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[BTF] Chapter 4: Introduction to business strategy - Coggle Diagram
[BTF] Chapter 4: Introduction to business strategy
1-3: Introduction to strategy and strategic management and planning
Strategy:
Long-term direction of the business
Environment it operates
Resources its disposal
Return it makes to stakeholders
Level of strategy:
Corporate: generally determined at main board level for business as a whole.
Business:
SBU: đơn vị cạnh tranh chiến lược
Mỗi SBU sẽ đều phụ trách về cost và profit của nó
Functional (operational): chiến lược của từng bộ phận, phòng ban
Strategic management:
Taking decesion about scope of a business's activities - quyết định phạm vi hoạt động của DN
The long-term decision of the business - chiến lược dài hạn của DN
Allocation of resource - phân bổ tài nguyên
Strategic planning process:
1. Strategic analysis
:
External: Opportunities, threats
Internal: strengths, weaknesses
2. Strategic choice - choosing
3. Strategy implementation
4. Review controls
Stages of strategic planning:
Strategic planning process:
a. Strategic analysis: external (opportunities, threats
b. Strategic choice: choosing
c. Strategic implementation
d. Reviews and controls
a. Strategic analysis - process:
Step 1: Êxternal:
PESTEL analysis (general)
Potter's five forces analysis (task)
Competitor analysis (task)
Step 2: Internal
Resource audit
Distinctive competences
Value chains
Supply chains
Product life cycle
BCG matrix
Step 3: Corporate appraisal
Step 4: Mission, goals, objective:
Stakeholder analysis: thoa man SH
Mission statement
b. Strategic choice:
Strategic options generation
Strategic options generation:
Potter's generix strategies
Ansoff's product/market strategies
Strategic options evaluation:
Stakeholder analysis
Risk analysis
Strategy selection
3.1 Analysis:
3.1.1 Analysing the environment (external analysis)
General environment: PESTEL
Task environment: các bên liên quan (stakeholders, competitors
Physical environment: national resources
General environment:
PESTEL
Task environment: các bên liên quan -
Porter's five forces:
Subtitutes - đối thủ canhj tranh về mặt sản phẩm thay thế
Supplies: áp lực từ nhà cung cấp
Customers: áp lực từ khách hàng
Competitors in the industry: đối thủ cạnh tranh trực tiếp
New entrans: Barner to entry:
Scale economies: lợi ích kinh tế dựa vào quy mô (fixed cost lơn, không phải ai cũng làm)
Stratic mảket: thị trường ổn định
Product differenciation: sự khác biệt hoá trong sản phẩm (sp có tên tuổi thì khó nhảy vào)
Investment requirement: yêu cầu đầu => high risk
Switching cost: chi phí đánh đổi để khách hàng chuyển sang ncc khác
Access to distribution channels: tiếp cận kênh phân phối
Cost advantages of existing procedures:lợi thế của các đối thủ trước - patents, learning curve, Gov regulations, Favoured areas to RM
=> Entry giảm là do changes in the environment, tech, novel distribution channel for G&S
Substitutes
: càng nhiều thì thretas càng lớn
Customersa and suppliers
:
bargaining power: cán cân sức mạnh
Customers:
How much?
How critical the product to customer
Switching cost
Product are standard/specialised
Customer's own profitability
Customer ability to pass supplier
The skills of custmer's pủchasing staff
The important ò product quality to the customer
Suppliers:
1 - 2 dominants supplies (mono/oligopoly)
Threat form new entrans, substitute of suppliers
Suppliers have other customers
Importance of the supplier's product
Whether suppliers have a special product
Switching cost
Current competitor:
Market growth
Cost structure: cấu trúc như nào khi fixed cost
Switching cost
Capacity
Uncertainty
Strategic importance: tuỳ vào chiến lược của công ty
Exit barriers: nếu cao - cạnh tranh
Competitor analysis:
Brand competitors: