1. SESSION 1- PART 1 Strategic ManagementSTRATEGICMANAGEMENTINPUTS Strategic Management Competitiveness and Globalization: Concepts and Cases

2. What is strategy? Provisional definition: a coordinated series of actions which involvethe deployment of resources to which one has accessfor the achievement of a given purpose.2 3. The Strategic Management ProcessInvolves the full set of:Commitments DecisionsActionswhich are required for firms to achieve: Strategic Competitiveness Sustained Competitive Advantage Above-Average Returns 3 4. Strategic Competitiveness Achieved when a firm successfully formulates and implements a value-creating strategySustained 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 duplicateAbove-Average Returns Returns in excess of what an investor expects to earn from other investments with similar risk 4 5. ExternalThe StrategicStrategic Environment Management InputsStrategic IntentStrategic Mission Internal Process Environment Strategy FormulationStrategy Implementation Business-LevelCompetitive Corporate-Level Corporate StructureStrategic ActionsStrategyDynamics Strategy Governance & Control Acquisitions &International Cooperative Strategic EntrepreneurshipRestructuring StrategyStrategiesLeadership & Innovation Outcomes Strategic Strategic CompetitivenessFeedback Above AverageReturns5 6. Challenge of Strategic ManagementOnly 16 of the 100 largest U.S. companies at the start of the20th century are still identifiable today!In a recent year, 44,367 businesses filed for bankruptcy and manymore U.S. businesses failedCompetitive success is transient...unless care is taken topreserve competitive position6 7. Challenge of Strategic ManagementThe goals of achieving strategic competitiveness andearning above-average returns are challenging The performance of some companies more than meets strategic managements challenge 7 8. 21st Century Competitive LandscapeFundamental nature of The pace of change iscompetition is changing relentless.... and increasing Rapid technological changes Rapid technology diffusions Traditional industry Dramatic changes in information boundaries are blurring, and communication technologiessuch as... Computers Increasing importance of Telecommunications knowledge8 9. 21st Century Competitive LandscapeThe 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 Integration9 10. 21st Century Competitive LandscapeA countrys competitiveness is achieved through theaccumulation of individual firms strategic competitivenessin the global economyAchieving improved competitiveness allows a countryscitizens to have a higher standard of living10 11. Alternative Models of Superior ReturnsIndustrial Organization Resource-BasedModel ModelThe External Environment Resources An Attractive IndustryCapabilityStrategy Formulation Competitive AdvantageAssets and SkillsAn Attractive IndustryStrategy ImplementationStrategy ImplementationSuperior ReturnsSuperior Returns 11 12. 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 13. I/O Model of Superior ReturnsExternalEnvironment Action required:Study the external General Environmentenvironment, especially Industry Environmentthe industry environment. Competitive Environment13 14. I/O Model of Superior ReturnsExternal Action required:EnvironmentLocate an industry withAn Attractivehigh potential for above- GeneralIndustry Environment average returns. Industry EnvironmentAn industry whose Competitivestructural characteristics Environment above-averagesuggestreturns are possible 14 15. I/O Model of Superior ReturnsExternalAction required:Environment Identify strategy called forAttractiveby the industry to earn GeneralIndustry Environmentabove-average returns.Strategy Industry EnvironmentAn industry whose CompetitiveFormulationstructural characteristicsEnvironment above-average a strategy suggest Selection of returns are linked with above- possible average returns in a particular industry 15 16. I/O Model of Superior ReturnsExternal Action required:EnvironmentDevelop or acquire assetsAttractive and skills needed toIndustry General Environment implement the strategy. IndustryStrategyAn industry whosestructural Formulation Environment Competitive Environmentcharacteristics suggest a strategy SkillsAssets and Selection ofabove-average returns above- linked with average returns in a skillsare possibleAssets and particular required to implementindustrya chosen strategy 16 17. I/O Model of Superior ReturnsAction required:External EnvironmentUse the firms strengths (its assets or Attractive Industryskills) to implement the strategy.General EnvironmentIndustry Environment Strategy FormulationAn industry whose structuralCompetitive Environmentcharacteristics suggest above-average returns are possible Assets and SkillsSelection of a strategy linkedwith above-average returns in a Strategy Implementationparticular industry and skills required toAssetsimplement a chosen strategySelection of strategic actionslinked with effectiveimplementation of the chosenstrategy 17 18. I/O Model of Superior ReturnsExternal Environment Action required: Maintain selected strategy in Attractive Industry order to outperform industry General Environment rivals. Industry EnvironmentStrategy An industry whose Competitive Formulation structural characteristics Environment above-averageof Assets and Skills suggestSelection a strategylinked with above-average returns are possible Strategy Implementationreturns in a Assets and skills required particularindustry to implement a chosen Superior Returns strategy Selection of strategic actionslinked with effective Earning of above-implementation of the average returnschosen strategy 18 19. 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 20. Resource-Based Model of Superior ReturnsAction required:Resources Identify firm resources.Study strengths and weak-Inputs to a firmsnesses relative to rivals.production process.20 21. Resource-Resource-Based Model of Superior Returns Action required:ResourcesDetermine what firm capabilities allow it to doInputs to a firms better than rivals. Capabilityproduction process.Capacity for anintegrated set ofresources to perform atask or activity. 21 22. Resource-Resource-Based Model of Superior ReturnsAction required:Resources Determine how firms Capability resources and capabilitiesInputs to a firmsmay create competitiveCapacity forCompetitiveproduction process. an integrated advantage.Advantageset of resources tointegratively perform atask or activity. of a firm toAbilityoutperform its rivals22 23. Resource- Resource-Based Model of Superior Returns Action required:ResourcesLocate an attractive Capabilityindustry.Inputs to a firmsCompetitiveproduction process. an integratedCapacity forAdvantageset of resources tointegratively perform a AttractiveAntask or activity. of aIndustryAbilityfirm tooutperform its rivalsLocation of an industrywith opportunities thatcan be exploited by thefirms resources andcapabilities23 24. Resource- Resource-Based Model of Superior Returns Action required:ResourcesSelect strategy that best Capabilityexploits resources andInputs to a firms capabilities relative toproduction process. Competitive set Capacity for an integratedopportunities in environs. of resources Advantageto integratively perform a task or activity. Attractive An IndustryAbility of a firm tooutperform its rivals Strategy Formulation Location of an industryand Implementation with opportunities that can be exploited by the firms resources andStrategic actions taken to capabilitiesearn above-average returns24 25. Resource-Based Model of Superior Returns Action required:ResourcesMaintain selected strategy inCapability order to outperform industryInputs to a firms rivals.production process. CompetitiveCapacity for an integratedAdvantageset of resources tointegratively perform aAn Attractive Ability of a Industrytask or activity.firm to outperform its rivals StrategyLocation of an industrywith opportunities that and Formulation Superior Returns Implementationcan be exploited by thefirms resources and Strategic actions taken above-capabilities Earning of to earn above-average returns average returns25 26. Core Competencies When these four criteria are met, Resources and Capabilities become:Core Competencies are resources and capabilities that can serve as asource of Competitive Advantage.The Resource-Based model argues that Core Competencies are the basisfor a firms Competitive Advantage, Strategic Competitiveness and Abilityto Earn Above-average Returns. 26 27. Stakeholders:Groups who are affected by a firms performance andwho have claims on its wealthThe firm must maintain performance at an adequatelevel in order to maintain the participation of keyCapital MarketstakeholdersFirmStock market/InvestorsDebt suppliers/Banks Product MarketOrganizational Primary Customers SuppliersEmployeesManagersNon-Managers 27 28. Stakeholder InvolvementEach of the key stakeholders wants a piece ofthe same pie1 How do you divide the pie in orderto keep all of the stakeholdersinvolved? 2How do you increase the size of thepie so that there is more to goaround? 