管 理 學管 理 學第八章 策略管理第八章 策略管理Strategic ManagementStrategic 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

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。

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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）本公司「可能做」 ( 環境的機會 ) ， 「能做」 ( 公司的長處 ) 之間的搭配

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策略創新策略創新Value integrator: Visa, iPhone as platform, 百貨公司（專櫃），交大Total solution provider: IBM (CIO, CFO)市場上新的做法，重新定義競爭法則◦FedEx, 西南航空， Starbucks, Swatch……◦7-ELEVEN, Giant, 85 度 C, 佳美食品……◦Frequent Flyer Program (FFP): 星空聯盟

(Star Alliance), SkyTeam, oneworld. ◦交換公司忠誠度：悠遊卡 , Happy Go

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Vision vs. ActionCan you Say What Your Strategy Is?◦Most executives cannot articulate the objective,

scope, and advantage of their business in a simple statement.

◦If they can’t, neither can anyone else.CEO, thinker or doer?

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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

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綱要綱要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

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1. What is SM1. What is SMWhat managers do to develop the organization’s strategies.

Strategies The decisions and actions that determine the long-run

performance of an organization.

Business Model Whether customers will value what the company is

providing. Whether the company can make any money doing that.

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Why is SM ImportantWhy is SM Important

1. It results in higher organizational performance.

2. It requires that managers examine and adapt to business environment changes.

3. It coordinates diverse organizational units, helping them focus on organizational goals.

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

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Identify the organization’s

current mission, goals, and strategies

External Analysis● opportunities● threats

Internal Analysis● strengths● weaknesses

Formulate strategies

ImplementStrategies

EvaluateResults

SWOT Analysis

2. Strategic Management Process2. Strategic Management Process(1~4: Strategic planning, feedback)(1~4: Strategic planning, feedback)

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Step 1: Identifying the organization’s current Step 1: Identifying the organization’s current mission, goals, and strategies mission, goals, and strategies

◦Mission: the firm’s reason for being The scope of its products and services 鐵路， Shell, Hollywood, McDonald

◦Goals Measurable performance targets

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SWOTSWOT (TOWS) analysis (TOWS) analysis (Strengths, Weaknesses, Opportunities & Threats)(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, 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’s Identifying the Organization’s OpportunitiesOpportunities

Organization’sOpportunities

Organization’sResources/Abilities

Opportunities inthe Environment

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Step 4: Formulating strategiesStep 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

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Step 5: Implementing strategiesStep 5: Implementing strategies

◦effectively fitting organizational structure and activities to the environment.

◦第一線人員

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Step 6: Evaluating resultsStep 6: Evaluating results

◦How effective have strategies been?

◦What adjustments, if any, are necessary?

◦feedback

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策略管理程序策略管理程序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

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策略討論 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, CQ2.

4. 隆中對，農夫與律師，牙醫師， 85 度 C ，孔慶翔，小胖，松竹梅， Union Bank, Shouldice.

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3. 3. 策略之三個層級策略之三個層級1. 公司層級 (corporate)2. 事業 層級 (business) ： SBU3. 功能層級 (functional)

討論： network level

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Levels of Organizational StrategyLevels of Organizational Strategy

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3.1 3.1 公司層級策略公司層級策略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

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Corporate StrategiesCorporate 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

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Grand StrategiesGrand Strategies

CorporateGrowth

Strategies

CorporateStability

Strategies

CorporateRetrenchment

Strategies

AbundantEnvironmentalOpportunities

CriticalEnvironmental

Threats

CorporateStability

Strategies

Crit

ical

Wea

knes

ses

Val

uabl

eSt

reng

ths

Environmental Status

Firm

Sta

tus

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Growth Strategies : Growth Strategies : Merger, Acquisition…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.

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Growth Strategies (contGrowth Strategies (cont’’d)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.

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Stability Strategy 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.

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Renewal StrategiesRenewal 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.

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Corporate Portfolio Analysis Corporate Portfolio Analysis (BCG Matrix) (BCG Matrix)

Developed by the Boston Consulting GroupConsiders market share and industry growth rateClassifies 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

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The BCG MatrixThe BCG Matrix

Stars

CashCows Dogs

QuestionMarks

Market Share

High Low

Hig

hLo

w

AnticipatedGrowth

Rate

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3.2 3.2 事業層級策略事業層級策略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

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Business (Competitive) StrategyBusiness (Competitive) Strategy

◦A strategy focused on how an organization should compete in each of its SBUs (strategic business units).

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Competitive AdvantageCompetitive 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.

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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？

競爭優勢競爭優勢

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Focus Firm CustomersSuppliers

•零件修復•技術指導

•品質 飛行時數保證•時間 維修時間縮短•能量 Overhaul Performance Minimum

•安全 機械零故障•準點 按班表•備用管理 機隊 發動機

產業鏈產業鏈

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一般性的價值鏈模式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。

