QT Chien Luoc C3

8/3/2019 QT Chien Luoc C3

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CHNG 3.PHN TCH BN TRONG

Cng ty ang thc hin chin lc hinti nh th no?Cc sc mnh v im yuBn cht li th cnh tranhNgun gc ca li th cnh tranh bnvngCc ngun lc v kh nng tim tng

Phn tch tnh lu bn chin ca li thcnh tranhChui gi tr, v s sng to gi trKhai thc ngoi lcTi sao cc cng ty tht biDuy tr li th cnh tranhT p trung vo vic to l p cc khi lith cnh tranhCi thin lin tc th ch v hc hiTheo di s thc hin tt nht ca ngnh

v s dng vic nh chunVt qua s tr trTM TT CHNG V N TP


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KHI QUT

Trong chng 2, chng ta tho lun v cc yu t ca mi trng bn ngoi nhm xc nh tnhhp dn ca mt ngnh, v chng ta c gng gii thch l do khin cho mt s ngnh ny li sinh

li hn mt s ngnh khc thng qua cu trc ngnh. Tuy nhin, cu trc ngnh khng phi l lclng duy nht tc ng ln li nhun ca cng ty. Trong bt k ngnh no cng c mt s cng tyny sinh li cao hn nhng cng ty khc. V d, trong ngnh t ton cu Toyota lun lm tt hnGeneral Motor trong sut 20 nm gn y. Trong ngnh thp, Nuco lun thc hin tt hn U.SSteel. Trong ngnh bn l qun o M Gap lun lm tt hn JC Penneys, cn trn th trng thitb mng Internet, h thng Cisco lun lm tt hn cc i th cnh tranh nh Bay Network v 3M.Do , vn t ra l ti sao trong mt ngnh c th cc cng ty ny li lm tt hn cc cng tykhc? iu g l nn tng ca cc li th cnh tranh?

Trong chng ny, chng ta s xem xt li v th ca cng ty trn gc s thc hin chin lchin ti, phn tch cc biu hin b ngoi v sc mnh v im yu ca n. Sau chng ta s dn

i su l gii v li th cnh tranh.Li th cnh tranh c hiu nh l tng hp ca cc khi chnh ci tin, hiu qu, cht lng vp ng khch hng. Thot u, chng ta c tm kim bn trong ca mt t chc cc sc mnh vim yu xc nh hiu qu, nng lc ci tin, cht lng sn phm, v p ng khch hng ca n.Su hn na, chng ta tm n cc ht nhn pht trin cc khi cnh tranh, chnh l ccngun lc, cc nng lc, kh nng ca cng ty.

Tm li, trong chng ny chng ta cn hiu v bn cht ca li th cnh tranh trn cc kha cnhnh: bng cch no mt cng ty t n mt li th cnh tranh bng hiu qu, ci tin, cht lng,v p ng khch hng vt tri? Nhn t no nh hng n tnh lu bn ca li th cnh tranh?Ti sao cc cng ty thnh cng li mt i li th cnh tranh ca mnh? Lm th no cc cng tyc th trnh c tht bi v duy tr li th cnh tranh theo thi gian?


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3.1.PHN TCH CHIN LC HIN TI

3.1.1. Cng ty ang thc hin chin lc hin ti nhth no?nh gi cng ty ang thc hin chin lc hin ti tt n mc no, nh qun tr phi bt ut chin lc m cng ty ang theo ui. Trc ht, cn phi nm c cch tip cn chin lcca cng ty, hang mun tr thnh ngi dn o chi ph, ngi to s khc bit, hay ch l stp trung vo phc v tt mt khe h th trngNh qun tr cng phi tnh n quan nim chinlc ca cng ty trn csphm vi cnh tranh, hiu rng n ang tham gia vo bao nhiu giaion trong chui phn phi sn phm (mt, hai, hay ton b chui), phm vi a l, qui m v cutrc khch hng. Tm hiu cc chin lc chc nng, nh sn xut, ti chnh, marketing, ngunnhn lc, ci tin sn phm nhn thc tt hn chin lc hin ti.

Hn na, gn y cng ty c th pht ng mt vi dch chuyn chin lc cn thit cho chin

lc ca n, (ct gim gi, thit k cc mu sn phm mi, qung co thm nhp vo th trngmi) nhm bo m ci thin v th v li th cnh tranh mt cch ti u. Chin lc ang theoui c th cn gn cht hn na bi cc logic ng sau mi dch chuyn cnh tranh v cch tipcn chc nng.

Mc d c th c nhng nh gi rt tt theo quan im nh tnh (tnh hnh chnh, kin inh, hpl, ph hp vi tnh th), cc bng chng nh lng vn l ch dn tt v s thc hin chin lc.Chng c th nghin cu mt cch nh lng thng qua hiu sut ti chnh chin lc ca cng ty.Cc con s c th ni ln nhiu iu.

Hai ch s quan trng nht v thc hin chin lc l:

Cng ty c t c trng thi ti chnh v cc mc tiu chin lc mong mun khng?Cng ty c t c kh nng sinh li trn trung bnh hay khng?

S thiu ht lin tc trong vic p ng cc mc tiu hiu sut ca cng ty, v hiu sut km ci sovi i th l nhng du hiu cnh bo ng tin cy cho thy chin lc vn hnh km hoc iuhnh chin lc khng tt. Ni chung, nh gi hiu sut ca cng ty c th nhn vo cc duhiu sau:

Th hng v th phn ca cng ty trong ngnh tng ln, n nh, hay gim xung.

Li nhun bin ca cng ty tng ln hay gim xung v ln tng i ca n so vi i th.

Cc khuynh hng v li nhun rng, thu nh p trn vn u t, gi tr kinh t tng thm, v sosnh iu ny vi cc i th cnh tranh.

Sc mnh ti chnh v nh gi tn dng ca cng ty ang c ci thin hay suy gim.

Doanh s ca cng ty tng nhanh hn hay chm hn tc tng trng th trng.

Hnh nh, danh ting ca cng ty trc khch hng.

Cng ty c c xem nh ngi lnh o v cng ngh, ci tin sn phm, cht lng sn phmhay p ng khch hng hay khng.


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Cng ty cng mnh cng t phi t vn sa i hon ton chin lc. Nhng hiu sut ti chnhv v th th trng ca cng ty cng yu, cng cn phi t vn vi chin lc hin ti. Hiusut km ni chung l du hiu cnh bo v s yu km ca chin lc hay yu km v thc thi,i khi do c hai.

3.1.2. Cc sc mnh v im yuMt im mnh l iu m cng ty ang lm tt hay cc c tnh gip n nng cao kh nng cnhtranh. im mnh c th tn ti cc dng sau:

Mt k nng hay kinh nghim quan trng b quyt ch to vi chi ph thp, b quyt cng ngh,sn xut khng khuyt tt, kinh nghim trong vic cung cp dch v khch hng tt, k nng citin sn phm, cc k nng thng mi sn phm qui m ln, qung co khuyn mi c o.

Cc ti sn vt cht c gi tr - nh xng hin i, v tr hp dn, d tr ngun lc t nhin, c cstrn ton th gii

Ti sn ngun nhn lc c gi tr - lc lng lao ng c kh nng v kinh nghim, cng nhn giitrong cc lnh vc then cht, b quyt qun tr, hc tp v hp tc trong ton t chc.

Ti sn t chc c gi tr - h thng kim sot cht lng, s hu cng ngh, bn quyn, quynkhai thc, s trung thnh ca khch hng, gi tr tn dng

Ti sn v hnh ng gi hnh nh nhn hiu, danh ting, lng trung thnh cao ca khchhng

Kh nng cnh tranh thi gian pht trin sn phm v thng mi ha ngn, nng lc ch to,mng li i l, cc nh cung cp mnh,

Thnh tch hay nh hng t cng ty vo v th c li trn th trng chi ph thp, v th lnh

o trn th trng, c sn phm tt hn,

Lin minh hay lin doanh h p tc tham gia lin doanh hay hi p tc vi cc i tc c kinhnghim v kh nng.

V cbn mt cng ty c xem l thnh cng nu n c cc ngun lc y p ng yucu.

Mt im yu l iu g m cng ty ang thiu, km ci hay mt iu kin t n vo tnh thbt li. Nhng im yu ni ti ca cng ty c c th biu hin:

Thiu ht v cc k nng v kinhn nghim cnh tranh quan trng.

Thiu cc ti sn v hnh, ti sn vt cht, t chc, nhn s, quan trng c tnh cnh tranh.Thiu hay yu v cc kh nng cnh tranh trong cc lnh vc then cht.

Cc im yu ni b l nhng khim khuyt trong ngun lc ca cng ty. Mt im yu c th gyra hay khng gy ra tn thng cho cng ty, iu cn ty thuc vo mc nh hng trn thtrng, v ty thuc vo vic n c th vt qua bng cc ngun lc v sc mnh ca mnh haykhng.


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Phn tch sc mnh, im yu, chi, e da (SWOT) c th l phn tch nn tng da trn nguyntc cho rng cc n lc chin lc phi hng n vic to ra s ph hp tt nht gia cc khnng ngun lc ca cng ty v tnh th bn ngoi.

Song, iu quan trng c th to dng li th cnh tranh, v duy tr n mt cch bn vng chnhl phi hiu r bn cht, ngun gc to ra li th cnh tranh.

3.2.BN CHT LI THCNH TRANH

Mt cng ty c xem l c li th cnh tranh khi t l li nhun ca n cao hn t l bnh quntrong ngnh. V cng ty c mt li th cnh tranh bn vng khi n c th duy tr t l li nhuncao trong mt thi gian di. Trong ngnh bch ho M, Wal-mart duy tr mt li th cnhtranh bn b qua hng thp k. iu ny gip n c c t l li nhun cao.

Hai yu t cbn hnh thnh t l li nhun ca mt cng ty, v do biu th n c li th cnhtranh hay khng, l: lng gi tr m cc khch hng cm nhn v hng ho hay dch v ca

cng ty, v chi ph sn xut ca n .Gi tr cm nhn ca khch hng l s lu gi trong tm tr ca h v nhng g m h cm thytha mn t sn phm hay dch v ca cng ty. Ni chung, gi tr m khch hng cm nhn v nhgi v sn phm ca cng ty thng cao hn gi m cng ty c thi hi v cc sn phm/dch vca mnh. Theo cc nh kinh t, phn cao hn chnh l thng d ngi tiu dng m khch hngc th ginh c. Cnh tranh ginh git khch hng gia cc cng ty gip khch hng nhnc phn thng d ny. Cnh tranh cng mnh phn thng d ngi tiu dng cng ln. Hn na,cng ty khng th phn on th trng chi tit n mc m n c thi hi mi khch hng mtmc gi phn nh ng n nhng cm nhn ring ca h v gi tr sn phm - iu m cc nhkinh t gi l s bo lu gi ca khch hng. Hai l do ny khin cng ty ch c thi hi mc

gi thp hn gi tr m khch hng cm nhn v nh gi v sn phm.Cc khi nim ny minh ho bng Hnh 3-1: S hnh thnh gi tr cho khch hng. C th thyrng gi tr ca mt sn phm i vi khch hng l V, gi m cng ty c thi hi cho sn phm di sc p cnh tranh l P, v chi ph sn xut sn phm l C. Bin li nhun ca cng ty l P-C trong khi khch hng sc mt thng d V-P. Cng ty to ra mt li nhun v P>C, v tl li nhun cng ln nu C cng nh tng i so vi P. Nhrng s chnh lch gia V v P mtphn c xc nh bi cng ca sc p cnh tranh trn th trng. Cng sc p cnhtranh cng thp gi c thi hi cng cao hn mt cch tng i so vi V.

Chng ta hiu rng gi trc to ra bi mt cng ty c o bng chnh lch gia V v C (V-C).