28 29. External Environment The Strategic Strategic ManagementInputsStrategic IntentStrategic Mission Internal EnvironmentProcess Strategy Formulation Strategy Implementation Business-LevelCompetitive Corporate-Level Corporate StructureStrategic ActionsStrategyDynamics Strategy Governance & Control Acquisitions &International Cooperative StrategicEntrepreneurshipRestructuring StrategyStrategiesLeadership & InnovationStrategic Outcomes Strategic CompetitivenessAbove AverageFeedback Returns 29 30. SESSION 1- PART 2 The External Environment: Opportunities, Threats, Industry Competition, and Competitor AnalysisSTRATEGICMANAGEMENTINPUTS Strategic Management Competitiveness and Globalization: Concepts and Cases 31. FIGURE 1.1 The External Environment31 32. General Environment Dimensions in the broader society that influence anindustry and the firms within it: Demographic Economic Political/legal Sociocultural Technological Global32 33. TABLE 1.1 The General Environment: Segments and Elements 33 34. Industry Environment The set of factors directly influencing a firm and itscompetitive actions and competitive responses Threat of new entrants Power of suppliers Power of buyers Threat of product substitutes Intensity of rivalry among competitors 34 35. Competitor Analysis Gathering and interpretinginformation about all of thecompanies that the firm competesagainst. Understanding the firmscompetitor environmentcomplements the insights providedby studying the general andindustry environments.35 36. Analysis of the External Environments General environment Focused on the future Industry environment Focused on factors and conditions influencing a firmsprofitability within an industry Competitor environment Focused on predicting the dynamics of competitorsactions, responses and intentions 36 37. Opportunities and Threats Opportunity A condition in the generalenvironment that, if exploited,helps a company achieve strategiccompetitiveness. Threat A condition in the generalenvironment that may hinder acompanys efforts to achievestrategic competitiveness.37 38. 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 companiesuse in pursuing strategic competitiveness and above-averagereturns38 39. FIGURE 1.2 The Five Forces of Competition Model39 40. 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 retaliation40 41. 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 tolarge- and small-scale entry Flexibility in pricing and market share Costs related to scale economies Competitor retaliation41 42. Barriers to Entry (contd) 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 Inventoriesrelationship Marketing activities Access to Distribution Channels Availability of capital Stocking or shelf space Price breaks Cooperative advertising allowances42 43. Barriers to Entry (contd) Cost Disadvantages Expected retaliationIndependent of Scale Responses by existing Proprietary product competitors may depend on a technologyfirms 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 44. 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 45. Bargaining Power of Buyers Buyer power increases when: Buyers are large and few in number. Buyers purchase a large portion of an industrys total output. Buyers purchases are a significant portion of a suppliers annual revenues. Buyers switching costs are low. Buyers can pose threat to integrate backward into the sellers industry. Buyer has full information.45 46. Threat of Substitute Products The threat of substitute products increases when: Buyers face few switching costs. The substitute products price is lower. Substitute products quality and performance are equal to or greater than the existing product. Differentiated industry products that are valued bycustomers reduce this threat. 46 47. 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 48. Interpreting Industry Analyses Low entry barriersSuppliers and buyershave strong positions Unattractive Strong threats fromIndustry substitute products Intense rivalry Low profit potential among competitors48 49. Interpreting Industry Analyses (contd)High entry barriers Suppliers and buyers have weak positions Attractive Few threats fromIndustry substitute products Moderate rivalry High profit potential among competitors 49 50. 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 actions50 51. Strategic Groups Strategic Dimensions Extent of technological leadership Product quality Pricing Policies Distribution channels Customer service51 52. Competitor Analysis Competitor Intelligence The ethical gathering of needed information and data that provides insight into: A competitors direction (future objectives) A competitors capabilities and intentions (current strategy) A competitors beliefs about the industry (its assumptions) A competitors capabilities 52 53. FIGURE 1.2CompetitorAnalysisComponents 53 54. Complementors Complementors The network of companies that sell complementary products or services or are compatible with the focal firms own product or service. If a complementors product or service adds value to thesale of the focal firms product or service, it is likely to createvalue for the focal firm. However, if a complementors product or service is in amarket into which the focal firm intends to expand, thecomplementor can represent a formidable competitor.54 55. Ethical Considerations Practices considered both legal and ethical: Obtaining publicly available information Attending trade fairs and shows to obtain competitorsbrochures, view their exhibits, and listen to discussions abouttheir products Practices considered both unethical and illegal: Blackmail Trespassing Eavesdropping Stealing drawings, samples, or documents55 56. What Are the Key Factors for CompetitiveSuccess? KSFs are competitive elements that most affect every industrymembers 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 failure56 57. Identifying IndustryKey Success Factors Answers to three questions pinpoint KSFs On what basis do customers choose between competingbrands of sellers? What must a seller do to be competitively successful -- whatresources and competitive capabilities does it need? What does it take for sellers to achieve a sustainablecompetitive advantage? KSFs consist of the 3 - 5 really major determinants offinancial and competitive success in an industry 57 58. KSFs for Beer Industry Utilization of brewing capacity -- to keepmanufacturing costs low Strong network of wholesale distributors -- togain access to retail outlets Clever advertising -- to induce beer drinkers tobuy a particular brand 58 59. KSFs for Apparel Manufacturing Industry Fashion design -- to create buyer appeal Low-cost manufacturing efficiency -- to keep sellingprices competitive 59 60. Example: KSFs for Tin and Aluminum CanIndustry Locating plants close to end-use customers -- to keepcosts of shipping empty cans low Ability to market plant output within economical shippingdistances60 61. Strategic Management PrincipleA sound strategy incorporates efforts tobe competent on all industry key success factors and to excel on at least one factor!61 62. SESSION 2 The Internal Environment: Resources, Capabilities, and Core CompetenciesSTRATEGICMANAGEMENTINPUTSStrategic ManagementCompetitiveness and Globalization:Concepts and Cases 63. Competitive Advantage Firms achieve strategic competitiveness and earnabove-average returns when their core competenciesare effectively: Acquired. Bundled. Leveraged. Over time, the benefits of any value-creating strategycan be duplicated by competitors. 2 64. Competitive Advantage (contd) Sustainability of a competitive advantage is afunction 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 65. External Analyses OutcomesOpportunitiesand threatsBy studying the external environment, firms identify what they might choose to do. 4 66. Internal Analyses OutcomesUnique resources,capabilities, andcompetencies(required for sustainablecompetitive advantage)By studying the internal environment, firms identify what they can do5 67. 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 firms bundle of heterogeneous resources and capabilities. 6 68. FIGURE 2.1 Components of Internal Analysis Leading to Competitive Advantage and Strategic Competitiveness7 69. Creating Value By exploiting their core competencies or competitiveadvantages, 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 andleveraging their resources and capabilities. Superior value Above-average returns 8 70. Creating Competitive Advantage Core competencies, in combination withproduct-market positions, are the firms mostimportant sources of competitive advantage. Core competencies of a firm, in addition to itsanalysis of its general, industry, andcompetitor environments, should drive itsselection of strategies.9 71. The Challenge of Internal Analysis Strategic decisions in terms of the firmsresources, capabilities, and corecompetencies: Are non-routine. Have ethical implications. Significantly influence the firms ability toearn above-average returns.10 72. The Challenge of Internal Analysis (contd) To develop and use core competencies,managers must have: Courage Self-confidence Integrity The capacity to deal with uncertainty andcomplexity A willingness to hold people (and themselves)accountable for their work11 73. FIGURE 2.2Conditions Affecting Managerial Decisions about Resources, Capabilities, and Core CompetenciesSource: Adapted from R. Amit & P. J. H. Schoemaker, 1993, Strategicassets and organizational rent, Strategic Management Journal, 14: 33.12 74. Resources, Capabilities and Core Competencies ResourcesDiscovering Core Are the source of a firms Competenciescapabilities. Are broad in scope. Core Cover a spectrum of individual,Competencies social and organizational Capabilitiesphenomena. Alone, do not yield a competitiveResourcesadvantage.TangibleIntangible 13 75. Resources Types of Resources Resources Tangible resources Are a firms assets,including people and Financial resourcesthe value of its brand Physical resourcesname. Technological resources Represent inputs into a Organizationalfirms production resourcesprocess, such as: Intangible resources Capital equipment Human resources Skills of employees Innovation resources Brand names Financial resources Reputation resources Talented managers 14 76. TABLE2.1Tangible Resources Financial Resources The firms borrowing capacity The firms ability to generate internalfunds Organizational Resources The firms formal reporting structureand its formal planning, controlling,and coordinating systems Physical Resources Sophistication and location of afirms plant and equipment Access to raw materials Technological Resources Stock of technology, such aspatents, trademarks, copyrights, andtrade secretsSources: 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, 100102. 