Strategic Management - ocw.nctu.edu.twocw.nctu.edu.tw/upload/classbfs1210021827178170.pdf ·...

國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系

管管管管管管管管理理理理理理理理學學學學學學學學

第八章第八章第八章第八章第八章第八章第八章第八章策略管理策略管理策略管理策略管理策略管理策略管理策略管理策略管理

Strategic ManagementStrategic Management

What’s your unique value? - Michael Porter

We’re not in the hamburger business; we’re in show business.

—Ray Kroc, founder of McDonald’s


�本公司「可能做」（環境的機會），「能做」（公司的長處）之間的搭配。

�Structure, Conduct, Performance

�� Can You Say What Your Strategy Is?Can You Say What Your Strategy Is?

Most executives cannot articulate the objective, scope, and Most executives cannot articulate the objective, scope, and

advantage of their business in a simple statement. If they advantage of their business in a simple statement. If they

cancan’’t, neither can anyone else.t, neither can anyone else.

�Michael Porter

1980, Competitive Strategy, 五力分析，三種基本策略

1985, Competitive Advantage, 價值鏈

1990, The Competitive Advantage of Nations, 鑽石模式


綱要綱要綱要綱要綱要綱要綱要綱要

1. What and Why 策略管理

2. 策略管理程序

3. 公司及事業層級之策略

4. 當今環境變遷下之策略實務問題

3


1. What is SM1. What is SMWhat managers do to develop the organization’s strategies.

Strategies

� The decisions and actions that determine the long-runperformance of an organization.

Business Model

� Whether customers will value what the company is providing.

� Whether the company can make any money doing that.

4


Why is SM ImportantWhy is SM 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.

4. It is very much involved in the managerial

decision-making process.

5


Identify the

organization’s

current mission, goals,

and strategies

External Analysis

●●●● opportunities

●●●● threats

Internal Analysis

●●●● strengths

●●●● weaknesses

Formulate

strategies

Implement

Strategies

Evaluate

ResultsSWOT Analysis

2. Strategic Management Process2. Strategic Management Process(1~4: Strategic planning, feedback)(1~4: Strategic planning, feedback)

6


Step 1: Identifying the organizationStep 1: Identifying the organization’’s current s current

mission, goals, and strategiesmission, goals, and strategies

◦ Mission: the firm’s reason for being

� The scope of its products and services

� 鐵路，Shell, Hollywood, McDonald

◦ Goals

� Measurable performance targets

7


SWOTSWOT (TOWS) analysis (TOWS) analysis (Strengths, Weaknesses, Opportunities & Threats)(Strengths, Weaknesses, Opportunities & Threats)

� Step 2: Doing an external analysis

◦ environmental scanning, focuses on identifying opportunities and threats.

� Step 3: Doing an internal analysis

◦ Assessing organizational resources, capabilities, and activities:

� Strengths, Weaknesses

� Core Competence: major value-creating skills and capabilities. 人無我有，人有我優，人優我轉。

8


Identifying the OrganizationIdentifying the Organization’’ss

OpportunitiesOpportunities

Organization’s

Opportunities

Organization’s

Resources/Abilities

Opportunities in

the Environment

9


Step 4: Formulating strategiesStep 4: Formulating strategies

◦ Develop and evaluate strategic alternatives

◦ Select appropriate strategies for all levels in

the organization that provide relative

advantage over competitors

◦ Match organizational strengths to

environmental opportunities

◦ Correct weaknesses and guard against threats

10


Step 5: Implementing strategiesStep 5: Implementing strategies

◦ effectively fitting organizational structure and

activities to the environment.

◦ 第一線人員

11


Step 6: Evaluating resultsStep 6: Evaluating results

◦ How effective have strategies been?

◦ What adjustments, if any, are necessary?