Cng ty c th to ra gi tr bng cch chuyn i cc u vo vi chi ph C thnh sn phm mkhch hng s cm nhn vi mc gi tr V. Bn c th d dng hnh dung v cc cch thc m cngty c c li th cnh tranh. Thnht, cng ty s c gng to ra nhiu gi tr hn cho khch hng,lm cho h c c s tha mn vt trn

c mong i ca chnh h. Cc n lc ca cng ty lm cho sn phm hp dn hn nhs vt triv thit k, tnh nng, cht lng v iu g tng t chnh khch hng cm nhn c mtgi tr ln hn (V ln hn) v h sn lng tr gi P cao hn. Thhai, cng ty c th c nng caohiu qu cc hot ng ca mnh gim chi ph (C). H qu l bin li nhun tng ln, hng n


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mt li th cnh tranh. Ni mt cch khc, khi nim vssng to gi tr l ht nhn ca li thcnh tranh.1

V d, xt trng hp ngnh my tnh c nhn. Vo gia nhng nm 1990, Compaq Computerang

bn cc my tnh hng u trong tuyn sn phm ca n vi gi 2600 USD/chic (P), trong khiton b chi ph lin quan ti sn phm (C), bao gm chi ph nguyn vt liu, ch to, marketing,R&D, k c chi ph vn l 2300 USD/chic, to ra cho Compaq mt bin li nhun rng (tr htton b chi ph) l 300 USD/chic. Ngc li, mt nh cnh tranh ca n l AST ch c thi himc gi 2300 cho mt my tnh tng ng, trong khi chi ph sn xut l 2400 USD, lm choAST l rng 100 USD/chic.

So snh ny cho thy t l li nhun ca cng ty c xc nh bi gi c thi hi cho sn phmv cu trc chi ph ca n. Compaq lm ra nhiu li nhun hn so vi AST trn mi computer,

bi v n c thi hi mt mc gi n v sn phm cao hn v bi v n c cu trc chi ph thphn. Hot ng ch to ca n hiu qu hn gip Compaq c cu trc chi ph thp hn AST. Khchhng lun sn lng tr gi cao cho cc my tnh Compaq, v ht gi tr my tnh Compaq caohn so vi AST . Vy ti sao khch hng li t gi cao hn cho mi my tnh Compaq. Ch yu ldo h nhn thy nhng sn phm ca Compaq c cht lng, tnh nng v thit k vt tri so visn phm ca AST. Ni cch khc, Compaq thnh cng trong vic to ra trong mt ca khchhng s khc bit so vi AST (v nhiu nh cnh tranh khc). Li th cnh tranh ca Compaq vogia nhng nm 1990 l do chi ph thp v s khc bit. Kt qu ca v th vt tri v chi ph vs khc bit gip Compaq to ra nhiu gi tr hn cho khch hng so vi AST (V-C ca Compaqln hn ca AST). iu ny c th ni ln rng li th cnh tranh ca Compaq so vi AST c

t c s trn vic to gi tr vt tri. Nhvy, bng vic khai thc cc nng lc ct li hay lithcnh tranh p ng v p ng trn c cc chun mc yu cu ca cnh tranh, cc doanhnghip to ra gi tr cho khch hng.2

1 P.Ghemawat (1991), Commitment the Dynamic Strategy, Free Press, New York

2 R. R.Wiggins & T.W. Ruefli, 2002, "Sustained competitive advantage:Temporal dynamics andthe incidence of persistence of superior economic performance", Organization Science, 13: 82105.

V-P

P- C

C

VP

V = gi tri vi khch hngP = GiC = Chi ph sn xutV-P = Thng d ngi tiu dngP-C = Bin li nhun

Hnh Error! No text of specified style in document.-1: S hnh thnh gi tr cho khch hng


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V bn cht, vic to ra gi tr vt tri khng nht thit yu cu mt cng ty phi c cu trc chiph thp nht trong ngnh hay to ra sn phm c gi tr nht trong mt ca khch hng, m iuquan trng l lch gia gi tr nhn thc c (V) v chi ph sn xut (C) ln hn so vi cci th cnh tranh. Michael Porter ch ra rng chi ph thp v s khc bit l hai chin lc cn

bn to gi tr v ginh li th cnh tranh trong mt ngnh.3Theo Porter, li th cnh tranh(theo l li nhun cao hn) n vi cc cng ty no c th to ra gi tr vt tri. V cch thc to ra gi tr vt tri l hngn vic gim thp chi ph kinh doanh v/hoc to khc bitsn phm v thkhch hngnh gi n cao hn v sn lng tr mt mc gi tng thm.

3.2.1. Cc khi cbn ca li th cnh tranhNh chng ta thy, bn nhn t to nn li th cnh tranh l: hiu qu, cht lng, s ci tin vp ng khch hng. Chng l nhng khi chung ca li th cnh tranh m mt cng ty c th lmtheo, bt k cng ty trong ngnh no, cung cp sn phm/dch v g (Hnh 3-2). Mc d chngta c th nghin cu tng khi tch bit nhau nhng phn di y, song cn lu rng, gia

chng c s tng tc ln nhau rt mnh.a.Hiu qu

Nu coi mt doanh nghip nh l mt h thng chuyn ho cc u vo thnh cc u ra. Cc uvo l cc yu t cbn ca sn xut nh lao ng, t ai, vn, qun tr, v b quyt cng ngh.u ra l cc hng ho v dch v m doanh nghip sn xut. Cch o lng n gin nht cahiu qu l em chia s lng cc u ra cho cc u vo. Mt cng ty cng hiu qu khi n cncng t u vo sn xut mt u ra nht nh. V d, nu General Motor cn 30 gilao ng lp rp mt xe t v Ford cn 25 gi, chng ta ni rng Ford hiu qu hn GM. Hn na, viiu kin cc yu t khc tng ng, v d nh tin lng, chng ta c thnh gi t nhng d

liu ny, v cho rng Ford s c cu trc chi ph thp hn GM. Nh vy, hiu qu gip cho cng tyt c li th chi ph thp.

B phn cu thnh quan trng nht ca hiu qui vi nhiu cng ty, l, nng sut lao ng.Ch tiu ny thng c o lng bng kt quu ra tnh trn mt cng nhn. Nu tt c cc yut khc khng i, ni chung cng ty c mc nng sut cao nht trong ngnh, s c chi ph sn xutthp nht. Ni cch khc, cng ty s c li th cnh tranh chi ph thp.

Tt nhin, iu ng quan tm l cch thc t c nng sut vt tri. y, chng ta ch lu rng t c nng sut cao cc cng ty phi c mt chin lc, mt cu trc v h thngkim sot thch hp.

b.Cht lngCc sn phm c cht lng phi ng tin cy theo ngha m n c thc hin ng vi thit kv lm tt iu . Quan nim ny th hin khi xem xt Toyota sn xut t, Gap thit k v bnqun o, Citybank trong dch v khch hng.Tc ng ca cht lng sn phm cao n li thcnh tranh gm hai phn. Th nht, vic cung cp cc sn phm cht lng cao s lm tng gi trca sn phm trong mt ca khch hng. T s nng cao nhn thc v gi tr ny cho php cng ty

3 M.E. Porter (1980), Competitive Strategy, Free Press New York


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i hi mc gi cao hn. V d Trong ngnh sn xut t, cc cng ty nh Toyota khng ch c lith cnh tranh chi ph da trn nng sut, m h cn c thi hi mc gi cao hn v cht lngca n cao hn. Nh vy, trong so snh vi General Motor, Toyota c c chi ph thp hn v khnng yu cu gi cao hn. Kt qu l, c v nh Toyota vn hnh vi bin li nhun ln hn

GM.Hnh Error! No text of specified style in document.-2: Cc khi cbn to li th cnh tranh

Thhai, cht lng cao dn n hiu qu cao hn v em li chi ph thp hn. Cht lng cao slm gim thi gian lao ng b lng ph lm ra cc chi tit sn phm khuyt tt hay cung cpdch v khng p ng tiu chun v gim thi gian b ra sa cha khuyt tt s lm cho nngsut lao ng cao hn v chi ph n v thp hn (Hnh 3-3). Nh vy, cht lng sn phm caokhng ch cho cng ty i hi gi cao hn v sn phm ca mnh m cn h thp chi ph.

Tm quan trng ca cht lng trong vic to lp li th cnh tranh tng ln ng k trong thpk va qua. Thc vy, nhiu cng ty vic nhn mnh vo cht lng l ct tn mc vic tc cht lng sn phm cao khng cn c coi nh mt cch thc to li th cnh tranh na.Trong nhiu ngnh, cht lng trthnh mtiu bt buc tuyti tn ti.

c.Ci tin

Ci tin l bt k nhng g c coi l mi hay mi l trong cch thc m mt cng ty vn hnhhay sn xut sn phm ca n. Ci tin bao gm nhng tin b m cng ty pht trin v cc loisn phm, qu trnh sn xut, h thng qun tr, cu trc t chc v cc chin lc. Tt c nhngiu sau y c coi l ci tin: s pht trin ca Intel v b vi x l; chin lc chit khu ca

Cht lngvt tri

Li th cnh tranh

Chi ph thpKhc bit p ng khch hng

vt tri

Ci tinvt tri

Hiu quvt tri


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Toys RU trong kinh doanh bn l chi; h thng sn xut mm do vi tn kho th p trongvic ch to t Toyota; Nhng c gng tin phong ca Wal-mart trong vic s dng h thngthng tin qun tr h thng hu cn, t hp sn phm v nh gi sn phm. Ci tin thnh cng l pht trin sn phm mi v/hoc qun tr doanh nghip theo mt cch thc mi l , to ra gi

tr cho khch hng.4Hnh Error! No text of specified style in document.-3: Cht lng vt tri

Ci tin c l l khi quan trng nht ca li th cnh tranh. Vdi hn, cnh tranh c th coi nhmt qu trnh c dn dt bng sci tin. Mc d khng phi tt c cc ci tin u thnh cng,nhng ci tin l ngun lc ch yu ca li th cnh tranh, bi v, theo nh ngha, n to ra chocng ty nhng thc o- nhng th m i th cnh tranh ca n khng c (t ra cho n khino h bt chc thnh cng). Tnh c o gip cng ty to ra khc bit so vi i th v i hi

mt mc gi tng thm cho sn phm ca n, hoc gim chi ph ng k so vi i th.C th nu ra mt vi v d lm ni bt tm quan trong ca ci tin nh l nn tng ca li th cnhtranh: Xerox pht trin my photo copy, Cisco pht trin router, Intel pht trin cc b vi x lmi, Hewlett-Packard pht trin my in laze, Nike pht trin giy th thao k thut cao, Bausch&Lomb pht trin knh p trng, hay Sony pht trin Walkman. Tt c cc ci tin sn phm ny ugip to dng li th cnh tranh cho cc cng ty i tin phong. Trong mi trng hp, cng ty cthi hi mt mc gi tng thm bng tnh hp dn ca ngi cung cp c o. Cc bng chngcn cho thy khch hng ngy cng nhn thc gi tr cao hn trn phng din ton cu ch khngch t nhng nhn hiu ni a.5 Cc doanh nghip sng to gi tr cho khch hng bng vic sdng mt cch c tnh sng to cc ngun lc v kh nng ca mnh.6

4 W.Chankim- R.Mauborgne (1997),"Value Innovation: the Strategic Logic of High Growth,", Havard Business Review, 1-2 pp 102-115

5 J. Benedict, E. M. Steenkamp, R. Batra, & D. L. Alden, 2003, "How perceivedbrand g lobalnesscreates brand value",Journal of International Business Studies,34: 5365.6S. Nambisan, 2002, "Designing virtual customer environments for new productdevelopment:Toward a theory",Academy of Management Review, 27:392413

Cht lng tngln

Tng tin cy

Gicao hn

Gim chi phNng sut tngln

Li nhun caohn


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Theo thi gian cc i th cnh tranh c th bt chc nhng thnh cng ca ngi ci tin. Vth, cc cng ty ci tin cn to dng c s trung thnh nhn hiu mnh m v h trcho qutrnh qun tr, to ra nhng kh khn ngn cn s tn cng ca k bt chc. Bng cch , Sonyvn c bit ti v Walkman, Hewlett-Packard vn c bit n bi my in laze, Intel nh l cha

ca b vi x l

d.p ng khch hng

Mt cng ty p ng khch hng tt phi c kh nng nhn din v tho mn nhu cu khch hngtt hn so vi cc i th cnh tranh. C nh vy khch hng s cm nhn gi tr sn phm cacng ty, v cng ty c li th cnh tranh trn cskhc bit.

Sci thin v cht lng cung cp sn phm gip cng ty p ng khch hng bng cch phttrin sn phm mi vi nhng c tnh m sn phm hin ti khng c. Ni cch khc, vic tc cht lng vt tri v ci tin l mt b phn cn thit thc hin p ng khch hng mtcch vt tri.

