LI NI U Nhng tin b khoa hc k thut mang tnh t ph, ton cu ha, i hi ngy cng cao v cht lng cuc

sng, cnh tranh khc lit Tt c ang t cc doanh nghip d ln hay nh, cc nh qun tr, vo trong mt mi trng ht sc nng ng. Trong mi trng y, ngi ta vn lun t hi, ti sao cc doanh nghip ny thnh cng cn cc doanh nghip khc li tht bi? Lm cch no tng c hi thnh cng? Phi lm g duy tr li th cnh tranh bn vng? ch l mt vi trong s v vn cc cu hi phc tp m cc nh qun tr ngy nay phi tm cch tr li. T u ca th k 20, ngi ta chng kin cc cng ty nh General Motor, Shell hay General Electric tng trng n qui m cha tng thy. H bnh trng hot ng ca mnh vt ra khi quc gia, thm ch vn ra nhiu chu lc, v h cng tng cm nhn rng h ang b thc p i mt vi nhng mi trng mi, cc quyt nh kinh doanh mi, m trc cha ai lm. C th, thi by gi, cha thc s c mt l thuyt qun tr chin lc no ch dn cho qu trnh k hoch ha ca h. u l nh hng v phm vi pht trin ca cng ty trong di hn? hay Bng cch no c th duy tr li th cnh tranh trong mi trng ang thay i l nhng cu hi rt kh tr li nhng nm 60 v thm ch cho n ngy nay.Cc cng ty ln, nh ang c gng tr li cu hi ny Qun tr chin lc l mt lnh vc nghin cu cn mi m. Qun tr chin lc ang i ph vi hu ht cc vn c bn m hot ng kinh doanh ang phi i mt. Qun tr chin lc v ang tr nn ht sc quan trng cho s sng cn ca cc doanh nghip, khi m mi trng kinh doanh ngy cng phc tp. Bt k ai, d l nh qun tr hay mun tr thnh mt nh qun tr u cn thit phi hiu bit thu o v qun tr chin lc. Cc nh qun tr, cc doanh nghip Vit nam, m phn ln l nhng doanh nghip va v nh vn sinh ra trong mt nn kinh t k hoch ha tp trung, ang b thc p phi chp nhn lut chi trong mi trng kinh doanh ton cu, y bin ng v cnh tranh khc lit. H ang chp chng d tm con ng duy tr s tn ti v pht trin ca mnh. H cng phi chp nhn hng lot cc php th v sai m i khi phi tr gi bng c vn mnh ca doanh nghip. Tuy nhin, mt iu chc chn rng h c th hng li rt nhiu t s pht trin nhanh chng ca khoa hc qun tr, ca qun tr chin lc trn th gii. H s c thnh cng nhanh hn, t tr gi hn bi h c th hc tp kinh nghim qun tr chin lc, tip cn v vn dng sng to nhng kin thc ca qun tr chin lc vo hon cnh ring ca mnh. Cun sch ny khng ngoi mc ch cung cp nhng kin thc nn tng, ban u v qun tr chin lc cho cc nh qun tr Vit nam vi hy vng phn no gip h thnh cng trong mi trng hot ng ca mnh. Mc d cc tc gi c rt nhiu c gng nghin cu, tham kho, cht lc nhng kin thc c bn vi hy vng ng gp phn no cho cng ng kinh doanh, song ln u xut bn c th cn nhiu thiu st, rt mong v cm n s ng gp chn thnh ca bn c, cun sch ngy cng b ch hn. PGS.TS L Th Gii TS. Nguyn Thanh Lim

MC LC

CHNG 1........GII THIU V QUN TR CHIN LC &TUYN B S MNH MC TIU ....................................................................................... Error! Bookmark not defined. 1.1. 1.1.1. 1.1.2. 1.2. 1.2.1. 1.2.2. 1.2.3. 1.2.4. 1.3. 1.3.1. 1.3.2. 1.3.3. 1.3.4. 1.3.5. 1.3.6. 1.4. 1.4.1. 1.4.2. 1.4.3. 1.5. 1.5.1. 1.5.2. 1.5.3. 1.5.4. 1.6. Khi nim chin lc ..................................................... Error! Bookmark not defined. Ngun gc ca khi nim chin lc ............................. Error! Bookmark not defined. Cc khi nim chin lc trong lnh vc kinh doanh ..... Error! Bookmark not defined. Qun tr chin lc......................................................... Error! Bookmark not defined. Khi nim qun tr chin lc ........................................ Error! Bookmark not defined. Nhim v ca qun tr chin lc................................... Error! Bookmark not defined. Li ch ca qun tr chin lc....................................... Error! Bookmark not defined. Cc giai on pht trin ca qun tr chin lc............. Error! Bookmark not defined. M hnh hoch nh chin lc c bn........................... Error! Bookmark not defined. S mnh v cc mc tiu ch yu .................................. Error! Bookmark not defined. Phn tch bn ngoi ........................................................ Error! Bookmark not defined. Phn tch bn trong......................................................... Error! Bookmark not defined. La chn chin lc ....................................................... Error! Bookmark not defined. Thc thi chin lc ........................................................ Error! Bookmark not defined. Chu trnh phn hi.......................................................... Error! Bookmark not defined. Cc nh qun tr chin lc ............................................ Error! Bookmark not defined. Qun tr cp cng ty ....................................................... Error! Bookmark not defined. Cc nh qun tr cp n v kinh doanh ......................... Error! Bookmark not defined. Cc nh qun tr iu hnh ............................................. Error! Bookmark not defined. Chin lc l mt qu trnh pht sinh............................. Error! Bookmark not defined. Xy dng chin lc trong mt th gii khng th on trc .... Error! Bookmark not defined. Xy dng chin lc bi nhng nh qun tr cp thp ... Error! Bookmark not defined. May mn v chin lc .................................................. Error! Bookmark not defined. Cc chin lc d nh v pht sinh............................... Error! Bookmark not defined. Qun tr chin lc nhm tha mn cc bn hu quan Error! Bookmark not defined.

1.7. 1.7.1. 1.7.2. 1.7.3. 1.7.4. 1.8. 1.8.1. 1.8.2. 1.8.3. 1.8.4.

Tuyn b s mnh .......................................................... Error! Bookmark not defined. Vin cnh, v s mnh ................................................... Error! Bookmark not defined. Cc gi tr ....................................................................... Error! Bookmark not defined. Cc mc tiu................................................................... Error! Bookmark not defined. Cc vn v mc tiu ca cng ty di hn v ngn hnError! Bookmark not defined. Chin lc v o c.................................................... Error! Bookmark not defined. Mc ch ca o c kinh doanh .................................. Error! Bookmark not defined. nh hng pht trin mi trng o c ca t chc. Error! Bookmark not defined. T duy trn c s cc vn o c ............................ Error! Bookmark not defined. Trch nhim x hi ca cng ty...................................... Error! Bookmark not defined.

