El Proceso de la
Administración Estratégica
CEIPA Colombia
Agosto del 2005
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Las cinco tareas de la
Administración Estratégica
1. Desarrollo de una visión estratégica y
2.
3.
4.
5.
misión del negocio
Establecimiento de objetivos
Crear una estrategia
Poner en práctica y ejecutar la estrategia
de una manera eficiente y efectiva
Evaluar el desempeño y hacer ajustes al
proceso
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Desarrollo de visión y misión
¿Qué hacemos? ¿En qué negocio estamos?
Misión:




breve,
realista
concreta
que todos la conozcan
¿Cuál es nuestra visión del futuro y dónde
queremos estar en cinco años?
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MISIÓN
Es lo que la empresa trata de lograr y en lo
que intenta convertirse. La misión define el
negocio de la empresa y provee una clara
visión de lo que la empresa intenta lograr
para sus clientes.
Visión Estratégica: Visión de la
Administración sobre el tipo de empresa que
se intenta desarrollar y su posición
competitiva.
Comunicarla a todos los empleados
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Establecer objetivos
Es convertir la misión del negocio en metas
especificas de resultados.
Obliga a la empresa a ser creativa
Objetivos retadores pero realizables
Metas a corto y mediano plazo.
Se requiere de todos los gerentes.
Objetivos:
 Financieros (Tasa de retorno, crecimiento, flujo,
etc.)
 Estratégicos (posicionamiento de mercado, % de
mercado, reducir costos, imagen, ventajas
competitivas, etc.)
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Crear estrategias
Los Objetivos son los “fines” y las
estrategias los “medios”.
Estrategia es un grupo de acciones que los
gerentes utilizan para alcanzar sus
objetivos financieros y estratégicos.
El crear una estrategia empieza con un
diagnóstico sólido de la situación externa e
interna de la empresa.
Es una combinación de acciones planeadas y
la adaptación de reacciones de acuerdo a
los cambios que se presenten, a fin de
lograr los objetivos.
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LAS 3 TAREAS EN LA CREACIÓN
DE LA ESTRATEGIA
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Visión estratégica de Delta
DELTA AIRLINES
. . . . . . Queremos que Delta se convierta en
LA LINEA AÉREA MUNDIAL POR
EXCELENCIA
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Visión estratégica de Delta
DELTA AIRLINES
MUNDIAL,
porque somos y queremos
conservarnos como un competidor innovador,
agresivo, ético y exitoso, que ofrece acceso al mundo
a los estándares mas altos de servicio.
Continuaremos
buscando
oportunidades
de
expansión hacia nuevas rutas y crear alianzas
globales.
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Visión estratégica de Delta
DELTA AIRLINES
LINEA AEREA,
porque pretendemos
permanecer en el negocio que conocemos mejor
– transporte aéreo y servicios relacionados. No
nos desviaremos de nuestras raíces. Creemos en
el potencial a largo plazo de la industria de la
aviación y su crecimiento con utilidades, y
continuaremos enfocando nuestro tiempo,
atención, e inversiones en el mejoramiento de
nuestra posición en ese ambiente de negocios.
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Visión estratégica de Delta
DELTA AIRLINES
POR EXCELENCIA, porque valoramos la
lealtad de nuestros clientes, empleados e
inversionistas. Para los pasajeros y embarcadores,
continuaremos proveyendo el mejor servicio y valor
agregado. Para nuestro personal, continuaremos
ofreciendo un lugar de trabajo cada dia mas retador,
rewarding, y orientado a resultados, reconociendo y
apreciando sus contribuciones. Para nuestros
accionistas, obtendremoss consistentes y superiores
al mercado.
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Los tres elementos de la Visión
Use la misión como punto de
partida
Desarrolle una visión estratégica
que incluya los fines que se
pretenden
comunique la visión de una
manera clara y entusiasta
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Características de la Misión
Define las actividades actuales de negocios
Enfatiza los limites de los negocios actuales
Nos conduce hacia:



Quienes somos,
Que hacemos, y
Hacia donde vamos
Es específica de la empresa, no genérica —
a fin de darle una identidad propia
La misión de una empresa no es ganar dinero !
La misión real es siempre: “Que haremos para ganar
dinero””
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Definicion de Negocio
Una buena definición de negocios incluye
tres factores



Necesidades de los clientes – Que
satisfacemos?
Grupos de clientes – Quien satisface sus
necesidades
Uso de Tecnologías y competencias –
Como se entrega valor a los clientes
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Enfoque amplio y cerrado
Amplio
Cerrado

