管 理 學 Ch. 9 Strategic Management 策略管理

1. 管 理 學Ch. 9 Strategic Management策略管理 What’s your unique value? - Michael Porter We’re not in the hamburger business; we’re in show business.—Ray Kroc, founder of McDonald’s

2. CQS (Cost, Quality, Speed), FBC (Faster, Better, Cheaper) 廣達 NB, Cost down, 做得更多, 做得更好 vs. Apple, Innovation, 做得不同 • 剛開始什麼賺錢的業務都嘗試 (雨露均霑)， 但後來漸漸學會取捨、聚焦。 剛從學校畢業的藝術家什麼作品都做， 朱銘只專於太極系列。 • 本公司「可能做」(環境的機會)， 「能做」(公司的長處) 之間的搭配

3. Andrew Grove 的早餐工廠 • 先減法，再乘法（複製） • 客觀化的定位，差異化的優越性，聚焦深耕。 （戴勝益） • Can you Say What Your Strategy Is? • Most executives cannot articulatetheobjective, scope, and advantageof theirbusiness in a simple statement. • If they can’t, neither can anyone else.

4. Michael Porter • 1980, Competitive Strategy, 五力分析，三種基本策略 • 1985, Competitive Advantage, 價值鏈 • 1990, The Competitive Advantage of Nations, 鑽石模式

5. 綱要 1. What and Why 策略管理 2. 策略管理程序 3. 公司策略 4. 事業層級之競爭策略 5. 當今環境變遷下之策略實務問題

6. 1. What is SM What managers do to develop the organization’s strategies. Strategies • the plans for how the organization will do what it’s in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals. Business Model how a company is going to make money.

7. Why is SM Important • It results in higher organizational performance. • It requires that managers examine and adapt to business environment changes. • It coordinates diverse organizational units, helping them focus on organizational goals.

8. 2. Strategic Management Process1~4: Strategic planning, 5: implementation, 6: evaluation (feedback) 2. External Analysis ● opportunities ● threats 1. Identify the organization’s current mission, goals, and strategies SWOT Analysis 4. Formulate Strategies 5. Implement Strategies 6. Evaluate Results 3. Internal Analysis ● strengths ● weaknesses

9. Step 1: Identifying the organization’s current mission, goals, and strategies • Mission statement: a statement of the purpose of an organization • The scope of its products and services, e.g., 鐵路, Shell, Hollywood, McDonald • Typical components: customers, markets, …… (exhibit 9-2) • Goals • Measurable performance targets

10. Exhibit 9-2Components of a Mission Statement

11. SWOT (TOWS) analysis (Strengths, Weaknesses, Opportunities & Threats) • Step 2: Doing an external analysis • environmental scanning, focuses on identifying opportunities and threats. e.g., 大學 • Step 3: Doing an internal analysis • Assessing organizational resources, capabilities, and activities: • Strengths, Weaknesses • Core Competence: major value-creating skills and capabilities. 人無我有，人有我優，人優我轉。

12. Identifying the Organization’sOpportunities Organization’s Resources/Abilities Organization’s Opportunities Opportunities in the Environment

13. Step 4: Formulating strategies • Develop and evaluate strategic alternatives • Select appropriate strategies for all levels in the organization that provide relative advantage over competitors • OS: Match organizational strengths to environmental opportunities （攻） • TW: Correct weaknesses and guard against threats （守） • OW? TS?

14. Step 5: Implementing strategies • effectively fitting organizational structure and activities to the environment. • 第一線人員

15. Step 6: Evaluating results • How effective have strategies been? • What adjustments, if any, are necessary? • feedback

16. 策略管理程序 1. 辨認目前使命，目標，策略 2. 衡外情：環境之機會、 威脅 3. 量己力：組織之優缺點 4. 形成策略 5. 執行策略 6. 評估結果

17. 策略討論 1. 選對產業、產品。如何提供獨一無二的價值，以滿足重要消費者的重要需求？不一樣 vs. 更好 2. A set of hypotheses about cause and effect. 理想 vs. 目前樣子，what to do? what not to do? 取捨,聚焦。 3. Kim & Mauborgne, Blue Ocean Strategy: How to create uncontested market space and make the competition irrelevant, 提升，降低，創造，消去某些因素。太陽劇團，Swatch, QB House. 4. 隆中對，農夫與律師，牙醫師，85度C，Lady Gaga, SHE, 小胖，松竹梅，Union Bank, Shouldice.

20. 描繪企業之策略圖：西南航空公司

21. Accor Formula Hotel

22. Levels of Organizational Strategy

23. 策略之三個層級 0. 集團層級 (group): 鴻海收購夏普。迪士尼收購皮克斯，漫威，星際大戰。聯發科賣傑發給四維圖新。台塑賣華亞科給美光。 1. 公司層級 (corporate): 啟碁陸續增加 Broadband, Multi media, Wireless ……等 BU. 2. 事業層級 (business)：A strategy focused on how an organization should compete in each of its SBUs (strategic business units). 3. 功能層級 (functional): the strategies used by an organization’s various functional departments to support the competitive strategy.

24. 3. 公司層級策略 1. 總策略：成長，穩定，精簡 2. 公司投資組合 (或BCG) 矩陣：金牛，明星，問號，狗

25. Corporate Strategies • an organizational strategy that determines what businesses a company is in or wants to be in, and what it wants to do with those businesses. • Types of Corporate Strategies • Growth: expansion into new products and markets • Stability: maintenance of the status quo • Renewal: redirection of the firm into new markets

26. Grand Strategies Valuable Strengths Firm Status Critical Weaknesses Environmental Status Abundant Environmental Opportunities Critical Environmental Threats Corporate Growth Strategies Corporate Stability Strategies Corporate Stability Strategies Corporate Retrenchment Strategies

27. Growth Strategies : Merger, Acquisition… • 1. Concentration：Direct expansion (e.g., 7-11) • Focusing on a primary line of business and increasing the number of products offered or markets served. • 2. Integration Vertical Integration • Backward vertical integration: attempting to gain control of inputs (become a self-supplier). e.g., eBay. • Forward: attempting to gain control of output through control of the distribution channel (eliminating intermediaries). e.g., Apple, Dell.

