+ Strategic management How to plan implement and control strategy

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1 + Strategic management How to plan implement and control strategy
How to achieve goal How to allocate and use resources to achieve goal effectively and efficiently Strategic Question Who are you? Where are you now? Where you want to go? How to get there? Management process Planning Implementing Controlling Management Level Strategic management How to plan implement and control strategy to achieve goal Market Analysis O / T Corporate strategy Corporate Level Strategic Planning Business strategy Business Level Company Analysis S / W Strategic Control Functional strategy Functional Level Strategic Implementation

2 E -V- R Who are you? Core competencies Capabilities Resources PEST
Scenario Opportunities Ideas What business to be in? Value proposition What customer buy? Scenario matrix GE matrix OS O/T S/W Business concept challenges Driving Forces Business model What is value To customer ? What we might do? What we can do? TOWS matrix Directional Growth Integration Diversifies Customer requirement Vision statement What to become ? Where to go? Portfolio BCG matrix Product-Market matrix Vision Objectives Mission Strategic issues Strategies Strategic goal

3 การเปลี่ยนแปลง คำถามเชิงกลยุทธ์ การคิดเชิงกลยุทธ์
วิธีการแนวทาง เป้าหมาย การเปลี่ยนแปลง บริหาร ทำเป็น ทำได้ การคิดเชิงกลยุทธ์ ไปให้ถึง กำหนดยุทธศาสตร์ คิดให้ไกล กำหนดวิสัยทัศน์ สภาพแวดล้อมภายใน วิเคราะห์องค์กร ระดับสูง กลยุทธ์ระดับองค์กร สภาพแวดล้อมทั่วไป กำหนดกลยุทธ์ วิเคราะห์ตลาด ระดับกลาง กลยุทธ์ระดับธุรกิจ /การแข่งขัน สภาพแวดล้อมการแข่งขัน ระดับปฏิบัติการ กลยุทธ์ระดับปฏิบัติการ การตลาด การผลิต การเงิน นำกลยุทธ์ไปปฏิบัติ กำกับ ควบคุมกลยุทธ์

4 การเปลี่ยนแปลง คำถามเชิงกลยุทธ์ ไปให้ถึง กำหนดยุทธศาสตร์
คิดให้ไกล กำหนดวิสัยทัศน์ What’s result ? การคิดเชิงกลยุทธ์ Resources Value Environment ระดับสูง Who are you? กลยุทธ์ระดับองค์กร สภาพแวดล้อมทั่วไป Where you want to go ? ระดับกลาง กลยุทธ์ระดับธุรกิจ /การแข่งขัน สภาพแวดล้อมการแข่งขัน How to get there ? ระดับปฏิบัติการ กลยุทธ์ระดับปฏิบัติการ การตลาด การผลิต การเงิน What to perform ? นำกลยุทธ์ไปปฏิบัติ กำกับ ควบคุมกลยุทธ์ Where are you now ?

5 Corporate Level Strategy
What businesses are we in? What businesses should we be in? Four areas of focus Diversification management (acquisitions and divestitures) Synergy between units Investment priorities Business level strategy approval (but not crafting)

6 Three Dimensions of Corporate Strategy
Business Diversification - Horizontal expansion Vertical Integration - forward or backward expansion Geographic Scope - geographic and/or global expansion Corporate Strategy 6

7 2. Corporate Level Strategies
Concentration GROWTH Vertical Integration Diversification CORPORATE LEVEL STRATEGIES STABILITY Turnaround Divestiture RETRENCHMENT Bankruptcy Liquidation

8 Corporate-Level Strategies
Valuable strengths Concentric Diversification (Economies of Scope) Corporate growth strategies Conglomerate Diversification (Risk Mgt.) Corporate stability strategies Firm Status Corporate retrenchment strategies Can still go for business-level growth (economies of scale) Critical weaknesses Abundant environmental opportunities Critical environmental threats Environmental Status 8

9 Life-Cycle Portfolio Matrix SBUs Competitive Position
Strong Average Weak Introduction Growth Life-Cycle Stages Early Maturity Late Maturity Decline

