ว่าด้วยกลยุทธ์Strategy revisited

Kan YuenyongSiam Intelligence Unit

http://www.siamintelligence.com

Activity

Strategist guru

● Karl von Clausewitz● Sir Basil H. Liddell Hart● George Steiner● Henry Mintzberg● Kenneth Andrews● Michael Porter● Kepner-Tregoe● Michel Robert● Treacy and Wiersema

http://home.att.net/~nickols/strategy_definition.htm

Clausewitz & Liddell Hart

● Clausewitz : The art of the employment of battles as a means to gain the objective of war

● Hart : The art of distributing and applying military means to fulfill the ends of policy

{ Politics / Business / etc. }

George Steiner : Strategy planning

● Strategy is that which top management does that is of great importance to the organization

● Strategy refers to basic directional decisions, that is, to purposes and missions

● Strategy consists of the important actions necessary to realize these directions

● Strategy answers the question : What should the organization be doing?

● Strategy answers the question : What are the ends we seek and how should we achieve them?

Henry Mintzberg

● Strategy is a plan, a “how,” a means of getting from here to there

● Strategy is a pattern in actions over time● Strategy is a position, reflects decisions to offer

particular products / services in particular market

● Strategy is perspective : vision & direction

Kenneth Andrews

● The pattern of decisions in a company that determines and reveals its objectives, purposes, or goals, produces the principal policies and plans for achieving those goals, and defines the range of business the company is to pursue, the kind of economic and human organization it is or intends to be, and the nature of the economic and no-economic contribution it intends to make to its shareholders, employees, customers and communities.

Tregoe & Zimmerman : Perspectives

● Products offered● Natural resources● Method of sale● Size / growth● Return / profit

● Production capability● Market needs● Method of distribution● Technology

Michael Robert

● Product-service● Natural resources● Sales-marketing● Size/Growth● Return/Profit

● Production capacity-capability

● Market type● Distribution method● Technology● User-customer

Treacy and Wiersema

● Operation Excellence : The objective is to lead the industry in terms of price and convenience

● Customer Intimacy : The objective is long term customer loyalty and long-term customer profitability

● Product Leadership : The objective is the quick commercialization of new idea

Sun Tzu : The Art of war

● 1. Detail Assessment and Planning (จีนตัวเต็ม: 始計 ; จีนตัวย่อ: 始计 )

● 2. Waging War (จีนตัวเต็ม: 作戰 ; จีนตัวย่อ: 作战 )

● 3. Strategic Attack (จีนตัวเต็ม: 謀攻 ; จีนตัวย่อ: 谋攻 )

● 4. Disposition of the Army (รูปลักษณ์การรบ) (จีนตัวเต็ม: 軍行 ; จีนตัวย่อ: 军行 )

● 5. Forces (พลานุภาพ) (จีนตัวเต็ม: 兵勢 ; จีนตัวย่อ: 兵势 )

● 6. Weaknesses and Strengths (จีนตัวเต็ม: 虛實 ; จีนตัวย่อ: 虚实 )

● 7. Military Maneuvers (จีนตัวเต็ม: 軍爭 ; จีนตัวย่อ: 军争 )

● 8. Variations and Adaptability (จีนตัวเต็ม: 九變 ; จีนตัวย่อ: 九变 )

● 9. Movement and Development of Troops (จีนตัวเต็ม: 行軍 ; จีนตัวย่อ: 行军 )

● 10. Terrain (จีนตัวเต็ม/จีนตัวย่อ: 地形 )

● 11. The Nine Battlegrounds (จีนตัวเต็ม/จีนตัวย่อ: 九地 )

● 12. Attacking with Fire (จีนตัวเต็ม/จีนตัวย่อ: 火攻 )

● 13. Intelligence and Espionage (จีนตัวเต็ม: 用間 ; จีนตัวย่อ: 用间 )

Victory decisive factors

● รู้ว่าเมื่อใดควรรบ และเมื่อใดไม่ควรรบ

● รู้จักการออมกำาลัง● นายและพลทหารเป็นนำ้า

หนึง่ใจเดียวกัน● วางแผนและเตรียมการดี● มีขุนพลผู้ที่สามารถ และ

ไม่ถูกแทรกแซงจากผู้ปกครอง

Michael Porter

Risk of Generic Strategy

● Cost leadership● Imitate

● Tech change

● Other bases of cost leadership erode

● Differentiation● Imitate

● Less attraction

● Focus● Imitate

● Less attraction

● Broadly-targeted competitors overwhelm the segment

● New focuses sub-segment the industry

Sun Tzu vs Porter

● The Art of War : 6th century BC

● Ancient & Warlord “context”

● Focus on “military policy”

● Input : Evaluation on Ruler, Army, General

● Choices on war strategic

● No clear “rule” of war

● Holistic : Politics, War & Policy

● Competitive advantage : 1985

● Modern & Business “context”

● Focus on Business strategy

● Input : Five forces analysis

● Choices on business strategic

● Clear “regulation”

● Focus : Business competitive advantage

Strategy simulation game Multiple objectives & Trade off situation

Statecraft : Civilization

Business competition : Capitalism

Politics : Democracy

Strategy and Economic “context”

Strategic Planing

● Mission & Goal : Vision, Mission, Strategic Goal, SMART objectives

● Environmental Scanning : SWOT & PEST, 5 forces analysis

● Strategy Formulation : Evaluation of strategic alternative

● Strategy Implementation : Time & Action plan● Evaluation & Control : Indication, Milestone,

Evaluation / Controlling procedure

Strategic Evaluation

● Strategic assessment (scoring)● Game theory (Thinking about opponent's

moving)● One shot game● Multiple shot game● Prisoner dilemma situation

● Intelligence gathering (MASINT, SIGINT, HUMINT, OSINT, TECHINT, FININT)

Strategy & Execution

Strategy

Doomed from the Beginning

ABotched Job

FlirtingWith

Disaster

APretty Good

Chance

Flawed Sound

Flawed

Sound

Exe

cutio

n

http://home.att.net/~nickols/strategy_is.htm

What is strategy?

End Activity