QUAN TRI CHIEN LUOC - MBA

7/30/2019 QUAN TRI CHIEN LUOC - MBA

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TS.Trng c Lc

Trng i hc kinh t quc dnkhoa qun tr kinh doanh

Qun tr chin lc


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Ti liu tham kho

PGS.TS.Ng Kim Thanh, Gio trnh Qun trchin lc, NXBH KTQD - H ni, 2011.

PGS.TS.Ng Kim Thanh, Bi tp Qun trchin lc, NXBH KTQD - H ni, 2011.

PGS.TS.L Th Gii-TS.Nguyn Thanh Lim-Th.s.Trn Hu Hi, Qun tr chin lc,NXBTK, 2008

PGS.TS.Nguyn Ngc Huyn, Chin lc cnh

tranh trong nn kinh t ton cu,NXBHKTQD, 2009


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Ti liu tham kho

Jim Collins v Jerry I.Porras, Xy dng trng tn, NXBtr,2008

Jim Collins v Jerry I.Porras, T tt n v i, NXB tr, 2008 W.CHAN KIM-RENEE MAUBORGNE-CHIEN LUOC DAI DUONG

XANH-NXB Tri thc-2006

B sch ca M.Porter:Chin lc cnh tranh(1980)Li th cnh tranh(1985)Li th cnh tranh quc gia(1990)

NXB tre-PACE, 2009 Jean-Marie Ducreux, LA STRATEGIE D'ENTREPRISE

EN MILIEU CONCURRENTIEL, Cours MBA, CFVG,2010

.


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Phng php nh gi

Bi tho lun theo nhm v trnh by:40%

Bi thi ht mn: 60%

- Vit lun v lin h thc tin: 30%

- Tr li ng, sai v gii thch: 40%

- Phn tch tnh hung, tnhton:30%


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Mc tiu mn hc

Trang b v nng cao nhng ni dung cbn v c h thng v CL v quy trnh,cch thc xy dng chin lc cng nh t

chc thc hin CL trong diu kin hinhp hin nay; Cung cp cc k nng v kin thc trong

vic s dng cc cng c phn tchchin lc;

Hc vin c mt tm nhn, quan im dihn trong iu hnh v lm ch doanh

nghip ca mnh.


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Qun trchin lc

Cctrngphi

quntrCL

Tmnhnvs

mnh

Cck

thutphntch

chinlc

Ccloi

chin

lccaDN

Trnhbytnh

hungcanhm


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Dn nhp...

Cu chuyn t thc tin...

Kt lun: T t duy n hnh ng vt l thuyt n thc t. Th trng, chin lc, c cu: Cnh

tranh v gi tr gia tng, nh v v phttrin doanh nghip-Tn Tht NguynThim-TTKTCA-Thi Bnh Dng-2003


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Dn nhp

Bc tranh: Un Hussard Chargeant

Theodore Gericaut(1791-1824)

1814, ti Salon de Peinture Paris

ln u tin treo bc tranh trn i a s cc nh ph bnh cho rng bc tranh c vn

v b cc: gy , t on, khng lin mch

1842, 18 nm sau khi ha s qua i vn mi sng

t v s t on v gy qua Hi k ca Batissierv cng trnh nghin cu ca GS. Michelet


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C 1:Cc trng phi qun tr chin l-c

Chin lc

Ngun gc ca chin lc Quan nim v chin lc


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Ngun gc ca chin lc...

Chin lc c t luMt hc gi Trung Quc

Sun Tzu,

m t cc nguyn tc cacuc chin tranh 500 nm trc cng nguyn


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Ngun gc...

Ete 216 avant J.C., seconde guerre punique. Hannibal,commandant de Carthage dans la bataille contre Rome,traverse les Alpes puis les plaines de l'italie du nord. Dans savolont de conqurir l'empire, il pouesuit deux buts: ladestruction du systeme romain d' alliances, et ventuellemnt lesige de Rome .

premire tape : la bataille de Cana . Bien qu' Hannibal soit eninfriorit numrique , il a vaincu les lgions romaines grce lastratgie de la "pince" .


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chin lc

Chin lc c ngun gc t lnh vc qun s

Quan nim:*. Chin lc l ngh thut chin u v tr u th

*. Chin lc l ngh thut phi hp cc phng tin chin thng


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Thc tin kinh doanh: nhiu doanhnghip bin mt..