TM TT CHNG................................................................... Error! Bookmark not defined. CU HI THO LUN .............................................................. Error! Bookmark not defined. TI LIU THAM KHO ............................................................ Error! Bookmark not defined. CHNG 2..............................................................: PHN TCH MI TRNG BN NGOI ....................................................................................... Error! Bookmark not defined. 2.1. 2.1.1. 2.1.2. a. b. 2.2. 2.2.1. 2.2.2. 2.2.3. 2.2.4. 2.2.5. 2.2.6. 2.3. 2.3.1. 2.3.2. CC K THUT PHN TCH MI TRNG BN NGOI ... Error! Bookmark not defined. R sot mi trng ......................................................... Error! Bookmark not defined. Theo di mi trng....................................................... Error! Bookmark not defined. D on.......................................................................... Error! Bookmark not defined. nh gi ......................................................................... Error! Bookmark not defined. MI TRNG V M .................................................. Error! Bookmark not defined. Mi trng kinh t. ........................................................ Error! Bookmark not defined. Mi trng cng ngh .................................................... Error! Bookmark not defined. Mi trng vn ha x hi. ............................................ Error! Bookmark not defined. Mi trng nhn khu hc ............................................. Error! Bookmark not defined. Mi trng chnh tr - lut php. .................................... Error! Bookmark not defined. Mi trng ton cu ....................................................... Error! Bookmark not defined. PHN TCH NGNH V CNH TRANH ................... Error! Bookmark not defined. S cn thit ca phn tch ngnh v cnh tranh .............. Error! Bookmark not defined. M hnh nm lc lng cnh tranh................................. Error! Bookmark not defined.

2.3.3. 2.3.4. 2.4. 2.4.1. 2.4.2. 2.4.3. 2.4.4. 2.4.5. 2.4.6. 2.5. 2.5.1. 2.5.2. 2.7. 2.8.

Cc nhm chin lc trong ngnh .................................. Error! Bookmark not defined. Hn ch ca m hnh nm lc lng cnh tranh v m hnh nhm chin lc...... Error! Bookmark not defined. THAY I CNH TRANH TRONG CHU K NGNH ........... Error! Bookmark not defined. Cc ngnh trong thi k u pht trin (pht sinh)......... Error! Bookmark not defined. Cc ngnh tng trng ................................................... Error! Bookmark not defined. Ti t chc ngnh ........................................................... Error! Bookmark not defined. Cc ngnh bo ha ......................................................... Error! Bookmark not defined. Ngnh suy thoi.............................................................. Error! Bookmark not defined. Nhng bin i m hnh chu k sng ngnh .................. Error! Bookmark not defined. LC LNG DN DT S THAY I TRONG NGNH ..... Error! Bookmark not defined. Khi nim, mc ch v ni dung ca phn tch lc lng dn dt ngnh............. Error! Bookmark not defined. Cc lc lng dn dt ph bin nht .............................. Error! Bookmark not defined. CC NHN T THEN CHT CHO THNH CNG (KFS- Key Factor of Competitive Sucess) Error! Bookmark not defined. KT LUN V SC HP DN CA NGNH........... Error! Bookmark not defined.

TM TT .................................................................................... Error! Bookmark not defined. CHNG 3......................................................................................... PHN TCH BN TRONG Error! Bookmark not defined. 3.1. 3.1.1. 3.1.2. 3.2. 3.2.1. 3.3. 3.3.1. 3.3.2. 3.4. 3.4.1. PHN TCH CHIN LC HIN TI ....................... Error! Bookmark not defined. Cng ty ang thc hin chin lc hin ti nh th no?Error! Bookmark not defined. Cc sc mnh v im yu ............................................. Error! Bookmark not defined. BN CHT LI TH CNH TRANH ......................... Error! Bookmark not defined. Cc khi c bn ca li th cnh tranh........................... Error! Bookmark not defined. NGUN GC CA LI TH CNH TRANH BN VNG...... Error! Bookmark not defined. Cc ngun lc v kh nng tim tng............................ Error! Bookmark not defined. Phn tch tnh lu bn chin ca li th cnh tranh ........ Error! Bookmark not defined. CHUI GI TR, V S SNG TO GI TR .......... Error! Bookmark not defined. Cc hot ng chnh ....................................................... Error! Bookmark not defined.

3.4.2. 3.4.3. 3.4.4. 3.5. 3.5.1. 3.5.2. 3.5.3. 3.6. 3.6.1. 3.6.2. 3.6.3. 3.6.4.

Cc hot ng h tr ...................................................... Error! Bookmark not defined. Cc mc tiu an cho cc chc nng ............................ Error! Bookmark not defined. Khai thc ngoi lc ........................................................ Error! Bookmark not defined. TI SAO CC CNG TY THT BI .......................... Error! Bookmark not defined. Tnh tr tr ...................................................................... Error! Bookmark not defined. Cam kt chin lc......................................................... Error! Bookmark not defined. Nghch l Icarus ............................................................. Error! Bookmark not defined. DUY TR LI TH CNH TRANH ............................. Error! Bookmark not defined. Tp trung vo vic to lp cc khi li th cnh tranh ... Error! Bookmark not defined. Ci thin lin tc th ch v hc hi............................... Error! Bookmark not defined. Theo di s thc hin tt nht ca ngnh v s dng vic nh chun Error! Bookmark not defined. Vt qua s tr tr .......................................................... Error! Bookmark not defined.

TM TT CHNG V N TP ............................................. Error! Bookmark not defined. CHNG 4TO DNG LI TH CNH TRANH THNG QUA CC CHIN LC CHC NNG ....................................................................................... Error! Bookmark not defined. KHI QUT ................................................................................ Error! Bookmark not defined. 4.1. 4.1.1. 4.1.2. 4.1.3. 4.1.4. 4.1.5. 4.1.6. 4.1.7. 4.1.8. 4.1.9. 4.2. 4.2.1. 4.2.2. T C S VT TRI V HIU QU. ............ Error! Bookmark not defined. Sn xut v hiu qu: Tnh kinh t v qui m................. Error! Bookmark not defined. Sn xut v hiu qu: Hiu ng hc tp ......................... Error! Bookmark not defined. Sn xut hiu qu: sn xut linh hot sn xut theo yu cu khch hng khi lng ln Error! Bookmark not defined. Marketing v hiu qu .................................................... Error! Bookmark not defined. Qun tr vt liu, JIT v hiu qu ................................... Error! Bookmark not defined. Chin lc R&D v hiu qu ......................................... Error! Bookmark not defined. Chin lc ngun nhn lc v hiu qu ......................... Error! Bookmark not defined. H thng thng tin, Internet, v hiu qu ....................... Error! Bookmark not defined. C s h tng v hiu qu .............................................. Error! Bookmark not defined. T C CHT LNG VT TRI ................... Error! Bookmark not defined. Khi nim TQM ............................................................. Error! Bookmark not defined. p dng TQM ................................................................ Error! Bookmark not defined.

Sn xut v hiu qu: ng cong kinh nghim ........................... Error! Bookmark not defined.

4.3. 4.3.1. 4.3.2. 4.3.3. 4.4. 4.4.1. 4.4.2. 4.4.3.

T C S CI TIN VT TRI ..................... Error! Bookmark not defined. T l tht bi cao trong ci tin ...................................... Error! Bookmark not defined. To lp cc kh nng ci tin ......................................... Error! Bookmark not defined. Tm tt: t c s ci tin vt tri ........................... Error! Bookmark not defined. T C S P NG KHCH HNG VT TRI........ Error! Bookmark not defined. Tp trung vo khch hng .............................................. Error! Bookmark not defined. Tho mn nhu cu khch hng ....................................... Error! Bookmark not defined. Tm tt: t c s p ng khch hng vt tri ...... Error! Bookmark not defined.

TM TT CHNG V CU HI N TP ............................ Error! Bookmark not defined. CHNG 5...........................................................................CHIN LC CP KINH DOANH Error! Bookmark not defined. 5.1. 5.1.1. 5.1.2. 5.1.3. 5.2. 5.2.1. 5.2.2. 5.2.3. 5.2.4. 5.2.5. 5.2.6. 5.3. CHIN LC CP N V KINH DOANH L G? .. Error! Bookmark not defined. Nhu cu khch hng v s khc bit ha sn phm ........ Error! Bookmark not defined. Cc nhm khch hng v phn on th trng.............. Error! Bookmark not defined. Kh nng khc bit ha .................................................. Error! Bookmark not defined. CHN LA CHIN LC KINH DOANH CHUNG .. Error! Bookmark not defined. Cc l trnh to dng li th cnh tranh ......................... Error! Bookmark not defined. Chin lc dn o chi ph............................................. Error! Bookmark not defined. Cc chin lc to s khc bit ..................................... Error! Bookmark not defined. Dn o chi ph v s khc bit...................................... Error! Bookmark not defined. Chin lc tp trung....................................................... Error! Bookmark not defined. Tnh th mc kt............................................................. Error! Bookmark not defined. NHM CHIN LC V CHIN LC KINH DOANH ........ Error! Bookmark not defined.

LA CHN MT CHIN LC U T CP N V KINH DOANH.... Error! Bookmark not defined. 5.3.1. 5.3.2. 5.3.3. V th cnh tranh ............................................................ Error! Bookmark not defined. Hiu ng chu k sng..................................................... Error! Bookmark not defined. Chn la mt chin lc u t ..................................... Error! Bookmark not defined.

TM TT V CU HI............................................................. Error! Bookmark not defined.

CHNG 6........ CHIN LC CNG TY: HI NHP DC, A DNG HO CC CHIN LC LIN MINH ..................................................................... Error! Bookmark not defined. KHI QUT ................................................................................ Error! Bookmark not defined. 6.1. 6.2. 6.2.1. 6.2.2. 6.2.3. 6.3. 6.3.1. 6.3.2. 6.3.3. 6.3.4. 6.4. 6.4.1. 6.4.2. 6.4.3. 6.4.4. 6.5. Tp trung vo mt lnh vc kinh doanh n l ............... Error! Bookmark not defined. Hi nhp dc .................................................................. Error! Bookmark not defined. To gi tr thng qua hi nhp dc ................................. Error! Bookmark not defined. Bt li ca hi nhp dc................................................. Error! Bookmark not defined. Chi ph qun l v cc hn ch ca hi nhp dc ........... Error! Bookmark not defined. CC PHNG N HI NHP DC........................... Error! Bookmark not defined. Cc hp ng ngn hn v u gi cnh tranh................ Error! Bookmark not defined. Cc lin minh chin lc v hp ng di hn............... Error! Bookmark not defined. Thit lp cc mi lin h hp tc di hn ....................... Error! Bookmark not defined. Khai thc ngun bn ngoi chin lc v cng ty o. .... Error! Bookmark not defined. A DNG HA ............................................................ Error! Bookmark not defined. To gi tr thng qua a dng ha .................................. Error! Bookmark not defined. Chi ph qun l v gii hn ca a dng ho .................. Error! Bookmark not defined. Tht bi ca a dng ho ................................................ Error! Bookmark not defined. a dng ho lin quan v khng lin quan ..................... Error! Bookmark not defined. CC LIN MINH CHIN LC.................................. Error! Bookmark not defined.

CHNG 7............................................................................................ PHT TRIN CNG TY Error! Bookmark not defined. 7.1. 7.2. 7.2.1. 7.2.2. 7.2.3. 7.3. 7.4. Sot xt li danh mc ca cng ty .................................. Error! Bookmark not defined. Chin lc thm nhp .................................................... Error! Bookmark not defined. u t mi t bn trong ................................................. Error! Bookmark not defined. Mua li - mt chin lc thm nhp ............................... Error! Bookmark not defined. Lin doanh - mt chin lc thm nhp ......................... Error! Bookmark not defined. Ti cu trc .................................................................... Error! Bookmark not defined. CHIN LC CI T .................................................. Error! Bookmark not defined.

TM TT CHNG................................................................... Error! Bookmark not defined. CHNG 8.............................THIT K CU TRC T CHC & H THNG KIM SOT Error! Bookmark not defined. KHI QUT ................................................................................ Error! Bookmark not defined.

8.1. 8.1.1. 8.1.2. 8.2. 8.2.1. 8.3. 8.3.1. 8.3.2. 8.3.3. 8.3.4. 8.3.5. 8.3.6. 8.4. 8.5. 8.6. 8.6.1. 8.6.2. 8.6.3. 8.7. 8.7.1. 8.7.2. 8.7.3. 8.7.4. 8.7.5. 8.8. 8.8.1. 8.8.2.

