3–1

L E A R N I N G O U T C O M E SAfter reading this chapter, I will be able to:

1. Define planning.

2. Explain the potential benefits of planning.

3. Identify potential drawbacks to planning.

4. Distinguish between strategic and tactical plans.

5. Recognize when directional plans are preferred over specific plans.

6. Define management by objectives and identify its common elements.

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L E A R N I N G O U T C O M E S (cont’d)After reading this chapter, I will be able to:

7. Outline the steps in the strategic management process.

8. Describe the four grand strategies.

9. Explain SWOT analysis.

10. Describe how entrepreneurs identify a competitive advantage.

3–3

Planning Defined

• Defining the organization’s objectives or goals• Establishing an overall strategy for achieving

those goals• Developing a comprehensive hierarchy of plans

to integrate and coordinate activities

Planning is concerned with ends (what is to be done) as well as with means (how it is to be done).

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（（一）核心職能導向策略思考結構圖一）核心職能導向策略思考結構圖

((1.1. 價值拋棄活動價值拋棄活動 ))

(2.(2. 註記拋棄順序當作權重，註記拋棄順序當作權重， 計算順位計算順位 ))

(3.(3. 顧客需求調查顧客需求調查 ))

• 速度速度• 品質品質• 服務服務

顧客最重視之價值顧客最重視之價值

弱勢弱勢 ((WW) ) Bottom-up ApproachBottom-up Approach

分析項目分析項目 (( 內部分析內部分析 ))

企業創造附加價值活動企業創造附加價值活動• 價值鏈價值鏈 (( 顧客需求導向顧客需求導向 ))

• KSFKSF 成功關鍵因素成功關鍵因素

• 競爭優勢競爭優勢 // 不敗競爭優勢策略不敗競爭優勢策略 // 策略地圖 策略地圖 • 核心能力核心能力 // 核心技術核心技術 // 核心競爭力核心競爭力

價值活動價值活動顧客重視價值

顧客重視價值

企業重大問題

企業重大問題

基本策略基本策略1.1.

2.2.

3.3.

功能策略功能策略1-1 2-1 3-11-1 2-1 3-1

1-2 2-2 3-21-2 2-2 3-2

1-3 2-3 3-3 1-3 2-3 3-3

企業目前面臨最大的問題企業目前面臨最大的問題

((1.1.Brain stormingBrain storming 想到就寫想到就寫 ))

(2.(2. 群體分類排序群體分類排序 ))

• 問題之結構問題之結構• 目標與實際目標與實際• 績效指標績效指標

強勢強勢 ((SS) ) Bottom-up ApproachBottom-up Approach

分析項目分析項目 (( 內部分析內部分析 ))

機會機會 ((O) O) Top-down ApproachTop-down Approach

分析項目分析項目 (( 外部分析外部分析 ))

威脅威脅 ((T) T) Top-down ApproachTop-down Approach

分析項目分析項目 (( 外部分析外部分析 ))

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（二）何謂策略：（二）何謂策略：重大資源分配資源原則重大資源分配資源原則

（三）何謂策略性思考：（三）何謂策略性思考：組織為提出重大資組織為提出重大資源分配指導原則，求得最佳發展條件，源分配指導原則，求得最佳發展條件，進而展開全面性之衡外情、量己力，進而展開全面性之衡外情、量己力，並進行取捨抉擇之思考過程。 並進行取捨抉擇之思考過程。

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1.1. 企業使命企業使命 // 願景願景 // 理念理念 // 目標目標 // 策略策略 // 策略行策略行動方向動方向

2.2. 策略管理是一連串抉擇並用以解決問題的過策略管理是一連串抉擇並用以解決問題的過程程

3.3. 策略是為了有效達成任務落實、願景及使命策略是為了有效達成任務落實、願景及使命之追求之追求

（四）策略思考之根源： （四）策略思考之根源：

3–7

(( 一一 )) 進行產業活動之瞭解，形成產業價值進行產業活動之瞭解，形成產業價值鏈鏈

1.1. 顧客之需求分析顧客之需求分析

2. 2. 企業價值活動之辨認與描述企業價值活動之辨認與描述 (( 二二 )) 分析價值鏈上活動之關鍵績效指標分析價值鏈上活動之關鍵績效指標 (( 三三 )) 據目前企業資源分配方式及在績效指據目前企業資源分配方式及在績效指