15 77. TABLE 2.2 Intangible ResourcesHuman Resources Knowledge Trust Managerial capabilities Organizational routinesInnovation Resources Ideas Scientific capabilities Capacity to innovateReputational Resources Reputation with customers Brand name Perceptions of product quality, durability, andreliability Reputation with suppliers For efficient, effective, supportive, and mutuallybeneficial interactions and relationships Sources: Adapted from R. Hall, 1992, The strategic analysis of intangible resources, Strategic Management Journal, 13: 136139; R. M. Grant, 1991, Contemporary Strategy Analysis, Cambridge, U.K.: Blackwell Business, 101104.16 78. Resources, Capabilities and Core Competencies CapabilitiesDiscovering Core Represent the capacity to deploy Competenciesresources that have been purposely integrated to achieve a desired end state Core Emerge over time through complexCompetencies interactions among tangible and intangible resources Capabilities Often are based on developing, carrying and exchanging Resources information and knowledge Tangible through the firms human capital Intangible 17 79. Resources, Capabilities and Core Competencies Capabilities (contd)Discovering Core The foundation of many Competencies capabilities lies in: The unique skills and Coreknowledge of a firmsCompetenciesemployees 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 80. TABLE 2.3 Examples of Firms CapabilitiesFunctional AreasCapabilitiesDistributionEffective use of logistics management techniquesHuman resources Motivating, empowering, and retaining employeesManagementEffective and efficient control of inventories throughinformation systems point-of-purchase data collection methodsMarketing Effective promotion of brand-name productsEffective customer serviceInnovative merchandisingManagementAbility to envision the future of clothingEffective organizational structureManufacturing Design and production skills yielding reliable productsProduct and design qualityMiniaturization of components and productsResearch &Innovative technologydevelopment Development of sophisticated elevator control solutionsRapid transformation of technology into new products andprocessesDigital technology 19 81. Resources, Capabilities and Core Competencies Four criteria for determiningDiscovering Core Competenciesstrategic capabilities: Value Rarity CoreCompetencies Costly-to-imitate Nonsubstitutability Capabilities Resources Tangible Intangible20 82. Resources, Capabilities and Core Competencies Core CompetenciesDiscovering Core Competencies Resources and capabilities that are the sources of a firms competitive advantage: Core Distinguish a companyCompetenciescompetitively and reflect itspersonality. Capabilities Emerge over time through anorganizational process ofResources accumulating and learning howTangibleIntangible to deploy different resources andcapabilities.21 83. Resources, Capabilities and Core Competencies Core CompetenciesDiscovering Core Competencies Activities that a firmperforms especially well Corecompared to competitors.Competencies Activities through which Capabilities the firm adds uniquevalue to its goods orResources services over a longTangibleIntangible period of time. 22 84. Building Core Competencies Four Criteria ofDiscovering Core CompetenciesSustainable Competitive AdvantageFour Criteria ofSustainable Advantages Valuable capabilities Rare capabilitiesValuableRare Costly to imitate Costly to imitate Nonsubstitutable Nonsubstituable 23 85. TABLE 2.4 The Four Criteria of Sustainable Competitive AdvantageValuable Capabilities Help a firm neutralize threats or exploit opportunitiesRare Capabilities Are not possessed by many othersCostly-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 customersNonsubstitutable Capabilities No strategic equivalent24 86. Building Sustainable Competitive AdvantageDiscovering Core Competencies Valuable capabilities Help a firm neutralize threats or exploitFour Criteria ofSustainable Advantages opportunities. Rare capabilities Valuable Are not possessed by Rare Costly to imitatemany others. Nonsubstitutable25 87. Building Sustainable Competitive Advantage Costly-to-Imitate CapabilitiesDiscovering Core Historical Competencies A unique and a valuable organizational culture or brand name Four Criteria ofSustainable Ambiguous causeAdvantages The causes and uses of a competence are unclear Social complexity Valuable Rare Interpersonal relationships, trust, Costly to Imitateand friendship among managers, Nonsubstitutable suppliers, and customers 26 88. Building Sustainable Competitive Advantage Nonsubstitutable CapabilitiesDiscovering Core Competencies No strategic equivalent Firm-specific knowledge Organizational cultureFour Criteria ofSustainable Advantages Superior execution of the chosen business model Valuable Rare Costly to imitate Nonsubstitutable 27 89. Outcomes from Combinations of the Four Criteria Competitive Performance ConsequencesImplicationsNoNoNoNo CompetitiveBelow Average Disadvantage ReturnsYes NoNoYes/ CompetitiveAverage ReturnsNo ParityYes Yes NoYes/ Temporary Com- Above Average toNo petitive Advantage Average ReturnsYes Yes Yes YesSustainable Com- Above Average petitive Advantage Returns 28 90. Table 2.5 Outcomes from Combinations of the Criteria forSustainable Competitive Advantage 29 91. Value Chain Analysis Allows the firm to understand the parts of itsoperations that create value and those that donot. A template that firms use to: Understand their cost position. Identify multiple means that might be used tofacilitate implementation of a chosen business-level strategy.30 92. Value Chain Analysis (contd) Primary activities involved with: A products physical creation A products sale and distribution to buyers The products service after the sale Support Activities Provide the assistance necessary for the primaryactivities to take place. 31 93. Value Chain Analysis (contd) Value Chain Shows how a product moves from the raw-material stage to the final customer. To be a source of competitive advantage, aresource or capability must allow the firm: To perform an activity in a manner that is superiorto the way competitors perform it, or To perform a value-creating activity thatcompetitors cannot complete32 94. FIGURE 2.3The Basic Value Chain33 95. Table 2.6 Examining the Value-Creating Potential of Primary ActivitiesInbound LogisticsActivities, such as materials handling, warehousing, and inventory control, used to receive, store, and disseminateinputs to a product.OperationsActivities 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 LogisticsActivities involved with collecting, storing, and physically distributing the final product to customers. Examples ofthese activities include finished goods warehousing, materials handling, and order processing.Marketing and SalesActivities completed to provide means through which customers can purchase products and to induce them to doso. To effectively market and sell products, firms develop advertising and promotional campaigns, selectappropriate distribution channels, and select, develop, and support their sales force.ServiceActivities designed to enhance or maintain a products 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 activityas 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. 3940, Copyright 1985, 1998 by Michael E. Porter.34 96. Table 2.7Examining the Value-Creating Potential of Support Activities Procurement Activities completed to purchase the inputs needed to produce a firms products. Purchased inputs include items fully consumed during the manufacture of products (e.g., raw materials and supplies, as well as fixed assetsmachinery, laboratory equipment, office equipment, and buildings). Technological Development Activities completed to improve a firms 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 CompetitiveAdvantage: Creating and Sustaining Superior Performance, by Michael E. Porter, pp. 4043, Copyright 1985, 1998 by Michael E. Porter. 35 97. The Value-Creating Potential of Primary Activities Inbound Logistics Activities used to receive, store, and disseminateinputs to a product Operations Activities necessary to convert the inputs providedby inbound logistics into final product form Outbound Logistics Activities involved with collecting, storing, andphysically distributing the product to customers 36 98. The Value-Creating Potential of Primary Activities (contd) 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 products value Each activity should be examined relative tocompetitors abilities and rated as superior,equivalent or inferior. 37 99. The Value-Creating Potential of Primary Activities:Support Procurement Activities completed to purchase the inputsneeded to produce a firms products. Technological Development Activities completed to improve a firms productand the processes used to manufacture it. Human Resource Management Activities involved with recruiting, hiring, training,developing, and compensating all personnel. 38 100. The Value-Creating Potential of Primary Activities:Support (contd) 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 externalopportunities and threats Identify resources and capabilities Support core competencies Each activity should be examined relative to competitors abilities and rated as superior, equivalent or inferior.39 101. Figure 2.4 Prominent Applications of the Internet in the Value ChainSource: Reprinted by permissionof Harvard Business Review fromStrategy and the Internet byMichael E. Porter, March 2001,p. 75. Copyright 2001 by theHarvard Business SchoolPublishing Corporation; all rightsreserved. 40 102. Outsourcing The purchase of a value-creating activity froman external supplier Few organizations possess the resources andcapabilities required to achieve competitivesuperiority in all primary and support activities. By performing fewer capabilities: A firm can concentrate on those areas in which itcan create value. Specialty suppliers can perform outsourcedcapabilities more efficiently. 