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© R. Alami, 2009
Management stratégique
Rachid Alami - Professeur en sciences de gestion
PhD – St John’s University New York & Fudan University Shangai
Doctorate Business Administration– Université Paris Dauphine
Master es SciencesDESS : Ingénierie des systèmes
Consultant international en entreprise
Rachid Alami - Professeur en sciences de gestion
PhD – St John’s University New York & Fudan University Shangai
Doctorate Business Administration– Université Paris Dauphine
Master es SciencesDESS : Ingénierie des systèmes
Consultant international en entreprise
Étude de cas
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© R. Alami, 2009
Management stratégique T I CExemple d’analyse stratégique
è Le marchéè L’organisation (capacités, chaîne de valeur..)è La concurrence (forces et faiblesses,…)è Barrières à l’entréeè Positionnement stratégiqueè Perspective stratégique (interne/externe)è Avantage concurrentiel (coût, compétences,…)è Les FCS
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Management stratégique T I C
Un seul offreur Grand nombre d'offreurs
Un seuldemandeur
Un grandnombre dedemandeurs
OFFRED
EMAN
DE
Concurrenceparfaite
Monopole(France Telecomautrefois)
Monopsone(Etat pour les sociétésde BTP)
Petit nombrededemandeurs
Petit nombre d'offreurs
Oligopsone
Oligopole
LE MARCHÉ
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© R. Alami, 2009
Management stratégique T I CTable 1: Morocco PEST analysis
è Credit card networkè Developed infrastructuresè Good communications and transportationnetworksThreatsè Land buying processè Availability of shopping storesè Financial conditions
è More balanced incomedistributionè Strong population growth rateè Islam as dominant religionè Specific diet habits (hot meal –no pork and alcohol)Threatsè Poor public health systemè Strong local competition for lowproducts’ price and weak qualityè Strong smuggling marketè High level of analphabetism
TECHOLOGICAL FACTORSSOCIOCULTURAL FACTORS
è Strong economic growthè Stable exchange ratesè Low inflation rateè Strong consumer confidenceè Low cost laborè Unsatured marketè Competitive production costsè Free trade zone with US and Europe (in progress)Threatsè High level of taxation and income taxè Dependency on climateè Local competitors (smaller fast-foods)è Free trade agreement that give advantages to thedetriment of competitors
è Liberal economic systemè Favourable national trade regulationsè Flexible employment lawsè Political Stabilityè Court dealing with trade disputeè Accommodate FDI policiesè Free capital transferè No double income taxThreatsè Islamism and terrorismè Frequent riots due to unemploymentè Hugh amount of bureaucracy
ECONOMIC FACTORSPOLITICAL FACTORS
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© R. Alami, 2009
Management stratégique T I CTable 1: Morocco PEST analysis
è Credit card networkè Developed infrastructuresè Good communicationsand transportation networksThreatsè Land buying processè Availability of shoppingstoresè Financial conditions
è More balanced incomedistributionè Strong population growthrateè Islam as dominant religionè Specific diet habits (hotmeal – no pork and alcohol)Threatsè Poor public health systemè Strong local competition forlow products’ price and weakqualityè Strong smuggling marketè High level of analphabetism
TECHOLOGICALFACTORS
SOCIOCULTURALFACTORS
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© R. Alami, 2009
Management stratégique T I CAdvantages franchising format
According to Preble 1992:1.ability to start a business at a lowcost with a proven standardizedproduct or service2.support received from thefranchiser for the brand concept
According to Preble( 1992):1.cost sharing2.rapid market penetration at arelatively lower cost than establishingone’s own distribution system3.economies of scaleAccording to Alon, Welsh, Falbe(2006):1.Fewer financial resources required2.Raw materials can be producedinternally3.Less susceptibility to political,economic and cultural risks4.Franchises are more familiar withlocal laws, culture, business normsand practices
FranchiseeFranchiser
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Management stratégique T I CReasons Companies Expand Abroad
Agrawal andRamaswami
(1992)
Desire to expandand increase profits
(Alon,2006)
Expanding middleclassUnsaturatedmarketsfriendly businesslaw
Welch (1988)Ample domesticexperience
Aydin andKacker(1990)
Domestic marketsaturation LowerrisksMinimal financialinvestment
Alon and McKee(1999)
Possession ofexpertise and know-how to transfer
Walker(1989)
Inquiries bypotentialfranchisees
AuthorsINTERNALFACTOR
AuthorsEXTERNAL
FACTOR
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Management stratégique T I C
Young MaturityAge of Organization
Size
ofO
rgan
izat
ion
Small
Large
Coordination andControl Problems
SimpleStructure
FunctionalStructure
Multi-divisionalStructure
MatrixStructure
NetworkStructure
La transformation de l’organisation dans le temps
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Management stratégique T I C
72120Presence inothercountries
Masterfranchise
Joint ventureHow enteredMorocco
20001999Year enteredMorocco
19841967Internationalexpansion:
19741955Year beganfranchising:
19651955Yearfounded:
SubwayMcDonald’s
Les entreprises étudiées
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Management stratégique T I C
Vache à lait
DilemmeVedette
Poids mort
PDM relative1 010
Croissancedu segmentd'activité
0 %
10%
20%
Besoinsfinanciers
+
-
Rentabilité+ -
Bonne rentabilitéBesoins financiers forts
Rentabilité faibleBesoins financiers forts
Rentabilité élevéeBesoins financiersfaibles
Rentabilité faibleBesoins financiersfaibles
LA MATRICE BCG – Boston Consulting Group
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Management stratégique T I C
Intensitéconcurrentielle
Clients/distributeurs