◦ feedback

12


策略管理程序策略管理程序策略管理程序策略管理程序策略管理程序策略管理程序策略管理程序策略管理程序

1. 辨認目前使命，目標，策略

2. 衡外情：環境之機會、威脅

3. 量己力：組織之優缺點

4. 形成策略

5. 執行策略

6. 評估結果

13


策略討論策略討論策略討論策略討論策略討論策略討論策略討論策略討論

1. 選對產業選對產業選對產業選對產業、、、、產品產品產品產品。。。。如何提供獨一無二的價值如何提供獨一無二的價值如何提供獨一無二的價值如何提供獨一無二的價值，，，，以滿以滿以滿以滿

足重要足重要足重要足重要消費者消費者消費者消費者的重要的重要的重要的重要需求需求需求需求？？？？不一樣不一樣不一樣不一樣 vs. 更好更好更好更好

2. A set of hypotheses about cause and effect. 理想理想理想理想 vs.

目前樣子目前樣子目前樣子目前樣子，，，，what to do? what not to do? 取捨取捨取捨取捨,聚焦聚焦聚焦聚焦。。。。

3. Kim & Mauborgne, Blue Ocean Strategy: How to

create uncontested market space and make the

competition irrelevant, 提升提升提升提升，，，，降低降低降低降低，，，，創造創造創造創造，，，，消去某消去某消去某消去某

些因素些因素些因素些因素。。。。太陽劇團太陽劇團太陽劇團太陽劇團，，，，Swatch, QB House, CQ2.

4. 隆中對隆中對隆中對隆中對，，，，農夫與律師農夫與律師農夫與律師農夫與律師，，，，牙醫師牙醫師牙醫師牙醫師，，，，85度度度度C，，，，孔慶翔孔慶翔孔慶翔孔慶翔，，，，小小小小

胖胖胖胖，，，，松竹梅松竹梅松竹梅松竹梅，，，，Union Bank, Shouldice.

14

國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系 15

國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院國立交通大學管理學院運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系運輸科技與管理學系 16


3. 3. 策略之三個層級策略之三個層級策略之三個層級策略之三個層級策略之三個層級策略之三個層級策略之三個層級策略之三個層級

1. 公司層級 (corporate)

2. 事業層級 (business)：SBU

3. 功能層級 (functional)

討論討論討論討論：：：：network level

17


Levels of Organizational StrategyLevels of Organizational Strategy

18


3.1 3.1 公司層級策略公司層級策略公司層級策略公司層級策略公司層級策略公司層級策略公司層級策略公司層級策略

1. 總策略：成長，穩定，精簡

2. 公司投資組合 (或BCG) 矩陣：

金牛，明星，問號，狗

19


Corporate StrategiesCorporate Strategies

◦ Top management’s overall plan for the entire

organization and its strategic business units

� Types of Corporate Strategies

◦ Growth: expansion into new products and

markets

◦ Stability: maintenance of the status quo

◦ Renewal: redirection of the firm into new

markets

20


Grand StrategiesGrand Strategies

Corporate

Growth

Strategies

Corporate

Stability

Strategies

Corporate

Retrenchment

Strategies

Abundant

Environmental

Opportunities

Critical

Environmental

Threats

Corporate

Stability

Strategies

Cri

tica

l

Wea

kn

esse

s

Val

uab

le

Str

eng

ths

Environmental Status

Fir

m S

tatu

s

21


Growth Strategies : Growth Strategies : Merger, AcquisitionMerger, Acquisition……

� 1. Concentration：Direct expansion (e.g.7-11)

◦ Focusing on a primary line of business and increasing

the number of products offered or markets served.

� 2. Integration

Vertical Integration

◦ Backward vertical integration: attempting to gain

control of inputs (become a self-supplier). e.g. eBay.

◦ Forward: attempting to gain control of output through

control of the distribution channel (eliminating

intermediaries). e.g. Apple, Dell.

22


Growth Strategies (contGrowth Strategies (cont’’d)d)

Horizontal Integration (L’oreal, The Body Shop)

◦ Combining operations with another competitor in the

same industry to increase competitive strengths and

lower competition among industry rivals.

