KH Chienluoc _1

8/2/2019 KH Chienluoc _1

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KHA H

C

QUQUN TRN TR CHICHIN LN LCC

GV: TS. Phm Hng Tin

Hi Phng 4/2010


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Mc tiu kha hc

Cc hc vin c ng lc quan tm ti chqun tr chin lc

Cc hc vin nm bt c cc mi quan h v

mt l thuytCc hc vin c kh nng vn dng nhng nguyn

tc v qun tr chin lc ti n v


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Tng quan ch Qun tr chin lc

0. Phn mu

1. Tng quan v chin lc & chin lc kinh doanh

2. Mc tiu v xc nh mc tiu chin lc

3. Phn tch chin lc trong hach nh kinh doanh4. Hoch nh chin lc cnh tranh

5. Hoch nh chin lc phn b v phi hp

6. Trin khai thc hin v kim sat chin lc7. Chin lc tan cu trong iu kin hi nhp quc t


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Phn 1

Tng quan v chin lc &Chin lc kinh doanh

Ai & Khi no

Ci g & Ti sao

Baonhiu&

lmg

u&Nhth

no


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Vai tr ca Qun tr chin lc 1/2

"Qun tr chin lc c coi l s th hinca phng thc i mi lnh o v thc

y doanh nghip pht trin"Werner Kirsch (1997), Ludwig-Maximilians-Uni.Mnchen


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Vai tr ca Qun tr chin lc 2/2

Nhng thch thc trong qun tr chin lc: Kh don ch s mc tiu Mi trng cng ngh, yu cu khch hng, hnh

ng ca i th cnh tranh, can thip ca nh nc thay i qu nhanh

Tnh m h & mu thun ca hin tng

Thiu kh nng/cng c chia nh cc s kin tnghp


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Nhng ai c lin quan n qun tr chin lc?

Thnh vin Ban gim c: H cnphi tm ra nhng c hi cho cch lmvic mi c th gip t chc nhn

ra nhng vn thay i trong lnh vckinh doanh; h cng cn nhn thcc s cn thit phi sp xp li tchc khi phng hng chin lcthay i.

Cc nh qun trcao cp: chu trchnhim xem xt v nh gi cc yu cukhch hng i vi sn phm v dchv; tm kim phng thc tha mn

ng cc nhu cu . Cc nhn vin: H chu trch nhim

thc hin chin lc kinh doanh trongt chc; h cn phi tn trng nhngi tc v ngi gp vn kinh doanh.


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Tin trnh lch s khi nim chin lc

Ngh thut cm qun (Hy Lp ci; Carl v. Clausewitz

1780-1831) Khng nn nghrng, kch s khng tn cng m phi

lm sao chng ta tr nn bt kh xm phm (Tn T,400-300 nm tr. CN)

L thuyt tr chi trong hp tc kinh doanh (Neumann/Morgenstern, 1947)

Khi nim CL trong qun tr kinh doanh khng ch lin quan

ti vic la chn phng tin t mc tiu ra, m cnchi phi vic nh hng s pht trin ca doanh nghip(Harvard Business School, nhng nm 50 TK XX)


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Khi nim Chin lc 1/3

Kinh t cin: Vic hach nh phng thc

hnh ng di hn nhm t c mc tiu. Kinh doanh: B bao trm bi vin cnh v phng

hng doanh nghp, n bao gm cc chin lc

tng phn (CL Marketing, CL ti chnh ...). Michael E. Porterph phn quan im hach nh:

CL khng lin quan n hoch nh di hn, m

chnh l kh nng da trn vin cnh hnh thnhli th cnh tranh so snh.


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Khi nim Chin lc 2/3

Henry Mintzbergb sung bn cnh tnh hoch nh,v kh nng l din nhng chin lc cha tngtnh n, nhng c hnh thnh trong qu trnhdoanh nghip pht trin.

5 chc nng Five P`s of Strategy (H. Mintzberg,1987), Chin lc l ...

Plan/k hach m t con ng i n mc tiu (ci g, nh th no ...)

Ploy/nc c trong cuc ua vi i th cnh tranh

Pattern/khun mu cho hnh ng hoc ra quyt nh trong DN Position/nh v trong th trng c cnh tranh

Perspective/vin cnh v mt th gii t gc nhn thc ca DN


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Khi nim Chin lc 3/3

nh ngha H. Mintzberg:

Khun mu trong v s cc quytnhCi g & Ti sao

Ai & Khi no

Ba

onhiu&lm

g

u&Nhthn

o


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Phn lai chin lc

Henry Mintzberg & James A. Waters 1/2

Chin lc cin

c mt hoch nh (intended strategy) cn phi c hin thc (realized strategy)

Chin lc kinh doanh M hnh ra quyt nh b chi phi bi vin cnh ( tng) v hon cnh thc tin

Ph hp vi mc tiu mi Chin lc ci Ngi ra quyt nh chnh khng th can thip trc tip ti tng quyt nh CL, m

a ra phm vi tiu ch, nguyn tc chung v.v.

CL dao ng trong phm vi v i khi khng theo cng mt hng Xut pht t tnh h thng nhng vn khng iu chnh c

Ng ci i vi t chc: a) chm dt, b) mc k hay c) ng bin


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Phn lai chin lc

Henry Mintzberg & James A. Waters 2/2

Chin lc quy trnh

Thay v xc nh ni dung ca chin lc, ch chi phi quy trnh hnh thnh chinlc

Vn dng trong t chc

Chin lc ng thun

C tnh l din cao nht Nhiu i tng khc nhau cng quan tm ti ch

Tc ng tng h

Chin lc hnh thnh t hnh ng, ch khng xut pht t nh

Chin lc p t Loi tr yu t ngoi cnh

Yu t ni ti (trong t chc) chi phi hnh ng


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Cc lai hach nh chin lc

n R rng

Nhng quytnh mangtnh trc gic

Chin lc mangnhhng nh chuyn

mn

Chin lc c tnh cicch hoc c tnh

ngu nhin

Spht trin chin lcc tnh h thng

Chin lc l lnhvc ca gim c

Chin lc l nhimv ca tt c nhnvin lnh o

Ai lm?

Nh th no?


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Cu hi c bn i vi qun tr chin lc

Doanh nghip hat ng nh th no, lun hp l ti u haykhng? Ti sao i lc khng?

Gi tr gia tng c hnh thnh t vic a dng ha lnh vckinh doanh nh th no? Lm th no to ra th thngnht gia cc lnh vc kinh doanh? ngha s tn ti cacng ty m khi cc cng ty con hot ng c c lp?

Ti sao mc thnh cng ca cc cng ty khc nhau? Lmsao c th bo tn c s khc bit khi tro lu cnh tranhthng qua sao chp tng mnh?

Yu t no chi phi s thnh cng cng nh tht bi trongcuc cnh tranh ton cu? u th cnh tranh so snh l g?


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Cc vn c bn ca qun tr chin lc

Chng ta c lm ng vic khng?

Nu chng ta bit, chng ta angu v mun tciu g th chngta c thnh gi tt hn vic chng ta phi lm v lm nhth no

Abraham Lincoln

Chng ta lm vic c ng khng?

Ngi no ngng phn u trthnh ngi tt hn, cng stchm dt l ngi tt

Thomas John Watson/International Business Machines

Chng ta thay i mi mi vic nh th no?Nhngiu ttp khng tnhin c c, m con ngi phi to ra n

Erich Kstner


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Qun tr chin lc 1/2

Qun trchin lc l mt qu trnh sp xp linh hotcc

chin lc, hotng v kt qu kinh doanh, n bao gmnhn lc, cng ngh, ngh thutiu hnh...

Gup cho thc thi mc tiu

Mt hot ng lin tc iu chnh phng hng v duy tr hot ngkinh doanh ca mt t chc


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Qun tr chin lc 2/2

Chnh sch

Kinh doanh

Trch nhim gii trnh & thuyt phc

Ban lnh

o

Ban lnh

o

Tc ng n iu hnh

Tc ng n trch nhim


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c trng mt quyt nh chin lc

Lin quan n ngun lc v ti chnh ln hay cc ngun lc khcnh High-Tech, cc my mc thit b

Lin quan ti mt s thay i ln trong t chc Buc t chc phi c nhng cam kt trong di hn C tc ng ln ra bn ngoi t chc, v d tc ng ti cc khch

hng hoc nhng c quan khc C cha ng ri ro i vi hot ng kinh doanh Lin quan ti nhng thay i v kinh doanh trong t chc nh cc

sn phm v dch v m t chc cung cp

Lin quan n nhng lnh vc quyt nh quan trng khc v lmni ln nhng mi quan h tng tc phc tp an cho nhau S rt kh hoc khng th khi phc c li kt qu ca quyt

nh


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Tho lun nhm (20 pht)

Chin lc kinh doanh CTCP Hi Phng AGHi phng AG thnh lp nm 2004 l mt DN qui m va, dch v kinh doanh chnh

tp trung vo pht trin v sn xut phn mm v sn phm in t cng nghcao. Hi Phng AG c sn phm in ta dng v i ng k s trnh cao.

Hi Phng AG nh hng ti c cu khch hng t cc th trng khc nhau, nhmkhng b ph thuc vo bin ng th trng. M hnh ny tri nghim thnhcng trong lch s cng ty v nguyn nhn chnh lm cho cng ty pht trin khngngng v thnh cng.