Kha cnh ni bt th hai trong p ng khch hng l cung cp cc hng ho v dch v theo nhucu c o ca cc khch hng hay nhm khch hng c bit. V d, s gia tng nhiu loi ncgii kht v bia trong nhng nm gn y c th phn no coi nh mt sp ng khuynh hngny. Cc cng ty sn xut t cng vy h trnn quen thuc vi vic phi to ra nhng chicxe theo yu cu ca khch hng c bit. V d, lm theo ngi dn u Toyota, chi nhnh Saturnca GM ra nhng chic xe theo n t hng ca cc khch hng c bit, cho khch hng mtphm vi la chn rt rng v mu sc cng nh cc chn la khc.

Kha cnh th ba ca p ng khch hng l quan tm n thi gian p ng khch hng, chnhl thi gian giao hang, hay thc hin mt dch v.7 Vi nh ch to my thi gian p ng l

thi gian cn thit thc hin mt n hng. Vi mt ngn hng, l thi gian cn thit x lmt khon vay, hay thi gian khch hng phi ng xp hng chn lt. Vi mt siu th, lthi gian khch hng phi ng trong hng ch thanh ton. Tt thy cc cuc iu tra khch hngu cho thy thi gian p ng chm l nguyn nhn cbn lm khch hng khng tho mn.8

Bn cnh p ng cht lng, p ng theo yu cu, v p ng thi gian, thit kvt tri, dchv vt tri, dch v hu mi v h tr vt tri l nhng ngun khc tng cng p ngkhch hng. Tt c cc yu t ny tng cng sp ng khch hng v cho php cng ty to rakhc bit so vi cc i th t p ng hn. Cui cng, s khc bit ny li cho php cng ty tolp lng trung thnh nhn hiu v c thi hi mt mc gi tng thm cho sn phm ca mnh.

Tm li, hiu qu, cht lng, sp ng khch hng, v ci tin l tt c cc nhn t quan trng c c li th cnh tranh. Hiu qu vt tri cho php cng ty gim thp hn chi ph; chtlng vt tri cho php cng ty va c thi hi mc gi cao hn, va h thp chi ph; p ngkhch hng vt tri cho php i hi mc gi cao hn; s ci tin c th dn ti gi cao hn vchi ph n v thp hn. Hnh 4-5. Bn nhn t ny cng nhau gip cho cng ty to ra gi tr cao

7 G.Stalk, T.M. Hout (1990), Competing Agains Time, Free Press New York8 G.Stalk, T.M. Hout (1990), Competing Agains Time, Free Press New York


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hn bng vic h thp chi ph hay to s khc bit v sn phm ca n so vi cc i th, cho phpcng ty lm tt hn i th ca n.

e.Vai tr ca may mn

Nhiu ngi cho rng may mn ng vai tr cbn trong vic xc nh s thnh cng hay tht bitrong cnh tranh.9Trong hu ht cc gii thch nh vy, may mn lm gim i tm quan trng cachin lc hoch nh. Ngi ta cho rng thay v phi i u vi nhng ri ro, mt s cng tych tnh cgp phi chin lc ng n, ni cch khc, h ch tnh cpht trin hay shu ccngun lc hay nng lc tt ch khng phi l thit k trc.

Mc d trong nhng trng hp c bit, may mn c th l nguyn nhn thnh cng cho mt scng ty. iu cng khng phi l cch gii thch thuyt phc cho nhng thnh cng lin tc camt cng ty. Chng ta tng ni n vic to lp cc khi li th cnh tranh v cng cn nhrng cnh tranh l qu trnh c gng lin tc. C th tng tng rng mt cng ty bng may mnc th gip n shu cc ngun lc v nng lc cho php t k tch trong mt hay nhiu li thcnh tranh. Tuy nhin, rt kh c th tng tng c bng cch no cng ty li duy tr ccc k tch trn bt k cc khi li th m vn khng th to ra bng iu g khc, ngoi nhng cgng c thc- chnh l chin lc. Qu thc may mn c thng mt vai tr nht nh trongthnh cng.

3.3.NGUN GC CA LI THCNH TRANH BN VNG

Mt nng lc ct li (nng lc to s khc bit) l sc mnh c o cho php cng ty t c svt tri v hiu qu, cht lng, ci tin v p ng khch hng, do to ra gi tr vt tri vt c u th cnh tranh. Cng ty c nng lc ct li c th to ra s khc bit cho cc sn phmca n hoc t c chi ph thp hn so vi i th. Vi thnh tch n to ra nhiu gi trhn i th v s nhn c t l li nhun cao hn trung bnh ngnh.

V d, c th thy Toyota c nhng nng lc khc bit trong s pht trin v vn hnh h thng chto. H khai ph mt lot cc k thut ch to nh h thng tn kho ng thi hn (JIT), nhmt qun, v gim thi gian thit t cc my mc phc tp. cc kh nng ny gip cho Toyotat c hiu qu v cht lng vt tri l nn tng cho li th cnh tranh ca n trong ngnh snxut t ton cu.10

3.3.1. Cc ngun lc v kh nng tim tnga.Cc ngun lc

Cc nng lc ct li (to s khc bit) ca mt t chc sinh ra t hai ngun, l: cc ngun lcv kh nng tim tng ca n (Hnh 4-7).11Cc ngun lc, theo ngha rng, bao gm mt lot ccyu t tchc, k thut, nhn svt cht, ti chnh ca cng ty. Cc ngun lc c th chia thnhhai loi: ngun lc hu hnh v ngun lc v hnh. Cc ngun lc hu hnh c th thy c v

9 A.A. Alchain (1950), "Uncertain, Evolution, and Economic Theory",Journal of Political Economy , 84 pp 488-500.10 M.Cusumano (1989), The Japannese Automobile Industry, Cambridge, Mass.: Havard University Press11 B.Wernerfelt (1994), "A Resource Base View of the Firm", Strategic Management Journal, 5 (1994) 171-180


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nh lng c, bao gm ngun lc ti chnh, t chc, cc iu kin vt cht, v cng ngh. Ccngun v hnh bao gm nhn s, kh nng ci tin v danh ting.

Bng Error! No text of specified style in document.-1: Cc ngun lc hu hnh

Ngun Ni dungCc ngun ti

chnh-Kh nng vay n-Kh nng tti tr

Cc ngun t chc -Cu trc quan h bo co chnh thc, h thng hoch nh, kim sotphi hp chnh thc

Cc ngun vt cht - Tnh phc tp v phn b cc nh xng my mc thit b-Tip cn cc ngun nguyn liu

Cc ngun kthut - D trv k thut nhbn quyn, nhn hiu thng mi, bng sngch, b mt kinh doanh

Cc ngun lc hu hnh c th tm thy trong cc bo co ti chnh, nhng thc t, cc bo cocng khng tnh n tt c gi tr cc ti sn ca cng ty, bi v cc bo co ny khng quan tmn cc cc ngun v hnh12. Do , ngun to ra li th cnh tranh ca cng ty ni chung khngc phn nh y trong cc bo co ti chnh. Gi tr ca cc ngun hu hnh cng b hn chbi chng rt kh vn dng- thng thng mt doanh nghip khng th to thm cc hot ngkinh doanh v gi tr tng thm t ngun hu hnh. Mc d cc ti sn trong ch to l hu hnh,nhng nhiu qu trnh cng ngh s dng li l v hnh.

Bng Error! No text of specified style in document.-2: CC NGUN V HNHNgun Ni dung

Nhn s -Kin thc-Tin cy-Cc kh nng qun tr-Thi quen t chc

Cc ngun sng kin -Cc tng-Kh nng khoa hc-Kh nng ci tin

12 R. Lubit, 2001, "Tacit knowledge and knowledge management:The keys to sustainablecompetitive Advantage,"Organizational Dynamics, 29(3): 164178;


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Cc ngun danh ting - Danh ting vi khch hng-Nhn hiu-Cc nhn thc v bn, cht lng, tin cy ca sn phm-Danh ting vi nh cung cp: v tnh hu hiu, hiu qu, h tr, cc tng tc vmi lin h cng c li

Trong vic to ra cc nng lc ct li, so vi cc ngun hu hnh, cc ngun v hnh l ngun ctc dng hu hiu hn v ni tri hn.13 Vi nn kinh t ton cu thnh cng ca mt cng ty phthuc vo tr tu v ngun lc c tnh h thng nhiu hn cc ti sn vt cht ca n. Hn na, khnng qun tr tr tu con ngi v chuyn n thnh nhng sn phm/dch v mt cch thnhcng, ang nhanh chng tr thnh cc k nng iu hnh c bn ca thi i.14C nhiu bngchng cho thy t trng cc ngun v hnh ang c khuynh hng tng ln rt nhanh v chim uth so vi cc ngun hu hnh.

Bi v cc ngun v hnh l cc ngun kh nhn thy, v rt kh cho cc i th cnh tranh tmhiu, mua li, bt chc hay thay th, nn cc doanh nghip thch da trn cc ngun lc v hnhnh l nn tng ca cc kh nng v nng lc ct hn cc ngun hu hnh. Thc t, ngun lc cngkh quan st v nhn ra, cng c kh nng tr thnh mt nn tng cho cc li th cnh tranh bnvng. Hn na, so vi ngun hu hnh, cc ngun v hnh d vn dng hn. Vi ngun v hnh,mng li ngi s dng cng ln, li ch ca mi b phn cng tng ln. Hai ngi cng chia snhau cc kin thc ring thng tc ng lm ny sinh cc kin thc tng thm mi i vi mingi v gy tc ng lm ci thin hiu sut ca cng ty.

Danh ting l mt ngun lc v hnh quan trng to ra li th cnh tranh. Hnh thnh ch yu tcc hot ng, sn phm, dch v v truyn thng vi cc bn hu quan, danh ting l kt qu canng lc th trng c cc bn hu quan nh gi vt tri trong nhiu nm. Mt nhn hiu ni

ting v c gi tr chnh l mt ng dng ca danh ting vo hnh thnh li th cnh tranh. Danhting ca mt cng ty c mi lin h qua li cht ch vi ngun vn x hi ca n. Ngun vn xhi ca mt cng ty l cc mi lin h gia n vi cc t chc khc (nh cc nh cung cp, cc nv chnh ph) m tc ng n vic to ra gi tr.15Cc quan h hu hiu cho php cng ty tipcn ngun lc ca cc bn tham gia b sung vo cc ngun lc c bn ca mnh. Tip cn ccngun lc nh vy s gip cng ty to ra gi tr cao hn. Mt mi lin h tch cc gip cc cng tythit lp c cc lin minh vi cc i tc tt. V cc mi lin h tt vi cc t chc nh hngtch cc n danh ting.

Ngun lc t n khng to ra li th cnh tranh cho cng ty. sinh ra kh nng khc bit , ccngun lc phi c o v ng gi. Mt ngun lc c o l ngun lc m khng c cng ty

no khc c c. V d, nng lc khc bit ca Polaroid trong chp nh ly lin c t nntng trn mt ngun lc v hnh c o: l b quyt x l phim ly lin chng bt chc bngmt bn quyn. Mt ngun lc ng gi nu bng cch no n gip to ra nhu cu mnh mvsn phm ca cng ty. B quyt cng ngh ca Polaroid l ng gi, bi v n to ra nhu cu mnh

13 Brush & Artz,"Toward a contingent resource-based theory'.14 J. B. Quinn, P. Anderson, & S. Finkelstein, 1996, "Making the most of the best", Harvard Business Review, 74(2):7180.15M.A. Hitt, H. Lee, & E.Yucel, 2002. "The importance ofsocial capital to the management of multinational enterprises:Relational networks among Asian andwesternfims", Asia Pacific Journal of Management, 19:353372


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m v sn phm nh. Thch thc i vi nhng ngi lm quyt nh l lm sao hiu c gi trchin lc ca cc ngun lc v hnh v hu hnh. Gi tr chin lc ca cc ngun lc c xcnh bi mc nh hng ca chng n vic pht trin cc kh nng, v cc nng lc ct li vcui cng n li th cnh tranh. V d, cc iu kin trong h thng phn phi l mt ngun lc

hu hnh gn vi mt gi tr trong bng cn i k ton ca cng ty. Tuy nhin, gi tr thc canhng iu kin phn phi li c t nn tng trn hng lot cc nhn t nh s gn gi ngunnguyn vt liu v khch hng, ngoi ra cn cc nhn t v hnh trn gc s tch hp trong cciu kin phn phi, hnh ng ca cc cng nhn vi nhau v vi cc bn hu quan (nh cungcp, khch hng)16

Cc kh nng tim tng

c xem nh ngun to ra kh nng, cc ngun lc v hnh v hu hnh l b phn cbn dnn s pht trin li th cnh tranh. Kh nng tim tng l kh nng ca cng ty s dng cc ngunlc c tch hp mt cch c mc ch t c mt trng thi mc tiu mong mun.17 Nh

l s lin kt cht ch t chc li vi nhau, cc kh nng sn sinh theo thi gian thng qua nhngtng tc gia cc ngun lc v hnh v hu hnh. Cc k nng ny tp trung vo cc cng vichng ngy ca t chc; l, cch thc ra cc quyt nh, qun tr cc qu trnh bn trong tn mc tiu ca t chc. Khi qut hn, cc kh nng tim tng ca mt cng ty l sn phm cacu trc t chc v h thng kim sot. Chng xc nh cc quyt nh c lm bng cch no vu trong t chc, cc hnh vi tng thng, cc gi tr v chun mc vn ho ca cng ty.

