modelos de formulação estrategia-2015

Elsa Cardoso

2015

Modelos de Formulação de Estratégia

Conceitos fundamentais

Sistemas Informáticos de Apoio à Decisão II (SIAD I)

IGE, IGE-PL, MEI Ano lectivo 2015-2016, 2º semestre

Estratégia Corporativa (Corporate Strategy) vs. Estratégia de Negócio

(Business Strategy)

2015 [email protected] 3

Evolução do pensamento estratégico FONTE: [António, 2006, p. 20]

DO POSICIONAMENTO AO MOVIMENTO

Momento do Posicionamento (ou da adaptação): A estratégia está associada a uma adaptação ao meio envolvente que permita adquirir uma posição dominante face aos concorrentes, seguida de uma estratégia defensiva da vantagem competitiva; a estratégia é determinada de fora para dentro Porter (1985): - Estratégias genéricas que conduzem a uma posição dominate; - Cadeia de valor


Evolução do pensamento estratégico FONTE: [António, 2006, p. 20]

DO POSICIONAMENTO AO MOVIMENTO

Momento do Movimento (ou da intenção estratégica): Contexto de hiper-competição gerado pela procura de posições dominantes. Assume-se que uma vantagem competitiva está condenada a deteriorar-se e que a possibilidade de defesa de uma posição dominante é completamente ilusória. Num ambiente envolvente turbulento e incerto a única defesa é o movimento! Filosofia da intenção estratégica: A estratégia torna-se uma táctica de curto prazo consistindo em destabilizar permanentemente o sector a seu favor introduzindo novidades no mercado; a estratégia é determinada de dentro para fora; deixa de ser a adaptação à concorrência e passa a ser transformação e renovação Assume a existência de uma visão (ambiciosa e de longo prazo) e o desenvolvimento baseado numa carteira de competências core Para ser bem sucedida, a organização tem que conciliar vantagens competitivas múltiplas e não duráveis


Analyzing Business Strategy

Strategy as a link between the firm and its external environment

STRATEGY

THE FIRM

•  Goals and values

•  Resources and capabilities

•  Structure and systems

THE INDUSTRY ENVIRONMENT

•  Competitors

•  Customers

•  Suppliers

FONTE: [Grant, 2002]



The sources of superior profitability

CORPORATE STRATEGY

RATE OF RETURN ABOVE THE

COST OF CAPITAL

How do we make

money?

INDUSTRY

ATTRACTIVENESS

Which industries

should we be in?

COMPETITIVE ADVANTAGE

How should we

compete?

BUSINESS STRATEGY



CORPORATE STRATEGY


Defines the scope of the firm in terms of industries and markets in which it competes (what business or businesses should we be in?) Corporate decisions include: • Investment in diversification

• Vertical integration

• Acquisitions

• New ventures

• Al location of resources between the different business of the firm

• Divestments

BUSINESS STRATEGY

Is concerned with how the firm competes within a particular industry or market; how it intends to establish a competitive advantage over its rivals. (How should we compete?)



Analyzing Business Strategy FONTE: [Thompson et al., 2007, p. 8]

Identifying a company’s strategy: What to look for?



CORPORATE STRATEGY

“Corporate strategy is 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 define 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 non-economic contribution it intends to make to make to its shareholders, employees, customers, and communities.”

Kenneth Andrews The concept of corporate strategy. 1971, p. 13


Analyzing Business Strategy FONTE: [Grant, 2002, p. 24]



FROM THINKING STRATEGICALLY ABOUT THE COMPANY’S SITUATION AND CHOOSING A STRATEGY



THE COMPANY’S MACROENVIRONMENT

Modelo das 5 Forças de M. Porter

•  Propósito: analisar a actratividade de uma indústria

•  Aplicado à estratégia corporativa




5 FORCES MODEL OF COMPETITION (PORTER)

Modelo das Estratégias Genéricas de M. Porter

•  Estratégia de posicionamento para garantir vantagem competitiva

•  Aplicado à estratégia de negócio



Five Generic Competitive Strategies Source: [Thompson et al., 2007, p. 134]


