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2. ? Elections Around the Globe Permanent European BailoutThe Struggling Euro Hopes for a Sustainable FutureU.S. electionFundMuslims OutrageTension and Cooperation Against U.S. FilmGrowing U.S. Presence inin East Asiathe Asia-Pacific Time for fifth Mars Touchdown generation Front-runners for powerTaiwan should focus onRCEP, not TPP: academicsUS role in TPP forcesASEAN members intohard choices 3. 2532 269 " 283 " 4. () 2552 8.2% 14.9% 8,000 " " 1,681 . " http://www.sritranggroup.com 5. Thai Union Frozen Products (TUF) Global Sourcing, Global Production andGlobal MarketsTruly Global and Vertically IntegratedEurope FrancePortugal Georgia, USA Thailand VietnamGhana SeychellesIndonesia TUF Production BasesTUF Markets TUF Fishing Grounds MWB Production BasesMWB Markets MWB Fishing Grounds -6- 6. () () 127 96 17 14 Thailand Operations 75 Overseas Operations 9 25 CPP 7. () () CPF 322.5 18 CPF Carrefour CPF 5 7.5 5 8. !1960sHarvard case study CEO?60/70s Corporate planning1980sAdaptive processes (Quinn) 1980sMarket positioning (5) (Porter)1980sResource based theory (Hamel, Prahalad)1990sFirms as organisms (Eisenhardt, Stacey) 9. ? (Porter, Hamel,Mintzberg etc) (Design, experience, ideas) 10. STRATEGYKay (1993) ... MATCHINGInternal Analysis External Analysis - Resources & Capabilities - EnvironmentPROCESSStrengths, WeaknessesOpportunities, Threats: : 11. /STRATEGIC DRIFTOver time, /paradigm position Strategic DriftG Johnson and K Scholes Exploring Corporate Strategy, 6th Edition, Pearson, 2002, p81 12. 1. Competitive forces approach 2. Strategic conflict approach 3. Resource-based perspective 4. Dynamic capabilities approach20 13. 21 14. 15. !The Organisations Environment ! Political Economic Social Technological Legal Environmental! Sources of Competition! Opportunities and Threats!Strategic Capability of the Organisation! Resources and Competences! Strengths and Weaknesses!Expectations and Purposes! Corporate Governance, Stakeholders, Ethics and Culture ! Sources of Power and Inuence! Communication of Purpose: Mission and Objectives! 16. !Bases of competitive advantage at business level!Scope of activities at corporate level! Portfolio! Market spread, e.g. international! Value added by corporate parent (parenting)!Directions and methods of development! Directions: Product/Market ! Methods: Internal/organic, M&A, strategic alliances! 17. !Structuring the organisation!Marshalling resources (people, information, nance, technology)!Managing change! 18. !Intended strategies! !Emergent strategies! ! intended emergent ! 19. 20. !Strategy as design! Logical analytical process! Top manager!Strategy as experience! () !Strategy as ideas! ! Top manager 21. - Design - Experience- Ideas- - - - Logical Incrementalism- - Imposed Strategy 22. SOME TOOLS AND TECHNIQUES OF THE DESIGN VIEWPOINT MOST: Analysis - Mission Organisational purpose - Objectives - Strategies - TacticsSWOT: Analysis-StrengthsSituation Analysis-WeaknessesPEST: Analysis-Opportunities - Political-Threats - Economic- Social- Technological Industry Analysis: -5 Forces - Strategic groups 23. ?Corporate Strategy - Value chain integrationPortfolio analysis (BCG, Directional Policy Matrix)Directional policy matrixMergers and acquisitionsCorporate parenting stylesCore competencies (corporate)Business Strategy a Strategic Business UnitSingle value chain analysisResource analysisPorter 5 forcesPEST analysisSWOT analysisGeneric business strategy analysis (strategy clock)Core competencies (business)Functional/Operations Strategy Functione.g. Supply chain strategy 24. GSM1... PESTELSWOTForecasting and ScenariosIndustry AnalysisPorters 5-forcesLife cycleCompetitive AdvantageStrategic Groups 25. GSM1... Experience curve effectsValue chain analysisBenchmarking and Knowledge managementResource-based approach to strategy-development 26. SM1... 27. SM1... - , parenting portfolio, restructurer, synergy manager,parental developerportfolio analysis - /balance, /attractive/ fitcorporate portfolio 28. SM1... (SBUs) - /the strategy clock: hypercompetition 29. " . Perception is strong and sight weak. In strategy it is important to see distant things as if they were close and to take a distanced view of close things.."Become acquainted with every art. Miyamoto Musashi 30. QUESTIONS & ANSWERS 31. ASSIGNMENT