Nh l iu ct yu to li th cnh tranh, cc kh nng thng da trn s pht trin, truyndn, v trao i thng tin v kin thc thng qua ngun vn nhn s.18 Bi v, mt nn tng kinthc gy dng trn cc hnh ng ca cng ty c th khng c tt c cc nhn vin hiu mtcch r rng, m chnh s lp li v thc hnh s lm tng dn gi tr ca cc kh nng trong cng

ty. Nn tng ca rt nhiu kh nng ca cng ty nm trong cc k nng v kin thc ca cc nhnvin, thng l cc chuyn gia trong cc hot ng chc nng. V th, khng nn nh gi qucng iu gi tr ca ngun vn con ngi trong vic pht trin v s dng cc kh nng timtng v rt cc l cc nng lc ct li. Cc cng ty cam kt pht trin cc kh nng tim tng cacon ngi bn trong cng ty nhm duy tr c li th cnh tranh lu di so vi cc cng ty khnglm c iu ny.

Cc nh lnh o kinh doanh trong mi trng ton cu ngy cng ng h quan im cho rng kinthc nm trong ngun nhn s l nhn t quan trng nht trong cc kh nng ca cng ty v c thl gc r ca tt c cc li th cnh tranh. Nhng cc cng ty cng phi c kh nng s dng cckin thc m h c c, lm cho n lan truyn n mi hot ng ca t chc. C gi cho rng

trong k nguyn thng tin mi thu ph thuc, cn kin thc l trung tm. Gi tr ca mt cngty khng phi sinh ra t cc s vt m chnh t kin thc, b quyt, ti sn tr tu, nng lc tt c

16 R.W. Coff, 1999, "How buyers cope with uncertainty when acquiring firms in knowledge-intensive industries: Caveat emptor", Organization Science,10:144161;17 C. E. Helfat & R. S. Raubitschek, 2000, "Product sequencing:Co-evolution of knowledge, capabilities and products ," Strategic ManagementJournal, 21:961979.18 M. A. Hitt, R. D. Ireland, & H. Lee, 2000,"Technological learning, knowledge management, firm growth and performance: An introductory essay,"JournalofEngineering and Technology Management, 17:231246


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nhng th u trong con ngi.19 T thc t, thch thc i vi cng ty l phi to ra mtmi trng cho php con ngi gn kt cc mnh kin thc c nhn ca h sao cho trn phngdin tp th cc nhn vin c c kin thc c tnh t chc nhiu nht c thc.20

S phn bit gia ngun lc v kh nng tim tng ch yu hiu iu g sn sinh ra nng lcto s khc bit. Mt cng ty c th c cc ngun lc c o v ng gi nhng nu n khng ckh nng tim tng s dng cc ngun lc mt cch hiu qu vn khng th to ra v duy trkh nng to s khc bit. iu cng rt quan trng nhn thc rng mt cng ty khng nhtthit phi c cc ngun lc c o v ng gi thit lp cc kh nng khc bit min l n cnhng kh nng tim tng m i th cnh tranh khng c. V d, Nh iu hnh cn thp miniNucorc xem nh mt nh cn thp hiu qu nht M. Nhng nng lc khc bit ca Nucorv sn xut thp chi ph thp khng phi do cc ngun lc c o v ng gi. Nucor c cng ccngun lc (my mc, nh xng, k nng cng nhn v b quyt) nh nhng nh cn thp khc.iu lm cho Nucor khc bit chnh l kh nng tim tng c o v qun tr cc ngun lc theophng thc sinh li cao. C th l cu trc, h thng kim sot v vn ho ca Nucor khuyn

khch hiu qutt c cc cp ca cng ty.

Tm li, vi mt cng ty c nng lc khc bit, n phi c ti thiu mt ngun lc c o vng gi v cc kh nng tim tng (cc k nng) cn thit khai thc ngun lc , hoc mtnng lc c o qun tr cc ngun lc chung. Nng lc to s khc bit ca cng ty l mnhnht khi n shu c cc ngun lc c o v ng gi cng vi nng lc qun tr cc ngun lc.

Nng lc ct li

Nng lc ct li l cc ngun lc v kh nng ca cng ty c s dng nh ngun to ra li thcnh tranh. Nng lc ct li lm cho mt cng ty c tnh cnh tranh v phm cht ring c ca n.

Nng lc ct li pht sinh theo thi gian thng qua qu trnh hc tp, tch ly mt cch c t chcv cch thc khai thc cc ngun lc v kh nng khc nhau. Nh mt kh nng hnh ng, ccnng lc ct li l " phc sc sang trng ca mt cng ty", cc hot ng m cng ty thc hintt so vi i th cnh tranh v thng qua n lm tng gi tr cho cc hng ha v dch v trongsut thi gian di.21

Khng phi tt c cc ngun lc v kh nng ca cng ty u l cc ti sn c tnh chin lc. Ccti sn c tnh chin lc phi c gi tr cnh tranh v c tim nng s dng nh mt ngun li thcnh tranh, thm ch c th c c cc ngun lc v kh nng cn gy ra cc bt li v mt chinlc bi chng nm trong vng m cng ty yu trong so snh vi i th. Do , c th c mt sngun lc v kh nng khng c pht trin thnh mt nng lc ct li. Cc doanh nghip c scmnh ti chnh c th s dng ngun lc ny mua cc nh xng thu thm nhn vin cn thitto ra cc sn phm cung cp gi tr cho khch hng. Tuy nhin, cc doanh nghip khng c ngunlc ti chnh mnh, c th bc lim yu ca h trong vic mua hay to dng cc kh nng

19 G. G. Dess & J. C. Picken, 1999,Beyond Productivity , New York: AMACOM.20 P. Coy, 2002, "High turnover, high risk",Business Week(Special Issue),Spring, 24.21K. Hafeez,Y. B. Zhang, & N. Malak, 2002, "Core competence for sustainable competitive advantage: A structured methodology for identifying corecompetence", IEEE Transactions on Engineering Management, 49(1):2835;C. K. Prahalad & G. Hamel, 1990,"The core competence of the corporation",Harvard Business Review, 68(3): 7993.


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mi. thnh cng, cc doanh nghip phi hng ti cc chi ca mi trng sao cho kh nngca n c th khai thc c, trnh phi ng u vi nhng lnh vc m n c im yu.22

Vn l c li th cnh tranh bn vng cng ty nn c bao nhiu nng lc ct li? Cch licu hi rt khc nhau. Cng ty t vn McKinsey gi cho cc khch hng ca cng ty l nn tmra ba n bn nng lc phc v trong khun kh chin lc ca h.23Vic h tr v nui dngnhiu hn bn nng lc ct li c th gy cn trcho cng ty trong vic tp trung khai thc y cc nng lc ca n trn th trng.

Cc doanh nghip nn hnh ng da trn cc nng lc ct li ca n. Cc hnh ng ca Starbuck chng t lun im ny. ang tng trng nhanh chng, Starbuck quyt nh c th s dngInternet nh mt knh phn phi nhm t c s tng trng hn na. Tuy nhin, n cng nhanhchng nhn ra rng n ang thiu cc kh nng cn thit phn phi sn phm ca n qua mngmt cch thnh cng, v rng c ph c o ca n mi chnh l li th cnh tranh ch khng phil giao hng. Vi nhn thc nh vy, Starbuck i mi s nhn mnh ca n vo cc kh nng

hin ti to gi tr thng qua chui cung cp ca n. lm iu , n gim bt s nh cungcp t 65 xung cn 25 v thc hin cc hp ng di hn vi nhng ngi trng c ph nhn.Cng ty ny cng quyt nh t cc my bn c ph espresso cc n bang cng thng. Ccmy ny gip gim chi ph cho Starbuck trong khi cung c p cc dch v hon thin cho khchhng h c th nhanh chng ri khi hng ch. S dng chui cung c p v kh nng phc vtheo cc cch thc cho php Starbuck tng cng li th cnh tranh v c ph v c o vicc khch hng tn nhim n. Ngoi Starbuck, chng ta cn c th tm thy nhiu v d v khaithc cc nng lc ct li. l trng hp ca Exxon vi nng lc to s khc bit trong ngnhkhai thc du m, lc du v tinh ch, trong nm 1974 chi u t qu nhiu v ngnh thit bvn phng tng ho, l lnh vc m n khng c kh nng. N lc ny tht bi v Exxon phibn i hot ng kinh doanh ny vo nhng nm 1980. Trng hp ca Xerox cn cho thy tmquan trng ca qu trnh to dng cc ngun lc v nng lc thng qua chin lc. Cui nhngnm 1970, th phn ca cng ty ny v my photo copy gim xung 50% v cc i th cnh tranhNht Bn, Canon v Rikoh quan ch n cc kh nng to s khc bit ca h, trong khi Xerox th khng. Kt qu l u nhng nm 1980, Canon v Ricoh bn cc my photo copy chtlng cao, k thut vt tri vi mc gi ch xp x vi Xerox. ly li th phn mt, Xeroxphi t duy li mt cch cbn v cch thc m h tin hnh kinh doanh. N thc hin mt lotcc chin lc chc nng ci thin v cht lng v thit k sn phm, trnh lng tn khokhng cn thit, gim thi gian thit k sn phm mi. Mc ch ca cc chin lc ny l phttrin cc ngun lc v nng lc trnh cho Canon v Ricoh ginh th phn khi tay Xerox.

To dng cc nng lc ct liC hai cng c gip cc cng ty nhn din v to dng cc nng lc ct li. Cng c th nht baogm bn tiu chun c th ca li th cnh tranh bn vng m cng ty c th s dng xc nhcc ngun lc v kh nng c tim nng tr thnh cc nng lc ct li hay khng. Cng c th hai

22 C. Bowman, 2001, " Value in the resource-based view of the firm: A contribution to the debate ", Academy ofManagement Review, 26: 501502.23C. Ames, 1995, "Sales soft? Profits flat? Its time to rethink your business", Fortune, June 25, 142146.


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l phn tch chui gi tr. Cng ty c th s dng cng c ny chn ra cc nng lc to gi trcn c duy tr, nng cp, hay pht trin v cc nng lc cn mua t bn ngoi

Hnh 3-4: Nng lc ct li nh mt kh nng chin lc

Bn tiu chun ca li thcnh tranh bn vng

Cc nng lc ct li phi bo m bn tiu chun ca li th cnh tranh bn vng: ng gi, him,kh bt chc, khng th thay th. Cc kh nng tim tng khng tha mn bn tiu chun ca li

th cnh tranh bn vng khng phi l nng lc ct li. Nh vy, mi nng lc ct li l mt khnng, nhng khng phi kh nng no cng trthnh nng lc ct li. Trn phng din iu hnh,mt kh nng l mt nng lc ct li, n phi bo m "ng gi v khng th thay thnu ngtrn quan im khch hng, v c o, khng thbt trc nu ng trn quan im ca cc ith"24

Ch c tht c li th cnh tranh bn vng khi cc i th cnh tranh tht bi trong cc n lcnhn bn cc li ch chin lc ca cng ty. Nh vy trong mt khong thi gian nht nh cng tyc th thu c mt li th cnh tranh bi vic s dng cc kh nng ng gi, him v kh btchc. Khong thi gian di hay ngn ty thuc vo kh nng bt chc thnh cng ca i th.Li th cnh tranh bn vng ch khi n tha mn c bn tiu chun

Bng Error! No text of specified style in document.-3: CC TIU CHUN XC NH NNG LCCT LI

Tiu chun Ni dungCc kh nng ng gi - Gip cng ty ha gii cc e da v khai thc cc c

hiCc kh nng him - Khng c trong nhiu i th

24 C. H. St. John & J. S. Harrison, 1999, "Manufacturingbased relatedness, synergy, and coordination", StrategicManagement Journal, 20: 129145.

