2453863 Kvalitet i Konkurentnost Strategijsko Pozicioniranje 2011-11-01

5/23/2018 2453863 Kvalitet i Konkurentnost Strategijsko Pozicioniranje 2011-11-01

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Strategijsko pozicioniranje-Vanjsko okruenje org.

L3

EFBL, 19-10-2011

Prof. J. Ateljevic


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Fokus i kljuna pitanja

Kako analizitrati poziciju org u kontekstuvanjskog okruenja?

Kako analizirati i utvrditi detreminantestrategijskih sposobnosti?

Kako razumjeti namjere org uzimajui u obzorkorporativno upravljanje, oekivanja interesnihgrupa i poslovnu etiku?

Kako adresirati vanost tradicije i kulture

poslovanja u odreivanju pozicije org.?


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Oekivani rezulatati predavanja(1)

Razumijevanje generalnog makro okruenaja upogledu politike, ekonomije, drutva, prirodenesredine, tehnologije i zakonodavstava.

Razumijevanje i mogunost identifikacije kljunihpokretaa i makroekonomskom okruenju unjihovu upotrebu u odoreivanju alternativnogscenarija u sluaju promjena u okruenju.


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Exhibit 2.1 slojevi poslovnogokruenja

The

Organisation


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The Macro-Environment

PESTEL

Scenarios

Key

drivers


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PESTEL Framework

Political Economic

Technological

Environmental Legal

Social


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Dr. Jovo Ateljevic, University ofStirling

Source: Johnson,

Scholes &Whittington,2006:68


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KEY CONCEPTS: A PEST Analysis of the

Credit-card Industry

Political-Legislation allowing young people to own creditcards. The threat of restrictions on Internet trading.

Economic-The future presenceor notof the UK,Denmark and Sweden in the Euro-Zone and the European

single currency, and the impact of the single currency oninterest rates generally. Future economic trends which willaffect demand for consumption and credit. Freedom for, orrestrictions on, new entrants to the industry.

Social-The willingness or reluctance to buy on creditwhilecredit is readily available for many people, there can be a

rebellion against high interest charges. The increasingacceptance of Internet shopping, which depends on credit-card transactionspossibly affected by the age profile of thepopulation.

Technical-Internet and e-business possibilitiesandsecurity

10


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Neto vie o makro-okruenju


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Levels of analysis

Microeconomic analysisconcerned with the study ofeconomic decision taking by both individuals and firms

Macroeconomic analysisconcerned with the study ofeconomic decision as a whole (i.e. with economicaggregates)

Macroeconomics recognise the interdependent natureof markets, and studies interaction in the economydealing with such questions as the overall level ofemployment, the rate of inflation, the % of growth ofoutput in the economy etc.

The macro environment is closely linked to the generalbusiness cycle, as opposed to the performance of anindividual business sector.

The macro environment in which a company/sector

operates will influence its performance


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The flows of the economic activity

Economic activity can be seen as a flow of economic

resources into firms which produce output forconsumers and the corresponding flows of payment (seeFigure 1)

The flows of resources, production, income and

expenditure represent fundamental activities of aneconomy at work (describing the real flows)

The consumption gives rise to the flow of expenditurerepresenting an income for firms which they use topunches resources flow of income and expenditure isshown in Figure 2


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The flows of the economic activity


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Model of real economy and income flow: ananalytical tool

Firms success is connected with the spending decision ofhouseholds

Level of spending have repercussion at both micro and macrolevel

During recessions consumption level declines that may beinfluenced by high interest rates, debt growth due to previousspending, decline for markets abroad

Some businesses survive recession yet many go out from it

resulting declines in economic output, unemployment grow,investment decline, house prices fall

Recovery is back with increase of consumer confidence (thekey link between consumption and entrepreneurial activity)

Ch i i i ti it (Fi 3 d 4)


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Changing in economic activity (Figures 3 and 4)

The level of spending by consumers is influenced by manyfactors (i.e. income tax reducing the income to spendplus

more saving, and buying preferencedomestic vs. importedproducts/services), thus reducing the income of domesticfirms

This creates leakages (withdrawal) from the circular flow ofincome (explaining business revenue fluctuation)

Part of leakages may go to the economy to stimulatedomestic firms (production and demand for capital goods)investment spending (films for investment can borrow manysaved by consumers)

