Transcript CE 703 STRATEGIC MANAGEMENT OF CONSTRUCTION COMPANIES

CE 726
STRATEGIC MANAGEMENT
OF CONSTRUCTION
COMPANIES
SLIDES 1
MADONNA: POPSTAR
STRATEGY IS THE KEY TO SUCCESS
• WHY IS MADONNA SUCCESSFUL?
• WHAT IS SUCCESS ANYWAY?
•EXISTANCE OF CLEAR GOALS
•ABILITY TO MEET THE INITIALLY SET GOALS
•SUSTAINABILITY/CONSISTENCY OF
DIRECTION
ABOUT HER RESOURCES:
• OUTSTANDING BEAUTY ?
• OUTSTANDING TALENT ?
SUCCESS IS NOT ONLY RELATED WITH
EXISTANCE OF SOME CRITICAL
RESOURCES BUT ABOUT HOW THEY
ARE USED IN ACCORDANCE WITH
MARKET CONDITIONS TO ACHIEVE
PREDETERMINED TARGETS.
1
ABOUT HER ABILITIES: (HOW TO
SET TARGETS)
• SHE HAS GOT VERY CLEAR AND
CONSISTENT GOALS.
2
ABOUT HER ABILITIES: (HOW TO USE HER TALENTS)
• SHE KNOWS HERSELF: HER MAJOR STRENGTH IS
CREATING IMAGES THAT COMBINE MUSIC, DANCE,
THEATRE AND PHYSICAL APPEARANCE. (NOT INDIVIDUAL
RESOURCES BUT HOW THEY ARE COMBINED BRINGS HER
SUCCESS)
• SHE BUILDS IMAGES THAT SUPPLEMENT HER
WEAKNESSES.
• UNIQUE STYLE, NOT A PRODUCT OF A MEDIA
ORGANISATION.
• GOOD MARKETING ABILITY
• CHAMELEON-LIKE TRANSFORMATIONS IN HER
APPEARANCE (ADAPTATION ABILITY)
• INNOVATION/CREATIVITY
• VERY DISCIPLINED/HARD WORKING
• OBSESSIVE ATTENTION TO DETAIL
3
ABOUT HER ABILITIES: (HOW TO POSITION HERSELF IN
THE COMPETITIVE ENVIRONMENT)
• CAREFUL RECOGNITION AND EXPLOITATION
OF THE CRITICAL SUCCESS FACTORS IN THE
SHOW BIZ.
• SHE CONTINUOUSLY MONITORS
ENVIRONMENT (WHENEVER A DECLINE IS
EXPERIENCED SHE RENEWS HERSELF)
• SHE FOLLOWS TECHNOLOGICAL ADVANCES.
• GOOD SOCIAL RELATIONS/ COLLABORATION
WITH OTHER PARTIES.
• RELATED DIVERSIFICATION: SINGER,
COMPOSER, PRODUCER ETC.
STRATEGY
STRATEGY IS ABOUT HOW
STRENGTHS AND WEAKNESSES
ARE USED TO COPE WITH
EXTERNAL THREATS AND EXPLOIT
MARKET OPPORTUNITIES SO THAT
PREDETERMINED GOALS ARE
ACHIEVED.
MADONNA PROVES THAT ONE CAN CREATE
SUCCESS EVEN OUT OF INITIAL
WEAKNESSES BY UTILISING THE RIGHT
STRATEGIES.
STRATEGY IS NOT PURELY A MATTER OF
INTUITION AND EXPERIENCE. THERE ARE
CONCEPTS AND TECHNIQUES THAT ARE
USEFUL IN FORMULATING AND
IMPLEMENTING STRATEGIES.
STRATEGIC MANAGEMENT HELPS TO DEVELOP
AND IMPLEMENT STRATEGIES FOR SUCCESS
STRATEGY
STRATEGY IS THE DIRECTION AND
SCOPE OF AN ORGANISATION
OVER THE LONG-TERM, IDEALLY
WHICH MATCHES ITS RESOURCES
TO ITS CHANGING ENVIRONMENT
AND ITS MARKETS, CUSTOMERS,
CLIENTS SO AS TO MEET
STAKEHOLDER EXPECTATIONS.
COMPANY
STRENGTH AND
WEAKNESSES
INTERNAL
PERSONAL VALUES
OF THE KEY
IMPLEMENTERS
INDUSTRY
OPPORTUNITIES
AND THREATS
COMPETITIVE
STRATEGY
EXTERNAL
BROADER
SOCIETAL
EXPECTATIONS
AN EXAMPLE: GAMA CONSTR. CO., TURKEY
MISSION
GROW INTO A TRULY GLOBAL COMPANY
VISION
BEING A LEADING GLOBAL COMPANY IN
SPECIALISED CONSTRUCTION, BASED ON
CONTINUAL IMPROVEMENT, QUALITY AND
CUSTOMER SATISFACTION
GOAL
CONTINUOUS GROWTH, WIDENING THE SPECTRUM
OF SERVICES THROUGH PARTICIPATION IN NEW
VENTURES, INCREASING INTERNATIONAL
COVERAGE
CORE
COMPETENCES
EXPERIENCE-QUALIFICATION ON TURNKEY
CONSTRUCTION OF WIDE RANGE OF INDUSTRIAL
INSTALLATIONS, GOOD REPUTATION WORLDWIDE,
A GLOBAL NETWORK OF COMPANIES, FINANCIAL
RESOURCES
STRATEGY
INTERNATIONAL COOPERATION, FOCUS ON
CONTINUAL IMPROVEMENT, SYSTEMS TO PROTECT
THE ENVIRONMENT, QUARANTEE QUALITY,
OCCUPATIONAL HEALTH AND SAFETY, ADVANCED
ENVIRONMENTAL SCANNING, ENHANCED SUPPLY
CHAIN MANAGEMENT
STRATEGIC MANAGEMENT
ORGANISATION: HOW TO CONSTRUCT THE VALUE CHAIN?
PRODUCT/SERVICE: WHICH PRODUCT/SERVICE SHOULD BE OFFERED?
MARKET: IN WHICH MARKETS SHALL WE COMPETE?
COMPETITIVE FORCES: HOW SHALL WE COMPETE?
DEFINITION OF STRATEGIC SCOPE,
CAPABILITY AND POSITION
SCOPE
WHERE SHALL WE
COMPETE?
STRATEGIC POSITION
HOW SHALL WE COMPETE?
STRATEGY FORMULATION
• SETTING MISSION, VISION AND
OBJECTIVES
• DETERMINATION OF STRENGTHS AND
WEAKNESSES
• DETERMINATION OF OPPORTUNITIES
AND THREATS
STRATEGIC POSITION
STRATEGIC
PLANNING
IMPLEMENTATION
OF STRATEGY