Cc ngun lc:Cc u vo cho qutrnh sn xut

Cc kh nng:- tch hp mt nhmcc ngun lc

Nng lc ct li:-Mt kh nng chinlc

Kh nng:-Mt nhm cc ngunlc khng chin lc

Kh nng c bo mcc tiu chun li thcnh tranh bn vngkhng?

C

Khng

Ngun tora


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Kh nng kh bt chc - V lch s: vn ha v nhn hiu ng gi, c o- Nhn qu khng r rng: cc nguyn nhn v cng dngca mt nng lc khng r rng- Tnh phc tp x hi: cc quan h quc t, tin cy, vbn b gia cc nh qun tr, nhn vin, nh cung cp v

khch hngKh nng khng thay th - Khng c chin lc tng ng

ng gi

Cc kh nngng gi cho php cng ty khai thc cc chi v ha gii cc e da t mi trngbn ngoi. Bng vic khai thc mt cch hu hiu cc chi cng ty c th to gi tr cho khchhng. i khi cc kh nng ca cng ty c th tr thnh ng gi thng qua cc sa i honthin kh nng ca h. V d, nhng ngi duyt web vi mc ch mua sm cm thy cc trangweb cung cp thng tin cha ra quyt nh mua trc tuyn. Hin nay mi ch c xp x 3%ngi duyt web quyt nh mua, v 97% cn li khng th chuyn cuc ving thm trang webthnh vic mua sm. Tuy nhin, nu cng ty bit cch sa i website ca h to gi tr cho

ngi n thm trang web, gip h c y cc thng tin cho quyt nh mua, t l chuyn ingi n thm trang web thnh ngi mua s cao hn. Trong trng hp ny, kh nng ng gichuyn ngi n thm thnh ngi mua.

Him

Cc kh nng him ngha l kh nng ny khng c hoc rt ti th cnh tranh c c khnng. Cu hi cbn cc nh qun tr nhn ra tnh him ca mt kh nng l "cc i th cacng ty c kh nng ny khng? V bao nhiu i th c kh nng nh vy?". Cc kh nng c nhiu i th cnh tranh s khng phi l li th cnh tranh cho tt c cc i th c c n. Ccngun lc v kh nng ng gi nhng ph bin l cc ngun lm cn bng cnh tranh.25

Kh bt chcCc kh nng kh bt chc l nhng kh nng m cc i th khng d dng pht trin c n.C ba nguyn nhn to ra kh nng kh bt chc.

Thnht, kh nng c to ra tmtiu kin lch sc o. "Nh mt qu trnh tin ha,cng ty c c cc k nng, cc kh nng v cc ngun lc duy nht i vi n, phn nh conng pht trin c th ca h v mt lch s"26 Cc doanh nghip i khi c c cc kh nngc o bi n ng thi im, ng v tr.Mt doanh nghip c mt vn ha t chc c o vng gi trong giai on lch s ban u ca n "c th c mt li th m i th khng th btchc mt cch hon ho nu chng khng thnh lp trong giai on lch s"27. Bi trong giai

on cc gi tr hu ch v cnh tranh th t v cc nim tin nh hng mnh mn s phttrin vn ha ca cng ty.

L do th hai l sm h v quan h nhn qu gia cc kh nng ca cng ty v li th cnhtranh ca n lm cho i th kh bt chc.28 Trong trng hp ny i th kh c th hiu cch

25 JJ. B. Barney, 1995, "Looking inside for competitive advantage", Academy of Management Executive, 9(4):, 52.26 J.B.Barney (1999)," How a firms capabilities affect boundary decisions",Sloan management Review (40)3, 141.27 J. B. Barney, 1991, "Firm resources and sustained competitive advantage", Journal of Management, 17: 10828 A.W. King & C. P. Zeithaml, 2001, Competencies and firm performance: Examining the causal ambiguity paradox, Strategic Management Journal, 22: 7599


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thc cng ty chuyn ha kh nng thnh li th cnh tranh nh th no. Do , cc i th khngbit chc phi pht trin kh nng g v nhn din cc kh nng ra sao c th c c li thcnh tranh.

L do th ba l sphc tp x hi. C th c mt vi, m thng l rt nhiu cc kh nng cacng ty l sn phm ca cc hin tng x hi phc tp. Cc quan h quc t, lng tin, cc quan hbn b gia nhng nh qun tr vi nhau v gia nhng nh qun tr vi nhn vin, danh ting cacng ty vi cc nh cung cp v khch hng l v d ca cc kh nng mang tnh phc tp x hi.

Khng ththay th

Cc kh nng khng ththay thngha l khng c stngng chin lc. Hai ngun lc (haynhm ngun lc) ca cng ty ng gi c gi l tng ng chin lc nu mi ngun lc cth khai thc mt cch ring r vn to ra cng mt chin lc"29. Ni chung cc kh nng cngkh nhn thy cng kh c th tm ra ci thay th v cng thch thc vi cc i th nu n munbt chc chin lc to gi tr. Cc kin thc c th ca cng ty, cc mi quan h da trn s tin

cy gia cc nh qun tr v nhn vin, cc quan h con ngi l nhng v d v cc kh nng khnhn din v kh thay th.

Tm li, li th cnh tranh bn vng ch c th to ra bng cc kh nng ng gi, him, kh btchc v khng th thay th. Bng nu ra cc kt cc v hm kt hp bn tiu chun bnvng. Cc phn tch m bng ch ra gip cc nh qun tr xc nh gi tr chin lc ca cc khnng trong cng ty.

Bng Error! No text of specified style in document.-4: CC KT CC CA VIC KT HP CCTIU CHUN BN VNGng gi Him

D bt

chc

Khng

thay th

Kt cc Hm thc hin

Khng Khng Khng Khng Bt li cnh tranh Thu nhp di trung bnh

C Khng Khng Khng/c Bnh ng Thu nhp trung bnh

C C Khng Khng/C Li th cnh tranhtm thi

Thu nhp t trung bnh n trntrung bnh

C C C C Li th cnh tranhbn vng

Thu nhp trn trung bnh

3.3.2. Phn tch tnh lu bn chin ca li th cnh tranhVn m chng ta cn gii quyt y l li th cnh tranh tn ti bao lu mt khi n cto lp? Tnh lu bn ca mt li th cnh tranh no l g khi m cc cng ty khc cng tm cchpht trin cc nng lc khc bit ginh li th cnh tranh? Cu tr li tu thuc vo ba nhn t:

29 Barney (1991), Firm resources and sustained competitive advantage,111.


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ro cn ca sbt chc, nng lc ca cc i th cnh tranh, v tnh nngng chung ca mitrng ngnh.

Ro cn bt chc

Mt cng ty c li th cnh tranh s nhn c li nhun cao hn trung bnh ngnh. Li nhun nynh mt tn hiu ti cc i th cnh tranh rng cng ty ang shu mt s nng lc to s khcbit c gi tr cho php n to ra nng lc vt tri. Mt l t nhin, cc i th ca n s c gngnhn din v bt chc cc nng lc ca cng ty. Khi cc i th bt chc thnh cng, h c thsan bng nhng li nhun vt tri ca cng ty. Cc i th s bt chc nhng nng lc khc bitca cng ty nhanh n mc no? l cu hi quan trng, bi v tc bt chc c lin quan titnh lu bn vi li th cnh tranh ca cng ty. Nu nhng th khc gi khng i, i th cnhtranh bt chc cc nng lc khc bit ca cng ty cng nhanh, tnh lu bn ca li th cnh tranhcng gim v yu cu ci thin lin tc cc nng lc ngn cn bc tin ca nhng ngi btchc l ht sc cp thit.

iu quan trng cn nhn thc, l, hu nh mi nng lc ct li cui cng u bi th btchc. Vn ch l thi gian m thi. Thi gian i th cnh tranh bt chc mt nng lckhc bit cng lu th cng c chi cng ty to dng v th th trng mnh v danh ting vikhch hng, v th, sau cng gy kh khn cho cc i th mun tn cng. Hn na thi gianbt chc cng lu cng c chi cho cng ty b bt chc c thi gian tng cng nng lcca h, hoc to dng cc nng lc khc m c th gi cho n gi v thng u so vi cc ith.

Cc ro cn i vi s bt chc l yu t chnh quyt nh ca tc bt chc. Cc ro cn ivi s bt chc l nhng nhn t c th gy kh khn cho mt i th sao chp mt hay nhiunng lc to s khc bit ca cng ty. Ro cn bt chc cng ln th cnh tranh ca cng cng

bn vng cho li ty

S bt chc cc ngun lc. Ni chung cc nng lc to s khc bit da trn cc ngun lc huhnh ng gi v c o nh nh xng v thit b m cng ty ang shu l cc nng lc d btchc nht. Vi cc ngun lc nh vy, i th c th d dng nhn ra v c th mua sm trn thtrng t do. V d, nu li th cnh tranh ca mt cng ty l do n s hu duy nht cc nhxng ch to c qui m hiu qu, cc i th cnh tranh c th dch chuyn kh nhanh thit lpcc nh xng tng t. Mc d Ford ginh c li th cnh tranh so vi General Motor vonhng nm 1920 bng vic p dng cng ngh lp rp theo dy chuyn sn xut t, GM nhanh chng bt chc s ci tin . Hin ti, mt qu trnh tng t cng xut hin trong ngnhch to t khi cc cng ty c gng bt chc h thng sn xut ni ting ca Toyota, h thng mto nn tng cho hu ht li th cnh tranh ca n trong nhng nm 1970 v 1980. Ngay lp tcnh my Saturn ca GM l mt c gng ti to h thng sn xut ca Toyota.

Cc ngun lc v hnh c th kh bt chc hn nhiu. iu ny c bit ng i vi nhn hiu.Cc nhn hiu rt quan trng bi v n biu trng cho danh ting ca cng ty. V d trong ngnhthit b di chuyn trn mt t hng nng nhn hiu Caterppilarng ngha vi cht lng cao,dch v hu mi v h tr vt tri. Tng t, nhn hiu St. Michael c nh bn l ln nhtnc Anh Marks & Spencer v mt trong s cc cng ty sinh li nht th gii s dng biu trng


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cho qun o cht lng cao v gi hp l. Cc khch hng thng by t sa thch i vi ccsn phm ca cc cng ty nh th bi v nhn hiu l mt s bo m quan trong cho cht lngcao. Mc d cc i th cnh tranh cng thch bt chc cc nhn hiu ni ting c thit lpnhng lut php khng cho php h lm iu .

Cc b quyt v cng ngh v marketing cng l nhng ngun lc quan trng. Tuy vy, khngging nh nhn hiu, marketing chuyn bit ca cng ty v b quyt cng ngh c th tng i db bt chc hn. S di chuyn cc chuyn gia marketing gii gia cc cng ty c th to iu kincho s ph bin rng ri ca b quyt. V d, trong nhng nm 1970, Ford c coi l ngi lmmarketing tt nht trong s ba cng ty t ln ca M. Nm 1979 n mt i nhiu cc b quytmarketing ca mnh cho Chrysler khi Lee Iacocca - ngi lm marketing thnh cng nht- gia nhpChrysler. Iacocca sau thu nhiu ngi lm marketing cp cao ca Ford lm vic vi ng ta Chrysler. Khi qut hn na, cc chin lc marketing thnh cng tng i d b bt chc, biv n qu hin hin vi i th cnh tranh. Do vy, Coca bt chc nhanh chng nhn hiu DietPepsi ca Pepsi bng cch a ra nhn hiu Diet Coke.

