Strategy management

SESSION 1- PART 1
Strategic Management
STRATEGIC
MANAGEMENT
INPUTS

Competitiveness and Globalization:
Concepts and Cases

What is strategy?

 Provisional definition:

“a coordinated series of actions which involve
the deployment of resources to which one has access
for the achievement of a given purpose.”

2

The Strategic Management Process
Involves the full set of:

Commitments Decisions Actions

which are required for firms to achieve:

Strategic Competitiveness
Sustained Competitive Advantage
Above-Average Returns
3

Strategic Competitiveness
Achieved when a firm successfully formulates and
implements a value-creating strategy

Sustained Competitive Advantage
Occurs when a firm develops a strategy that competitors are not
simultaneously implementing
Provides benefits which current and potential competitors are
unable to duplicate

Above-Average Returns
Returns in excess of what an investor expects to earn from
other investments with similar risk
4

External The Strategic
Strategic

Environment
Management
Inputs

Strategic Intent
Strategic Mission
Internal Process
Environment

Strategy Formulation Strategy Implementation

Business-Level Competitive Corporate-Level Corporate Structure
Strategic
Actions

Strategy Dynamics Strategy Governance & Control

Acquisitions & International Cooperative Strategic Entrepreneurship
Restructuring Strategy Strategies Leadership & Innovation
Outcomes
Strategic

Strategic
Competitiveness
Feedback
Above Average
Returns
5

Challenge of Strategic Management
Only 16 of the 100 largest U.S. companies at the start of the
20th century are still identifiable today!

In a recent year, 44,367 businesses filed for bankruptcy and many
more U.S. businesses failed

Competitive success is transient...unless care is taken to
preserve competitive position
6

Challenge of Strategic Management

The goals of achieving strategic competitiveness and
earning above-average returns are challenging

The performance of some companies more than meets
strategic management's challenge
7

21st Century Competitive Landscape

Fundamental nature of
The pace of change is
competition is changing
relentless....
and increasing
• Rapid technological changes

• Rapid technology diffusions
Traditional industry
• Dramatic changes in information boundaries are blurring,
and communication technologies such as...

• Computers
• Increasing importance of • Telecommunications
knowledge

8


The global economy is changing Traditional sources of
competitive advantage no
longer guarantee success
• People, goods, services and ideas
move freely across geographic
boundaries
New keys to success
• New opportunities emerge in include:
multiple global markets
• Markets and industries become • Flexibility
more internationalized • Innovation
• Speed
• Integration

9


A country’s competitiveness is achieved through the
accumulation of individual firms’ strategic competitiveness
in the global economy

Achieving improved competitiveness allows a country's
citizens to have a higher standard of living

10

Alternative Models of Superior Returns
Industrial Organization Resource-Based
Model Model

The External Environment Resources
An Attractive Industry Capability
Strategy Formulation Competitive Advantage
Assets and Skills An Attractive Industry
Strategy Implementation Strategy Implementation
Superior Returns Superior Returns

11

I/O Model of Superior Returns
The Industrial Organization model
suggests that above-average returns for
any firm are largely determined by
characteristics outside the firm.

This model largely focuses on industry
structure or attractiveness of the
external environment rather than
internal characteristics of the firm.
12


External
Environment Action required:
Study the external
General Environment
environment, especially
Industry Environment
the industry environment.
Competitive
Environment

13


External Action required:
Environment Locate an industry with
An Attractive high potential for above-
GeneralIndustry
Environment average returns.
An industry whose
Competitive
structural characteristics
Environment above-average
suggest
returns are possible

14

Environment Identify strategy called for
Attractive by the industry to earn
GeneralIndustry
Environment above-average returns.
Strategy
An industry whose
Competitive Formulation
Environment above-average a strategy
suggest Selection of
returns are linked with above-
possible
average returns in a
particular industry

15

Environment Develop or acquire assets
Attractive and skills needed to
Industry
General Environment implement the strategy.
Industry Strategy
An industry whose
structural Formulation
Environment
Competitive
Environment
characteristics suggest a strategy Skills
Assets and
Selection of
above-average returns above-
linked with
average returns in a skills
are possible Assets and
particular required to implement
industry
a chosen strategy

16

Action required:
External Environment
Use the firm’s strengths (its assets or
Attractive Industry skills) to implement the strategy.
General Environment
Industry Environment Strategy Formulation
An industry whose structural
Competitive Environment
characteristics suggest above-
average returns are possible Assets and Skills
Selection of a strategy linked
with above-average returns in a
Strategy Implementation
particular industry and skills required to
Assets
implement a chosen strategy

Selection of strategic actions
linked with effective
implementation of the chosen
strategy

17


External Environment Action required:
Maintain selected strategy in
Attractive Industry order to outperform industry
General Environment rivals.
Industry EnvironmentStrategy
An industry whose
Environment above-averageof Assets and Skills
suggest Selection a strategy
linked with above-average
returns are possible Strategy Implementation
returns in a Assets and skills required
particular
industry to implement a chosen Superior Returns
strategy Selection of strategic actions
linked with effective
Earning of above-
implementation of the
average returns
chosen strategy

18

Resource-Based Model of Superior Returns
The Resource-Based model suggests that
above-average returns for any firm are
largely determined by characteristics
inside the firm.

This model focuses on developing or
obtaining valuable resources and capabilities
which are difficult or impossible for rivals to
imitate.
19


Action required:
Resources Identify firm resources.
Study strengths and weak-
Inputs to a firm’s nesses relative to rivals.
production process.

20

Resource-

Action required:
Resources Determine what firm
capabilities allow it to do
Inputs to a firm’s better than rivals.
Capability
production process.
Capacity for an
integrated set of
resources to perform a
task or activity.

21

Resource-

Action required:
Resources Determine how firm’s
Capability resources and capabilities
Inputs to a firm’s may create competitive
Capacity forCompetitive
production process. an integrated advantage.
Advantage
set of resources to
integratively perform a
task or activity. of a firm to
Ability
outperform its rivals

22

Resource-
Action required:
Resources Locate an attractive
Capability industry.
Inputs to a firm’s
Competitive
production process. an integrated
Capacity for
Advantage
set of resources to
integratively perform a Attractive
An
task or activity. of aIndustry
Ability firm to
Location of an industry
with opportunities that
can be exploited by the
firm’s resources and
capabilities
23

Resource-
Action required:
Resources Select strategy that best
Capability exploits resources and
Inputs to a firm’s capabilities relative to
production process. Competitive set
Capacity for an integrated opportunities in environs.
of resources Advantage
to integratively
perform a task or activity. Attractive
An
Industry
Ability of a firm to
outperform its rivals Strategy Formulation
and Implementation
Strategic actions taken to
capabilities
earn above-average returns

24

Action required:
Resources Maintain selected strategy in
Capability order to outperform industry
Inputs to a firm’s rivals.
production process. Competitive
Capacity for an integrated
Advantage
set of resources to
integratively perform aAn Attractive
Ability of a Industry
task or activity. firm to
outperform its rivals Strategy
with opportunities that and
Formulation
Superior Returns
Implementation
Strategic actions taken above-
capabilities Earning of to
earn above-average returns
average
returns

25

Core Competencies
When these four
criteria are met,
Resources and
Capabilities become:

Core Competencies are resources and capabilities that can serve as a
source of Competitive Advantage.

