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Στρατηγική διοίκηση (Διάλεξη)

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, ,

2016-2017

http://bit.ly/IE6Juw

Altered Landing Target in Gale Crater, MarsA June 2012 revision of the landing target area for Curiosity, the big rover of NASA's Mars Science Laboratory mission, reduces the area's size.

5-7 Businessplan

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(Mission) ; (Objectives) SMART Specific, Measurable, Achievable, Relevant, Time-bound ( , , ) (Strategy) , , , (Tactics),

"We create happiness by providing the finest in entertainment for people of all ages, everywhere."

"To build a place where people can come to find and discover anything they might want to buy online""To be the most successful computer company in the world at delivering the best customer experience in markets we serve."

http://www.youtube.com/watch?v=eywi0h_Y5_U

http://www.youtube.com/watch?v=yE3Ta_NK4-I

Let me just say it wasn't our finest hour. Steve JobsThat simple conceptthat everything would just work seamlessly was, as always, Apple's competitive advantage.Walter Isaacson

Why Tim Cook is Steve Ballmer and Why He Still Has His Job atApple

Despite Microsofts remarkable financial performance, as Microsoft CEO Ballmer failed to understand and execute on the five most important technology trends of the 21stcentury: in search losing to Google; in smartphones losing to Apple; in mobile operating systems losing to Google/Apple; in media losing to Apple/Netflix; and in the cloud losing to Amazon.

https://steveblank.com/2016/10/24/why-tim-cook-is-steve-ballmer-and-why-he-still-has-his-job-at-apple/

Why Tim Cook is Steve Ballmer and Why He Still Has His Job atApple

https://steveblank.com/2016/10/24/why-tim-cook-is-steve-ballmer-and-why-he-still-has-his-job-at-apple/

Do you search for another innovator from outside, promote one of the executors or go deeper down the organization to find an innovator?

Why Tim Cook is Steve Ballmer and Why He Still Has His Job atApple

https://steveblank.com/2016/10/24/why-tim-cook-is-steve-ballmer-and-why-he-still-has-his-job-at-apple/

They suggested execution executives as their successors. They confused world-class execution with the passion for product and customers, and market insight.RisksDowe still want to be ainnovative, risk taking company? Or shouldwe now focus on execution of our core business,If the board decides that the company needs another innovator at the helm, you can almost guarantee that the best executor the number 2 and/or 3 vice president in the company will leave,Many innovative/visionary CEOs have become part of the companys brand. Steve Jobs, Jeff Bezos, Mark Zuckerberg, Jeff Immelt, Elon Musk,Management falls prey to the fallacy that it only exists to maximize shareholdershort-termreturn

Vs

REMEMBER: CONTENT TOO!!20

() Originals: How Non-conformists Change the World. Adam Grant (2016)

http://bcove.me/nw593q66

5-7

1. 2.

3. 4. 5. 6. 7. 8. 9. .......

1: 1. 2.

3. 4. 5. 6. 7. 8. 9. .......

80/20 (Pareto) 1. 2.

3. 4. 5. 6. 7. 8. 9. ....... 80% 20% 80% 20% 80% 20% 80% 20%

Long Tail1. 2.

3. 4. 5. 6. 7. 8. 9. .......

Forget squeezing millions from a few megahits at the top of the charts. The future of entertainment is in the millions of niche markets at the shallow end of the bitstream.Chris Anderson

http://www.longtail.com/1. 2.

3. 4. 5. 6. 7. 8. 9. .......

H 5C1. 2.

3. 4. 5. 6. 7. 8. 9. ....... CompanyContextCollaboratorsCompetitorsCustomersSituation

SWOT1. 2.

3. 4. 5. 6. 7. 8. 9. .......

http://www.smartdraw.com/

Business Model Canvas

: : , ,

2: & 1. 2.

3. 4. 5. 6. 7. 8. 9. .......

SMART 1. 2.

3. 4. 5. 6. 7. 8. 9. ....... SpecificMeasurableAttainableRelativeTimely 1 2015, 30% , , .

TS(why)MS(how)

S(what)

(shareholders)1. 2.

3. 4. 5. 6. 7. 8. 9. .......

...... ...... .

1. 2.

3. 4. 5. 6. 7. 8. 9. .......

CSR: Corporate Social Responsibility1. 2.

3. 4. 5. 6. 7. 8. 9. ....... & -

1. 2.

3. 4. 5. 6. 7. 8. 9. ....... *Reporting Matters, 2013

Shared Value (Porter & Kramer)1. 2.

3. 4. 5. 6. 7. 8. 9. ....... CSRCSV , , & & & CSR Fair Trade &

Balanced Scorecard & 1. 2.

3. 4. 5. 6. 7. 8. 9. .......

http://www.bizzdesign.com/

Implementation Framework that became designing framework44

Balanced Scorecard & 1. 2.