VAI TR CA CU TRC T CHC........................ Error! Bookmark not defined. Cc khi ca c cu t chc ........................................... Error! Bookmark not defined. S phn cng, kt hp v chi ph qun l....................... Error! Bookmark not defined. PHN CNG THEO CHIU DC ............................... Error! Bookmark not defined. Cc vn vi c cu t chc cao ................................. Error! Bookmark not defined. PHN CNG THEO CHIU NGANG.......................... Error! Bookmark not defined. C cu n gin ............................................................. Error! Bookmark not defined. C cu chc nng ........................................................... Error! Bookmark not defined. C cu nhiu b phn ..................................................... Error! Bookmark not defined. C cu ma trn ............................................................... Error! Bookmark not defined. C cu nhm sn phm .................................................. Error! Bookmark not defined. C cu theo a l........................................................... Error! Bookmark not defined. KT HP V C CH KT HP ................................ Error! Bookmark not defined. KIM SOT CHIN LC L G?............................. Error! Bookmark not defined. CC H THNG KIM SOT CHIN LC ............ Error! Bookmark not defined. Cc bc kim sot chin lc....................................... Error! Bookmark not defined. Cc cp ca kim sot chin lc................................... Error! Bookmark not defined. Cc loi kim sot .......................................................... Error! Bookmark not defined. VN HO T CHC ................................................... Error! Bookmark not defined. Vn ho t chc l g? .................................................... Error! Bookmark not defined. Vn ho v lnh o chin lc ..................................... Error! Bookmark not defined. Cc vn ho c kh nng thch ng v tr tr .................. Error! Bookmark not defined. Tp hp nhm qun tr cp cao ...................................... Error! Bookmark not defined. Cc c trng ca nn vn ho cng ty mnh v thch ng .......... Error! Bookmark not defined. CC H THNG TH LAO KHEN THNG CHIN LC Error! Bookmark not defined. Cc h thng tng thng c nhn ............................... Error! Bookmark not defined. Cc h thng tng thng t chc hay nhm ............... Error! Bookmark not defined.

TM TT CHNG V CU HI THO LUN ................... Error! Bookmark not defined.

- 199 -

CHNG 7. PHT TRIN CNG TY

KHI QUT Sot xt li danh mc ca cng ty u t mi t bn trong Mua li - mt chin lc thm nhp Lin doanh - mt chin lc thm nhp Ti cu trc Chin lc ci t TM TT CHNG

- 200 -

KHI QUT Chng ta tip tc hng ti cc vn trung tm ca vic pht trin cng ty lin quan n vic nhn din cc c hi kinh doanh m cng ty nn theo ui, v cch thc cng ty rt khi cc lnh vc kinh doanh khng ph hp vi vin cnh ca cng ty. Trong chng ny, chng ta bt u bng cch quan nim cho rng mi cng ty c th sot xt danh mc cc n v kinh doanh ca mnh. Mc tiu ca vic xem xt nh vy l gip xc nh n v no trong s cc n v kinh doanh hin c cn tip tc, n v no cn a ra khi danh mc, v cng ty c nn thm nhp vo cc lnh vc mi hay khng. Sau chng ta s hng s quan tm vo cc phng tin khc nhau hay cc cng c coe th s dng thm nhp v pht trin cc lnh vc kinh doanh mi. Nhng la chn a ra xem xt trong chng ny bao gm: mua li, pht trin cc d n ni b hay lin doanh. Mua li dng ch vic mua cc n v kinh doanh hin c t nhng ch th kinh doanh khc. Cn cc d n ni b ch vic khi s cc n v kinh doanh mi t u; Lin doanh ni chung l thit lp mt n v kinh doanh vi s gip ca mt i tc khc. Cui chng chng ta s i n xy dng mt chin lc ti cu trc v rt lui. Chng ta tng chng kin giai on 1970 v 1980 nhiu cng ty a dng ho qu mc hay hi nhp dc qu mc, ri nhng nm gn y, h buc phi thay i ng k v chin lc, vi vic bn i nhiu hot ng a dng ho ca mnh v ti tp trung vo hot ng kinh doanh ct li. 7.1. Sot xt li danh mc ca cng ty Ni dung ct li ca vic pht trin cng ty l nhn dng cc c hi kinh doanh m cng ty nn theo ui. im bt u ph bin nht l sot xt danh mc cc hot ng kinh doanh hin c ca cng ty. Mc ch ca vic sot xt nh vy l gip cng ty xc nh n v no trong s cc n v kinh doanh hin c cn tip tc a vo danh mc, n v no cn a ra khi danh mc, v cng ty c nn thm nhp vo cc lnh vc mi hay khng. Chng ta c th s dng hai cch tip cn khc nhau thc hin nhng sot xt nh vy. Cch tip cn th nht, v truyn thng l s dng hng lot cc k thut bit nh ma trn hoch nh danh mc. K thut ny u tin c cc nh t vn qun tr pht trin, da trn s so snh v th cnh tranh ca cc n v kinh doanh trong danh mc ca cng ty vi nhau theo mt tiu chun chung. Cho n nay, ngi ta nhn thc kh r rng chnh cc k thut cha ng khng t sai lm v vic p dng n c th dn ti mt s quyt nh sai lm. Cch tip cn th hai c Gary Hamel v C.K. Prahalad ngh. Cch tip cn ny da trn khi nim li cng ty nh l mt danh mc cc nng lc ct li ch khng phi l mt danh mc n v kinh doanh. Vic pht trin cng ty do s nh hng vo duy tr cc nng lc ct li, to lp cc nng lc mi, thc y cc nng lc ny bng vic p dng n vo cc c hi kinh doanh mi. V d, theo Hamel v Prahalad, thnh cng ca mt cng ty nh 3M trong vic to lp n v kinh doanh mi l do kh nng p dng nng lc ct li v cht bm dnh vo mt ph rng ri cc c hi kinh doanh t bng dnh Scotch n Post-it Notes.