Muebles de hierro fundido
para exteriores
Telecomunicaciones

Servicio de teléfono de
larga distancia

Bebidas

Bebidas gaseosas

Entrega global de
paqueteria

Servicio de entrega en 24
horas

Muebles



Cruceros al caribe
Viajes y Turismo
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Misiones de Departamentos
Enfatizar

Rol y enfoque de
actividades

La Dirección que se
persigue

La Contribución a la
misión de la empresa
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Mission Statements of
Functional Departments
HUMAN RESOURCES
To contribute to organizational success by
developing effective leaders, creating high
performance teams, and maximizing the potential of
individuals.
CORPORATE SECURITY
To provide services for the protection of corporate
personnel and assets through preventive measures
and investigations.
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Characteristics of a Strategic
Vision
Charts a company’s future strategic course
Defines the business makeup for 5 years (or
more)
Specifies future technology-productcustomer focus
Indicates capabilities to be developed
Requires managers to exercise foresight
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Communicating the Vision
An exciting, inspirational vision

Challenges and motivates workforce

Arouses strong sense of organizational purpose

Induces employee buy-in

Galvanizes people to live the business
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Managerial Value of a WellConceived Strategic Vision and
Mission
Crystallizes long-term direction
Reduces risk of rudderless decision-making
Conveys organizational
purpose and identity
Keeps direction-related actions of lowerlevel managers on common path
Helps organization prepare for the future
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Establishing Objectives
Second Direction-Setting Task
Represent commitment to
achieve specific performance
targets by a certain time
Should be stated in quantifiable
terms and contain a deadline for
achievement
Spell-out how much of what
kind of performance by when
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Purpose of Objective-Setting
Substitutes results-oriented
decision-making for aimlessness
over what to accomplish
Provides a set of
benchmarks for judging
organizational performance
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Two Types of Objectives Are
Required
Financial Objectives
Outcomes that
improve a firm’s
financial
performance
Strategic Objectives
Outcomes that
strengthen a firm’s
competitiveness and
long-term market
position
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Examples: Financial Objectives
Achieve revenue growth of 10% per year
Increase earnings by 15% annually
Increase dividends per share by 5% per year
Increase net profit margins from 2% to 4%
Attractive EVA performance
Stronger bond and credit ratings
A rising stock price (outperform the S&P 500)
Attractive increases in MVA
Recognition as a “blue chip” company
A more diversified revenue base
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Examples: Strategic Objectives
A bigger market share
Quicker design-to-market times than rivals
Higher product quality than rivals
Lower costs relative to key competitors
Broader product line than rivals
Better e-commerce and Internet sales capabilities than
rivals
Better customer service than rivals
Recognition as a leader in technology
Wider geographic coverage than rivals
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Example: Corporate Objectives
Motorola (financial objectives)
 Self-funding revenue growth of 15%
annually.
 An average return on assets of 13 to 15%.
 An average return on shareholders’ equity
investment of 16 to 18%.
 A strong balance sheet.
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Crafting a Strategy
Third Direction-Setting Task
An organization’s strategy deals with


How to make the strategic vision a reality and
achieve target objectives
The game plan for



Pleasing customers
Conducting operations
Building a sustainable competitive advantage
Strategy constitutes management’s business
model for producing good profitability
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Strategizing Involves HOW To
Achieve performance targets
Out-compete rivals and
achieve a sustainable competitive
advantage
Respond to changing market conditions
and new customer requirements
Make the strategic vision a reality
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Characteristics of StrategyMaking
Strategy is action-oriented
Strategy evolves
over time
Strategy-making is a never-ending,
ongoing task
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Levels of Strategy-Making in
a Diversified Company
Corporate-Level
Managers
Corporate
Strategy
Two-Way Influence
Business-Level
Managers
Business Strategies
Two-Way Influence
Functional
Managers
Functional Strategies
Two-Way Influence
Operating
Managers
Operating Strategies
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Levels of Strategy-Making in
a Single-Business Company
Executive-Level
Managers
Business
Strategy
Two-Way Influence
Functional
Managers
Functional Strategies
Two-Way Influence
Operating
Managers
Operating Strategies
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Functional Strategies
Game plan for a strategically-relevant
function, activity, or business process
Details how key activities will be managed
Provide support for business strategy
Specify how functional objectives
are to be achieved
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What Do We Mean by
“Corporate Social Responsibility?”
Conducting company activities within bounds of what
is considered ethical and in public interest
Responding positively to emerging societal priorities
and expectations
Demonstrating willingness to take needed action
ahead of regulatory confrontation
Balancing stockholder interests against larger interest
of society as a whole
Being a “good citizen” in community
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Competitive Conditions and
Industry Attractiveness
A company’s strategy has to be responsive
to

