การจัดการกลยุทธ (Strategic Management) ดร.ขจรวุฒิ นําศิริกุล คณะพาณิชยศาสตรและการบัญชี จุฬาลงกรณมหาวิทยาลัย “Without a strategy the organization is like a ship without a rudder.” Joel Ross and Michael Kami @ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 3 คําวา “strategy” มาจาก “strategos” ในภาษากรีก เกิดจากคําวา “stratos” ซึ่งหมายถึง “army” หรือกองทัพ ผสมกับ คําวา “agein” ซึ่งหมายถึง “lead” หรือนําหนา ทําใหตีความไดวา “leading the total organization” หรือการนํา ทางใหองคกรโดยรวม ซึ่งมีความหมายวาตองการจะทํา “อะไร” ใหสําเร็จ และทํา “อยางไร ” กลยุทธคืออะไร (What is Strategy?) @ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 4 Strategy is defined as a course of action aimed at ensuring that the organization will achieve its objectives (Certo and Peter, 1991). กลยุทธ หมายถึงวิธีการดําเนินงานที่มั่นใจไดวาจะนําไปสูความสําเร็จตามวัตถุประสงคขององคกร Strategy is top management’s plans to attain outcomes consistent with the organization’s mission and goals (Wright et. al, 1992). กลยุทธ หมายถึงแผนของผูบริหารระดับสูงที่จะนําไปสูผลลัพธตางๆ ที่สอดคลองกับภารกิจและเปาประสงคของ องคกร คํานิยามของ “กลยุทธ ” ในภาคเอกชน
21
Embed
Lecture Note กรมบัญชีกลางkhonkaen.go.th/auditor/admin/kmo_file/144509_440.pdf · 2013. 4. 1. · “Without a strategy the organization is like a ship without
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 5
แนวทางหรอวธการททาใหองคกรประสบความสาเรจ An action managers take to achieve one or more of an organization’s goals
Consists of the combination of competitive moves and business approaches used by managers to run the company
กลยทธคออะไร?
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 6
Identifying a Company’s Strategy –What to Look For
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 7
Grow the business by gradually adding more flights on existing routes and initiating service to new airportsMake friendly service a company trademarkMaintain an aircraft fleet of only Boeing 737sEncourage customers to make reservations and purchase tickets at the company’s Web siteAvoid flying into congested airportsEmploy a point-to-point route systemEconomize on
Amount of time it takes terminal personnel to check passengers in and on-load passengersCosts
Key Elements: Southwest Airlines’ Strategy
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 8
กลยทธวางไวเพออะไร?Profitability
A measure of a company’s return on its invested capital
Superior performanceOne company’s profitability relative to that of other companies in the same or similar business or industry
Competitive advantageA firm’s profitability is greater than the average profitability for all firms in its industry
Sustainable competitive advantageA firm maintains competitive advantage for a number of years
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 9
Data Source: Value Line Investment Survey
Profitability in the Personal Computer Industry, 1995-2001
Sustainable Competitive Advantage, Superior Performance, Profitability and Competitive Advantage
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 10
Data Source: Value Line Investment Survey
Profitability in the U.S. Retailing Industry, 1996-2001
Sustainable Competitive Advantage, Superior Performance, Profitability and Competitive Advantage
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 11
Four of the Most Frequently Used Strategic Approaches to Building Competitive Advantage
Strive to be the industry’s low-cost providerWal-Mart and Southwest Airlines
Outcompete rivals on a key differentiating featureRolex, Mercedes, BMW and Amazon.com
Focus on a narrow market niche, doing a better job than rivals of serving the unique needs of niche buyers
McAfee and Starbucks
Develop expertise, resource strengths, and capabilities not easily imitated by rivals
FedEx, Walt Disney and IBM@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 12
Striving for Sustainable Competitive Advantage
To achieve sustainable competitive advantage, a company’s strategy usually must be aimed at either
Providing a distinctive product or service orDeveloping competitive capabilities rivals can not match
Achieving a sustainable competitive advantage greatly enhances a company’s prospects for
Winning in the marketplace andRealizing above-average profits
What separates a powerful strategy from an ordinary strategyis management’s ability to forge a series of moves,
both in the marketplace and internally, that produces sustainable competitive advantage!