- 201 -

a. Hoch nh danh mc
Mt trong cc ma trn hoch nh danh mc, ni ting nht l ma trn tng trng th phn. Ma trn ny do bi nhm t vn Boston (Boston Cunsulting Group-BCG) pht trin vi mc ch ch yu l gip cc nh qun tr cp cao nhn din cc lung ngn qu ca cc hot ng kinh doanh khc nhau trong danh mc v gip xc nh xem cng ty c cn phi thay i t hp cc n v kinh doanh trong danh mc hay khng. K thut ma trn tng trng th trng thc thin theo ba bc chnh: (1) chia cng ty thnh cc n v kinh doanh chin lc (SBU); (2) nh gi trin vng ca cc SBU v so snh chng vi nhau bng ma trn; v (3) pht trin cc mc tiu chin lc cho mi SBU. Nhn din cc SBU Theo BCG cng ty phi phn nh cc SBU c s khc bit v mt kinh t cho mt lnh vc kinh doanh m n tham gia cnh tranh. Thng thng, SBU c phn nh theo cc th trng sn phm m n cnh tranh. V d, Ciba Geigy, mt cng ty ho cht v dc phm ln nht ca Thu S s dng cc k thut hoch nh danh mc xc nh 33 n v kinh doanh chin lc trong cc lnh vc nh dc phm bn quyn, dc phm chung, iu tr la chn, thuc nhum phn ng, bt git, nha thng, ho cht giy, chn on, vt liu composite. nh gi v so snh cc SBU Sau khi nhn din cc SBU, cc nh qun tr cp cao cn nh gi mi SBU theo hai tiu chun: Mt l, th phn tng i ca cc SBU. Th phn tng i l t l gia th phn ca SBU vi th phn ca i th cnh tranh ln nht trong ngnh . Nu SBU X c mt th phn bng 10% v i th ln nht c th phn 30% th th phn tng i l 10/30 hay 0.3. Ch khi mt SBU l ngi dn o th trng trong ngnh n s c th phn tng i ln hn 1. v d SBU Y c th phn 40% v th phn ca i th cnh tranh ln nht trong ngnh l 10% th th phn tng i ca SBU Y l 40%/10% = 4. Theo BCG, th phn cho cng ty cc li th chi ph xut pht t tnh kinh t ca qui m v hiu ng hc tp. Mt SBU vi th phn tng i ln hn 1 c xem l c th dch chuyn nhanh hn xung pha di ca ng cong kinh nghim v do c li th chi ph hn so vi i th. Vi lo gic tng t, mt SBU c th phn tng i nh hn 1 c xem l thiu tnh kinh t v qui m v v th chi ph thp so vi ngi dn o th trng. Hai l, mc tng trng trong ngnh cha SBU. Mc tng trng ca ngnh c SBU c xem l nhanh hn hay chm trong quan h so vi mc tng trng ca nn kinh t. Mc tng trng ngnh hm l nu cc ngnh tng trng cao n s cung cp cho SBU mt mi trng cnh tranh thun li hn v trin vng di hn tt hn so vi cc ngnh tng trng thp. ng vi mi SBU, c mt th phn trng i xc nh v trong mt ngnh c tc tng trng xc nh, cc nh qun tr so snh cc SBU vi nhau nh mt ma trn nh Hnh 7-1. Chiu ngang ca ma trn ny ch th phn tng i ca cc SBU. Chiu dc ch tc tng trng ngnh. Trung tm ca mi vng trn xc nh v th ca SBU theo hai thnh phn th phn tng i v tc tng trng ngnh. ln ca mi vng trn l t l doanh thu sinh ra bi mi SBU so vi ton b danh mc ca cng ty. Vng trn cng ln, SBU cng em li doanh s ln hn cho tng thu nhp ca cng ty.

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Ma trn chia thnh 4 . Cc SBU nm trong s 1 c coi l cc ngi sao (Stars), trong s 2 l cc du hi (Question Marks) , trong s ba l ca cc b sa (Cash Cows), v trong s 4 l ca nhng con ch (Dogs). BCG ch ra rng cc loi SBU khc nhau c trin vng di hn khc nhau v hm khc nhau v kh nng ng gp ngn qu.
Hnh 7-1: Ma trn BCG

Cao

s 1 : Stars

s 2 : Question Marks

Mc tng trng ngnh

s 3 : B sa Thp

s 4 :Dogs

Cao
Th phn tng i Ngun: Perspection, No. 66, The Production Portfolio. 1970

Thp

Cc ngi sao (Stars). Cc SBU dn o trong danh mc ca mt cng ty l cc ngi sao. Ngi sao c th phn tng i cao v trong ngnh c t l tng trng cao. Theo , n cung cp cc c hi tng trng v li nhun lu di hp dn. Cc du hi (Question Marks) Cc du hi l nhng SBU tng i yu trn phng din sc cnh tranh (n c th phn tng i thp) nhng li trong cc ngnh tng trng cao, v vy n c th n cha cc c hi li nhun v tng trng lu di. Mt du hi c th tr thnh ngi sao nu n c nui dng thch hp. tr thnh mt ngi dn o th trng, du hi cn c cung cp ng k tin bc. N ang i v u t. Lnh o cng ty phi quyt nh xem du hi c tim nng tr thnh ngi sao hay khng v do quyt nh mc u t rng cn thit a n n v tr ngi sao.

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B sa (Cash Cows). Cc SBU c th phn tng i cao nhng trong ngnh c tc tng trng thp v v th cnh tranh mnh trong nhng ngnh bo ho l nhng b sa. Sc mnh cnh tranh ca n l do n dch chuyn qu xa xung pha di ca ng cong kinh nghim. H tr thnh nhng ngi dn o trong ngnh ca mnh. BCG ch ra rng v th ny cho php cc SBU c kh nng sinh li rt cao. Tuy nhin, ngnh tng trng thp hm s thiu cc c hi cho vic bnh trng trong tng lai. Do , BCG cho rng nhu cu u t vn vo y khng ng k, v vy hin ra nh l ngun pht sinh mnh m dng ngn qu dng. Cc con ch (Dogs) L cc SBU trong nhng ngnh tng trng thp nhng chnh bn thn n cng c th phn tng i thp. Chng c v th cnh tranh yu trong ngnh khng hp dn v vy c xem nh cung cp t li ch cho cng ty. BCG cho rng cc SBU nh vy khng chc sn sinh ra ngn qu dng m qu thc n c th tr thnh nhng gnh nng ngn qu. D n c t trin vng tng trng thu nhp trong tng lai , nhng i khi con ch vn cn u t vn ng k duy tr th phn thp. Cc hm chin lc Mc ch ca ma trn danh mc BCG l nhn din cch thc m s dng tt nht cc ngun tin ca cng ty cc i ho kh nng sinh li v tng trng trong tng lai. Nhng iu m BCG gi , bao gm: Thng d tin t bt k b sa no nn c s dng h tr s pht trin ca nhng cu hi la chn v nui dng cc ngi sao. Mc tiu di hn l cng c v tr ca cc ngi sao v chuyn cc ngi sao tch hp tr thnh cc ngi sao, do lm cho danh mc ca cng ty hp dn hn. Cc du hi yu nht hay t c trin vng lu di chc chn nht nn c loi b gim yu cu v ngun lc tin bc ca cng ty. Cng ty nn ra khi bt k ngnh no m l con ch. Nu cng ty khng cc b sa, ngi sao, hay cu hi n nn xem xem xt vic mua li v ct b to ra mt danh mc cn i hn. Mt danh mc nn cha cc ngi sao, v du hi bo m s tng trng lnh mnh v trin vng sinh li cho cng ty ng thi phi b sa h cho cc nhu cu u t ca cc ngi sao v du hi.

b. Cc hn ch ca hoch nh danh mc.