Govt use taxation on provision of public goods (publicexpenditure), plus export spending- these additional formsof spending represent and injection of income into thecircular flow (Figure 4)


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Government and the macroeconomy: keyissues

Spending comes from consumers, firms,government and external sourcestotaldemand in the economy for goods and services(AggregateMonetaryDemand- AMD =consumer

+ investment + govt spending + exportspending-import spending)

Govt have critical roll on shaping demandthrough polices on spending and taxation or on

int. rates influencing both demand and supply

Understanding choice of polices used by govtand the objectives is important to understand

/analyse the business environment


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Controlling inflation Upwards movement of level of prices , for govt reducing this

trend is a primary economic objective

monitoring trends in predicting price movement may includes:

Retail price indexaverage family spending

Examination of the underling rate of inflation

(excluding mortgage) Measuring factory gate prices to indicate future

changes in consumer prices

Comparing domestic inflation rate with the key(country) competitors Changes in monetary aggregates (measures amount of many

potential spending power) circulate in the economy is also a

reliable guide for possible future price increases


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Economic growth Govts objectives is to achieve steady (3-4%) and

sustained levels of non-inflationary growth (led byexport) (real national income or GDP)

Negative growth of GDP for 2 consecutive

quarters produce recession Encouraging increased consumption of imported

goods /services could be at the expense ofdomestic firmer (deindustrialisation)

Increase consumption on govt spending thepotential gain for business may be offset by theneed to increase int. rates to fund the spending


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Reducing unemployment

Full employment is developed countries is no longerpriority, but govt tend to focus on job creation and skillsdevelopment to meet demands

Statistic relating to the employment/unemployment needto be used with care

Higher unemployment may cause broader economic andsocial consequences (waste of resources, pressure onpublic servicesreduction on tax yields, increase publicexpenditure on welfare state etc. )

Cyclical (general deficiency in demand), Structural(deficiency in demand in particular sector), andtechnological unemployment


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A favourable balance of payment

BoP the net balance of credit (earnings) and debits(payments) arising from international trade in a givenperiod of time

Govt prefer to have either equilibrium or payment surplus

BoP on current account (imports and exports ofgoods/services) is an important indicator ofcompetiveness (economy, firms, industry)

Sustain Current account deficit indicates structural

problems in particular sector or its economy or possibilityof exchange rate which favourites import


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Controlling public borrowing

Govt raise large amounts of revenue trough taxation(surplus and deficit of the budget)

Govt often face budget deficit therefore have a public sectorborrowing requirements (sign of an economy difficulties)

high level of public borrowing tends to have impact on:

Interest rates (high interest ratesimpact onconsumption and investment)

Opportunity costs of debt interest particularly other formsof public spending

General lack of confidence in the market about govtability to control the economy

convergence criteria laid down at Maastricht to entry toEuro zone (govt debt no higher then 3% of GDP


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Govt and the macro-economy: polices

Key roles in the economy:

Consumer or resources (e.g. employer, landowner)

Supplier of resources (e.g. infrastructure, information)

Consumer of goods and services (govt spending)

Supplier of goods and services (e.g. nationalisedindustries)

Regulator of business activity (e.g. fiscal andmonetary policy),

Redistributors of income and wealth (e.g. taxationsystem)


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Fiscal policy Involves the use of change in govt spending and taxation

and influence the level of consumption of aggregate

demand of in the economy Important implication for businesses, such as:

Reduction in taxation will inject additional income intothe economy, or

opposite effect, depressing business prospects,discouraging investment and causing rise inunemployment

Reduction of taxes can be used to encourage business

and investment See Figures (5 and 6)for govt revenues and spending


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Monetary policy

It influences monetary variablesmoneysupply or rates of interest in order regulatethe economy

Interest rates manipulation has a numberimplications in the economy

Changing in the money stock (credit inparticular) affect the capacity of individualsand firms to borrow / spending

Oversupply of money tends to createinflationary pressure and to increase

spending on import


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The role of financial institutions

Interaction in the macro economy (govt, businesses,

consumers) take place within institutional environment includesnumerous financial intermediaries

Elements of the financial system

Lenders and borrowers

Financial institutions Financial markets (transfer of many and other type of asset

including papers assets such as shares and stock

Financial markets includes the markets for short-term funds

(money markets), long term finance for both private and public(capital market)- stock exchange is central part of it

Financial intermediaries play vital role in the operation of thefinancial system (see Figure 7)