標之表現，辨認問題所在標之表現，辨認問題所在 (( 四四 )) 進行問題解決導向式之環境要素分析進行問題解決導向式之環境要素分析

3–8

(( 五五 )) 進行環境趨勢導向式之環境要素分析進行環境趨勢導向式之環境要素分析

(( 六六 )) 進行進行 SWOTSWOT 及五力分析及五力分析

(( 七七 )) 辨認關鍵成功因素形成策略地圖辨認關鍵成功因素形成策略地圖

(( 八八 )) 選擇最具優勢之價值活動，投入資源，創選擇最具優勢之價值活動，投入資源，創

造核心競爭利基造核心競爭利基

3–9

(( 九九 )) 發展有效之策略方向及行動方案發展有效之策略方向及行動方案

(( 十十 )) 落實策略方案之執行，並累積紀錄其執落實策略方案之執行，並累積紀錄其執

行狀況行狀況

(( 十一十一 )) 進行策略執行成效之定期檢討與調整進行策略執行成效之定期檢討與調整

(( 十二十二 )) 以平衡計分概念檢視各策略目標之落實以平衡計分概念檢視各策略目標之落實

程度展開策略規劃循環程度展開策略規劃循環

3–10

1 、價值鏈之一般概念

（一）企業之價值活動與產業價值鏈（一）企業之價值活動與產業價值鏈

(1) 界定產業價值鏈

消費者資料分析

產品創意

品質管理

產品研發

產品量產

試產

產品形成

產品儲運傳送

產品包裝

消費者使用

行銷

顧客服務

顧客滿意度調查

3–11

1 、價值鏈之一般概念

（一）企業之價值活動與產業價值鏈（一）企業之價值活動與產業價值鏈

(2) 價值鏈定義

在提供顧客滿足過程中，能創造更大效益與價值的相關

業、活動或流程。

3–12

1 、價值鏈之一般概念

（一）企業之價值活動與產業價值鏈（一）企業之價值活動與產業價值鏈

(3) 壽險業價值鏈之範例

顧客需求之了解

顧客需求之了解

產品設計與開發

產品設計與開發

銷售人員訓練與養

銷售人員訓練與養

成成產品之銷售與市場拓展

產品之銷售與市場拓展

收款付款系統之建

收款付款系統之建

立立與管理

與管理

客戶資料檔之建立

客戶資料檔之建立

與潛在需求開發

與潛在需求開發

客戶資料之分析

客戶資料之分析

企業資產之管理

企業資產之管理

客戶申訴理賠處理

客戶申訴理賠處理

顧客滿意度之調查

顧客滿意度之調查

3–13

1 、價值鏈之一般概念

（一）企業之價值活動與產業價值鏈（一）企業之價值活動與產業價值鏈

(4) 砂輪業價值鏈

 原料生產

廢料進口

磁土生產

磁土進口

磁土研磨

磁土存貨

配方

配合

成型加壓

燒製

修整

成品存貨

品牌

銷售

經銷

3–14

1 、價值鏈之一般概念（一）企業之價值活動與產業價值鏈（一）企業之價值活動與產業價值鏈

(5)汽車零件業

◎產品設計及研發(

定義

)

試造及樣品確認

客戶

核可及量產導人

產品交貨及收款系統

◎售後服務

顧客滿意度調查

持續不斷之改善及成果回饋

市場分析銷售預測製作

業務檢討及訂單取得

Core Products

Processes

PPAP

3–15

(( 一一 )) 結構圖結構圖

3–16

Strategic management process

3–17

Strategic Management Process

A nine-step process that involves strategic planning, implementation, and evaluation

EXHIBIT 3.5

3–18

1.The organization’s current identity Mission statement

Defines the purpose of the organization Objectives Strategic plan

A document that explains the business founders vision and describes the strategy and operations of that business.

2.&4 Environmental scanning Screening large amounts of information to detect emerging

trends and create a set of scenarios

3.&5 Competitive intelligence Accurate information about competitors that allows managers to

anticipate competitors’ actions rather than merely react to them

Strategic Management Process

3–19

SWOT: Identifying Organizational Opportunities

EXHIBIT 3.6

SWOT analysisAnalysis of an organization’s strengths, weaknesses, opportunities, and threats in order to identify a strategic niche that the organization can exploit

3–20

SWOT Analysis

• Strengths (strategic) Internal resources that are available or things that an

organization does well Core competency: a unique skill or resource that

represents a competitive edge

• Weaknesses Resources that an organization lacks or activities that it

does not do well

• Opportunities (strategic) Positive external environmental factors

• Threats Negative external environmental factors

3–21

7.Formulate strategies

Grand Strategies• Growth strategy

A strategy in which an organization attempts to increase the level of its operations;

• Retrenchment strategy A strategy characteristic of a company that is reducing its

size, usually in an environment of decline

• Combination strategy The simultaneous pursuit by an organization of two or more

of growth, stability, and retrenchment strategies

• Stability strategy A strategy that is characterized by an absence of significant

change

3–22

Growth Strategies

• MergerOccurs when two companies, usually of similar size,

combine their resources to form a new company

• AcquisitionOccurs when a larger company buys a smaller one

and incorporates the acquired company’s operations into its own

3–23

Competitive Strategies

• Strategies that position an organization in such a way that it will have a distinct advantage over its competitionCost-leadership strategy