28. Growth Strategies (cont’d) Horizontal Integration (L'Oreal, The Body Shop) • Combining operations with another competitor in the same industry to increase competitive strengths and lower competition among industry rivals. • 3. Diversification Related Diversification (American Standard Cos) • Expanding by combining with firms in different, but related industries that are “strategic fits.” Unrelated Diversification (Samsung) • Growing by combining with firms in unrelated industries where higher financial returns are possible.

29. Stability Strategy • A strategy that seeks to maintain the status quo to deal with the uncertainty of a dynamic environment, when the industry is experiencing slow- or no-growth conditions, or if the owners of the firm elect not to grow for personal reasons. e.g., Kellogg’s.

30. Renewal Strategies • Developing strategies to counter organization weaknesses that are leading to performance declines. • Retrenchment: focusing of eliminating non-critical weaknesses and restoring strengths to overcome current performance problems. • Turnaround: addressing critical long-term performance problems through the use of strong cost elimination measures and large-scale organizational restructuring solutions.

31. Corporate Portfolio Analysis (BCG Matrix) • Developed by the Boston Consulting Group • Considers market share and industry growth rate • Classifies firms as: • Cash cows: low growth rate, high market share • Stars: high growth rate, high market share • Question marks: high growth rate, low market share • Dogs: low growth rate, low market share

32. The BCG Matrix Market Share Low High High Anticipated Growth Rate Low Stars Question Marks Cash Cows Dogs

33. 2*2 矩陣, 專注, 決定不做什麼！e.g., Apple 專業人士 消費者 桌上 可攜 Focus!

34. 4. 事業層級競爭策略 Business (Competitive) Strategy 1. 競爭策略之創造與持續 產業分析：五種作用力 基本策略：成本領導，差異化，集中 2.競爭優勢之創造與持續

35. Competitive Advantage what sets an organization apart; its distinctive edge. • Quality as a Competitive Advantage (continuous improvement and meet customers’ demand for quality) • Design Thinking as a Competitive Advantage • Sustaining Competitive Advantage

36. 1. 價值創造 ＝ 對顧客的價值 － 生產成本 2. 競爭優勢之一般性基礎： 效率，品質，創新，顧客回應 個案：Intel 在哪個構面還不夠好？ 競爭優勢

37. 產業鏈 • 安全 • 機械零故障 • 準點 • 按班表 • 備用管理 • 機隊 • 發動機 • 品質 • 飛行時數保證 • 時間 • 維修時間縮短 • 能量 • Overhaul • Performance • Minimum • 零件修復 • 技術指導

38. 一般性的價值鏈模式 1. 主要活動： 進貨後勤，作業，出貨後勤，行銷，服務 2. 支援活動： 基礎結構，人力資源，物料管理。

40. 企業價值鏈

41. 作業基礎經濟地圖

42. Sustainable Competitive Advantage • Continuing over time to effectively exploit resources and develop core competencies that enable an organization to keep its edge over its industry competitors. • Create and sustain a Competitive Advantage will give a company above-average profitability.

43. Five Competitive Forces • Threat of New Entrants • The ease or difficulty with which new competitors can enter an industry. • Threat of Substitutes • The extent to which switching costs and brand loyalty affect the likelihood of customers adopting substitutes products and services. • Bargaining Power of Buyers • The degree to which buyers have the market strength to hold sway over and influence competitors in an industry.

44. Five Competitive Forces • Bargaining Power of Suppliers • The relative number of buyers to suppliers and threats from substitutes and new entrants affect the buyer-supplier relationship. • Current Rivalry • Intensity among rivals increases when industry growth rates slow, demand falls, and product prices descend.

45. Forces In The Industry Analysis New Entrants Threat of New Entrants Bargaining Power of Suppliers Industry Competitors Suppliers Buyers Current Rivalry Bargaining Power of Buyers Threat of Substitutes Substitutes

46. Three Generic Competitive Strategies • Cost Leadership Strategy • Seeking to attain the lowest total overall costs relative to other industry competitors. • Differentiation Strategy • Attempting to create a unique and distinctive product or service for which customers will pay a premium. • Focus Strategy • Using a cost or differentiation advantage to exploit a particular market segment rather a larger market. *討論：創新與量產循環，stuck in the middle

47. 1. 製藥業：Merck, Pfizer, Eli Lilly 高研發支出，高價格；其他藥廠係低低群組。 2. 航空業：American, United, Delta (D), America West (CL), Southwest (F), TWA, NWA, USAir, Continental (S) 3. 煙草葉：Philip Morris (prospector), Reynolds (analyzer), American (defender), Liggett (reactor) *兼顧：彈性製造技術，Toyota’s lean production system, mass customization 策略群組 47

48. 5. Strategic Management Today • Need for Strategic Leadership • Need for Strategic Flexibility • New Directions in Organizational Strategies • e-business, customer service, innovation

49. The Need for Strategic …… What? • Strategic leadership - the ability to anticipate, envision, maintain flexibility, think strategically, and work with others in the organization to initiate changes that will create a viable and valuable future for the organization. • Strategic Flexibility - the ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision was a mistake.

50. How? Effective Strategic Leadership