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Du nhp sang lnh vc kinh doanh

Nhiu quan nim khc nhau v chin lckinh doanh v qun tr chin lc: Chandler (1962):

xc nh cc mc tiu, mc ch c bn dihn

p dng mt chui cc hnh ng, phn b cc ngun lc cn thit


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Quinn(1980).Chin lc l m thc hay k hoch tch

hp cc mc tiu chnh yu, cc chnh sch,v chui hnh ng vo mt tng th c

c kt mt cch cht ch Johnson v Scholes:

Chin lc l nh hng v phm vi camt t chc v di hn nhm ginh li th

cnh tranh cho t chc thng qua vic nhdng cc ngun lc ca n trong mi trngthay i, p ng nhu cu th trng vtha mn mong i ca cc bn hu quan


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M.PORTER:

Chin lc l ngh thut xy dng ccli th cnh tranh vng chc


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Mintzberg: 5 ch P K hoch (Plan): chui nht qun hnh

ng d nh

M thc (Pattern): s kin nh v hnh vi. V th (Position): Ph hp gia t chc vmi trng ca n.

Vien canh(Perspective): tuong lai

Mu lc(Ploy): cch thc hnh x vi i th.


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Chin lcd nh

Chin lcc cnnhc

Chin lckhng thc tChin lcpht sinh

Chin lchin thc


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Qun tr chin lc

Khi nim:Qun tr chin lc l ngh thut v khoa hc ca

vic xy dng, thc hin v nh gi cc quyt nhtng hp gip cho mi t chc c th t c mc

tiu ca n Nhim v:

To lp mt vin cnh Thit lp cc mc tiuXy dng chin lc Thc thi v iu hnh cc chin lc nh gi & iu chnh


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Trng phi chin lc

Nu khng c s phn bit gia qun s v kinhdoanh:

Tip cn qun s:

Tn T, Clausevit Tip cn kinh t v cng nghip:

SCP, LCAG/SWOT, Anssof, BCG, Porter

(4 Prof. ca Harvard:Learned, Chritensen,Andrews v Guth nm 1969)

Tip cn ngun lc(RBV-Resource basedview)

Wernerfelt Hamel & Prahalad


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QU TRNH TIN HATRONG DOANH NGHIP

Giai on 1- Hoch nh ti chnh c bn: skhai

Lp ra h thng ngn sch cho nm sau. Giai on 2 - Hoch nh trn c s d on:

K hoch di hn,c th 5 nm. Giai on 3- Hoch nh hng ra bn ngoi:

Cc nh qun tr cp cao nh gi v cp nht k hochchin lc.

Giai on 4 - Qun tr chin lc: Thng tin chin lc c chuyn qua khp t chc. Tho lun chin lc theo nhm. Cc nh qun tr cp cao c th vn khi s qu trnh

chin lc, nhng chin lc c th xut hin mi nitrong t chc.


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Vai tr ca chin lc

Mc ch ca a phn ln cc DN l to ra ti a gi trcho c ng

Cc ngun gc ca li th cnh tranh thay i theo thigian

-Thay i mI trng- Phn ng li ca i th cnh tranh- Bin i ca nhu cu khch hng- M hnh kinh t mi..........

Chin lc l qun tr li th cnh tranh nyVi cc hot ng ca DN

Vi mi hot ng ring bit(SBU)


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EFFIC

ACES

CLAIRE FLOUE

STRATEGIE

OPERATION

S

QUOI

COMMENT

stratgie claire etoprations efficaces ontcre les succs passs etcontinueront lavenir

stratgie floue et

oprations inefficacesont t synonymesdchec dans le pass etcontinueront

stratgie floue maisoprations efficaces ontpermis de survivre maisne garantissent paslavenir

stratgie claire maisoprations inefficaces ont

parfois march par lepass court terme maisle renforcement de laconcurrence rend le futurincertain

stratgie et oprations


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FORTE

CLAIRE FLOUESTRATEGIE

ENTREPRISEDECLINANTE

ENTREPRISEPROMETTEUSE

ENTREPRISEEXCELLENTE

ENTREPRISECONDAMNEE

stratgie et oprations

EXCELLENCEOPERATIO

NNELLE


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Khng th o ngc

Cc quyt nh tc nghip c th thay i c

Cc quyt nh chin lc l khng th o ng-c(kh khn):

u t v nng lcmua cng ty

bn cng tyng ca nh myv.v..


