chương 1 để phân tích một cách sâu sắc môi trường kinh doanh và nội bộ công ty Elcom và từ đó hình thành lên các cơ hội, thách thức từ môi trường bên ngoài cũng như tổng quát hoá các điểm mạnh, điểm yếu của Elcom ở thời điểm hiện tại.X0710 – GRIGGS Page 13 Strategic Management Chapterương 3: Strategy solution, recommendation and conclusionGiải pháp chiến lược, khuyến nghị và thực hiện This chapter describes the specific works in the planning, implementation and preliminary evaluation of ELCOM’s strategy that chosen in Chapter 2, helping Elcom expand its transportation market by diversifying products relating the company’s core ability.giúp Elcom mở rộng thị trường giao thông vận tải bằng cách đa dạng hóa sản phẩm có liên quan đến năng lực cốt lõi của công tyhelping ELCOM Company gradually penetrates into potential transportation markets in Viet Nam.X0710 – GRIGGS Page 14 Strategic Management CHAPTER I – OVERVIEW OF FUNDAMENTARY THEORY 1. Theories of Strategic Management 1.1 Definition of Strategic Management Strategic management is an issue that is interestattractiveed by many economists as well as administrators. Because the strategic management contents are very large in research scope and abundant in application practice, at each pointstatistic of view, there always are different opinions and definitions of strategic management such as: - Strategic management is a set of decisions and administrative actions to determine the long-term success of the enterprise. - Strategic management is a set of decisions and measures leading to planning and implementation of strategies in order to gain objects of the organization.
- Strategic management is the research process of the current as well as future environment, planning targets of the organization; proposed to implement and supervise the implementation of decisions to achieve the targets in current and future environment. A definition of strategic management is widely used in intensive training courses on business administration in England, USA. and is accepted by many economists. - Strategic management is the art and science of formulating; implementing and evaluating integrated decisions, helping each organization achieve its goals.
- Strategic management focuses on coordination aspects of management, marketing, finance / accounting, products / operation, research & development and information systems to achieve success for the enterprises. The meaning of strategic management Strategic Management helps enterprises, managers as well as well as employees to have the long-term and better vision. Strategic management process provides the foundations for outlining and explaining the demand for change for Board of Group 1 – GAMBA.X0710 – GRIGGS Page 15 Strategic Management Director and staff in the company. It helps them to see changes as opportunities rather than threats.
Strategic management provides benefits: - Identify and arrange the priority and take advantage of opportunities - Provide a practical pointstatistic about the difficulties of administration - Give an outline for the synchronization development of activities and controls - Minimize the risks - Help for key decisions to better serve the objectives investigation. - Helps to better distribution of time and resources to the identified opportunities. - Reduce necessary time and resources to amend the mistakes and the decisions. - Create a framework for the relationship between individuals in the internal Company.
- Help for a combination of single behaviors into a common effort. - Provide a basis for clarifying the responsibilities of each individual. - Giving incentives for progressive thinking. - Bring cooperation way, attachment and enthusiasm in dealing with problems and opportunities.
- Encourage a positive attitude to change. - Bringing a discipline level to administration works of the company. Mission and strategic target of the enterprise. Identify the missions of the enterprise Identify the missions of the enterprise is actually determination of business areas.
The mission of the enterprise is represented by products, services, markets and also may be in manufacturing technologies. The determination of the enterprise’s missions must ensure the following requirements: - The defined mission must be clearly informed to the whole enterprise and the public.X0710 – GRIGGS Page 16 Strategic Management - Must be clearly, fair and reasonable defined. This creates the orientation of the enterprise’s activities. - Must demonstrate the strategic vision of the enterprise, far and wide vision ensure the sustainable development of enterprises.
- Mission of the enterprise is not managed broadly and generally 1.2 Identify business area Single industry enterprise Author D. Abell has given business identification model including three aspects: - Who is the need to satisfy (which customer group?) - What need to meet? (The specific needs of customers?) - How customer needs are met? Or how to satisfy? (Which resources or unique skills?) Figure 1.1: the business industry identification model of D. AbellFigure 1: The business industry identification model of D. Abell Group 1 – GAMBA.X0710 – GRIGGS Page 17 Strategic Management Multi-industry enterprise: An enterprise that is multi-industry business has to face with many obstacles when trying to identify their core areas.
At the business unit level, the principles defined business area also follow D. Analysis of business environment 1.1 Macro environment analysis The analysis of the macro environment helps the enterprise answer the question: What do the enterprises have to face? The strategic managers of enterprises often choose five key factors of macro environment for study, including: - Economic factors - Governmental and political factors - Social factors - Natural factors - Technology and technical factors 1. Industrial environment analysis An important factor of the industry and competitive analysis is a detailed analysis of the competitiveness process of the industry to detect the fundamental source of competitive forces and study the strengths of each competitive force. This analysis step is important because managers can not create a successful strategic project without understanding the competition nature of the industry Although the competitive forces in industry are different, competitive process is enough similar to be able to use a common analytical framework to assess the nature and strength of competitive forces.