The Resource-Based model argues that Core Competencies are the basis
for a firm’s Competitive Advantage, Strategic Competitiveness and Ability
to Earn Above-average Returns.

26

Stakeholders:

Groups who are affected by a firm’s performance and
who have claims on its wealth

The firm must maintain performance at an adequate
level in order to maintain the participation of key Capital Market
stakeholders

Firm Stock market/Investors
Debt suppliers/Banks

Product Market
Organizational

Primary Customers
Suppliers Employees
Managers
Non-Managers
27

Stakeholder Involvement
Each of the key stakeholders wants a piece of
the same pie

1 How do you divide the pie in order
to keep all of the stakeholders
involved?

2
How do you increase the size of the
pie so that there is more to go
around?

28

External
Environment
The Strategic
Strategic

Management
Inputs

Strategic Intent
Strategic Mission
Internal
Environment
Process

Strategy Formulation Strategy Implementation

Business-Level Competitive Corporate-Level Corporate Structure
Strategic
Actions

Strategy Dynamics Strategy Governance & Control

Acquisitions & International Cooperative Strategic Entrepreneurship
Restructuring Strategy Strategies Leadership & Innovation

Strategic
Outcomes
Strategic

Competitiveness
Above Average
Feedback
Returns
29

SESSION 1- PART 2
The External Environment:
Opportunities, Threats,
Industry Competition,
and Competitor Analysis
STRATEGIC
MANAGEMENT
INPUTS

Concepts and Cases

FIGURE 1.1 The External Environment

31

General Environment
 Dimensions in the broader society that influence an
industry and the firms within it:
 Demographic
 Economic
 Political/legal
 Sociocultural
 Technological
 Global
32

TABLE 1.1 The General Environment: Segments and Elements

33

 The set of factors directly influencing a firm and its
competitive actions and competitive responses
 Threat of new entrants
 Power of suppliers
 Power of buyers
 Threat of product substitutes
 Intensity of rivalry among competitors

34

Competitor Analysis
 Gathering and interpreting
information about all of the
companies that the firm competes
against.
 Understanding the firm’s
competitor environment
complements the insights provided
by studying the general and
industry environments.

35

Analysis of the External Environments

 General environment
 Focused on the future
 Industry environment
 Focused on factors and conditions influencing a firm’s
profitability within an industry
 Competitor environment
 Focused on predicting the dynamics of competitors’
actions, responses and intentions
36

Opportunities and Threats
 Opportunity
 A condition in the general
environment that, if exploited,
helps a company achieve strategic
competitiveness.

 Threat
 A condition in the general
environment that may hinder a
company’s efforts to achieve
strategic competitiveness.
37

Industry Environment Analysis

 Industry Defined
 A group of firms producing products that are close substitutes
• Firms that influence one another
• Includes a rich mix of competitive strategies that companies
use in pursuing strategic competitiveness and above-average
returns

38

FIGURE 1.2 The Five Forces of Competition Model

39

Threat of New Entrants: Barriers to Entry

 Economies of scale
 Product differentiation
 Capital requirements
 Switching costs
 Access to distribution channels
 Cost disadvantages independent of scale
 Government policy
 Expected retaliation
40

Barriers to Entry
 Economies of Scale
 Marginal improvements in efficiency that a firm
experiences as it incrementally increases its size
 Factors (advantages and disadvantages) related to
large- and small-scale entry
 Flexibility in pricing and market share
 Costs related to scale economies
 Competitor retaliation
41

Barriers to Entry (cont’d)
 Product differentiation  Switching Costs
 Unique products  One-time costs customers incur
when they buy from a different
 Customer loyalty
supplier
 Products at competitive prices
• New equipment
 Capital Requirements • Retraining employees
 Physical facilities • Psychic costs of ending a
 Inventories relationship
 Marketing activities  Access to Distribution Channels
 Availability of capital  Stocking or shelf space
 Price breaks
 Cooperative advertising allowances

42

Barriers to Entry (cont’d)
 Cost Disadvantages  Expected retaliation
Independent of Scale  Responses by existing
 Proprietary product competitors may depend on a
technology firm’s present stake in the
 Favorable access to raw industry (available business
materials options)
 Desirable locations
 Government policy
 Licensing and permit
requirements
 Deregulation of industries

43

Bargaining Power of Suppliers
 Supplier power increases when:
 Suppliers are large and few in number.
 Suitable substitute products are not available.
 Individual buyers are not large customers of suppliers and there
are many of them.
 Suppliers’ goods are critical to the buyers’ marketplace success.
 Suppliers’ products create high switching costs.
 Suppliers pose a threat to integrate forward into buyers’
industry.

44

Bargaining Power of Buyers
 Buyer power increases when:
 Buyers are large and few in number.
 Buyers purchase a large portion of an industry’s total output.
 Buyers’ purchases are a significant portion of a supplier’s annual
revenues.
 Buyers’ switching costs are low.
 Buyers can pose threat to integrate backward into the sellers’
industry.
 Buyer has full information.
45

Threat of Substitute Products

 The threat of substitute products increases when:
 Buyers face few switching costs.
 The substitute product’s price is lower.
 Substitute product’s quality and performance are equal to
or greater than the existing product.

 Differentiated industry products that are valued by
customers reduce this threat.

