Phân tích tầm quan trọng của xây dựng chiến lược cho doanh nghiệpe

When performing strategic management, leaders of enterprises or organizations need to identify the importance of the business environment or operating environment, clearly identify the f

Phân tích tầm quan trọng của xây dựng chiến lược cho doanh nghiệp

To answer the above question, first of all, we should understand what strategic

management is, the role and importance of strategy for the success or failure of a

business

Before regionalization and globalization trends of economy in the world, businesses of every country are facing the business environment which is more complicated, volatile and potentially continuous variables appear unexpected incidents, including threats and opportunities and challenges for every business, every organization in every economy Therefore, managers at all levels must always find new solutions to help organizations adapt to the conditions of the operating environment in order to maintain and enhance the competitiveness to achieve effective long-term targets and essential needs when

performing their business

When performing strategic management, leaders of enterprises or organizations need to identify the importance of the business environment or operating environment, clearly identify the factors inside and outside which will influence to the operations, to

determine the tasks to be completed, the objectives to be achieved; simultaneously, to decide the right strategy for implementation to ensure that the business or organization surviving and developing in long term effectively

Today, strategic management has become central tasks, creating a breakthrough in

business administration of many companies and many leading economic corporations of the developed countries in the world and in the global market It also helps the newly industrialized countries the gap compared with developed countries quickly; at the same time, it is also a tool to help businesses of these countries have been increasingly strong

an important role in helping the economy of developing countries may rise to rapid integration into regional and the global markets in future

In fact, every business, every organization, every economy has its own characteristics, there are strengths and certain weaknesses than its competitors and is influenced by environmental factors the tendencies and different levels So, depending on the specific situation, the strategic management of each enterprise or each organization based on specific characteristics to strategic management in a flexible manner Any rigid

machinery in strategic management are brought to the failures

What is Strategic Management?

Depending on the aspect of interest, the researchers launched their own definition of the concept of " strategic management ", from my opinion, in the business, Strategic

management is the process of environmental analysis, the development of general

direction of the organization, choosing the appropriate strategy, implementation and evaluation of decisions to help organizations adapt to the environment always

In the field of business administration, the concept clarifies the definition of strategic management process, including the basic stages that managers need to make when deciding to invest in production - business in the national or international market:

+ Analysis of business environment

• Analyze the opportunities and the risks or potential risks of the external environment

• Analysis of strengths and weaknesses in internal organization compared with each major competitor

+ Forms of business strategy

• Develop general direction of the organization as: Form a business philosophy,

determine standards of ethics and social responsibility in strategic management, define the organization's mission and long -term goals, the growth target

• Decide to choose strategies to adapt to the environment inside and outside the

+ Strategy implementation

• Establishing organizational structure adapts to the chosen strategy

• Development of policies and action programs

• Operations strategy implementation process

• Develop a sustainable organizational culture

+ Strategy evaluation and adjustment:

• Identification of strategic adaptation to the environment

• Supervise direct or indirect activities

• Measure and evaluate the results of the process

• Make adjustments as needed

Although strategy management including the mentioned above basic stages: but in reality, each stage in the process is not independent, they have close relationships with each other or perform intertwined, any replacement a step change in particular will also affect the other stages in the process

Management strategies include decisions and activities to help organizations to form and maintain appropriate benefits to the business environment Therefore, the strategic management should promptly evaluate changes in the strengths and weaknesses of the business compared to competitors and in relation to the change of the opportunities and risks the external environment The maintenance of adaptation between business

conditions demand environment is needed to maintain competitiveness in the market So, when the environment inside and outside are changing, managers need to adjust their content needed in the process to ensure operational adaptability in strategic management Strategic management right will bring many benefits to organizations and businesses, according to my personal opinion, there are three basic benefits below of strategic

management:

In recent decades, strategic management has been widely implemented in many types of organizations, many different types of businesses in developed countries, the newly

industrialized countries and started spreading to developing countries development on a world scale The main reason of this problem is the management of the organization, the types of businesses realize the benefits of strategic management for the survival and long-term development of the organization Some basic benefits of strategic management is:

+ Strategic Management helps organizations clearly oriented strategic vision, mission and long-term goals

Indeed, want strategic management effectively, organizations must manage information systems environment and business operating environment Based on this platform, administrators can predict the trends of environmental factors and determine where the company should go to in the future, what can be done to achieve lasting success

When developing clear direction and goals of the organization, the management and executive levels easy mutual understanding, and implementation efforts to achieve the task desired In fact, this was much senior executives of companies in the industrialized countries discussed in several workshops For example, since the early 1990s, the senior executives of the company, Rockwell International has said that management strategies for managers at all levels and members of the company proficient in their business on the world market, we need to know where they go in the long term, to know how to identify the task amid fierce competition taking place on the global market

+ Strategic Management helps managers proactively in the decision to exploit

opportunities in time and prevent or limit the risks of the external environment and promote the strengths and reduce the weaknesses in internally