� 3. Diversification

Related Diversification (American Standard Cos)

◦ Expanding by combining with firms in different, but

related industries that are “strategic fits.”

Unrelated Diversification (Samsung)

◦ Growing by combining with firms in unrelated

industries where higher financial returns are possible.

23


Stability Strategy Stability Strategy

◦ A strategy that seeks to maintain the status

quo to deal with the uncertainty of a dynamic

environment, when the industry is

experiencing slow- or no-growth conditions,

or if the owners of the firm elect not to grow

for personal reasons. e.g. Kellogg’s.

24


Renewal StrategiesRenewal 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.

25


Corporate Portfolio Analysis Corporate Portfolio Analysis

(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

26


The BCG MatrixThe BCG Matrix

Stars

Cash

CowsDogs

Question

Marks

Market Share

High Low

Hig

hL

ow

Anticipated

Growth

Rate

27


3.2 3.2 事業層級策略事業層級策略事業層級策略事業層級策略事業層級策略事業層級策略事業層級策略事業層級策略

1. 競爭優勢之創造與持續

2. 競爭策略之創造與持續

產業分析：五種作用力

基本策略：成本領導，差異化，集中

28


Business (Competitive) StrategyBusiness (Competitive) Strategy

◦ A strategy focused on how an organization

should compete in each of its SBUs (strategic

business units).

29


Competitive AdvantageCompetitive Advantage◦ An organization’s distinctive competitive edge.

� Quality as a Competitive Advantage

◦ Differentiates the firm from its competitors.

◦ Can create a sustainable competitive advantage.

◦ Represents the company’s focus on quality management to achieve continuous improvement and meet customers’ demand for quality.

