DR. RAMON CORONA1 El Proceso de la Administración Estratégica CEIPA Colombia Agosto del 2005.
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DR. RAMON CORONA 1 El Proceso de la Administración Estratégica CEIPA Colombia Agosto del 2005
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Transcript of DR. RAMON CORONA1 El Proceso de la Administración Estratégica CEIPA Colombia Agosto del 2005.
DR. RAMON CORONA 1
El Proceso de la Administración Estratégica
CEIPA ColombiaAgosto del 2005
DR. RAMON CORONA 2
Las cinco tareas de la Administración Estratégica
1. Desarrollo de una visión estratégica y misión del negocio
2. Establecimiento de objetivos3. Crear una estrategia4. Poner en práctica y ejecutar la
estrategia de una manera eficiente y efectiva
5. Evaluar el desempeño y hacer ajustes al proceso
DR. RAMON CORONA 3
Desarrollo de visión y misión
¿Qué hacemos? ¿En qué negocio estamos?Misión: breve, realista concreta que todos la conozcan
¿Cuál es nuestra visión del futuro y dónde queremos estar en cinco años?
DR. RAMON CORONA 4
MISIÓN
Es lo que la empresa trata de lograr y en lo que intenta convertirse. La misión define el negocio de la empresa y provee una clara visión de lo que la empresa intenta lograr para sus clientes. Visión Estratégica: Visión de la Administración sobre el tipo de empresa que se intenta desarrollar y su posición competitiva. Comunicarla a todos los empleados
DR. RAMON CORONA 5
Establecer objetivos
Es convertir la misión del negocio en metas especificas de resultados.Obliga a la empresa a ser creativa Objetivos retadores pero realizablesMetas a corto y mediano plazo.Se requiere de todos los gerentes.Objetivos: Financieros (Tasa de retorno, crecimiento,
flujo, etc.) Estratégicos (posicionamiento de mercado,
% de mercado, reducir costos, imagen, ventajas competitivas, etc.)
DR. RAMON CORONA 6
Crear estrategias
Los Objetivos son los “fines” y las estrategias los “medios”. Estrategia es un grupo de acciones que los gerentes utilizan para alcanzar sus objetivos financieros y estratégicos. El crear una estrategia empieza con un diagnóstico sólido de la situación externa e interna de la empresa. Es una combinación de acciones planeadas y la adaptación de reacciones de acuerdo a los cambios que se presenten, a fin de lograr los objetivos.
DR. RAMON CORONA 7
LAS 3 TAREAS EN LA CREACILAS 3 TAREAS EN LA CREACIÓÓN N DE LA ESTRATEGIADE LA ESTRATEGIA
DR. RAMON CORONA 8
Visión estratégica de Delta
. . . . . . Queremos que Delta se convierta en LA LA
LINEA ALINEA AÉÉREA MUNDIAL POR EXCELENCIAREA MUNDIAL POR EXCELENCIA
DELTA AIRLINES
DR. RAMON CORONA 9
MUNDIAL,MUNDIAL, porque somos y queremos conservarnos como un competidor innovador, agresivo, ético y exitoso, que ofrece acceso al mundo a los estándares mas altos de servicio. Continuaremos buscando oportunidades de expansión hacia nuevas rutas y crear alianzas globales.
Visión estratégica de Delta
DELTA AIRLINES
DR. RAMON CORONA 10
Visión estratégica de Delta
LINEA AEREA,LINEA AEREA, porque pretendemos permanecer en el negocio que conocemos mejor – transporte aéreo y servicios relacionados. No nos desviaremos de nuestras raíces. Creemos en el potencial a largo plazo de la industria de la aviación y su crecimiento con utilidades, y continuaremos enfocando nuestro tiempo, atención, e inversiones en el mejoramiento de nuestra posición en ese ambiente de negocios.
DELTA AIRLINES
DR. RAMON CORONA 11
POR EXCELENCIA,POR EXCELENCIA, porque valoramos la lealtad de nuestros clientes, empleados e inversionistas. Para los pasajeros y embarcadores, continuaremos proveyendo el mejor servicio y valor agregado. Para nuestro personal, continuaremos ofreciendo un lugar de trabajo cada dia mas retador, rewarding, y orientado a resultados, reconociendo y apreciando sus contribuciones. Para nuestros accionistas, obtendremoss consistentes y superiores al mercado.
