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03 การจัดการเชิงกลยุทธ์ 2014
The document discusses strategic management and various frameworks for analyzing strategy. It defines strategic management as connecting a firm's internal resources and capabilities with the external environment to achieve sustained competitive advantage. It outlines different schools of strategic thought and generic strategies firms can pursue, such as cost leadership or differentiation. The document also discusses strategy as asymmetric evolution and balancing tensions and paradoxes through synthesis models. Overall, it provides an overview of key concepts in strategic management theory.
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- 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.
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- 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)
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- 12. Strategic Management @2014 The Schools of Strategy (developed from The Strategy Safari – Mintzberg, 1998)
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- 14. Strategic Management @2014 Perspectives on strategy
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- 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
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- 26. Strategic Management @2014 กลยุทธ์เป็น Asymmetic Evolution
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- 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
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- 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 )
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- 44. Strategy Synthesis Model Thisform 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 isa 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
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