Transcript Document 7323028

管
理
學
Ch. 9 Strategic Management
策略管理
What’s your unique value? - Michael Porter
We’re not in the hamburger business; we’re in show business.
—Ray Kroc, founder of McDonald’s

CQS (Cost, Quality, Speed), FBC (Faster, Better, Cheaper)
廣達 NB, Cost down, 做得更多, 做得更好
vs. Apple, Innovation, 做得不同

剛開始什麼賺錢的業務都嘗試 (雨露均霑)，
但後來漸漸學會取捨、聚焦。
剛從學校畢業的藝術家什麼作品都做，
朱銘只專於太極系列。
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
Andrew Grove 的早餐工廠
◦ 先減法，再乘法（複製）

客觀化的定位，差異化的優越性，聚焦深耕。
（戴勝益）

本公司「可能做」(環境的機會)，
「能做」(公司的長處) 之間的搭配
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策略創新
Value integrator: Visa, iPhone as platform, 百貨
公司（專櫃）
 Total solution provider: IBM
 市場上新的做法，重新定義競爭法則

◦ FedEx, 西南航空，Starbucks, Swatch
◦ 7-ELEVEN, Giant, 85度C
◦ Frequent Flyer Program (FFP): 星空聯盟 (Star
Alliance), SkyTeam, oneworld.
◦ 交換公司忠誠度：悠遊卡, Happy Go
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Vision vs. Action
 Can you Say What Your Strategy Is?

◦ Most executives cannot articulate the objective,
scope, and advantage of their business in a simple
statement.
◦ If they can’t, neither can anyone else.

CEO, thinker or doer?
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
Michael Porter
◦ 1980, Competitive Strategy, 五力分析，三種基本策略
◦ 1985, Competitive Advantage, 價值鏈
◦ 1990, The Competitive Advantage of Nations, 鑽石模式
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綱要
1. What and Why 策略管理
2. 策略管理程序
3. 公司策略
4. 事業層級之競爭策略
5. 當今環境變遷下之策略實務問題
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1. What is SM
What managers do to develop the organization’s strategies.
Strategies

the plans for how the organization will do what it’s in
business to do, how it will compete successfully, and how
it will attract and satisfy its customers in order to achieve
its goals.
Business Model
how a company is going to make money.
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Why is SM Important
1. It results in higher organizational performance.
2. It requires that managers examine and adapt to
business environment changes.
3. It coordinates diverse organizational units,
helping them focus on organizational goals.
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2. Strategic Management Process
(1~4: Strategic planning, 5: implementation, 6: evaluation.
feedback)
External Analysis
● opportunities
● threats
Identify the
organization’s
current mission, goals,
and strategies
SWOT Analysis
Formulate
strategies
Implement
Strategies
Evaluate
Results
Internal Analysis
● strengths
● weaknesses
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Step 1: Identifying the organization’s current
mission, goals, and strategies
◦ Mission statement: a statement of the purpose of an
organization
 The scope of its products and services, e.g. 鐵路,
Shell, Hollywood, McDonald
 Typical components: customers, markets, ……
(exhibit 9-2)
◦ Goals
 Measurable performance targets
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SWOT (TOWS) analysis
(Strengths, Weaknesses, Opportunities & Threats)

Step 2: Doing an external analysis
◦ environmental scanning, focuses on identifying
opportunities and threats.