46

Intensity of Rivalry Among Competitors
 Industry rivalry increases when:
 There are numerous or equally balanced competitors.
 Industry growth slows or declines.
 There are high fixed costs or high storage costs.
 There is a lack of differentiation opportunities or low
switching costs.
 When the strategic stakes are high.
 When high exit barriers prevent competitors from leaving
the industry.
47

Interpreting Industry Analyses

Low entry barriers

Suppliers and buyers
have strong positions
Unattractive
Strong threats from Industry
substitute products

Intense rivalry
Low profit potential
among competitors
48

Interpreting Industry Analyses (cont’d)

High entry barriers

Suppliers and buyers
have weak positions
Attractive
Few threats from Industry
substitute products

Moderate rivalry
High profit potential
among competitors

49

Strategic Groups
 Strategic Group Defined
 A set of firms emphasizing similar strategic dimensions and
using similar strategies
• Internal competition between strategic group firms is
greater than between firms outside that strategic group.
• There is more heterogeneity in the performance of firms
within strategic groups.
o Similar market positions

o Similar products

o Similar strategic actions

50

Strategic Groups
 Strategic Dimensions
 Extent of technological leadership
 Product quality
 Pricing Policies
 Distribution channels
 Customer service

51

Competitor Analysis
 Competitor Intelligence
 The ethical gathering of needed information and data that
provides insight into:
• A competitor’s direction (future objectives)
• A competitor’s capabilities and intentions (current strategy)
• A competitor’s beliefs about the industry (its assumptions)
• A competitor’s capabilities

52

FIGURE 1.2

Competitor
Analysis
Components

53

Complementors
 Complementors
 The network of companies that sell complementary products or
services or are compatible with the focal firm’s own product or
service.
• If a complementor’s product or service adds value to the
sale of the focal firm’s product or service, it is likely to create
value for the focal firm.
• However, if a complementor’s product or service is in a
market into which the focal firm intends to expand, the
complementor can represent a formidable competitor.

54

Ethical Considerations
 Practices considered both legal and ethical:
 Obtaining publicly available information
 Attending trade fairs and shows to obtain competitors’
brochures, view their exhibits, and listen to discussions about
their products
 Practices considered both unethical and illegal:
 Blackmail
 Trespassing
 Eavesdropping
 Stealing drawings, samples, or documents
55

What Are the Key Factors for Competitive
Success?
 KSFs are competitive elements that most affect every industry
member’s ability to prosper in the marketplace
 Specific strategy elements
 Product attributes
 Resources
 Competencies
 Competitive capabilities
 KSFs spell difference between
 Profit and loss
 Competitive success or failure

56

Identifying Industry
Key Success Factors
 Answers to three questions pinpoint KSFs
 On what basis do customers choose between competing
brands of sellers?
 What must a seller do to be competitively successful -- what
resources and competitive capabilities does it need?
 What does it take for sellers to achieve a sustainable
competitive advantage?
 KSFs consist of the 3 - 5 really major determinants of
financial and competitive success in an industry

57

KSFs for Beer Industry
 Utilization of brewing capacity -- to keep
manufacturing costs low
 Strong network of wholesale distributors -- to
gain access to retail outlets
 Clever advertising -- to induce beer drinkers to
buy a particular brand

58

KSFs for Apparel Manufacturing Industry

 Fashion design -- to create
buyer appeal
 Low-cost manufacturing
efficiency -- to keep selling
prices competitive

59

Example: KSFs for Tin and Aluminum Can
Industry
 Locating plants close to end-use customers -- to keep
costs of shipping empty cans low
 Ability to market plant output within economical shipping
distances

60

Strategic Management Principle

A sound strategy incorporates efforts to

be competent on all industry key

success factors and to excel on at least

one factor!

61

SESSION 2
The Internal Environment:
Resources, Capabilities,
and Core Competencies
STRATEGIC
MANAGEMENT
INPUTS

Concepts and Cases

Competitive Advantage
 Firms achieve strategic competitiveness and earn
above-average returns when their core competencies
are effectively:
 Acquired.
 Bundled.
 Leveraged.
 Over time, the benefits of any value-creating strategy
can be duplicated by competitors.

2

Competitive Advantage (cont’d)

 Sustainability of a competitive advantage is a
function of:
 The rate of core competence obsolescence due to
environmental changes.
 The availability of substitutes for the core competence.
 The difficulty competitors have in duplicating or imitating
the core competence.

3

External Analyses’ Outcomes

Opportunities
and threats

By studying the external environment, firms identify what they
might choose to do. 4

Internal Analyses’ Outcomes

Unique resources,
capabilities, and
competencies
(required for sustainable
competitive advantage)

By studying the internal environment, firms
identify what they can do
5

The Context of Internal Analysis
 Global Economy
 Traditional sources of advantages can be overcome by
competitors’ international strategies and by the flow
of resources throughout the global economy.
 Global Mind-Set
 The ability to study an internal environment in ways
that are not dependent on the assumptions of a single
country, culture, or context.
 Analysis Outcome
 Understanding how to leverage the firm’s bundle of
heterogeneous resources and capabilities.
6

FIGURE 2.1 Components of Internal Analysis Leading to Competitive
Advantage and Strategic Competitiveness

7

Creating Value
 By exploiting their core competencies or competitive
advantages, firms create value.
 Value is measured by:
 Product performance characteristics
 Product attributes for which customers are willing to
pay
 Firms create value by innovatively bundling and
leveraging their resources and capabilities.
 Superior value  Above-average returns

8

Creating Competitive Advantage

 Core competencies, in combination with
product-market positions, are the firm’s most
important sources of competitive advantage.
 Core competencies of a firm, in addition to its
analysis of its general, industry, and
competitor environments, should drive its
selection of strategies.

9

The Challenge of Internal Analysis
 Strategic decisions in terms of the firm’s
resources, capabilities, and core
competencies:
 Are non-routine.
 Have ethical implications.
 Significantly influence the firm’s ability to
earn above-average returns.

10

The Challenge of Internal Analysis (cont’d)

 To develop and use core competencies,
managers must have:
 Courage
 Self-confidence
 Integrity
 The capacity to deal with uncertainty and
complexity
 A willingness to hold people (and themselves)
accountable for their work
11

FIGURE 2.2 Conditions Affecting Managerial Decisions about Resources,
Capabilities, and Core Competencies

Source: Adapted from R. Amit & P. J. H. Schoemaker, 1993, Strategic
assets and organizational rent, Strategic Management Journal, 14: 33.
12

Resources, Capabilities and Core Competencies

 Resources
Discovering Core  Are the source of a firm’s
Competencies capabilities.
 Are broad in scope.
Core  Cover a spectrum of individual,
Competencies
social and organizational
Capabilities phenomena.
 Alone, do not yield a competitive
Resources advantage.
•Tangible
•Intangible

13

Resources
 Types of Resources
 Resources
 Tangible resources
 Are a firm’s assets,
including people and • Financial resources
the value of its brand • Physical resources
name. • Technological resources
 Represent inputs into a • Organizational
firm’s production resources
process, such as:  Intangible resources
• Capital equipment
• Human resources
• Skills of employees
• Innovation resources
• Brand names
• Financial resources • Reputation resources
• Talented managers
14

