【正文】 Stretch ? Strategy as Resource Accumulation and Leverage The New Strategy Paradigm 59 169。 1998 Arthur And rsen. All rights reserved. The New Strategy Paradigm Not Only But Also... The Competitive Challenge ? Reengineering Processes ? Organisational Transformation ? Competing for Market Share ? Regenerating Strategies ? Industry Transformation ? Competing for Opportunity Share 57 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved. The Quest For Competitiveness Restructuring the Portfolio amp。 what kind of value to offer to customers Customer intimacy 3 value disciplines Product leadership Operational excellence Discipline of market leader 53 169。 1998 Arthur And rsen. All rights reserved. Discipline of market leader ‘ There is only one leader’ Philip H. Knight Chairman amp。 1998 Arthur Andersen. All rights reserved. 169。 New Economic of Information 49 169。 1998 Arthur And rsen. All rights reserved. Strategy amp。 1998 Arthur And rsen. All rights reserved. Looking Ahead Implications of the Present: ? Peter Drucker “Developed countries is in the process of mitting collective suicide” “ Knowledge constantly makes itself obsolete today’s advanced knowledge is tomorrow’s ignorance” “ Comparative advantage of developed countries is the supply of knowledge workers” ? Esther Dyson “In the worked world, everything about a pany can be known: every slipup, policy, and practice” 46 169。 Plan Gather amp。 1998 Arthur And rsen. All rights reserved. ? Shape the future – play a leadership role in establishing how an industry operates ? Adapt to the future – win through speed, agility amp。 1998 Arthur And rsen. All rights reserved. Level 3 A Range of Futures ? A range of possible outes, but no natural scenarios ? Latentdemand research ? Technology forecasting ? Scenario planning ? Entering emerging markets, such as India ? Developing or acquiring emerging technologies in consumer electronics What Can Be Known? Analytic Tools Examples 42 169。 1998 Arthur And rsen. All rights reserved. Level 1 A ClearEnough Future ? A single forecast precise enough for determining strategy ? “Traditional” strategy tool kit ? Strategy against lowcost airline entrant What Can Be Known? Analytic Tools Examples 40 169。 extent of residual uncertainties Step 2 choose strategic posture Step 3 build portfolio of actions Step 4 actively manage the strategy Strategy under uncertainty 38 169。 1998 Arthur And rsen. All rights reserved. ? Strategy under uncertainty (HBR: Nov Dec 97) ? Looking ahead: Implications of the present (HBR: Sept Oct 97) ? Strategy amp。 1998 Arthur And rsen. All rights reserved. Strategic Planning Training Session 2 January 23, 1998 8:00 am 10:00am Chow Sang Hoe Senior Manager, Kuala Lumpur 35 169。 1998 Arthur And rsen. All rights reserved. 1. What are the “industry forces” affecting the industry? 2. Where do you expect them to be in 1977? 3. What environmental “drivers” or industry “forces” are affecting the evolution of the chain saw industry? Questions: Case Study 33 169。 1998 Arthur And rsen. All rights reserved. 1. Illustrate The Importance Of Trying To “Read customers” 2. Illustrate The Importance Of Trying To “Read Competitors” 3. Show How A Rapidly Changing Environment /Industry Creates Problems For Some But Opportunities For Others (Poulan) Case Study: Chain Saw Industry Objectives 31 169。 1998 Arthur And rsen. All rights reserved. ? Action Plan ? Financial Projections ? Consolidated Strategic Plan Key Deliverables Phase 7: Develop Action Plan 29 169。 1998 Arthur And rsen. All rights reserved. Market Peration Product Development Diversification Market Development Customers Products Current Current New Strategic Alternatives New 27 169。 1998 Arthur And rsen. All rights reserved. Objectives Phase 6: Strategy Formulation ? Identify alternative strategies for realising business objectives ? Select high potential strategies for implementation ? Conduct management workshop to explore range of strategic alternatives . diversification, reanisation ? Assess feasibility of strategic alternatives based on criteria such as return risks Major Activities 25 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved. External Analysis Project Organisation Preliminary Direction Setting Set Business Objectives Strategy Formulation Develop Action Plan Internal Analysis Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Phase 7 Organise amp。 1998 Arthur Andersen. All rights reserved. 169。 1998 Arthur And rsen. All rights reserved. STRATEGIC TACTICAL OPERATIONAL Strategic Plan Evaluation Action Goals amp。 1998 Arthur And rsen. All rights reserved. A systematic process to develop business strategies to enhance petitive position What is Strategic Planning?