Administración

AGL 231
Departamento Economía Agraria
Formulación Estrategias
Contenidos:
- FODA
- Modelo general
- Estrategias Genéricas
- Océanos Azules
- Orquestación Estratégica
FODA

Por qué es importante?

Resume los resultados de los análisis externos e internos, incorporando los

resultados en sólo una tabla. Así, a través de un análisis de Fortalezas,
Oportunidades, Debilidades y Amenazas, será posible ayudar en la
identificación de nichos sustentables en el mercado relevante.

Además, mirando hacia el interior de la organización y hacia el exterior

(competencia), es posible comenzar con el diseño de la estrategia que la
ayuda a distinguirla con la competencia, de manera que puede competir
exitosamente en el mercado.

Realizar este análisis iluminará en muchos casos, tanto lo que necesita ser
hecho, como en poner en perspectiva los problemas.

También se puede realizar un FODA a los competidores, con lo cual será

posible ver cómo y dónde competir contra ellos.
FODA (2)

Factores Internos Fortalezas Debilidades

(lista de 5 a 10 temas) (lista de 5 a 10 temas)
Factores Externos

Oportunidades Estrategia FO Estrategia DO

(lista de 5 a 10 temas)
Genera estrategias que usen las Genera estrategias que tomen
fortalezas para tomas ventaja de ventaja de las oportunidades,
las oportunidades pero soluciones las debilidades

Amenazas Estrategia FA Estrategia DA

(lista de 5 a 10 temas)
Genera estrategias que usen las Genera estrategias que
fortalezas para superar las minimicen las debilidades y
amenazas eviten las amenazas
Modelo General

Formulación de Misión y Visión Estratégicas

¿Qué queremos hacer y dónde ¿Cómo lo hacemos para llegar
¿Qué hacemos? ¿Cómo lo hacemos? queremos llegar? donde queremos llegar?

Elección de los caminos de acción

¿Cómo complementar las diferentes
¿Qué inversiones realizar? ¿Qué actividades llevar a cabo? actividades?

Resultados
¿Cómo obtener un resultado superior? ¿Cómo medir los resultados? ¿Cómo alinear los objetivos?
hen charge a premium for its product. This specialty can be associated with design or brand
ge, technology, features, a dealer network, or customer service. Differentiation is a viable s
Estrategias Competitivas Genéricas (Porter)

Competitive Advantage

Broad Target Lower Cost Differentiation

Cost Leadership Differentiation

Competitive Scope

Narrow Target

Cost Focus Differentiation Focus

 until low-cost competitors from India and other deve
priced products. Deere responded by building high-tec
mass-customization to cut its manufacturing costs and
Estrategias Competitivas Genéricas
ated products which, although (Porter)
higher-priced, reduced c

TABLE 6–1 Risks of Generic Competitive Strategies

Risks of Cost Leadership Risks of Differentiation Ris
Cost leadership is not sustained: Differentiation is not sustained: Th
! Competitors imitate. ! Competitors imitate. Th
! Technology changes. ! Bases for differentiation become un
! Other bases for cost leadership less important to buyers. !

erode. !

Proximity in differentiation is lost. Cost proximity is lost. Br

the
!

Cost focusers achieve even lower Differentiation focusers achieve even Ne

 (depending on the range of possible desirable features and the number of identifiable market
niches). Quality, alone, has eight different dimensions—each with the potential of providing a
product with a competitive advantage (see Table 6–2).
Most entrepreneurial ventures follow focus strategies. The successful ones differentiate
Estrategias Competitivas Genéricas (Porter)
their product from those of other competitors in the areas of quality and service, and they fo-
cus the product on customer needs in a segment of the market, thereby achieving a dominant

TABLE 6–2 1. Performance Primary operating characteristics, such as a washing machine’s cleaning
ability.
The Eight 2. Features “Bells and whistles,” such as cruise control in a car, that supplement the
Dimensions basic functions.
of Quality 3. Reliability Probability that the product will continue functioning without any
significant maintenance.
4. Conformance Degree to which a product meets standards. When a customer buys a
product out of the warehouse, it should perform identically to that viewed
on the showroom floor.
5. Durability Number of years of service a consumer can expect from a product before
it significantly deteriorates. Differs from reliability in that a product can
be durable but still need a lot of maintenance.
6. Serviceability Product’s ease of repair.
7. Aesthetics How a product looks, feels, sounds, tastes, or smells.
8. Perceived Quality Product’s overall reputation. Especially important if there are no
objective, easily used measures of quality.

SOURCE: Reprinted with the permission of The Free Press, A Division of Simon & Schuster, Inc. from
MANAGING QUALITY: The Strategic and Competitive Edge by David A. Garvin. Copyright © 1988 by
David A. Garvin. All rights reserved.
 Competitive Tactics
Studies of decision making report that half the decisions made in organizations fail because of
Estrategias Competitivas Genéricas (Porter)
poor tactics.31 A tactic is a specific operating plan that details how a strategy is to be imple-
mented in terms of when and where it is to be put into action. By their nature, tactics are nar-
rower in scope and shorter in time horizon than are strategies. Tactics, therefore, may be viewed

TABLE 6–3 Requirements for Generic Competitive Strategies

Generic
Strategy Commonly Required Skills and Resources Common Organizational Requirements

Overall Cost ! Sustained capital investment and access to capital
Leadership ! Process engineering skills
! Intense supervision of labor
! Products designed for ease of manufacture
! Low-cost distribution system
Differentiation ! Strong marketing abilities
! Product engineering
! Creative flair
! Strong capability in basic research
! Corporate reputation for quality or technological
leadership
! Long tradition in the industry or unique
combination of skills drawn from other businesses
! Strong cooperation from channels
Focus ! Combination of the above policies directed at the
particular strategic target
! Tight cost control
! Frequent, detailed control reports
! Structured organization and responsibilities
! Incentives based on meeting strict
quantitative targets
! Strong coordination among functions in
R&D, product development, and marketing
! Subjective measurement and incentives
instead of quantitative measures
! Amenities to attract highly skilled labor,
scientists, or creative people
! Combination of the above policies directed
at the particular strategic target

SOURCE: Reprinted with the permission of The Free Press, a Division of Simon & Schuster, from COMPETITIVE ADVANTAGE: Techniques for
Analyzing Industries and Competitors by Michael E. Porter. Copyright © 1980, 1998 by The Free Press. All rights reserved.
Océanos Azules
Océanos Azules
Océanos Azules
Océanos Azules
 will have the dominant position needed to be a “star” or “cash cow.” On the other ha
uct line or unit having a relative competitive position less than 1.0 has “dog” stat
product or unit is represented in Figure 7–3 by a circle. The area of the circle rep
relative significance of each business unit or product line to the corporation in term
Análisis de Portafolio
used or sales generated.

FIGURE 7–3
BCG Growth- Stars Question Marks
22
Share Matrix
20
18

Business Growth Rate

16

(Percentage)
14
12
10
Cash Cows Dogs
8
6
4
2
0

0.4x
0.3x
10x

1.5x

0.5x

0.2x

0.1x
4x

2x

1x
Relative Competitive Position
(Market Share)

SOURCE: Reprinted from Long Range Planning, Vol. 10, No. 2, 1977, Hedley, “Strategy and the Busine
p. 12. Copyright © 1977 with permission from Elsevier.
Análisis de Portafolio

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Negocios Agrícolas

Agricultor

Factibilidad

Negocio Territorio