The business environment is always unexpected changes, can create opportunities or risks for the operation of the business If strategic management, the environment will be closely monitored, administrators have the ability to make proactive decisions For example, when forecasting opportunities appear likely, administrators preparing plans to capture the situation allows; or predicting the likelihood of risk, administrators can proactively impact on the environment to reduce risk or initiative to dodge On the other hand, the strengths and weaknesses always exist in organizations; if not strategic

management, the members of the company easy to be satisfied with what existing

strengths will quickly become weak and at risk of exploitation competition Conversely,

if strategic management, information systems organizations are reviewing strengths and weaknesses to the facility administrator has strengths to take advantage of increased competitiveness, while reducing plan weaknesses in order to minimize risk For example, decentralization, decentralization extensively in strategic management process will create conditions for developing the creative abilities of the members of the organization, or strategies and use rational treatment workers basis to attract talent, promote employee loyalty to the organization

At the same time, the strategic management process, managers will monitor the changes

of business environment and adjust strategy as necessary Therefore, strategic

management will help companies always have a good strategy, adapt to the environment; this is particularly important in the context of the business environment is increasingly complex, constantly changing and fiercely competitive place on a global scale

+ Strategic Management helps enterprises achieve economic efficiency - high society than no management strategy

The study shows that in the U.S., the company implemented strategic management often achieve profitability, high market shares than the company strategic management At the same time, productivity and efficient use of resources increases over time This may prove to be so in the process of strategic management, business environment is always monitored, administrators conditional decisions are effective and adaptable environment

Practical examples of success in strategy management of Vinamilk.

During 2010, over a range of mass media information about the outstanding success of the Vietnam Dairy Products Joint Stock Company (Vinamilk): is the first representative

of Vietnam in the top 200 Asian business in 2010 voted by Forbes Asia magazine

Vinamilk also ranked by Vietnam Report (VNR) as top 5 largest private enterprises in Vietnam In addition, Nielsen Singapore have also been classified as one of 10 brands consumers love most Vietnam - which if alone Vinamilk beverage industry is ranked No

Many awards, a lot of success, but why Vinamilk achieve outstanding development? There are many factors, but high achievement throughout Vinamilk than it is to identify a right investment strategy and reasonable steps from the beginning time of establishment

Investment in technology and products development

Ms Mai Kieu Lien, Chairman, Chief Executive Officer, said Vinamilk, established in

1976 to nearly 35 this year Vinamilk development and branding From 3 factories

specialized in producing milk “Thong Nhat”, “Truong Tho”, “Dielac”; Vinamilk has not stopped building distributed systems and products To date there are over 200 items Vinamilk milk and dairy products such as milk, milk powder for children and adults, nutrition powder, fresh milk, flavored milk, yogurt, soy milk, cream or cheese - cheese, fruit juice, soft drinks With proper orientation, dairies: Hanoi, Binh Dinh, Can Tho, Saigon, respectively Nghe An introduction to processing, production of milk

Thanks to business reputation, basically, dairy products Vinamilk far has covered market

in the country from urban to rural and mountainous areas Motto namely, to make a good product, high quality, scientifically tested and the fact that will persuade consumers To achieve this purpose, Vinamilk ongoing effort to ensure at the same 3 core issues, such as quality - price - service style Can confirm that, namely, Vinamilk is one of domestic firms but the investment in production and processing technology as good as other

leading dairy enterprises in the world

Orientation in time to come, expected in August 2011 Vinamilk will bring the plant into operation in Da Nang with an investment of $ 30 million, there are two items yogurt and milk At the end of 2012, there are 2 huge plants: water milk factory in Binh Duong Province with an investment of $ 120 million (an initial capacity of 400 million liters per year, phase 2 is 800 million liters), and plant milk powder for children with a capacity of 55,000 tons / year with an investment of over $ 100 million (end of 2012 will go into operation) The objective end of 2011, Vinamilk will become the company $ 1 billion

revenue target by 2017 and Vinamilk will make the top 50 largest dairy companies in the world with revenue of $ 3 billion / year

Investment in brand building and market expansion

This is the area 's outstanding performance, the most effective of Vinamilk Vinamilk always pay attention to studies of regional markets, each consumer habits, each age, gender, to grow its retail network and promote each item for each item in each area, local different methods

In 2010, Vinamilk production increased to 35 %, revenue reached more than 16,000 billion dong This is achieved by applying Vinamilk business reforms, reorganizing the market Vinamilk factors make successful business strategy and government are

controlled retail outlets Not only in the domestic market, Vinamilk also reaches overseas markets, including the difficult markets such as the USA, Australia, Cambodia, Laos, Philippine, Middle East Vinamilk is one of the joint stock company doing the most effective, holding nearly 40 % market share of the milk market in Vietnam

Practical examples of failure lessons in strategy management of Kodak

For years, the Kodak name is synonymous with the image but after 131 years, Eastman Kodak preparing to fade in history What happened? The recent report shows that the situation is bleak and bankruptcy may be inevitable So in essence, what Kodak made a mistake?