10 General Electric’s Industry Attractiveness-Business Strength Matrix
Relative Market Share Reputation/ Image Bargaining Leverage Ability to Match Quality/Service Relative Costs Profit Margins Fit with KSFs Industry Attractiveness 10.0 Strong 6.7 Average 3.3 Weak 1.0 Market Size Growth Rate Profit Margin Intensity of Competition Seasonality Cyclicality Resource Requirements Social Impact Regulation Environment Opportunities & Threats High 6.7 Medium 3.3 Low 1.0 Rating Scale: 1 = Weak ; 10 = Strong 10

11 Corporate growth strategies
Horizontal Integration Vertical Integration Forward or Backward Corporate Growth Concentration Diversification Related or Unrelated International Global or Multi-domestic 11

12 Business-Level Strategies For Growth
Product/Service Existing New Market Penetration Strategy Product Development Strategy Existing Domain (i.e., Industry Market Market Development Strategy Diversification Strategy New

13 MARKET SHARE DOMINANCE
BCG Portfolio Matrix MARKET SHARE DOMINANCE HIGH LOW MARKET GROWTH RATE LOW HIGH High growth Low market share Need cash Poor profit margins High growth Market leaders Require cash $ Low growth High market share High cash flow Low growth Low market share Minimal cash flow

14 Implementation of growth strategies
Options Pros Cons Mergers & Acquisitions Quick to obtain proven expertise & market positions Bypass barriers to entry Increase market power Economies of scale Takeover premium Excessive borrowing Integration difficulties Overestimate synergy Possible antitrust problems Strategic Alliances & Partnerships Quick entry to a market Less capital investment Allow risk sharing Combine strengths & capabilities of two companies Potential conflicts in cultures and management personalities No full management control Internal Development Capture all the value created Encourage innovation Full management control Can take a long time High development costs with uncertain outcomes Lack of needed technical expertise and know-how 14

15 Starbuck’s Five-Force Competitive Analysis
Exhibit –5

16 MICHAEL PORTER’s VALUE CHAIN (1985)
SUPPORT ACTIVITIES PRIMARY ACTIVITIES 16

17 Three Strategic Options
Cost leadership Strategy? Differentiation Focus Competitive Advantage Uniqueness Perceived by the Customer Low Cost Position Differentiation Low Cost Industry Target Market Cost Focus Differentiation Focus Niche

18 GE matrix 5 forces model What business to be in ? E-V-R model
PEST Value proposition Resource GE matrix Market attractive What to become ? Mission + challenge = vision Where to go ? Directional + Portfolio + Parenting strategies BCG Product-Market matrix Business competitive strength 5 forces model Generic model Value chain Segment Target Positioning Strategic group How to compete? Competitive strategies Functional strategies Marketing Operation Financial strategies What to do?

19 แนวทางวิเคราะห์กรณีศึกษา
Business concept Ideas Asset Value Business Model Value Target market Customer เข้าไปในธุรกิจอะไร? Corporate Strategy ตรวจสอบว่าแนวคิดธุรกิจ ยังใช้ได้ไหม ต้องเปลี่ยนไหม ทำรายได้ได้อย่างไร ขายอะไร ขายใคร STP 5 Forces’ model Value chain Generic model แข่งตลาดไหน ด้วยอะไร Broad /Narrow Leadership /Focus ตรวจสอบว่า วางกลยุทธ์ถูกไหม สภาพการแข่งขันเปลี่ยนไปไหม Competitive strategy Marketing 4 P Operation product /Process technology Leadership / Focus Finance Cash Working Capital Capital structure Functional strategy แสดงอาการ ออกมาเป็นปัญหา

20 GE matrix 5 forces model What business to be in ?
PEST Quality of Life Value proposition Life Style Resource Design + Culture GE matrix What to become ? Home Style Store Mission + challenge = vision Market attractive Where to go ? Directional + Portfolio + Parenting strategies Mixed and Match Home Store Product BCG Product-Market matrix Business competitive strength 5 forces model Generic model Value chain Segment Target Positioning Medium high Quality Strategic group How to compete? Differentiate and Focus Competitive strategies Functional strategies Marketing Operation Financial strategies Collection Inventory Liquidity What to do? Art of Living

21 นครพิงค์เทียนหอม GE matrix 5 forces model What business to be in ?
PEST Quality of Life Value proposition Design Resource Designer GE matrix What to become ? Product design Mission + challenge = vision Market attractive Where to go ? Directional + Portfolio + Parenting strategies Growth strategy Investment BCG Product-Market matrix Question Mark to Star Business competitive strength 5 forces model Generic model Value chain Segment Target Positioning Medium high Quality Strategic group How to compete? Differentiate and Focus Competitive strategies Functional strategies Marketing Operation Financial strategies Product Design Liquidity Varieties Quality What to do? นครพิงค์เทียนหอม