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 13
Data Source: Value Line Investment Survey
Industry Structure and Profitability
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 14
Goodness of Fit TestHow well does strategy fit the company’s situation?
Competitive Advantage TestIs the strategy helping the company achieve a sustainable competitive advantage?
Performance TestIs the strategy resulting in better company performance?1) Gains in profitability and financial strength and2) Gains in the company’s competitive strength and
market standing
Tests of a Winning Strategy
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 15
หนวยงานทไมแสวงหาผลกาไรประกอบดวย หนวยงานรฐบาล มหาวทยาลย และมลนธเพอการกศลตางๆ เปนตน หนวยงานเหลานไมไดตงตงขนมาเพอแสวงหาผลกาไร (Are not “in business” to make a profit)
แตอยางไรกตาม หนวยงานเหลานกถกคาดหวงใหใชทรพยากรอยางมประสทธภาพและมการทางานอยางมประสทธผล(Should use their resources efficiently and operate
effectively)
Superior Performance ในหนวยงานทไมแสวงหาผลกาไรจะวดกนอยางไร?
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 16
Customer * satisfaction
Customer satisfaction
Desired Outcome
Recipients taxpayers; citizens
Stockholders; buyers; managers
Stakeholders
Efficiency; effectiveness
Profit; growth; market share
Financial Goals
Mission value; productivity
CompetitivenessGeneral Strategic Goal
Public SectorPrivate SectorFeature
Comparing Private and Public Sector Organizations
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 17
ผลสมฤทธ (Results)
วตถประสงค (Objectives)
ปจจยนาเขา (Inputs)
กจกรรม (Processes)
ผลผลต (Outputs)
ผลลพธ (Outcomes)
ความประหยด(Economy)
ความมประสทธภาพ (Efficiency)
ความมประสทธผล (Effectiveness)
กรอบความคดในเรองการวดผลปฏบตงานในการบรหารมงผลสมฤทธ
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 18
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 20
หนวยงานทไมแสวงหาผลกาไรเหลานจะตองตงเปาทแสดงถงผลการดาเนนงานทเปนเอกลกษณของแตละหนวยงานทแตกตางกนไป (Set performance goals unique to the organization)
The performance goal for a business school might be to get its programs ranked among the best in the nationThe performance goal for a charity might be to preventchildhood illnesses in poor countriesThe performance goal for the government agency might be to improve its services while not exceeding its budget
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 21
กลยทธของหนวยงานทไมแสวงหาผลกาไรจะกาหนดเพอใหการดาเนนงานบรรลเปาทตงไวพรอมทงแขงขนกบหนวยงานทไมแสวงหาผลกาไรอนๆในสวนของทรพยากรทมจากดนนเอง (Set strategies to achieve goals and compete with other
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 22
Levels of Strategic Management
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 23
Corporate-Level ManagersThe corporate level consists of the CEO, board of directors, and corporate staff. The CEO’s role is to define the mission and goals of the firm, determine what businesses the firm should be in, allocate resources to the different business areas of the firm, and formulate and implement strategies that span individual businesses.
Business-Level ManagersThe business level consists of the heads of the individual business units (divisions) and their support staff. Business unit (divisional) CEOs’ role is to translate general statements of intent at the corporate level into concrete strategies for individual businesses.
Functional-Level ManagersThe functional level consists of the managers of specific business operations. They develop functional strategies that help fulfill the business- and corporate-level strategic goals. They provide most of the information that makes it possible for business and corporate-level general managers to formulate strategies. They are closer to the customer than the typical general manager, and therefore functional managers may generate important strategic ideas. They are responsible for the implementation of corporate- and business-level decisions.
Strategic Managers
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 24
Intended strategiesStrategies an organization plans to put into action
Emergent strategiesUnplanned strategies
Realized strategyThe product of whatever intended strategies are actually put into action and of any emergent strategies
Intended and Emergent Strategies
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 25
Source: Adapted from H. Mintzberg and A. McGugh, Administrative Science Quarterly, Vol. 30. No. 2, June 1985.