41 103. Outsourcing DecisionsA firm may outsource all or onlypart of one or more primaryand/or support activities.Technological Development Human Resource Mgmt.ServiceSupport Activities Firm InfrastructureMarketing and SalesProcurementOutbound LogisticsOperationsInbound LogisticsPrimary Activities42 104. Strategic Rationales for Outsourcing Improving business focus Helps a company focus on broader businessissues by having outside experts handlevarious operational details. Providing access to world-classcapabilities The specialized resources of outsourcingproviders makes world-class capabilitiesavailable to firms in a wide range ofapplications. 43 105. Strategic Rationales for Outsourcing (contd) Accelerating re-engineering benefits Achieves re-engineering benefits more quickly by having outsiderswho have already achieved world-class standardstake 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.44 106. Outsourcing Issues Seeking greatest value Outsource only to firms possessing a corecompetence in terms of performing the primary orsupporting the outsourced activity. Evaluating resources and capabilities Do not outsource activities in which the firm itselfcan create and capture value. Environmental threats and ongoing tasks Do not outsource primary and support activitiesthat are used to neutralize environmental threatsor to complete necessary ongoing organizationaltasks.45 107. Outsourcing Issues (contd) Nonstrategic team resources Do not outsource capabilities critical to the firms success, even though the capabilities are not actual sources of competitive advantage. Firms knowledge base Do not outsource activities that stimulate the development of new capabilities and competencies.46 108. Cautions and Reminders Never take for granted that core competencies willcontinue to provide a source of competitiveadvantage. All core competencies have the potential to becomecore rigiditiesformer core competencies that nowgenerate inertia and stifle innovation. Determining what the firm can do throughcontinuous and effective analyses of its internalenvironment will increase the likelihood of long-termcompetitive success. 47 109. What Are the Firms Strengths, Weaknesses,Opportunities and Threats S W O T represents the first letter in S trengthsSW W eaknesses O pportunities T hreatsO T Strategy-making must be well-matched to both A firms resource strengths and weaknesses A firms best market opportunities and external threats to its well-being48 110. SWOT ANALYSIS STRENGTH INTERNAL WEAKNESS INTERNAL OPPORTUNITIES EXTERNAL THREATS -EXTERNAL49 111. Identifying Resource Strengthsand Competitive Capabilities A strength is something a firm does well or acharacteristic 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 ina position of market advantage Alliances or cooperative ventures50 112. Identifying Resource Weaknessesand Competitive Deficiencies A weakness is something a firmlacks, does poorly, or a conditionplacing it at a disadvantage Resource weaknesses relate to Deficiencies in know-how or expertiseor competencies Lack of important physical,organizational, or intangible assets Missing capabilities in key areas51 113. 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 country52 114. Role of SWOT Analysis in Crafting a Better Strategy Developing a clear understanding of a companys Resource strengths Resource weaknesses Best opportunities External threats Drawing conclusionsabout how best to deployresources in light of the companys internaland external situation Thinking strategically about how to strengthenthe companys resource base for the future53 115. SWOT Analysis -- What to Look For Potential Resource Potential ResourcePotential Company Potential External Strengths Weaknesses Opportunities Threats Powerful strategy No clear strategic Serving additional Entry of potent new Strong financial direction customer groupscompetitorscondition Obsolete facilities Expanding to new Loss of sales to Strong brand name Weak balance sheet; geographic areas substitutesimage/reputation excess debt Expanding product line Slowing market growth Widely recognized Higher overall costs Transferring skills to Adverse shifts inmarket leaderthan rivals new products exchange rates & trade Proprietary technology Missing some key Vertical integration policies Cost advantagesskills/competencies Openings to take MS Costly new regulations Strong advertising Subpar profits . . .from rivals Vulnerability to Internal operating Acquisition of rivalsbusiness cycle Product innovationskills problems . . . Alliances or JVs to Growing leverage of Falling behind in R&D expand coveragecustomers or suppliers Good customer service Too narrow product Openings to exploit Shift in buyer needs Better product qualityfor product linenew technologiesAlliances or JVs Demographic changes Weak marketing skills Openings to extend brand name/image 54 116. Bui 1- Phn 1 QUN TR CHIN LCSTRATEGICMANAGEMENTINPUTS Qun tr chin lc: Cnh tranh v ton cu ho: Cc khi nim v tnh hung 117. Chin lc l g? nh ngha: mt lot cc hnh ng phc hp nhm huyng ngun lc mt t chc c th c tc mt mc ch nht nh. 2 118. Quy trnh qun tr chin lcBao gm:Quyt Hnh Cam ktnhngm cng ty cn c t c:Li th cnh tranh chin lcLi th cnh tranh bn vngLi nhun trn mc trung bnh 3 119. Li th cnh tranh chin lc L li th mt cng ty c c khi xy dng v thc thi mt chin lc em li gi tr cho cng tyLi th cnh tranh bn vng L li th mt cng ty c c khi xy dng c mt chin lc m cc cng ty i th khng c c To ra nhng li th m nhng i th cnh tranh hin thi v c nhng i th cnh tranh tim nng khng th no c cLi nhun trn mc trung bnh Li nhun vt qu nhng g nh u t k vng c c t nhng khon u t khc c ri ro tng t 4 120. u vaaMi trngbn trong nh chin Quy trnhlcNhim vchin lcqun trMi trngbn ngoichin lc Xy dng chin lc Thc thi chin lcChin lc cp Cnh tranhChin lc Qun trCu trccp tp onCng tyHnh ngchin lcdoanh nghip nng ng v kim sotSp nhp Chin lcChin lcChin lcKhi s doanhvQuc t Hp tc nghip Ti cu trcLnh ov i mi chin lc Chin lcKt qu Cnh tranh vi Mc li nhunFeedback trn trung bnh5 121. Nhng kh khn ca vic qun tr chin lcNgy nay ch cn 16/100 cc cng ty ln nhtca M k t u th k 20 l cn gi c vtr ca mnh.Trong nhng nm gn y, 44,367 doanh nghipnp n xin ph sn v ngy cng nhiu doanhnghip M tht bi.Thnh cng trong cnh tranh khng phi l vnhhng tr khi chng ta bit cch gi c vtr .6 122. Nhng kh khn ca vic qun tr chin lcMc tiu t c li th chin lc cnh tranh v tli nhun trn mc trung bnh l rt kh khn. Hot ng ca mt cng ty khng ch l vt qua c nhng kh khn v mt chin lc 7 123. Xu hng cnh tranh ca th k 21Bn cht ca cnhTc thay itranh ang thay i ngy cng nhanh S thay i cng ngh nhanh v khng ngngchng tng ln S tip thu cng ngh Nhng gii hnnhanh chng C nhng thay i ln trong gia cc ngnhcng ngh thng tin v truyn ang m dn nh:thng My tnh Tri thc ngy cng tr nn Truyn thngquan trng8 124. Xu hng cnh tranh ca th k 21Nn kinh t ton cu angNhng li th cnh tranh truyn thng khng cn lthay i nhng nhn t m bo thnh cng Con ngi, hng ha, dch vv tng dch chuyn t doqua bin gii cc quc gia.Nhng nhn t mi Nhng c hi mi xut hin thnh cng: trong nhiu th trng trn Linh hot ton cu i mi Th trng v cc ngnh cng Tc nghip ngy cng tr nn quc Hi nhp t ha.9 125. Xu hng cnh tranh ca th k 21 Li th cnh tranh ca mt quc gia ch c th t c bng qu trnh tch hp li th cnh tranh chin lc ca tng cng ty thuc quc gia trong nn kinh t ton cu. Mt quc gia c li th cnh tranh tt s gip ngi dn nc c mc sng cao hn.10 126. Cc M hnh Siu Li NhunM hnh t chc ngnh M hnh da vongun lc Mi trng bn ngoi Ngun lcMt ngnh hp dnNng lcXy dng chin lcLi th cnh tranh Ti sn v k nng Mt ngnh hp dn Thc hin chin lc Thc hin chin lc Siu li nhunSiu li nhun 11 127. M hnh t chc ngnh siu li nhunM hnh T chc Ngnh cho chng ta thyrng mc li nhun trn trung bnh cho bt ccng ty no c quyt nh bi nhng nhnt bn ngoi cng ty.M hnh ny ch yu tp trung vo cu trcngnh hoc mi trng bn ngoi hn l cim bn trong ca cng ty. 12 128. M hnh t chc/ngnh siu li nhunMi trng bn ngoiHnh ng cn thit :Nghin cu mi trngbn ngoi, c bit l mi Mi trng chung trng ngnh Mi trng ngnh Mi trng cnh tranh 13 129. M hnh t chc/ngnh siu li nhunExternalHnh ng cn thit :Environment Xc nh mt ngnh c Mt ngnh hp dntim nng em li mc li General Environmentnhun trn trung bnh. Industry EnvironmentL ngnh c c trng Competitivetrc c kh nngcu Environment li nhun trnem limc trung bnh14 130. M hnh t chc ngnh siu li nhunExternal Hnh ng cn thit :EnvironmentXc nh mt chin lcAttractive cn thit cho ngnh GeneralIndustry Environment c th kim mc li nhun Industry Environment dng chinXytrn trung bnh.An industry whose Competitivelcstructural characteristics Environment above-averagesuggest La chn mt chinreturns are lc tp trung vopossiblengnh c mc li nhuntrn trung bnh15 131. M hnh t chc ngnh siu li nhunExternalHnh ng cn thitEnvironment Xy dng hoc tp trungAttractivenhng ti sn v k nng GeneralIndustry Environmentcn thit thc thi chinStrategy Industry Environment lc.An industry whose CompetitiveFormulationstructural characteristics Environment above-averageTi sn v k nngsuggest Selection of a strategyreturns are linked with above- possibleaverage returns in v k nng cn Ti sn aparticular industrythc thi mt thit chin lc 16 132. M hnh t chc ngnh siu li nhun Hnh ng:External Pht huy nhng im mnh ca cng ty (ti sn hoc kEnvironmentAttractive nng) thc thi chin lc. GeneralIndustry EnvironmentStrategy Industry EnvironmentAn industry whose CompetitiveFormulationstructural characteristics Environment above-averageAssets and Skillssuggest Selection of a strategyreturns are linked with above- possibleaverage returns in a Thc thi chin lc Assets and skillsparticular industry to implement required a chosen strategy La chn mt lot cc hnh ng mang tnh chin lc nhm thc thi chin lc chn 17 133. M hnh t chc ngnh siu li nhunExternalHnh ng cn c:Environment Duy tr nhng chin lcAttractive la chn vt qua GeneralIndustry Environmenti th