Step 3: Doing an internal analysis
◦ Assessing organizational resources, capabilities, and
activities:
 Strengths, Weaknesses
 Core Competence: major value-creating skills and
capabilities. 人無我有，人有我優，人優我轉。
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Identifying the Organization’s
Opportunities
Organization’s
Organization’s
Resources/Abilities Opportunities
Opportunities in
the Environment
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Step 4: Formulating strategies
◦ Develop and evaluate strategic alternatives
◦ Select appropriate strategies for all levels in
the organization that provide relative
advantage over competitors
◦ Match organizational strengths to
environmental opportunities
◦ Correct weaknesses and guard against threats
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Step 5: Implementing strategies
◦ effectively fitting organizational structure and
activities to the environment.
◦ 第一線人員
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Step 6: Evaluating results
◦ How effective have strategies been?
◦ What adjustments, if any, are necessary?
◦ feedback
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策略管理程序
1. 辨認目前使命，目標，策略
2. 衡外情：環境之機會、 威脅
3. 量己力：組織之優缺點
4. 形成策略
5. 執行策略
6. 評估結果
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策略討論
1. 選對產業、產品。如何提供獨一無二的價值，以滿
足重要消費者的重要需求？不一樣 vs. 更好
2. A set of hypotheses about cause and effect. 理想 vs. 目
前樣子，what to do? what not to do? 取捨,聚焦。
3. Kim & Mauborgne, Blue Ocean Strategy: How to
create uncontested market space and make the
competition irrelevant, 提升，降低，創造，消去某
些因素。太陽劇團，Swatch, QB House.
4. 隆中對，農夫與律師，牙醫師，85度C，小胖，松竹
梅，Union Bank, Shouldice.
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策略之三個層級
1. 公司層級 (corporate)
2. 事業層級 (business)：SBU
3. 功能層級 (functional)
討論：network level
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Levels of Organizational Strategy
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3. 公司層級策略
1.
2.
總策略：成長，穩定，精簡
公司投資組合 (或BCG) 矩陣：金牛，
明星，問號，狗
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Corporate Strategies
◦ an organizational strategy that determines
what businesses a company is in or wants to
be in, and what it wants to do with those
businesses.

Types of Corporate Strategies
◦ Growth: expansion into new products and markets
◦ Stability: maintenance of the status quo
◦ Renewal: redirection of the firm into new markets
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Critical
Weaknesses
Firm Status
Valuable
Strengths
Grand Strategies
Corporate
Growth
Strategies
Corporate
Stability
Strategies
Corporate
Stability
Strategies
Corporate
Retrenchment
Strategies
Abundant
Environmental
Opportunities
Environmental Status
Critical
Environmental
Threats
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Growth Strategies : Merger, Acquisition…

1. Concentration：Direct expansion (e.g.7-11)
◦ Focusing on a primary line of business and increasing
the number of products offered or markets served.

2. Integration
Vertical Integration
◦ Backward vertical integration: attempting to gain
control of inputs (become a self-supplier). e.g. eBay.
◦ Forward: attempting to gain control of output through
control of the distribution channel (eliminating
intermediaries). e.g. Apple, Dell.
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Growth Strategies (cont’d)

Horizontal Integration (L'Oreal, The Body Shop)
◦ Combining operations with another competitor in the
same industry to increase competitive strengths and
lower competition among industry rivals.
3. Diversification
Related Diversification (American Standard Cos)
◦ Expanding by combining with firms in different, but
related industries that are “strategic fits.”
Unrelated Diversification (Samsung)
◦ Growing by combining with firms in unrelated
industries where higher financial returns are possible.
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Stability Strategy
◦ A strategy that seeks to maintain the status
quo to deal with the uncertainty of a dynamic
environment, when the industry is
experiencing slow- or no-growth conditions,
or if the owners of the firm elect not to grow
for personal reasons. e.g. Kellogg’s.
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Renewal Strategies
◦ Developing strategies to counter organization
weaknesses that are leading to performance
declines.
 Retrenchment: focusing of eliminating non-critical
weaknesses and restoring strengths to overcome
current performance problems.
 Turnaround: addressing critical long-term
performance problems through the use of strong
cost elimination measures and large-scale
organizational restructuring solutions.
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Corporate Portfolio Analysis
(BCG Matrix)

Developed by the Boston Consulting Group

Considers market share and industry growth rate

Classifies firms as:
 Cash cows: low growth rate, high market share
 Stars: high growth rate, high market share
 Question marks: high growth rate, low market
share
 Dogs: low growth rate, low market share
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The BCG Matrix
Market Share
Low
High
High
Stars
Question
Marks
Cash
Cows
Dogs
Low
Anticipated
Growth
Rate
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2*2 矩陣, 專注, 決定不做什麼！
e.g. Apple
專業人士
可攜
桌上
消費者
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4. 事業層級競爭策略
1. 競爭優勢之創造與持續
2. 競爭策略之創造與持續
產業分析：五種作用力
基本策略：成本領導，差異化，集中
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Business (Competitive) Strategy
◦ A strategy focused on how an organization
should compete in each of its SBUs (strategic
business units).
◦ Functional strategy - the strategies used by
an organization’s various functional
departments to support the competitive
strategy.
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Competitive Advantage
◦ what sets an organization apart; its distinctive
edge.