D cho cc k thut hoch nh danh mc dng nh c v l gc v hp l, song nu chng ta ly BCG lm v d c t nht bn hn ch chnh. Th nht, m hnh n gin mt cch thi qu. Mt nh gi v mi SBU ch theo hai c tnh, th phn v tng trng ngnh, chc chn s rt d dn n s nhm ln, v c nhiu cc yu t lin quan khc cn phi tnh n trong nh gi ny. Mc d khng nghi ng g na th phn l mt nhn t quan trng xc nh v th cnh tranh ca mt SBU, cc cng ty cng c th thit lp mt v th cnh tranh mnh bi s gy khc bit cho sn phm ca mnh phc v cho mt phn on th trng. Mt n v kinh doanh c th phn thp i khi li ang sinh li v c v th cnh

- 204 -

tranh mnh trong mt phn on th trng nht nh. Nh ch to t MBW trong tnh th ny, tuy nhin, theo k thut ca BCG th s xp MBW nh mt con ch bi v n l mt n v kinh doanh th phn thp trong mt ngnh tng trng thp. Tng t, tng trng ngnh khng phi nhn t duy nht xc nh tnh hp dn ca ngnh. Nhiu nhn t bn cnh tng trng xc nh cng cnh tranh trong mt ngnh v do ni ln tnh hp dn ca n. Th hai, lin kt gia th phn tng i v tit kim chi ph khng phi thun chiu nh BCG ch ra. Th phn cao khng phi lc no cng cho cng ty mt li th chi ph. Trong mt s ngnh v d nh ngnh thp M- cc cng ty c th phn thp s dng cng ngh thp (nghin nh) c th c chi ph sn xut thp hn cc cng ty th phn cao s dng cng ngh cao (nghin tch hp). Ma trn BCG lc s xp cc hot ng nghin nh no con ch ca ngnh thp M, trong khi thc t trong thp k va qua hiu sut ca n th hin nh mt ngi sao. Th ba, mt th phn cao trong mt ngnh tng trng thp khng nht thit gy ra v th ngn qu dng nh c tnh ca b sa. Ma trn BCG s xp General Motor vo b sa, tuy nhin, ngc li vic u t vn cn thit ng k duy tr v th cnh tranh trong ngnh t li c v ng hn. Trong ngnh tng trng thp c th rt cnh tranh, mun gi v tr hng u trong mi trng nh vy cn lng u t ng k. R rng, nhiu cng ty v cc doanh nghip t vn qun tr nhn thc c cc hn ch ca BCG v tm cc cch tip cn khc nhm sa cha cc hn ch nu trn. V d, Ciba-Geigy, cng ty s dng cc k thut hoch nh danh mc c th a ra cch tip cn trong nhn thc c mt phm vi rt rng cc nhn t cnh tranh cn thit khi nh gi v th ca mt SBU. Tng t, cc t vn qun tr McKinsey and Company pht trin mt ma trn danh mc s dng vi phm vi rng ri hn cc nhn t nh gi tnh hp dn ca ngnh m trong SBU cnh tranh. Cc nhn t nh gi tnh hp dn ngnh bao gm: tng trng, tnh cht chu k, cng cnh tranh, v tnh nng ng cng ngh. nh gi v th cnh tranh da trn cc nhn t th phn v v th tng i trn gc chi ph sn xut, cht lng sn phm, kh nng cnh tranh gi, phn phi v ci tin. Mc d khng c iu g ng ng trong cch p dng tch hp vi Ciba, v Mc Kinsey th hin mt s ci thin ng k so vi m hnh BCG nguyn gc, ni chung tt c cc k thut hoch nh danh mc vn c nhng hn ch ng k. Quan trng nht, l n khng ch n cc ngun to gi tr t a dng ho. Cc k thut ny coi n v kinh doanh chin lc nh l nhng n v c lp, trong khi trn thc t n li c th c lin kt vi nhau bi nhu cu chuyn giao cc k nng v nng lc hay thc hin tnh kinh t ca phm vi.

- 205 -

Hn na, cch tip cn hoch nh danh mc c khuynh hng tm thng ho qu trnh qun tr mt cng ty ln a dng ho. Sai lm rt quan trng ca cch tip cn ny l hm s thnh cng ch n gin l t cc n v kinh doanh ca danh mc li vi nhau, trong khi trn thc t th thnh cng chin lc li l vic qun tr mt danh mc a dng ho to gi tr, qun tr c thc y c cc nng lc gy khc bit qua cc n v kinh doanh hay khng, c chia s c cc ngun lc thc hin c tnh kinh t ca phm vi hay khng, v c t c s thng tr vt tri hay khng. Do s lm chch hng ch ca cc nh qun tr khi cc nhim v sng cn v lm hp thc ho vic u t km hiu qu vo cc lnh vc kinh doanh then cht vn ang c xem nh cc b sa, cc k thut qun tr danh mc c th gy tc hi cho cng ty s dng chng. Hnh 7-2: Ma trn Mc Kinsey
Cao Thng

Thng

Du hi

Thng

Kinh doanh trung bnh

Thua

Tnh hp dn ngnh

Trung bnh Ngi Sn xut c li

Thua

Thua Thp Cao Trung bnh V th cnh tranh Thp

c. Cc cng ty nh mt danh mc cc nng lc ct li

Theo Gary Hamel v C.K. Prahalad, cch tip cn c li nht nhn din cc c hi kinh doanh khc nhau l nhn thc li cng ty coi cng ty nh mt danh mc cc nng lc ct li - ch khng phi danh mc cc n v kinh doanh- v sau xem xt cch thc pht trin cc nng lc ny duy tr cc hot ng kinh doanh hin ti thc y to ra cc c hi kinh doanh mi. Chng ta quen vi khi nim nng lc ct li v s to ra li th cnh tranh ca cng ty. Hamel va Prahalad cho rng mt nng lc ct li l mt kh nng to gi tr trung tm ca mt t. V d Canon, mt