TABLE 2.1 Tangible Resources
Financial Resources • The firm’s borrowing capacity
• The firm’s ability to generate internal
funds
Organizational Resources • The firm’s formal reporting structure
and its formal planning, controlling,
and coordinating systems
Physical Resources • Sophistication and location of a
firm’s plant and equipment
• Access to raw materials
Technological Resources • Stock of technology, such as
patents, trademarks, copyrights, and
trade secrets
Sources: Adapted from J. B. Barney, 1991, Firm resources and sustained competitive advantage, Journal of Management,
17: 101; R. M. Grant, 1991, Contemporary Strategy Analysis, Cambridge, U.K.: Blackwell Business, 100–102.
15

TABLE 2.2 Intangible Resources
Human Resources • Knowledge
• Trust
• Managerial capabilities
• Organizational routines
Innovation Resources • Ideas
• Scientific capabilities
• Capacity to innovate
Reputational Resources • Reputation with customers
• Brand name
• Perceptions of product quality, durability, and
reliability
• Reputation with suppliers
• For efficient, effective, supportive, and mutually
beneficial interactions and relationships
Sources: Adapted from R. Hall, 1992, The strategic analysis of intangible resources, Strategic Management Journal,
13: 136–139; R. M. Grant, 1991, Contemporary Strategy Analysis, Cambridge, U.K.: Blackwell Business, 101–104.
16


 Capabilities
Discovering Core  Represent the capacity to deploy
Competencies resources that have been
purposely integrated to achieve a
desired end state
Core  Emerge over time through complex
Competencies
interactions among tangible and
intangible resources
Capabilities
 Often are based on developing,
carrying and exchanging
Resources information and knowledge
•Tangible through the firm’s human capital
•Intangible

17


 Capabilities (cont’d)
Discovering Core  The foundation of many
Competencies
capabilities lies in:
• The unique skills and
Core
knowledge of a firm’s
Competencies employees
• The functional expertise
Capabilities of those employees
 Capabilities are often
Resources developed in specific
•Tangible
•Intangible
functional areas or as
part of a functional area. 18

TABLE 2.3 Examples of Firms’ Capabilities
Functional Areas Capabilities
Distribution Effective use of logistics management techniques
Human resources Motivating, empowering, and retaining employees
Management Effective and efficient control of inventories through
information systems point-of-purchase data collection methods
Marketing Effective promotion of brand-name products
Effective customer service
Innovative merchandising
Management Ability to envision the future of clothing
Effective organizational structure
Manufacturing Design and production skills yielding reliable products
Product and design quality
Miniaturization of components and products
Research & Innovative technology
development Development of sophisticated elevator control solutions
Rapid transformation of technology into new products and
processes
Digital technology
19


 Four criteria for determining
Discovering Core
Competencies
strategic capabilities:
 Value
 Rarity
Core
Competencies  Costly-to-imitate
 Nonsubstitutability
Capabilities

Resources
•Tangible
•Intangible

20


Core Competencies
Discovering Core
Competencies
 Resources and capabilities that
are the sources of a firm’s
competitive advantage:
Core • Distinguish a company
Competencies
competitively and reflect its
personality.
Capabilities
• Emerge over time through an
organizational process of
Resources accumulating and learning how
•Tangible
•Intangible to deploy different resources and
capabilities.
21


Core Competencies
Discovering Core
Competencies  Activities that a firm
performs especially well
Core
compared to competitors.
Competencies
 Activities through which
Capabilities the firm adds unique
value to its goods or
Resources services over a long
•Tangible
•Intangible period of time.
22

Building Core Competencies

 Four Criteria of
Discovering Core
Competencies Sustainable Competitive
Advantage
Four Criteria of
Sustainable Advantages
 Valuable capabilities
 Rare capabilities
•
•
Valuable
Rare  Costly to imitate
• Costly to imitate
• Nonsubstitutable
 Nonsubstituable
23

TABLE 2.4 The Four Criteria of Sustainable Competitive Advantage

Valuable Capabilities • Help a firm neutralize threats or
exploit opportunities
Rare Capabilities • Are not possessed by many others
Costly-to-Imitate Capabilities • Historical: A unique and a valuable
organizational culture or brand name
• Ambiguous cause: The causes and
uses of a competence are unclear
• Social complexity: Interpersonal
relationships, trust, and friendship
among managers, suppliers, and
customers
Nonsubstitutable Capabilities • No strategic equivalent

24

Building Sustainable Competitive Advantage

Discovering Core
Competencies  Valuable capabilities
 Help a firm neutralize
threats or exploit
Four Criteria of
Sustainable Advantages opportunities.
 Rare capabilities
• Valuable  Are not possessed by
• Rare
• Costly to imitate many others.

25


 Costly-to-Imitate Capabilities
Discovering Core  Historical
Competencies
• A unique and a valuable
organizational culture or brand
name
Four Criteria of
Sustainable  Ambiguous cause
Advantages • The causes and uses of a
competence are unclear
 Social complexity
• Valuable
• Rare • Interpersonal relationships, trust,
• Costly to Imitate and friendship among managers,
• Nonsubstitutable suppliers, and customers
26


 Nonsubstitutable Capabilities
Discovering Core
Competencies  No strategic equivalent
• Firm-specific knowledge
• Organizational culture
Four Criteria of
Sustainable Advantages • Superior execution of the
chosen business model

• Valuable
• Rare
• Costly to imitate

27

Outcomes from Combinations
of the Four Criteria

Competitive Performance
Consequences Implications
No No No No Competitive Below Average
Disadvantage Returns

Yes No No Yes/ Competitive Average Returns
No Parity

Yes Yes No Yes/ Temporary Com- Above Average to
No petitive Advantage Average Returns

Yes Yes Yes Yes Sustainable Com- Above Average
petitive Advantage Returns

28

Table 2.5 Outcomes from Combinations of the Criteria for
Sustainable Competitive Advantage

29

Value Chain Analysis

 Allows the firm to understand the parts of its
operations that create value and those that do
not.
 A template that firms use to:
 Understand their cost position.
 Identify multiple means that might be used to
facilitate implementation of a chosen business-
level strategy.

30

Value Chain Analysis (cont’d)
 Primary activities involved with:
 A product’s physical creation
 A product’s sale and distribution to buyers
 The product’s service after the sale

 Support Activities
 Provide the assistance necessary for the primary
activities to take place.

31

Value Chain Analysis (cont’d)

 Value Chain
 Shows how a product moves from the raw-
material stage to the final customer.
 To be a source of competitive advantage, a
resource or capability must allow the firm:
 To perform an activity in a manner that is superior
to the way competitors perform it, or
 To perform a value-creating activity that
competitors cannot complete
32

FIGURE 2.3

The Basic Value Chain

33

Table 2.6 Examining the Value-Creating Potential of Primary Activities

Inbound Logistics
Activities, such as materials handling, warehousing, and inventory control, used to receive, store, and disseminate
inputs to a product.
Operations
Activities necessary to convert the inputs provided by inbound logistics into final product form. Machining,
packaging, assembly, and equipment maintenance are examples of operations activities.
Outbound Logistics
Activities involved with collecting, storing, and physically distributing the final product to customers. Examples of
these activities include finished goods warehousing, materials handling, and order processing.
Marketing and Sales
Activities completed to provide means through which customers can purchase products and to induce them to do
so. To effectively market and sell products, firms develop advertising and promotional campaigns, select
appropriate distribution channels, and select, develop, and support their sales force.
Service
Activities designed to enhance or maintain a product’s value. Firms engage in a range of service-related activities,
including installation, repair, training, and adjustment.
Each activity should be examined relative to competitors’ abilities. Accordingly, firms rate each activity
as superior, equivalent, or inferior.

Source: Adapted with the permission of The Free Press, an imprint of Simon & Schuster Adult Publishing Group, from Competitive
Advantage: Creating and Sustaining Superior Performance, by Michael E. Porter, pp. 39–40, Copyright © 1985, 1998 by Michael E. Porter.
34

Table 2.7 Examining the Value-Creating Potential of Support Activities
Procurement
Activities completed to purchase the inputs needed to produce a firm’s products. Purchased inputs include
items fully consumed during the manufacture of products (e.g., raw materials and supplies, as well as fixed
assets—machinery, laboratory equipment, office equipment, and buildings).
Technological Development
Activities completed to improve a firm’s product and the processes used to manufacture it. Technological
development takes many forms, such as process equipment, basic research and product design, and
servicing procedures.
Human Resource Management
Activities involved with recruiting, hiring, training, developing, and compensating all personnel.
Firm Infrastructure
Firm infrastructure includes activities such as general management, planning, finance, accounting, legal
support, and governmental relations that are required to support the work of the entire value chain.
Through its infrastructure, the firm strives to effectively and consistently identify external opportunities and
threats, identify resources and capabilities, and support core competencies.

Each activity should be examined relative to competitors’ abilities. Accordingly, firms rate each
activity as superior, equivalent, or inferior.
Source: Adapted with the permission of The Free Press, an imprint of Simon & Schuster Adult Publishing Group, from Competitive
Advantage: Creating and Sustaining Superior Performance, by Michael E. Porter, pp. 40–43, Copyright © 1985, 1998 by Michael E. Porter.
35

The Value-Creating Potential of Primary Activities

 Inbound Logistics
 Activities used to receive, store, and disseminate
inputs to a product
 Operations
 Activities necessary to convert the inputs provided
by inbound logistics into final product form
 Outbound Logistics
 Activities involved with collecting, storing, and
physically distributing the product to customers

36

The Value-Creating Potential of Primary Activities (cont’d)

 Marketing and Sales
 Activities completed to provide the means
through which customers can purchase products
and to induce them to do so.
 Service
 Activities designed to enhance or maintain a
product’s value
 Each activity should be examined relative to
competitor’s abilities and rated as superior,
equivalent or inferior.
37

The Value-Creating Potential of Primary Activities:
Support
 Procurement
 Activities completed to purchase the inputs
needed to produce a firm’s products.
 Technological Development
 Activities completed to improve a firm’s product
and the processes used to manufacture it.
 Human Resource Management
 Activities involved with recruiting, hiring, training,
developing, and compensating all personnel.

38

The Value-Creating Potential of Primary Activities:
Support (cont’d)

 Firm Infrastructure
 Activities that support the work of the entire value
chain (general management, planning, finance,
accounting, legal, government relations, etc.)
• Effectively and consistently identify external
opportunities and threats
• Identify resources and capabilities
• Support core competencies
 Each activity should be examined relative to
competitor’s abilities and rated as superior, equivalent
or inferior.
39

Figure 2.4

Prominent
Applications of
the Internet in
the Value Chain

Source: Reprinted by permission
of Harvard Business Review from
―Strategy and the Internet‖ by
Michael E. Porter, March 2001,
p. 75. Copyright © 2001 by the
Harvard Business School
Publishing Corporation; all rights
reserved.

40

Outsourcing
 The purchase of a value-creating activity from
an external supplier
 Few organizations possess the resources and
capabilities required to achieve competitive
superiority in all primary and support activities.
 By performing fewer capabilities:
 A firm can concentrate on those areas in which it
can create value.
 Specialty suppliers can perform outsourced
capabilities more efficiently.
41

Outsourcing Decisions
A firm may outsource all or only
part of one or more primary
and/or support activities.

Technological Development
Human Resource Mgmt.

Service
Support Activities

Firm Infrastructure

Marketing and Sales
Procurement
Outbound Logistics

Operations

Inbound Logistics

Primary Activities
42

Strategic Rationales for Outsourcing

 Improving business focus
 Helps a company focus on broader business
issues by having outside experts handle
various operational details.
 Providing access to world-class
capabilities
 The specialized resources of outsourcing
providers makes world-class capabilities
available to firms in a wide range of
applications. 43

Strategic Rationales for Outsourcing (cont’d)

 Accelerating re-engineering benefits
 Achieves re-engineering benefits more quickly by
having outsiders—who have already achieved
world-class standards—take over process.
 Sharing risks
 Reduces investment requirements and makes firm
more flexible, dynamic and better able to adapt to
changing opportunities.
 Freeing resources for other purposes
 Redirects efforts from non-core activities toward
those that serve customers more effectively. 44

Outsourcing Issues
 Seeking greatest value
 Outsource only to firms possessing a core
competence in terms of performing the primary or
supporting the outsourced activity.
 Evaluating resources and capabilities
 Do not outsource activities in which the firm itself
can create and capture value.
 Environmental threats and ongoing tasks
 Do not outsource primary and support activities
that are used to neutralize environmental threats
or to complete necessary ongoing organizational
tasks. 45

Outsourcing Issues (cont’d)

 Nonstrategic team resources
 Do not outsource capabilities critical to the
firm’s success, even though the capabilities
are not actual sources of competitive
advantage.
 Firm’s knowledge base
 Do not outsource activities that stimulate
the development of new capabilities and
competencies.
46

Cautions and Reminders
 Never take for granted that core competencies will
continue to provide a source of competitive
advantage.
 All core competencies have the potential to become
core rigidities—former core competencies that now
generate inertia and stifle innovation.
 Determining what the firm can do through
continuous and effective analyses of its internal
environment will increase the likelihood of long-term
competitive success.
47