Visión estratégica de Delta
DELTA AIRLINES
DR. RAMON CORONA 12
Los tres elementos de la Visión
Use la misiónmisión como punto de partida
Desarrolle una visión estratégica visión estratégica que incluya los fines que se
pretenden
comuniquecomunique la visión de una manera clara clara y entusiasta entusiasta
DR. RAMON CORONA 13
Características de la MisiónDefine las actividades actuales de negociosEnfatiza los limites de los negocios actuales
Nos conduce hacia: Quienes somos, Que hacemos, y Hacia donde vamos
Es específica de la empresa, no genérica —a fin de darle una identidad propia
La misión de una empresa no es ganar dinero !La misión real es siempre: “Que haremos para ganar
dinero””
DR. RAMON CORONA 14
Definicion de Negocio
Una buena definición de negocios incluye tres factores Necesidades de los clientes – Que
satisfacemos? Grupos de clientes – Quien satisface sus
necesidades Uso de Tecnologías y competencias –
Como se entrega valor a los clientes
DR. RAMON CORONA 15
Enfoque amplio y cerrado
Amplio
Muebles
Telecomunicaciones
Bebidas
Entrega global de paqueteria
Viajes y Turismo
Cerrado Muebles de hierro fundido
para exteriores Servicio de teléfono de
larga distancia Bebidas gaseosas Servicio de entrega en 24
horas Cruceros al caribe
DR. RAMON CORONA 16
Misiones de Departamentos
Enfatizar
Rol y enfoque de actividades
La Dirección que se persigue
La Contribución a la misión de la empresa
DR. RAMON CORONA 17
Mission Statements ofFunctional Departments
HUMAN RESOURCESHUMAN RESOURCES To contribute to organizational success by developing effective leaders, creating high
performance teams, and maximizing the potential of individuals.
CORPORATE SECURITYCORPORATE SECURITY
To provide services for the protection of corporate personnel and assets through preventive measures
and investigations.
DR. RAMON CORONA 18
Characteristics of a Strategic Vision
Charts a company’s future strategic course
Defines the business makeup for 5 years (or more)
Specifies future technology-product-customer focus
Indicates capabilities to be developed
Requires managers to exercise foresight
DR. RAMON CORONA 19
Communicating the Vision
An exciting, inspirational vision Challenges and motivates workforce
Arouses strong sense of organizational purpose
Induces employee buy-in
Galvanizes people to live the business
DR. RAMON CORONA 20
Managerial Value of a Well-Conceived Strategic Vision and
Mission
Crystallizes long-term direction
Reduces risk of rudderless decision-making
Conveys organizational purpose and identity
Keeps direction-related actions of lower-level managers on common path
Helps organization prepare for the future
DR. RAMON CORONA 21
Establishing Objectives
Represent commitment to achieve specific performance targets by a certain time
Should be stated in quantifiable terms and contain a deadline for achievement
Spell-out how much of what kind of performance by when
Second Direction-Setting Task
DR. RAMON CORONA 22
Purpose of Objective-Setting
Substitutes results-oriented decision-making for aimlessness over what to accomplish
Provides a set of benchmarks for judging organizational performance
DR. RAMON CORONA 23
Two Types of Objectives Are Required
Outcomes that improve a firm’s
financial performance
Outcomes that strengthen a firm’s
competitiveness and long-term market
position
Financial Objectives Strategic Objectives
DR. RAMON CORONA 24
Examples: Financial Objectives
Achieve revenue growth of 10% per yearIncrease earnings by 15% annuallyIncrease dividends per share by 5% per yearIncrease net profit margins from 2% to 4%Attractive EVA performanceStronger bond and credit ratingsA rising stock price (outperform the S&P 500)Attractive increases in MVARecognition as a “blue chip” companyA more diversified revenue base
DR. RAMON CORONA 25
Examples: Strategic Objectives
A bigger market share
Quicker design-to-market times than rivals
Higher product quality than rivals
Lower costs relative to key competitors
Broader product line than rivals
Better e-commerce and Internet sales capabilities than rivals
Better customer service than rivals
Recognition as a leader in technology
Wider geographic coverage than rivals
DR. RAMON CORONA 26
Example: Corporate Objectives
Self-funding revenue growth of 15% annually.