- 206 -

cng ty Nht bn ni ting bi cc my nh v my photo copy ca n, c cc nng lc ct li v c kh chnh xc, quang hc tinh vi, vi in t, v chp nh in t. Hamel v Prahalad gi quan im cho rng vic nhn din cc nng lc ct li hin ti l bc u tin mt cng ty cam kt vo qu trnh ra quyt nh theo ui cc c hi kinh doanh. Khi cng ty nhn din cc nng lc ct li ca mnh Hamel v Prahalad ngh s dng ma trn tng t nh Hnh 7-3 thit lp mt lch trnh to lp v thc y cc nng lc ct li to ra c hi kinh doanh mi. Ma trn ny phn bit gia cc nng lc hin c vi nng lc mi, v gia cc th trng sn phm mi vi hin c. Mi gc phn t trong ma trn c mt tiu , hm chin lc ca mi gc ny c m t nh sau: Hnh 7- 3: Ma trn nng lc ct li

Cc c hi to ln Mi Nng lc ct li

Hng u cng 10

in vo ch trng
Hin c

Cc khng gian trng

Hi in vo ch trng

Mi

y l gc phn t pha di bn tri th hin danh mc cc nng lc v sn phm hin ti ca cng ty. V d mi nm trc, Canon c nhng nng lc trong ngnh c kh chnh xc, quang hc tinh vi, vi in t v hot ng trong hai hot ng kinh doanh c bn - sn xut my nh v my photo copy. Cc nng lc trong c kh chnh xc v quang hc tinh vi c s dng trong sn xut cc my nh c. Hai nng lc ny cng vi mt nng lc tng thm trong lnh vc vi in t dng vo sn xut cc my ph t copy giy. Giai on in vo ch trng cho thy c hi ci thin v th ca cng ty trong th trng hin ti bng cch thc y cc nng lc ct li hin ti. V d Canon c th ci thin v th n v kinh doanh my nh ca n nh thc y cc k nng vi in t t n v kinh doanh my pht copy h tr my nh vi cc c tnh in t nh kh nng t ng iu chnh tiu c. Hng u cng 10

- 207 -

Gc phn t pha trn bn tri ch nh l hng u cng 10. Thut ng ny gi v mt cu hi quan trng: Cng ty phi to lp cc nng lc mi no bo m gi nguyn v tr ngi cung cp hng u trong 10 nm ti? V d, Canon quyt nh duy tr nh cao cnh tranh n v kinh doanh my photo copy ca n, n s phi to lp mt nng lc mi v sao chp in t (kh nng chp v lu gi hnh nh dng in t, ch khng phi duy tr qu trnh chp nh trn c s ho hc truyn thng). Sau , nng lc mi ny gip Canon m rng sn phm ca mnh bao gm c my nh laze, my photo copy mu, v my nh in t. Khng gian trng Gc phn t pha di bn phi gi l khng gian trng. Vn t ra y l lm cch no in vo cc khng gian trng bng vic b tr li hay kt hp li mt cch sng to cc nng lc ct li hin ti. V d trong trng hp ca Canon, cng ty c th kt hp cc nng lc ct li c thit lp ca mnh trong v c kh chnh xc, quang hc tinh vi, v nng lc mi c mua li gn y v sao chp in t thm nhp vo th trng my fax v my in phun. Cc c hi to ln Cc c hi c th hin trong gc phn t pha trn bn phi khng chng ln v th th trng hin ti ca cng ty, hay kh nng hin ti ca n. Tuy nhin, cng ty c th chn theo ui cc c hi nh vy nu n thy c bit hp dn, c ngha, hay c lin quan ti cc c hi kinh doanh hin ti ca cng ty. V d, tr li nm 1979 Mosanto ban u ch l mt nh ch bin ho cht v nh phn ho hc. Tuy nhin cng ty thy cc c hi to ln trong vic pht sinh lnh vc cng ngh sinh hc. c bit, cc nh khoa hc nghin cu c kinh nghim ca Monsanto cm thy rng c kh nng to ra cc ging bin i gen m s to ra cc thuc tr su hu c ca chnh n. Nm , cng ty bt u vi khi lng ln ln n vi trm triu USD, to ra nng lc tm c th gii v sinh hc. u t ny c ti tr bng ngn qu ly t hot ng ct li ho cht ca h. Vic u t u tin dnh cho tri cy gia nhng nm 1990, khi Monsanto a ra hng lot ging cy bin i gien, bao gm c Bollgard, mt ging bng m chng c nhiu loi su bnh . R rng cch tip cn m Hamel v Prahalad ngh to ra mt khun kh thch hp hn cc cng c truyn thng trong vic xem xt danh mc cng ty nh cc ma trn hoch nh danh mc phn trc. Khun kh ny gip nhn din cc c hi kinh doanh v c gi r rng v vic phn b ngun lc (nh trong trng hp ca Monsato). Khng ch c th, khun kh ca Hamel v Prahalad a ra c u im ln nht l tp trung dt khot vo cch thc to gi tr nh to lp cc nng lc mi hay kt hp cc nng lc hin ti thm nhp vo lnh vc kinh doanh mi (Nh Canon lm vi my fax v my in phun). Dng nh khun kh ny cung cp mt li t duy rt nng ng, sng to, v mt tm nhn rng ri v tng lai. N khng tnh ti phn no th hin tnh , v c hc v cc n v kinh doanh. Trong khi cc cng c danh mc truyn thng xem cc n v kinh doanh nh nhng n v c lp, khun kh m Hamel v Prahalad ngh li nhn thc r rng s ph thuc ln nhau gia cc n v kinh doanh v tp trung vo cc c hi to gi tr bng vic to lp v thc y cc nng lc. Vi ngha ny, khun kh ca h c tnh chin lc hn so vi cc khun kh m BCG hay cc tc gi khc ngh.

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7.2. Chin lc thm nhp Sau khi sot xt cc n v kinh doanh khc nhau trong danh mc ca cng ty, qun tr cng ty c th quyt nh thm nhp vo lnh vc kinh doanh mi hay khng. C ba con ng cng ty c th thm nhp vo mt lnh vc kinh doanh mi: u t ni b, mua li v lin doanh. Chng ta s ln lt nghin cu cc li ch v ri ro lin quan n mi cch thc v xem xt cch lm gim thiu ri ro ny. V chng ta cng s bn n cc nhn t nh hng n vic la chn tng cch thc trong nhng tnh th nht nh. 7.2.1. u t mi t bn trong