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International economic institutions and organisations

IMF1946 (Bretton Woods conference togovern the global finance to avoid another

depression that triggered the WWII), 184members

It was to provide a pool of foreign currencies

from its member states use to facilitate tradeimbalance between countriespromotingstructural growth, boosts international tradingenvironment, encouraging exchange rate

stabilities Most recent objectives to switch towards

international surveillance and helping developingeconomics with monitoring debt problems, and

assisting with reconstruction

C t d


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Cont..ed

EBRD- 1991 to facilitate the transformation of the staesof CEE (transition)privatisation process, technical

assistance, training and investment in upgrading ofinfrastructure

The World Bank (IBRD)- 1945 know as intr. bank forreconstruction and development as a specialised agency

of the UN set up to encourage economic growth in dev.Countries (provision of loans and technical assistance),180 members

The European Investment Bank (EIB)1958 at the

Treaty of Rome to finance institution of EU to Contribute to the integration, balance development

and the economic and social cohesion


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Nastavak...


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Kljini pokretai promjenaposlovnog okruyenja

kljini pokretai promjenasu onifaktori poslovnog okruenja koji

vjerovatno imaju veliki uticaj nauspjeh i neuspjeh org. ili njene

stratgije.


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Neizvjesnost p.okruenja i planiranje/izradascenarija

Scenarioje detaljni i vjerodostojni pogled napravce moguih promjena biznis okruenja

rukovodei se kljunim pokretaima

promjena pri emu se mora voditi rauna ovisokom nivou neizvjesnosti.

Primjer: energija, mediji, izdavake kue

(budunost?)

Primjer izdavake industrije


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Primjer izdavake industrije,Izdavanje knjiga

Korak 1.

Ident. visoke uticaj i faktore u p.okru

a) Razvoj trita za e-komunikaciju

b) Percepcija potroaa o konvencionalnimknjigama u odnosu na e-medije (substituti)

c) Trokovi papira i drugih sirovina

d) Trokovi javne admin (vlada) i regulative


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...nastavakKorak 2.

Ident. moguih pravaca (buduih) ovih faktora( a. Brze i mjerljive promjene; b. Povoljne, nepovoljno; c. Visok i

rastui, stabilan; d. Podrati knjige, podrzati e-medije)

Korak 3. konstrukcija scenaria na bazi validne konfiguracije faktora

Scenario 1. nema veih promjena: b. Povoljna, kon. Knjige podraneod strane vlade (potronje i regulative; d. Mjerljive promjene e-trita; a. Stabilni trokovi papira i dr. sirovina.

Scenario 2. elektronski haos: sve skoro suprotno predhodnom

Scenario 3. infarmacijsko drutvo

a. Stabilkon trite konv. knjiga poredei sa e-tritem, b. Mjerljivepromjene razvoja e-trita, a. i validni trokovi iregulative upodravanju kon. Medija (d). Ali. Mogui rast trokova papira i dr.Sir. (c.).


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Industrije i Sektori

Snage

Konkurentnosti

Cikluskonkurentnosti

ivotni vijek

Industrije


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Concept Pet Snaga (izvorkonkurentnosti)

Competitiverivalry

Potentialentrants

Buyers

Substitutes

Suppliers


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Prijetnje od novih firmi: Barijere zaulaz na trite

Obim i iskustvo

Pristup nabavljaima i kanali distibucije

Oekivana osveta postojee kompanije

Zakonodavstvo i vladine mjere

Diferencijacija


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Zato je substitucija (zamjena)prijetnja?

Zamjena moe smanjiti potranju za odreenuvrstu proizvoda kada potroai preu naalternativni proizvod.

Mogue implikacije:dodatni napori industrije

odnos cijene i performance


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Snaga (prednost) kupaca

Postojili koncentracija kupaca?

Koji su trokovi pri promjeni nabavljaa?

Dali postoji veritkalna integracija unazad?


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Snaga nabavljaa

Postojili koncetracija nabavljaa?

Koji su trokovi pri promjeni nabavljaa?

Dali postoji verikalna integracija unaprijed?