An average return on assets of 13 to 15%.
An average return on shareholders’ equity investment of 16 to 18%.
A strong balance sheet.
Motorola (financial objectives)
DR. RAMON CORONA 27
Crafting a Strategy
An organization’s strategy deals with How to make the strategic vision a reality and
achieve target objectives The game plan for
Pleasing customers Conducting operations Building a sustainable competitive advantage
Strategy constitutes management’s business model for producing good profitability
Third Direction-Setting Task
DR. RAMON CORONA 28
Strategizing Involves HOW To
Achieve performance targets
Out-compete rivals and achieve a sustainable competitive advantage
Respond to changing market conditions and new customer requirements
Make the strategic vision a reality
DR. RAMON CORONA 29
Characteristics of Strategy-Making
Strategy is action-oriented
Strategy evolves over time
Strategy-making is a never-ending, ongoing task
DR. RAMON CORONA 30
Corporate Strategy
Business Strategies
Functional Strategies
Operating Strategies
Two-Way Influence
Two-Way Influence
Two-Way Influence
Corporate-Level Managers
Business-Level Managers
OperatingManagers
Functional Managers
Levels of Strategy-Making in a Diversified Company
DR. RAMON CORONA 31
Levels of Strategy-Making in a Single-Business Company
Business Strategy
Two-Way Influence
Two-Way Influence
Functional Strategies
Operating Strategies
Executive-Level Managers
OperatingManagers
Functional Managers
DR. RAMON CORONA 32
Functional Strategies
Game plan for a strategically-relevant function, activity, or business process
Details how key activities will be managed
Provide support for business strategy
Specify how functional objectives are to be achieved
DR. RAMON CORONA 33
What Do We Mean by“Corporate Social Responsibility?”
Conducting company activities within bounds of what is considered ethical and in public interest
Responding positively to emerging societal priorities and expectations
Demonstrating willingness to take needed action ahead of regulatory confrontation
Balancing stockholder interests against larger interest of society as a whole
Being a “good citizen” in community
DR. RAMON CORONA 34
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
DR. RAMON CORONA 35
Strategic Management Principle
A company’s strategy can’t
produce real market success
unless it is well-matched to
industry and competitive
conditions!
DR. RAMON CORONA 36
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
DR. RAMON CORONA 37
Hewlett-Packard’sBasic Values: “The HP Way”
Sharing firm’s success with employeesShowing trust and respect for employeesProviding customers with products or services of the greatest valueBeing genuinely interested in providing customers with effective solutions to their problemsMaking profit a high stockholder priorityAvoiding use of long-term debt to finance growthIndividual initiative, creativity, & teamworkBeing a good corporate citizen
DR. RAMON CORONA 38
A Firm’s Ethical Responsibilitiesto Its Stakeholders
Owners/shareholders – Rightfully expect some form of return on their investmentOwners/shareholders – Rightfully expect some form of return on their investment
Employees - Rightfully expect respect for their worth and devoting their energies to firmEmployees - Rightfully expect respect for their worth and devoting their energies to firm
Customers - Rightfully expect a seller to provide them with a reliable, safe product or serviceCustomers - Rightfully expect a seller to provide them with a reliable, safe product or service
Suppliers - Rightfully expect to have an equitable relationship with firms they supplySuppliers - Rightfully expect to have an equitable relationship with firms they supply
Community - Rightfully expect businesses to be good citizens in their communityCommunity - Rightfully expect businesses to be good citizens in their community
DR. RAMON CORONA 39
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?
DR. RAMON CORONA 40
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
DR. RAMON CORONA 41
ANALISIS INDUSTRIAL Y COMPETITIVO
“Analysis is the critical starting
point of strategic thinking.”