S thay i trn th trng v mc tiu khng ngng tng trng ca cng ty yu cum rng sn xut v dng sn phm. Chng ti phc v khch hng trong nc,

Trung Quc v Chu u. Chng ti mun cung cp sn phm khp mi ni vmong mun hp tc vi i tc ngai nc.Cng ty ch to v sn xut nhm thit b vi in t v in t ng dng trn lnh

vc k thut y hc, k thut tng ha v k thut o c.Cng ty linh hat v c kh nng sng to ng ph vi nhu cu khch hng v nhn

thc r nhng yu t nh cht lng, bo m cung cp, dch v v hp tc minh

bch.Mc tiu kinh doanh ca chng ti l s hi lng ca khch hng v thnh cng cacc bn i tc.

(Ngun: Die MAZeT GmbH)

Hy m t nhng c im Chin lc kinh doanh ca Hi Phng AG!


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c im Chin lc kinh doanh

Xc lp lnh vc kinh doanh ca doanh nghip hm cha tnh cnh tranh: xc nh chng trnh hnh ng trong mi

tng quan vi i th cnh tranh (bt trc, hp tc, p o, cch bitv.v.)

c mi lin h vi s pht trin yu t ngoi cnh, c hi v thch thc v xut gii php chng v mc tiu doanh nghip

c mi lin h vi ngun lc ni ti, im mnh v im yu trong miquan h tng quan vi i th cnh tranh

Phn nh mong mun v gi tr ca nhm ngi ra quyt nh ch cht nh hng tng th doanh nghip, khng ch mt b phn chc nng C ngha to ln i vi ton b ti sn v sn lng kinh doanh cng

nh s gn b cc ngun lc Mang nh hng tng lai

Khng nht thit phi l kt qu ca quy trnh hoch nh chin lc trin khai thnh cng phi chi tit chin lc thnh nhng k hoch gii

php cho tng b phn


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c im Qun tr chin lc

C tm nhn r rng trong tng lai

Phng hng chin lc c cc nh qun l cp cao, i tc vnhng ngi gp vn tn thnh

C ch cho trch nhim gii trnh, v d: vi cc khch hng trong vicp ng k vng ca h cng nh trng tm trong vic p ng c ccmc tiu chnh sch

Khun kh chung cho ngi qun l mt vi cp (t qun l bao qutcho ti vic sp xp nhng bo co ni b) m bo c th cng phihp mi th vi nhau (nhiu mc tiu) thm ch c khi c s cnh tranhgia th t nhng cng vic u tin v cc mc tiu khc nhau

Kh nng khai thc c hi v ng ph trc nhng thay i t bn ngoibng cch thc hin tip cc quyt nh chin lc

Mt khun kh cht ch cho qun tr ri ro - liu c th cn bng gianhng ri ro v thnh qu thu c ca mt phng hng kinh doanhhay khng?


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Cu thnh bn n chin lc

i via phng

Phn tch thc trng hay xut pht im v thch thc

Ch ra nhu cu hnh ng hay lm ci g?

C th ha gii php thc hin hay lm th no?

i vi doanh nghip c trng c th trong tng th (bn vng, hay sng to, hay hp l

ha, hay khch hng then cht, hay tin v phng ng v.v.)

Phng hng chin lc

Chin lc ca cng ty thnh vin M hnh trin khai


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V d thc tin:Chin lc kinh doanh ca T vin thng c

1. Tnh bn vng trong Tp an vin thng c cam kt pht trin bn vng, vi mc tiu trthnh mt DN bn vng trong mt x hi bn

vng Khi nim bn vng trn nguyn tc a ra ti hi ngh thng nh v mi trng 1992

ti Rio de Janeiro (3 yu t KT, XH, MT) CL c th ha vin cnh Lnh vc VT l h thng thn kinh ca mt x hi hin i

nhn thc trch nhim v tim nng To ra gi tr gia tng t kha cnh kinh t c ngha l sn phm v dch v sng to phi

hng n nhu cu khch hng2. Phng hng chin lc T-Spirit lm cho khch hng ngng m nh gi cao v gi tr t bn ngai ci m khi ra quyt nh nhng quyt lit trong hnh ng to ng lc v c hi cho nhn vin hnh tng mi nhn vin u l vin thng3. Chin lc ca cng ty thnh vin

T-Com T-System T-Mobile T-Online4. M hnh trin khai


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Bn cht qun tr chin lc (1/2)

1. Nhng kh nng qun l doanh nghip (W. Kirsch,1997)

K hoch ha tp trung Laissez-faire Tin ha theo hoch nh, v d: Ci cch/i mi: s kt hp

gia tng v kinh nghim thc tin

2. T duy khc bit Thu thp v qun tr thng tin t l thuyt, thc t v m hnh ng

dng

3. Trc tin lm sng t nhn thc v t duy v hnhng chin lc, tip theo l hp l ha chng


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Bn cht qun tr chin lc (2/2)

4. Mang li li ch Quy trnh hc tp tp th v khng ngng: Mi quy trnh ra quyt

nh l mt quy trnh hc tp (Royal Dutch/Shell) Kh nng tip th nhanh hn chnh l u th cnh tranh

5. Ch mang tnh chin lc nh chi phi phng

hng pht trin v nh hng ti s tn ti, v d: ut vo lnh vc kinh doanh mi, lp lin minh vi nhcung cp, p dng m hnh gia tng gi tr sng to

Chin lc l nhng g dn ti s hnh thnh v bo m tim

nng thnh cng (A. Gaelweiler, 1987)

6. Kh xc nh ranh gii gia nhng g l CL v Khng-CL, v d: D n R&D hay Yu cu t hng


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Mc tiu cao nht v chin lc: tng trng bnvng c li nhun vi t mo him 1/3

Chin lc tng trng Tng trng thng qua chn p :

Sn phm mi

Dch v tt hn

Thng hiu tt hn

Tng trng thng qua sng to v sn phm v dch v

Mua thng hiu

Tng trng thng qua thu tm Nh cung ng

Th trng

Cc i th cnh tranh


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Chin lc nh hng ti li nhun (Sn xut hay chin

lc nh hng ti chi ph) Gim chi ph:

Chi ph sn xut

Chi ph qun l

Chi ph phn phi

Chi ph pht trin

Ti u ha ng vn trong ti sn thit b v ti sn lun chuyn

Tng nng sut lao ng


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Chin lc nh hng ri ro

Gim ri ro thng qua chn p:

N trnh

Gim

Chuyn sang i tng th ba Tng tim nng hn ch ri ro

Trang b vn t c

D tr phng tin thanh tan


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Quy trnh qun tr chin lc

Phn tchchin lc Thit kChin lc Trin khaichin lc

-Thc trng:

Chng ta ang ng u?

-Tnh trng tng lai:

Chng ta mun ti u?

Gii php:

Chng ta i ti nh th no?

Phn tch tim lc doanh nghip

Phn tch nng lc th trng bn ngoi

Tp hp ccngun u t

nh v chin lc

Hach nh chin lc

iu chnh v gim st

Gii php chin lc ph hp

Ti c th lm g?

Nhu cu ca th trng?

Lm th no m tng thctrng?

Ti phi thit lp nhngg thnh cng?

Mc tiu/nh hngno ti phi theo ui?

H tr victhc hin nh th no?

Cn c hnh ng g t c mc tiu?

Quy trnh lin tc

Tnh hnh

ti chnh vchi tiu


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Chng ta ang ng u? 1/6

Vn ha doanh nghip theo Ansoff

mi th nh cnh hng qu khS ri ronh hng tnh trngHng ni

Bi theo dng

nh hng hin tiGim thiu ri roPhn ng

Lp k hoch trcBit r tng laiBc vo mo himBit trc

Hy khi c vn xy ra

Tng lai khng bit trcNhn thc c hi ri ro

Khm ph

u t vo tng lai

Tng lai mi Hng ngai Sng to

Qukh

Hinti

Tnglai


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Vng i sn phm

Sn phm hoc dch v c timnng nh th no?

Khi no th phi thc hin i mi?

Khi no th phi y mnh qungco?

Ti c tht mc tiu th, doanhthu v li l bao nhiu?

Tiu th, doanh thuv li

Thi gian

Trin khaiPht trin Cc thnh Gim thiu

Li

Tiu th, doanh thu


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Chng ta ang ng u? 3/6Phn tch nhm tp hp cng ngh theo Pfeiffer

nhiu

t

trung

bnh

t

trung bnh nhiu

xut chun

u t

Chn lc

Hy u t

Th mnh ngun lc

Ngun lc cng ngh Th mnh v ti chnh

Thc trngcng ngh

Tnh n nhv cng ngh

Ngn sch Ngn schtip theo

Shpdn

cacngngh

Nhucuv

cngng

h

Ttim

nng

ca

cngngh

P

hm

viv

loihnh

ng

dng

-

Qu

trn

h

khuych

tn

-

Yucu

v

thig

ian

Kh

nng

tip

tc

phttrin


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Phn tch vm: M hnh PESTEL

Doanh nghip

Chnh tr

S n nh chnh trChnh sch thu

Quy nh vngoi thng

Kinh tVng i ca sn phm

Th trng t bnLm pht

Tht nghip

Vn ha x hiPht trin nhn lc

Phn chia thu nhp

Trnh gio dc

Cng ngh

Chuyn giao cng nghi mi cng ngh

H tr ca nh nc

Mi trngLut bo v mi trngTiu th nng lng

X l cht thi/ Ti s dng

Lut phpLut lao ngLut cnh tranh

an ton ca sn phm


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Th trng mong i g? Design to costNu xc nh c chi ph mctiu, th ngi ta c th hin thcha yu cu gim chi ph mt cch

c h thng bng phng phpthit k chi ph.