What Are the Firm’s Strengths, Weaknesses,
Opportunities and Threats

 S W O T represents the first letter in
 S trengths S W
 W eaknesses
 O pportunities
 T hreats
O T
 Strategy-making must be well-matched to both
 A firm’s resource strengths and weaknesses
 A firm’s best market opportunities and external threats to its
well-being

48

SWOT ANALYSIS
 STRENGTH – INTERNAL

 WEAKNESS – INTERNAL

 OPPORTUNITIES –EXTERNAL

 THREATS -EXTERNAL

49

Identifying Resource Strengths
and Competitive Capabilities

 A strength is something a firm does well or a
characteristic that enhances its competitiveness
 Valuable competencies or know-how
 Valuable physical assets
 Valuable human assets
 Valuable organizational assets
 Valuable intangible assets
 Important competitive capabilities
 An attribute that places a company in
a position of market advantage
 Alliances or cooperative ventures 50

Identifying Resource Weaknesses
and Competitive Deficiencies
 A weakness is something a firm
lacks, does poorly, or a condition
placing it at a disadvantage
 Resource weaknesses relate to
 Deficiencies in know-how or expertise
or competencies
 Lack of important physical,
organizational, or intangible assets
 Missing capabilities in key areas

51

Identifying External Threats
 Emergence of cheaper/better technologies
 Introduction of better products by rivals
 Intensifying competitive pressures
 Onerous regulations
 A rise in interest rates
 Potential of a hostile takeover
 Unfavorable demographic shifts
 Adverse shifts in foreign exchange rates
 Political upheaval in a country
52

Role of SWOT Analysis in
Crafting a Better Strategy
 Developing a clear understanding of a company’s
 Resource strengths
 Resource weaknesses
 Best opportunities
 External threats
 Drawing conclusions
about how best to deploy
resources in light of the company’s internal
and external situation
 Thinking strategically about how to strengthen
the company’s resource base for the future

53

SWOT Analysis -- What to Look For

Potential Resource Potential Resource Potential Company Potential External
Strengths Weaknesses Opportunities Threats

• Powerful strategy • No clear strategic • Serving additional • Entry of potent new
• Strong financial direction customer groups competitors
condition • Obsolete facilities • Expanding to new • Loss of sales to
• Strong brand name • Weak balance sheet; geographic areas substitutes
image/reputation excess debt • Expanding product line • Slowing market growth
• Widely recognized • Higher overall costs • Transferring skills to • Adverse shifts in
market leader than rivals new products exchange rates & trade
• Proprietary technology • Missing some key • Vertical integration policies
• Cost advantages skills/competencies • Openings to take MS • Costly new regulations
• Strong advertising • Subpar profits . . . from rivals • Vulnerability to
• Internal operating • Acquisition of rivals business cycle
• Product innovation
skills problems . . . • Alliances or JVs to • Growing leverage of
• Falling behind in R&D expand coverage customers or suppliers
• Good customer service
• Too narrow product • Openings to exploit • Shift in buyer needs
• Better product quality for product
line new technologies
•Alliances or JVs • Demographic changes
• Weak marketing skills • Openings to extend
brand name/image

54

Buổi 1- Phần 1
QUẢN TRỊ CHIẾN LƯỢC
STRATEGIC
MANAGEMENT
INPUTS

Quản trị chiến lược:
Cạnh tranh và toàn cầu hoá:
Các khái niệm và tình huống

Chiến lược là gì?
• Định nghĩa:

“một loạt các hành động phức hợp nhằm huy
động nguồn lực một tổ chức có thể có để đạt
được một mục đích nhất định.”

2

Quy trình quản trị chiến lược
Bao gồm:

Quyết Hành
Cam kết
định động

mà công ty cần có để đạt được:

Lợi thế cạnh tranh chiến lược
Lợi thế cạnh tranh bền vững
Lợi nhuận trên mức trung bình
3

Lợi thế cạnh tranh chiến lược
Là lợi thế một công ty có được khi xây dựng và
thực thi một chiến lược đem lại giá trị cho
công ty

Lợi thế cạnh tranh bền vững
Là lợi thế một công ty có được khi xây dựng được một
chiến lược mà các công ty đối thủ không có được
Tạo ra những lợi thế mà những đối thủ cạnh tranh
hiện thời và cả những đối thủ cạnh tranh tiềm năng
không thể nào có được

Lợi nhuận trên mức trung bình
Lợi nhuận vượt quá những gì nhà đầu tư kỳ vọng
có được từ những khoản đầu tư khác có rủi ro
tương tự 4

Đầu vaòa
Môi trường
bên trong
Ý định chiến
Quy trình
lược
Nhiệm vụ
chiến lược
quản trị
Môi trường
bên ngoài chiến lược

Xây dựng chiến lược Thực thi chiến lược

Chiến lược cấp Cạnh tranh Chiến lược Quản trị Cấu trúc
cấp tập đoàn Công ty
Hành động
chiến lược

doanh nghiệp năng động và kiểm soát

Sáp nhập Chiến lược Chiến lược Chiến lược Khởi sự doanh
và Quốc tế Hợp tác nghiệp
Tái cấu trúc Lãnh đạo
và Đổi mới
chiến lược

Chiến lược
Kết quả

Cạnh tranh với
Mức lợi nhuận
Feedback
trên trung bình
5

Những khó khăn
của việc quản trị chiến lược
Ngày nay chỉ còn 16/100 các công ty lớn nhất
của Mỹ kể từ đầu thế kỷ 20 là còn giữ được vị
trí của mình.

Trong những năm gần đây, 44,367 doanh nghiệp
nộp đơn xin phá sản và ngày càng nhiều doanh
nghiệp Mỹ thất bại.

Thành công trong cạnh tranh không phải là vĩnh
hằng… trừ khi chúng ta biết cách giữ được vị
trí đó. 6

Những khó khăn của việc quản trị chiến lược

Mục tiêu đạt được lợi thế chiến lược cạnh tranh và đạt
lợi nhuận trên mức trung bình là rất khó khăn.

