati rangiranja za svaku opciju Progresivna eliminacija opcija sa ukljuivanjem novih zahtjeva koje je potrebno ispuniti Opcije su uskladu sa dodatnim scenarijima (rezervni plan)

Scenariji

Prihvatljivost
Ishod strategije i oekivani rezultati. Tri osnovna tipa:
Povrat investicija Rizik Reakcija IG- politika dimenzija strategije

Neki od kriterija za procjenu prihvatljivosti stratekih opcija

Kriterij Povrat inv. Profitabilnost Konceptualno razumijevanje Primjer Ogranienost

Povrat finc. investicija glavnih projekata

ROC (return capital employed) Period odplate DCF (discounted cash flow)
Glavni infrastrukturni projekti Realne mogunosti za analizu Udruivanje/akvizicija Proocjena novih investicija (biznis) break- even analiza Uticaj na likvidnost ta ako? analiza

Aplikativno za diskretne projekte Samo opipljive trokove/benefit

Mjerljivost/kvatificiranje

Cost-benefit Realne mogunosti SVA (Analiza akcionarskih vrijednosti) Rizik Finacijska racionalna projekcija Analiza senzitiviteta

Ukupni cost-benefit ukljuujui neopipljive vrijednosti Sekvence odluivanja Uticaj nove strategoje na akcionarske vrijednosti

Tehniki detalji

Robustnost strategije

Testiranje predpostavki/robustnosti

Odvojeno testiranje pojedinih faktora

Reakcija IG-

politika dimenzija strategije

Mapiranje IG

Uglavnom kvalitativno

Assessing Profitability: Return on Capital Employed employed resources

Exhibit 10.8 Assessing Profitability: Payback Period cash injected

Exhibit 10.8 Assessing Profitability: Discounted Cash Flow

Exhibit 10.10 Measures of Shareholder Value

Reakcija Intresnih grupa

Financijsak rekonstrukcija Akvizicija / povezivanje Novi Biznis modeli

Outsourcing

Izvodljivost
Centralno pitanje je: dali je org sposobna ili ima resurse za realizaciju stratgije
Financijska izvodljivost prognoza protoka sredstava i potrebnih fondova (break-even analiza), nije pouzdan ali koristan ako se sprovodi aurno (spreadsheet) Razvoj resursa (kako da razvijemo jedinstevene i core sposobnosti)

Zakljuak
Tri generalne metode za razvoj strategije su organski razvoj, spajanja i akvizicija, i savezi Uspjeh ili neuspjeh strategija e zavisiti od uspjenosti kriterija prikladnosti, prihvatljivost i izvedivost strategija konkurentnosti, pravci i metode strategija moraju biti usklaeni

Key Debate: Merger Madness:

How Wisely is Merger Money Being Spent?

Dodatak
Ovaj dio nije obradjen ali ima indirektne veze sa predhodnim materijalom. bice objasnjeno detaljnije na sledecem predavanju

E-business strategy model building

http://www-935.ibm.com/services/us/cio/ads/fusion/assets/video/ibm_fusion.mp4

THREE LEVELS OF E-BUSINESS STRATEGY MIGRATION

E-BUSINESS STRATEGY CORPORATE STRATEGY SCOPE EXPERIMENTATION INTEGRATION No e-business strategy E-business strategy supports current (as is) corporate strategy e-business strategy not E-business strategy linked to corporate subservient to strategy corporate strategy Departmental/functiona Cross-functional l orientation participation TRANSFORMATION E-business strategy supports breakout corporate strategy E-business strategy is a driver of corporate strategy Cross enterprise involvement (interconnected customers, suppliers and partners) Cost reduction, New revenue streams, business support and new business lines, enhancement of drastic improvements existing business in customer service practices, revenue and customer enhancement satisfaction Business processes People, intellectual capital and relationships, cooperation Supports process Information efficiency and asymmetries use to effectiveness create business opportunities

PAYOFFS

Unclear

LEVERS

Technological infrastructure and software applications Secondary to technology

ROLE OF INFORMATION

E-business Strategy Model

Major Initiate Stages
Outline scope Identify stakeholders Determine schedule

Diagnose-Current environment Industry Company

Competitive business Assessment Benchmark customer E-business Technology business Assess Business Partnerships Current
strategies Assess Relationships Assess e-

Establish Strategy

Transition
Analyse gap between new and current strategy Factor in change readiness assessment and risk analysis Consider potential industry responses Plot e-business transition strategy milestones

Output Project work plan s

technology Assess business Partnerships Current bus strategies ranking Opportunities Strengths and and threats weaknesses rankings rankings

Match current business strategies with industry opportunities and threats and company strengths and weaknesses SWOT matrix Brainstorm alternative ebusiness strategies E-business strategy

E-business transition strategy

Adapted from Hackbarth & Kettinger , 2000

E-business Strategy Model

Stage 1 : Initiate Outline scope Identify stakeholders Determine schedule Output : Workplan

E-business Strategy Model

Stage II Diagnose - Company Analysis Identify current business strategies Assess customers relationships Assess suppliers relationships Assess company e-business technologies Use value chain to identify areas where IT can add value Output : SWOT analysis

Stage III - E-Business Strategy

Strategic Priorities Ranking

Company Opportunity / Threat ranking

SWOT Assessment Evaluate E-business strategies

Industry Strength / Weakness ranking

E-Business Strategy
Adapted from Hackbarth &

Stage IV - Transition
Minus E-business strategy Status quo Strategy Equals

Gap
Factor in cost/ benefit risk analysis

Factor in change
readiness assessment

Analysis gap difference between e-business strategy and current strategy Consider potential industry responses Plot e-business transition strategy including recommended courses of action and milestones E-business Transition Strategy
Adapted from Hackbarth and Kettinger , 2000