管 理 學 第八章 策略管理 Strategic Management

1. 管 理 學第八章 策略管理Strategic Management 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. Can You Say What Your Strategy Is? It’s a dirty little secret: Most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can’t, neither can anyone else. 本公司「可能做」（環境的機會），「能做」（公司的長處）之間的搭配 Structure, Conduct, Performance 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

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

4. 1. What is SM What managers do to develop the organization’s strategies. Strategies • The decisions and actions that determine the long-run performance of an organization. Business Model Is a strategic design for how a company intends to profit from its strategies, work processes, and work activities. • Whether customers will value what the company is providing. • Whether the company can make any money doing that.

5. 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. • It is very much involved in the managerial decision-making process.

6. 2. Strategic Management Process External Analysis ● opportunities ● threats Identify the organization’s current mission, goals, and strategies SWOT Analysis Formulate strategies Implement Strategies Evaluate Results Internal Analysis ● strengths ● weaknesses

7. Step 1: Identifying the organization’s current mission, goals, and strategies • Mission: the firm’s reason for being • The scope of its products and services • 鐵路，Shell, Hollywood, McDonald • Goals: the foundation for further planning • Measurable performance targets

8. SWOT (TOWS) analysis (Strengths, Weaknesses, Opportunities & Threats) • Step 2: Doing an external analysis • environmental scanning, focuses on identifying opportunities and threats. • Step 3: Doing an internal analysis • Assessing organizational resources, capabilities, and activities: • Strengths create value for the customer and strengthen the competitive position of the firm. • Weaknesses • Core Competence: major value-creating skills and capabilities. 人無我有，人有我優，人優我轉。

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

10. Step 4: Formulating strategies • Develop and evaluate strategic alternatives • Select appropriate strategies for all levels in the organization that provide relative advantage over competitors • Match organizational strengths to environmental opportunities • Correct weaknesses and guard against threats

11. Step 5: Implementing strategies • effectively fitting organizational structure and activities to the environment.

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

13. 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

14. 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，鐵路，農夫與律師，牙醫師，85度C，孔慶翔，松竹梅，Union Bank.

17. 3. 策略之三個層級 1. 公司層級 (corporate) 2. 事業層級 (business)：SBU 3. 功能層級 (functional) 討論：network level

18. Levels of Organizational Strategy

19. 3.1 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

20. Corporate Strategies • Top management’s overall plan for the entire organization and its strategic business units • 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

21. 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

22. Growth Strategies : Merger, Acquisition… • 1. Concentration：Direct expansion • 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). • Forward: attempting to gain control of output through control of the distribution channel or provide customer service activities (eliminating intermediaries).

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

24. 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.

25. 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.

26. 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

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

28. 3.2 事業層級策略 1. 競爭優勢之創造與持續 2. 競爭策略之創造與持續 產業分析：五種作用力 基本策略：成本領導，差異化，集中

29. Business or Competitive Strategy • A strategy focused on how an organization should compete in each of its SBUs (strategic business units).

30. Competitive Advantage • An organization’s distinctive competitive edge. • Quality as a Competitive Advantage • Differentiates the firm from its competitors. • Can create a sustainable competitive advantage. • Represents the company’s focus on quality management to achieve continuous improvement and meet customers’ demand for quality.

31. 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

32. 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

33. 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。

34. 企業價值鏈

35. 作業基礎經濟地圖

36. 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.

37. 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.

38. 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.

39. 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

40. Types of 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，stuck in the middle

41. The Rule of Three • Firms unable to develop either a cost or differentiation advantage become “stuck in the middle” and lack prospects for long-term success. • A few firms successfully pursue both differentiation and cost advantages. • 半導體產業三國演義：Samsung 記憶體，Intel 微處理器，tsmc 晶圓代工。

42. 製藥業：Merck, Pfizer, Eli Lilly 高研發支出，高價格；其他藥廠係低低群組。 煙草葉：Philip Morris (prospector), Reynolds (analyzer), American (defender), Liggett (reactor) 航空業：American, United, Delta (D), America West (CL), Southwest (F), TWA, NWA, USAir, Continental (S) 兼顧：彈性製造技術，如 Toyota’s lean production system 策略群組 42

43. 描繪企業之策略圖：西南航空公司

44. Accor Formula Hotel

45. Bellevill Hotel 目前之定位圖

46. Bellevill Hotel 未來之定位圖

47. 4. Strategic Management Today • Strategic Flexibility • New Directions in Organizational Strategies • e-business • customer service • innovation

48. Exhibit 8–7 Creating Strategic Flexibility • Know what’s happening with strategies currently being used by monitoring and measuring results. • Encourage employees to be open about disclosing and sharing negative information. • Get new ideas and perspectives from outsidethe organization. • Have multiple alternativeswhen making strategic decisions. • Learn from mistakes. Source: Based on K. Shimizu and M. A. Hitt, “Strategic Flexibility: Organizational Preparedness to Reverse Ineffective Strategic Decisions,” Academy of Management Executive, November 2004, pp. 44–59.

49. How the Internet Has Changed Business • Create knowledge bases that employees can tap into anytime, anywhere. • Turn customers into collaborative partners who help design, test, and launch new products. • Become virtually paperless in specific tasks such as purchasing and filing expense reports.

50. Strategies for Applying e-Business Techniques • Cost Leadership • On-line activities: bidding, order processing, inventory control, recruitment and hiring • Differentiation • Internet-based knowledge systems, on-line ordering and customer support • Focus • Chat rooms and discussion boards, targeted web sites