“Things are always different--
the art is figuring out which
differences matter.”
Kenichi Ohmae
Laszlo Birinyi
DR. RAMON CORONA 43
Role of Situation Analysis in Strategy-MakingMethods of Industry and Competitive AnalysisIndustry’s Dominant Economic TraitsIndustry’s Competitive ForcesDrivers of Industry ChangeCompetitive Positions of RivalsCompetitive Moves of Rivals Key Success FactorsConclusions: Overall Industry AttractivenessConducting an Industry and Competitive Analysis
Chapter Outline
DR. RAMON CORONA 44
What Is Situation Analysis?
Two considerationsCompany’s external or macro-environment Industry and competitive conditions
Company’s internal or micro-environment Competencies, capabilities, resource strengths
and weaknesses, and competitiveness
DR. RAMON CORONA 45
The Components of a Company’s Macro-Environment
Legislation and
Regulation
Societal Values
and LifestylesPopulatio
n
Demographics
Technology
The Economy at Large
COMPANY
Suppliers Substitutes
Buyers
NewEntrants
Rival Firms
IMMEDIATE INDUSTRY
AND COMPETITIVE ENVIRONMENT
DR. RAMON CORONA 46
Strategic Thinking and Analysis Leads to Good Strategic Choices
1. Industry’s dominant economic traits2. Nature of competition & strength of
competitive forces3. Drivers of industry change4. Competitive position of rivals5. Strategic moves of rivals6. Key success factors7. Conclusions about industry attractiveness
Assess Industry & Competitive Conditions
1. Assessment of company’s present strategy2. Resource strengths and weaknesses,
market opportunities, and external threats3. Company’s costs compared to rivals4. Strength of company’s competitive position5. Strategic issues that need to be addressed
Assess Company Situation
IdentifyStrategic Optionsfor the
Company
Select the Best Strategyfor the
Company
DR. RAMON CORONA 47
Key Considerations Regarding the Industry and Competitive Environment
Industry’s dominant economic traits
Competitive forces and strength of each force
Drivers of change in the industry
Competitor analysis
Key success factors
Conclusions: Industry attractiveness
DR. RAMON CORONA 48
What are the Industry’s Dominant Economic Traits?
Market size and growth rateScope of competitive rivalryNumber of competitors and their relative sizesPrevalence of backward/forward integrationEntry/exit barriersNature and pace of technological changeProduct and customer characteristicsScale economies and experience curve effectsCapacity utilization and resource requirementsIndustry profitability
DR. RAMON CORONA 49
The Experience Curve Effect
An experience curve exists when a company’s unit costs decline as its cumulative production volume increases because of
Accumulating production know-how
Growing mastery of the technology
The bigger the experience curve effect, the bigger the cost advantage of the firm with the largest cumulative production volume
DR. RAMON CORONA 50
Relevance ofKey Economic Features
Economic Feature
Market Size
Market growth rate
Capacity surpluses/shortages
Industry profitability
Entry/exit barriers
Product is big-ticket item for buyers
Standard products
Rapid technological change
Capital requirements
Vertical integration
Economies of scale
Rapid product innovation
Strategic Importance
Small markets don’t tend to attract new firms; large markets attract firms looking to acquire rivals with established positions in attractive industries Fast growth breeds new entry; slow growth spawns increased rivalry & shake-out of weak rivals
Surpluses push prices & profit margins down; shortages pull them up
High-profit industries attract new entrants; depressed conditions lead to exit
High barriers protect positions and profits of existing firms; low barriers make existing firms vulnerable to entry
More buyers will shop for lowest price
Buyers have more power because it’s easier to switch from seller to seller
Raises risk; investments in technology facilities/equipment may become obsolete before they wear outBig requirements make investment decisions critical; timing becomes important; creates a barrier to entry and exitRaises capital requirements; often creates competitive & cost differences among fully vs. partially vs. non-integrated firms
Increases volume & market share needed to be cost competitive
Shortens product life cycle; increases risk because of opportunities for leapfrogging
DR. RAMON CORONA 51
What is Competition Like and How Strong Are the Competitive Forces?