Fresh moves of rival competitors

Changes in industry’s
price-cost-profit economics

Shifting buyer needs and expectations

New technological developments

Pace of market growth
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Strategic Management Principle
A company’s strategy can’t
produce real market success
unless it is well-matched to
industry and competitive
conditions!
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Company Opportunities and
Threats
For strategy to be
successful, it has to

Be well matched to
capturing a company’s
best opportunities

And help counteract
threats to the company’s
well-being
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Hewlett-Packard’s
Basic Values: “The HP Way”
Sharing firm’s success with employees
Showing trust and respect for employees
Providing customers with products or services of the
greatest value
Being genuinely interested in providing customers with
effective solutions to their problems
Making profit a high stockholder priority
Avoiding use of long-term debt to finance growth
Individual initiative, creativity, & teamwork
Being a good corporate citizen
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A Firm’s Ethical Responsibilities
to Its Stakeholders
Owners/shareholders – Rightfully expect some
form of return on their investment
Employees - Rightfully expect respect for their
worth and devoting their energies to firm
Customers - Rightfully expect a seller to provide
them with a reliable, safe product or service
Suppliers - Rightfully expect to have an equitable
relationship with firms they supply
Community - Rightfully expect businesses to be
good citizens in their community
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Tests of a Winning Strategy
GOODNESS OF FIT TEST
 How well is strategy matched to firm’s
situation?
COMPETITIVE ADVANTAGE TEST
 Does strategy lead to sustainable competitive
advantage?
PERFORMANCE TEST
 Does strategy boost firm performance?
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Strategic Management Principle
To be a real winner, a strategy must
1. Fit the enterprise’s internal and
external situation
2. Build sustainable competitive
advantage
3. Improve company performance
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ANALISIS INDUSTRIAL Y
COMPETITIVO
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“Analysis is the critical starting
point of strategic thinking.”
Kenichi Ohmae
“Things are always different-the art is figuring out which
differences matter.”
Laszlo Birinyi
Chapter Outline
Role of Situation Analysis in Strategy-Making
Methods of Industry and Competitive Analysis
Industry’s Dominant Economic Traits
Industry’s Competitive Forces
Drivers of Industry Change
Competitive Positions of Rivals
Competitive Moves of Rivals
Key Success Factors
Conclusions: Overall Industry Attractiveness
Conducting an Industry and Competitive Analysis
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What Is Situation Analysis?
Two considerations
Company’s external or macro-environment

Industry and competitive conditions
Company’s internal or micro-environment

Competencies, capabilities, resource strengths
and weaknesses, and competitiveness
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The Components of a Company’s
Macro-Environment
The Economy
at Large
Suppliers
Rival
Firms
Substitutes
COMPANY
Buyer
s
New
Entrants

IMMEDIATE INDUSTRY
AND COMPETITIVE
ENVIRONMENT
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Strategic Thinking and Analysis Leads
to Good Strategic Choices
Assess Industry & Competitive Conditions
1. Industry’s dominant economic traits
2. Nature of competition & strength of
competitive forces
3. Drivers of industry change
4. Competitive position of rivals
5. Strategic moves of rivals
6. Key success factors
7. Conclusions about industry attractiveness
Assess Company Situation
Identify
Strategic
Options
for the
Company
Select
the Best
Strategy
for the
Company
1. Assessment of company’s present strategy
2. Resource strengths and weaknesses,
market opportunities, and external threats
3. Company’s costs compared to rivals
4. Strength of company’s competitive position
5. Strategic issues that need to be addressed
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Key Considerations Regarding the Industry
and Competitive Environment
Industry’s
dominant
economic
traits
Competitive
forces and
strength of
each force
Competitor
analysis
Drivers of
change in the
industry
Key success
factors
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Conclusions:
Industry
attractiveness
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What are the Industry’s Dominant
Economic Traits?
Market size and growth rate
Scope of competitive rivalry
Number of competitors and their relative sizes
Prevalence of backward/forward integration
Entry/exit barriers
Nature and pace of technological change
Product and customer characteristics
Scale economies and experience curve effects
Capacity utilization and resource requirements
Industry profitability
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The Experience Curve Effect
An experience curve exists when a
company’s unit costs decline as its
cumulative production volume increases
because of
Accumulating production know-how
Growing mastery of the technology
The bigger the experience curve effect, the
bigger the cost advantage of the firm with
the largest cumulative production volume
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Relevance of
Key Economic Features
Economic
Feature
Strategic Importance
Market growth rate
Small markets don’t tend to attract new firms; large markets attract firms
looking to acquire rivals with established positions in attractive industries
Fast growth breeds new entry; slow growth spawns increased rivalry & shakeout of weak rivals
Capacity
surpluses/shortages
Surpluses push prices & profit margins down; shortages pull them up
Industry profitability
High-profit industries attract new entrants; depressed conditions lead to exit
Entry/exit barriers
High barriers protect positions and profits of existing firms; low barriers make
existing firms vulnerable to entry
Product is big-ticket
item for buyers
More buyers will shop for lowest price
Standard products
Buyers have more power because it’s easier to switch from seller to seller
Rapid technological
change
Vertical integration
Raises risk; investments in technology facilities/equipment may become
obsolete before they wear out
Big requirements make investment decisions critical; timing becomes
important; creates a barrier to entry and exit
Raises capital requirements; often creates competitive & cost differences
among fully vs. partially vs. non-integrated firms
Economies of scale
Increases volume & market share needed to be cost competitive
Rapid product
innovation
Shortens product life cycle; increases risk because of opportunities for
leapfrogging
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Market Size
Capital requirements
What is Competition Like and How Strong
Are the Competitive Forces?
Objective
To identify

