4Evaluacion de Decisiones Estrategicas II
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Transcript of 4Evaluacion de Decisiones Estrategicas II
EVALUACION DE DECISIONES ESTRATEGICAS II
Asignatura de Ingeniería Empresarial 2do semestre 2008
Escuela de OOCC UCENTRALDe Patricio del Sol
Rentas en ambientes competitivos
compromisos y flexibilidadPosicionamiento: énfasis en la
ventaja competitiva
Rentas en Ambientes Competitivos• Ghemawat recopiló las rentabilidades de
700 negocios en EEUU, 10 años, los ordenó en forma decreciente según ROI, luego los separó en dos grupos del mismo tamaño.
Grupo 1 Grupo 2
Alto Retorno Bajo Retorno Diferencia
39%, 1er año 3% 36%
21,5%, 10º año 18% 3,5%
10 años La dif. cayó 10 veces
Mercados Competitivos
1. Muchas empresas y ninguna influye en el precio.
2. Costos de producción iguales en todas las E3. Muchos consumidores y ninguno influye en
el precio.4. Plena información de “p”5. En el L.P. las E/S de las empresas de la
industria no tiene costo.
D
O
pcmg
cme
q P=cmg
Cme=CT/qPhi=q*(p-cme)
• Equilibrio C.P.
D
O
p
cmg
cme
q
Phi<0
• Equilibrio L.P.
D
O’
P’
cmg
cme
q
O
Ingresan nuevas E, si cae p
p
Abandonan el mercado, si sube p
P=cme Phi=0, en L.P
CompetidoresActuales
CompradoresProveedores
Sustitutos
NuevosParticipantes
Poder deNegociación
de Proveedores
Rivalidad de competidores
actuales
Amenaza de Sustitución
Poder deNegociaciónde Compradores
Elementos de la estructura de la industria
Amenaza de nuevos participantes
Identifying the Components ofa Single-Business Company’s Strategy
Efforts to buildcompetitiveadvantage
Planned, proactive moves to outcompete rivals
Responses to changingconditions
Scope ofgeographiccoverage
Collaborativepartnerships andstrategic alliances
R&D strategy
Supply chain management strategy
Manufacturing strategy
Humanresources strategy
Finance strategy
BusinessStrategyFunctional Strategies
Marketingstrategy
Factors Shaping theChoice of Company Strategy
Company’s Strategic SituationCraftthe
strategy
External Factors
Internal Factors
Social, political,
regulatory and
community factors
Competitive conditions
and industry attractiveness
Company opportunities and threats to
company’s well-being
Resource strengths,
capabilities, and
weaknesses
Influences of key
executives
Shared values and company
culture
Identify and
evaluate alternatives
Determine relevance of internal
and external factors
Social, Political, Regulatory,and Community Factors
• Pressures from special interest groups• Glare of investigative reporting• Health and nutrition concerns• Concerns about alcohol and drug abuse• Sexual harassment• Corporate downsizing• Impact of plant closings on communities• Rising/falling interest rates• Economic conditions (good or bad)• Trade restrictions, tariffs, and import quotas
Competitive Conditions andIndustry Attractiveness
• A company’s strategy has to be responsive to – Fresh moves of rival competitors
– Changes in industry’s price-cost-profit economics
– Shifting buyer needs and expectations
– New technological developments
– Pace of market growth
Strategic Management Principle
A company’s strategy can’t produce real market success unless it is well-matched to
industry and competitive conditions!
Company Opportunities and Threats
• For strategy to be successful, it has to
– Be well matched to capturing a company’s best opportunities
– And help counteract threats to the company’s well-being
Company Strengths, Competencies, and Competitive Capabilities
• A company must have or be able to acquire the resources, competencies, and competitive capabilities needed to execute the chosen strategy
• Resource deficiencies, gaps in skills, and weaknesses in competitive position make pursuit of certain strategies risky or altogether unwise
A company’s strategy ought to be grounded in its resource strengths and in what it is good at doing (its
competencies and competitive capabilities); it is perilous to discount
the competitive liabilities of company’s resource deficiencies and
skills gaps!
Strategic Management Principle
Ambitions, Philosophies, and Ethics of Key Executives
• Managers generally stamp strategies they craft with their own personal– Ambitions
– Values
– Business philosophies
– Attitudes toward risk
– Ethical beliefs
I believe we should be
#1!
Shared Values and Company Culture• Values and culture often shape
the strategic moves a company will– Consider – Reject
• It is generally unwise for a company to undertake strategic moves which conflict with– Its culture – Values widely shared by managers and
employees
Hewlett-Packard’sBasic Values: “The HP Way”
• Sharing firm’s success with employees• Showing trust and respect for employees• Providing customers with products or services of the
greatest value• Being genuinely interested in providing customers with
effective solutions to their problems• Making profit a high stockholder priority• Avoiding use of long-term debt to finance growth• Individual initiative, creativity, & teamwork• Being a good corporate citizen
Linking Strategy With Ethics• Ethical and moral standards go beyond
– Prohibitions of law and
– Language of “thou shalt not”
• Ethical and moral standards involve
– Issues of duty and
– Language of “should and should not do”
Tests of a Winning Strategy
• GOODNESS OF FIT TEST– How well is strategy matched
to firm’s situation?
• COMPETITIVE ADVANTAGE TEST– Does strategy lead to sustainable
competitive advantage?
• PERFORMANCE TEST– Does strategy boost firm performance?
Strategic Management Principle
To be a real winner, a strategy must
1.Fit the enterprise’s internal and external situation
2.Build sustainable competitive advantage
3.Improve company performance