Quality as a Competitive Advantage
◦ Differentiates the firm from its competitors.
◦ Can create a sustainable competitive
advantage.
◦ Represents the company’s focus on quality
management to achieve continuous
improvement and meet customers’ demand for
quality.
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競爭優勢
1. 價值創造 ＝ 對顧客的價值 － 生產成本
2. 競爭優勢之一般性基礎：
效率，品質，創新，顧客回應
個案：Intel 在哪個構面還不夠好？
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產業鏈
Suppliers
Focus Firm
Customers
•品質
•安全
飛行時數保證
•零件修復
•時間
維修時間縮短
•技術指導
•能量
Overhaul
Performance
Minimum
機械零故障
•準點
按班表
•備用管理
機隊
發動機
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一般性的價值鏈模式
1. 主要活動：
進貨後勤，作業，出貨後勤，行銷，服務
2. 支援活動：
基礎結構，人力資源，物料管理。
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企業價值鏈
企業基本設施
輔
助
作
業
利
生產技術
計畫管制
潤
物料管制
Gate0
1.發動機及
文件接收
2.進場檢查
3.發動機進
廠會議
Gate1
4.工單發行
5.發動機拆解
6.模組拆解
7.清洗
8.NDI
-
Gate3
9.量測檢驗
10.最後一件
料件送出
11.料件蒐集
12.料件籌補
13.模組組裝
14.發動機組裝
15.試車及最後
確認
16.發動機出廠
Gate4
17.出場會議
18.出場報告
19.技術報告
20.計價
利
潤
主
要
作
業
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作業基礎經濟地圖
G0
G1~G3
G4
PPS1 001
PMS1 161
PMS3 181
PMS1 162
PMS1 103
發動機及
文件接收
8091
QEC
REMOVE
7308
ENGINE
MOUNT
8092
QEC
INSTALL
8098
ENGINE
TEST
PPS
201
發動機
出廠會議
PMS3 182
PMS1 002
7303
AVIONIC
8000
進廠檢查
PES 003
PMS3 171
PMS1 101
PMS1 111
8001
ENGINE
DISASSY
8011
FAN MOD
DISASSY
7301
CLEAN
PMS1 112
PMS1 102
8012
FAN MOD
ASSY
8002
ENGINE
ASSY
PMS1 104
PPS
8099
FINAL
INSPECT
發動機
出廠報告
PE
PPS
004
203
工程技術
報告
進廠會議
PMS2 121
202
PMS1 122
8021
HPC MOD
DISASSY
MTC 200
7602
KITTING
工單發行
8022
HPC MOD
ASSY
NDI 191
PMS1 132
8031
HPT MOD
DISASSY
8121
NDI
8032
HPT MOD
ASSY
7305
FAN
BLADE
PMS2 141
8041
LPT MOD
DISASSY
PPS
7201
MACHINE
PMS2 131
PMS3 173
PMS2 175
計價
Engine Level
PMS2 176
PMS1 142
8042
LPT MOD
ASSY
Module Level
7202
BALANCE
Piece Part Level
QEC Level
課別
PMS3 151
PMS3 172
PMS3 174
PMS1 152
8051
AGB MOD
DISASSY
7302
BENCH
7306
REPAIR
8052
AGB MOD
ASSY
204
編號
作業代碼
作業名稱
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Sustainable Competitive Advantage
◦ Continuing over time to effectively exploit
resources and develop core competencies that
enable an organization to keep its edge over its
industry competitors.
◦ Create and sustain a Competitive Advantage will
give a company above-average profitability.
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Five Competitive Forces



Threat of New Entrants
◦ The ease or difficulty with which new competitors can
enter an industry.
Threat of Substitutes
◦ The extent to which switching costs and brand loyalty
affect the likelihood of customers adopting substitutes
products and services.
Bargaining Power of Buyers
◦ The degree to which buyers have the market strength
to hold sway over and influence competitors in an
industry.
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Five Competitive Forces

Bargaining Power of Suppliers
◦ The relative number of buyers to suppliers and
threats from substitutes and new entrants
affect the buyer-supplier relationship.