Nhim v ca vic thit k chi phda trn kt qu ca chi ph ngnsch nhm tin hnh v xc nh

thng tin c th trong khi pht trinsn phm.

Nguyn nhn chi ph

nh mc chi ph

Cng on sn xut

70% tng chiph cho vicsn xut nm giai on thit

k v thnghim


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Phn tch SWOT 1-3Situationsanalyse

Unternehmensinterne

Faktoren

Unternehmensexterne

Umweltbedingungen

SWOT - Analyse

Strken

(S trength )

Schwchen

(W eaknesses )

Chancen

(O pportunities )

Risiken

(T hreats )

Phn tch tnh hnh

Cc nhn t trong ni b

doanh nghip

Cc iu kin mi trng

bn ngoi doanhnghip

SWOT - Phn tch

im mnh

(S trength )

im yu

(W eaknesses )

Chancen

(O pportunities )

Risiken

(T hreats )

C hi

(O pportunities )

Ri ro

(T hreats )


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C-SWOT (Phn tch SWOT-Khchhng) 2-3

(C-W) im yu(C-S) im mnh

(C-O) C hi (C-T) Nguy c

H qu l?Khch hng c hngli qua nh th no

H qu l?iu g s b cn tr

H qu l?

Lnh vc kinh doanh mi noc hnh thnh

H qu l?Nhng lnh vc kinh doanh nos b khch hng lai b


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V d (8 pht)C-SWOT: Phn tch SWOT-Khch hng 3-3

(W) im yu(S) im mnh

(O) C hi (T) Nguy c

C-S 1 Chng ta c v tr s 1 ti Vit Nam

H qu l: ???C-S 2 Cng ngh c chng minh v b quytH qu l: ???

C-S 3 C cu n nh v doanh thu caoH qu l: ???

C-S 4 Thit b hin iH qu l:???

C-W 1 Thiu s hn din v phn phi trn th trng quc tH qu l: ???

C-W 2 T chc quan liu, nng nH qu l: ???C-W 3 S cng hng thp gia cc phng kinh doanh & n v sx

H qu l: ???C-W 4 Th phn dch v thp

H qu l: ???C-W 5 t i tc v nh phn phi trung thnh

H qu l: ???

C-O 1 Tip tc m ca th trngH qu l: ???

C-O 2 Cng ngh i trc 2 nmH qu l: ???

C-O 3 D tha nng lc sn xut ca cc nh cungcp linh kinH qu l: ???

C-O 4 Nhu cu v cc dch v mi (kinh doanh in t)H qu l: ???

C-T 1 Cc c ng mi mua cc i th cnh tranhchnhH qu l: ???

C-T 2 Xu th kinh doanh thng qua Internet.H qu l: ???

C-T 3 Khch hng yu cu ko di vng i sn phmH qu l: ???


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V dC-SWOT: Phn tch SWOT-Khch hng 3-3

(W) im yu(S) im mnh

(O) C hi (T) Nguy c

C-S 1 Chng ta c v tr s 1 ti Vit Nam

H qu l: Chng ta c phng tin thnhcngC-S 2 Cng ngh c chng minh v b quyt

H qu l: Chng ta t ra cc tiu chunC-S 3 C cu n nh v doanh thu cao

H qu l: chng ta t ra cc mc tiu di hnC-S 4 Thit b hin i

H qu l: Chi ph sn xut thp

C-W 1 Thiu s hn din v phn phi trn th trng quc tH qu l: B l cc c hi

C-W 2 T chc quan liu, nng nH qu l: phn ng chm trc cc yu cuC-W 3 S cng hng thp gia cc phng kinh doanh & n v sx

H qu l: gim kh nng cnh tranhC-W 4 Th phn dch v thp

H qu l: khng c nhn nhn l nh cung cpgii php

C-W 5 t i tc v nh phn phi trung thnh

H qu l: thiu s tip cn khch hng nh

C-O 1 Tip tc m ca th trngH qu l: th trng tip cn rng hn

C-O 2 Cng ngh i trc 2 nmH qu l: cn thit u t vo c s h tng

C-O 3 D tha nng lc sn xut ca cc nh cungcp linh kinH qu l: Gi mua thp hn

C-O 4 Nhu cu v cc dch v mi (kinh doanh in t)H qu l: th trng phn khc mi i vi nh

cung cp linh hat

C-T 1 Cc c ng mi mua cc i th cnh tranhchnhH qu l: ra tng u t, sc p v gi c

C-T 2 Xu th kinh doanh thng qua Internet.H qu l: Ra tng i hi v s linh hot

C-T 3 Khch hng yu cu ko di vng i sn phmH qu l: gim nhu cu


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-Thc trng:

Chng ta ang ng u?

-Tnh trng tng lai:

Chng ta mun ti u?

Gii php:




Tp hp ccngun u t

nh v chin lc

Hach nh chin lc

iu chnh v gim st


Ti c th lm g?

Nhu cu ca th trng?

Lm th no

m tng thctrng?





Quy trnh lin tc

Tnh hnh

ti chnh vchi tiu


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Ti phi thit lp g t c thnh cng? 1/3

Chin lc mng th trng theo Ansoff

Thm nhp

th trng

- M rng

th trng

-

Pht trinsn phm

a dng ha

c mi

C

Mi

Th trng

Snp

hm

M rng lnh vcng dng sn phm

Chuyn nhngkhch hng

Khch hng mi

S sng to

Gii php h thng

Me - too - Sn phm bt trc

M rng phm vi

Lnh vc thay th mi

Phn khc th trng

ngang

dc

Khi (bn cnh)

Trnh t phi hp gim dn

1

2 4

3


42/138

Th trng c Th trng mi

Pht trin sn phm

Snphms

nc

Snphmm

i

Thm nhp th trng Pht trin th trng

Chi ph

Xc sut

thnh cnga dng ha

th

Ansoff


Mc chi ph v xc sut thnh cng


43/138


Chin lc ca Bowman & Faulkner

Gi

tr

li

ch

nhnbit

c

Thp

Cao

Thp CaoGi

Gi

thp

Gi cao ti gitr li ch tiu

chun

Gi caong thigi tr li ch thp

Cc chin lc v s khc bit

Cc chinlc gi

thp

Cc chin lcnguy him

Gi chun ph thngv

gi tr li ch thp

Khc bitiu chnh


44/138

Mc tiu no ti phi theo ui?

Trin khai chin lc dc theo chui gi tr

Marketing

& Vertrieb

Eingangs-

logistik

Ausgangs-

logistik

Produktion

Ertrge

Ertrge

Service

Sekundre

Aktivitten

Primre

Aktivitten

Unternehmensinfrastruktur(Fhrung, Finanzmanagement, etc.)

Beschaffung (Rohstoffe, Betriebsmittel, Anlagen, etc.

Technologieentwicklung (Forschung & Entwicklung, IT-Systeme, etc.)

Personalwirtschaft (Personalplanung, -beschaffung, -entwicklung, etc.)

Waren-eingang

Lagerung etc.

Fertigung Verpackung

etc.

Preise

Distribution Werbung

Verkauf etc.

Lager-

verwaltung Lieferung

etc.

Installation/Konfiguration

Wartung Zubehr Aftersales

etc.

Marketing

& Vertrieb

Eingangs-

logistik

Ausgangs-

logistik

Produktion

Ertrge

Ertrge

Service

Sekundre

Aktivitten

Primre

Aktivitten

Unternehmensinfrastruktur(Fhrung, Finanzmanagement, etc.)

Beschaffung (Rohstoffe, Betriebsmittel, Anlagen, etc.

Technologieentwicklung (Forschung & Entwicklung, IT-Systeme, etc.)

Personalwirtschaft (Personalplanung, -beschaffung, -entwicklung, etc.)

Waren-eingang

Lagerung etc.

Fertigung Verpackung

etc.

Preise

Distribution Werbung

Verkauf etc.

Lager-

verwaltung Lieferung

etc.

Installation/Konfiguration

Wartung Zubehr Aftersales

etc.

C s h tng doanh nghip (iu hnh, qun tr ti chnh..)

Kinh t nhn s (lp k hoch nhn s, pht trin nhn s, v.v)

Pht trin cng ngh (nghin cu & pht trin, H thng IT, v.v)

Thu gom (nguyn vt liu, thit b hot ng, u t ti sn ...)

Hotng

th

cp

Hotng

c

bn

Cung cp

u vo Hngha

Vt t

Sn xut

Ch to

nggi

v.v

Marketing

& bnhng

Phn phi

Q. co

Gi

Cung cp

u ra Qun llu kho

Giaohng

Dch v

Lp t

Bo dng

Ph tng

Khuynmi

Doanhth

u

Doanh

thu


45/138

Mc tiu no ti phi theo ui? Chin lc Hybrid ca IKEA

- Trin khai chin lc dc theo chui gi tr

18

Ikea designed its business system specifically forits selected segment

Logistics DistributionService

DistributionService

Marketing& SalesDesign Production

Non-life

-time

furniture

segmen

t

IKEA

In-housespecialism

Outsourcedto specialistsfor volume,self- assembly Private

label

Hub storage& materialstracking

Own stores,location,display

Low cost Branddownplay

Convenience,low emotion

AvailabilitySimplicity,designed to costhigh

low

What?

