CLASS OF 2013

1. Strategic Management @ 2013
Wai chamornmarn
03 การจัดการเชิงกลยุทธ์

2. Strategic Management @ 2013
Strategic Management

3. Strategic Management @ 2013
What was Strategic Management again?
• Goal: sustained competitive advantage
• Connection between:
– the firm’s internal sources
(“resources and capabilities”) and
– the external environment
(markets, regulation, institutions)
• Issues:
– business & product portfolio–diversification
– acquisitions & alliances
– entry barriers & imitation
– etc.

4. Strategic Management @ 2013
Strategic Management

5. Strategic Management @ 2013
กลยุทธ์

6. Strategic Management @ 2013
• The determination of the long run goals and
objectives of an enterprise, the adoption of
courses of action and the allocation of
resources necessary for carrying out these
goals
Alfred Chandler, Strategy and Structure
Strategy
Alfred DuPont Chandler Jr.

7. Strategic Management @ 2013
Strategy
• “ Strategy is the creation
of a unique and valuable
position, involving a
different set of activities,
making tradeoffs in
competing, and deciding
what not to do.”
• “creating fit among a
company’s
activities.”(Porter 1996)

8. Strategic Management @ 2013
Strategy

9. Strategic Management @ 2013
The Schools of Strategy (developed from The Strategy Safari – Mintzberg, 1998)

11. Strategic Management @ 2013

12. Strategic Management @ 2013

13. Richard Whittington

16. Strategic Management @ 2013
The Basic Framework: Fundamentals of Strategy

17. Strategic Management @ 2013
The “art of strategy”: to find an advantaged competitive position in an attractive industry

18. Strategic Management @ 2013
Deriving “Generic Strategies” leading to competitive
advantage and economic profit

19. Strategic Management @ 2013
กลยุทธ์เป็น Asymmetic Evolution

20. Strategic Management @ 2013

21. Strategic Management @ 2013
Strategy : Market-Industry symmetry
21
Customer &
Benefits
Competitive
Dynamics
Competitive
Space
Segment, Size
Channels
Strategic
Positioning
Value
Proposition
Industry
Structure
IndustryMarket
Perceptual
Space

22. Strategic Management @ 2013
Strategy as ( Industry) Revolution:

23. Strategic Management @ 2013
มุมมองของกลยุทธ์

26. Strategic Management @ 2013
กลยุทธ์เป็นการสังเคราะห์

27. Strategic Management @ 2013
John Boyd's Strategy in the 21st Century ...
strategies: you try to solve problems by .... Synthesis.
• J. R. Boyd, “the Essence of Winning and Losing,” 1995.
military strategist
กลยุทธ์เป็นการสังเคราะห์

28. Strategic Management @ 2013
Define the Problem

29. Strategic Management @ 2013
The main lessons of strategic thinking
1. Strategic thinking is about analysis and intuition
2. Different ways of decision making
(cf. Mintzberg & Westley, Sloan Management Review 2001, reprinted in De Wit & Meyer 2004):
– Thinking first
– Seeing first
– Talking first
– Doing first

33. Strategic Management @ 2013
Strategic thinking - Strategic action

34. Strategic Management @ 2013
With the right strategy, you can take big risks and win

35. Strategic Management @ 2013
Strategy Perspectives

36. Strategic Management @ 2013
Strategy Tensions as Strategy Paradoxes

37. Strategy Synthesis Model
This form of debate is called
dialectical inquire
By using two opposite points of view,
the problem-solver attempts to arrive
at a
(1) better understanding of the
issue and
(2) a higher level resolution that
integrates elements of both the
thesis and the antithesis

38. A puzzle is a challenging problem with an optimal solution
Puzzles can be quite complex and difficult to analyze but there is
a best way of solving them
A dilemma is a vexing problem with two possible solution, neither
of which is logically the best
A trade-off is a problem situation in which there are many possible
solutions, each striking a different balance between two conflicting
pressures
A paradox is a situation in which two seeming contradictory
factors appear to be true at the same time
A paradox can be characterized as a ‘both-and’ problem: one
factor is true and a contradictory factor is simultaneously true

39. Strategic Management @ 2013
As a dilemma
product I:
product II:
Level of
system
functionality
TimeCTSS FFS TC
dilemma

40. Strategic Management @ 2013
As a paradox
• Managing Contradictory Goals in organizations
– Social vs. financial
– Explore vs. exploit
– Learning vs. performance
• Both sides/values (Polarities) are interdependent pairs of values or points of
view. They need each other over time to gain and maintain performance. One
is not more important than the other.
• Each pole receives enough attention to maximize the upsides and minimize
the downsides.
• Dynamic balance; Leveraging; Creating virtuous cycles (go up) ; Balanced
over time

42. Strategic Management @ 2013
Canon as a Dialectic Company

43. Strategic Management @ 2013
What is the Problem

44. Strategic Management @ 2013

45. Strategic Management @ 2013
Severe Flooding In Thailand ( 2012)
Bhumibol Dam Sirikit Dam

46. Strategic Management @ 2013