Porter V Hamel

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Porter V Hamel

  1. 1. WHAT IS STRATEGY? GLOBAL BUSINESS STRATEGY 2001 Michael Porter & Gary Hamel
  2. 2. OPERATIONAL EFFECTIVENESS IS NOT STRATEGY <ul><li>OPERATIONAL EFFECTIVENESS IS NECESSARY BUT NOT SUFFICIENT </li></ul><ul><li>OE MEANS PERFORMING SIMILAR ACTIVITIES BETTER THAN RIVALS </li></ul><ul><li>STRATEGY MEANS PERFORMING DIFFERENT ACTIVTIES OR SIMILAR ACTIVITIES IN DIFFERENT WAYS </li></ul>
  3. 3. JAPANESE COMPANIES RARELY HAVE STRATEGIES <ul><li>MOST JAPANESE COMPANIES IMITATE & EMULATE ONE ANOTHER </li></ul><ul><li>THUS, OE IS WHAT DISTINGUISHES ONE FIRM FROM ANOTHER </li></ul><ul><li>HOMOGENIZATION OF COMPETITIVE ADVANTAGES </li></ul>
  4. 4. STRATEGY RESTS ON UNIQUE ACTIVITIES <ul><li>STRATEGY IS ACTING DIFFERENTLY THAN RIVALS DO </li></ul><ul><li>SO, STRATEGY IS NOT SERVING CUSTOMERS BUT SERVING THEM BETTER THAN OTHERS DO </li></ul><ul><li>STRATEGY IS PERCEIVING NEW POSITIONS TO WOO CUSTOMERS </li></ul>
  5. 5. STRATEGIC POSITIONS & GENERIC STRATEGIES <ul><li>GENERIC STRATEGIES </li></ul><ul><ul><li>1) COST LEADERSHIP </li></ul></ul><ul><ul><li>2) DIFFERENTIATION </li></ul></ul><ul><ul><li>3) FOCUS </li></ul></ul>
  6. 6. STRATEGIC POSITIONS BASED ON <ul><li>CUSTOMERS’ NEEDS (TRADITIONAL SEGMENT TARGETING) </li></ul><ul><li>CUSTOMERS’ ACCESSIBILITY (CARMIKE CINEMAS; CITIES < 200,000) </li></ul><ul><li>VARIETY OF A COMPANY’S PRODUCTS OR SERVICES (A CHOICE BASED ON PRODUCT/SERVICE, NOT CUSTOMER SEGMENT; JIFFY LUBE) </li></ul>
  7. 7. SUSTAINABLE STRATEGIC POSITION <ul><li>REQUIRES TRADE-OFFS </li></ul><ul><li>INCONSISTENCIES IN IMAGE & REP </li></ul><ul><li>DIFFERENT POSITIONS REQUIRE DIFFERENT ACTIVITIES (INFLEXIBLE) </li></ul><ul><li>LIMITS ON INTERNAL COORDINATION & CONTROL </li></ul>
  8. 8. FIT DRIVES COMPETITIVE ADVANTAGE & SUSTAINABILITY <ul><li>FIRST ORDER FIT IS CONSISTENCY BETWN EACH ACTIVITY (FUNCTION) </li></ul><ul><li>SECOND ORDER FIT WHEN ACTIVITIES ARE REINFORCING </li></ul><ul><li>THIRD ORDER FIT OCCURS WHEN OPTIMIZATION OF EFFORT (REDUCING REDUNDANCY & WASTE) </li></ul>
  9. 9. GENERAL MANAGEMENT’S ROLE <ul><li>DEFINING A COMPANY’S POSITION </li></ul><ul><li>MAKING TRADE-OFFS </li></ul><ul><li>FORGING FIT AMONG ACTIVITIES </li></ul><ul><li>THUS, PROVIDING LEADERSHIP </li></ul>
  10. 10. STRATEGY AS REVOLUTION By GARY HAMEL
  11. 11. STRATEGY AS REVOLUTION <ul><li>10 PRINCIPLES </li></ul><ul><li>9 ROUTES TO INDUSTRY REVOLUTION </li></ul>
  12. 12. 10 PRINCIPLES <ul><li>STRATEGIC </li></ul><ul><li>PLANNING ISN’T </li></ul><ul><li>STRATEGIC </li></ul>WHICH WORDS? <ul><li>Ritualistic </li></ul><ul><li>Reductionist </li></ul><ul><li>Extrapolative </li></ul><ul><li>Positioning </li></ul><ul><li>Elitist </li></ul><ul><li>Easy </li></ul>Inquisitive Expansive Prescient Inventing Inclusive Demanding
  13. 13. 10 PRINCIPLES <ul><li>2) STRATEGY MAKING MUST BE SUBVERSIVE </li></ul><ul><li>3) THE BOTTLENECK IS AT THE TOP OF THE BOTTLE </li></ul><ul><li>4) REVOLUTIONARIES EXIST IN EVERY COMPANY </li></ul><ul><li>5) CHANGE IS NOT THE PROBLEM; ENGAGEMENT IS </li></ul>
  14. 14. STRATEGY AS REVOLUTION <ul><li>6) STRATEGY MAKING MUST BE DEMOCRATIC </li></ul><ul><li>7) ANYONE CAN BE A STRATEGY ACTIVIST </li></ul><ul><li>8) PERSPECTIVE IS WORTH 50 IQ POINTS </li></ul><ul><li>9) TOP-DOWN & BOTTOM-UP ARE NOT ALTERNATIVES </li></ul><ul><li>10) YOU CAN’T SEE THE END FROM THE BEGINNING </li></ul>
  15. 15. 9 Routes to Industry Revolution Reconceiving a Product/service Greatly improve price/performance Separate form & function Achieve joy of use Redefining Market space Push bounds of universality Strive for individuality Increase accessibility Redrawing Ind Boundaries Rescaling industries Compress supply chain Drive convergence or blur boundaries
  16. 16. Porter vs. Hamel <ul><li>Porter is an American </li></ul><ul><li>a business economist </li></ul><ul><li>outside-in </li></ul><ul><li>analytical, structural & lineal </li></ul><ul><li>position in industry determines all </li></ul><ul><li>generic strategies </li></ul><ul><li>Hamel is English, trained in U.S. </li></ul><ul><li>trained as a strategist </li></ul><ul><li>inside-out </li></ul><ul><li>less analytical, lineal & structural </li></ul><ul><li>strategic intent & core competence </li></ul><ul><li>can’t predict </li></ul>

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