Becoming the lowest-cost producer in an industryDifferentiation strategy

Attempting to be unique in an industry within a broad market

Focus strategy Attempting to establish an advantage

(cost/differentiation) in a narrow market segment

3–24

Types of plans

3–25

Types of Plans

EXHIBIT 3 .2

BREADTH TIME SPECIFICITY FREQUENCY OF USE FRAME OF USE

Strategic Long term Directional Single use

Tactical Short term Specific Standing

Short-term plansPlans that cover less than one year

Long-term plansPlans that extend beyond five years

3–26

Strategic Planning

• Strategic plans Plans that are organization-wide, establish overall objectives,

and position an organization in terms of its environment

Apply broadly to the entire organization Establish the organization’s overall objectives Seek to position the organization in terms of its environment Provide direction to drive an organization’s efforts to achieve its

goals. Serve as the basis for the tactical plans. Cover extended periods of time Are less specific in their details

3–27

Tactical Planning

• Tactical plans (operational plans) Plans that specify the details of how an organization’s

overall objectives are to be achieved

Apply to specific parts of the organization.Are derived from strategic objectivesSpecify the details of how the overall objectives are to

be achieved.Cover shorter periods of timeMust be updated continuously to meet current

challenges

3–28

Directional versus Specific Plans

EXHIBIT 3 .3

3–29

Specific and Directional Plans

• Specific plansPlans that have clearly defined objectives and leave

no room for misinterpretation “What, when, where, how much, and by whom”

(process-focus)

• Directional plansFlexible plans that set out general guidelines

“Go from here to there” (outcome-focus)

3–30

Single-Use and Standing Plans

• Single-use plans(單用計劃 )A plan that is used to meet the needs of a particular

or unique situation Single-day sales advertisement

• Standing plan(持續計劃 )A plan that is ongoing and provides guidance for

repeatedly performed actions in an organization Customer satisfaction policy

3–31

MBO

3–32

Management by Objectives

• Management by Objectives (MBO)A system in which specific performance objectives

are jointly determined by subordinates and their supervisors, progress toward objectives is periodically reviewed, and rewards are allocated on the basis of that progress.

Links individual and unit performance objectives at all levels with overall organizational objectives

Focuses operational efforts on organizationally important results.

Motivates rather than controls

3–33

Cascading of Objectives

EXHIBIT 3.4

3–34

Elements of MBO

• Goal specificity• Participative decision making• Explicit time period for performance• Performance feedback

3–35

Setting Employee Objectives

• Identify an employee’s key job tasks.• Establish specific and challenging goals for each

key task.• Allow the employee to actively participate.• Prioritize goals.• Build in feedback mechanisms to assess goal

progress.• Link rewards to goal attainment.

3–36

Benchmarking

• BenchmarkingThe search for the best practices among competitors

or noncompetitors that lead to their superior performance

• ISO 9000 seriesStandards designed by the International Organization

for Standardization that reflect a process whereby independent auditors attest that a company’s factory, laboratory, or office has met quality management standards

3–37

Attaining Six Sigma Quality

• Six sigmaA philosophy and measurement process developed in

the 1980s at Motorola.To design, measure, analyze, and control the input

side of a production process to achieve the goal of no more than 3.4 defects per million parts or procedures.

A philosophy and measurement process that attempts to design in quality as a product is being made.

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Six Sigma 12-Process Steps

• Select the critical-to-quality characteristics.

• Define the required performance standards.

• Validate measurement system, methods, and procedures.

• Establish the current processes capability.

• Define upper and lower performance limits.

• Identify sources of variation.

• Screen potential causes of variation to identify the vital few variables needing control.

• Discover variation relationship for the vital variables.

• Establish operating tolerances on each of the vital variables.

• Validate the measurement system’s ability to produce repeatable data.

• Determine the capability of the process to control the vital variables. Implement statistical process control on the vital variables.

EXHIBIT 3.7Source: Cited in D. Harold and F. J. Bartos, “Optimize Existing Processes to Achieve Six Sigma Capability,” reprinted with permission from Control Engineering, March 1998, p.87, © Cahners Business Information.

3–39

How Does the Entrepreneur Identify A Competitive Advantage ?

3–40

Identifying A Competitive Advantage

• Environmental sources of entrepreneurial opportunityThe unexpectedThe incongruousThe process need Industry and market structuresDemographicsChanges in perceptionNew knowledge

3–41

Benefits and drawbacks of Planning

3–42

Benefits: Reasons for Planning

EXHIBIT 3.1

3–43

Criticisms Of Formal Planning

• Planning may create rigidity.• Plans can’t be developed for a dynamic

environment.• Formal plans can’t replace intuition and

creativity.• Planning focuses managers’ attention on today’s

competition, not on tomorrow’s survival.• Formal planning reinforces success, which may

lead to failure.

3–44

Conclusion: Planning and Performance

• Formal planning generally means higher profits, higher return on assets, and other positive financial results.

• Planning process quality and implementation probably contribute more to high performance than does the extent of planning.

• When external environment restrictions allowed managers few viable alternatives, planning did not lead to higher performance.