cnh tranh.Strategy Industry EnvironmentAn industry whose CompetitiveFormulationstructural characteristics Environment above-averageAssets and Skillssuggest Selection of a strategyreturns are linked with above- possibleaverage returns in a Strategy Assets and skills required Implementationparticular industry to implement a chosen strategy Siu li nhun Selection of strategic actions linked with effective implementation trn Kim li nhun of the chosen strategy bnh mc trung 18 134. M hnh siu li nhun da trn ngun lc M hnh siu li nhun cho thy rng li nhun trn trung bnh m cc cng ty t c phn ln l do nhng c tnh bn trong cng ty. M hnh ny tp trung vo pht trin hoc t c cc ngun lc v nng lc gi tr m i th cnh tranh kh hoc khng th bt chc c. 19 135. M hnh siu li nhun da trn ngun lc Hnh ng cn thit:Ngun lcXc nh ngun lc ca cng ty. Nghin cu imNgun u vo cho qumnh v im yu catrnh sn xut ca mt cng ty mnh so vi icng ty. th.20 136. M hnh siu li nhun da trn ngun lcHnh ng:Resources Xc nh xem nng lc Nng lc no ca mt doanhInputs to a firmsnghip c th khinproduction process. hp cc Kh nng tchdoanh nghip vt tri ngun lc thc hin mt nhim v hoc hothn i th. ng.21 137. M hnh siu li nhun da trn ngun lcHnh ngResources Xc nh xem ngun lc Capability v nng lc ca mt cngInputs to a firmsty c th to ra li thproduction process. an th cnhCapacity forLi integratedcnh tranh nh th no.tranhset of resources tointegratively perform atask or activity. nng ca mt cngKhty c th vt tri hni th 22 138. M hnh siu li nhun da trn ngun lcHnh ng cn lmResources Xc nh mt ngnh cng Capability nghip hp dn.Inputs to a firmsCompetitiveproduction process. an integratedCapacity forAdvantageset of resources tointegratively perform Mt ngnh hpatask or activity. of adn toAbilityfirmoutperform its rivals Mt ngnh c nhngc hi m mt cng tyc th khai thc bngngun lc v nng lcca mnh.23 139. M hnh siu li nhun da trn ngun lcHnh ng cn thit:Resources La chn mt chin lcCapabilityc th khai thc tt nhtInputs to a firmsngun lc v nng lcCapacity forCompetitiveproduction process. an integrated tng ng vi c hiAdvantageset of resources totrong ngnh.integratively perform a AttractiveAntask or activity. of aIndustryAbilityfirm tooutperform its rivalsXy dng v thcLocation of an industry thi chin lcwith opportunities thatcan be exploited by thefirms resources hnh ng chinNhng andcapabilities nhm kim lilcnhun trn mc trungbnh 24 140. M hnh siu li nhun da trn ngun lcHnh ng cn thit:ResourcesDuy tr chin lc Capability chn vt qua i th.Inputs to a firmsCompetitiveproduction process. an integratedCapacity forAdvantageset of resources tointegratively perform a AttractiveAntask or activity. of aIndustryAbilityfirm tooutperform its rivalsStrategyLocation of an industrywith opportunities that and Formulation Implementation nhunSiu lican be exploited by thefirms resources and Strategic actions taken to trncapabilitiesKim li nhun earn above-average bnh.mc trung returns 25 141. Khi c 4 tiu chtrn c thamn, Ngun lc v Nng lc ct liNng lc trthnh:Nng lc ct li: l nhng ngun lc v nng lc cth em li nhng Li Th Cnh Tranh.M hnh Da Trn Ngun Lc cho rng nhng Nnglc ct li l nn tng cho Li Th Cnh Tranh , LiTh Cnh Tranh Chin Lc v Kh nng kim linhun trn mc trung bnh ca mt cng ty.26 142. Nhm hu Nhng nhm ngi chu nh hng bi hiu qu hot ng ca mt cng ty vthun: c hng li t s thnh vng ca cng ty.Cng ty phi duy tr hot ng hiuqu mc duy tr s tham giaca Nhm hu thun ch cht. Th trng ti chnhTT Chng khon/ Nh u t Cng tyCc t chc cho vay/Ngn hngTh trng sn phm T chcNhng khch hng/nh cung cp chnhNhn vinNh Qun lNhng ngi khng qun l27 143. S tham gia ca Nhm hu thunMi nhm hu thun umun mt ming nh cacng mt chic bnh.1 Bn s chia chic bnhnh th no cc bn uchp nhn? 2 Lm cch no bn c th lm chic bnh to ra mi ngi s c chia nhiu hn?28 144. u vaaMi trngbn trong nh chin Quy trnhlcNhim vchin lcqun trMi trngbn ngoichin lc Xy dng chin lc Thc thi chin lcChin lc cp Cnh tranhChin lc Qun trCu trccp tp onCng tyHnh ngchin lcdoanh nghip nng ng v kim sotSp nhp Chin lcChin lcChin lcKhi s doanhvQuc t Hp tc nghip Ti cu trcLnh ov i mi chin lc Chin lcKt qu Cnh tranh vi Mc li nhunFeedback trn Rtrung bnh 29 145. Bui 1- Phn 2Mi trng bn ngoi: Thchthc, C hi, Cnh tranhngnh, v Phn tch i thSTRATEGIC cnh tranh.MANAGEMENTINPUTS Qun tr chin lc: Cnh tranh v ton cu ho: Cc khi nim v tnh hung 146. Hnh 2.1 Mi trng bn ngoi Kinh t Mi trng Vn ha Nhn khu hc ngnh- x hiMi e da ca cc cng ty miQuyn lc ca nh cung cp Quyn lc ca ngi muaMi e da t cc sn phm thay th Cng cnh tranh Mi trng Chnh tr cnh tranhTon cu / Php l Cng ngh 31 147. Mi trng chung L cc phng din trong x hi rng ln c nhhng n mt ngnh v cc cng ty trongngnh: Nhn khu hc Kinh t Chnh tr/ Php l Vn ha-x hi Cng ngh Ton cu32 148. BNG 2.1 Mi trng chung: Phn on v nhn t Phn on nhn khuQuy m dn s S a dng chng tcCu trc tui Phn b thu nhpPhn b a l Phn on kinh tT l lm phtT l tit kim c nhnLi sutT l tit kim doanh nghipThm ht hay thng d thng miTng sn phm quc niThm ht hoc thng d ngn sch Phn on chnh tr/php lLut chng c quynLut o to lao ngLut thu Cc chnh sch v xu hng gio dcCc quy nh phn cp Phn on vn ha x hi Ph n trong lc lng lao ng Nhng lo ngi v mi trngS a dng trong lc lng lao ng S thay i trong s la chn s nghip v dchThi v cht lng ca cng vic vS thay i trong s u tin lin quan n ctnh sn phm v dch v Phn on cng nghi mi sn phmMc tp trung ca chi ph cho R & D ca chnhS ng dng tri thcphCc cng ngh truyn thng mi Phn on ton cu Nhng s kin chnh tr quan trngNhng nc mi cng nghip haNhng th trng ton cu chnh S khc bit gia cc c tnh vn ha v th ch 33 149. Mi trng ngnh: Mt lot cc nhn t nh hng trc tip nmt cng ty v cc hnh ng cnh tranh v ccphn ng cnh tranh ca cng ty . Mi e da t cc cng ty mi Quyn lc ca ngi cung cp Quyn lc ca ngi mua Mi e da t cc sn phm thay th Cng cnh tranh trong ngnh 34 150. Phn tch i th Thu thp v phn tchnhng thng tin v tt ccc i th m cng tymnh phi cnh tranh. Nhng hiu bit v mitrng cnh tranh cacng ty s gip chng tahiu r hn nhng thngtin chng ta thu thp ct qu trnh nghin cu mitrng ngnh v mitrng chung.35 151. Phn tch mi trng bn ngoi Mi trng chung Tp trung hng ti tng lai Mi trng ngnh Tp trung vo nhng nhn t v nhng iu kin cth gy nh hng n mc li nhun trong ngnh Mi trng i th cnh tranh Tp trung vo d on nng ng ca nhnghnh ng, phn ng v nh ca i th36 152. C hi v Thch thc C hi L mt iu kin trong mitrng chung m nu mt cngty bit khai thc th s t cli th cnh tranh chin lc. Thch thc L mt iu kin trong mitrng chung c th cn tr mtcng ty trong qu trnh ginhc li th cnh tranh chinlc.37 153. Phn tch mi trng ngnh nh ngha Ngnh hng: L mt nhm cc cng ty sn xut cc sn phmmang tnh thay th cho nhau cao. L cc cng ty c nh hng ln nhau Bao gm c mt lot cc chin lc cnh tranh a dng m cc cng ty s dng nhm t c li th cnh tranh chin lc v t mc li nhun trn trung bnh.38 154. Hnh 2.2Nm nhn t ca m hnh cnh tranhMi e daca cccng ty mi Mc cngQuyn lc m thng gia ccphn ca nh i th cnh tranhcung cp Mi e da tQuyn lc m cc sn phm phn ca thay th ngi mua39 155. Mi e da ca cc cng ty mi: Ro cn gia nhp Li th quy m S khc bit v sn phm Yu cu v vn Ph chuyn i S tip cn vi cc knh phn phi Bt li th v chi ph khng tnh n quy m Chnh sch ca chnh ph Hnh ng i ph c th c 40 156. Ro cn gia nhp Li th quy m S tng hiu qu bin khi mt cng ty tng quy mln mc nht nh Cc nhn t (li th v bt li) lin quan n sgia nhp quy m ln v nh linh hot trong vic nh gi v th phn Chi ph lin quan n li th quy m Hnh ng p tr ca i th41 157. Ro cn gia nhp (tip) S khc bit v sn phm Ph chuyn mi Sn phm c o L chi ph ln u m khch S trung thnh ca khch hng phi tr khi mua sn hng phm t mt khch hng Sn phm c gi cnh khc tranh Thit b mi Yu cu vn Ti o to nhn vin Chi ph tinh thn ca vic C s vt cht kt thc mt mi quan h Kho bi Cc hot ng marketing Tip cn vi cc knh phn sn c ca vn phi Khng gian cha hng hocng hng S dng cng c gi c Chi ph qung co chung42 158. Ro cn gia nhp (tip) Bt li v chi ph do Hnh ng p trkhng c li th quy m Nhng phn ng ca cc Cng ngh sn phm ci th cnh tranh hin thi quyn cn ph thuc vo v tr C quyn u tin tip cn hin thi ca cng ty trong nguyn liu th ngnh (nhng la chn kinh doanh sn c) V tr c a Chnh sch chnh ph Yu cu v quy trnh cp php Vic d b dn cc quy tc cc ngnh43 159. Quyn lc ca nhng nh cung cp Quyn lc ca bn cung s tng ln nu: S lng nh cung cp t v nhng nh cung cp ny c quy m ln t sn phm thay th thch hp Khch hng nh l v c nhiu ch khng phi l khch hng ln Sn phm ca nh cung cp l v cng quan trng trong s thnh cng ca khch hng trn th trng i sn phm khc, cn c chi ph cao Vic i sn phm khc c th s cn chi ph cao Bn cung c kh nng thm nhp su hn vo ngnh ca bn bn44 160. Quyn nng m phn ca khch hng Quyn lc ca ngi mua s tng ln nu: S lng ngi mua t v l nhng khch hng ln. Bn mua tiu th phn ln sn phm ca mt ngnh Bn mua chim t l ln trong doanh thu hng nmca bn bn. Chi ph chuyn i sang sn phm khc l thp Bn mua c kh nng xm nhp tr li ngnh cabn bn Bn mua c y thng tin45 161. Mi e da t cc sn phm thay th Mi e da t cc sn phm thay th tng lnkhi: Bn mua khng phi tr chi ph cao khi chuyn isn phm Gi ca sn phm thay th thp hn Cht lng v hiu qu ca sn phm thay th tthn sn phm hin ang c s dng Nhng sn phm c bit c khch hngnh gi cao s t chu nh hng t mi e dany46 162. Cng cnh tranh trong ngnh S cnh tranh trong ngnh s tng ln khi: C nhiu i th hoc cc i th c sc mnh cn bng Ngnh tng trng chm hoc ang suy gim Chi ph c nh cao hoc chi ph lu kho cao Kh c nhng c hi to s khc biu hoc chi ph chuyn i thp Khi li ch chin lc cao Khi c nhiu kh khn nu mt cng ty mun ra khi ngnh47 163. Gii m nhng phn tch ngnh Ro cn gia nhp t Ngi cung cp v ngimua c v tr vng vng Mt ngnh Mi e da t cc khng hp dn sn phm cnh tranh l ln Cnh tranh mnh Tim nng li nhun m gia cc i ththp 48 164. Gii m nhng phn tch ngnh (tip)Ro cn gia nhp nhiu Ngi cung cp v ngi mua c v tr tng i yu Mt ngnh t mi e da t cc sn hp dn phm thay th. S cnh tranh giaTim nng li nhun cc i th l trungln bnh49 165. Nhm chin lc nh ngha L mt nhm cc cng ty tp trung vo cc phngdin chin lc tng t v s dng nhng chinlc tng t nhau Cnh tranh ni b gia cc cng ty trong mtnhm chin lc thng mnh hn so vi scnh tranh vi cc cng ty ngoi nhm. Cc cng ty trong cng mt nhm chin lc ththng c mc a dng trong hot ng ln. Tng t v v tr th trng Sn phm tng t Cc hnh ng chin lc tng t 50 166. Nhm chin