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Nivo konkurentskog rivalstva

Balans konkurencije (veliina i uticajkonkurenata i elja za dominacijom)

Stopa industijkog rasta (ostvarenje raste

firme kao rezultat vee potranje ili nautrb konkurencije) Visoki fiksni trokovi

Visoke barijere izlaza Mala diverzifikacija (mala diverzifikacijavee mobilnost potroaa, izbor)


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Thompson,Philips, iRiver

otherproducts with

betterbbatterylife, soundquality

Demand forbetter price,quality,customizedproduct

Newentrants?

PortalPlayer

Portelligent Inc

Sharp

Electronics Corp

Primjer

I d 5th & 6th G i


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Ipod 5th& 6thGeneration

5thGeneration

Released (lansiran)October 2005

Memory 3060 GB

6th

Generation Released September2006.

Enhanced (bolji) video

Longer battery life. Thinner (manji)


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Menadment Implikacije

u koju industriju da uemo i koju danapustimo?

Koji (vlastiti) uticaj moemo iskorititi?

ta je sa konkurencijom, dali oni imajurazliite probleme i da li se ti problemirazlikuju od naih?

O t li kti li k t


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Ostali aspekti analize konceptaPet Snaga (Porter, 1980, 1985)

Identifikovanje prave industrije

Utvrivanje mogucnosti industrijskekonverzije ili integracije

Identifikacija komplementarnih proizvoda

E hibit 2 3 Th I d t


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Exhibit 2.3 The IndustryLife Cycle (ivotni ciklus)

Ciklus konkurentnosti (proces konkurentnosti


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Ciklus konkurentnosti (proces konkurentnostikroz vrijeme, erozija konkurencije)


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Hiperkonkurencija?

Hiperkonkurencijase javlja u prisustvuvelike frenkventnosti, agresivnosti i velikedinaminosti konkurenata to dovodi do

breg kreiranja uslova konstatnogekvilibrija i promjena.

E hibit 2 5 C ti I d t


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Exhibit 2.5 Comparative IndustryStructure Analysis


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Konkurencija i trite

Strategijskegrupe

Strategijapotroaa

Segmentacijatrita


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ta su strategijske grupe?

SG su organizacije u okviru industrije sa slinimstarategijskim karakteristikama, u pogledustarategijskog planiranja ija se strategija

konkurentnosti bazira na slinim principima.Hunt (1972) je definisao koncept SG u inustrijikucnih/industrijskih aparat otkrivajuci visok nivo

rivalstva


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Karakteristike SG

Okvir djelatnosti Nivo dierzifikacije

proizvoda Geografska pokrivenost

Broj ciljnih grupa Kanali distribucije

Resursi Nivo brendiranja Marketing aktivnosti Nivoi vertikalne

integrisanosti Kvaliteta proizvoda Liderstvo u tehnologiji Organizacija i njen obim


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Razlog za identifikaciju SG

Razumijevanje konkurencije

Analiza strategijskih mogunosti

Analiza mobilnosti barijera

ta je trini segment (ciljna grupa


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ta je trini segment (ciljna grupa-CG)?

CG je grupa potroaa sa slinimosobinama/potrebama koje se

razlikuju od osobina /potreba drugihpotroaa na tom tritu.


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Broad

PRODUCT

RANGE

Narrow

National GEOGRAPHICAL SCOPE Global

NATIONALLY- FOCUSED,SMALL, SPECIALIST

PRODUCERS e.g., Bristol

(U.K.), Classic Roadsters(U.S.), Morgan (U.K.)

NATIONALLY FOCUSED,INTERMEDIATE LINE

PRODUCERS

e.g. Tofas, Kia, Proton, Maruti

REGIONALLY-FOCUSEDBROAD-LINEPRODUCERS

e.g. Fiat, PSA, Renault,

PERFORMANCECAR PRODUCERS

e.g., Porsche,Maserati, Lotus

LUXURY CARMANUFACTURERS

e.g., Jaguar, Rolls Royce,BMW

GLOBAL SUPPLIERS OF

NARROW MODEL RANGEe.g., Volvo, Subaru, Isuzu,Suzuki, Saab, Hyundai

GLOBAL, BROAD-LINEPRODUCERS

e.g., GM, Ford, Toyota,Nissan, Honda, VW, Daimler

Chrysler

Example: Mapping strategic groups


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Industry group attractiveness

Unattractive

industry/groups

Attractive

industry/groups

Low entry andmobility barriers

Suppliers andbuyers havestrong positions

Strong threatsfrom substituteproducts

Intense rivalryamongcompetitors

High entry andmobility barriers

Suppliers andbuyers have weakpositions

Few threats fromsubstituteproducts

Moderate rivalryamongcompetitors

E l f J S i d t


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Example of Japanese SemiconductorIndustry (the 1980s)

Group whose core business was computers (NEC,- Nationalelectronic code - Fujitsu, Oki Electric)

-Strong link-up between core products and semiconductors

Concentration of managerial resources on thesemiconductor business

General electronics group (Hitachi, Toshiba, Mitsubishi)

-Having many business sectors including growing ones,

concentrating resources on semiconductor was difficult.