30


1. 價值創造＝對顧客的價值－生產成本

2. 競爭優勢之一般性基礎：

效率，品質，創新，顧客回應

個案個案個案個案：：：：Intel Intel Intel Intel 在哪個構面還不夠好在哪個構面還不夠好在哪個構面還不夠好在哪個構面還不夠好？？？？

競爭優勢競爭優勢競爭優勢競爭優勢競爭優勢競爭優勢競爭優勢競爭優勢

31


•零件修復

•技術指導

•品質飛行時數保證

•時間維修時間縮短

•能量Overhaul

Performance

Minimum

•安全機械零故障

•準點按班表

•備用管理機隊

發動機

產業鏈產業鏈產業鏈產業鏈產業鏈產業鏈產業鏈產業鏈

32


一般性的價值鏈模式一般性的價值鏈模式一般性的價值鏈模式一般性的價值鏈模式一般性的價值鏈模式一般性的價值鏈模式一般性的價值鏈模式一般性的價值鏈模式

1. 主要活動：

進貨後勤，作業，出貨後勤，行銷，

服務。

2. 支援活動：

基礎結構，人力資源，物料管理。

33


企業價值鏈企業價值鏈企業價值鏈企業價值鏈企業價值鏈企業價值鏈企業價值鏈企業價值鏈

34


作業基礎經濟地圖作業基礎經濟地圖作業基礎經濟地圖作業基礎經濟地圖作業基礎經濟地圖作業基礎經濟地圖作業基礎經濟地圖作業基礎經濟地圖G1~G3G0

PES 003進廠會議PMS1 002

8000進廠檢查PPS1 001發動機及文件接收

PPS 004工單發行

PMS1 161

8091

QEC

REMOVE

PMS1 101

8001

ENGINE

DISASSY

PMS1 111

8011

FAN MOD

DISASSY

PMS2 121

8021

HPC MOD

DISASSY

PMS2 131

8031

HPT MOD

DISASSY

PMS2 141

8041

LPT MOD

DISASSY

PMS3 151

8051

AGB MOD

DISASSY

PMS3 182

7303

AVIONIC

PMS3 181

7308

ENGINE

MOUNT

PMS3 171

7301

CLEAN

NDI 191

8121

NDI

PMS3 172

7302

BENCH

PMS3 174

7306

REPAIR

PMS3 173

7305

FAN

BLADE

G4

PPS 201發動機出廠會議 PPS 202發動機出廠報告 PE 203工程技術報告

PPS 204計價

PMS1 103

8098

ENGINE

TEST

PMS1 104

8099

FINAL

INSPECT

PMS1 162

8092

QEC

INSTALL

PMS1 102

8002

ENGINE

ASSY

PMS1 112

8012

FAN MOD

ASSY

PMS1 122

8022

HPC MOD

ASSY

PMS1 132

8032

HPT MOD

ASSY

PMS1 142

8042

LPT MOD

ASSY

PMS1 152

8052

AGB MOD

ASSY

PMS2 175

7201

MACHINE

PMS2 176

7202

BALANCE

MTC 200

7602

KITTING

課別編號課別編號課別編號課別編號作業代碼作業代碼作業代碼作業代碼作業名稱作業名稱作業名稱作業名稱Engine LevelEngine LevelEngine LevelEngine LevelModule LevelModule LevelModule LevelModule LevelPiece Part LevelPiece Part LevelPiece Part LevelPiece Part LevelQEC LevelQEC LevelQEC LevelQEC Level

35


SustainableSustainable Competitive AdvantageCompetitive Advantage

◦ Continuing over time to effectively exploit resources and develop core competencies that enable an organization to keep its edge over its industry competitors.

◦ Create and sustain a Competitive Advantage will give a company above-average profitability.

36


Five Competitive ForcesFive Competitive Forces

� Threat of New Entrants

◦ The ease or difficulty with which new competitors can

enter an industry.

� Threat of Substitutes

◦ The extent to which switching costs and brand loyalty

affect the likelihood of customers adopting substitutes

products and services.

� Bargaining Power of Buyers

◦ The degree to which buyers have the market strength

to hold sway over and influence competitors in an

industry.

37


Five Competitive ForcesFive Competitive Forces

� 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.

38


Forces In The Industry AnalysisForces In The Industry Analysis

Current Rivalry

Industry

Competitors

Suppliers

New

Entrants

Buyers

Substitutes

Threat of

New Entrants

Threat of

Substitutes

Bargaining

Power of

Buyers

Bargaining

Power of

Suppliers

39


Three Generic Competitive StrategiesThree Generic Competitive Strategies

� Cost Leadership Strategy

◦ Seeking to attain the lowest total overall costs relative

to other industry competitors.

� Differentiation Strategy

◦ Attempting to create a unique and distinctive product

or service for which customers will pay a premium.

� Focus Strategy

◦ Using a cost or differentiation advantage to exploit a

particular market segment rather a larger market.

討論：創新與量產循環，stuck in the middle

40


1. 製藥業：Merck, Pfizer, Eli Lilly 高研發支出，高價格；其他藥廠係低低群組。

2. 煙草葉：Philip Morris (prospector), Reynolds

(analyzer), American (defender), Liggett (reactor)

3. 航空業：American, United, Delta (D), America

West (CL), Southwest (F), TWA, NWA, USAir,

Continental (S)

4. 兼顧：彈性製造技術，如 Toyota’s lean

production system, mass customization

策略群組策略群組策略群組策略群組策略群組策略群組策略群組策略群組

41


描繪企業之策略圖描繪企業之策略圖描繪企業之策略圖描繪企業之策略圖：：：：西南航空公司西南航空公司西南航空公司西南航空公司描繪企業之策略圖描繪企業之策略圖描繪企業之策略圖描繪企業之策略圖：：：：西南航空公司西南航空公司西南航空公司西南航空公司

42


Accor Accor

Formula Formula

HotelHotel

43


4. Strategic Management Today4. Strategic Management Today

� Strategic Flexibility

� New Directions in Organizational Strategies

◦ e-business

◦ customer service

◦ innovation

44


Exhibit 8Exhibit 8––77 Creating Strategic FlexibilityCreating Strategic Flexibility

• Know what’s happening with strategies currently being used

by monitoring and measuring results.