22 ก๋วยเตี๋ยวโอชา GE matrix 5 forces model What business to be in ?
PEST Basic Needs Value proposition Standard product Resource Raw Material GE matrix What to become ? Food Supply leader Mission + challenge = vision Market attractive Where to go ? Directional + Portfolio + Parenting strategies Standard Product BCG Product-Market matrix Business competitive strength 5 forces model Generic model Value chain Segment Target Positioning Low medium Strategic group How to compete? Product Cost Leader Competitive strategies Functional strategies Marketing Operation Financial strategies Channel Quality Liquidity What to do? ก๋วยเตี๋ยวโอชา

23 อินทรีย์พืชผล GE matrix 5 forces model What business to be in ?
PEST Quality of life Value proposition Healthy Resource Knowhow High land GE matrix What to become ? Organic Exporter Mission + challenge = vision Market attractive Where to go ? Directional + Portfolio + Parenting strategies Niches Organic Product BCG Product-Market matrix Business competitive strength 5 forces model Generic model Value chain Segment Target Positioning Medium Quality Japan Strategic group How to compete? Differentiate and Focus Product Competitive strategies Functional strategies Marketing Operation Financial strategies Products Quality Cash cow Varieties Standard What to do? อินทรีย์พืชผล

24 บ้านศิลาดล GE matrix 5 forces model What business to be in ?
PEST Quality of life Value proposition Siladon &Design Resource Design + Culture GE matrix What to become ? Identity siladon Ceramic Mission + challenge = vision Market attractive Where to go ? Directional + Portfolio + Parenting strategies Growth Diversify strategy BCG Product-Market matrix Star Business competitive strength 5 forces model Generic model Value chain Segment Target Positioning Medium high Quality Strategic group How to compete? Differentiate and Focus Competitive strategies Functional strategies Marketing Operation Financial strategies Collection Inventory Liquidity Channel Design What to do? บ้านศิลาดล

25 หางดงบรรจุภัณฑ์ GE matrix 5 forces model What business to be in ?
PEST Demand Value proposition Standard Product Resource Funding GE matrix What to become ? Standard Product Leadership Mission + challenge = vision Market attractive Where to go ? Directional + Portfolio + Parenting strategies Growth Strategy Investment BCG Product-Market matrix Cash cow Business competitive strength 5 forces model Generic model Value chain Segment Target Positioning General Standard Price Strategic group How to compete? Cost Leadership Competitive strategies Functional strategies Marketing Operation Financial strategies Price Mass Liquidity Channel Inventory What to do? หางดงบรรจุภัณฑ์

26 วัฒนธรรมจาวเหนือ GE matrix 5 forces model What business to be in ?
PEST Quality of Life Value proposition Real culture Resource Lanna Culture GE matrix What to become ? Real Lanna culture Mission + challenge = vision Market attractive Where to go ? Directional + Portfolio + Parenting strategies BCG Product-Market matrix Star Business competitive strength 5 forces model Generic model Value chain Segment Target Positioning Medium high Strategic group How to compete? Differentiate and Focus Competitive strategies Functional strategies Marketing Operation Financial strategies Channel Real culture Promotion What to do? วัฒนธรรมจาวเหนือ

27 Earth Design GE matrix 5 forces model What business to be in ?
PEST Quality of life Value proposition Identity Resource Design GE matrix What to become ? Design Mission + challenge = vision Market attractive Where to go ? Directional + Portfolio + Parenting strategies Niches Product and Niches market BCG Product-Market matrix Business competitive strength 5 forces model Generic model Value chain Segment Target Positioning Medium Quality Medium high Strategic group How to compete? Differentiate and Focus Product Competitive strategies Functional strategies Marketing Operation Financial strategies Channel Design Star Varieties Quality Product What to do? Earth Design

28 ผู้ประพฤติธรรมย่อมเป็นสุข
จงไปวัดก่อนมีทุกข์ วันนี้ไปวัดมาหรือยัง ผู้ประพฤติธรรมย่อมเป็นสุข