Exhibit 2 7 Some Bases of


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Exhibit 2.7 Some Bases ofMarket Segmentation


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Kljuna pitanja segmentacije

Kako se potrebe potroaa razlikuju odtrita do trita?

Relativne razlike uea na tritu(market share) u okviru ciljnih grupa?

Kako se mogu identifikovati ciljne grupe iusluiti?


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American Express

Based on Income and age - 9 segments Up and Comers - $40k

Affluent established - > 50, > $40k

Affluent Retired - retired, > $40k Successful Beginners - 50

Young Survivors Older Survivors

Retired Survivors

F d P d t


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Food Products(bazirano na linim stavovima prema hrani )

Hedonists (20%) want good life, taste, convenience, not

expensive, not health conscious, young, no

kids Dont Wants (20%)

Avoid sugar, fat; Are over 50 years, better

educated Weight Conscious (33%)

Moderates (25%)


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Levi Strauss Mens Clothing

Practical Jeans Customer (26%)

Loyalist, work and play, does not care for style

Trendy/Casual (19%)

High fashion, likes to be noticed, younger

Price shopper (12%) Older, department store sales and discount

stores

Mainstream Traditionalist (22%)

Older, conservative tastes, shops with wife,department stores

Classic Independent (21%)

late 20s/30s, real spender on clothes, shops

alone, specialty stores, traditional styles


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Strategijski potroa?

SP je osoba koja se uvijekidentifikuje u strategiji iz razloga s

njenog uticaja na aktivnosti nabavkeproizvoda i usluga.


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Kritini faktori uspjeha

KFU su one karakteristike proizvodasa kojima organizacija postie

konkurensku prednost iz razloga totakvi proizvodi imaju veu potranju

od strane potroakih grupa.


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Tipovi mogunosti

U industrijskojsubstituciji

U drugimstratgijskimgrupama

U ciljnimkupcima

Komplementiranjeproizvoda

U novoj trinojsegmentaciji Vremenom


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Saetak(1)

Uticaj poslovnog okruenja se moeshvatiti kao slojevi oko jeden org.

Za analizu makro-okruenja se moekoristiti kocept PESTEL faktori

Za analizu Industrije i sektora najee sekoristi Porterov model Pet Snaga (Five

Forces model)


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Saetak (2)

Promjene u indutriji se mogu analizirati ukontekstu njenog ivotnog vijeka ili ciklusa,modelom hiperkonkurentnosti, i pomou

radarske mree pet snaga Unutranji slojevi se mogu analizirati putem

analize stratgeijskih grupa, trinasegmentacija, i strategijsko platno.

Kljuna debata: kolika je vanost


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Kljuna debata: kolika je vanostindustije? (1)

Dali strageije treba da bude fokusirana nainterno ili vanjsko okruenje

Porterov doprinos predlae da faktori

industrije imaju vei uticaj na profitabilnostnego faktori koji se odnose na samu firmu.

ali, ovo varira od jedne do druge industrije

Kljuna debata: kolika je


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Kljuna debata: kolika jevanost industije? (2)

Kljuna debata: kolika je


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Kljuna debata: kolika jevanost industije? (3)

Porterovo i McGahanovo istraivanjepredlae da neke industrije imaju veliuticaj na profitabilnost firme od drugih.

zato moda neke industrije imaju velikiuticaj na profitabilnost firmi od drugih?

Case Example: The European


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Case Example: The EuropeanBrewing Industry (1)

Complete a PESTEL analysis of theEuropean brewing industry.

Complete a five forces analysis for theindustry.

Case Example: The European


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Case Example: The EuropeanBrewing Industry (2)

How will the environment affect thesecompanies?

What are the relative strengths andweaknesses of each?

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2453863 Kvalitet i Konkurentnost Strategijsko Pozicioniranje 2011-11-01