EVALUACION DE DECISIONES ESTRATEGICAS II

Asignatura de Ingeniería Empresarial 2do semestre 2008

Escuela de OOCC UCENTRALDe Patricio del Sol

Rentas en ambientes competitivos

compromisos y flexibilidadPosicionamiento: énfasis en la

ventaja competitiva

Rentas en Ambientes Competitivos• Ghemawat recopiló las rentabilidades de

700 negocios en EEUU, 10 años, los ordenó en forma decreciente según ROI, luego los separó en dos grupos del mismo tamaño.

Grupo 1 Grupo 2

Alto Retorno Bajo Retorno Diferencia

39%, 1er año 3% 36%

21,5%, 10º año 18% 3,5%

10 años La dif. cayó 10 veces

Mercados Competitivos

1. Muchas empresas y ninguna influye en el precio.

2. Costos de producción iguales en todas las E3. Muchos consumidores y ninguno influye en

el precio.4. Plena información de “p”5. En el L.P. las E/S de las empresas de la

industria no tiene costo.

D

O

pcmg

cme

q P=cmg

Cme=CT/qPhi=q*(p-cme)

• Equilibrio C.P.

D

O

p

cmg

cme

q

Phi<0

• Equilibrio L.P.

D

O’

P’

cmg

cme

q

O

Ingresan nuevas E, si cae p

p

Abandonan el mercado, si sube p

P=cme Phi=0, en L.P

CompetidoresActuales

CompradoresProveedores

Sustitutos

NuevosParticipantes

Poder deNegociación

de Proveedores

Rivalidad de competidores

actuales

Amenaza de Sustitución

Poder deNegociaciónde Compradores

Elementos de la estructura de la industria

Amenaza de nuevos participantes

Identifying the Components ofa Single-Business Company’s Strategy

Efforts to buildcompetitiveadvantage

Planned, proactive moves to outcompete rivals

Responses to changingconditions

Scope ofgeographiccoverage

Collaborativepartnerships andstrategic alliances

R&D strategy

Supply chain management strategy

Manufacturing strategy

Humanresources strategy

Finance strategy

BusinessStrategyFunctional Strategies

Marketingstrategy

Factors Shaping theChoice of Company Strategy

Company’s Strategic SituationCraftthe

strategy

External Factors

Internal Factors

Social, political,

regulatory and

community factors

Competitive conditions

and industry attractiveness

Company opportunities and threats to

company’s well-being

Resource strengths,

capabilities, and

weaknesses

Influences of key

executives

Shared values and company

culture

Identify and

evaluate alternatives

Determine relevance of internal

and external factors

Social, Political, Regulatory,and Community Factors

• Pressures from special interest groups• Glare of investigative reporting• Health and nutrition concerns• Concerns about alcohol and drug abuse• Sexual harassment• Corporate downsizing• Impact of plant closings on communities• Rising/falling interest rates• Economic conditions (good or bad)• Trade restrictions, tariffs, and import quotas

Competitive Conditions andIndustry Attractiveness

• A company’s strategy has to be responsive to – Fresh moves of rival competitors

– Changes in industry’s price-cost-profit economics

– Shifting buyer needs and expectations

– New technological developments

– Pace of market growth

Strategic Management Principle

A company’s strategy can’t produce real market success unless it is well-matched to

industry and competitive conditions!

Company Opportunities and Threats

• For strategy to be successful, it has to

– Be well matched to capturing a company’s best opportunities

– And help counteract threats to the company’s well-being

Company Strengths, Competencies, and Competitive Capabilities

• A company must have or be able to acquire the resources, competencies, and competitive capabilities needed to execute the chosen strategy

• Resource deficiencies, gaps in skills, and weaknesses in competitive position make pursuit of certain strategies risky or altogether unwise

A company’s strategy ought to be grounded in its resource strengths and in what it is good at doing (its

competencies and competitive capabilities); it is perilous to discount

the competitive liabilities of company’s resource deficiencies and

skills gaps!

Strategic Management Principle

Ambitions, Philosophies, and Ethics of Key Executives

• Managers generally stamp strategies they craft with their own personal– Ambitions

– Values

– Business philosophies

– Attitudes toward risk

– Ethical beliefs

I believe we should be

#1!

Shared Values and Company Culture• Values and culture often shape

the strategic moves a company will– Consider – Reject

• It is generally unwise for a company to undertake strategic moves which conflict with– Its culture – Values widely shared by managers and

employees

Hewlett-Packard’sBasic Values: “The HP Way”

• Sharing firm’s success with employees• Showing trust and respect for employees• Providing customers with products or services of the

greatest value• Being genuinely interested in providing customers with

effective solutions to their problems• Making profit a high stockholder priority• Avoiding use of long-term debt to finance growth• Individual initiative, creativity, & teamwork• Being a good corporate citizen

Linking Strategy With Ethics• Ethical and moral standards go beyond

– Prohibitions of law and

– Language of “thou shalt not”

• Ethical and moral standards involve

– Issues of duty and

– Language of “should and should not do”

Tests of a Winning Strategy

• GOODNESS OF FIT TEST– How well is strategy matched

to firm’s situation?

• COMPETITIVE ADVANTAGE TEST– Does strategy lead to sustainable

competitive advantage?

• PERFORMANCE TEST– Does strategy boost firm performance?

Strategic Management Principle

To be a real winner, a strategy must

1.Fit the enterprise’s internal and external situation

2.Build sustainable competitive advantage

3.Improve company performance