3. 4. 5. 6. 7. 8. 9. .......

http://en.wikipedia.org/wiki/Strategy_map

Evolution45

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3 : 1. 2.

3. 4. 5. 6. 7. 8. 9. .......

1. 2.

3. 4. 5. 6. 7. 8. 9. ....... Top-down Bottom-up Bottom-up Bottom-up (+/-)

Top Down()Bottom Up() :- /, : break-even

Top-Down

$23.48bn 0.5% + 7%

Bottom-Up

IF not Acceptable:repeat

1. 2.

3. 4. 5. 6. 7. 8. 9. ....... Delphi ( )

1. 2.

3. 4. 5. 6. 7. 8. 9. ....... Trend projectionRegression analysisBarometric method (NBER)xxxxxxxxxxxx* Dependent Independent

Do your homework!*

(* )

4 : 1. 2.

3. 4. 5. 6. 7. 8. 9. .......

, - Economies of scale 5 Porter1. 2.

3. 4. 5. 6. 7. 8. 9. ....... /

(E2-P2-R2)1. 2.

3. 4. 5. 6. 7. 8. 9. ....... P2PriceP1PremisesE2EfficiencyR2RelationshipR1RangeE1EffectivenessCustomerPurchasingcriteria

While efficiency refers to how well something is done, effectiveness refers to how useful something is.

59

PESTEL 1. 2.

3. 4. 5. 6. 7. 8. 9. ....... LegalEnvironmentalEconomicTechnologicalSocialPoliticalIndustryCompetitionIssues

&

5 : 1. 2.

3. 4. 5. 6. 7. 8. 9. .......

/ & (Grant)1. 2.

3. 4. 5. 6. 7. 8. 9. .......

12243512341

Value Chain (Porter)1. 2.

3. 4. 5. 6. 7. 8. 9. .......

Value

/ (Ansoff)1. 2.

3. 4. 5. 6. 7. 8. 9. .......

!

: & & (U Vs them): Vs

6 : 1. 2.

3. 4. 5. 6. 7. 8. 9. .......

/ (GE/McKinsey)1. 2.

3. 4. 5. 6. 7. 8. 9. .......

1234234;;

( );

/ (BCG)1. 2.

3. 4. 5. 6. 7. 8. 9. .......

1x

( );

1. 2.

3. 4. 5. 6. 7. 8. 9. ....... 1. 2. KSF (Key Success Factor) 3. ( )KSFs

1. 2.

3. 4. 5. 6. 7. 8. 9. .......

1. 2.

3. 4. 5. 6. 7. 8. 9. .......

1. 2.

3. 4. 5. 6. 7. 8. 9. .......

7S (McKinsey)1. 2.

3. 4. 5. 6. 7. 8. 9. ....... Shared ValueStrategySkillsStaffStyleSystemsStructure

:

7 : 1. 2.

3. 4. 5. 6. 7. 8. 9. ....... ;

(Porter)1. 2.

3. 4. 5. 6. 7. 8. 9. ....... /Niche

(Porter)1. 2.

3. 4. 5. 6. 7. 8. 9. .......

1. 2.

3. 4. 5. 6. 7. 8. 9. .......

/

Blue ocean strategy (Kim & Mauborgne) (1/3)1. 2.

3. 4. 5. 6. 7. 8. 9. .......

Blue ocean strategy (2/3)1. 2.

3. 4. 5. 6. 7. 8. 9. ....... KSFs ; KSFs , ; KSFs ; KSFs , ;

(Maslow)1. 2.

3. 4. 5. 6. 7. 8. 9. .......

https://hbr.org/2016/09/the-elements-of-value;;Branding;

(Prahalad & Leiberthal)1. 2.

3. 4. 5. 6. 7. 8. 9. .......

$10-20,000$5-10,000$20,000 1998 (.) 2 7 9 60 63 15 330 125 27 800 700 105

Outsourcing (1/3)1. 2.

3. 4. 5. 6. 7. 8. 9. .......

Outsourcing (2/3)1. 2.

3. 4. 5. 6. 7. 8. 9. .......

Apple never cared about anything other than increasing product quality and decreasing production costFormer manager at Foxconnhttp://www.leanblog.org/2012/01/the-speed-and-flexibility-is-breathtaking-so-is-the-tyranny/[..] forming a union is met with arrest & a prison sentence as unions are illegal within China.employees are packed into 144 square foot (12-by-12) cement roomsOn the factory floor, theres no talking allowed among the 20,000 to 30,000 workers

Outsourcing (3/3)1. 2.

3. 4. 5. 6. 7. 8. 9. ....... http://www.leanblog.org/2012/01/the-speed-and-flexibility-is-breathtaking-so-is-the-tyranny/

Without Foxconn and other assembly plants, Chinese worker

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