To identify Main sources of competitive
forces Strength of these forces
Key analytical tool Five Forces Model of
Competition
Objective
DR. RAMON CORONA 52
Five ForcesModel of Competition
Substitute Products(of firms in
other industries)
Suppliers of Key Inputs
Buyers
PotentialNew
Entrants
RivalryAmong
CompetingSellers
DR. RAMON CORONA 53
Rivalry Among Competing Sellers
Usually the most powerful of the five forcesThe big factor determining the strength of rivalry is how actively and aggressively are rivals employing the various weapons of competition in jockeying for a stronger market position and seeking bigger sales
Is price competition vigorous? Active efforts to improve quality? Are rivals racing to offer better
performance features? Are rivals racing to offer better
customer service? Lots of advertising/sales promotions? Active efforts to build a stronger
dealer network?
DR. RAMON CORONA 54
What Causes Rivalry to be Stronger?
Active jockeying for position among rivals and frequent launches of new offensives to gain sales and market share
One or more firms initiates moves to bolster their standing at expense of rivals
Lots of firms that are relatively equal in size and capabilitySlow market growthIndustry conditions tempt some firms to go on the offensive to boost volume and market shareCustomers have low costs in switching to rival brandsA successful strategic move carries a big payoffCosts more to get out of business than to stay in
DR. RAMON CORONA 55
Common Barriers to Entry
Sizable economies of scaleInability to gain access to specialized technologyExistence of strong learning/experience curve effectsStrong brand preferences and customer loyaltyLarge capital requirements and/or other specialized resource requirementsCost disadvantages independent of sizeDifficulties in gaining access to distribution channelsRegulatory policies, tariffs, trade restrictions
DR. RAMON CORONA 56
Competitive Force ofSubstitute Products
Substitutes matter when customers are attracted to the products of firms in other industries
Concept
Eyeglasses vs. Contact Lens Sugar vs. Artificial Sweeteners Newspapers vs. TV vs. Internet E-mail vs. Overnight Delivery
Examples
DR. RAMON CORONA 57
How to Tell Whether SubstituteProducts are a Strong Force
Sales of substitutes are growing rapidly
Producers of substitutes plan to add new capacity
Profits of producers of substitutes are up
DR. RAMON CORONA 58
Competitive Pressures From Suppliersand Supplier-Seller Collaboration
Whether supplier-seller relationships represent a weak or strong competitive force depends on Whether suppliers can exercise
sufficient bargaining leverage to influence terms of supply in their favor
Extent and competitive importance of collaborative partnerships between one or more sellers and their suppliers
DR. RAMON CORONA 59
Competitive Force of Buyers
Buyers are a strong competitive force when: They are large and purchase a sizable percentage of
industry’s product They buy in large quantities They can integrate backward Industry’s product is standardized Their costs in switching to substitutes or other
brands are low They can purchase from several sellers Product purchased does not save buyer money
DR. RAMON CORONA 60
Principle of Competitive Markets
Buyers are a stronger competitive force the more they have leverage to bargain over:
Price Quality Service Other terms and
conditions of sale
DR. RAMON CORONA 61
Strategic Implications of theFive Competitive Forces
Competitive environment is unattractive from the standpoint of earning good profits when:
Rivalry is strong
Entry barriers are lowand entry is likely
Competition from substitutes is strong
Suppliers and customers have considerable bargaining power
DR. RAMON CORONA 62
Competitive environment is ideal from a profit-making standpoint when:
Rivalry is moderate
Entry barriers are highand no firm is likely toenter
Good substitutes do not exist
Suppliers and customers are in a weak bargaining position
Strategic Implications of theFive Competitive Forces
DR. RAMON CORONA 63
Common Types of Driving Forces
Internet and e-commerce opportunities
Increasing globalization of industry
Changes in long-term industry growth rate
Changes in who buys the product and how they use it
Product innovation
Technological change/process innovation
Marketing innovation
DR. RAMON CORONA 64
Entry or exit of major firmsDiffusion of technical knowledgeChanges in cost and efficiencyMarket shift from standardized to differentiated products (or vice versa)Regulatory policies / government legislationChanging societal concerns, attitudes, and lifestylesChanges in degree of uncertainty and risk
Common Types of Driving Forces
DR. RAMON CORONA 65
Which Companies are in Strongest / Weakest Positions?