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Thu hiu khi nim chin lc(Theo M.Porter-2010)

Chin lc khc vi kht vng:+ Chin lc ca chng ti l tr thnh s 1 hay s 2+ Chin lc ca chng ti l tng trng+ Chin lc ca chng tI l to ra siu li nhun cho c ng

Chin lc khng ch n thun l mt hnh ng c th:+ Chin lc ca chng ti l sp nhp vi..+ quc t ha+ thng tr ngnh+ thu ngoi+ tng gp i ngn sch cho R &D..

Chin lc khng phi l tm nhn, hoi bo:

+ Chin lc ca chng ti l cung cp sn phm thng hng..+ Pht trin cng ngh cho nhn loi..

Chin lc xc nh phng php ring ca cng ty trong cnh tranh, vnhng li th cnh tranh lm nn tng cho phng php


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Thot ra khi t tng chin lc truyn thng

Chin lc truyn thng, l cuc chin- Khc bit ha- Chi ph thp- Hi t/Trng tm ha

cuc chin gi c v dn n gim li nhun tng ng ca cc sn phm Lm th no thot ra khi quyt nh

truyn thng khc bit ha/gi c? Suy ngh nh th no bn ngoi chic hp?Think out of box/Thinking outside the box


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Chin lc i dng xanh

Ranh gii ca cc th trng l ng

To dng cc khng gian chin lc mi= idng xanh VS khng gian chin lc hinti= i dnng

Ch ngha p t VS ch ngha phcch

Gi tr v i mi l i tng ca mt plc ng thi


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Chin lc i dng xanh(tip)

Chin lc i dng Chin lc i dng xanh

Cnh tranh trong khong th tr-ng hin ti

Tao ra khong th trng khngc cnh tranh

nh bi i th cnh tranh Lm cho vic cnh ranh tr nnkhng quan trng

Khai thc nhu cu hin ti To ra v nm bt nhu cu mi

Chp nhn nh i gia gi

tr mang li v chi ph b ra

Ph v s nh i gia gi tr-

chi phiu chnh ton b hot ngca t chc theo CL la chn:thc hin hoc l CL KHBhoc l CL CHI PHI THP

iu chnh ton b hot ngca t chc nhm theo uic CLKHB V CP thp


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6 nguyn tc xy dng chin lc i d-ng xanh

Vch li ranh gii th trng

Tp trung vo bc tranh ln, ch khng

vo cc chi tit c th Vt ln nhu cu hin ti

Thit lp trt t u tin v chin lc

Vt qua nhng tr ngi trong ni b tchc

a vic iu hnh thnh chin lc


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Khung kh 6 ng li hnhthnh chin lc i dng xanh

nh hng v cc ngnh sn phm thay th;

nh hng theo cc nhm chin lc trong ngnh;

p ng nhu cu ca cc nhm khch hng khcnhau;

nh hng theo nhng sn phm v dch v bsung;

Ch trng ti mc hp dn v chc nnghoc cm xc i vi ngi mua;

nh hng theo thi gian.


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Tin trnh 4 bc theo chin lci dng xanh

Hnh thnhnhn thc Kho st Trnh bychin lc Truyn ttrong t chc

-So snh hotng KD ca bnvi i th, thngqua vic phctho s CLhin ti;-Tm hiu xemCL ca bn cniu chnh

u?

-Ti hin trng kho st conng dn tiCLDX(6 ngli)-Quan st li thc bit canhng SP v DVthay th;

- Tm ra cc yut cn loi b,hnh thnhhoc thay th

-Phc tho s CL tng lai tkho st;-Nhn phn hiv CL khc nhaut KH ca bn,KH ca i thv c KH timnng;

-S dng nhngphn hi xy dng CL ttnht cho tng lai

-Trnh by bnm t CL trc vsau trn cng mttrang d sosnh;- Ch ng hnhng d n vquyt nhhnh ng a

DN ti gn hn viqu trnh thchin chin lcmi


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Tin trnh chin lc theo quannim truyn thng

Phn chia DN thnh cc SBU; Phn tch mi SBU theo SWOT, m hnh

5 lc lng ca M.Porter, chui gi tr;

La chn chin lc hp l vi mi SBU:Chiph thp, khc bit ha, hi t; Quyt nh bo m ngun lc cho cc

SBU nh cng c nh BCG hocMc.Kingsey

S bin i ca qu trnh kinh doanh,cc SBU mi hnh thnh: Chin lc DH,Lin kt dc, sp nhp, mua li