Five Generic Competitive Strategies Source: [Thompson et al., 2007, p. 157]


Nelson António Estratégia organizacional - do posicionamento ao movimento Edições Sílabo, 2006 R. Grant Contemporary Strategy Analysis (4th Edition) Blackwell Publishers, 2002 Thompson, Strickland, Gamble Crafting and Executing Strategy - text and readings McGraw-Hill International Edition, 2007 Howard Rohm Building and Implementing a Balanced Scorecard: 9 Steps to Success – course notes 2001.

References

Blue Ocean Strategy

Blue Ocean Strategy Source: [Kim & Mauborgne, 2004]

21 2015 [email protected]


Represent all the industries in existence today (known market space) with well defined and accepted boundaries, and where the competitive rules of the game are well understood. Companies try to outperform their rivals in order to grab a greater share of existing demand. As the space gets more crowded, prospects for profits and growth are reduced. Products turn into commodities, and increasing competition turns the “water bloody”. BLUE OCEANS

RED OCEANS

Represent all the industries not in existence today (unknown market space), and therefore free of competition. Demand is created rather than fought over. There is ample opportunity for a profitable and rapid growth.



BLUE OCEANS

Two ways of creating a blue ocean: 1. Companies give rise to completely new industries (fewer cases)

Ebay 2. A blue ocean is created within a red ocean when a company alters the boundaries of an existing industry (most cases)

Cirque du Soleil

http://www.cirquedusoleil.com/world/pt/pt/index.asp



THE PARADOX OF STRATEGY

Most companies seem becalmed in their red oceans. Suggested explanation: corporate strategy is heavily influenced by its roots in military strategy Strategy metaphors: “chief executive officers”, “headquarters”, “troops”, “front lines” This description of strategy is all about red ocean competition. Its all about confronting an opponent and driving him off a battlefield of limited territory. In contrast, Blue ocean strategy, is about doing business where there is no competitor.



TOWARDS A BLUE OCEAN STRATEGY

1. Blue oceans are not about technology innovation Leading-edge technology is sometimes involved in the creation of blue oceans, but it’s not a defining feature. The secret is to link technology to what buyers value. 2. Incumbents often create blue oceans - and usually within their core business Most blue oceans are created within, not beyond, red oceans of existing industries. Examples: GM, Japanese automakers and Chrysler. 3. Company and industry are the wrong units of analysis The most appropriate unit of analysis for explaining Blue Oceans’ creation is the strategy move

4. Creating blue oceans builds brands

The set of managerial actions and decisions involved in making a major market-creating business offering



BLUE OCEANS:

1.  Creators of blue oceans do not play by traditional rules - they never use competition as a benchmark; they make competition irrelevant by creating a leap in value for both buyers and the company itself.

Defining Characteristics

2.  Creators of blue oceans reject fundamental principle of conventional strategy: that a trade-off exists between value and cost and that strategy is essentially a choice between differentiation and low cost; they pursue both simultaneously.



BLUE OCEANS: The Four Actions Framework


http://www.blueoceanstrategy.com/concepts/bos-tools/strategy-canvas/

Blue Ocean Strategy


Blue Ocean Strategy

http://www.blueoceanstrategy.com/concepts/bos-tools/3-tiers-of-noncustomers/ 47 2015 [email protected]

Blue Ocean Strategy

http://www.blueoceanstrategy.com/concepts/bos-tools/3-tiers-of-noncustomers/ 48 2015 [email protected]

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Strategy vs. Structure

2015 [email protected]

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Example 1


http://www.blueoceanstrategyaustralia.com.au/australian-innovations/featured-case-studies/cirque-du-soleil/

Blue Ocean Strategy: example 1


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Example 2


modelos de formulação estrategia-2015

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