MJF7 Strategy concepts overview <ul><li>1. Basic concepts of strategy and SWOT analysis (Jan 17) </li></ul><ul><li>2. Reso...
Objective <ul><li>To share the common ground among students in terms of the conceptual framework of strategy </li></ul>
MJF7 Strategy concepts overview (1): Basic concepts of strategy and SWOT analysis
Corporate environments and corporate/business strategies Exogenous environment Advancement of IT Deregulation Global compe...
1-1. Interaction between exogenous and endogenous environments: Strategy <ul><li>Strategy :  </li></ul><ul><li>A pattern o...
1-2. Interaction between exogenous and endogenous environments: Performance <ul><li>Performance = Expectation vs. actual  ...
2. SWOT analysis: Overview <ul><li>Exogenous environment: Uncontrollable conditions except in case of successful political...
2-1. Exogenous environment <ul><li>Demographic </li></ul><ul><li>Economic </li></ul><ul><li>Political/legal </li></ul><ul>...
2-1. Exogenous environment
2-1. Exogenous environment analysis: Five forces model Porter’s five forces model of environmental “threats” Level of thre...
<ul><li>Threat of entry = f (the cost of entry) </li></ul><ul><ul><li>EOS+capital requirement </li></ul></ul><ul><ul><li>P...
<ul><li>Threat of buyers </li></ul><ul><ul><li>Limited number </li></ul></ul><ul><ul><li>Large volume of purchase </li></u...
2-2. Opportunities in industry environments <ul><li>Fragmented industry => Consolidation </li></ul><ul><li>Emerging indust...
2-3. Interaction between exogenous and endogenous environments: SWOT Analysis <ul><li>Exogenous O and T <= 5 forces model ...
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Strategy concepts overview (1)

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Strategy concepts overview (1)

  1. 1. MJF7 Strategy concepts overview <ul><li>1. Basic concepts of strategy and SWOT analysis (Jan 17) </li></ul><ul><li>2. Resource based view of the firm (Jan 19) </li></ul><ul><li>3. Competitive, cooperative, and global strategies, (Jan 26) </li></ul><ul><li>4. Integration of SWOT analysis and VRIO framework </li></ul>
  2. 2. Objective <ul><li>To share the common ground among students in terms of the conceptual framework of strategy </li></ul>
  3. 3. MJF7 Strategy concepts overview (1): Basic concepts of strategy and SWOT analysis
  4. 4. Corporate environments and corporate/business strategies Exogenous environment Advancement of IT Deregulation Global competition Pre-market competition and de facto standard Shift of customer demands and/or technologies Shift of the rules of the game Value chain reconfiguration Intellectual property protection Endogenous resources Human resources Knowledge/ Technologies Financial resources Strategy Performance • Economic performance • Social performance Key issues in strategy: Top management Strategic intent Value chain reconfiguration Competitive advantage Core competence Diversification Alliance Entrepreneurship Intellectual property R&D Mfg. t Sales Eng.
  5. 5. 1-1. Interaction between exogenous and endogenous environments: Strategy <ul><li>Strategy : </li></ul><ul><li>A pattern of resource allocation that enables firms to maintain or improve their performance. </li></ul><ul><li>Actions that the firm takes to neutralize threats and to exploit opportunities while capitalizing on its strengths and avoiding or fixing its weaknesses. </li></ul>
  6. 6. 1-2. Interaction between exogenous and endogenous environments: Performance <ul><li>Performance = Expectation vs. actual </li></ul>Firm X Firm Y Firm Z Firm A Workers A A B B Wages A A B B Performance B A A B
  7. 7. 2. SWOT analysis: Overview <ul><li>Exogenous environment: Uncontrollable conditions except in case of successful political strategies </li></ul><ul><li>Endogenous environment: Controllable resources </li></ul>
  8. 8. 2-1. Exogenous environment <ul><li>Demographic </li></ul><ul><li>Economic </li></ul><ul><li>Political/legal </li></ul><ul><li>Sociocultural </li></ul><ul><li>Technological </li></ul><ul><li>Global/regional (See matrix) </li></ul><ul><li>Industrial (Porter’s five forces model) </li></ul>
  9. 9. 2-1. Exogenous environment
  10. 10. 2-1. Exogenous environment analysis: Five forces model Porter’s five forces model of environmental “threats” Level of threat in an industry Threat of suppliers Threat of buyers Threat of entry Threat of rivalry Threat of substitute
  11. 11. <ul><li>Threat of entry = f (the cost of entry) </li></ul><ul><ul><li>EOS+capital requirement </li></ul></ul><ul><ul><li>Product differentiation </li></ul></ul><ul><ul><li>Cost disadvantages independent of scale </li></ul></ul><ul><ul><ul><li>technology, knowledge, unique access to resources, locations, learning curve, deterrence </li></ul></ul></ul><ul><li>Threat of suppliers = bargaining power </li></ul><ul><ul><li>Limited numbers </li></ul></ul><ul><ul><li>Not substitutable </li></ul></ul><ul><ul><li>Not the significant customer </li></ul></ul><ul><ul><li>Critical to your business </li></ul></ul><ul><ul><li>Forward integration </li></ul></ul>
  12. 12. <ul><li>Threat of buyers </li></ul><ul><ul><li>Limited number </li></ul></ul><ul><ul><li>Large volume of purchase </li></ul></ul><ul><ul><li>Backward integration </li></ul></ul><ul><li>Threat of substitutes </li></ul><ul><li>Threat of rivalry among competitors </li></ul><ul><ul><li>Large numbers </li></ul></ul><ul><ul><li>Same size with the same influence </li></ul></ul><ul><ul><li>Slow industry growth </li></ul></ul><ul><ul><li>Lack of product differentiation </li></ul></ul><ul><ul><li>Productive capacity only to be added in large increments </li></ul></ul>
  13. 13. 2-2. Opportunities in industry environments <ul><li>Fragmented industry => Consolidation </li></ul><ul><li>Emerging industry => First-mover advantages </li></ul><ul><li>Mature industry => Product refinement, investment in service quality, process innovation </li></ul><ul><li>Declining industry => Leadership, niche, harvest, divestment </li></ul><ul><li>International industry => multinational, global, transnational </li></ul>
  14. 14. 2-3. Interaction between exogenous and endogenous environments: SWOT Analysis <ul><li>Exogenous O and T <= 5 forces model </li></ul><ul><li>Endogenous S and W <= VRIIO model </li></ul><ul><li>The match between environmental opportunities and internal resources lead to “successful” strategy formulation and implementation. </li></ul>
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