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Tho lun nhm

Ch : Trao i v tho lun v chin l-c i dng xanh v ly mt tnh hung cth minh ha


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C 2:Tm nhn v s mnh

bn tuyn bs mnh

Nhim v

L do tn ti vmc ch hot

ng ca DN

Mc tiuCL

Mong mun

ca DN trongtng lai

Trit l KDGi tr

nim tinquan im

t tngch o


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Tm nhn,bn sc v chin lc

Stratgies des activits(business strategies)

Stratgie du groupe

(corporate strategy)

Missions Missions Missions MissionsValeurs

Valeurs

Vision


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Bn sc l li th cnh tranh duy nht m n khng cth thay th c "

Michael Dell

Thit k

Cng ngh

B quyt

Vn thng mi

K nang qun tr

T h


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Tm nhn-Bn th dc ang xy mt con ng di , vi cng mt cu hi:

Bn ang lm g?"

Ngi th nht tr li:"Ti c " , Thm vi bc chn, ngi th hai tr li

Ti nui sng gia nh ti, Mt vi bc chn na, th c th ba

c cu tr li: Ti ang xy dngnh th".

n ngi th c th t s ni rng: Ti n vi Cha".


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Thc cht tm nhn

Vi 1 doanh nghip, mt tm nhnchin lc l s s th hin tham vng vnti trong tng lai t hin ti.

Mt tng lai m DN s mong mun h-ng ti bng hnh ng


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Hnh thnh tm nhn

-Hnh thnh mt tm nhn l mt ngh thut kh khn nhng l mtnhim v ca TG v cac chin lc gia

-Mt tm nhn cn phi cho php tr li mt s cu hi nn tng nh-: chung ta mun i n u trong 10 nm ti? Chung ta mun tptrung vo ci gi? Chng ta mun huy ng ci g?

- Khng c tm nhn ri ro l s pht trin trong tng lai khng thnhhin thc-Mt tm nhn c mt c trng l tng, n cn phi nh hng v thu

ht nhng i tng hu quan ca DN; n khng c thay i thngxuyn. N m t nh hng chung ca DN c t s tip cn logic vphn tch bin chng


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Hnh thnh tm nhn

Hnh thnh tm nhn l nhim v chnh ca nhlnh o, nh chin lc hoc ban gim c

Qa trnh xy dng tm nhn l kh khn; n ihi ng thi tnh khoa hc v sng to, phn tch vm;

Kt qu khng c bo m: 1 tm nhn cn phil ng thi hiu vi mi ngi nhng cng phi

phong ph v su sc hp dn theo thi gian.S hnh thnh ny c th l l s kt tinh mt spha lm vic tp trung v kin tr ch khng phi l ginon v phan tn trong s pht trin di lu


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S mnh

Khc vi tm nhn, s mnh l hng ti hnhng :

"Tm s mnh ca ban v bn s nghethy mt ging ni sau bn: l con -ng, hy i i"(Isaiah la Bible)

Mt t h Nh


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Mt tm nhn... Nhng smnh

Nu 1 Cng ty ch c 1 tm nhn, ngc li n c nhius mnh tng ng vi nhng lnh vc hot ng hocnhng b phn khc nhau. Mt s mnh c 1 phm vithi gian xc nh, n l hin thc sau khi mt s nnglc, mt s ngun lc ca DN c vn dung. S mnh

c c trng kinh t, logic v hp l. N l yu cu vkhng b hn ch trong m t ca thc t. S mnh m t ci m mt DN mong mun tr thnh v

nhn chung bao gm cc yu t sau : nhng th trng,lnh vc phc v, khch hng, sinh li, thanh danh, hnh

ng... Chng ta vn nh v s mnh ni ting rt n ginca Pepsi l:" Battre Coca-Cola!" .


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google

Google a pour mission d'organiser l'chelle mondiale les informations dans

le but de les rendre accessibles et utiles tous


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Microsoft

chez Microsoft,nous nousengageons aider

nos clients atteindre desobjectifs dont ils

pensaient qu'ils ne

seraient jamaiscapables".


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Cc i tng hu quan

Khch hng

Ch s hu

Ngi lao ng

Gim c iu hnh

Nh nc

Cng ng a ph-n

Doanh

nghip


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Trit l kinh doanh

Ton b quan im, t tng,gi tr, nim tin chi phi mi

hot ng ra quyt nhca doanh nghip


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Quan h gia trch nhim x hiv hiu qu kinh t

Mo hinh: X HI(Phc li XH)

KHCH HNG(Tho mn nhu cu)

DOANH NGHIP( Li nhun)

Hi ho


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C 3. Cc k thut phn tch chin lc

Quy trnh xy dng chin lc Cn c xy dng chin lc Cc cng c, k thut phn tch chin lc:

+ Phn tch SWOT;+ Ma trn I.E;+ Ma trn BCG, Mc.Kinsey;+ M hnh kim cng;+ M hnh chui gi tr.