lc Cc phng din chin lc Mc dn u v cng ngh Cht lng sn phm Chnh sch v gi Cc knh phn phi Dch v khch hng51 167. Phn tch i th cnh tranh Theo di i th L vic thu thp thng tin cn thit theo ng o c nhm bit c: nh hng ca i th ( mc tiu cho tng lai) Nng lc v nh ca i th (chin lc hinthi) Nhng suy ngh ca i th v ngnh (gi nhca h) Nng lc ca i th 52 168. Nhng mc tiu tng lai Hnh 2.2Mc tiu ca chng ta so vi mc tiucai th th nh th no? Cc thnh tTrng tm s c t vo u trong phn tch i thtng lai?Thi i vi ri ro?Chin lc hin ti Chng ta hin ang cnh tranh nh thno? Phn hi Chin lc ny c h tr nhng thay i Nhng i th cnh tranh ca chng tatrong cu trc cnh tranh khng? s lm g trong tng lai?Gi nh Chng ta c li th g so vi i th Chng ta c gi nh rng tng lai s lun Li th ny s thay i mi quan hbt n ca chng ta vi i th nh th no? Chng ta s vn hot ng nh hin ti ckhng? i th cnh tranh ca chng ta c nhng ginh g v ngnh hng hoc v chnh bnthn h?Nng lc im mnh v im yu cachng ta l g? Chng ta c nh gi nh thno so vi i th ca chng ta?53 169. Cc cng ty bn sn phm b sung Cc cng ty bn sn phm b sung Mng li cc cng ty bn hoc cung cp cc snphm v dch v b sung hoc tng thch vi snphm hoc dch v ca mt cng ty khc Nu sn phm b sung ca cng ty khc lm tng lng bn sn phm v dch v ca Cng ty th n cng c th s lm tng thm gi tr cho Cng ty . Tuy nhin, nu sn phm hay dch v b sung c tung ra trn th trng m cng ty d nh m rng, th cng ty cung cp sn phm b sung s l i th cnh tranh ng k. 54 170. Nhng suy xt o c Nhng hnh vi c coi l va chun mc, va hpphp: Thu thp nhng thng tin cng khai Tham gia cc hi ch thng mi v trng by ly nhng t ri ca i th, xem cc sn phm trng by, lng nghe v tho lun v sn phm ca h Nhng hnh vi c coi l khng chun mc v phiphp: Tng tin Xm ln Nghe ln nh cp nhng bn v, hng mu hay cc ti liu c lin quan 55 171. Nhng nhn t chnh dn n thnh cng trongcnh tranh l g? KSFs l nhng nhn t cnh tranh c nhhng ln n kh nng ca hu ht cc thnhvin ca ngnh pht trin thnh vng trnth thng: Nhng nhn t chin lc c th Cc c tnh sn phm Cc ngun lc Nhng nng lc Tim lc cnh tranh KSFs ch ra s phn bit gia: L v li Cnh tranh thnh cng hay tht bi56 172. Nhng nhn t chnh dn n thnh cng trongcnh tranh l g? Tr li ba cu hi sau y nhm tm ra KSFs Khch hng thng da trn c s no la chn gia cc thng hiu hoc cc hng khc nhau? Mt cng ty phi lm g c th cnh tranh thnh cng? Cng ty cn ngun lc v tim lc no? Mt cng ty phi lm g t c li th cnh tranh bn vng? KSFsbao gm t 3-5 nhn t c ngha quyt nhchnh n s thnh cng v ti chnh v cnh tranhtrong mt ngnh.57 173. KSFs cho ngnh bia S dng nhng k thut h gi thnh sn xut Mng li bn bun mnh nhm tip cn vi cc im bn l Qung co thng minh nhm hp dn ngi ung bia la chn mt nhn hiu nht nh58 174. KSFs cho ngnh thi trang Thit k thi trang thu htkhch hng Chi ph sn xut thp v hiu qu gi s cnh tranh vgi59 175. V d: KSFs cho ngnh sn xut v hpnhm v km t cc nh my gn a im ca nhngkhch hng cui gim chi ph vnchuyn Nng cao kh nng tip th sn phmtrong khong cch vn chuyn c li 60 176. Nguyn tc qun tr chin lcL mt chin lc cng ty hp l tchhp cc n lc nhm c kh nng mnh trong tt c cc nhn t thnh cng v vt tri trong t nht mtnhn t!61 177. Bui 2Mi trng bn trong: Ngunlc, Kh nng, Nng lc ct liSTRATEGICMANAGEMENTINPUTS Qun tr chin lc: Cnh tranh v ton cu ho: Cc khi nim v tnh hung 178. Li th cnh tranh Cc cng ty c th t c li th cnh tranhchin lc v t c li nhun trn trung bnhnu nng lc ct li ca h c: Tn dng Tp hp S dng nh n by. Qua thi gian, bt c mt chin lc c gi trno cng s b i th bt chc. 2 179. Li th cnh tranh (tip) bn vng ca mt chin lc cnh tranh phthuc vo: Kh nng chng chi ca cc tim lc cnh tranh ch yu trc s bin i mi trng Kh nng thay th nng lc ct li Mc kh khn m cc i th cnh tranh gp phi khi bt chc hoc nhn bn nhng nng lc ct li ca chng ta3 180. Kt qu phn tch mi trng bn ngoiKinh tMi trngVn haNhn khu hcngnh - x hiMi e da ca cc cng ty miQuyn lc ca bn cung C hi vQuyn lc ca bn cuMi e da t cc sn phm thay thMc cng thng gia cc i th cnh tranh thch thcMi trngChnh tr cnh tranhTon cu/ Php lK thut Bng cch nghin cu mi trng bn ngoi,cc cng ty c th quyt nh nhng g mnh cth s lm.4 181. Kt qu phn tch bn trongNgun lc, Kh nngv Nng lc c o(i hi cho nhng lith cnh tranh bn vng)Bng vic nghin cu mi trng bn trong, cc cng ty s xc nh nhng g h c kh nng lm 5 182. Bi cnh Phn tch ni b Nn kinh t ton cu Nhng li th cnh tranh truyn thng c th s b v hiu ha bi chin lc ton cu ca i th cnh tranh hoc bi dng lu chuyn ngun lc trong nn kinh t ton cu Suy ngh ton cu L kh nng nghin cu mi trng bn trong theo cch m khng ph thuc vo li t duy ca mt quc gia, mt nn vn ha hoc bi cnh c th no. Phn tch kt qu L hiu cch lm sao dng cc ngun lc v nng lc khc nhau ca cng ty lm n by 6 183. Hnh 2.1Cc nhn t trong phn tch ni b dn n Lith cnh tranh v li th cnh tranh chin lcCnh tranhchin lcLi th cnh tranhPht hin nnglc ct liNng lc ct li Kh nngNgun lc Bn tiu ch caPhn tch V hnh li th bn vng chui gi tr Hu hnh Qu Thu ngoi Him t nu mun bt chc Khng c s thay th 7 184. To gi tr Bng vic khai thc cc nng lc ct li hoc lith cnh tranh, cc cng ty c th to ra gi trcho mnh. Cc gi tr c o bng: Cc c tnh s dng ca sn phm Cc c tnh ca sn phm m khch hng sn lng tr tin cho c tnh Cc cng ty c th to ra gi tr cho mnh bngcch tp hp v dng nhng ngun lc v nnglc ca h lm n by mt cch sng to. Siu gi tr Li nhun trn mc trung bnh8 185. To ra li th cnh tranh Nng lc ct li kt hp vi v th th trng casn phm l nhng li th cnh tranh c bnnht ca mt cng ty Nhng nng lc ct li ca mt cng ty, cngvi nhng phn tch ca cng ty v mitrng chung, mi trng ngnh, v mi trngi th s l c s mt cng ty la chnchin lc ca mnh 9 186. Nhng kh khn ca qu trnh phn tch nib Nhng quyt nh chin lc xt v ngun lc, nng lc v nhng nng lc ct li ca mt cng ty Khng theo ng mn C nhng tc ng o c nh hng ln n kh nng em li li nhun trnmc trung bnh ca cng ty10 187. Nhng kh khn ca qu trnh phn tch ni b pht trin v s dng nhng tim lc c bn,cc nh qun l cn c: S dng cm S t tin S trung thc Kh nng gii quyt nhng ri ro v nhng vn phc tp Sn sng giao trch nhim v t nhn trch nhim 11 188. Hnh 2.2Nhng iu kin nh hng n cc kt qu qun l v ngun lc, Nng lc v Nng lc ct li S bt n iu kin Lin quan n nhng c im ca mi trng ngnh v mi trng chung, hnh ng ca cc i th cnh tranh v s u tin ca khch hng iu kin S phc tp Lin quan n nhng nguyn nhn anabcc cho kin to nn mi trng ca mt cng ty v nhng nhn thc v mi trng iu kin Nhng mu thun ni b Gia nhng con ngi c quyn a ra quyt abcc nh qun l v nhng ngi b nh hng bi qut nh Source: Adapted from R. Amit & P. J. H. Schoemaker, 1993, Strategicassets and organizational rent, Strategic Management Journal, 14: 33. 12 189. Ngun lc, Nng lc v Nng lc ct li Ngun lc Pht hin L sc mnh chnh ca Nng lc ct limt cng ty Rng v phm vi Bao gm mt phm vi Nng lc ct li rng cc hin tng c nhn, t chc v x hiKh nng Nu ng mt mnh, ngun lc s khng th Ngun lc to ra li th cnh tranh V hnh Hu hnh 13 190. Ngun lc Ngun lc Cc loi ngun lc L ti sn ca mt Ngun lc hu hnhcng ty, bao gm c Ti chnhngun nhn lc v gi Vt chttr thng hiu T chc L u vo trong qu Ngun lc v hnhtrnh sn xut ca mt Nhn lccng ty nh: i mi Vn thit b K nng nhn vin Danh ting Thng hiu Ngun lc ti chnh Nhng qun l gii14 191. Bng 2.1 Ngun lc hu hnhTi chnh Nng lc vay ca cng ty Kh nng to qu ni b ca cng tyT chc Cu trc bo co, lp k hoch, iu phi v kim sot ca cng tyVt cht hin i v tranh thit b v v tr ca cng ty Tip cn ti nguyn liu thCng ngh Cng nh, nh bng sng ch, thng hiu, bn quyn, b mt thng mi 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, 100102.15 192. Bng2.2 Ngun lc hu hnh Nhn lc Kin thc Lng tin Nng lc qun l Thng quy i mi tng Nng lc khoa hc Nng lc i Danh ting Danh ting vi khch hng Thng hiu Nhn thc v cht lng sn phm, bn v tin cy Danh ting vi khch hng Nhng mi tng tc hiu qu, hu hiu,h tr v hai bn cng c li Sources: Adapted from R. Hall, 1992, The strategic analysis of intangible resources, Strategic Management Journal, 13: 136139; R. M. Grant, 1991, Contemporary Strategy Analysis, Cambridge, U.K.: Blackwell Business, 101104.16 193. Ngun lc, Nng lc v Nng lc ct liKh nng Pht hin L kh nng huy ng ngun lc Nng lc ct li mt cch c mc ch t ctrng thi cui cng nh mongmun Nng lc ct li Xut hin qua qu trnh tng tcphc tp gia cc ngun lc vhnh v hu hnh Kh nng Thng da vo vic xy dng, vtrao i thng tin qua ngun vn Ngun lccon ngi V hnh Hu hnh17 194. Ngun lc, Nng lc v Nng lc ct li Kh nng (tip) Pht hin Nn tng ca nhiu kh Nng lc ct li nng nm : Nhng k nng v kin thc c o ca nhn vin mt Nng lc ct licng ty Trnh chuyn mn ca nhng nhn vin Kh nng Kh nng thng cpht trin nhng lnh vc Ngun lcchc nng c th hoc l V hnh Hu hnhmt phn ca mt lnh vcc th18 195. Bng 2.3 V d v nng lc ca mt cng tyChc nng Nng lcPhn phi S dng hiu qu cc k thut qun l logisticsNgun nhn lcTo ng lc, giao trch nhim, gi c nhn vinQun trQun l hiu qu v hu hiu vic lu chuyn hng ha thngh thng thng tinqua phng php thu thp d liu ti im thu muaMarketing Qung b hiu qu sn phm v thng hiuDch v khch hng hiu quChin lc kinh doanh i miQun trKh nng xy dng tm nhn tng laiCu trc t chc hiu quSn xutK nng thit k v sn xut em li nhng sn phm ttCht lng v thit k sn phmChi tit ha tng b phn v sn phmNghin cu v i mi cng nghTrin khaiNhanh chng chuyn i cng ngh sang nhng sn phm vquy trnh miCng ngh s 19 196. Ngun lc, Nng lc v Nng lc ct li Bn tiu ch xc nh kh Pht hinnng chin lc: Nng lc ct li C gi tr Khan him Nng lc ct li Rt t bt chcKh nng Khng c sn phm thaythNgun lcV hnhHu hnh20 197. Ngun lc, Nng lc v Tim lc ch yu Nhng nng lc ct liPht hin Nhng ngun lc v kh nng em liNng lc ct li li th cnh tranh cho mt cng ty: To ra s phn bit mang tnh cnhtranh ca mt cng ty v phn nh Nng lc tnh cch ca cng ty ct li Xut hin theo thi gian thng Kh nngqua mt qu trnh tch t v hc tp ca t chc trong vic Ngun lc V hnh huy ng nhng ngun lc v Hu hnh kh nng khc nhau. 21 198. Ngun lc, Nng lc v Tim lc ch yu Nhng nng lc ct li Pht hin Nhng hot ng m mt cng Nng lc ct lity tin hnh vt tri hn so vii th. Nng lc ct li Cc hot ng m qua cngty to ra nhng gi tr c ocho cc loi sn phm v dch Kh nng v ca mnh qua mt thi giandi.Ngun lcV hnhHu hnh22 199. Xy dng tim lc c bn Bn tiu ch ca Li th Pht hin cnh tranh bn vng Nng lc ct li Qu HimBn tiu ch ca Lith cnh tranh bn t nu mun bt chc vng Khng c s thay th Qu Him t nu mun bt chc Khng c s thay th23 200. Bng 2.4 Bn tiu ch li th cnh tranh bn vngQu Gip mt cng ty trung ha nhng thch thc v khai thc