Main sources of
forces
competitive

Strength of these forces
Key analytical tool

Five Forces Model
Competition
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Five Forces
Model of Competition
Substitute Products
(of firms in
other industries)
Suppliers
of Key
Inputs
Rivalry
Among
Competing
Sellers
Buyers
Potential
New
Entrants
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Rivalry Among Competing
Sellers
Usually the most powerful of the five forces
The big factor determining the strength of rivalry is
how actively and aggressively are rivals employing the
various weapons of competition in jockeying for a
stronger market position and seeking bigger sales






Is price competition vigorous?
Active efforts to improve quality?
Are rivals racing to offer better
performance features?
Are rivals racing to offer better
customer service?
Lots of advertising/sales promotions?
Active efforts to build a stronger
dealer network?
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What Causes Rivalry to be
Stronger?
Active jockeying for position among rivals and frequent
launches of new offensives to gain sales and market
share

One or more firms initiates moves to bolster their standing at
expense of rivals
Lots of firms that are relatively equal in size and
capability
Slow market growth
Industry conditions tempt some firms to go on the
offensive to boost volume and market share
Customers have low costs in switching to rival brands
A successful strategic move carries a big payoff
Costs more to get out of business than to stay in
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Common Barriers to Entry
Sizable economies of scale
Inability to gain access to specialized
technology
Existence of strong learning/experience
curve effects
Strong brand preferences and customer loyalty
Large capital requirements and/or other specialized
resource requirements
Cost disadvantages independent of size
Difficulties in gaining access to distribution channels
Regulatory policies, tariffs, trade restrictions
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Competitive Force of
Substitute Products
Concept
Substitutes matter when customers are attracted to
the products of firms in other industries
Examples
 Eyeglasses
vs. Contact Lens
 Sugar vs. Artificial Sweeteners
 Newspapers vs. TV vs. Internet
 E-mail vs. Overnight Delivery
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How to Tell Whether Substitute
Products are a Strong Force
Sales of substitutes are
growing rapidly
Producers of substitutes
plan to add new capacity
Profits of producers of
substitutes are up
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Competitive Pressures From Suppliers
and Supplier-Seller Collaboration
Whether supplier-seller
relationships represent a weak or
strong competitive force depends on

Whether suppliers can exercise
sufficient bargaining leverage to
influence terms of supply in their favor

Extent and competitive importance of
collaborative partnerships between one
or more sellers and their suppliers
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Competitive Force of Buyers
Buyers are a strong competitive force when:







They are large and purchase a sizable percentage of
industry’s product
They buy in large quantities
They can integrate backward
Industry’s product is standardized
Their costs in switching to substitutes or other
brands are low
They can purchase from several sellers
Product purchased does not save buyer money
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Principle of Competitive
Markets
Buyers are a stronger competitive
force the more they have leverage to
bargain over:
Price
 Quality
 Service
 Other terms and
conditions of sale

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Strategic Implications of the
Five Competitive Forces
Competitive environment is unattractive
from the standpoint of earning
good profits when:

Rivalry is strong

Entry barriers are low
and entry is likely

Competition from
substitutes is strong

Suppliers and customers have considerable
bargaining power
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Strategic Implications of the
Five Competitive Forces
Competitive environment is ideal
from a profit-making standpoint
when:

Rivalry is moderate

Entry barriers are high
and no firm is likely to
enter

Good substitutes do
not exist

Suppliers and customers are in a weak
bargaining position
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Common Types of Driving
Forces
Internet and e-commerce opportunities
Increasing globalization of industry
Changes in long-term industry growth rate
Changes in who buys the product and how
they use it
Product innovation
Technological change/process innovation
Marketing innovation
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Common Types of Driving
Forces
Entry or exit of major firms
Diffusion of technical knowledge
Changes in cost and efficiency
Market shift from standardized to differentiated
products (or vice versa)
Regulatory policies / government legislation
Changing societal concerns, attitudes, and
lifestyles
Changes in degree of uncertainty and risk
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Which Companies are in Strongest /
Weakest Positions?
One technique for revealing the different
competitive positions of industry rivals is
strategic group mapping
A strategic group
consists of those
rivals with similar
competitive
approaches in
an industry
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Strategic Group Mapping
Firms in same strategic group have two or
more competitive characteristics in common







Sell in same price/quality range
Cover same geographic areas
Be vertically integrated to same degree
Have comparable product line breadth
Emphasize same types of distribution channels
Offer buyers similar services
Use identical technological approaches
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Procedure for Constructing a
Strategic Group Map
STEP 1: Identify competitive characteristics that
differentiate firms in an industry from one
another
STEP 2: Plot firms on a two-variable map using pairs of
these differentiating characteristics
STEP 3: Assign firms that fall in about the same strategy
space to same strategic group
STEP 4: Draw circles around each group, making circles
proportional to size of group’s respective share
of total industry sales
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Types of Video Game
Suppliers/Distribution Channels
Example: Strategic Group Map of the
Video Game Industry
Low
(Coin-operated
equipment)
Arcade
operators
Low
(Coin-operated
equipment)
Publishers
of games on
CD-ROMs
Sony, Sega,
Nintendo, several
others
Low
(Coin-operated
equipment)
MSN Gaming Zone,
Pogo.com,
America Online,
HEAT, Engage,
Oceanline, TEN
Low
(Coin-operated
equipment)
Low
(Coin-operated
equipment)
Medium
(Video players
cost $100-$300)
High
(Use PC)
Overall Cost to Players of Video Games
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Guidelines: Strategic Group Maps
Variables selected as axes should not be highly
correlated
Variables chosen as axes should expose big
differences in how rivals compete
Variables do not have to be either quantitative or
continuous
Drawing sizes of circles proportional to combined
sales of firms in each strategic group allows map to
reflect relative sizes of each strategic group
If more than two good competitive variables can be
used, several maps can be drawn
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Interpreting Strategic Group
Maps
Driving forces and competitive pressures
often favor some strategic groups and hurt
others
Profit potential of different strategic groups
varies due to strengths and weaknesses in
each group’s market position
The closer strategic groups are on map, the
stronger the competitive rivalry among
member firms tends to be
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What Strategic Moves Are Rivals
Likely to Make Next?
A firm’s own best strategic moves are affected by

Current strategies of competitors

Future actions of competitors
Profiling key rivals involves gathering
competitive intelligence about their

Current strategies

Most recent moves

Resource strengths and weaknesses

Announced plans
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Common Types of
Key Success Factors
Scientific research expertise; Product innovation capability; Expertise
in a given technology; Capability to use Internet to conduct various
business activities
Manufacturing- Low-cost production efficiency; Quality of manufacture; High use of
fixed assets; Low-cost plant locations; High labor productivity; Lowrelated
cost product design; Flexibility to make a range of products
Strong network of wholesale distributors/dealers; Gaining ample
Distributionspace on retailer shelves; Having company-owned retail outlets; Low
related
distribution costs; Fast delivery
Fast, accurate technical assistance; Courteous customer service;
MarketingAccurate filling of orders; Breadth of product line; Merchandising
related
skills; Attractive styling; Customer guarantees; Clever advertising
Superior workforce talent; Quality control know-how; Design
expertise; Expertise in a particular technology; Ability to develop
Skills-related
innovative products; Ability to get new products to market quickly
Organizational Superior information systems; Ability to respond quickly to shifting
market conditions; Superior ability to employ Internet to conduct
capability
business; More experience & managerial know-how
Favorable image/reputation with buyers; Overall low-cost; Convenient
locations; Pleasant, courteous employees; Access to financial capital;
Other types
Patent protection
Technologyrelated
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