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Ma trn SWOT

S cn thit ca SWOT?

Cc bc ca SWOT?

Nhn xt SWOT


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Ma trn SWOT(tip)Cc im mnh (S)

Lit k nhng immnh quan trng nht tphn tch mi trng nib DN

Cc im yu (W)

Lit k nhng im yuquan trng nht t phntch mi trng ni b DN

Cc c hi (O)

Lit k nhng c hiquan trng nht t phntch mi trng bn ngoiDN

Cc kt hp chin lc

SOTn dng th mnh caDN khai thc cc chi trong mi trng kinhdoanh bn ngoi.

Cc kt hp chin lc

WOTn dng cc c hi bnngoi khc phcim yu bn trong DN.

Cc nguy c (T)Lit k nhng nguy cquan trng nht t phntch mi trng bn ngoiDN

Cc kt hp chin lcSTTn dng im mnhbn trong DN nhm gimbt tc ng ca cc nguyc bn ngoi.

Cc kt hp chin lcWTL nhng kt hp chinluoc mang phng th,c gng khc phcim yu v gim tc

ng (hoc trnh) nguy

MT bnngoi

MT bn trong


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Ma trn BCG: ma trn th phn/tng tr-ng

iu kin:- Mi hot ng c mt t l tng trng ph

thuc vo chu k sng:

+SBU cng tr, u t cng ln

+SBU cng gi, u t cng t

- Th phn cng cao, SBU cng c khNng sinh li. V n tn dng c hiu ngkinh nghim


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Ma trn B.C.G. (Boston consulting Group)

(Stars)

A B

(Question Marks)

C

D (Cash Cows) (Dogs)E

Cao Trung bnhThp

10 10

Th phn tng i

Tc

tngtr

ng

20%

10%

0%

Cao

T.bnh

Thp

Ngi sao

Ch m

Nghi vn

B sa

BCG(tip)


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BCG(tip)

Chin lc ca DN l da vo vic bo dm cc ngun lc c hn theo cch

khng thay i bo m mt li th cnh tranh bn vng

Nhng li khuyn chin lc Lm cho sinh li nhng con b sa T b hoc duy tr khng u t nhng khc g mc Duy tr v th chi phi i vi vng ngi sao

Tng cng gp i hoc t b vng du hi

Ma trn Mc Kinsey


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Ma trn Mc Kinsey

Mnh Trung bnh Yu

Cao

Trungbnh

Thp

Kh nng cnh tranh ca DN

(Business strength)

Sc hp dn

ca ngnh

kinh doanh

(industry

attractiveness)


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Porters Value Chain model


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Porters Value Chain model

Bn bc phn tch chui gi tr: Bc 1: Nhn din cc yu t lin quan bng vic

s dng mt s chui gi tr ni b DN;

Bc 2: M t nhng g m DN lm ti mi hotng; Bc 3: Nhn din cch thc gia tng gi tr ca

mi hot ng v mt l thuyt v phn loi

chng; Bc 4: nh gi cc hot ng bng vic so snhtiu chun vi cch thc tt nht ca i th, cangnh hay quy m l thuyt


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Ma trn IE

Ma trn EFE; Ma trn IFE;

Ma trn IE:

+ So snh vi SWOT;

+ Nguyn tc xy dng.


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Ma trn EFE

Cc yu t thucmi trng bnngoi

Mc quantrng

nh gi im iuchnh

(1) (2) (3) (4)

Lit k cc nhntthuc mi trngkinh doanh(quct,

v m, vi m)

Cho im t 0n 1, imcng cao thnhn t tng ngcng quan trng

1=DN t phnng;2=DN phn ngTB;3=DN phn ng

kh;4=DN phn ngtt

(4)=(2)x(3)

Tng=1.0 Tng=1-4


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Ma trn IFE

Cch thc tip cn, trnh t vn dngging nh EFE. im khc l cc nhn tni b doanh nghip


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Ma trn IE

Cch tip cn ging nh ma trnMc.Kinsey

EFE-Yu

t bn

Ngoi

IFE-Yu t bn trong

Mnh Trung bnh Yu

Cao

Trungbnh

Thp

C4 C c loi chin lc ca doanh


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C4.Cc loi chin lc ca doanhnghip

Chin lc cp doanh nghip:Nhiu cch tip cn:Thay i hay khng thay i v Sn phm/th tr-

ng/cng ngh?

4 loi chin lc:- Duy tr(n nh);- Tng trng;- Rt lui;

- Hn hp ca 3 hng chin lc trn.Trao i: u, nhc im ca tng m hnh chin lcthun ty? Lin h thc t


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FOCUS hay DIVERCIFICATION?

Warren Buffett:Nha dau tu giau nhatthe gioi:

Diver. nham chong lai su ngu dot.

No chang co y nghia gi neu ban bietminh dang lam giDiver. Va nang luc cot loi?

Chua co theorie nao noi ve quan hegiua diver. va ket qua, hieu quasxkd?

FOCUS hay


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FOCUS hayDIVERCIFICATION?(contenue)

FOCUS?

F: Follow(theo duoi)

0: On(mot)

C: Course(muc tieu)

U: Until(cho den khi)

S: Success ful(thanh cong)


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Chin lc tng trng

V sao tng trng?

Nhng con ng tng trng

Nhn t ct yu thnh cng(FCS)


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- Arthur BlankPresident & COO

Home Depot

Mi sng th dy, ti rng gi Chu Phi, con linh dng bit

rng, cn phi chy nhanh hn con s t chy nhanh nht,nu khng s b n tht!

Cng vy, mi sng dy, s t cha sn lm cng bit r rng ncn chy nhanh hn con linh dng chy chm nht n, nu

khng s cht i!

C hai cng cht, nhng hai bi cnh khc nhau.

Chng ta t t mnh vo ch linh dng hay s t, u cn btu chy

V sao phi tng trng?Bt u chy


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Nhng con ng tng trng

Xc nh v chunb nhung t tang tr-

ng mi

Tn cng vo nhungkhng gian bn cnh

Ti a ha v trhin tai

1 2 3

Augmenter la part demarch et le taux depntration de manireapproprie etinnovantes dans lesactivits actuelles

tendre le champd'activits pour saisirles opportunits dansles activits adjacentes

Identifier les vagues decroissance future de lademande et del'offre(mgatendances)

Se positionner pour lesexploiter au mieux

Capitalisation sur les sources actuelles d'avantage concurrentiel LimiteEleve


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Ti a ha v tr hin ti

Tip cn bn trong khi tng trng

Tip cn bn ngoi: hon thin t cci tc v/hoc mua li


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S cc khng gian bn cnh

Source: Adapt de Chris Zook, Profit From The Core (Harvard Business School Press, 2001)

Nouvelles activits

Nouveaux besoins

Substitution

Nouveaux modles

Nouvelles tapes de lachane de valeur

Intgration aval

Intgration amont

Ventes de capacit

Nouveaux produits

Nouvelle gnration

Services de support

Complments

Nouveaut mondiale

Nouvelles gographiesLocale

Expansion globale

Nouveaux canaux

Internet

Distribution

Indirecte

Nouveaux segments declients

Microsegmentationdes segments actuels

Segments nontravaills

Nouveaux segments

X c nh v chun b cho s tng tr


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Xc nh v chun b cho s t ng tr-ng mi

To ra t u

Nhu cu ca ngi tiu dng

S dng cung ln

i mi m


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Nhn t ct yu thnh cng

Gn th trng: capacit collecter des informations sur les clients et lesconcurrents permettant d'isoler les opportunits pour revaloriser les produits existants ou crerde nouveaux produits/marchs

Qa trnh vn hnh tt khi pht trin : capacit continuellement traduire les attentes changeantes du march en spcifications oprationnellesafin de rpondre au march en temps voulu

Qun tr s thay i : capacit crer et faire vivre une cultureengage anticiper et saisir les opportunit de march en en augmentant continuellement lesperformances


74/104

Ba chin lc cnh tranh theo M.Porter

1.Chi ph ti u 2.Khc bit ha

3A.Tp trungvo chi ph

3.B.Tp trungvo khc bitha

McPham tiuvi rngcnh

tranh Mctiuhp

Li th cnh tranh

Chi ph thp Khc bit ha

Ba chin lc cnh tranh theo


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Ba chin lc c nh tranh theoM.Porter(tip)

Chi ph ti u; Khc bit ha;

Trng tm ha.