How ?

What?

How ?

Value Chain

importance

StrategicMarketing

UnderstandConsumersRequirements

In-house& ExternalMarket&Consumer

Analysts

18

Ikea designed its business system specifically forits selected segment

Logistics DistributionService

DistributionService

Marketing& SalesDesign Production

Non-l

ife-time

Nhmg

khngt

heochu

ksng

snph

mseg

ment

IKEA

In-housespecialism

Outsourcedto specialistsfor volume,self- assembly Private

label

Hub storage& materialstracking

Own stores,location,display

Chi ph thp Branddownplay Convenience,low emotionKh nngsn cn gin,Thit k theo chi phhigh

low

What?

How ?

What?

How ?

Value Chain

importance

StrategicMarketing

Hiu nhu cuca khch hng

In-house& ExternalMarket&ConsumerAnalysts

Cao

Chui gi tr

Quantrng

Ci g?

Nh thno?

Ikea thit k h thng kinh doanh ca mnh c bit chophn khc chn

Thp

Marketing

chin lcThit k Sn xut

Phn phi

Dch v


46/138



-Thc trng:

Chng ta ang ng u?

-Tnh trng tng lai:

Chng ta mun ti u?

Gii php:




Tp hp ccngun u t

nh v chin lc

Hach nh chin lc

iu chnh v gim st


Ti c th lm g?

Nhu cu ca th trng?

Lm th no

m tng thctrng?





Quy trnh lin tc

Tnh hnh

ti chnh vchi tiu

Ti t i kh i h th ?


47/138

Ti s trin khai nh th no?

V d: Qun tr sn phm 1/3

Produktdefinition

Produktrealisierung

Produkteinfhrung

ProduktpflegeOutphasing

Khi nim

sn phm

Trin khai sn phmChm sc snphm Outphasing

a sn phm voth trng

Ti t i kh i h th ?


48/138


V d: Nhim v Nh qun tr sn phm 2/3

Sn phm mi/ Dch v:

Li ch khch hng c th nhn bit Gii quyt cc vn ca khch hng

Sc hp dn ca th trng cao

C s thng tin tt trong lnh vc sn phm

K hoch kinh doanh c cu trc

Minh bch chi ph

Chi ph v gi c ph hp vi th trng

Pht trin d n chuyn nghip

Cht lng sn phm nh hng th trng

Tip cn th trng chuyn nghip bao gmvic s dng cc hin tng tc ng n qutrnh tiu th

Cc nhn t chnh chos thnh cngca sn phm mi hoc

dch v

Ti t i kh i h th ?


49/138


V d: Yu cu i vi Nh qun tr d n 3/3

nh hngnhn s

Cao

Thp

Thp Cao nhhngnhim v

Ngilnhochun

Ngi tha hip

c ti

Ngi chu trchnhim cho d n

Chuyn giaNgi quntr

C tinh thntrch nhim

nh gi ri rong v nhanh

T duy

Nhn ni khngc chp

Kin thcchuyn ngnh

Tham vng vkinh t

Kho lo trongm phn

Qun tr tt

Kh nng idin

Khch quan

Kho lo trongm phn

K lut

Ti nng tchc

Quyn uy

Kh nng phihp

Kh nng tchc v truynt truyn thngtin

Kh nng lnh hinhanh

Phng php lmvic h thng, hpl

Lun sn sng hchi

Thch hot ng

Ti nng t chc

Kin thc chuynngnh su rng

Tnh gi chnhxc


50/138

Phn 2Mc tiu v Xc nh mc tiu

chin lc

Mctiu

Ch h h d h hi


51/138

Chnh sch doanh nghip

B chi phi bi 3 yu t:1. Vin cnh

2. S mnh3. Hnh mu


52/138

Vin cnh v nhng gi tr doanh nghip

Mt vin cnh chung coi nh l mt Ngn hi ng cho minhn vin: Vin cnh ch ra phng hng, hng i vtng lai

Mt h thng gi tr ca doanh nghip to nn nn tng sha ng mi c nhn trong doanh nghip

Trong trng hp l tng th tt c cc gii php tn ti trongdoanh nghip u hng ti vin cnh doanh nghip v ccgi tr doanh nghip

Vin cnh doanh nghip v nhng gi tr doanh nghip l iukin cho ng lc v l ngun nng lng trong doanh nghip

Vi h h i t d h hi


53/138

Vin cnh v nhng gi tr doanh nghip

Nhng vin cnh thc v nhng vin cnh khng thc

Tng lai l khng gian bao hm nhng kh nng cachng ta, n cng l khng gian bao hm t do ca chngta

Doanh nghip ca Bn l gii php ca cc vn

Nhng vin cnh doanh nghip y uy lc

Vn ha doanh nghip v nhng gi tr doanh nghip

Hnh mu v doanh nghip Truyn thng doanh nghip

Vi h th kh th 1/2


54/138

Vin cnh thc v khng thc 1/2

Nu Bn mc v mtiu, th Bn c th lm ciu (Walt Disney)

Nhng vin cnh thc v nhng vin cnh khng thc: Skhc nhau nm u?Mt vin cnh chung s thc s l mt vin cnh, nu nh nhiu ngighi nhn n, bi v vin cnh phn nh tan b s xc lp mc tiu cnhn ca h

Vin cnh khng cn phi l ci tn ti c sn cho nhiungi

Vin cnh khng phi l nhng cu so rng

Vin cnh cn phi l mt s nhn nhn r rng v tng lai Vin cnh mang li mt iu g

Vi h th kh th 2/2


55/138

Vin cnh thc v khng thc 2/2

Mt vin cnh thc cn phi gn kt vi mt s mnh, tc lgn lin vi sng gp cho thnh vng chung

Ct li ca mt vin cnh cn phi th hin c trn lnh vcm doanh nghip mun nm gi v tr dn u

Mt vin cnh thc s cn phi tha mn t nht bn iu kin

sau y: Cc nhn vin phi ha ng vi vin cnh Vin cnh phi ph hp thc tin

Vic din t khng c cng nhc v gio iu

Vin cnh phi c thc thi bng tim nng v ngun lc ca doanhnghip

T l i l kh i b h kh


56/138

Tng lai l khng gian bao hm kh nng s

t do ca chng ta 1/2

Trong th gii ngy nay ca chng ta, khi m mi s vt

khng ngng i thay, th s bm gi nhng hnh mu angtn ti v l gii v hat ng s l mi him ha ca s tnti

Nhng l l sau y c th lm cho ngi ta nhanh chng blai ra khi th trng: iu ny chng ti lun lun lm nh vy

iu ny chng ti cha tng lm

Ngi ta khng th thay i c qu kh, nhng tng laith lun gi m

T ng lai l khng gian bao hm kh nng s


57/138

Tng lai l khng gian bao hm kh nng s

t do ca chng ta 2/2

Mt vin cnh l mt bc ha hp dn v mt tng lai no, mt tng lai m mt doanh nghip mong mun vn ti

Ch khi vn ti mt vin cnh th Bill Gates mi tr thnhngi thnh cng: Nhn c thng tin chbng mt thao

tc bm con chut Con ng tt nht d bo v tng lai nm ch, t tm

ra tng lai v xy dng n

Khu hiu ca mt doanh nghip thnh cng cn phi l: Til ngi sng lp ra th gii ca ring ti

Doanh nghip l gii php vn


58/138

Doanh nghip l gii php vn

Ch nhng vin cnh doanh nghip thc mi gii quyt nhng vn thc s ca khch hng:

Nhng doanh nghip thnh cng gii quyt nhng vn trng tm cakhch hng mt cch tt hn r rt nhng doanh nghip khc

Cu hi nh hng:

Th gii ny s b thiu ci g, nu nh khng tn ti doanhnghip ca Bn?

Bn phi lm g nhn vin ca Bn c lng t ho khi thc hin cngvic?

Bn c nhng dnh kinh doanh g c th gy ra s tp trung ch

trn th trng? Bn c nhng n chin lc tt no Bn to ra s khc bit vicc doanh nghip sng cn li?

Vin cnh doanh nghip y uy lc


59/138

Vin cnh doanh nghip y uy lc

Mc tiu cng th hin r trc mt bao nhiu, th xc sut thchin c iu cng tng ln by nhiu

Tng lai thuc v ngi tin tng vo sc mnh ca vin cnh

Vin cnh doanh nghip y uy lc l ngun ng lc i vi nhn vintrong tm kim sp ng nguyn vng ngh nghip ca h trongdoanh nghip

Nhn vin mong mun nhiu hn l ch tr tin cng cho cng vic ca

h: Ai yu cu kt qu cng vic th cng phi a ra ngha ca cng vic

Nhng hat ng mang nhiu ngha sinh ra nng lng v to nn nglc cng nh s thc y hnh ng

Vin cnh doanh nghip y uy lc cn phi n gin v tp trung vobn cht ca vn

Vn ha v nhng gi tr doanh nghip


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Vn ha v nhng gi tr doanh nghip

Vn ha doanh nghip l s tng th tt c nhng iu hinnhin trong doanh nghip

Vn ha doanh nghip l sc mnh tim n trong doanhnghip, n c thc s dng thc hin vin cnhdoanh nghip

Vn ha doanh nghip th hin thng qu nhng gi tr

Nhng gi tr l s nhn nhn ng tnh v su sc ca mtsng trong mt tp hp x hi v nhng gi tr mong i

Gi trc hnh thnh trong mt tp hp x hi mt cch

c lp Gi tr lm cho doanh nghip c gi tr

Hnh mu doanh nghip


61/138

Hnh mu doanh nghip Chin lc doanh nghip ra: Chng ta ing lm sao cho ng

Hnh mu doanh nghip tr li cu hi: Chng ta c ingngkhng?

Hnh mu miu t trit l doanh nghip v ch hnh thnh tm qun lcao nht

Hnh mu sinh ra mi lin h gia vin cnh v kinh doanh trin khaihng ngy, n c nhim v:

ra ch th hnh ng c th To ra h thng gi tr chung

Ch ra li ch ca cng vic hng ngy

ra s hin nhin ng thun

Th hin phng hng i vi s pht trin doanh nghip

Hnh mu xcnh mc tiu chin lc ca doanh nghip

Mc tiu doanh nghip


62/138

Mc tiu doanh nghip

Kinh t vi m cin homo oeconomicus: doanh nghip theo ui mctiu ti u ha li nhun ca doanh nhn ra

1960 er: H thng mc tiu vs. mc tiu li nhun Mc ch doanh nghip l to ra gi tr Mc tiu tin t- li nhun- doanh thu- kh nng chi tr- bo tan vn v.v. Mc tiu phi tin t- tng th phn hay tng trng- uy tn v quyn lc- m bo vic lm

- gim thiu nhim mi trng- chu cp mt hng nht nh cho ngi dn- c lp v.v.

Cc lai mc tiu


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Cc lai mc tiu

Theo mi quan h gia cc mc tiu

1. Mc tiu b sung ln nhau

2. Mc tiu cnh tranh3. Mc tiu thay th

Tng quan nguyn l qun tr


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Tng quan nguyn l qun tr

1. Bao gm h thng quy tc, chng t hot ng clp v kt qunh lng c. Nhm mc chcao nht l tng hiu qu cng vic ca cc nhqun l (gim cng vic thun ty, tng cng vicmang tm nh hng)

2. Phi tng quyn t ch cho mi nhn vin trong khitc nghip, qua gii phng ngun lc sng to3. Phi kch hot kh nng thch nghi ca doanh

nghip vi iu kin ngoi cnh hng ti mc tiulu di

Phn lai nguyn l qun tr


65/138

g y q

1. Nguyn l qun tr theo nh hng gii quyt vn yquyn

Management by Exception (Qun l trn nguyn tc ngai l) Management by Decision Rules (Qun l trn quy tc ra quyt

nh)

M hnh HarzburgerhayQun l trong phm vi nhn vin

2. Nguyn l qun tr theo nh hng kt qu mc tiu Management by Objectives (Qun l thng qua tha thun mc

tiu)

Management by Results (Qun l thng qua nh hng kt qu)

Qun l trn nguyn tc ngoi l (1/1)


66/138

g y g ( )

Vic ra quyt nh lin quan ti cng vic thngngy

c

y nhi

m hon ton

Nhn vin c tha lnh ti mt mc cho php

Ch can thip vo nhim v cng vic cp di khi

c xu hng chch mc tiu v ra quyt nh trongnhng tnh hung c bit

u im: tng ng lc v tinh thn trch nhim

Nhc im: nguy c che y thng tin t cp di

Qun l da trn quy tc ra quyt nh (1/2)


67/138

q y q y ( )

y quyn ra quyt nh gn vi a ra quy tc raquyt nh

Gii quyt vn iu phi trong quy trnh ra quytnh c nhiu ngi tham gia

Nhc im: Nhng tnh hung ra quyt nh phic thc nhn bit trc, do hn ch p dng

M hnh HarzburgerhayQun l trong phm vi nhn


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vin (1/3) Quyt nh c a ra t nhn vin

Khng giao tng nhim v m y thc mt lnh vcc th

Cn bn m t cng vic chi tit

Qun l thng qua tha thun mc tiu (2/1)


69/138

Lnh o v nhn vin cng tham gia xc nh mctiu

Vic ra quyt nh khng quan trng, m quan trngl kt qut c

Trong phm vi nhim v, nhn vin t chn conng i ti mc tiu

Mc t mc tiu chi phi quyn li

iu kin t ra: Hoch nh chi tit mc tiu tngphn v h thng gim st kt qu

Qun l thng qua nh hng kt qu (2/2)


70/138

Lnh o p t ch tiu v gim st kt qu cngvic ca nhn vin

Hiu qu cng vic thu c do thng xuyn gimst nhn vin v yu cu ra i vi nhn vin cmi tng quan vi cht lng sn phm

Nguyn l theo xu hng c ti bi kt qu b chiphi bi lnh o v nhn vin t c quyn gp

Qun tr chin lc 1/2


71/138

Qun trchin lc l mt qu trnh sp xp linh hotccchin lc, hotng v kt qu kinh doanh, n bao gm

nhn lc, cng ngh, ngh thutiu hnh...

Gup cho thc thi mc tiu

Mt hot ng lin tc iu chnh phng hng v duy tr hot ngkinh doanh ca mt t chc

Qun tr chin lc 2/2


72/138

Chnh sch

Kinh doanh

Trch nhim gii trnh & thuyt phc

Ban lnho

Ban lnho

Tc ng n iu hnh

Tc ng n trch nhim

c im Qun tr chin lc


73/138

C tm nhn r rng trong tng lai Phng hng chin lc c cc nh qun l cp cao,

i tc v nhng ngi gp vn tn thnh

C ch cho trch nhim gii trnh, v d: vi cc khch hngtrong vic p ng k vng ca h cng nh trng tm trongvic p ng c cc mc tiu chnh sch

Khun kh chung cho ngi qun l mt vi cp (t

qun l bao qut cho ti vic sp xp nhng bo co ni b)m bo c th cng phi hp mi th vi nhau (nhiumc tiu) thm ch c khi c s cnh tranh gia th t nhngcng vic u tin v cc mc tiu khc nhau

Kh nng khai thc c hi v ng ph trc nhng thay it bn ngoi

Mt khun kh cht ch cho qun tr ri ro

Qun l thng qua tha thun mc tiu


74/138

Lnh o v nhn vin cng tham gia xc nh mctiu

Vic ra quyt nh khng quan trng

Trong phm vi nhim v, nhn vin t chn con

ngi ti mc tiu Mc t mc tiu chi phi quyn li

iu kin t ra: Hoch nh chi tit mc tiu tng

phn v h thng gim st kt qu


75/138

Phn 3Phn tch chin lc cho vic

hach nh kinh doanh

Cc tc ng ca chuyn i


76/138

05.2007 Sng to trong kinh doanh 76

Vic ton cu ho v s phc tp ngy cng tng edon vic kim sot s chuyn i

N lm gia tng cc yu t tiu cc vi nh hngnht nh n s pht trin, ti sn v cht lngcuc sng

Cc tng pht trin kinh doanh mi b ph sn

Nn kinh t mi b hn ch v khin cho s pht

trin kinh t ni chung ri vo tnh trng kh khn

Yu t mi trng i vi doanh nghip


77/138

Sc p gi c/sc p chi ph

Ton cu ha i th

Mc tiu:Sn phmthnh cng

a dng ho snphm ngy cng tng

Nhu cu ngy cng lnv cc gii php chuyn

bit ho khch hng

Nhu cu khchhng tng

Thi gian thanh tondi hn, v d do

u t tng

Thi gian s dng

sn phm ngn hn

1 nm

Cost

Phn tch ngai cnh


78/138

Phn tch mi trng ngnh

Phn tch mi trng vm Phn tch khch hng

Phn tch i th cnh tranh

Phn tch mi trng ngnh 1/2


79/138

5 lc lng cnh tranh theo E. Porter

Nhng i th cnh tranhtim nng mi

- Thiu lc lng chuyn mn+ Kh nng gn b vi khchhng

S canh tranh gia ccdoanh nghip n nh

+ Kh nng khc nhau+ Tng trng ca ngnh- mc cnh tranh gia tng

Nhng sn phm thay th

+ Hu nh khng c s thay thbng cc sn phm khc

Quyn lc ca nh cungcp

+ C thi c nh cung cp

Quyn lc ca khch hng

- S ph thuc- D dng thay i ngi cungcp bn hng

Phn tch mi trng ngnh 2/2


80/138

nh gi v

tnh h

p d

n c

a th

tr

ng

Nhng yu t tc ng ti tnh hp dn ca th trng Tc ngli nhun

Th trng m rng +

Mc cnh tranh -Ri ro t xut pht nhng sai lm tnh tan, nng sut lao ng thp mt cchkhng mong i v.v.

-

Nhy cm gi c ca bn cu -

Kh nng a dng ha sn phm cng nh sn phm +

Nhy cm v chu k tng trng kinh t -

ng vn, gnh nng ca chi ph cnh -

Mc gn b khch hng +

Quyn lc m phn ca khch hng -

Quyn lc m phn ca nh cung cp -

Sn phm thay th -

Ro cn thm nhp th trng i vi nhng i th cnh tranh mi +

...

