strategic management

1. Strategic Management @ 2014
Wai chamornmarn
03 การจัดการเชิงกลยุทธ์

2. Strategic Management @ 2014
Strategic Management

3. Strategic Management @ 2014
What was Strategic Management again?
• Goal: sustained competitive advantage
• Connection between:
– the firm’s internal sources
(“resources and capabilities”) and
– the external environment
(markets, regulation, institutions)
• Issues:
– business & product portfolio–diversification
– acquisitions & alliances
– entry barriers & imitation
– etc.

4. Strategic Management @ 2014
Strategic Management

5. Strategic Management @ 2014
กลยุทธ์

6. Strategic Management @ 2014
Development of the strategy fields

7. Strategic Management @ 2014
Strategy is ………..

8. Strategic Management @ 2014
Levels of strategy

9. Strategic Management @ 2014
• The determination of the long run goals and
objectives of an enterprise, the adoption of
courses of action and the allocation of
resources necessary for carrying out these
goals
Alfred Chandler, Strategy and Structure
Strategy
Alfred DuPont Chandler Jr.

10. Strategic Management @ 2014
Strategy
• “ Strategy is the creation
of a unique and valuable
position, involving a
different set of activities,
making tradeoffs in
competing, and deciding
what not to do.”
• “creating fit among a
company‟s
activities.”(Porter 1996)

11. Strategic Management @ 2014
Strategy

12. Strategic Management @ 2014
The Schools of Strategy (developed from The Strategy Safari – Mintzberg, 1998)

13. Strategic Management @ 2014

14. Strategic Management @ 2014
Perspectives on strategy

15. Strategic Management @ 2014

16. Strategic Management @ 2014

17. Richard Whittington

19. Strategic Management @ 2014
The Basic Framework: Fundamentals of Strategy

20. Strategic Management @ 2014
The “art of strategy”: to find an advantaged competitive position in an attractive industry

21. Strategic Management @ 2014
Deriving “Generic Strategies” leading to competitive advantage and economic profit

22. Strategic Management @ 2014
Generic strategies

23. Strategic Management @ 2014
Generic strategies

24. Strategic Management @ 2014
Generic strategies

25. Strategic Management @ 2014
Generic strategies

26. Strategic Management @ 2014
กลยุทธ์เป็น Asymmetic Evolution

27. Strategic Management @ 2014

28. Strategic Management @ 2014
Strategy : Market-Industry symmetry
28
Customer &
Benefits
Competitive
Dynamics
Competitive
Space
Segment, Size
Channels
Strategic
Positioning
Value
Proposition
Industry
Structure
IndustryMarket
Perceptual
Space

29. Strategic Management @ 2014
Strategy as ( Industry) Revolution:

30. Strategic Management @ 2014
มุมมองของกลยุทธ์

33. Strategic Management @ 2014
กลยุทธ์เป็นการสังเคราะห์

34. Strategic Management @ 2014
John Boyd's Strategy in the 21st Century ...
strategies: you try to solve problems by .... Synthesis.
• J. R. Boyd, “the Essence of Winning and Losing,” 1995.
military strategist
กลยุทธ์เป็นการสังเคราะห์

35. Strategic Management @ 2014
VIDEO
( Toyota ……….- 10.30 )

36. Strategic Management @ 2014
Define the Problem

37. Strategic Management @ 2014
Strategic analysis

41. Strategic Management @ 2014
Strategic thinking - Strategic action

42. Strategic Management @ 2014
Strategy Perspectives

43. Strategic Management @ 2014
Strategy Tensions as Strategy Paradoxes

44. Strategy Synthesis Model
This form of debate is called
dialectical inquire
By using two opposite points of view,
the problem-solver attempts to arrive
at a
(1) better understanding of the
issue and
(2) a higher level resolution that
integrates elements of both the
thesis and the antithesis

45. A puzzle is a challenging problem with an optimal solution
Puzzles can be quite complex and difficult to analyze but there is
a best way of solving them
A dilemma is a vexing problem with two possible solution, neither
of which is logically the best
A trade-off is a problem situation in which there are many possible
solutions, each striking a different balance between two conflicting
pressures
A paradox is a situation in which two seeming contradictory
factors appear to be true at the same time
A paradox can be characterized as a „both-and‟ problem: one
factor is true and a contradictory factor is simultaneously true

46. Strategic Management @ 2014
As a dilemma
product I:
product II:
Level of
system
functionality
TimeCTSS FFS TC
dilemma

47. Strategic Management @ 2014
As a paradox
• Managing Contradictory Goals in organizations
– Social vs. financial
– Explore vs. exploit
– Learning vs. performance
• Both sides/values (Polarities) are interdependent pairs of values or points of
view. They need each other over time to gain and maintain performance. One
is not more important than the other.
• Each pole receives enough attention to maximize the upsides and minimize
the downsides.
• Dynamic balance; Leveraging; Creating virtuous cycles (go up) ; Balanced
over time

49. Strategic Management @ 2014
Canon as a Dialectic Company

50. Strategic Management @ 2014
What is the Problem

51. Strategic Management @ 2014
VIDEO
( Honda ……….- 10.30 )

52. Strategic Management @ 2014
Honda

53. Strategic Management @ 2014
Honda

54. Strategic Management @ 2014
Honda

55. Strategic Management @ 2014
Honda

56. Strategic Management @ 2014

57. Strategic Management @ 2014

58. Strategic Management @ 2014
Honda

59. Strategic Management @ 2014
Honda

60. Strategic Management @ 2014
Honda

61. Strategic Management @ 2014

62. Strategic Management @ 2014

63. Strategic Management @ 2014