V mt l lun cc b quyt cng ngh, h thng bn quyn tng i min dch vi bt chc. Ccbn quyn cho nh u t v sn phm mi mt s chp thun dnh quyn cho sn xut 20 nm.V d cng ty cng ngh sinh hc Immunex khm ph v c bn quyn v mt sn phm sinhhc iu tr bnh vim khp - l Enbrel. Sn phm ny c kh nng lm ngng cch gybnh dn n bnh vim khp, m trc y ngi ta hon ton chiu tr bng cch lm gimtriu chng ca bnh. c s ph chun FDA nm 1998, sn phm ny a ra bn vi doanhs trn 400 triu USD trong nm u tin trn th trng, v sinh ra thu nhp cho Immuex khong 2t USD hng nm. Mc d y l mt tim nng th trng khng l, nhng bn quyn caImmunex chn ng cc i th cnh tranh i vi sn phm Enbrel ca mnh. Tuy nhin, cngc nhiu pht minh khc khng d dng c bo v vi s bt chc bng h thng bn quynnhi vi sn phm sinh hc. V d, trong k thut in t v my tnh, thng c th l cc bnquyn pht minh chung.

Bt chc cc kh nng.

Bt chc cc kh nng ca mt cng ty s kh hn bt chc cc ngun lc hu hnh v v hnh,n gin bi v kh nng ca mt cng ty, ngi bn ngoi thng l khng nhn thy c. V cckh nng da trn cch thc ra quyt nh v cc qu trnh qun trsu trong cng ty, ngi bnngoi rt kh cho nhn ra. V d, ngi bn ngoi kh c th nhn dng mt cch chnh xc l doti sao 3M pht trin sn phm mi thnh cng nh vy, v ti sao Nh sn xut thp Nucor thnhcng, ti sao Cisco c th lun ng tuyn u ca th trng thit b mng.

Bn cht kh nhn dng ca cc kh nng cng khng ngn chn s bt chc. Trn phngdin l lun, cc i th cnh tranh vn c th hiu c cch thc vn hnh ca mt cng ty bngcch thu ngi t cng ty . Tuy nhin, cc kh nng ca mt cng ty cng him khi ch tptrung vo mt c nhn. C th khng mt c nhn no trong t chc c th nm ht tng th cacc th tc vn hnh ni b. Trong trng hp thu ngi t cng ty thnh cng bt chccc nng lc ch yu ca n l v ch.


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Ni tm li bi v cc ngun lc d b bt chc hn cc kh nng, cc nng lc to s khc bitda trn kh nng c o c th s bn lu hn (t b bt chc) hn l da trn cscc ngunlc. iu dng nh c v thch hp cho vic to lp nn tng cho li th cnh tranh lu di.

Nng lc ca cc i th cnh tranh

Theo nghin cu ca Pankaj Ghemawat, v pha i th cnh tranh yu t quyt nh ch yu nnglc bt chc ca hi vi li th cnh tranh ca mt cng ty khc l do bn cht ca nhng camkt chin lc trc ca i th cnh tranh. Cam kt chin lc, theo Ghemawat l sgn bca mt cng ty vi mt cch thc tin hnh kinh doanh c th, l, s pht trin mt b ccngun lc v nng lc v nng lc. Quan im ca Ghemawat l mt khi cng ty to ra mtcam kt chin lc, n s rt kh khn trong vic tm cch p ng vi s cnh tranh mi nu nphi t b s cam kt ny. Do , khi cc i th cnh tranh hon ton gn vi cc cam ktc thit lp lu di vi mt cch thc kinh doanh, n c th bt chc rt chm vi mt s citin li th cnh tranh ca cng ty. Do li th cnh tranh s tng i bn.

Mt yu t khc quyt nh kh nng ca cc i th cnh tranh i ph vi li th cnh tranh camt cng ty l kh nng hp th- l kh nng ca mt doanh nghip c thnhn din, nh gi,ng ho, v sdng cc kin thc mi. V d, trong nhng nm 1960 v 1970, Toyota pht trinmt li th cnh tranh trn c s s ci tin h thng sn xut mm do chi ph th p (LeanProduction Systems), cc i th cnh tranh nh General Motor bt chc ci tin ny rt chm,ch yu bi v h thiu nng lc hp th cn thit. General Motor l mt t chc qu quan liu vhng ni, do , n rt kh nhn din, nh gi, ng ho v s dng cc kin thc mi trn csh thng sn xut mm do chi ph thp. Thc vy, rt lu sau General Motor nhn ra v hiuc tm quan trng ca h thng sn xut ny, cng ty vn phi gng sc vt ln ng ho vs dng kin thc hc c. Ni cch khc, tnh ni b c th gy ra kh khn cho cc i th

cnh tranh p ng vi mt i th khc ang chim v th cnh tranh v sn phm mi hay qutrnh mi hay trn csci tin.

Pha trn c hai nhn t cam kt chin lc v kh nng hp th km s hn ch kh nng ca cci th cnh tranh bt chc li th cnh tranh ca mt i th khc, c bit khi li th cnh tranhpht sinh t ci tin sn phm hay qu trnh. y chnh l l do ti sao, khi cc ci tin nh dngli cc qui tc cnh tranh trong mt ngnh gi tr thng di tr t tay cc i th cnh tranh cnnhng doanh nghip mi ang hot ng vi m hnh kinh doanh mi.

Mc nngng ca ngnh

Mt mi trng ngnh nng ng l mi trng m trong s thay i din ra nhanh chng.

Trong hu ht cc ngnh nng ng c khuynh hng ci tin sn phm rt cao, v d ngnh int tiu dng, ngnh my tnh c nhn. Tc ci tin nhanh trong cc ngnh nng ng c ngha lchu k sng ca sn phm s ngn li v li th cnh tranh c th chuyn dch rt nhanh. Mt cngty hm nay c li th cnh tranh c th c v th th trng mnh, ngy mai c th bnh bi sci tin ca mt i th cnh tranh.

Trong ngnh my tnh c nhn, s tng ln nhanh chng v nng lc tnh ton trong hai thp kva qua nh hng ln n mc ci tin v mi trng v nh hn lon. Phn nh s lin tcci tin, cui nhng nm 1970, u nhng nm 1980 Apple Computer c li th cnh tranh trn


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ton ngnh nhs ci tin ca n. Nm 1981, IBM chim li li th vi vic a ra chic my tnhc nhn u tin ca mnh. Tuy nhin, n gia nhng nm 1980, IBM mt li th cnh tranhvo tay nh ch to c nng lc nhn bn cao l Compaq, cng ty ny nh bi IBM trong cucchy ua a ra my tnh da trn chp Intel 386. n lt mnh, trong nhng nm 1990

Compaq li mt li th cnh tranh vo cc cng ty nh Dell, Gateway, nhng ngi i tinphong v phng thc giao hng chi ph thp s dng Internet nh mt cng c bn hng trc tip.

Tm li, tnh lu bn ca li th cnh tranh trong mt cng ty ph thuc vo ba yu t: cao caro cn bt chc, nng lc ca cc i th cnh tranh trong vic bt chc cc ci tin ca n, vmc nng ng chung ca ngnh. Khi ro cn bt chc thp, nng lc ca i th trn tr, vmi trng rt nng ng vi nhng ci tin lin tc theo thi gian th li th cnh tranh ca dngnh rt d b dch chuyn. Mt khc, ngay c trong nhng ngnh nh vy, mt cng ty cng c tht c li th cnh tranh lu di nu nh n c thu t to dng cc ro cn bt chc.

3.4.CHUI GI TR, V SSNG TO GI TR

Chng ta c th t hi cc chc nng trong cng ty nh sn xut, marketing, R&D, dch v, hthng thng tin, qun tr vt liu, v qun tr ngun nhn lc ang gp nhng g vo qu trnh tora gi tr. Thut ngchui gi tr ch tng coi mt cng ty l mt chui cc hotng chuynho cc u vo thnh cc u ra to gi tr cho khch hng. Qu trnh chuyn ho cc u vothnh u ra bao gm mt s hot ng chnh v cc hot ng h tr. Mi hot ng lm tng

thm gi tr cho sn phm.

Hnh 3-5: CHUI GI TR

Cung cp ni b

Sn xut

Cung c p ra bnngoi

Marketing &Bn hng

C

s

h

tng

H

thngthngtin

Quntrngu

nnhnlc

Thumuatrin(R&D

Chc nng chnh

Chcnngh

tr

Chcnngh

tr

Dch v khch hng


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3.4.1. Cc hot ng chnhCc hot ng chnh phi thc hin vi vic thit k, to ra v giao sn phm cng nh cc hotng marketing cc dch v hu mi v h tr. Trong chui gi tr m tHnh 3-5, cc hot ngchnh chia lm bn hot ng: R&D, sn xut, marketing, v dch v.

Nghin cu v pht trin(R&D)

lin quan n vic thit k sn phm v thit k qui trnh sn xut. Mc d chng ta nghv R&Dthng lin tng n thit k sn phm vt cht v qu trnh sn xut trong cc doanh nghip chto, song nhiu n v dch v cng thc hin R&D. V d, cc ngn hng cnh tranh vi nhaubng vic pht trin cc sn phm ti chnh mi, v cc phng thc mi a sn phm ny nkhch hng. Cng vic ngn hng trc tuyn v cc th n thng minh l hai v d gn y vthnh qu ca pht trin sn phm mi trong ngnh ngn hng.

Bng thit k sn phm vt tri, R&D c th tng tnh nng ca cc sn phm lm cho n thmhp dn vi khch hng. Cng vic ca R&D c th lm cho qu trnh sn xut hiu qu hn, do, h thp chi ph sn xut. Theo c hai cch, chc nng R&D trong doanh nghip u c th tora gi tr. V dIntel to ra gi tr c bng pht trin cc b vi x l mnh hn, v bng vic gipkhai ph cc qu trnh ch to hiu qu hn ( trong lin kt vi nhng ngi cung cp thit b).

Sn xut lin quan n vic to ra sn phm hay dch v. Chc nng sn xut ca mt cng ty tora gi tr bng vic thc hin cc hot ng ca n mt cch hiu qu, do h thp chi ph. Snxut cng c th to ra gi tr bng vic thc hin cc hot ng ca n theo cch thc gn vi chtlng sn phm cao, iu ny dn n s khc bit v chi ph thp m c hai u to ra gi tr chocng ty.

Chc nng marketing v bn hng

ca mt cng ty cng gip to ra gi tr tronh mt s hot ng. Thng qua nh v nhn hiu vqung co chc nng marketing c th tng gi tr m khch hng nhn thc c trong sn phmca cng ty. Hn na cc hot ng ny gip to ra mt n tng d chu v sn phm ca cng tytrong tm tr ca khch hng, do n lm tng gi tr. V d, trong nhng nm 1980 cng ty PhpPerrier lm cng vic ng thn phc thuyt phc cc khch hng M rng nc ga ng chainh tr gi 1,5 USD/chai thch hn mc gi xp x 50 cent m mt cng thu lm, ng chai vphn phi nc. Chc nng marketing ca Perrier tng gi tr m khch hng gn cho sn phm.Marketing v bn hng cng c th to ra gi tr bng vic khm ph nhu cu khch hng v truynthng tr li cho chc nng R&D ca cng ty n c th thit k sn phm ph hp hn vi nhucu .

Vai tr ca dch v khch hng trong mt cng ty l cung cp dch v hu mi v h tr. Chcnng ny c th to ra s nhn thc v gi tr vt tri trong tm tr khch hng bng vic giiquyt cc vn ca khch hng v h trkhch hng sau khi h mua sn phm. V d, Caterpillarnh ch to M v cc sn phm my hng nng di chuyn trn mt t, c th cung cp cc chitit d trn bt k ni no trn th gii trong phm vi 24 gi, do cc tiu thi gian ngngmy m khch hng ca n phi chu khi my mc ca Caterpillar b hng hc. y l mt khnng h tr cc kng gi trong ngnh m s ngng my l rt tn km. Chnh iu ny gip


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tng gi tr m khch hng gn cho cc sn phm ca Caterpillar, v do gi m Caterpilla c thi hi cng cao hn.

3.4.2. Cc hot ng h trCc hot ng h trcung cp cc u vo cho php cc hot ng chnh xy raChc nng qun tr vt liu (hay logistic) lm dch chuyn vt cht qua ton b chui gi tr t thumua n sn xut v phn phi. Hiu qu gn vi hot ng ca n c th lm h thp ng k chiph do to ra nhiu gi tr hn. Wal-mart mt nh bn l khng l ca Mc cho l qun trvt liu hiu qu nht trong ngnh bn l. Bng vic kim sot cht ch lung hng ho t cc nhcung cp qua h thng kho v n tn tay khch hng, Wal-mart trch c vic phi gi lngtn kho qu ln. H thp tn kho ngha l h thp chi ph, do to ra nhiu gi tr hn.