Hoạt động của một công ty không chỉ là để vượt qua
được những khó khăn về mặt chiến lược

7

Xu hướng cạnh tranh của thế kỷ 21

Bản chất của cạnh
Tốc độ thay đổi
tranh đang thay đổi ngày càng nhanh
• Sự thay đổi công nghệ nhanh và không ngừng
chóng tăng lên
• Sự tiếp thu công nghệ Những giới hạn
nhanh chóng
• Có những thay đổi lớn trong giữa các ngành
công nghệ thông tin và truyền đang mờ dần như:
thông • Máy tính
• Tri thức ngày càng trở nên • Truyền thông
quan trọng
8


Nền kinh tế toàn cầu đang Những lợi thế cạnh tranh
truyền thống không còn là
thay đổi
những nhân tố đảm bảo
thành công
• Con người, hàng hóa, dịch vụ
và ý tưởng dịch chuyển tự do
qua biên giới các quốc gia. Những nhân tố mới
• Những cơ hội mới xuất hiện để thành công:
trong nhiều thị trường trên
• Linh hoạt
toàn cầu
• Đổi mới
• Thị trường và các ngành công • Tốc độ
nghiệp ngày càng trở nên quốc
• Hội nhập
tế hóa.
9


Lợi thế cạnh tranh của một quốc gia chỉ có thể đạt được bằng
quá trình tích hợp lợi thế cạnh tranh chiến lược của từng
công ty thuộc quốc gia đó trong nền kinh tế toàn cầu.

Một quốc gia có lợi thế cạnh tranh tốt sẽ giúp người dân
nước đó có mức sống cao hơn.

10

Các Mô hình Siêu Lợi Nhuận
Mô hình tổ chức ngành Mô hình dựa vào
nguồn lực
Môi trường bên ngoài Nguồn lực

Một ngành hấp dẫn Năng lực
Xây dựng chiến lược Lợi thế cạnh tranh
Tài sản và kỹ năng Một ngành hấp dẫn
Thực hiện chiến lược Thực hiện chiến lược
Siêu lợi nhuận Siêu lợi nhuận
11

Mô hình tổ chức ngành siêu lợi nhuận

Mô hình Tổ chức Ngành cho chúng ta thấy
rằng mức lợi nhuận trên trung bình cho bất cứ
công ty nào được quyết định bởi những nhân
tố bên ngoài công ty.

Mô hình này chủ yếu tập trung vào cấu trúc
ngành hoặc môi trường bên ngoài hơn là đặc
điểm bên trong của công ty.

12

Mô hình tổ chức/ngành siêu lợi nhuận
Môi trường bên ngoài Hành động cần thiết :
Nghiên cứu môi trường
bên ngoài, đặc biệt là môi
Môi trường chung trường ngành
Môi trường ngành
Môi trường cạnh tranh

13

Mô hình tổ chức/ngành siêu lợi nhuận
External Hành động cần thiết :
Environment Xác định một ngành có
Một ngành hấp dẫn tiềm năng đem lại mức lợi
General Environment nhuận trên trung bình.
Là ngành có đặc trưng
Competitivetrúc có khả năng
cấu
Environment lợi nhuận trên
đem lại
mức trung bình

14

External Hành động cần thiết :
Environment Xác định một chiến lược
Attractive cần thiết cho ngành đó để
GeneralIndustry
Environment có thể kiếm mức lợi nhuận
Industry Environment dựng chiến
Xây trên trung bình.
An industry whose
Competitive lược
Environment above-average
suggest Lựa chọn một chiến
returns are lược tập trung vào
possible
ngành có mức lợi nhuận
trên trung bình

15

External Hành động cần thiết
Environment Xây dựng hoặc tập trung
Attractive những tài sản vã kỹ năng
GeneralIndustry
Environment cần thiết để thực thi chiến
Strategy
Industry Environment lược.
An industry whose
Environment above-averageTài sản và kỹ năng
suggest Selection of a strategy
possible
average returns in và kỹ năng cần
Tài sản a
particular industrythực thi môt
thiết để
chiến lược

16

Hành động:
External Phát huy những điểm mạnh
của công ty (tài sản hoặc kỹ
Environment
Attractive năng) để thực thi chiến lược.
GeneralIndustry
Environment
Strategy
An industry whose
Environment above-averageAssets and Skills
possible
average returns in a Thực thi chiến lược
Assets and skills
particular industry to implement
required
a chosen strategy
Lựa chọn một loạt các
hành động mang tính
chiến lược nhằm thực thi
chiến lược đã chọn

17


External Hành động cần có:
Environment Duy trì những chiến lược
Attractive đã lựa chọn để vượt qua
GeneralIndustry
Environment đối thủ cạnh tranh.
Strategy
An industry whose
Environment above-averageAssets and Skills
possible
average returns in a Strategy
Assets and skills
required Implementation
particular industry to implement
a chosen strategy Siêu lợi nhuận
Selection of strategic
actions linked with
effective implementation trên
Kiếm lợi nhuận
of the chosen strategy bình
mức trung

18

Mô hình siêu lợi nhuận dựa trên nguồn lực

Mô hình siêu lợi nhuận cho thấy rằng
lợi nhuận trên trung bình mà các công
ty đạt được phần lớn là do những đặc
tính bên trong công ty.

Mô hình này tập trung vào phát triển hoặc
đạt được các nguồn lực và năng lực giá
trị mà đối thủ cạnh tranh khó hoặc không
thể bắt chước được.

19

Hành động cần thiết:
Nguồn lực Xác định nguồn lực của
công ty. Nghiên cứu điểm
Nguồn đầu vào cho quá mạnh và điểm yếu của
trình sản xuất của một công ty mình so với đối
công ty. thủ.

20

Hành động:
Resources Xác định xem năng lực
Năng lực nào của một doanh
Inputs to a firm’s nghiệp có thể khiến
production process. hợp các
Khả năng tích doanh nghiệp đó vượt trội
nguồn lực để thực hiện
một nhiệm vụ hoặc hoạt
hơn đối thủ.
động.

21

Hành động
Resources Xác định xem nguồn lực
Capability và năng lực của một công
Inputs to a firm’s ty có thể tạo ra lợi thế
production process. an thế cạnh
Capacity forLợi integrated cạnh tranh như thế nào.
tranh
set of resources to
integratively perform a
task or activity. năng của một công
Khả
ty có thể vượt trội hơn
đối thủ

22

Hành động cần làm
Resources Xác định một ngành công
Capability nghiệp hấp dẫn.
Competitive
Capacity for
Advantage
set of resources to
integratively perform Một ngành hấp
a
task or activity. of adẫn to
Ability firm
Một ngành có những
cơ hội mà một công ty
có thể khai thác bằng
nguồn lực và năng lực
của mình.