Planned, Deliberate, Emergent and Realized Strategies
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 26
Direction Setting:
Strategy Analysis:
Strategy Formulation:
Strategy Execution:
Strategy Evaluation and Control:
Strategic Management Process
Vision, Mission, Objectives, Philosophy.
External and Internal Analysis.
SWOT and TOWS Matrix.
Operational and Action Plans.
Balanced Scorecard.
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 27
Jonathan Swift
“Vision is the art of seeing things invisible”
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 28
เปนการกาหนดชอเสยงขององคกรอยางมนคง (Giving company a strong identity)
แนวทางในการกาหนดวสยทศน
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 35
วสยทศนของ Microsoft CorporationEmpower people through great software --anytime, anyplace, and on any device.
วสยทศนของ Intel CorporationGetting to a billion connected computers worldwide, millions of servers, and trillions of dollars of e-commerce.
วสยทศนของ Goldman SachsTo be the world’s premier investment bank in every sector.
ตวอยางของวสยทศนในองคกรภาคเอกชนขามชาต
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 36
วสยทศนของ Levi Strauss & CompanyWe will clothe the world by marketing the most appealing and widely worn casual clothing in the world.
วสยทศนของ NikeTo bring innovation inspiration to every athlete in the world.
วสยทศนของ General ElectricWe will become number one or number two in every market we serve, and revolutionize this company to have the speed and agility of a small enterprise.
ตวอยางของวสยทศนในองคกรภาคเอกชนขามชาต
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 37
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 38
ภารกจ (Mission)
ภารกจจะบงบอกถงลกษณะองคกรเปนอยในปจจบน (who are we) ธรกจทองคกรดาเนนอย (what we do) ทศทางทองคกรจะมงไปในอนาคต (where we
are headed or where we are going) และกจกรรมทองคกรจะตองทาเพอสนบสนนใหองคกรบรรลวสยทศน ซงจะชวยสรางคณคาและความแตกตางขององคกรจากองคกรอนในอตสาหกรรม ภารกจทดจะใชคาทเขาใจงาย ชดเจน และกอใหเกดความกระตอรอรนตออนาคตขององคกร ซงจะมความสาคญคอ
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 45
The mission statement of most companies focuses on current business activities - “who we are and what we do”
Current product and service offeringsCustomer needs being servedTechnologicaland businesscapabilities
A strategic visionconcerns a firm’s futurebusiness path - “where we are going and why”
Markets to be pursuedFuture technology-product-customer focusKind of company management is trying to create
Strategic Vision vs. Mission
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 46
วสยทศนของ Microsoft CorporationEmpower people through great software --anytime, anyplace, and on any device.
ภารกจของ Microsoft CorporationAt Microsoft, we work to help people and businesses throughout the world realize their full potential. This is our mission. Everything we do reflects this mission and the values that make it possible.
ตวอยางของภารกจในองคกรภาคเอกชนขามชาต
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 47
วสยทศนของ Intel CorporationGetting to a billion connected computers worldwide, millions of servers, and trillions of dollars of e-commerce.
ภารกจของ Intel CorporationIntel’s core mission is being the building block supplier to the Internet economy and spurring efforts to make the Internet more useful. We are helping to expand the capabilities of the PC platform and the Internet.
ตวอยางของภารกจในองคกรภาคเอกชนขามชาต
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 48
“If you can’t measure it, you can’t managed it.If you can’t measure it, you can’t improved it.
What gets measured, gets done.”
Bill Hewlett, co-founder of Hewlett-Packard
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 49
แปลงวสยทศนและภารกจใหเปนเปาหมายในการดาเนนงานทเจาะจง (Converts vision and mission into specific performance targets)
เปนการสรางเกณฑในการตดตามผลการดาเนนงาน (Creates yardsticks to track performance)
เปนการชวยสงเสรมองคกรใหมงเนนในผลประกอบการ (Pushes firm to focus on results)
กาหนดวตถประสงค (Setting Objectives) เพออะไร?
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 50
Represent commitment to achieve specific performance targets
Well-stated objectives are
Quantifiable
Measurable
Contain a deadline for achievement
Spell-out how much of what kind of performance by when
วตถประสงค (Objectives) ทดจะชวย.....