Qun trngun nhn lc

bo m rng cng ty c cc k nng ph hp thc hin nhim v lm tng gi tr ca mnh mt

cch hiu qu. Chc nng qun tr ngun nhn lc cng thc hin cng vic nhm bo m rngcon ngi c o to, hun luyn, ng vin v th lao mt cch y thc hin cc nhimv lm tng gi tr ca h.

Hthngthng tin dng ch (mt cch ph bin) h thng in t cho qun tr tn kho, theo dibn hng, nh gi sn phm, bn sn phm, p ng cc yu cu v dch v khch hngHthng thng tin khi kt hp vi c tnh truyn thng ca Internet ang ha hn kh nng bin icch thc qun l c hiu qu v hu hiu cc hot ng khc nhau nhm to ra gi tr. Cisco sdng h thng thng tin trn csInternet bin i mt cch su sc phng thc thc hin ccchc nng marketing, bn hng v dch v, thu c hiu qung k trong qu trnh. Wal-mart lmt v d khc v vic s dng h thng thng tin thay i ng k cch thc kinh doanh. Chc

nng qun tr vt liu ca Wal-mart c th theo di hn hp sn phm v vic bn tng loi hngc th rt cht ch. Wal-mart him khi phi gi cc hnh ho khng cn dng, do lm gim chiph, v li cng ty cng c kh nng cung cp hn hp sn phm ng n ti khch hng, do lm tng nhn thc v gi tr khch hng gn cho Wal-mart.

C s h tng ca cng ty c c tnh hi khc so vi cc hot ng h trkhc. C s h tngngha l mun ni n bi cnh din ra cc hot ng to gi tr khc. Csh tng bao gm cutrc t chc, h thng kim sot v vn ho cng ty. Bi v, trong cng ty cc nh qun tr cp caoc th dng nh hng ng k ca mnh n nhng iu ny, h cng c th xem nh l mt bphn ca c sh tng ca cng ty. Thc vy, thng qua lnh o mnh, cc nh qun tr c thnh hng mt cch c thc csh tng ca cng ty, v qua n, thc hin tt c cc hot ng

sng to gi tr khc trong cng ty.

3.4.3. Cc mc tiu an cho cc chc nngVic t c s vt tri v hiu qu, cht lng, ci tin v p ng khch hng yu cu ccchin lc bao qut mt s cc hot ng to gi tr nht nh. Thc vy, cc mc tiu ny c thc xem nh l xuyn qua cc chc nng to gi tr khc nhau trong cng ty. t c chc nngny yu cu mt s kt hp cho cc chc nng mt cch ng k.


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3.4.4. Khai thc ngoi lcKhai thc ngun bn ngoi (outsourcing) hay khai thc ngoi lc l vic mua sm cc hot ngto gi tr t cc nh cung cp bn ngoi. Trong cc ngnh c tnh ton cu ha cao, khuynh hngkhai thc ngun bn ngoi cng tng nhanh.

Trong mt s ngnh, hu nh cc cng ty u c th tm kim gi tr thng qua vic khai thc bnngoi mt cch hu hiu. Cc ngnh nh ch to t v gn y l in t l nhng v d r rngv tnh th ny. Khai thc ngun bn ngoi c th tr nn rt hu hiu bi c rt t, nu khngmun ni l khng c cng ty no c cc ngun lc v kh nng v tt c cc hot ng ch yucng nh h tr to gi tr. Hn na, cc hot ng khai thc ngun bn ngoi m cng ty thiunng lc, n c th tp trung vo cc lnh vc m n c th to ra s vt tri.

Cc nghin cu khc cng lu rng khai thc cc ngun bn ngoi s khng hiu qu nu khngc cc kh nng bn trong kt hp vi cc ngun bn ngoi mt cch hiu qu cng nh phihp cc nng lc ct li. V d, Dell Computer khai thc ngoi lc hu ht cc hot ng ch

to v dch v khch hng, iu ny cho php cng ty tp trung vo vic to gi tr thng quacc kh nng phn phi trc tuyn v dch v ca n.

nhn din cc hot ng h trv ch yu khai thc t bn ngoi mt cch thch hp, bn knng cbn cn thit i vi cc nh qun tr l: t duy chin lc, to tng, qun l cc itc, v qun tr s thay i.30 Cc nh qun tr phi hiu rng c nn khai thc ngoi lc hay khngv khai thc nh th no to ra li th cnh tranh trong cng ty, v th h cn phi c t duychin lc. hon thnh cc giao dch khai thc ngoi lc hu hiu, cc nh qun tr cn c tng, c th bo m rng cc nh qun tr bn trong s dng mt cch y cc li ch t ccnh cung cp bn ngoi. Cc nh qun tr phi c kh nng thy trc v cai qun mt cch thchhp mi lin h gia cng ty vi cc dch v t bn ngoi. Cui cng, khai thc t bn ngoi c th

lm thay i cch thc hot ng ca cng ty, cc nh qun tr cc chng trnh ny phi c khnng qun tr s thay i.

3.5.TI SAO CC CNG TY THT BI

30 M. Useem & J. Harder, 2000, "Leading laterally in company outsourcing", Sloan Management Review , 41(2):2536.


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Ti sao cc cng ty li mt i li th cnh tranh v hn na ti sao cc cng ty tht bi? Chng tanh ngha mt cng ty tht bi l cng ty m t l li nhun ca n gim thp ng k so vi t lli nhun bnh qun ca cc i th cnh tranh. Mt to s cng ty c th mt i li th cnh tranhca n nhng vn cha tht bi. N cht mc li nhun bnh qun m thi. Tht bi hm khc

lit hn. Cng ty tht bi ni chung l thu nhp thp hoc m; ni cch khc n tnh trng bt liv cnh tranh.

Hnh 3-6:CC B PHN CA PHN TCH NI B

Cu hi ny c bit thch hp bi v cc cng ty thnh cng nht ca th k 20 cng i khi nhnthy v th cnh tranh ca h b xu i. Cc cng ty nh IBM, General Motor, American Express,Digital Equipment, Compaq Computer tt cu cho chng ta nh nhng v d v cng vic quntr tuyt vi, v tt c cng u phi tri qua nhng thi k hiu sut ti chnh km ci, khi y rrng h thiu li th cnh tranh. Chng ta s bn n ba l do lin quan n s tht bi l:strtr, cam kt vi cc chin lc trc, nghch l Icarus.

3.5.1. Tnh tr trTnh tr tr chnh l nhng g kh khn trong vic thay i chin lc v cu trc thch nghi vicc iu kin cnh tranh thay i. IBM l mt v d kinh in v vn ny, Trong 30 nm, nlun c xem nh mt cng ty my tnh thnh cng nht th gii. Sau , trong mt khong thigian ngn chng vi nm, nhng g l thnh cng ca n li chuyn thnh thm ho, vi s l lnn 5 t USD vo nm 1992, v phi cho ngh vic 100000 nhn vin. Nguyn nhn ch yu dnn kh khn ca IBM l s gim thp ng k chi ph ca cc my tnh c nng lc ln do nhngci tin ca b vi x l. Vi s xut hin ca cc b vi x l cng sut cao chi ph thp, quoca th trng my tnh chuyn t my tnh ln sang my tnh nh, l cc my tnh c nhn vi

Khai thc

bn ngoi

Cc li thcnh tranh

Ccnng lc ct li

Cc kh nng

Cc ngun lc:Hu hnh

V hnh

Cnh tranhchin lc

Phn tchchui gi tr

Khm phCc nng lcct li

4 tiu chunLi th bnvng


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chi ph thp. iu ny b cc hot ng kinh doanh my tnh khun kh ln s ca IBM tt livi mt th trng suy thoi. Cho d IBM v vn c s hin din ng k trong th trngmy tnh, nhng n tht bi trong vic dch chuyn t my tnh kh ln sang my tnh c nhn.

Ti sao cc cng ty thy kh khn khi thch ng vi cc iu kin mi trng mi m? Mt nhnt ni bt l cc kh nng trong t chc ang gy ra s hng ni. Chng ta bit rng kh nngl cch thc m mt cng ty ra quyt nh v qun tr cc qu trnh ca n ca t chc v l ngunto ra li th cnh tranh, ngc li, cc kh nng cng kh thay i. IBM lun nhn mnh vo hiptc cht ch gia cc n v hot ng khc nhau, qu trnh ra quyt nh nhn mnh vo sngtm nht tr ca cc n v nh mt iu kin tin quyt cho mt quyt nh tin trin.Nng lc nyl mt ngun li th cho IBM trong sut nhng nm 1970, khi s hp tc gia cc n b trn tonth gii l cn thit pht trin, ch to v bn cc my tnh kh ln. Nhng mt b my quanliu vn ng chm li l li mn dn n tht bi nhng nm 1990 khi cc t chc phi thchnghi nhanh chng vi s thay i nhanh ca mi trng.

Cc kh nng kh thay i bi v s phn b quyn lc v nh hng gn cht vi vic ra quytnh v cc qu trnh qun tr trong t chc. R rng, nhng ngi ng vai tr then cht trong qutrnh lm quyt nh s c nhiu quyn lc hn. V th s thay i ca cc kh nng thit lptrong mt t chc c ngha thay i s phn b quyn lc v nh hng hin hu, tt nhin, nhngngi c quyn lc t ho hng vi nhng s thay i nh vy. Cc ngh thay i s khi xngnhng cuc chin quyn lc. Tnh tr tr ca t chc xut hin khi nt bm quyn lc v cn trchnh tr gn lin vi c gng thay i cch thc ra quyt nh v qun tr cc qu trnh ca tchc. iu ny khng bao hm ngha t chc khng th thay i. Tuy nhin, v s thay i lunb cn trbi nhng ngi cm thy s thay i ang e do h, trong nhiu trng hp thay i em n khng hong, lc cng ty c th hon ton tht bi.

3.5.2. Cam kt chin lcGhemawat ch ra rng cc cam kt chin lc trc ca mt cng ty khng ch hn ch khnng bt chc cc i th cnh tranh, m cn gy ra cc bt li v cnh tranh.V d, IBM ut ch yu vo lnh vc kinh doanh my tnh kh ln. Khi th trng thay i, n b sa ly v ccngun lc ng k c chuyn mn ho cho lnh vc kinh doanh . Cng ty c nhng nhxng to ra my tnh kh ln, cc t chc nghin cu cng c chuyn mn ho tng t,cng vi mt lc lng bn chuyn v my tnh kh ln. Cc ngun lc ny khng thch hp vilnh vc kinh doanh my tnh c nhn mi pht sinh, do , nhng kh khn ca IBM u nhngnm 1990 l khng th trnh khi. Cc cam kt vi chin lc kho chn cng ty vo mt lnhvc kinh doanh ang b thu hp. Vic t b cc ngun lc ny b hn ch bi gy ra th thch kh

khn cho tt c cc bn hu quan ca t chc.3.5.3. Nghch l Icarus

Danny Miller, trong cun sch ca mnh, mc nhin cng nhn ngun gc ca tht bi cnhtranh c th c nguyn nhn tiu m ng gi l nghch l Icarus. Icarus l mt nhn vt trongthn thoi Hi lp. Icarus s dng mt cp cnh do b lm cho trn thot khi hn o, ni mIcarus ang b giam gi. Icarus bay cao mi, cao mi, gn st mt tri, v n khi chm c vo mttri, sc nng lm chy ht lp sp ong gn hai ci cnh vi nhau, Icarus b nho v cht bin


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Aegean. Nghch l chnh l ch ti sn ln nht ca Icarus l kh nng bay th li l s vaymn. Miller ch ra rng nghch l ny cng hm vi nhiu cng ty thnh cng.

Theo Miller, nhiu cng ty trnn qu lo mt vi nhng thnh cng ban u, h cng tin hn vonhng c gng tng t sem n cho h thnh cng trong tng lai. V th cng ty c th trnn qu chuyn mn ho v t mn, h mt i tm nhn thc t th trng cng nh cc yu cunn tng t c mt li th cnh tranh. Sm mun g h cng b tht bi.