Phn tch mi trng vm 1/3


81/138

Xu hng trong mi trng doanh nghip

Th trng:

Khch hng

Sn phm

Cnh tranh

Nhng xu hng MEGA

Nhng xu hng chnh tr

Nhng xu hng cng nghNhng xu hng x hi

Nhng xu hng khch hng

Quy trnh:

Sn xut

Gia tng gi tr

T chc

Nhn vin/Lnh o



82/138

Phn tch S-T-E-P

S: Mi tr ngxhi

T: Mi tr ng cng ngh

E: Mi tr ng kinh t P: Mi tr ng chnh tr

Th trng/Khch hng

Quy trnh Ti chnh/Ri ro

Nhn vin/

Lnh o / Hc

tpMi trng xhi

Mi trngcng ngh

Mi trngkinh t

Mi trngchnh tr



83/138

Nu gi xoay chiu, th c ngi xy tngnhng c k khc th xy ci xay gi

M t xu hng: Cng, Sdng tit kim nng lng, Ga trcimnh c ...

Dan: (Thng so v s pht trin)

C hi:

Tm quan trng:

Nguy c:

nh gi/Kt lun:

Nhng kh nng no c ngha

Lai doanh nghip no c li th

nh gi xu hng

Phn tch khch hng 1/4


84/138

Nu ngi ta dnh lm tt mt ci g , ngi ta khngth lm ra n phc vc cho tt c mi ngi: Hylm tt c phc v nhm khch hng ng Phn tch ABC

Phn tch tp hp khch hng

Nhng n tng tt sc k ti 3 ngi, nhng ntng xu k ti 10 ngi

Gi tr khch hng: Doanh thu

Chi ph

Gi tr ph trng

Gi tr thng tin

Gi tr an tan

Khch hng loi A:


85/138

Phn tch th hng ABC

Khch hng

Doanh thu

Qui tc 20/80 theo nh gi ca Alfredo Pareto

C tm quan trng sngcn vi cng ty ca bn Ngun tp trung cadoanh thu thit yu C lin quan chin lcvi cng ty ca bn C kh nng to mi quanh lu di Trung thnh vi cc iukhon hp ng k

Phn tch khch hng 2/4 Tp hp khch hng


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THPHu tin i thcnh tranh

TRUNGBNH

H khng u tin ai

CAOHu tin doanhnghip chng ta

CAOKang ln

Khch hng(cn) tn cng

Khch hngtim nng

Khch hngthen cht

No. 1TRUNGBNHK chy theo

Khch hng(cn) kch

hat

Khch hngtiu chun

Khch hng utin

THPK tht bi

Khch hngthng

Khch hngvng lai

Khch hng cnkit

V th cnh tranh tng i

Tnhhpdncakhc

hhng

Phn tch khch hng 3/4


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c trng sn phm

Gi c Chi ph hat ng

Cht lng

Mu m

Dch v

Thng hiu

Xc nh nhng yu t quyt nh ti vic mua hng

c trng doanh nghip S gn b vi khch hng

T vn khch hng

ng hn

Kh nng cung ng

H thng phn phi iu kin thanh tan (Vay?)

Uy tn

Dch v sau khi bn hng

Hy phc v trc khi thu nhp

Phn tch khch hng 4/4 S hi lng khch hng


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Doanh nghip ca Bn tn ti nh vo s hi lng ca khchhng

S hi lng c ngha rng chnh khch hng mi quay tr lich khng phi l sn phm quay tr li

Xc sut v mt khch hng hi lng s tip tc qung b chochng ta t ti gn 100%

Phng php o lng s hi lng ca khch hng: Phng php khch quan Khng c mi lin h trc tip vi vn ca khch hng C mi lin h trc tip vi vn ca khch hng

Phng php ch quan o n d o minh bch

Phn tch i th cnh tranh 1/3


89/138

m bo lu di v thnh cng trn th trng th vicphn tch v nhn nh vi th cnh tranh v cng cnthit

Trong th trng ngy mai khng phi l k ln chin thngk b, m l k nhanh chin thng k chm

B quyt ca thnh cng chnh l hiu c suy nghcangi khc, nht l suy nghca i phng

Nhng thnh cng ln u xut pht t s tp trung vo

th mnh ca bn thn



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c trng v so snh hu thNhng yu ttrng tm

-5 -4 -3 -2 -1 0 1 2 3 4 5

Cht lng sn

phm

Kh nng cungng

ng hn

Gn b khchhng

Thng hiu

Dch v

Mng li phnphi

Doanh nghip caBn p ng nhngyu t ny km

hni th cnhtranh

Doanh nghip caBn p ng nhngyu t ny tt hni th cnh tranh

Kh

nngtrao

i



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c trng v so snh hu th - v dNhng yu ttrng tm

-5 -4 -3 -2 -1 0 1 2 3 4 5

Cht lng sn

phm

Kh nng cungng

ng hn

Gn b khchhng

Thng hiu

Dch v

Mng li phnphi

i th cnh tranh 1 i th cnh tranh 2

Phn tch ni ti haymi trng ni b


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Phn tch thc trng ni ti chnh l kim tra sc

khei vi doanh nghip ca Bn M hnh 7-S ca McKinsey

Phn tch SWOT


7 S M d ll 1/2


93/138

7-S-Modell 1/2

M hnh 7-S

Nhng nm 70er

Richard Pascale, TonyAthos, Robert H.Waterman jr. Chuyn

gia t vn ca cng tyMckinsey


7 S M d ll 2/2


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7-S-Modell 2/2 S-Chin lc Bn c nm c ni dung c bn CL doanh nghip khng?

Bn hy tm tt CL

Theo bn, CL ny c ph hp vi nhng thch thc tng lai khng? CL ny c nh v r DN trong mi trng kinh doanh khng?

CL ny c kh thi khng? ...

S-K nng doanh nghip DN c nhng kh nng v k nng ni tri g?

C nhng li th cnh tranh tng i khng?

K nng cn yu km l g? ...

S-H thng DN H thng no mang li nhiu hu ch?

Bn nh gi cht lng h thng ntn? Khim khuyt trong h thng l g?

Hnh ng khc phc ntn? ...


7 S M d ll 2/2


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7-S-Modell 2/2

S-i ng im mnh/yu ca nhn vin ntn?

Kt qu so snh vi i th cnh tranh ntn?

Loi nhn vin no cn thiu? c tng i tha? ...

S-C cu Bn nh gi th no v c cu DN?

C cu t chc hin nay cn tr hay h tr pht trin kinh doanh? ... S-Phong cch Hy nu nhng c trng c bn trong phong cch lnh o v phi hp lm vic ca nhn vin trong

DN! ...

S-Gi tr cng Gi tr cng chung s hu ca DN l g?

Gi tr ny c phi l yu t gn kt doanh nghip khng? ...

Phn tch SWOTT ni ti T bn ngai


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immnh

im yu C hi Ri ro

Th trng/Khch hng

Qui trnh

Nhn vin/ lnho

Ti chnh

T ni ti T bn ngai

Phn tch tng hp v mi trng kinh doanh:

M hnh PESTEL


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M hnh PESTEL

Doanh nghip

Chnh trS n nh chnh tr

Chnh sch thuQuy nh vngoi thng

Kinh t

Vng i ca sn phmTh trng t bnLm pht

Tht nghip

Vn ha x hiPht trin nhn lcPhn chia thu nhp

Trnh gio dc

Cng nghChuyn giao cng nghi mi cng ngh

H tr ca nh nc

Mi trng

Lut bo v mi trngTiu th nng lng

X l cht thi/ Ti s dng

Lut phpLut lao ng

Lut cnh tranh

an ton ca sn phm

Bi tp nhm

Phn tch SWOT Khch hng


98/138

Phn tch SWOT-Khch hng Bn hy phn tch SWOT cho khch hng (20 pht)

Gi thit bn l khch hng Bn hy tm ra im mnh & yu cng nh c hi v mi

e da da trn gc ca khch hng Bn din ty , ngn gn, dng cu gin n v

nh s th t Bn hy khng nh kt qu vi cc cu hi theo h qu Ghi chp kt qu bi tp nhm v np li vs. i din

nhm trnh by

Sdng ttrnh chiu tip theo y

C-SWOT (Phn tch SWOT-Khchhng)


99/138

(C-W) im yu(C-S) im mnh

(C-O) C hi (C-T) Nguy c

H qu l?Khch hng c hngli qua nh th no

H qu l?iu g s b cn tr

H qu l?

Lnh vc kinh doanh mi noc hnh thnh

H qu l?

