Document BUA4212

7/25/2019 Document BUA4212

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STRATEGIC MANAGEMENT

STRATEGIC MANAGEMENT : A. Yingchai Kaseamsolos.


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19501960

19601970 (1) +

1970 (1) + (2) +

19501960 + +

19601970 (1) + +

1970 (1) +(2) +


1


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....

Certo and Peter



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Wright

....



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Wright

....



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Strategic Management Process

Establishing Organizational Direction

Strategy Formulation

Strategy Implementation

Strategic Control


Environment Analysis


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FunctionalSTR.

Business STR.

Corporate/Organizational STR.


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....

3

1. Corporate Strategy

2. Business Strategy

3. Functional Strategy



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1. Development and Growth

2. Maximize Profit

3. Minimize Lost

- Defect

- Reject

4. Value Added

5. Technology Know How



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Corporate ---

Business ---

Functional ---



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1. Simple Structure

Owner- Manager

Workers



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2. Functional Structure


Top - Manager

Manufacturing Marketing Finance HRM.


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3. Divisional Structure

Product Division B

Manufacturing

HRM.Marketing

Product Division A

Manufacturing Finance

HRM.Marketing

Financing


Top - Manager


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2


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2. (Operation Environment)

1. (General Environment)


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1.


- -

-

-


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- (Economic Factors)

- (Technological Factors)



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- (Political Legal Factors)

- (SocioCultural Factors)



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EX.


-

--

-

-



()

-

-

- -

-



()

- -

- -

-

-



()

-

---

- ..2543 ()


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1.

2. 3. (Niche Market)

- Mass Production Mass Customization

4.


- Green Marketing Strategy Recycle Product

-


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(Possible impact on Corporation)


(Priority Matrix)


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2.


-

-


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Industry Analysis

- 5 (FiveForcesModel)

- (IndustryLifecycle)

- (StrategicGroupMapping)



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5 (Five Forces Model)

1.

2.(New Entrants)

3.(Threat of Substitute)

4. (Buyers)

5.

(Supplier)

6.

(Stakeholders)



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1)

-NumberofCompetitors

- RateofIndustryGrowth



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- Product or ServiceCharacteristic

- AmountofFixedCosts

- HeightofExitBarriers

1) ()



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- Economies of scale

- Product Differentiation

- Customer Loyalty

- Regulatory Policies

2)


- Capital Requirements

- Know - How

- Access to Distribution Channels

- Switching Costs


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-

- Product Differentiate

- Switching Costs

3)



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-

4)


- (Backward)


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- Supplier

- - (Forward)

5)


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( Industry Life CycleILC )



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Industry Life Cycle - ILC


1.

2.


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Industry Life Cycle - ILC()


3.

4. / /

/


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Industry Life Cycle - ILC()


5.


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( Strategic Group Mapping )

E A

B,C D



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3


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VRIO Framework (Barney)

Value

Rareness

Limitability

Organization


- /

-

- -


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Value Chain Analysis ()

1) Value Chain 2) Value Chain



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1) Value Chain

EX. / / TEXACO USA British Petroleum ( BP ) Value Chain Analysis

( Upstream )

(Downstream )


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2) Value Chain (Michael E. Porter)

Firm Infrastructure

Human Resource Management

Technology Development

Procurement

InboundLogistic

Operation OutboundLogistic

Marketingand Sales

Service


(Primary Activities) (Support Activities)


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-

-



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7Ss Model -

1) Structure

2) Strategy

3) System

4) Style

5) Staff

6) Skill

7) Shared Values


- /

- / -

-

- / - -


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(Scanning Functional Resources)

/

/

/

1) (Marketing)- Marketing Position and Segmentation

- Marketing Mixs

- Product Life Cycle



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2) (Financial)

* * (Capital Budgeting)

-

* (Financial leverage)

-



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,


4.

3.

2.

1.


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- /

- - -

- -

/ / 365 *

/

365* / /



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- -

/

/

- (Return in Asset: ROA )-

(Return on Equity : ROE )

- (Return on Sales : ROS )

/ / /



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3) (Research and Development)

- (Product R& D)- (Engineering or Process R&D )


- (Basic R&D)


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4) (Operation )

-

-



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5) (Human Resource)


- Job Analysis

- Labor Relation

- Reward- Evaluation

- Training & Development

- Employ

- Selection- Recruitment

Job Description

Job Specification


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SWOT

1.

2.



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SWOT MATRIX

1. SWOT ANALYSIS

2. SWOT MARTRIX (

)

SO = WO =

ST =

WT =


T - Threats ()O - Opportunities ()W - Weakness ()S - Strengths ()


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4



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VISION

MISSION

OBJECTIVE

GOALS

KEY PERFORMANCE

STRATEGY

KEY PERFORMANCE INDEX.



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VISION



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1.

2.

3.

4.



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(Vision )

(Mission Statement )

/ (Mission )



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1. Vision

2.