Miller tp hp thnh bn dng nghch l Icarus lm cc cng ty tht bi. Thnht, nghch l caNhng ngi lnh ngh nh Texas Instruments v Digital Equipment Corporation (DEC). Banu, h t c thnh cng bng s xut sc v k thut. Sau , thng li cun ht h vonhng t m k thut, mt tm nhn i vi cc thc tin th trng, kt cc l cc cng ty trnnqu li thi.

Loi th hai, nhng ngi to dng v d nh Gulf&Western v ITT. Cc cng ny thnhcng trong vic to dng cc cng ty a dng ho hp l. Sau ny, h trnn qu say m vi sa

dng ho coi nh mc ch ca mnh. Sa dng ho nh vy i qu xa vi im sinh li mh c tht.

Thba, nhng ngi i u nh Wang Lab. S ham thch ban u ca h l cc ci tin rt snggi, h tip tc tm kim nhng s ci tin sng gi, nhng kt cc ca cun tiu thuyt sn xut lnhng sn phm v dng.

Cui cng, nhng ngi bn hng m Procter&gamble v Chrysler l tm gng. H trnn vcng thuyt phc vi kh nng bn bt c g. H ch quan tm va phi ti pht trin sn phm vs xut sc trong ch to, kt qu l sinh ra mt lot cc sn phm thp km v nht nho.

3.6.DUY TR LI THCNH TRANH

Bng cch no cng ty c th trnh c cc cm by, cm d trong khi nhiu cng ty khcthnh cng. Bng cch no n c th to dng li th cnh tranh bn vng. Chng ta s khng cmt cu tr li hon chnh nu ch trong phn vit di y v vn ny. Tuy nhin, c th ch ray mt sim c th lm.

3.6.1. Tp trung vo vic to lp cc khi li th cnh tranhTrc ht, duy tr mt li th cnh tranh cng ty cn lin tc tp trung vo bn khi li th cnhtranh chung- l hiu qu, cht lng, ci tin v p ng khch hng. V pht trin cc khnng to s khc bit m c th tc ng ti s hiu sut vt tri trong cc lnh vc ny. Mt gi ca Miller trong nghch l Icarus l nhiu cng ty thnh cng trnn mt cn bng khi theoui kh nng to s khc bit ca h. DEC l mt v d, h tp trung qu vo cht lng k thut,trong khi li b b nhng iu quan trng nht l p ng khch hng. Cc cng ty khc th qunt p trung vo mt kh nng to s khc bit no . y l trng hp ca ITT, gim c iuhnh mu quyn lc Harold Geneen, tp trung vo a dng ho qun i vic l phi tp trungvo t c s xut sc v hiu qu, cht lng, s ci tin v p ng khch hng cp cc nv kinh doanh trong cng ty.


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3.6.2. Ci thin lin tc th ch v hc hiChc mtiu khng thay i l thgii lun thay i. Cc ngun ca li th cnh tranh ngyhm nay c th bi th cnh tranh c nng lc bt chc nhanh chng, hoc c th b lm cholc hu bng s ci tin ca mt i th. Trong mt mi trng nngng v chuyn bin nhanhnhvy chc mt cch thc cng ty c thduy tr li thcnh tranh theo thi gian l cithin lin tc hiu qu, cht lng, v sp ng khch hng. c c iu cn phi nhnthc v tm quan trng ca vic hc hi trong t chc. Cc cng ty thnh cng nht khng phi lcc cng ty ng mi vi vng nguyt qu ca h. H l nhng cng ty lin tc tm ra cch thcci tin hot ng ca mnh, v lin tc nng cp gi tr ca cc kh nng to s khc bit hay tora cc kh nng mi. Cc cng ty nh General Electric v Toyota ni ting l cc t chc hc tp.iu ny c ngha l h lin tc phn tch cc qu trnh lm nn tng ca hiu qu, cht lng, sci tin v p ng khch hng. Mc tiu ca h l hc t nhng li lm trc, v tm ra cch thcci thin cc qu trnh theo thi gian. iu ny cho php Toyota lin tc nng cao nng sut laong v cht lng sn phm, trnh phi chung bc vi nhng ngi bt chc.

3.6.3. Theo di sthc hin tt nht ca ngnh v sdng vic nh chunMt trong nhng cch tt nht pht trin cc kh nng to s khc bit thng qua s vt tri vhiu qu, cht lng, ci tin, v p ng khch hng, l, nhn din cch thc hnh tt nhttrong ngnh v thch ng vi n. Ch bng cch mt cng ty c th to dng v duy tr ccngun lc v kh nng lin kt n s xut sc v hiu qu, cht lng, ci tin, v p ng khchhng. Cn phi theo di s thc hin ca cc cng ty khc v c l cch tt nht l thng qua nhchun (benmarking). y l qu trnh t cng ty trong s so snh vi cc sn phm, s thc hinv dch v ca cc i th hiu qu nht. V d, khi Xerox gp kh khn u nhng nm 1980, nquyt nh a ra chnh sch nh chun nh l mt cng c nhn dng cch thc ci thin hiu

qu vn hnh ca mnh. Xerox so snh vi L.L Bean v th tc phn phi, vi Deer &Company vvn hng my tnh trung tm, vi Procter&Gamble v marketing, v vi Florida Power &Light vqun tr cht lng ng b. u nhng nm 1990, Xerox nh chun 240 hot ng vi cclnh vc c th so snh ca cc ty khc. Qu trnh ny c tha nhn l gip cho Xerox ci thinng k hiu qu vn hnh ca n.

3.6.4. Vt qua str trMt l do na dn n tht bi l s thiu kh nng thch ng vi cc iu kin thay i v tnh trtr ca t chc. Vt qua cc ro cn vi s thay i trong t chc l mt yu cu then cht duytr mt li th cnh tranh. Nhn dng cc ro cn vi s thay i l mt bc u tin quan trng.Sau bc ny thc thi cc thay i , nhng ngi lnh o tt phi bit s dng quyn lc mtcch sng sut, thc hin cc thay i thch hp v cu trc t chc v h thng kim sot


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TM TT CHNG V N TP

Mc tiu chnh ca chng ny l nhn dng cc c sca li th cnh tranh xc nh ti sao,trong mt ngnh c cc cng ty ny thc hin tt hn cc cng ty khc. Li th cnh tranh l sn

phm ca t nht mt trong cc yu t: s vt tri v hiu qu, cht lng, ci tin, v p ngkhch hng. Vic t c s vt tri yu cu cng ty phi pht trin cc kh nng to s khcbit thch hp. Kh nng to s khc bit li l sn phm ca cc ngun lc v nng lc m cng tyc c. Chng ny cng xem xt vn lin quan n bn ca li th cnh tranh. bn nyc xc nh bi cao ca ro cn bt chc, nng lc ca cc i th cnh tranh trong vic btchc cc li th ca cng ty, v mc chuyn ng ca mi trng. Cui cng tho lun v vn ti sao cc cng ty tht bi v iu g gip h trnh tht bi. Tht bi ca mt cng ty c th docc yu t nh s tr tr, nhng cam kt vi chin lc trc, v nghch l Icarus. trnh tht bicng ty cn c gng lin tc nng cp cc kh nng phn bit ca n ph hp vi vic thchin tt nht trong ngnh v thc hin cc bc vt qua s tr tr. Cc im chnh ca chng

ny c th tm tt nh sau:Ngun ca li th cnh tranh l s to ra gi tr vt tri.

to ra gi tr vt tri mt cng ty phi c chi ph thp hn, to ra khc bit sn phm do cth yu cu mc gi cao hn, hay thc hin ng thi c hai.

Bn khi to lp li th cnh tranh l : hiu qu, cht lng, ci tin, v p ng khch hng.

Hiu qu vt tri cho php mt cng ty h thp chi ph; cht lng vt tri cho php n va hthp chi ph va i hi mc gi cao hn; s vt tri v phc v khch hng cho php n t mcgi cao hn; vt tri v ci tin c th dn n gi cao hn, c bit trong trng hp ci tin snphm, hoc h thp chi ph trong trng hp ci tin qu trnh.

Cc kh nng to ra khc bit l sc mnh c o ca mt cng ty. Cc kh nng to ra s khcbit ng gi cho php mt cng ty nhn mc li nhun trn mc bnh qun ngnh.

Cc kh nng to s phn bit ca mt t chc pht sinh t nhng ngun lc v nng lc ca n.

Cc ngun lc ch cc ti sn ti chnh, vt cht, nhn s, cng ngh, v t chc ca mt cng ty.

t c mt li th cnh tranh, cc cng ty cn theo ui cc chin lc trn cscc ngunlc v cc nng lc hin c ca mt t chc v h cng cn xy dng cc chin lc trn csccngun lc v nng lc tng thm (Pht trin cc kh nng mi)

bn ca li th cnh tranh ca mt cng ty ph thuc vo chiu cao ca ro cn nhp bt chc,

nng lc ca i th cnh tranh, v tnh nng ng ca mi trng.Cc cng ty tht bi ni chung nhn li nhun thp hay m. C ba nhn t dng nh tc ng ns tht bi l: tnh tr tr ca t chc, bn cht ca nhng cam kt chin lc trc , v ngchl Icarus.

trnh tht bi cn khng ngng tp trung vo cc khi li th cnh tranh nn tng, lin tc cithin, nhn din v thch ng vi s thc hin tt nht trong ngnh, v chin thng s tr tr.


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CU HI N TP

1- Cc hm chnh trong chng ny v xy dng chin lc?

2- im mnh v im yu ca cng ty l g?

3- Li th cnh tranh ca cng ty l g? Th no l li th cnh tranh bn vng?

4- Nu cc khi cbn to ra li th cnh tranh?

5- Th lo l ngun lc v nng lc tim tng? Bnh lun v kin cho rng mi ngun lcca cng ty u to ra li th cnh tranh?

6- Nu cc yu t cbn to ra tnh lu bn ca li th cnh tranh?

7- Nu hm ca phn tch chui gi tr?

8- Khai thc ngoi lc l g? Nu tm quan trng ca khai thc ngoi lc

9- Khi no mt li th cnh tranh ca mt cng ty tn ti theo thi gian?

10-iu g l quan trng hn trong gii thch s thnh cng hay tht bi ca mt cng ty,hoch nh chin lc hay may mn?

11-S hc hi c ngha chin lc nh th no?

12-Nu cc nguyn nhn dn n tr tr, v cc cch thc thot khi s tr tr?


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13-TI LIU THAM KHO

1- A.J Almanaey (2001), Strategic Analysis: An Approach to building distinctivecompetencies, 2st Sheffield Publishing Company

2- Alex Miller (1998). Strategic Management3rd Ed. Irwin/McGraw-Hill3- Charles W.L. Hill, Gareth R.Jones (2002) Strategic Management : An intergrated Aproach,

5th Ed. Houghton Mifflin.

4- Christopher A. Bartlett, Sumantra Ghoshal (1989), Managing Across Borders: TheTransnationnal Solution. Harvard Business School Press, Bosston Masachusets

5- Chris Argyris, Donald A. Schn (1996), Organization Learning II: Theory, Method, andPractice, Addion-Wesley Publishing Company

6- Chistopher G. Worley, David E.Hitchin, Walter L.Ross (1996), Integrated StrategicChange: How OD Builds Competitive Advantage, Addion-Wesley Publishing Company.

7- David A.Decenzo, Stephen P.Robbins (2002), Human Resource Management, 7 th Ed. JohnWiley &Sons.

8- Irene Chow, Neil Holbert, Lane Kelley, Julie Yu (1997),Business Strategy: An Asia-PacificFocus, Prentice Hall

9- Jeffrey A.Mello (2006), Strategic Human Resource Management, 2st South West,Thomson.

10-Henry Mintzberg, James Brian Quinn, John Voyer (1995), The Strategy Process, CollegiateEd.Prentice Hall.

11-Peter Wright, Mark J. Kroll, John Parnell (1996), Strategic Management : Concepts andCases 3rd Ed. Prentice Hall

12-Thomas L. Wheelen, J. David Hunger (2004) Strategic Management and Business Policy9th. Prentice Hall.

13-Thompson Strickland, (1998) Strategic Management : Concepts and Cases, 10th Ed.Irwin/McGraw-Hill

14-William C. Frederick, James E. Post, Keith Davis (1992), Business and Society: CorporateStrategy, Public Policy, Ethics, 7th Ed, McGraw-Hill,Inc

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