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 51
Outcomes focused on improving long-term competitive business position
Financial Objectives Strategic Objectives
$
Types of Objectives Required
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 52
X % increase in annual revenuesX % increase annually in after-tax profitsX % increase annually in earnings per shareAnnual dividend increases of X %Profit margins of X %X % return on capital employed (ROCE) or shareholders’equity (ROE)Increased shareholder valueStrong bond and credit ratingsSufficient internal cash flows to fund new capital investmentStable earnings during periods of recession
Examples : Financial Objectives
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 53
Winning an X % market shareAchieving lower overall costs than rivalsOvertaking key competitors on product performance or quality or customer serviceDeriving X % of revenues from sale of new products introduced in past 5 yearsAchieving technological leadershipHaving better product selection than rivalsStrengthening company’s brand name appealHaving stronger national or global sales and distribution capabilities than rivalsConsistently getting new or improved products to market ahead of rivals
Examples : Strategic Objectives
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 54
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 57
Example: Company Values
Creating shareholder value
Building strong relationships
Entrepreneurial spirit Excellent
customer service
Giving back to the community
Respect for all people
Doing the right thing
Taking care of people
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 58
Safety Ethics
Environmental stewardship
Respect for people
Example: Company Values
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 59
Business Policy
A policy is a broad guideline for decision making that links the formulation of strategy with its implementation. Companies use policies to make sure that employees throughout the firm make decisionsand take actions that support the company’s vision, mission, objectives, and strategies.
What is Business Policy?
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 60
Example: Business Policies นโยบายทางธรกจของ Maytag Company
Maytag will not approve any cost reduction proposal if it reduces product quality in any way. (Product Quality Strategy)
นโยบายทางธรกจของ 3MResearchers should spend 15% of their time working on something other than their primary project. (Product DevelopmentStrategy)
นโยบายทางธรกจของ IntelCannibalize your product line with better products before a competitor does it to you. (Market Leadership Strategy)
นโยบายทางธรกจของ NordstormA “no questions asked” merchandise return policy, because the customer is always right. (Differentiation Strategy through Excellent Service)
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 61
OpportunityA condition in the firm’s environment that if exploited, helps a company achieve strategic competitiveness
ThreatA condition in the firm’s environment that may hinder a company’s efforts to achieve strategic competitiveness
External Environment (Identify Opportunities and Threats)
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 62
Dimensions in the broader society that influence the organizations within it
Economic
Sociocultural
Global
Technological
Political/Legal
Demographic
External Environment
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 63
The Economic Segment
Inflation rates
Interest rates
Trade deficits or surpluses
Budget deficits or surpluses
Personal savings rate
Business savings rates
Gross domestic product
External Environment
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 64
The Sociocultural Segment
Women in the workplace
Workforce diversity
Attitudes about quality of worklife
Concerns about environment
Shifts in work and career preferences
Shifts in product and service preferences
External Environment
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 65
The Demographic Segment
Population size
Age structure
Geographic distribution
Ethnic mix
Income distribution
External Environment
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 66
The Political/Legal Segment
Antitrust laws
Taxation laws
Deregulation philosophies
Labor training laws
Educational philosophies and policies
External Environment
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 67
The Technological Segment
Product innovations
Applications of knowledge
Focus of private and government-supported R&D expenditures
New communication technologies
External Environment
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 68
The Global Segment
The potential impact of significant international events
The changing of both important emerging global markets and global markets.
The trend toward increasing global outsourcing
Global market expansion opportunities
External Environment
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 69
Strengths A strength is something a firm is good at doing or an attribute that enhances its competitiveness
WeaknessesA weakness or competitive deficiency is something a firm lacks or does poorly (in comparison to others) or a condition that puts it at a disadvantage in the marketplace.
Internal Environment (Identify Strengths and Weaknesses)
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 70
Corporate Value Chain
SOURCES: Adapted from Michael E. Porter, 1985, Competitive Advantage : Creating and Sustaining Superior Performance, The Free Press, New York, 33–61.
@ 2007 Kajornvut Namsirikul, D.B.A. Chulalongkorn University. All rights reserved. 71