CLASS OF 2013

1. Strategic Management @ 2013
Wai chamornmarn
01 Introduction

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Class 2013

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Professor Kaneko talking about
“Osmoregulation of Fish” The eels that are bred at the
university
Diagnosing disease damage
at the Plant Clinic
Professor Segawa giving a talk in front of the
display of dye-sensitized solar cells
Assistant Professor Lee explaining
how real-time wireless works
Measuring radiation levels using a
Geiger-Müller tube

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Strategic Analysis
Agrifood Competitiveness analysis/FutureAnalysis
Energy StakeholderAnalysis,Business Ecosystem
Health Care & Phama Value &Value Net Analysis,Industry Analysis
Retailing Business model, Dynamic Capability
Banking Corporate Strategy, Competitive Strategy
Transportation Global Strategy And Strategic Alliance
Consumer And Digital Electronics Innovative Strategy
ICT Technology Strategy

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Industry
Agrifood TUNA:
Pacific Ocean,
Indian Ocean,
Atlantic Ocea
Rubber:
Malaysia ,
Indonesia,
Thailand
Rice:
Thailand,
Vietnam,
India,
China
Palm Oil:
Thailand,
Malaysia,
Indonesia
Petroleum ExxonMobil,
Saudi Aramco,
Total,
Statoil
Chevron,
Kuwait Petroleum
ConocoPhillips,
Eni
BP,
Rosneft,
Sinopec,
Petronas ,
Shell ,
Lukoil,
Petrochina,
PTT,
Phama &
life Science
Johnson&johnson,
Merck&co,
Abbott,
Adinstruments,
Pfizer,
Hoffmann-la roche,
Astrazeneca,
Epizyme
Novatis,
Sanofi,
Roche,
Takeda Pharmaceutical
Bayer,
Glaxosmithkline,
Bristol-Myers Squibb,
Eisai
Retailing Metro,
Walmart,
Kroger,
Amazon
Aldi Einkauf GmbH & Co.,
Costco ,
Schwarz,
eBay
Tesco ,
Homedepot,
Burberry
Seven eleven
Carrefour,
IKEA,
Uniqlo,
BP Amoco

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Industry
Banking Bank Of America,
Detsche Bank,
Goldman Sachs,
SCB
Citi Group,
ING Bank NV ,
Credit Suisse AG ,
Bangkok Bank
JP Morgan chase,
HSBC,
Industrial & Commercial Bank Of
China (ICBC),
KTB
Merrill Lynch,
Barklays,
China Construction Bank,
TMB
Transportation Sky Team,
General Motor,
Honda,
Geely Automobile
One World ,
Ford,
Toyota,
Dongfeng Motor
One World ,
Daimler AG
Tata,
FAW Group
Star Allaince, Volkswagen,
Hundai Motor,
Chery Automobile
Consumer
Electronics/Computer
Panasonic ,
Phillips,
Canon,
AMD,
LG,
Haier,
Hewlett-Packard,
Intel,
Sony,
GE,
Toshiba,
Lenovo
Sumsung electronics,
Siemens,
Hitachi,
IBM
Computer/Telecom AT&T,
Nokia,
Microsoft,
iOS
France Telecom,
Blackberry,
Apple,
Android
Vodafone,
Samsung,
Yahoo,
Cisco
China Mobile,
Apple,
Google,
Huawei

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If you is going to get A
• (class)
•
• , Seeking Logic,
•
•
•
•
•

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Problem Solving

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Multidimensional Thinking
• His pattern indicates two-dimensional thinking.”-Capt. Spock (Star Trek II,
The Wrath of Khan)
• The Blind Men and the Elephant” (Untermeyer, 1963).

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Dialectical Thinking
• Yin and Yang are opposites, both of which could not exist without the other.
The idea is that everywhere in nature opposites must coexist harmoniously.
•

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Quantum Thinking
A or B Energy
EnergyEnergy
False
Duality
Particle/Wave
Point of
Observation
Multiple views of
reality
All is
energy in
transition

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• Chinese
Strategic Thinking

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• Western
Strategic Thinking

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Strategic Thinking

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{ } (Liedtka
INTELLIGENT
OPPORTUNISM
HYPOTHESIS
DRIVEN
INTENT
FOCUS
SYSTEMS
PERSPECTIVE
THINKING
IN TIME
STRATEGIC
THINKING
Liedtka Model

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Strategic Thinking: Can it be Taught?

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3. The concept of strategic thinking
• 1.Strategic thinking is the integration of knowledge, imagination and will seen in different
perspective of time and space
• 2.Strategic thinking is a holistic phenomenon incorporating the whole set of most
important development process
• 3. Strategic thinking is a holistic phenomenon of long duration understanding the role of
continuation and even inertia of the historical experiences
• 4.Strategic thinking is a holistic phenomenon trying to discover the turning points, which
are introducing deep and relatively rapid structural changes in the system of factors and
driving forces, shaping the processes of global development
• 5. Strategic thinking is a holistic phenomenon incorporated into the domain of teleology
– is a system of goals defining the character of the given prospective reality
• 6.Strategic thinking is a holistic phenomenon of the decision making domain – the
domain of grand strategic choices

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Strategic Questions

30. The essence of strategy is synthesis rather than analysis

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Problem
Hypothesis
Facts
Analysis
Solution

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Can You Say What Your Strategy Is?
by David J. Collis and Michael G. Rukstad

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Industry Driver
Impact
• New entrants
• New/substitute
products
• New markets
• M&A activity
• Shifting business
models and
economics
• Technology
• Regulation
• Consumer Disposition
HIGH
LOW
LOW HIGHEnvironment Driver Impact
Static Industry
Slow Incremental Change
Transforming Industry
Steady Evolutionary Change
Dynamic Industry
Rapid Discontinuous Change
Scenario
Envisioning
Traditional Strategy
Development
Budgetary
Planning
Ideal Strategy
Development
Scenario Envisioning Supplement

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Top 25 Firms in 2013
1. Bain & Company
2. McKinsey & Company
3. The Boston Consulting Group, Inc.
4. Booz & Company
5. Deloitte Consulting LLP
6. Oliver Wyman
7. A.T. Kearney
8. PricewaterhouseCoopers LLP
(Consulting Practice)
9. Analysis Group, Inc.
10.Censeo Consulting Group
11.Monitor Group
12.L.E.K. Consulting
13.Point B
14.ZS Associates
15.Marakon
16.The Cambridge Group
17.Cornerstone Research
18.The Chartis Group
19.Accenture
20.Milliman, Inc.
21.NERA Economic Consulting
22.Alvarez & Marsal
23.Putnam Associates
24.West Monroe Partners
25.ClearView Healthcare Partners