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Chin lc chi ph ti u

Thc cht C s ca Chi ph thp: ng cong kinh

nghim

ng kinh nghim


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ng kinh nghimNguyn tc c bn ca cnh tranh

BCG(Boston Consulting Group) a ra khinim hiu ng kinh nghim nm 1966:

Quy tc kinh nghim c da vo quan st

khi thit k chin lc ca 1 nh sn xut int ca M;

Cc chi ph thm vo gim t 20-30% mi ln

tng gp i sn lng sn xut; Quy tc ny c kim nh trn hngnghn sn phm

Nhng l l ca hin tng ph bin


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Nh ng l l ca hin tng ph binny


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Nhng l l ca hin tng ph bin ny

1. Hiu ng bc thang

2. Hc tp3. u t4. Thay i ca h thng/ m hnh

ng kinh nghim(tip)


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ng kinh nghim(tip)

chelle arithmetique chelle logarythmique

Y=axb

Vn dng l thuyt ng cong kinh


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Vn dng l thuyt ng cong kinhnghim

Trong qun tr sn xut v tcnghip: la chn cng sut

Vi qun tr nhn lc: chin lcngun nhn lc

Trong Marketing: chin lc gi

.

V d t hi l i


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Vn dng trong chin lc gi

Chiph vaGi

Sn lng cng dn

A B CD

E

Chi l kh bit h


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Chin lc khc bit ha

Thc cht Li th chin lc

Th hin

Bt li

Gii php

Chin lc theo v th cnh


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Chin lc theo v th c nhtranh

Chin lc ca doanh nghip th lnh; Chin lc ca DN thch u;

Chin lc ca DN theo sau;

Chin lc ca DN ang i tm ch ngtrn th trng.

Chin lc ton cu ha v lin minh


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Chin lc ton cu ha v li n minhchin lc

Cc chin lc quc tCc chin lc trung gian

Chin lc ton cu Chin lc aphng

Tp trung v phi Pha trn tp trung/ t tp trung vphiphi hp cht ch phi hp hp lng lo

Tiu chun ha Pha trn tiu chun Thch nghi haha v khc bit ha

La chn hnh thc ph t trin quc


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La chn h nh thc pht trin quct

Xut khu; Bn giy php;

Bn quyn kinh doanh;

Lin doanh;

u t trc tip

Tho lun: u, nhc im ca tng hnhthc pht trin quc t?

C5:Nghin cu v trnh by tnh


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C5:Nghi n cu v trnh by tnhhung ca nhm

Mc tiu:+ Vn dng nhng kin thc, cng c,

k thut phn tch chin lc trong hoch

nh chin lc cho mt cng ty la chnhoc phn tch v nh gi chin lcang p dng. T c nhng iuchnh chin lc;

+ H thng ha cc kin thc ctrang b v vn dng vo mt tnhhung c th v bo v quan dim ca

mnh

Nghin cu v trnh by tnh hung


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Nghi n cu v tr nh by t nh hungca nhm(tip)

Ni dung:- Cc nhm chn mt DN hoc ngnh c th nghin cu;

- Lp dn phn tch;- Phn cng trong nhm;

- Trin khai thc hin(trong qu trnh hc);

- Chun b v trnh by trc lp kt qu nghincu;

- Cc nhm trao i v phn bin ln nhau.

S hi l


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Suy ngm chin lc

Chin lc cp doanh nghip v chin lccp n v kinh doanh(SBU), chin lc

theo thi gian Tin trnh chin lc theo quan imtruyn thng

Kim sot, nh gi chin lc theo tipcn truyn thng v theo BSC

S hi l (ti )


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Suy ngm chin lc(tip)

Tm nhn: 10 - 50 nmKhai thc tng lai, d bo, tng th

Chin lc : 3 - 10 nm

- K hoch to ra gi tr- Tng trng, kh nng sinh li, ti sn c- Ngun gc ca li th cnh tranh

K hoch nm : 1 nm

- lin quan n ngn qu, b tr- u tin cc hot ng, cam kt

Kim so t chin lc


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Kim sot chin lc

S cn thit: tam gic kim sot chin lc; Quy trnh, cp kim sot chin lc

H thng kim sot chin lc

nh gi, kim sot chin lc theo BSC

H thng kim so t chin lc


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H thng kim sot chin lc

Kim sot th trng; Kim sot sn lng;

Kim sot qun tr;

Kim sot nhm v vn ha doanh nghip

Bng im cn bng(Balanced


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g g(ScoreCard-BSC)

