Quản lý kinh doanh xây dựng CONSTRUCTION BUSINESS MANAGEMENT CHƯƠNG 1 TỔ CHỨC DOANH NGHIỆP XÂY DỰNG VÀ CÁC VẤN ĐỀ PHÁP LÝ CÁC LOẠI HÌNH DOANH NGHIỆP The legal establishment of businesses CHAPTER 2 CONSTRUCTION BUSINESS STRATEGY STRATEGIC PLANNING Key learning goals: 1. Definition and levels of strategy 2. The general strategic management process 3. Strategy analysis 4. Indentify, select, and formulate the strategies 5. Formulating business level strategy 6. Strategy implementation and monitoring 7. Six types of crisis in a business 8. The contingency plans to solve these crisis problems 9. Examples
CONSTRUCTION BUSINESS MANAGEMENT PhD Thu Anh Nguyen CHAPTER CONSTRUCTION BUSINESS STRATEGY & STRATEGIC PLANNING CHAPTER CONSTRUCTION BUSINESS STRATEGY & STRATEGIC PLANNING REFERENCE Chapter 4, Business Organization for Construction, Chris March, 2009, Taylor & Francis Chapter 5, Construction Business Management, Nick B Ganaway, 2006, Elservier Ltd LEARNING GOALS Key learning goals: Definition and levels of strategy The general strategic management process Strategy analysis Indentify, select, and formulate the strategies Formulating business level strategy Strategy implementation and monitoring Six types of crisis in a business The contingency plans to solve these crisis problems Examples Strategy and Strategic Planning -What is strategy? • Strategy formerly refers to planning and managing an operation for a particular purpose such as in a war • A business’s strategy is the pattern of decisions and actions that are taken by the business to achieve its goals • A business may have a variety of goals or objectives, but for many businesses, the major goal is to improve performance so that profits increase through designing and implementing strategies Strategy and Strategic Planning -What is strategy? What is our current situation? What we want future situation to be? What might inhibit us? What actions should we take to accomplish our objectives? Strategies in Brief COMPANY STRATEGIC PRINCIPLE America Online Consumer connectivity first—anytime, anywhere Dell Be direct eBay Focus on trading communities General Electric Be number one or number two in every industry in which we compete, or get out Southwest Airlines Meet customers’ short-haul travel needs at fares competitive with the cost of automobile travel Vanguard Unmatchable value for the investor-owner Wal-Mart Low prices, every day Source: Arit Gadiesh and James Gilbert, “Frontline Action,” Harvard Business Review, May 2001, p 74 Strategy and Strategic Planning -What is strategy? Assessing strengths and weaknesses Strategy Planning PROVIDES Analyzing the external environment Forecasting the future Selecting objectives and action plans Strategy and Strategic Planning -What is strategy? Create a strategic management mind-set Strategy Planning PURPOSES Reduce risk while improving profitability Improve decision making Basic for managing the company Strategy and Strategic Planning -Levels of strategy (Chris March, 2009) Strategy and Strategic Planning -Levels of strategy Type of strategy Brief explanations Examples of such a strategy Functional strategy Strategies of the functional level developed to improve the efficiency of a business operations It is also called operational strategy Marketing strategy HR strategy Production strategy R&D strategy … Business strategy Plans a company uses to gain competitive advantage over competitors in a market It is unlikely that a company can serve an entire market all the time Therefore a company must decide which parts of the market to aim at and how to be different from competitors Cost leadership strategy Differentiation strategy Focus strategy Withdrawal strategy Market penetration strategy New product development strategy … Corporate strategy Strategies aimed at the long-term development of the organization For example, a company may consider where it will be in 10 years time and how it manages to get there Internal development strategy Takeover and merger strategy Strategic alliances … 4.4 Michael Porter’s Generic Strategies 4.4 Michael Porter’s Generic Strategies 4.4 Michael Porter’s Generic Strategies Cost Leadership –Low-cost competitive strategy –Broad mass market –Efficient-scale facilities –Cost reductions –Cost minimization Differentiation –Broad mass market –Unique product/service –Premiums charged –Less price sensitivity 4.4 Michael Porter’s Generic Strategies Focus means producing products and services that fulfill the needs of small groups of consumers There are two