EVALUACION DE DECISIONES

ESTRATEGICAS II
Asignatura de
Ingeniera Empresarial 2do semestre
2008
Escuela de OOCC UCENTRAL
De Patricio del Sol
Rentas en ambientes
competitivos
compromisos y flexibilidad
Posicionamiento: nfasis en la
ventaja competitiva
Rentas en Ambientes Competitivos
Ghemawat recopil las rentabilidades de
700 negocios en EEUU, 10 aos, los
orden en forma decreciente segn ROI,
luego los separ en dos grupos del
mismo tamao.
Grupo 1 Grupo 2
Alto Retorno Bajo Retorno Diferencia
39%, 1er ao 3% 36%
21,5%, 10 ao 18% 3,5%
10 aos La dif. cay 10
veces
Mercados
Competitivos
1. Muchas empresas y ninguna influye en el
precio.
2. Costos de produccin iguales en todas las E
3. Muchos consumidores y ninguno influye en
el precio.
4. Plena informacin de p
5. En el L.P. las E/S de las empresas de la
industria no tiene costo.


D
O
p
cmg
cme
q
P=cmg
Cme=CT/q
Phi=q*(p-cme)
Equilibrio C.P.
D
O
p
cmg
cme
q
Phi<0
Equilibrio L.P.
D
O
P
cmg
cme
q
O
Ingresan nuevas E, si cae p
p
Abandonan el mercado, si sube p
P=cme
Phi=0, en L.P
Competidores
Actuales







Compradores
Proveedores
Sustitutos
Nuevos
Participantes
Poder de
Negociacin
de Proveedores
Rivalidad de
competidores
actuales
Amenaza de
Sustitucin
Poder de
Negociacin
de Compradores
Elementos de la estructura de la industria
Amenaza de nuevos
participantes
Identifying the Components of
a Single-Business Companys Strategy
Efforts to build
competitive
advantage
Planned, proactive moves to outcompete rivals
Responses to
changing
conditions
Scope of
geographic
coverage
Collaborative
partnerships and
strategic alliances
R&D strategy
Supply chain
management
strategy
Manufacturing
strategy
Human
resources strategy
Finance strategy
Business
Strategy
Marketing
strategy
Factors Shaping the
Choice of Company Strategy
Companys Strategic Situation
Craft
the
strategy
External Factors
Internal Factors
Social,
political,
regulatory
and
community
factors
Competitive
conditions
and industry
attractiveness
Company
opportunities
and threats to
companys
well-being
Resource
strengths,
capabilities,
and
weaknesses
Influences of
key
executives
Shared values
and company
culture
Identify
and
evaluate
alternatives
Determine
relevance
of internal
and
external
factors
Social, Political, Regulatory,
and Community Factors
Pressures from special interest groups
Glare of investigative reporting
Health and nutrition concerns
Concerns about alcohol and drug abuse
Sexual harassment
Corporate downsizing
Impact of plant closings on communities
Rising/falling interest rates
Economic conditions (good or bad)
Trade restrictions, tariffs, and import quotas
Competitive Conditions and
Industry Attractiveness
A companys strategy has to be
responsive to
Fresh moves of rival competitors
Changes in industrys
price-cost-profit economics
Shifting buyer needs and expectations
New technological developments
Pace of market growth
Strategic Management Principle
A companys strategy cant
produce real market success
unless it is well-matched to
industry and competitive
conditions!
Company Opportunities and
Threats
For strategy to be
successful, it has to
Be well matched to
capturing a companys
best opportunities
And help counteract
threats to the
companys well-being
Company Strengths, Competencies, and
Competitive Capabilities
A company must have or be able
to acquire the resources,
competencies, and competitive
capabilities needed to execute the
chosen strategy
Resource deficiencies, gaps in
skills, and weaknesses in
competitive position make pursuit
of certain strategies risky or
altogether unwise
A companys strategy ought to be
grounded in its resource strengths
and in what it is good at doing (its
competencies and competitive
capabilities); it is perilous to discount
the competitive liabilities of
companys resource deficiencies and
skills gaps!
Strategic Management Principle
Ambitions, Philosophies, and
Ethics of Key Executives
Managers generally stamp
strategies they craft with their own
personal
Ambitions
Values
Business philosophies
Attitudes toward risk
Ethical beliefs
I believe we
should be
#1!
Shared Values and Company Culture
Values and culture often shape
the strategic moves a company will
Consider
Reject
It is generally unwise for a
company to undertake strategic
moves which conflict with
Its culture
Values widely shared by managers
and employees
Hewlett-Packards
Basic Values: The HP Way
Sharing firms success with employees
Showing trust and respect for employees
Providing customers with products or services of the
greatest value
Being genuinely interested in providing customers with
effective solutions to their problems
Making profit a high stockholder priority
Avoiding use of long-term debt to finance growth
Individual initiative, creativity, & teamwork
Being a good corporate citizen
Linking Strategy With Ethics
Ethical and moral standards go
beyond
Prohibitions of law and
Language of thou shalt not
Ethical and moral standards involve
Issues of duty and
Language of should and
should not do
Tests of a Winning
Strategy
GOODNESS OF FIT TEST
How well is strategy matched
to firms situation?
COMPETITIVE ADVANTAGE TEST
Does strategy lead to sustainable
competitive advantage?
PERFORMANCE TEST
Does strategy boost firm performance?
Strategic Management
Principle
To be a real winner, a strategy must
1.Fit the enterprises internal and
external situation
2.Build sustainable competitive
advantage
3.Improve company performance