- GS Robert Kaplan v David Norton, 1990-BSC l mt h thng qun l v o lng

chin lc gip chuyn ha tm nhn

chin lc v cc k hoch tc nghip thnhmt b hon chnh cc mc tiu, tiu cho lng v gii php c th lm c s choqun tr chin lc

R.Kaplan and D.Norton

Li ch ca BSC


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Li ch ca BSC

BSC gip din gii tm nhn ca doanhnghip;

BSC gip kt ni cc n v thnh vin

trong DN; BSC cho php hp nht chin lc vi qu

ti chnh ca mnh bo m cho chi ph

ti chnh b ra c hiu qu; BSC cung cp mt h thng phn hi

mang tnh chin lc cn thit cho DN

S tng qut v bng im cn


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g q gbng(Balanced scorecard)

C c phn h trong BSC


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Cc phn h trong BSC

Cc phn h trong BSC c th hot ng c lphockt hp thnh mt b gii php tng th:

Qun tr quan h khch hng(CRM-Customerrelationship);

Qun tr ti chnh-k ton(FRM-Financial ResourceManagement)

Qun tr sn xut(MRP-Manufacturing ResourcePlanning)

Qun tr ngun nhn lc(HRM- Human ResourceManagement);

Qun tr chui cung ng(SCM-Supply ChainManagemnent);

H tiu ch nh gi kt qu(KPI)


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H tiu ch nh gi kt qu(KPI)

Loinhuan

Doanh

thucaogim chiph

Gi rnht

Giaong hn

CTnhanh

Nng lcNV

Ti chnh

Khchhng

Ni b

Hc hi vi mi

Vn chin lc Mc tiu tiu ch Ch tiuBin phpHiu qu hat ng

- LN -Th phn - 30%- Doanh thu t -DT bn hng - 20%

s luwongj KH -Chi ph hng bn - 30%- Chi ph u vo thp- Hng giao ng - nh gi ca hip hi -S 1 - QL

cht longhn

- - nh gi ca KH - So 2 - Ch-ng trnh

- gi thp nht - KH

trung thnh

- Quay vng SX nhanh - Thi gian thc hin - 46 thng -Chng trnh

CKSX - 90% ti uha d n

B quyt vt tri


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B quyt vt tri

Kt qua vt tri= Cc bn chin lc+ Th

im cn bng+T chc tp trung vochin lc

Kaplan v Norton

Bn chin lc


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Bn chin lc

BSC Cng c thc hin chin lc


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BSC-Cng c thc hin chin lc

Mission

CORE VALUE

VISION

STRATEGY

STRATEGY MAP

BSC

TARGETS AND INTITAVES

PERSONAL OBJECTIVES

OUTPUT-CC KT QU CHIN LC

HI LNG CA NH U T - THA MN KH- CC QT NNG SUT &HQ - ng lc &l sn sng

Vin cnh ti chnh


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Vin cnh ti chnh

Vin cnh ti chnh- bao gm cc ch tiu o lng tichnh truyn thng c th o lng

hng n vic t c mc tiuchin lc, em li thng tin tichnh mong i cho cc bn linquan.

- Tiu ch ph bin: li nhun, tc tngli nhun, tng doanh thu, ROI, ROE

Vin cnh khch hng


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Vin cnh khch hng

Vin cnh khch hng:- thit lp nhng mc tiu c lin

quan n nhn thc ca khch hng

trong lnh vc kinh doanh ca bn.- bao gm nhng tiu ch nh ginh: Th phn, mc tha mn cakhch hng, s lng khch hngtim nng hoc kh nng xm nhpth trng

Vin cnh cc quy trnh kinh


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doanh

Vin cnh cc quy trnh kinh doanh:- nhng quy trnh kinh doanh chnh cadoanh nghip nh sn xut, phn phihoc bn hng

- cc mc tiu nh: cht lng, thigian/ hiu qu, v tit gim chi ph, tl sn phm hng- tm ra nhng phng php ci

tin cc chc nng v h thng ni b

cho doanh nghip.

Vin cnh i mi v pht


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trin

Vin cnh i mi v pht trin:- l nn tng v v hnh ca BSC

- Tiu ch thng: nng sut lao ng,

tha mn ngi lao ng, k nng ngi laong, t l gi chn nhn vin

- Gii php: to c s h tng cng ngh tt,

hon thin vn nhn lc v mi trng lmvic

QUAN TRI CHIEN LUOC - MBA

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