types of focus strategies • a A low-cost focus strategy offers products or services to a small range (niche) of customers at the lowest price available on the market • b A best-value focus strategy offers products to a small range of customers at the best price-value available on the market This is sometimes called focused differentiation 4.4 Michael Porter’s Generic Strategies Risks of Cost Leadership Risks of Cost Leadership Cost leadership is not sustained: • Competitors imitate.is not Cost leadership • Technology sustained:changes • Other bases for cost • Competitors imitate leadership erode • Technology changes Proximity in differentiation is • Other bases for cost lost Cost focusers achieve even leadership erode lower cost in segments Proximity in differentiation is lost Cost focusers achieve even lower cost in segments Risks of Differentiation Risks of Differentiation Differentiation is not sustained: Differentiation is not • Competitors imitate sustained: • Bases for differentiation become less important to • Competitors imitate buyers • Bases for differentiation Cost proximity is lost become less important Differentiation focusers achieve to greater differentiation in even buyers segments Cost proximity is lost Differentiation focusers achieve even greater differentiation in segments Risks of Focus of Focus TheRisks focus strategy is imitated: TheThe target segment becomes target segment structurally unattractive: becomes structurally • Structure erodes unattractive: • Demand disappears • Structure erodes Broadly targeted competitors • Demand disappears overwhelm the segment: • The segment’s Broadly targeted differences from overwhelm other competitors segments narrow the segment: • The advantages of a • The broad linesegment’s increase differences from other New focusers subsegment the industry segments narrow • The advantages of a broad line increase New focusers sub segment the industry The Quantitative Strategic Planning Matrix (QSPM) • Quantitative Strategic Planning Matrix (QSPM) – objectively indicates which alternative strategies are best – uses input from Stage analyses and matching results from Stage analyses to decide objectively among alternative strategies The Quantitative Strategic Planning Matrix (QSPM) Strategic Management: A Competitive Advantage Approach, Concepts and Cases, Fred R David, Jan 8, 2012 Steps in a QSPM Make a list of the firm’s key external opportunities/threats and internal strengths/weaknesses in the left column of the QSPM Assign weights to each key external and internal factor Examine the Stage (matching) matrices, and identify alternative strategies that the organization should consider implementing Steps in a QSPM (cont.) Determine the Attractiveness Scores (AS) Compute the Total Attractiveness Scores Compute the Sum Total Attractiveness Score Positive Features of the QSPM • Sets of strategies can be examined sequentially or simultaneously • Requires strategists to integrate pertinent external and internal factors into the decision process • Can be adapted for use by small and large for-profit and nonprofit organizations Limitations of the QSPM • Always requires intuitive judgments and educated assumptions • Only as good as the prerequisite information and matching analyses upon which it is based A QSPM for a Retail Computer Store Strategic Management: A Competitive Advantage Approach, Concepts and Cases, Fred R David, Jan 8, 2012 A QSPM for a Retail Computer Store Strategic Management: A Competitive Advantage Approach, Concepts and Cases, Fred R David, Jan 8, 2012 Implementing Strategy Tools • • • • Leadership Structural design Information and control systems Human resources Environment Tools for Putting Strategy into Action Organization Leadership Persuasion Motivation Culture/values Strategy Structural Design Organization Chart Teams Centralization Decentralization, Facilities, task design Human Resources Recruitment/selection Transfers/promotions Training Layoffs/recalls Information and Control Systems Pay, reward system Budget allocations Information systems Rules/procedures Performance ... gây áp lực lên doanh nghiệp châu Á – Access 24 /3 /20 15 http://kinhdoanh.vnexpress.net/tin-tuc/ebank/ngan-hang/dola-manh-gay-ap-luclen-doanh-nghiep-chau-a-3131538.html .. .CHAPTER CONSTRUCTION BUSINESS STRATEGY & STRATEGIC PLANNING REFERENCE Chapter 4, Business Organization for Construction, Chris March, 20 09, Taylor & Francis Chapter 5, Construction Business Management, ... 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