Professor Michael Porter of Harvard Business School proposed five competitive forces model (Figure 2) as follows: Group 1 – GAMBA.X0710 – GRIGGS Page 18 Strategic Management Figure 1.2: Model of five competitive forces Figure 2: Model of five competitive forces Porter's model of five competitive forces is a good tool to determine systematically the basic competitive forces in a market and assess how importance and strength of competitive forces. It is a competitive analysis technique which is used quite widely. Therefore, to analyze the industry environment, we have to analyze each competitive forces Current competitor analysis Potential competitive analysis Supplier’s power analysis Substitution products risks analysis The customer’s power analysis 1.3 Industrial strategy group Combine parts of the macro environment and industry environment we have the following diagram: Group 1 – GAMBA.X0710 – GRIGGS Page 19 Strategic Management Economic Technology environment Potential competition environment Supplier’ Custo Social s power mer’s culture Enterprise and power environment competitors Political environment Substitution products Natural environment Figure 1.3: Diagram of strategic groups in the industryFigure 3: Diagram of strategic groups in the industry Analysis ofze the business environment is extremely important for enterprises. The business environment includes macro environment and micro environment (industrial environment).
The objective of the analysis is to judgeed the environment to identify opportunities and threats, and fromon that basis we havehaving reasonable management decisions. Matrix of competitive images trận hình ảnh cạnh tranh Among the external market factors, the competitive factor is the most important. This matrix helps us identify the main competitors and their strengths and weaknesses and therefore make a more suitable strategy. It presents as follows: Trong các yếu tố môi trường bên ngoài, thì yếu tố cạnh tranh là yếu tố quan trọng nhất.
Ma trận hình ảnh cạnh tranh cho ta nhận diện các đối thủ cạnh tranh chủ yếu Group 1 – GAMBA.X0710 – GRIGGS Page 20 Strategic Management và những ưu, khuyết điểm của họ từ đó giúp công ty có chiến lược phù hợp hơn. Ma trận hình ảnh cạnh tranh được thể hiện như bảng dưới đây: Table 1 -– Matrix of competitive images trận hình ảnh cạnh tranh Công ty cạnh Công ty cạnh Competitor tranh tranh 1Cty cạnh. Impo 2Competitor 3Competitor Factors tranh 1 rtanc 2 3 contributing to the e success in T level Điểm Impo Impo Impo competitionCác T Mức Clari quan Phân rtant Clari rtant Clari rtant yếu tố đóng góp độ ficati trọng loạiC statis ficati statis ficati statis vào thành công quan onPh Impo larifi ticĐi onPh ticĐi onPh ticĐi trong cạnh tranh trọng ân rtant catio ểm ân ểm ân ểm loại statis n quan loại quan loại quan tic trọng trọng trọng 1. Matrix of external factor trận các yếu tố bên ngoài EFE (External Factor Evaluation) This matrix allows the enterprise to Totalmary and evaluate of economic information, social, cultural, demographic.
geographic, political, legal, technology and competition. Building the matrix of external factors evaluation should undergo the following five stepsMa trận này cho phép doanh nghiệp tóm tắt và đánh giá các thông tin kinh tế, xã hội, văn hoá, nhân khẩu. địa lý, chính trị, luật pháp, công nghệ và cạnh tranh. Việc xây dựng ma trận đánh giá yếu tố bên ngoài cần trải qua 5 bước sau đây:: Step 1: Make a list of influential factors determining the success in the process of identifying the external factors, including opportunities and threats.X0710 – GRIGGS Page 21 Strategic Management Step 2: Classify the importance from 0 (not important) to 1.0 (very important) for each factor.
Classification level is determined by comparing the successful competitors with failed competitors. However, the total level of classification assigned to the factors must equal 1. Step 3: Classify from 1 to 4 for each determinant of success, presenting how the enterprise responds to these factors. In that 4 is the best response, reaction 3 is above average, 2 is the average response and a response is poor.
Step 4: Multiply the importance of each variable with its type to determine the importance score. Step 5: Total the total statistics of importance for each variable to determine the total number of critical statistics of the organization.Bước 1: Lập danh mục các yếu tố có ảnh hưởng quyết định đến sự thành công trong quá trình kiểm tra các yếu tố bên ngoài, bao gồm cả cơ hội và đe doạ. Bước 2: Phân loại tầm quan trọng từ 0 (không quan trọng) đến 1,0 (rất quan trọng) cho mỗi yếu tố. Mức phân loại được xác định bằng cách so sánh những nhà cạnh tranh thành công với những nhà cạnh tranh không thành công.
Tuy nhiên tổng số mức phân loại được ấn định cho các nhân tố phải bằng 1,0. Bước 3: Phân loại từ 1 đến 4 cho mỗi yếu tố quyết định sự thành công, thể hiện cách thức mà doanh nghiệp phản ứng với yếu tố này. Trong đó 4 là phản ứng tốt nhất, 3 là phản ứng trên trung bình, 2 là phản ứng trung bình và 1 là phản ứng kém. Bước 4: Nhân tầm quan trọng của mỗi biến số với loại của nó để xác định số điểm về tầm quan trọng.
Bước 5: Cộng tổng số điểm về tầm quan trọng cho mỗi biến số để xác định tổng điểm quan trọng của tổ chức. Table 2 -– Matrix of external factorsMa trận yếu tố bên ngoài EFE Group 1 – GAMBA.X0710 – GRIGGS Page 22 Strategic Management External environment Level of ClassificationPhâ Important factorCác yếu tố môi importanceMức độ n loại statisticĐiểm quan trường bên ngoài quan trọng trọng (listingliệt kê). (Importance) TotalTổng cộng 1,0 Regardless of major opportunities and threats which are presented in the evaluation matrix of external factors: The total maximum important statistics that an organization can have is 4.0 and the lowest was 1. The total important score of 4.0 shows that organizations are responding very well to the opportunities and threats presented in their environment.