c hi.Him L nhng nng lc m nhiu ngi khc khng ct nu mun bt chc Mang tnh lch s: vn ha mt t chc mang tnh c o v gi tr, hoc mt thng hiu Nhng nguyn nhn n: Nhng nguyn nhn b mt v vic s dng mt nng lc m nhng cng ty khc khng bit S phc tp x hi: Mi quan h, lng tin, tnh bn gia nhng nh qun l, nh cung cp v khch hngKhng c s thay th Khng c i th tng ng24 201. Xy dng li th cnh tranh bn vng QuPht hin Gip mt cng ty trungNng lc ct li ha nhng thch thc v khai thc c hi. Bn tiu ch ca Li Him th cnh tranh bn L nhng nng lc mvng nhiu ngi khc khng c. Qu Him t nu mun bt chc Khng c s thay th 25 202. Xy dng li th cnh tranh bn vng t nu bt chcPht hin Mang tnh lch sNng lc ct li Vn ha mt t chc mang tnh c o v gi tr, hoc mt thng hiu Bn tiu ch ca Li Nhng nguyn nhn n th cnh tranh bn Nhng nguyn nhn b mt vvng vic s dng mt nng lc m nhng cng ty khc khng bit Qu S phc tp x hi Him Mi quan h, lng tin, tnh bn t nu mun bt chc gia nhng nh qun l, nh Khng c s thay th cung cp v khch hng 26 203. Xy dng li th cnh tranh bn vng Khng c s thay thPht hin Khng c i th tngNng lc ct li ng Nhng b quyt c bit ca Bn tiu ch ca Li ring cng ty th cnh tranh bn Vn ha t chcvng Vic thc hin vt tri mt mhnh kinh doanh sn c Qu Him t nu mun bt chc Khng c s thay th27 204. Kt qu t s kt hp 4 tiu ch Kt qu v mtHiu qu hot ng cnh tranhKo Ko Ko KoBt li thLi nhun di mc cnh tranh trung bnhC Ko Ko C/ Cn bng li th Li nhun t Ko trung bnhC C Ko C/ Li th cnh tranh Li nhun t t t.b KoTm thi n trn mc t.bC C C CLi th cnh tranh Li nhun trn Bn vng mc trung bnh 28 205. Bng 2.5 Kt qu t s kt hp 4 tiu ch cnh tranh bn vngNgun lc hoc Ngun lc hoc Ngun lc hoc Ngun lc hoc Kh nng Tc ng hiunng lc c nng lc c nng lc c nng lc c cnh tranh qugi tr khng? him khng?t nu mun bt khng c khchc khng? nng thay th khng?KhngKhngKhngKhngBt li th cnh Li nhun ditranhtrung bnhC KhngKhngC/khng Li th cn bng Li nhun trung bnhC C KhngC/khng Li th cnh Li nhun t ttranh tm thi trung bnh n trn trung bnhC C C C Li th cnh Li nhun trntranh bn vng trung bnh 29 206. Phn tch chui gi tr Cho php cc cng ty hiu c mt xch to ragi tr cho sn phm ca mnh v mt xchkhng to ra gi tr. L mt d liu m cc cng ty dng : Hiu v tr chi ph ca mnh Xc nh nhng phng tin c th c dng thc thi mt chin lc kinh doanh30 207. Phn tch chui gi tr (tip) Cc hot ng c bn lin quan ti: Vic sn xut ra sn phm Bn hng v phn phi n ngi mua Dch v hu mi Cc hot ng h tr To ra s h tr cn thit cc hot ng din ra 31 208. Phn tch chui gi tr (tip) Chui gi tr Cho thy mt sn phm dch chuyn nh th no t mt nguyn liu th n sn phm cho ngi tiu dng cui cng. em li li th cnh tranh cho mt cng ty,mt ngun lc hay mt nng lc phi cho phpcng ty: Tin hnh mt hot ng theo cch vt tri so vi cc i th cnh tranh, hay To ra nhng gi tr m cc i th khng th cnh tranh c32 209. Hnh 2.3Chui gi tr c bn Cc hat ng h tr Pht trin cng nghDch vQun tr ngun nhn lc.C s h tng ca cng tyMarketing v bn hngLogistics bn ngoiMua smSn xutLogistics bn trongCc hot ng c bn33 210. Bng 2.6 Xem xt cc kh nng to gi tr ca cc hot ng c bnLogistics bn trongNhng hot ng nh x l cht liu, kho bi, kim k, c thc hin chuyn u vo thnh snphm.Sn xutHot ng cn thit chuyn u vo do qu trnh logistics ni b cung cp thnh sn phm cui cng,gm c sn xut, ng gp, bo dng thit b v dy chuyn.Logistics bn ngoiCc hot ng lin quan n thu thp, lu tr v vn chuyn sn phm cui cng n khch hng. V d:lu kho sn phm cui cng, s l vt liu v s l n hng.Marketing v bn hngCc hot ng cn thit cung cp cc cng c qua khch hng c th mua sn phm v hp dnkhch hng mua sn phm. tip th v bn sn phm, cc cng ty thng xy dng cc chin lcqung co v xuc tin, chn knh phn phi ph hp v tuyn chn, pht trin v h tr lc lng bnhng ca mnh.Dch vCc hot ng c thit k nng cao hoc duy tr gi tr mt sn phm. Cc cng ty tham gia vo mtlot cc hot ng dch v, bao gm lp t, sa cha, o to, thay th, chnh sa.Mi hot ng nn c xem xt trong mi tng quan vi nng lc ca cc cng ty i th. Theo, mi cng ty phi nh gi xem mi hot ng ca mnh l mc vt tri, tng ng hocthp hn .34 211. Bng 2.7Xem xt cc kh nng to gi tr ca cc hot ng h trMua smNhng hot ng cn thit mua nguyn liu u vo cn thit cho sn phm ca mt cng ty. Nhngnguyn liu c mua bao gm nhng c nhng trang thit b c s dng trong sut qu trnh sn xutsn phm (v d: nguyn liu th, ti sn c nh-my mc, thit b phng th nghim, thit b vn phng,nh xng)Pht trin cng nghL nhng hot ng cn thit nng cao gi tr sn phm v quy trnh c s dng sn xut snphm. Cng ngh c rt nhiu dng, nh quy trnh thit b, nghin cu c bn v thit k sn phm, quytrnh dch v.Qun tr nhn sCc hot ng lin quan n tuyn dng, thu, o to, pht trin v tr cng cho nhn vin.H tng kin trc ca cng tyH tng kin trc ca cng ty bao gm cc hot ng nh qun l chung, lp k hoch, ti chnh, k ton,h tr php l, mi quan h vi cc c quan chnh ph h tr ton b chui gi tr. Qua h tng camnh, cc cng ty c gng mt cch hiu qu xc nh cc c hi v thch thc, xc nh ngun lc vnng lc cng nh h tr nhng tim lc c bn.Mi hot ng nn c xem xt trong mi tng quan vi nng lc ca cccng ty i th. Theo , mi cng ty phi nh gi xem mi hot ng camnh l mc vt tri, tng ng hoc thp hn .Source: Adapted with the permission of The Free Press, an imprint of Simon & Schuster Adult Publishing Group, from CompetitiveAdvantage: Creating and Sustaining Superior Performance, by Michael E. Porter, pp. 4043, Copyright 1985, 1998 by Michael E. Porter. 35 212. Xem xt cc kh nng to gi tr ca cc hot ng c bn Logistics bn trong Nhng hot ng nh x l cht liu, kho bi, kimk, c thc hin chuyn u vo thnh snphm Sn xut Hot ng cn thit chuyn u vo do qu trnhlogistics ni b cung cp thnh sn phm cui cng Logistics bn ngoi Cc hot ng lin quan n thu thp, lu tr v vnchuyn sn phm cui cng n khch hng. 36 213. Xem xt cc kh nng to gi tr ca cc hotng c bn(Tip) Marketing v bn hng Cc hot ng cn thit cung cp cc cng c qua khch hng c th mua sn phm v hp dnkhch hng mua sn phm. Dch v Cc hot ng c thit k nng cao hoc duy trgi tr mt sn phm. Mi hot ng nn c xem xt trong mi tng quan vi nng lcca cc cng ty i th. Theo , mi cng ty phi nh gi xem mihot ng ca mnh l mc vt tri, tng ng hoc thp hn.37 214. Xem xt cc kh nng to gi tr ca cc hotng h tr Mua sm Nhng hot ng cn thit mua nguyn liu u vocn thit cho sn phm ca mt cng ty. Pht trin cng ngh L nhng hot ng cn thit nng cao gi tr sn phm v quy trnh c s dng sn xut sn phm. Qun tr nhn sCc hot ng lin quan n tuyn dng, thu, o to,pht trin v tr cng cho nhn vin.38 215. Xem xt cc kh nng to gi tr ca cc hotng h tr (Tip) H tng c s ca cng ty H tng c s ca cng ty bao gm cc hot ng nh qun l chung, lp k hoch, ti chnh, k ton, h tr php l, mi quan h vi cc c quan chnh ph h tr ton b chui gi tr. xc nh cc c hi v thch thc xc nh ngun lc v nng lc xc nh ngun lc v nng lc cng nh h tr nhng tim lc c bn Mi hot ng nn c xem xt trong mi tng quan vi nng lc ca cc cng ty i th. Theo , mi cng ty phi nh gi xem mi hot ng ca mnh l mc vt tri, tng ng hoc thp hn .39 216. C s h tng ca DN:-H thng ERP v phn phi ti chnh da trn Internet,-Mi quan h vi cc nh u t trc tuyn (cng b thng tin, lin lc trc tuyn)Hnh2.4Qun l ngun nhn lcNhng ng -i ng t iu hnh v qun l li chdng c bn -o to trn mng-Chia s v cng b thng tin cng ty trn mngca Internet-Bo co chi ph v thi gian trn mngtrong chui gi Pht trin cng ngh-Hp tc thit k sn phm ti nhiu a im gia cc i tc h thng a gi trtr -Ton b t chc u tip cn c kin thc- Nghin cu pht trin thc s h tr thng tin bn hng trn mng v dch vMua hng ha-Lp k hoch cu da trn Internet,c kh nng cam kt v thc hin cam kt-C h thng mua, d tr v d bo hng ha ni vi nh cung cp-Lnh thanh ton t ng ha-Thu mua trc, gin tip qua th trng, trao i, u gi, v tha thun ngi mua-ngi bn Hu cn bnMarketing vbn hngDch v sau ngoi-Cc knh bn hngbn hngHot ng SX -Thc s c khtrc tuyn gm-H tr khch hngHu cn -Trao i thngnng thc hin hp Website v ththng qua email, ng d cho ngitrngbn trong tin ng b, lp mua cui cng, qua -Tip cn t bnqung co thng nht,-Lp k hoch, vn k hoch v ra trong v bn ngoicng tm, chat, gi in, i ng bn hng hayquyt nh thngv thng tin cpni chuyn hoc videochuyn, qun l kho,knh bn hng nht v khch hng,qun l cu cp nht, qua b phn ni-Tha thun hay k -T phc v khchtrng by sn phm,ng b, v lp kb, nh lp rphp ng chi titgi linh hoat, hng hng thng qua Websitehoch v lp khp ngvi khch hng ttn kho, cho gi hoc qu trnh dch vv cc nh cungng v t hng trnbn hng thng minhhoch cao cp -C knh tip cnmngthng qua cng ty cp b phn bao gm qung co khch hng pht -Chi tit sn phmv cc nh cung -i ng v cc trn mng cp nht v h s vn trin v phn phicp knh bn hng -Marketing da theo chuyn sn phm phn on th trngnm c thng-Cung cp dch v cho -Hp tc vi cc -ng qung co-Phn phi thngtin v c khknh d bo khchkhch hng tip cn-Tip cn c th trc qua h thng hu nng v nng lc hng tuyn ti khon, kim tracn v s liu hng cam kt v thc-Qun l knh ng -Phn hi trc tuyndng biu , kim trahin cam kt b bao gm qun l cp nht ca khchhng ha v t hng, tn kho cp nhttrao i thng tin,hng theo iu tracp nht n hng, quntrc tuyn, marketing bo hnh v hpl cc b phn dch vopt-in/ Opt-out, theo ng di phn hi khuyn (qun l qu trnh)mi 40Qun l chui cung cp da trn Web 217. Thu ngoi Vic mua mt hot ng to gi tr t mt nhcung cp bn ngoi Mt s t chc s hu nhng ngun ti nguyn vnng lc cn thit c c li th cnh tranh ttc cc hot ng c bn v h tr. Bng vic thc thi t nng lc hn: Mt cng ty c th tp trung vo nhng lnh vc thmnh ca mnh Nhng nh cup cp chuyn ngnh c th thc hinkh nng c thu mt cch hiu qu hn41 218. Quyt nh thu ngoiMt cng ty c th thungoi tt c, mt hocmt phn cc hotng c bn/h tr.Cc hat ng h trPht trin cng ngh Dch v Qun tr ngun nhn lc. C s h tng ca cng ty Marketing v bn hng Logistics bn ngoi Mua sm Sn xut Logistics bn trong Cc hot ng c bn 42 219. L do chin lc ca vic thu ngoi Nng kh nng tp trung ca doanh nghip Gip mt cng ty tp trung vo nhng chin lc kinh doanh rng hn bng cch thu nhng chuyn gia bn ngoi gip x l nhng chi tit k thut khc nhau Gip tip cn ti nhng nng lc ng cp toncu Nhng ngun lc c chuyn mn ha ca nhng cng ty chuyn nhn cc cng vic thu ngoi khin nhng nng lc ny tr nn d tip cn vi cc cng ty nhiu lnh vc khc nhau trn th gii. 43 220. L do chin lc ca vic thu ngoi (Tip) Gia tng li nhun ca qu trnh i mi quy trnh Thu li t vic i mi quy trnh nhanh hn do c nhng cng ty bn ngoi vn t chun quc t tham gia vo quy trnh. Chia s ri ro Gim nhng yu cu u t v lm nhng cng ty tr ln hiu qu hn, nng ng hn v c kh nng tt hn trong vic thch nghi vi nhng thay i c hi. Chuyn hng