企业家身份商务战略Entrepreneurship06B

Entrepreneurship06•BusinessStrategythefunction+-:andxaretheretoletusknowthatvaluescanchangeonlythroughlearningandfunction”YOUWILLNEVERFAIL?•WhatifIsay...Causesofbusinessfailures•Youriskfailureswhenyou:•Startbusinesswiththewrongreasons•Dobadmanagement•Dobadmarketing•Don’tconsidercompetitors•Lackofcapital•Spendtoomuch•Choosethewronglocation•Gettoobigtoofast•Don’thaveawebsite?•HaveaBADBUSINESSPLAN!YOUNEEDTOKNOW!•Strategies...StrategicManagementWhatisStrategy?itisanARTinformulating,implementing,&evaluatingofdecisionsaccrossthedifferentfunctionswithinanorganizationtoachieveitsobjectivesStrategyadalahsenidalammenformulasikan,mengimplementasikandanmengevaluasiBerbagaikeputusanlintasfungsionalyangmemungkinkanorganisasimencapaitujuannya.What?formulateimplementevaluateHow?EnviromentalScanning•GatheringInformation•External:OpportunitiesandThreats•SocietalEnviromental:GeneralForces•TaskEnvironment:IndustryAnalysis•Internal:StrengthsandWeaknesses•Structure:ChainofCommand•Culture:Beliefs,expectations,values•Resources:Assets,skills,competence,knowledgeStrategyFormulating•DevelopingLong-rangePlansStrategyImplementation•PuttingStrategyintoACTION!EvaluationandControl•MonitoringPerformanceMissionReasonsforexistenceObjectivesWhatresultstoaccomplishbywhenStrategiesPlantoachievethemission&objectivesPoliciesBroadguidelinesfordecisionmakingProgramsActivitiesneededtoaccomplishaplanPerformanceActualresultsBudgetsCostofprogramsProceduresSequenceofstepsneededtodothejobHow?(prosesmanajemenstrategi)Feedback/Learning:MakecorrectionasneededStrategicManagementEconomicSocialCulturalDemographicEnvironmentalPoliticalLegalGovernmentalTechnologicalCompetitivetrendsEventsExternalOpportunitiesandThreatsSocietalEnvironment•SocioculturalForces•EconomicForces•Political-LegalForces•TechnologicalForcesTaskEnvironment•Shareholders•Goverments•Suppliers•SpecialInterestGroups•Employees/LaborUnions•Customers•Competitors•Creditors•TradeAssociations•CommunitiesPorter’sGenericStrategiesTargetScopeAdvantageLowCostProductUniquenessBroad(IndustryWide)CostLeadershipStrategyDifferentiationStrategyNarrow(MarketSegment)FocusStrategy(lowcost)FocusStrategy(differentiation)Points:•AfirmpositionsitselfbyLEVERAGINGitsstrengths•Porterarguedthatafrim’sstrengthsultimatelyfallinto2of2headings:costadvantageanddifferentiation•Itiscalled“generic”becauseitisnotfirmorindustrydependent,itisastrategythateveryonecanapplywithsomemeasuresIftheprimarydeterminantofafirm’sprofitabilityistheattractivenessoftheindustryinwhichitoperates,animportantsecondarydeterminantisitspositionwithinthatindustryCostLeadershipStrategy•Thisgenericstrategycallsforbeing:•Lowcostproducerinanindustryforagivenlevelofquality•Sellingproductseitherataverageindustrypricestoearnaprofithigherthatthatofrivals,orbelowtheaverageindustrypricestogainmarketshare•Inpricewar,thefirmcanmaintainsomeprofitabilitywhilethecompetitionsufferslosses•Asindustrymaturesandpricesdecline,firmsthatcanproducemorecheaplywillremainprofitableforalongerperiodoftimeCostLeadershipStrategy•Choicesthatdeterminecosts:•Ifcompetingfirmsareunabletolowertheircostsbyasimilaramount,thefirmmaybeabletosustainacompetitiveadvantagebasedoncostleadershipEconomiesofscaleAssetutilizationCapacityutilizationpatternseasonal,cyclicalInterrelationshipsorderprocessinganddistributionValuechainlinkagesAdvertising&salesLogistics&operationsProductfeaturesPerformanceMix&varietyofproductsServicelevelsSmallvslargebuyersProcesstechnologyWagelevelsHiring,training,motivationDifferentiationStrategy•Thisgenericstrategycallsforbeing:•Developmentofaproductorservicethatoffersuniqueattributesthatarevaluedbycustomersandthatcustomersperceivetobebetterthanordifferentfromtheproductsofthecompetition•Thevalueaddedbytheuniquenessoftheproductmayallowthefirmtochargeapremiumpriceforitasthefirmhopesthatthehigherpricewillmorethancovertheextracostsincurredinofferingtheuniqueproduct•Becauseoftheproduct’suniqueattributes,ifsuppliersincreasetheirprices,thefirmmaybeabletopassalongthecoststoitscustomerswhocannotfindsubstituteproducteasilyRisksonstrategies•Withlowcoststrategy,astechnologyimproves,thecompetitionmaybeabletoleapfrogtheproductioncapabilities,thuseliminatingthecompetitiveadvantage•Evenwithdifferentiation,riskmayincludeimitationbycompetitorsandchangesincustomertastes•Infocusedmarket,evenimitationandchangesmayocurintargetsegments,furthermore,broadmarketcostleadermayadaptitsproductinordertocompetedirectly•Finally,otherfocusersmaybeabletocarveoutsub-segmentsthattheycanserveevenbetterThreatsofNewEntrantsBargainingPowerofSuppliersBargainingPowerofBuyersThreatofSubstituteProductsorServicesRivalryAmongExistingCompetitorsPorter5forcesVSGenericIndustryForcesGenericStrategiesCostLeadershipDifferentiationFocusEntryBarriersAbilitytocutpriceinretaliationdeterspotentialentrantsCustomerloyaltycandiscouragepotentialentrantsFocusingdevelopscorecompetenciesthatcanactasanentrybarrierBuyerPowerAbilitytoofferlowerpricetopowerfulbuyersLargebuyershavelesspowertonegotiatebecauseoffewclosealternativesLargebuyershave