Current Rivalry
◦ Intensity among rivals increases when
industry growth rates slow, demand falls, and
product prices descend.
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Forces In The Industry Analysis
New
Entrants
Bargaining
Power of
Suppliers
Threat of
New Entrants
Industry
Competitors
Suppliers
Current Rivalry
Threat of
Substitutes
Buyers
Bargaining
Power of
Buyers
Substitutes
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Three Generic Competitive Strategies

Cost Leadership Strategy
◦ Seeking to attain the lowest total overall costs relative
to other industry competitors.

Differentiation Strategy
◦ Attempting to create a unique and distinctive product
or service for which customers will pay a premium.

Focus Strategy
◦ Using a cost or differentiation advantage to exploit a
particular market segment rather a larger market.
*討論：創新與量產循環，stuck in the middle
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策略群組
1. 製藥業：Merck, Pfizer, Eli Lilly 高研發支出，
高價格；其他藥廠係低低群組。
2. 煙草葉：Philip Morris (prospector), Reynolds
(analyzer), American (defender), Liggett (reactor)
3. 航空業：American, United, Delta (D), America
West (CL), Southwest (F), TWA, NWA, USAir,
Continental (S)
*兼顧：彈性製造技術，Toyota’s lean production
system, mass customization
46
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描繪企業之策略圖：西南航空公司
47
Accor
Formula
Hotel
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5. Strategic Management Today
Need for Strategic Leadership
 Need for Strategic Flexibility
 New Directions in Organizational Strategies
◦ e-business, customer service, innovation

49
The Need for Strategic ……

Strategic leadership - the ability to
anticipate, envision, maintain flexibility, think
strategically, and work with others in the
organization to initiate changes that will create a
viable and valuable future for the organization.
 Strategic Flexibility - the ability to recognize
major external changes, to quickly commit
resources, and to recognize when a strategic
decision was a mistake.
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Exhibit 9-6: Effective Strategic Leadership
51
Exhibit 9-7: Developing Strategic Flexibility
52
Strategies for Applying e-Business
Techniques

Cost Leadership
◦ On-line activities: bidding, order processing,
inventory control, recruitment and hiring

Differentiation
◦ Internet-based knowledge systems, on-line ordering
and customer support

Focus
◦ Chat rooms and discussion boards, targeted web
sites
53
Customer Service Strategies

Giving the customers what they want.

Communicating effectively with them.

Providing employees with customer service
training.
54
Innovation Strategies

Possible Events
◦ Radical breakthroughs in products.
◦ Application of existing technology to new uses.

Strategic Decisions about Innovation
◦ Basic research
◦ Product development
◦ Process innovation

First Mover
◦ An organization that brings a product innovation to
market or use a new process innovations
55
First-Mover Advantages–Disadvantages
• Advantages
• Disadvantages
• Reputation for being
innovative and industry
leader
• Uncertainty over exact
direction technology and
market will go
• Cost and learning
benefits
• Risk of competitors
imitating innovations
• Control over scarce
resources
• Financial and strategic
risks
• Opportunity to begin
building customer
relationships and
customer loyalty
• High development costs
56
作業
1. Case study: a manager’s dilemma (p. 252)
(1) Identify and articulate business problems
(2) Gather and analyze information applicable
(3) Identify and apply an appropriate tool for solving problems.
2. Thinking critically about ethics (p. 270)
(1) Identifies Dilemma.
(2) Considers Stakeholders
(3) Analyzes Alternatives and Consequences
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3. Developing your business planning skill (p. 271)
4. Team exercise (p. 271)
5. Internet-based exercise (p. 271):
key in “Most admired companies”, identify their
mission, goals, strategies.
58
回顧
1. SWOT analysis
2. 比較 competitive strategy, advantage
VS. Benchmarking
59
Terms to Know

core competencies

SWOT analysis

BCG matrix

corporate strategy


growth strategy
business or competitive
strategy

competitive advantage
cost leadership strategy
differentiation strategy
focus strategy
stuck in the middle
first mover

diversification

stability strategy

renewal strategy

retrenchment strategy

turnaround strategy





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