23

Resources Lựa chọn một chiến lược
Capability có thể khai thác tốt nhất
Inputs to a firm’s nguồn lực và năng lực
Capacity forCompetitive
production process. an integrated tương ứng với cơ hội
Advantage
set of resources to
trong ngành.
An
Ability firm to
outperform its rivalsXây dựng và thực
thi chiến lược
firm’s resources hành động chiến
Những and
capabilities nhằm kiếm lợi
lược
nhuận trên mức trung
bình

24

Resources Duy trì chiến lược đã
Capability chọn để vượt qua đối thủ.
Competitive
Capacity for
Advantage
set of resources to
An
Ability firm to
outperform its rivalsStrategy
with opportunities that and
Formulation
Implementation nhuận
Siêu lợi
Strategic actions taken to trên
capabilities Kiếm lợi nhuận
earn above-average bình.
mức trung
returns

25

Khi cả 4 tiêu chí
trên đã được thỏa
mãn, Nguồn lực và Năng lực cốt lõi
Năng lực trở
thành:

Năng lực cốt lõi: là những nguồn lực và năng lực có
thể đem lại những Lợi Thế Cạnh Tranh.

Mô hình Dựa Trên Nguồn Lực cho rằng những Năng
lực cốt lõi là nền tảng cho Lợi Thế Cạnh Tranh , Lợi
Thế Cạnh Tranh Chiến Lược và Khả năng kiếm lợi
nhuận trên mức trung bình của một công ty.
26

Nhóm hậu Những nhóm người chịu ảnh hưởng bởi
hiệu quả hoạt động của một công ty và
thuẫn: được hưởng lợi từ sự thịnh vượng của công
ty.
Công ty phải duy trì hoạt động hiệu
quả ở mức đủ để duy trì sự tham gia
của Nhóm hẫu thuẫn chủ chốt.
Thị trường tài chính

TT Chứng khoán/ Nhà đầu tư
Công ty
Các tổ chức cho vay/Ngân hàng

Thị trường sản phẩm
Tổ chức
Những khách hàng/nhà cung cấp chính
Nhân viên
Nhà Quản lý
Những người không quản lý
27

Sự tham gia của Nhóm hậu thuẫn
Mỗi nhóm hậu thuẫn đều
muốn một miếng nhỏ của
cùng một chiếc bánh.

1 Bạn sẽ chia chiếc bánh
như thế nào để các bên đều
chấp nhận?

2
Làm cách nào bạn có thể
làm chiếc bánh to ra để
mỗi người sẽ được chia
nhiều hơn?

28

Đầu vaòa
Môi trường
bên trong
Ý định chiến
Quy trình
lược
Nhiệm vụ
chiến lược
quản trị
Môi trường
bên ngoài chiến lược

Xây dựng chiến lược Thực thi chiến lược

Chiến lược cấp Cạnh tranh Chiến lược Quản trị Cấu trúc
cấp tập đoàn Công ty
Hành động
chiến lược

doanh nghiệp năng động và kiểm soát

Sáp nhập Chiến lược Chiến lược Chiến lược Khởi sự doanh
và Quốc tế Hợp tác nghiệp
Tái cấu trúc Lãnh đạo
và Đổi mới
chiến lược

Chiến lược
Kết quả

Cạnh tranh với
Mức lợi nhuận
Feedback
trên R
trung bình
29

Buổi 1- Phần 2
Môi trường bên ngoài: Thách
thức, Cơ hội, Cạnh tranh
ngành, và Phân tích đối thủ
STRATEGIC cạnh tranh.
MANAGEMENT
INPUTS

Quản trị chiến lược:
Cạnh tranh và toàn cầu hoá:
Các khái niệm và tình huống

Hình 2.1 Môi trường bên ngoài

Kinh tế

Môi trường Văn hóa
Nhân khẩu học
ngành - xã hội
Mối đe dọa của các công ty mới
Quyền lực của nhà cung cấp
Quyền lực của người mua
Mối đe dọa từ các sản phẩm thay thế
Cường độ cạnh tranh

Môi trường
Chính trị cạnh tranh
Toàn cầu
/ Pháp lý

Công nghệ

31

Môi trường chung
• Là các phương diện trong xã hội rộng lớn có ảnh
hưởng đến một ngành và các công ty trong
ngành:
 Nhân khẩu học
 Kinh tế
 Chính trị/ Pháp lý
 Văn hóa-xã hội
 Công nghệ
 Toàn cầu

32

BẢNG 2.1 Môi trường chung: Phân đoạn và nhân tố

Phân đoạn nhân khẩu Quy mô dân số Sự đa dạng chủng tộc
Cấu trúc tuổi Phân bổ thu nhập
Phân bố địa lý

Phân đoạn kinh tế Tỉ lệ lạm phát Tỉ lệ tiết kiệm cá nhân
Lãi suất Tỉ lệ tiết kiệm doanh nghiệp
Thâm hụt hay thặng dư thương mại Tổng sản phẩm quốc nội
Thâm hụt hoặc thặng dư ngân sách

Phân đoạn chính trị/pháp lý Luật chống độc quyền Luật đào tạo lao động
Luật thuế Các chính sách và xu hướng giáo dục
Các quy định phân cấp

Phân đoạn văn hóa xã hội Phụ nữ trong lực lượng lao động Những lo ngại về môi trường
Sự đa dạng trong lực lượng lao động Sự thay đổi trong sự lựa chọn sự nghiệp và dịch
Thái độ về chất lượng của công việc vụ
Sự thay đổi trong sự ưu tiên liên quan đến đặc
tính sản phẩm và dịch vụ

Phân đoạn công nghệ Đổi mới sản phẩm Mức độ tập trung của chi phí cho R & D của chính
Sự ứng dụng tri thức phủ
Các công nghệ truyền thông mới

Phân đoạn toàn cầu Những sự kiện chính trị quan trọng Những nước mới công nghiệp hóa
Những thị trường toàn cầu chính Sự khác biệt giữa các đặc tính văn hóa và thể chế

33

Môi trường ngành:
• Một loạt các nhân tố ảnh hưởng trực tiếp đến
một công ty và các hành động cạnh tranh và các
phản ứng cạnh tranh của công ty đó.
 Mối đe dọa từ các công ty mới
 Quyền lực của người cung cấp
 Quyền lực của người mua
 Mối đe dọa từ các sản phầm thay thế
 Cường độ cạnh tranh trong ngành

34

Phân tích đối thủ
• Thu thập và phân tích
những thông tin về tất cả
các đối thủ mà công ty
mình phải cạnh tranh.
• Những hiểu biết về môi
trường cạnh tranh của
công ty sẽ giúp chúng ta
hiểu rõ hơn những thông
tin chúng ta thu thập được
từ quá trình nghiên cứu môi
trường ngành và môi
trường chung.

35

Strategy management

Recomendados

Recomendados

Mais conteúdo relacionado

Semelhante a Strategy management

Semelhante a Strategy management (8)

Mais de PVFCCo

Mais de PVFCCo (20)

Strategy management