u t ngun lc vo nhng mc chkhc Ti nh hng n lc t nhng hot ng khng mang tnh ct li sang nhng hot ng c th phc v khch hng nhiu hn. 44 221. Nhng nguyn tc khi thu ngoi Tm kim nhng gi tr tt nht Ch thu ngoi vi nhng cng ty c thc hnh nhng tim lc c bn trong vic thc hin nhng hot ng c bn hoc h tr c thu. nh gi ngun lc v nng lc Khng thu ngoi nhng hot ng m t cng ty c th to ra nhng gi tr vt tri. Nhng thch thc t mi trng v nhim v hin thi Khng thu ngoi nhng hot ng h tr v c bn c dng nh mt nhn t trung ha nhng thch thc t mi trng hoc c dng hon thnh mt nhim v cn thit ang din ra ti cng ty.45 222. Nhng nguyn tc khi thu ngoi (Tip) Ngun lc khng mang tnh chin lcKhng thu ngoi nhng kh nng lin quan ns thnh cng ca mt cng ty, mc d hin ti nnglc khng phi l nhn t thc s to ra li thcnh tranh ca doanh nghip. Nn tng kin thc ca cng tyKhng thu ngoi nhng hot ng kch thch spht trin ca nhng kh nng v nng lc mi.46 223. Ch ng bao gi cho rng nhng nng lc ct li s mimi to ra nhng li th cnh tranh. Tt c cc nng lc ct li u c th bin thnh nhngim cng nhc c bn- nhng nng lc ct li trcy c th to ra nhng qun tnh v ngn cn qutrnh i mi. Xc nh nhng g cng ty c th lm thng qua nhngphn tch hiu qu v lin tc mi trng bn trong tchc s em li thnh cng di hn trong cnh tranh.47 224. im mnh, im yu, thch thc v c hi ca mtcng ty l g? S W O T l nhng ch ci u tin ca: S trengths (im mnh)S W W eaknesses (im yu) O pportunities (C hi) T hreats (Thch thc)OT Khi xy dng chin lc, chin lc cn phi hp vic: im mnh v im yu ca mt cng ty Nhng c hi th trng tt nht ca mt cng ty v nhng thch thc i vi s pht trin ca cng ty . 48 225. Phn tch SWOT iM MNH BN TRONG iM YU BN TRONG C HI BN NGOI THCH THC- BN NGOI49 226. Xc nh nhng im mnh v nng lc cnh tranh Mt im mnh l mt hot ng v cng ty lm tt hocmt c tnh tng sc cnh tranh ca cng ty ln. Nng lc c gi tr hoc b quyt Ti sn gi tr Ngun nhn lc c gi tr Ti sn t chc Ti sn v hnh Nhng nng lc cnh tranh c bn Mt c tnh c th t cng ty vo li th th trng Lin minh, lin kt50 227. Xc nh nhng im yu v nng lc cnhtranh km hiu qu Mt im yu l mt hot ng v cng ty lm kmhoc mt c tnh lm gim sc cnh tranh ca cngty. im yu ngun lc c lin quan ti Thiu hiu qu v mt b quyt hoc kinh nghim hoc nng lc Thiu nhng ti sn v hnh hoc hu hnh hoc cu trc t chc quan trng Khng c nhng nng lc ct li nhng lnh vc c bn 51 228. Xc nh nhng thch thc t bn ngoi S ra i ca nhng cng ngh tt hn/r hn i th cnh tranh c nhng sn phm tt hn p lc cnh tranh cng thng hn Nhng quy nh phc tp T l li sut tng Kh nng s b thu tm S dch chuyn dn s khng thun cho cng ty Nhng thay i tri chiu trong t gi hi oi Nhng bt n chnh tr trong mt t nc52 229. Vai tr ca phn tch SWOT trong vicxy dng mt chin lc tt hn Xy dng mt hiu bit r rng hn cho cng ty v: im mnh ngun lc im yu ngun lc C hi tt nht Thch thc c bn Rt ra kt lun l lm th no l tt nht trong vichuy ng ngun lc trong tnh hnh bn trong v bnngoi cng ty. Suy ngh mt cch chin lc cng c ngun lcca cng ty cho tng lai.53 230. Phn tch SWOT- Nhng g cn tmim mnh ngunim yu ngun lc C hi tim nng e da tim n tlc tim nngtim nca cng tybn ngoi Chin lc mnh Khng c nh hng Phc v thm nhng Nhiu i th mi vo Tnh hnh ti chnhchin lc r rng nhm khch hngth trngmnh Trang thit b lc hu M rng ra nhng khu Mt doanh thu cho Hnh nh ln/danh K ton ti, n quvc a l mi nhng mt hng thayting ttnhiu M rng dng sn th L cng ty dn u th Chi ph tng th cao phm Th trng tng trngtrng c cng nhnhn i th Chuyn k nng sangchm K thut c o Thiu mt s kmt sn phm mi Nhng bin i khng nng/tim lc c bn Hi nhp dc thun chiu trong t gi Li th gi c hi oi v chnh sch Qung co mnh Li nhun m . . . M rng ginh th thng mi Trc trc trong snphn t i th K nng i mi snNhng quy nh mixut xut . . . Mua li i thtn km. Dch v khch hng tt Tt hu trong R&D Lin minh hoc lin Mc d b nh Cc dng sn phmdoanh m rng hng trc vng kinh Cht lng sn phm che ph ca hp doanhtt hn K nng marketing M rng khai thc Khch hng hoc nhLin minh hay lin nhng c hi mi km cung cp c thm lidoanh M rng nng caoththng hiu/ hnh nhDch chuyn nhu cu ca khch hng Thay i nhn khu 54 231. The Five Forces that Shape Your Strategy3This is a group activity and you are to select one members company forstudy. Make a graphic, pictorial representation of the following for thiscompany on a scale of Low, Medium, and High. What is the intensity of rivalry for this company against competitors? What is the bargaining power of the customer? What is the bargaining power of suppliers? What is the threat of new entrants? How difficult is it for newcompetitors to get into your business? What is the threat of Substitutes? Can customers get by withoutyour product and consume another product in stead?Present this to the class.Nm p lc to nn chin lc ca bny l hot ng nhm v bn cn chn cng ty ca mt thnh vin nghin cu. V th, biu ca cc yu t di y ca cng ty theothang Low, Medium, High. Mc p lc ca cng ty chng li i th cnh tranh? Uy lc m phn ca khch hng? Uy lc m phn ca nh cung cp? Mc e da ca i th mi? kh i vi i th mi khi xmnhp th trng? Mc e da ca sn phm thay th? Khch hng c th sng thiusn phm ca bn v mua sn phm khc hay khng?Trnh by vi tp th lp. 232. 5Merger and Acquisition (M&A) for Your CompanyThis is a group activity. You are to look at Session 6, Slide number 5.Think of companies that your company should acquire for the purposes of: Learning and developing new capabilities Increased Diversification Reshaping competitive Scope Overcoming barriers to entry Lowering the risk on developing new products and services Increased Speed to market Increased market powerFor each of the variables above, cite a particular company that you think youwould like to acquire.Next: Turn to Slide #17 in Session 6. Evaluate potential problems with thisnew acquisition (from above) or tell a story of problems that you have had inthe past with acquisitions in terms of: Integration Difficulties Too much Debt Inadequate evaluation of the Acquisition target. Inability to achieve Synergy Aqusition target is too large or too diverse from your current core business.Present both to the class. 233. Mua li v Sp nhp i vi cng ty ca bn5y l hot ng nhm. Xem phn 6, slide 5.Suy ngh v cc Cng ty m cng ty ca bn nn mua cho cc mc ch: Hc tp v pht trin nng lc mi a dng ha Ti lp phm vi cnh tranh Vt qua ro cn xm nhp Gim ri ro trong pht trin sn phmm v dch v mi Gia tng tc xm nhp th trng Gia tng uy lc trn th trngi vi mi bin s trn y, ch ra mt cng ty c th m bn ngh l bn smua li hay sp nhp.Sau : i n slide 17 trong phn 6. nh gi nhng vn tim n i vis sp nhp (trn y) hay k mt cu chuyn v nhng vn m bn gpphi trong qu kh khi sp nhp lin quan n cc vn : Kh khn khi tch hp N qu nhiu Khng nh gi y mc tiu sp nhp Khng th tm c s hp sc Mc tiu sp nhp qu ln v qu phn tn khi hot ng kinh doanhct li hin tiTrnh by trc lp 234. 5QualityStrategy:How do youCompare/Compete?This is an activity to give you the skills ofapplying Key Factors of Success (KFS) to yourcompany. Your group will select a company ofone of your group members, do the exercise andthen make a short ten minute presentation.Thanks for following the steps below1. First list out the KFS (Key Factors ofSuccess): Performance Features Flexibility Durability Conformance (to standards) 235. Service Aesthetics (how it looks) Timeliness Consistency Convenience Completeness1) Next, weight each of the abovevariables on a scale of 1-10, ten beingthe highest and 1 being the lowest.2) Then rate your company against theKFS variables above (section #1)3) Then, rate your competition againsteach KFS4) Multiply your rating and yourcompetitions rating and arrive at aweighed score for your company andyour competition.5) Add up the weighted commons foryour company and the competition. 236. 7) Now comes the question on what strategywill you create to improve? Why? Whatsteps in the process will you undertake to getthis done? 237. 5Chin lc cht lng: Bn so snh/cnhtranh nh th no?y l bi tp gip bn c thm k nng ngdng cc Yu t thnh cng (KFS) vo cngty ca bn. Nhm ca bn s chn mt cngty ca mt thnh vin, lm bi tp v tinhnh thuyt trnh trong 10 pht. Thc hintheo cc bc sau:1) Lit k cc KFS (Key Factors ofSuccess): Phm cht Tnh nng linh hot bn Tun th (cc tiu chun) Dch v 238. Thm m chnh xc v thi gian nht qun tin li hon chnh2) Tip theo, nh trng s tm quantrng theo thang t 1 n 10 cho ccKFS, 10 l im cao nht, 1 l im thpnht.3) Sau , nh gi cng ty bn theonhng tiu ch nh gi KFS trn.4) Sau , nh gi i th cng theonhng tiu ch KFS5) Nhn trng s tm quan trng vicon s nh gi i vi cng ty ca bnv cng ty i th.6) Cng li tt c gi tr tnh bc 5 i n im s cui cng v nh gigia cng ty ca bn v cng ty i th.7) By gi i n cu hi l chin lcno cng ty phi theo ui ci tin? Ti 239. sao? Nhng bc no trong qui trnh phithc hin t c mc tiu. 240. 10 SWOT for Decision Making One way to make decisions in a competitive marketplace is to look at your company against a competitor in terms of: Strengths Weakness Opportunities Threats Now you are to break into groups. One group(s) is to look at your company against a competitor using the SWOT grid (attached next page). The other group is to pretend or imagine that you are one of these competitors planning what to do to beat your company. Each group is top complete the SWOT grid and answer the following discussion questions and present to the entire class: 1. What is my sustainable competitive advantage? What ismy competitors sustainable advantage? 2. What can we do to minimize the effects of our weaknessesand diminish the threats that they create for us? 3. What new technologies can we use? 4. What new processes can we undertake? 241. The Five Forces that Shape Your StrategyThis is a group activity and you are to select onemembers company for study. Make a graphic,pictorial representation of the following for thiscompany on a scale of Low, Medium, and High. What is the intensity of rivalry for this companyagainst competitors? What is the bargaining power of the customer? What is the bargaining power of suppliers? What is the threat of new entrants? Howdifficult is it for new competitors to get into yourbusiness? What is the threat of Substitutes? Can customersget by without your product and consumeanother product in stead?Present this to the class.