Entrantspotentiels
Fournisseurs
Produits desubstitution
Pouvoirspublics
Pouvoirspublics
Pouvoir denégociationdes clients
Menace desproduits ouservicessubstituables
Pouvoir denégociationdesfournisseurs
Menacedesentrantspotentiels
L'ENVIRONNEMENT CONCURRENTIEL
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© R. Alami, 2009
Management stratégique T I CLe diagnostic stratégique
Organisation
INTERNE
Entreprise
EXTERNE
Environnement
Forces / Faiblesses
Ressources / Compétences
Capacités stratégiquesde l’entreprise
Orientation stratégique
Opportunités / Menaces
Situation de l’environnement
Attractivité stratégiquede l’environnement
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© R. Alami, 2009
Management stratégique T I CLes outils du diagnostic stratégique
BusinessDomaine d’activité stratégique
CorporateEnsemble de l’entreprise
ExterneAttractivité de
l’environnement
InterneCapacités
stratégiques del’entreprise
Interne etExterne
Demande, offre, groupesstratégiques, intensitéconcurrentielle
PESTE : Politique,Econo,Social,technologique, Écologique
Chaîne de la valeur
Ressources et compétences –
Fonctions et processus
Plate-forme stratégique
Facteurs clés de succèsMatrice de portefeuilled’activités
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© R. Alami, 2009
Management stratégique T I CLe diagnostic stratégique externe du DAS
Diagnosticexterne
La demande L’offre
L’intensitéconcurrentielle
Les groupesstratégiques
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© R. Alami, 2009
Management stratégique T I C
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© R. Alami, 2009
Management stratégique T I CLes facteurs clés de succès
Evaluation de la maîtrise des FCSCritères desuccès dans lesecteur
• Localisation
• Qualité/prix
• Cadre
• Accueil
• Rapidité
Très faible ………………………………………………………Très fort
Entreprise
Marché
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© R. Alami, 2009
Management stratégique T I CLes facteurs clés de succès
54$6$5$Prices (smallcombo)
6HOT mealWarm temperatureHot temperatureMealtemperature
5Not willing towait
4 min5 minTime liningup andpreparation
5Foreign productsbut aligned withreligion andtastes
No adaptation at allMc Arabia – McFtour (SpecialRamadan meal)
Adaptation tolocal tastes
2Healthy menuHealthy menu –Fresh meal withlow fat and notfried
Fat meal andfried ingredients
Productcharacteristic
6HALLAL MEAL– FRIES -SPICY
Hallal meat andchicken, breads,cheese, salad,cheeps
Hallal meat andchicken, fish,bread, cheese,salad, fries
MainingredientbasedProducts
Degree ofimportance
for Moroccanconsumer
What areMoroccan
consumerswilling to pay
for?
What Subway hasdone and
proposed?
WhatMcDonald’s
has done andproposed?
VISIBLECRITERIA
Fromconsumer
point of view
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© R. Alami, 2009
Management stratégique T I CLes facteurs clés de succès
6Respectable area– Cross activities(shopping,cinema,entertainment...)
No parking – Farfrom shoppingcentre – Noplayground
Main streetsand shoppingarea centre –Beach, trainstations,business area –
Localisation
2No preferenceSimplicity - Nococking in thestore – Sandwichgets prepared inthe presence ofcustomer
Cocking in thestore
Operations
6Large space withplayground gamefor children,Eating at store -Parking
Standard store tobe able to operatefrom a small base,one hundredsquare meters,minimal seating,no space game
Standard store,Mc Drive, spacegame, hugeoutdoor space,large number ofseats –PlaygroundTerrace- Largeparking stand
Store format
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© R. Alami, 2009
Management stratégique T I CLes facteurs clés de succès
Think global, Act localWaiting until thebrand beingrecognized
beforelaunching
AD campaign
TV commercialsand
Billboard whenthey started
runningbusiness
Marketingstrategy
Crucial factorTraining wasorganized oncebefore opening
the store
Organizesfrequentlytraining foremployees
Training (Numberand time oftraining,preparation,manual)
Better relationshipare good, better
chance you have tosucceed
I couldn’t getinformation
(franchisee isgone)
Deeprelationship and
mutual trust
Franchiseerelationship
Theory - whatauthors have stated
about generalapproach
Subwayfranchisingapproach
McDonald’sfranchisingapproach
INVISIBLECRITERIA
From consumerpoint of view
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Management stratégique T I CLes facteurs clés de succès
Nothing is mentionedby authors
I couldn’t getinformation
Some ingredientsare imported
(bread,
Origin ofingredients(yogurt,cheeps,logistics, …)
You partner musthave experience in
franchising
Franchiseewith few yearsof experience
Big advantage gotby having a
prestigious partner
Localpartner’scompetences
Nothing is mentionedby authors
8%5%Royalties
The more experienceyou have, the bestyou will succeed
26 Years ofexperience
before comingto Morocco
45 Years ofexperience beforecoming to Morocco
Franchisee’spreviousexperiencein franchise
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Management stratégique T I CErrors made by Subway in Morocco
1.Poor selection of master franchiser2.Lack of knowledge of business rules3.Keep products as they are without anyadaptation to local tastes4.Inadequate training for operating a chain ofrestaurants5.High prices and royalties comparing to whatthey offer6.Assuming that foods brought from US will workin Morocco7.Lack of knowledge of food tradition8.Lack of local market expertise from inadequatepre- market research9.Underestimating business processes andbureaucracy10.Difficulties to find the right localization at theright price
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Management stratégique T I CAnalyse PESTE
Analyse de l’environnement (PESTE)
Environnement politique Environnement social
Environnement économique Environnement technologique
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