3.

4.

5.



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1.

2. Spec

3. Selling Point

4.



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4.1 ( Customer )

4.2

( Product or services)

4.3 (Market )

4.4 (Technology )

4.5 (Concern for survival , growth and profitability )

()



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4.6 ( Philosophy )

4.7

4.8

(Concern for public Image)

4.9

(Concern for Employees)

()



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1.

2.



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()

3.

4.



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Organization Objective



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41). ( Financial Obj.)

2). ( Customer Obj. )



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()3). ( Internal Process Obj.)

4). (Learning and Growth Perspective)

31. 2. 3.



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Goals



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1.

2.

1.2.

3.


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()

1.

2.

3.

1.2.

3. / /


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1. 20%

2. 10%

1. 85%

2.10%

3.3%


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()

1. 0%

2. 3%

3. 100%

1. 90%

2. 3%

3. / / 5%


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5


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3

(Functional Strategy)

(Activity)

(Corporate / Organizational Strategy)

(Policy - Level Str.)

(Business Strategy)

(Project-Level Str. )


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1) (Growth Strategy)

2) (Stability Strategy)

3) (Retrenchment Strategy)

1. (Growth Strategy)


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1. (Growth Strategy)

/

2

1.1

(Concentration Growth Strategy)

-


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( Vertical Growth Strategy )

/

*

(Backward Integration STR)

Supplier

* (Forward Integration STR)

- (Horizontal Strategy)


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1.2 (Diversification Growth Strategy)

:

-

(Concentric /Related)

-

(Conglomorate /Unrelated)


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1.

2.

3.

4.

5.

6.


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1.

2.

3.

4.

5.

6.

(B siness Strateg )


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(Business Strategy)

(Business Strategy)

2

1. Lower Cost

2. Differentiation

1 Lower Cost


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1. Lower Cost

1.1

(Standard Product)

1.2

(Mass Marketing)

1.3

(Economies of scale)

1.4

(Experience effects)

1.5 (R&D)

2 Differentiation


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2. Differentiation

2.1 (Product Differentiation)

2.2 (Services Differentiation)

2.3 (Personal Differentiation)

2.4 (Image Differentiation)

( )


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(Functional Strategy)


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1.

(Customerswants & needs)

2. (Communication )

3. (Convenience to buy)

4. (Customerscost to Satisfy)

2.


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(Production and Operation Strategy)

1.

1.1 (Rework)

1.2 (Scrap)

1.3 (Warranty Expense)

1.4 (Customer Returns)

1.5

2.

(Just in time)

3.

(Flexible Manufacturing Systems)


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1.

2.

3.

4.

5.

6.

3. (Research and Development )


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1.

2.

3.

4.

5.

4


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4.

(Human Resource Management Strategy)

1.

2.

3.


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6. (Financial Strategy)


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6. (Financial Strategy)

1.

2.

3.

7 (A ti St t )


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7. (Accounting Strategy)

1.

2.

SWOT Matrix+


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1.

(SWOT)

2. SWOT Matrix

- SO = Growth Strategy

- WO =

- ST =

- WT = Retrenchment Strategy

Stability Strategy

6


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Implemental

Strategy

Formula

Evaluation

or Control


Org./Str.

/


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7 (7 Ss Model - Mckinsery)1. S. = Structure

2. S. = Strategy

3. S. = System

4. S. = Staff

6. S. = Style 7. S. = Share Value /

5. S. = Skill


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1. /

2. /

3. /

4.

5.


1.


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1.


5

2.

3.

4.

/

5. /

Package

1.

2.


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2.


2.1

2.2

BOSS

ProductionMarketingFinancialPersonal

2.3


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2.3


BOSS

STAFF STAFF STAFF STAFF

2 4


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2.4


BOSS

R & DProductionTechnologyMarketing AC & FI HR

2.5 2.4

3.


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3.

3.1

-

-

-

-

-



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3.2

- -

-

-

-

(PeopleService - Profit) Federal Express


4.


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4.1 3

1) /

2) / /3) 5

- / - /

- / - /- //



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4.2 1.

2. /

3. /

4.



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/

/

5


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5.



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41. 2. 3.

/4. 3



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1.

- -

- -

- /-

2. 3. 4.


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1. V M O G2. Objective Vision3.

4. 5. 6.

7. 8.



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.....



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1.

2. 3. 4.

5.



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4 1. (Monitoring) 2. /

3. /VMOG

4. /SWOT



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1.

(Work Breakdown Structure)

1.1

(Project)

1.2 (Output)

1.3 / (Activity)



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2.1) /

/

(Outcome) (Output)



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1) (Qualitative Measurements)

///2) (Quantitative Measurements)

ROI //3) (Stakeholder, s Audit)



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(Benchmarking)

/



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(VMOG)

4.



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-

-



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1)

2) -/

3) 4)

5) /

6)



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1.

2. 3.

4.

5.

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