• Encourage employees to be open about disclosing and

sharing negative information.

• Get new ideas and perspectives from outside the

organization.

• Have multiple alternatives when making strategic decisions.

• Learn from mistakes.

Source: Based on K. Shimizu and M. A. Hitt, “Strategic Flexibility: Organizational Preparedness to Reverse

Ineffective Strategic Decisions,” Academy of Management Executive, November 2004, pp. 44–59.

45


Strategies for Applying eStrategies for Applying e--Business Business

TechniquesTechniques

� Cost Leadership

◦ On-line activities: bidding, order processing,

inventory control, recruitment and hiring

� Differentiation

◦ Internet-based knowledge systems, on-line ordering

and customer support

� Focus

◦ Chat rooms and discussion boards, targeted web

sites

46


Customer Service StrategiesCustomer Service Strategies

� Giving the customers what they want.

� Communicating effectively with them.

� Providing employees with customer service

training.

47


Innovation StrategiesInnovation Strategies

� Possible Events

◦ Radical breakthroughs in products.

◦ Application of existing technology to new uses.

� Strategic Decisions about Innovation

◦ Basic research

◦ Product development

◦ Process innovation

� First Mover

◦ An organization that brings a product innovation to

market or use a new process innovations

48


FirstFirst--Mover AdvantagesMover Advantages––DisadvantagesDisadvantages

Advantages

Reputation for being

innovative and industry

leader

Cost and learning

benefits

Control over scarce

resources

Opportunity to begin

building customer

relationships and

customer loyalty

Disadvantages

Uncertainty over exact

direction technology and

market will go

Risk of competitors

imitating innovations

Financial and strategic

risks

High development costs

49


補充補充補充補充：：：：補充補充補充補充：：：：Team workTeam work

1. Case study: a manager’s dilemma (p.178)

2. Thinking critically about ethics (p.182)

3. Internet-based exercise (p.195)

50


3.3. 為自己訂作為自己訂作為自己訂作為自己訂作為自己訂作為自己訂作為自己訂作為自己訂作Career PlanningCareer Planning

1. 分析自己：應用SWOT

2. 訂定五年生涯目標：工作，學習，生

活

3. 訂定五年詳細行動計畫

4. 回饋檢查、修正以上步驟內容之一致

性

51


4. Most admired companies

� Mission

� Goal

� Strategies


5. 5. 上網作業上網作業上網作業上網作業上網作業上網作業上網作業上網作業� Levitt: 未來屬於那些在機會出現前就發現他們的人。請上網找出能「創造一個需求（或一個市場）並去滿足它。」的案例，例如

� 西南航空：鎖定利基市場，最快最便宜。

� 戴爾電腦：跳過經銷商，產品直接賣給你。

� Wal-Mart: 鄉村包圍城市，點線面突圍。

� Herb Kelleher, Michael Dell, Steve Jobs, Bill

Gates, Andrew Grove, Fred Smith, Ted Turner,

Jeff Bezos, Howard Schultz, Richard Branson,

張忠謀，蔡明介……

53


回顧回顧回顧回顧回顧回顧回顧回顧

1. SWOT analysis

2.比較 competitive strategy, advantage

VS. Benchmarking

54


Terms to KnowTerms to Know

� core competencies

� SWOT analysis

� corporate strategy

� growth strategy

� diversification

� stability strategy

� renewal strategy

� retrenchment strategy

� turnaround strategy

� BCG matrix

� business or competitive

strategy

� competitive advantage

� cost leadership strategy

� differentiation strategy

� focus strategy

� stuck in the middle

� first mover

55

Strategic Management - ocw.nctu.edu.twocw.nctu.edu.tw/upload/classbfs1210021827178170.pdf ·...

Documents

Transcript of Strategic Management - ocw.nctu.edu.twocw.nctu.edu.tw/upload/classbfs1210021827178170.pdf ·...