One technique for revealing the different competitive positions of industry rivals is strategic group mapping
A strategic group consists of those rivals with similar competitive approaches in an industry
DR. RAMON CORONA 66
Strategic Group Mapping
Firms in same strategic group have two or more competitive characteristics in common Sell in same price/quality range Cover same geographic areas Be vertically integrated to same degree Have comparable product line breadth Emphasize same types of distribution channels Offer buyers similar services Use identical technological approaches
DR. RAMON CORONA 67
Procedure for Constructing aStrategic Group Map
STEP 1: Identify competitive characteristics that differentiate firms in an industry from one another
STEP 2: Plot firms on a two-variable map using pairs of these differentiating characteristics
STEP 3: Assign firms that fall in about the same strategy space to same strategic group
STEP 4: Draw circles around each group, making circles proportional to size of group’s respective share of total industry sales
DR. RAMON CORONA 68
Example: Strategic Group Map of the Video Game Industry
Typ
es o
f V
ideo
Gam
e S
up
pli
ers/
Dis
trib
uti
on
Ch
ann
els
Overall Cost to Players of Video Games
Low(Coin-operated
equipment)
Medium (Video players
cost $100-$300)
High (Use PC)
Low(Coin-operated
equipment)
Low(Coin-operated
equipment)
Low(Coin-operated
equipment)
Low(Coin-operated
equipment)
Sony, Sega, Nintendo, several
others
Arcade operators Publishers
of games on CD-ROMs
MSN Gaming Zone, Pogo.com,
America Online, HEAT, Engage, Oceanline, TEN
DR. RAMON CORONA 69
Guidelines: Strategic Group Maps
Variables selected as axes should not be highly correlatedVariables chosen as axes should expose big differences in how rivals competeVariables do not have to be either quantitative or continuousDrawing sizes of circles proportional to combined sales of firms in each strategic group allows map to reflect relative sizes of each strategic groupIf more than two good competitive variables can be used, several maps can be drawn
DR. RAMON CORONA 70
Interpreting Strategic Group Maps
Driving forces and competitive pressures often favor some strategic groups and hurt others
Profit potential of different strategic groups varies due to strengths and weaknesses in each group’s market position
The closer strategic groups are on map, the stronger the competitive rivalry among member firms tends to be
DR. RAMON CORONA 71
What Strategic Moves Are Rivals Likely to Make Next?
A firm’s own best strategic moves are affected by Current strategies of competitors Future actions of competitors
Profiling key rivals involves gathering
competitive intelligence about their Current strategies Most recent moves Resource strengths and weaknesses Announced plans
DR. RAMON CORONA 72
Common Types ofKey Success Factors
Distribution-related
Marketing-related
Skills-related
Organizational capability
Other types
Technology-related
Manufacturing-related
Scientific research expertise; Product innovation capability; Expertise in a given technology; Capability to use Internet to conduct various business activities
Low-cost production efficiency; Quality of manufacture; High use of fixed assets; Low-cost plant locations; High labor productivity; Low-cost product design; Flexibility to make a range of products
Strong network of wholesale distributors/dealers; Gaining ample space on retailer shelves; Having company-owned retail outlets; Low distribution costs; Fast delivery
Fast, accurate technical assistance; Courteous customer service; Accurate filling of orders; Breadth of product line; Merchandising skills; Attractive styling; Customer guarantees; Clever advertising
Superior workforce talent; Quality control know-how; Design expertise; Expertise in a particular technology; Ability to develop innovative products; Ability to get new products to market quickly
Superior information systems; Ability to respond quickly to shifting market conditions; Superior ability to employ Internet to conduct business; More experience & managerial know-how
Favorable image/reputation with buyers; Overall low-cost; Convenient locations; Pleasant, courteous employees; Access to financial capital; Patent protection