Failure 1: Kodak missed the era of information technology

It can be said that the most important step in any strategy is the strategic choice of the first method Right from the early stages in the company's history, Kodak has applied rational thinking strategies for the production and sales of cameras and film Kodak uses

razor blades strategy: companies with low price to sell cameras and film fueling growth and profitability of the business that Kodak became heavily dependent on high profits from the movie and more at attention to the device

Difficulty arose in 1984 when the Japanese company Fuji Kodak invasive market share with customers switching to their products after launching Fuji color film cheaply than

20 % of Kodak Kodak 's response is " they do not believe the American people will buy

a different kind of movie."

Second, the late 1980s ushered in a new outlook on business for Kodak, the company has failed to recognize the changes ahead Instead, Kodak almost committed suicide with by sticking with a business model is no longer effective in the post- digital era And when change occurs, the problem is too little too late Kodak Daniel A Carp, Kodak's CEO at that time there were moments that smoothly analysts derided at the time as " strategic plan sudden epiphany " launched in late May 9/2003 to replace the silver-coated film, the core business of Kodak, with digital technology is now fully fledged development

Kodak lacks innovation strategy leads to misinterpretation and workflows that their careers are not company activities that capture the fundamental shift towards the digital era Instead of venturing into a promising new field, to preserve his company with the processes and policies that uphold the old profit

Failure 2: The pivotal key requires measures

Even when building business strategies still differ about how to make the best strategic change Change is the only thing that happens in life and not stop so managers need accurate measures capture how to implement strategic change Kodak 's case

demonstrates the application of wrong can be devastating ability to adapt to changing how businesses

Kodak's market became alert to early 1981 when Sony Mavica statement released, digital camera film can not display images on the TV screen and the photos can be printed out

on paper Although management is more interested in the life of silver - halide

technology and "it brings fear to the company ", many people still find it hard to believe

in something that does not bring much profit as drama systems

Kodak CEO agreed that the pace of technological change requires faster action but Kodak still believe in the future of where technology Kodak silver - halide can "fit with the new technology."

Digital era has shaken the industry to take pictures but Kodak failed to make decisive changes After working 35 years and 5 years to Kodak CEO Daniel A Carp evident implicitly acknowledged that although he has identified a critical threat from digital technology with 131 -year-old company, he acted too slowly and too late

Failure 3: The Paradox between Market & Human Resources in strategy

management

What is the true source of competitive advantage? A company have to re- position

themselves or not to understand the advantage of a changing market and should adhere to their natural resources The organization should analyze the diverse aspects of the

relationship between resources and activities exist in a business

Kodak has failed to reference his strategy with that

The problem seems simple, capable Kodak film and paper, chemical and processing images but new technology era was different: it is based on technology It was not the first time Kodak tried to find a future for himself beyond the core business of their movies By adopting market-based perspective, Kodak expanded product selection in an effort to slowly convert the company into a new digital era

As markets change quickly around Kodak, the company began considering which

functions should be developed to support the new demands of the market based on consumers Market structure has changed and Kodak, along with the other traditional film production to have been a part of the segment end user

With more than half of the companies applied traditional financial razor model quickly disappeared with the strong decline in revenue from the movie continuity, new silver - halide post- technological world which depends on convincing the mass market to print

hard copies of digital photos The result is the screens production (eg HP, Canon, Epson, Dell, Lexmark), the competitors internet 1(like Snapfish and Shutterfly) and the

traditional photo developing (Fuji, Agfa, Konica Minolta) must compete to establish the leading position in the digital movement in the market in 2005

The method is based on the market in this new era is heavily dependent on winning a competition is not consistent with competitiveness and flexibility of the company on the market While the traditionally pictures pie is divided between Kodak and Fuji who holds

a majority, still has more than a dozen other companies with the financial capacity / size

of the array of technical and other professionals seeking to capture market share from the opportunity to wash digital photos

Failure 4: Competition and Cooperation: Headache M & A Issues of Kodak

How should an organization respond to competitors is a paradox between competition and cooperation The use of Kodak's strategic network has been expanded Kodak were busy in an effort to reorganize radically and develop new capabilities through

acquisitions and divestments

Only in 2004, Kodak has completed the acquisition of Scitex Digital Printing and saled

of remote sensing systems for ITT Industries

Kodak also established strategic partnerships with Verizon Wireless under which Kodak Mobile service providers are always available for Verizon Wireless Later, the company also acquired the right to vote in Chinon Industries, through its Japanese affiliate, and also completed the acquisition of two business units from Heidelberger Druckmaschinen with a 50% stake in stake in half of NexPress Solutions and Heidelberg digital

Kodak photo array was not neglected after signing a financing agreement with GE

Global in August 2004 During an attempt to cope with the era of mobile communication technology, Kodak reached an agreement with Cingular Wireless and Nokia to develop services for mobile phones with cameras and acquisitions Algotec System,

Each one of the different organizations have been acquired in an effort to adjust or