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企業價值鏈企業價值鏈

Gate0 Gate1 - Gate3 Gate41.發動機及 文件接收2.進場檢查3.發動機進 廠會議

4.工單發行 5.發動機拆解 6.模組拆解 7.清洗 8. NDI

9.量測檢驗10.最後一件 料件送出11.料件蒐集12.料件籌補

13.模組組裝14.發動機組裝15.試車及最後 確認16.發動機出廠

17.出場會議18.出場報告19.技術報告20.計價

企業基本設施

生產技術

計畫管制

物料管制

利

潤

利

潤

輔助作業

主 要 作 業38

作業基礎經濟地圖作業基礎經濟地圖G1~G3G0

PES 003

進廠會議

PMS1 002

8000進廠檢查

PPS1 001

發動機及文件接收

PPS 004

工單發行

PMS1 1618091QEC

REMOVE

PMS1 1018001

ENGINEDISASSY

PMS1 1118011

FAN MODDISASSY

PMS2 1218021

HPC MODDISASSY

PMS2 1318031

HPT MODDISASSY

PMS2 1418041

LPT MODDISASSY

PMS3 1518051

AGB MODDISASSY

PMS3 182

7303AVIONIC

PMS3 1817308

ENGINEMOUNT

PMS3 171

7301CLEAN

NDI 191

8121NDI

PMS3 172

7302BENCH

PMS3 174

7306REPAIR

PMS3 1737305FAN

BLADE

G4

PPS 201

發動機出廠會議

PPS 202

發動機出廠報告

PE 203

工程技術報告

PPS 204

計價

PMS1 1038098

ENGINETEST

PMS1 1048099

FINALINSPECT

PMS1 1628092QEC

INSTALL

PMS1 1028002

ENGINEASSY

PMS1 1128012

FAN MODASSY

PMS1 1228022

HPC MODASSY

PMS1 1328032

HPT MODASSY

PMS1 1428042

LPT MODASSY

PMS1 1528052

AGB MODASSY

PMS2 175

7201MACHINE

PMS2 176

7202BALANCE

MTC 200

7602KITTING

課別 編號

作業代碼作業名稱

Engine LevelModule LevelPiece Part Level

QEC Level

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SustainableSustainable Competitive Advantage 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.

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Five Competitive ForcesFive Competitive ForcesThreat 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.

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Five Competitive ForcesFive Competitive ForcesBargaining 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.

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Forces In The Industry AnalysisForces In The Industry Analysis

Current Rivalry

IndustryCompetitors

Suppliers

NewEntrants

Buyers

Substitutes

Threat ofNew Entrants

Threat ofSubstitutes

BargainingPower ofBuyers

BargainingPower ofSuppliers

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Three Generic Competitive StrategiesThree 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 middle44

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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. 煙草葉： Philip Morris (prospector), Reynolds

(analyzer), American (defender), Liggett (reactor)

3. 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, mass customization

策略群組策略群組

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描繪企業之策略圖：西南航空公司描繪企業之策略圖：西南航空公司

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Accor Accor Formula Formula HotelHotel

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4. Strategic Management Today4. Strategic Management TodayStrategic FlexibilityNew Directions in Organizational Strategies◦e-business◦customer service◦innovation

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Exhibit 8Exhibit 8––77 Creating Strategic FlexibilityCreating 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 outside the organization.

• Have multiple alternatives when 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.

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Strategies for Applying e-Business Strategies for Applying e-Business TechniquesTechniques

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

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Customer Service StrategiesCustomer Service StrategiesGiving the customers what they want.Communicating effectively with them.Providing employees with customer service

training.

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Innovation StrategiesInnovation StrategiesPossible Events◦Radical breakthroughs in products.◦Application of existing technology to new uses.

Strategic Decisions about Innovation◦Basic research◦ Product development◦ Process innovation

First Mover◦An organization that brings a product innovation to

market or use a new process innovations

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First-Mover AdvantagesFirst-Mover Advantages––DisadvantagesDisadvantages

• Advantages• Reputation for being

innovative and industry leader

• Cost and learning benefits

• Control over scarce resources

• Opportunity to begin building customer relationships and customer loyalty

• Disadvantages• Uncertainty over exact

direction technology and market will go

• Risk of competitors imitating innovations

• Financial and strategic risks

• High development costs

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補充：補充： Team workTeam work

1. Case study: a manager’s dilemma (p.178) 2. Thinking critically about ethics (p.182) 3. Internet-based exercise (p.195)

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3.3. 為自己訂作為自己訂作 Career PlanningCareer Planning

1. 分析自己：應用 SWOT2. 訂定五年生涯目標：工作，學習，生活3. 訂定五年詳細行動計畫4. 回饋檢查、修正以上步驟內容之一致性

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4. Most admired companiesMissionGoalStrategies

5. 5. 上網作業上網作業Levitt: 未來屬於那些在機會出現前就發現他們的人。請上網找出能「創造一個需求（或一個市場）並去滿足它。」的案例，例如西南航空：鎖定利基市場，最快最便宜。戴爾電腦：跳過經銷商，產品直接賣給你。Wal-Mart: 鄉村包圍城市，點線面突圍。Herb Kelleher, Michael Dell, Steve Jobs, Bill Gates,

Andrew Grove, Fred Smith, Ted Turner, Jeff Bezos, Howard Schultz, Richard Branson, 張忠謀，蔡明介……

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回顧回顧1. SWOT analysis

2. 比較 competitive strategy, advantage

VS. Benchmarking

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Terms to KnowTerms to Know core competencies SWOT analysis corporate strategy growth strategy diversification stability strategy renewal strategy retrenchment strategy turnaround strategy

BCG matrix business or competitive

strategy competitive advantage cost leadership strategy differentiation strategy focus strategy stuck in the middle first mover

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