Nhng lnh vc kinh doanh nos b khch hng lai b

Phn 4


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Phn 4Hoch nh chin lc cnh tranh

Nhng nguyn tc thnh cng ca

Qun tr chin lc


101/138

Qun tr chin lc Thin nhin l Ngi Thy ln

Hc thuyt tin ha ca Darwins Nguyn tc tiu chnh Nguyn tc EKKAN Nhng nguyn tc thnh cng tip theo:

Nguyn tc ca yu t ti thiu Khng c tc ng nh hng m khng c nguyn nhn Hc cch t b S khc bit hay l cht

Hiu ng un ch

Thin nhin l Ngi Thy ln


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Doanh nghip l mt vt th sng

Trong thin nhin th thnh cng c ngha l tiptc tn ti

i vi doanh nghip th s thnh cng l mt hnhthc v mc t c mc tiu

Hc thuyt tin ha ca Darwins


103/138

Survival of the fittest (Darwin)

Thng b dch sai l: Ch nhng k mnh nht mi tip tctn ti

Dch chnh xc l: Ch nhng k c kh nng thch nghic tt nht mi tip tc tn ti

iu kin ngai cnh cng thay i mnh, thdoanh nghip cng phi t thay i nhiu hn

Nguyn tc tiu chnh 1/2


104/138

Tiu chnh l: Nhng tr ct ca ci cch

V d: Cy thc vt, Nhng em b mi sinh, Gien DNS hay nhngngi my ti tn hat ng theo nhng nguyn tc ny

Biu tng ca n l nhng vng xoay: Vng xoay theo hng lntrn hoc vng trn ma qu

Suy nghtch cc (Ci chai vi mt na, ci chai y mt na, ci chaiqu to):

Mi s thiu thn l mt c hi Cc s vt khng phi l th nh bn thn n, m n chnh l kt qu nhn

nhn ca chng ta

Cu tc ng ca Nht Bn: Tt c nhng ai b ng, khi m tip tc ng

dy u khng phi trng tay

Nguyn tc tiu chnh 2/2


105/138

Trng tm: Trong s tp trung th ngi ch cnng lc trung bnh cng vt tri hn ngi ti

ba Trong th trng suy thai nhng sn phm c tnh

trao i s dn ti kt qu kinh doanh tiu cc

AAAA: Khc bit Vi Tt c Nhng ngi khc

Ch ra nhng nng lc c th nhn din oc trn

th trng (Chuyn trch, Kh nng v S tin cy)

Nguyn tc EKKAN

n gin Tp trung Kin nh Bn b - Li ch


106/138

g p g

Ngi ta phi lm cc cng vic n gin nh c th, nhng khng thngin hn (Einstein)

Chng ta ch lm mt th, nhng chng ta s lm ci tt nht

Khng phi l cu hi, chng ta c th lm tt ci g, m l chng ta c thlm ci g tt hn mi ngi khc

Nhng cng vic quan trng ch thc hin na vi th khng c gi tr, vthng thng l na cn li mi l phn quyt nh

Con ngi thng nh gi qu cao nhng g l hin thc trc mt vnh gi thp nhng kh nng c c trong mt tng lai xa

Trao v Bn s nhn c Th gii ny s b thiu ci g, nu nh khng tn ti doanh nghip ca

Bn?

Nhng nguyn tc thnh cng quan trng khc


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Nguyn tc yu t ti thiu Mt h thng trong t nhin khi tng trng lun biu chnh bi yu t ti thiu ca n

Khng c tc ng nh hng nu khng c nguyn nhn Bn hy lun tm ra nguyn nhn ca nhng tc ng

Hc cch t b Ngn ng ngi da ni rng: khi con nga cht, th hy ri yn nga

Khc bit hay l cht S khc bit cng ln, th s hi ha v thnh vng cng gia tng

C cu cng tng t, th s cnh tranh o thi cng khc lit

Hiu ng un ch Hy hnh ng phn ng trc khi mun mng

Cc bc lp k hoch


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tngHnh thnh cc tn g v mng kinh doanh mi mang li gi tr

gia tng cho khch hng

Mc tiuCcxut v d n trin khai cc tng mi

K hoch hnh ngCc hotng ca nhm nhm tc mc tiu

V d

tng: M rng vic kinh doanh ca chng ta thng qua gi ca


109/138

t g g c doa c a c g ta t g qua g c aphng o to

Cc mc tiu: 1. K mt hp ng cung cp bao hm cho cng ty

2 t doanh thu u tin vo T. 6/2010 ti phngk thut v phng bn hng

Hnh ng 1: 1.1 Gp g vi thnh vin ban gim c

1.2 Gi phc tho hp ng ti phng ti v

Hnh ng 2: 2.1 Xc nh trch nhim bn hng i vi k thutv phng bn hng v lp k hach ti thm khch hng2.2 nh gi nhu cu khch hng2.3 M cc kha o to v bo dng, sa cha

tng mi

V d: Pht trin khch hng


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Cc tngCc tng mi vi cc gi tr khch hng to ra thm cc cng vic

kinh doanh hoc bo v cng vic kinh doanh hin ti

V d: Pht trin khch hng

Bn suy nghsng to!Thot khi khun kh suy nghthng thng!

u tin ho cc tng mi


111/138

A Trin khai khng cn bn ci nhiu

B tng m cn c s nht tr ca ban lnh o

C tng hay, nhng khng may l.

Bi tp nhm

tng pht trin khch hng


112/138

g p gTheo cc nhm (1 gi)

Bn hy s dng phng php phn tch SWOT pht trin tng

Mi tng nn gip gim im yu ca khch hng hoc khaithc c hi ca khch hng (hoc chng li c c mi e da i

vi khch hng) Tho lun v ti u ha xut trong nhm

Phn loi cc tng theo loi A, B, C

Sp xp cc tng theo tim nng doanh thu

Tng hp tim nng doanh thu mi lai

Sdng Bng trnh chiu sau y

Bng: tng mi

# descriptionof the idea

added value(# in C SWOT)

typeABC

revenuecurrent

revenuepotential

M t t

Nhng gi tr gia tng(trong bng phn tch

Loi Doanh thuhin ti

Doanh thuti


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of the idea (# in C-SWOT) ABC current potentialtng(trong bng phn tch

khch hng) ABChin ti tim nng

Cc mc tiu

tngC t i h kh i th ki h d h b h i


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Cc mc tiuCc sng kin v cc d n nhm c th ha cc tng mi

Cc tng mi nhm khi ngun thng v kinh doanh, n bao hm gitr gia tng ln i vi khch hng

ngha ca cc mc tiu


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Mi mc tiu ra phi: Tn dng mt hoc nhiu th mnh ca bn (S-S) Lai b mt hoc nhiu im yu ca bn (S-W)

Gia tng c hi (S-O) Chng li cc nguy c (S-T)

V c phn lai da trn nhu cu ngun lc

Danh sch mc tiu


116/138

Mi sng kin xut cn phi tha mn nhng

yu cu sau: S = c mc tiu r rng T = ra khung gii hn thi gian

A = Achievable: c th t c mc tiu M = Measurable: c th o c mc han thnhmc tiu

P = Personally assigned: qui c trch nhim

K hoch hnh ng


117/138

tngCc tng mi nhm khi ngun thng v kinh doanh, n bao hm

gi tr gia tng ln i vi khch hng

Mc tiuCc sng kin v d n trin khai cc tng mi

K hoch hnh ngCc hot ng ca nhm chm sc khch hng t c mc tiu

Cc k hoch hnh ng

Nhng hot ng m nhm chm sc


118/138

Nhng hot ng m nhm chm sckhch hng trong 6 thng ti phi thc hin

Cc k hoch hnh ng phi mang tnhc trngv tp trung vo mc tiu

Cc k hoch hnh ng phi xa b schnh lch gia thc trng hin ti v

tng lai

Cu hi then cht i vi

pht trin Chin lc cnh tranh


119/138

Vn ct li ca cnh tranh: Cnh tranh bng

phng tin g? im cnh tranh: Cnh tranh u?

Chin thut cnh tranh: Chin thut no c sdng?

Quy tc cnh tranh: Cnh tranh theo quy tc no

Vn ct li ca cnh tranh - Phn loi chin

lc cnh tranh c bn 1/2


120/138

Chin lc dn u v chi ph (M. E. Porter, 1985)

Tng quan gia chi ph mi sn phm v s lng snphm c sn xut hay ng kinh nghim trong dychuyn SX hng lot (BCG, 60er)

- Chi ph sn phm gm: Chi ph sn xut, chi ph vn, chi ph iuhnh, chi ph Marketing v.v.

- s lng SF nhn i th chi ph mi SF gim 20% - 30%

- L do: K nng cng nhn, Economies of scale

Vn ct li ca cnh tranh - Phn loi chin

lc cnh tranh c bn 2/2


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Sn phm khc bit hayChin lc khc bit ha (M. E.Porter, 1985)

- thit k nhng c im ring bit cho sn phm t, Coca Cola, Swatch,Singapor Airlines , v d nh: An ton, Cht lng, Tin nghi, Cng nghcao, Thit k, Dch v chm sc, Thng hiu v.v.

- Mc ch: Khch hng sn sng mua thm, tr thm

Hybrid/Hn hp hay Chin lc cnh tranh hn hp(Gilbert/Strebel, 1987)

- Thay i p dng 2 chin lc khc bit & dn u chi ph theo thi im

- V d: Hng Nht Bn Sony, Toshiba hay Honda nhng nm 80er dng CLdn u chi ph do nhn cng r, t 90er sn xut ng c xe th thao ttin

im cnh tranh hayChin lc trng tm ha


122/138

Tp trung cnh tranh ti 1 phn khc (nhm

khch hng, dng sn phm. a phng nhtnh) hay 1 lnh vc sn phm

Thng p dng khi lng s-ri sn phm thp,

do vy thch hp vi doanh nghip N&V. V d: Hng Leica tp trung vo my nh cht

lng cao nht v phn phi ti mt si l nhtnh

Chin thut cnh tranh

Phng n tn cngTn cng tr c din


123/138

Tn cng trc din to sc p nhiu mt i vi hot ng kinh doanh ca i th, v d: Deutsche Bank,

90er ti c iu kin: u t ngun lc ln

Tn cng bin Th trng phn khc, ni i th cn yu hoc cha quan tm v d: Pepsi Cola Vit

Nam

Tn cng vng Trnh i mt bng cch pht trin cng ngh mi hoc h thng phn phi ring

Tn cng du kch Nguyn l tn cng/rt lui/tn cng

Cc doanh nghip a phng c tnh linh hot cao

Chin thut cnh tranh

Phng n phng thChi l t h


124/138

Chin lc tng cao ho su Bo m tip cn ngun ti nguyn

c quyn phn phi

xy dng cng sut sn xut ln

Chin lc che chn bin

mua li i th cnh tranh, thng p dng ti th trng phn khc

Chin lc i u Tn cng l bin php phng th tt nht: m rng th trng, thm th trng phn

khc

Chin lc rt lui

Quy tc cnh tranh

Phn bit 3 dng doanh nghip trong mi lnh vc:


125/138

g g g

Ngi ra quy tc: doanh nghip c th phn ln nht,

v d: NXB truyn thng, Laptop HP

Ngi chp nhn quy tc: phi thch nghi v tm thtrng phn khc, chim a s doanh nghip

Ngi ph vquy tc: DN c tng kinh doanh co v c tim nng tr thnh Ngi ra quy tc, v

d: Amazon - Bn sch trc tuyn, Dell

Kt lun 1/2

Chin lc cnh tranh ca mi DN ph thuc vo v


126/138

ptr trn th trng l Ngi dn u, Thch thc,Chy theo hay Nm gi phn phc

3 thch thc ln cho Ngi dn u: M rng quym tan th trng; Bo v th phn v M rng thphn

M rng quy m tan th trng: tm kim khch hng mi tm kim tnh nng sn phm mi

Bo v th phn:

i u cnh tranh cng c tan din (gi c, cht lng, dch v, qung co )

Kt lun 2/2

Ngi thch thc tm kim m rng th phn bngcch tn cng Ngi dn u v cc i th khc:


127/138

cch tn cng Ngi dn u v cc i th khc: Chin lc tn cng trc din, tn cng bin, tn cng du kch v.v.

Ngi chy theo: Khng mun tn cng hay b tncng

quan tm ti chin lc tng trng th trng bng li nhun thu hi vn(ROI)

Ngi nm gi th trng phn khc nm gi knng v cng ngh ring

chuyn mn ha v quy m khch hng, nhm ngi tiu dng, vng aphng, gia cng, sn phm ph tr, Dch v h tr, Cht lng v gac v.v.

Thch hp vi DN va v nh

Lnh vc kinh doanh chin lc (Fields)

- Sn phm kinh doanh chin lc (Units)1. Th no l mt lnh vc/SF kinh doanh chin


128/138

1. Th no l mt lnh vc/SF kinh doanh chinlc?

2. Cng cnh gi v la chn Phng php phn tch ng kinh nghim

Vng i sn phm Phng php phn tch Portfolio


- Sn phm kinh doanh chin lc (Units)1. Th no l mt lnh vc/SF kinh doanh chin lc?


129/138

C nhim v th trng c lp: Gii quyt nhu cu

ring bit ca khch hng Sn phm hay dng sn phm phi c kha cnh

ring v gi c, s thay th, cht lng, mu m v

li ch mang li so vi sn phm hay dng snphm khc C tnh tng ng v mt t chc nh ca i th

cnh tranh Mang li li th cnh tranh so snh


- Sn phm kinh doanh chin lc (SB-Units)2. Cng cnh gi SBU v la chn chin lc:


130/138

g gPhng php phn tch ng kinh nghim chi ph

1966: Boston-Consulting-Group Mi tng quan gia s lng sn phm ly tin

vi chi ph mt sn phm (- 20-30%)

Kt hp b sung vi ng kinh nghim gi c

cha tnh n tc ng t s lng i th cnhtranh


- Sn phm kinh doanh chin lc (SB-Units)

2. Cng cnh gi SBU v la chn chin lc:


131/138

Sn phm hoc dch v c timnng nh th no?

Khi no th phi thc hin i mi?

Khi no th phi y mnh qungco?

Ti c tht mc tiu th, doanh

thu v li l bao nhiu?

Tiu th, doanh thuv li

Thi gian

Trin khaiPht trin Cc thnh Gim thiu

Li

Tiu th, doanh thu

Vngi sn phm


- Sn phm kinh doanh chin lc (Units)3. Cng cnh gi SBU v la chn chin lc: Phng php

h t h P tf li


132/138

phn tch Portfolio

mc ch l hng ngun lc hin c ti nhng th trngtim nng v ni DN c u th cnh tranh

BCG: Hai yu t chnh Tng trng th trng v Th phntng i to nn ma trn 4 nhm hoc 9 nhm

Cash cows Stars

Questions

Dogs


- Sn phm kinh doanh chin lc (SB-Units)Kufer/ Kuferverhalten

Merkmale

RckgangReifeWachstumEinfhrung

M rng phm vi mua bn/

Ngi bn hng/cch

c im

Gim thiuCc thnhPht trinTrin khai


133/138

Produktion

Produkt

Wettbewerb

Kufer/ Kuferverhalten

Preis

Distribution

Thng bo rng riNachdruck auf

Marketingausgaben

-

Hauptstrategie

Aktionen

Risiko

Cash -Flow

Gewinne

Umstze

Qu ti/Gim cng sutCng sut hp l/Sn lngln/cht lng i ng laong thp

Thiu cng sut/chuynsang sn xut hng lot

Qu ti/Sn lng t/Cht lng i ng laong cao

Sn xut

c hp l haa dngc ci tinMu c bnSn phm

Ngy cng gim/doanh nghip t b

Nhiu/ c bitcnh tranh gi c

Ngy cng tng/doanh nghipmi, lin hip v ph sn

t doanh nghipCnh tranh

Khch hng quen, mi/nhiuyu cu trong vic la chn

Th trng a dng, ngibn/la chn thng hiu

M rng phm vi mua bn/khch hng chp nhn ccmc cht lng khc nhau

Phi thuyt phc c ccnh i mi c thu nhp cao

Ngi bn hng/cchbn hng

Thp, him khi tngGim dnTng i caoCaoGi cChn lcy mnhy mnhChn lc/ chuyn bit haPhn phi

Hp l haS trung thnh vi nhn hiuS yu chung nhn hiuCh trng vo

ThpGimCaoCaoChi ph Marketing

m bo tnh hiu qu/qun lchi ph c quyt nh

Phn chia th phn/ chi phv tnh hiu qu Marketing rtquan trng

-Tng kh nng thm nhp thtrng/ Marketing c vai trthen cht

M rng th phnChin lc chnh

Hot ng

bt u xut hinnhy cm vi th trng

C th chp nhn cCaoRi ro

ThpCaoVa phiTiu ccDng tin-

t hoc khngGimGi tr lnKhng quan trngLiGimTng trng chmTng trng nhanhThpDoanh thu

M hnh tng hp Vng i sn phm Portfolio -ng kinh nghim chi ph

+

+Question Marks Stars

Th phn tng i +

+

Question Marks Stars

Tng th trng tiu th


134/138

Poor Dogs Cash Cows

Tng trngth trng

Poor Dogs Cash Cows

Thi gian

Chu trnh hotng kinh doanh

Tng lng n v

Chi ph/Sn phm

th kinh nghim

1


- Sn phm kinh doanh chin lc (SB-Units)Chin lc tng nhmQ ti CL t h h th


135/138

Questions: CL tn cng hc phng th

Dogs: GL gim thiu u t Cash cows: CL cng c hoc tn dng Stars: CL u t v tng trng

Phn tch Portfolio ma trn 4 nhm: nh lngPhn tch Portfolio nh tnh gm 2 yu t hp thnhh thng tnh im

Tnh hp dn ca th trng Sc mnh ca sn phm


- Sn phm kinh doanh chin lc (SB-Units)Sc mnh ca sn phm


136/138

Ti a 45 im9,0Tng sim

3,53,5

1,51,5

0,5

0,5

0,5

0,5

0,5

0,5

1,0

1. Th phn tng i

2. Cht lng

3. Trnh cng ngh

4. Sn xut

5. T chc SX

6. Phn phi

7. Bn hng

8. Marketing-Mix

9. Kt qu ti chnh

Sim t cim s - tia 5

Tm chi phiCh s tiu chun nh gi sc mnh ca snphm


- Sn phm kinh doanh chin lc (SB-Units)Tnh hp dn ca th trng


137/138

Ti a 60 im9,0Tng sim

3,53,5

1,0

0,5

0,5

1,0

0,5

0,5

1,51,5

1,0

1,0

1,0

1. Mc tng trng th trng

2. Qui m th trng

3. Ri ro th trng

4. Chi ph thm nhp th trng

5. Thc trng cnh tranh

6. nhy cm gi c

7. Vng quay t hng

8. Mc hp dn u t

9. Mc hp dn nguyn liu th

10. Tim nng sng to

11. Mc hp dn v mt x hi

Sim t cim s - tia 5

Tm chi phiCh s tiu chun nh gi tnh hp dn ca thtrng

Chin lc pht trin theo Ansoff

CL Thm nhp - CL M rng-

c miTh trng

1 3


138/138

pth trng

gth trng

CL Pht trinsn phm

CL a dng ha

C

Mi

Snp

hm

M rng lnh vcng dng sn phmChuyn nhng

khch hng

Khch hng mi

S sng to

Gii php h thng

Me - too - Sn phm bt trc

M rng phm vi

Lnh vc thay th mi

Phn khc th trng

ngang

dc

Khi (bn cnh)

Trnh t phi hp gim dn

2 4

KH Chienluoc _1

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