a. Nhng hp dn ca u t mi bn trong
u t mi t bn trong thng c s dng nh mt chin lc thm nhp khi cng ty s hu mt lot cc nng lc ng gi (Cc ngun lc v kh nng) trong cc n v kinh doanh hin c m c th thc y hay ti kt hp thm nhp vo lnh vc kinh doanh mi. Gn nh mt qui tc, cc cng ty da trn c s cng ngh cao thng nh vo cng ngh ca h to ra cc c hi th trng lin quan n cc lnh vc m c th s dng u t mi ni b nh mt chin lc thm nhp. V d, Dupont to ra ton b th trng mi vi cc sn phm nh giy bng knh, nylon, freon, Teflon u l cc ci tin t bn trong. V d khc l cng ty 3M c mt s trng gn nh huyn thoi trong vic nh dng th trng mi t cc tng ni b. Hewlett Packard dch chuyn n cc my tnh v cc thit b ngoi vi bng vic to ra cc u t mi t bn trong. Intel cng cho mt v d v mt cng ty thc y cc nng lc ct li ca n thm nhp vo th trng mi. Intel bt u nh mt nh ch to b nh (DRAMS), nhng sau n da vo nng lc ct li ca mnh trong thit k v ch to cht bn dn thm nhp vo kinh doanh b vi x l, v sau l b nh cc nhanh. iu ng quan tm l Intel rt khi kinh doanh DRAM cui nhng nm 1980, nhng n duy tr v tr ngi sn xut b vi x l v b nh cc nhanh ng u th gii. Thm ch khi n thiu cc nng lc cn thit cnh tranh trong lnh vc kinh doanh mi, cng ty vn c th theo ui chin lc u t t bn trong, nu n ang thm nhp vo ngnh mi pht sinh hay giai on u pht trin, khng c nhng ngi cnh tranh i trc vi y nng lc cn thit cnh tranh trong ngnh. Trong trng hp nh vy, la chn mua li mt doanh nghip thnh lp c cc nng lc b loi tr v cng ty khng c la chn no khc l phi thm nhp bng th u t. chnh l v th ca Monsanto t tm ra khi n d tnh thm nhp vo lnh vc cng ngh sinh hc sn xut thuc dit c v ging cy trng chng su bnh nm 1979. Lc lnh vc cng ngh sinh hc cn non tr, v khng c cc cng ty ng thi ch tm vo p dng cng ngh sinh hc vo nng sn. Mt cch thch hp, Mosanto thit lp d n mi t ni b thm nhp lnh vc ny, mc d lc n cn thiu cc nng lc cn thit. Do , chin lc u t ton b ca Mosanto c pht trin theo mt quan nim l cn phi to lp cc nng lc trc cc i th cnh tranh tim tng, ch c nh th h s l ngi cnh tranh mnh hng u trong lnh vc mi pht sinh ny.

- 209 -

b. Cm by ca t u t t bn trong
Mc d chin lc u t t bn trong c nhiu ngi a dng, nhng theo thng k t l tht bi ca n rt cao. Dn chng v t l tht bi ca cc sn phm mi ch ra mc ca vn , bi v hu ht cc u t lin quan n vic cung cp sn phm mi. Theo dn chng, khong 33-60% cc sn phm mi a ra th trng tht bi trong vic to ra thu nhp kinh t mt cch y . Ba l do thng dng gii thch t l tht bi ca cc u t bn trong cao l: (1)thm nhp th trng qui m qu nh; (2) thng mi ho sn phm mi u t km; (3) qun tr qu trnh u t km. Quy m thm nhp Cc nghin cu ch ra rng iu kin tin quyt cho s thnh cng ca u t mi l thm nhp vo mt lnh vc kinh doanh mi vi qui m trn trung bnh. Mc d trong ngn hn, thm nhp qui m ln c ngha l chi ph pht trin v l l ng k, trong di hn (c th l 5-12 nm tu theo ngnh) n s em li thu nhp ln hn so vi thm nhp qui m nh.Nguyn nhn l khi ngi thm nhp vi qui m ln h c th thc hin nhanh tnh kinh t ca qui m, to lp s trung thnh nhn hiu, v tham gia c vo knh phn phi, tt c nhng iu lm tng kh nng thnh cng ca u t mi. Ngc li, vi ngi thm nhp qui m nh s cm thy b thit thi v chi ph cao do khng c c tnh kinh t v qui m, thiu s hin din th trng hn ch kh nng to dng s trung thnh nhn hiu v tham gia vo knh phn phi. Cc hiu ng ny c l c bit quan trng khi mt cng ty ang thm nhp vo mt ngnh hin hu, trong cc cng ty ng thi t c tnh kinh t v qui m, s trung thnh nhn hiu, tc ng ti knh phn phi v ngi thm nhp mi phi vt ln tt c thnh cng. Hnh 7-4

Qui m ln Qui m nh

Thi gian

Hnh 7-4 din t mi quan h gia qui m thm nhp, kh nng sinh li v ngn qu theo thi gian cho cc u t qui m nh v qui m ln. Hnh v ch ra rng thm nhp qui m nh thnh cng s c cc khon l ban u nh hn, nhng trong di hn thm nhp qui m thm nhp ln sn sinh

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thu nhp cao hn. Tuy nhin, c l bi v chi ph thm nhp qui m ln v cc khon l tim tng nu d n tht bi nn nhiu cng ty thch chn chin lc thm nhp vi qui m nh. Hnh ng theo s thch ny c th l mt sai lm v cng ty d tht bi trong vic to lp th phn cn thit thnh cng v lu di. Thng mi ho Nhiu d n u t bn trong l cc hot ng cng ngh cao. thng mi ho thnh cng, cn lu rng cc ci tin da trn c s khoa hc phi c pht trin tng ng vi nhu cu th trng. Nhiu s n u t mi t bn trong tht bi khi cng ty b qua cc nhu cu c bn ca th trng. Cng ty c th lo mt bi kh nng ca cng ngh v tht bi trong vic phn tch cc c hi th trng. Mt trong nhng d n u t bn trong tht bi thm khc nht trong nhng nm gn y, l h thng v tinh Iridium ca Motorola. V tinh Iridium tht bi bi v mc d cng ngh rt n tng nhng nhu cu th trng li khng hin thc v c th khng bao gi ng u. My tnh bn c NeXT v d khc v u t mi tht bi. NeXT tht bi trong vic ginh th phn bi cng ty tch hp mt lot cng ngh t tin m n gin l ngi tiu dng khng cn n nh a quang v m thanh Hi-Fi. c bit l a quang gy ra bt tin cho khch hng bi rt kh chuyn cng vic t mt PC vi a mm ti mt my NeXT vi a quang. Ni cch khc NeXT tht bi v ngi to ra n b lo mt v cng ngh vt trc m qun i nhu cu ca khch hng. Thc thi km Kh khn v t chc thng ny sinh i vi vic qun tr qu trnh u t mi ny sinh cc. Cch tip cn ngn hn trong vic gii quyt nhiu d n u t mi t bn trong khc nhau c th l mt li ln, v n t cng ty trc yu cu to ln v ngn qu v c th lm cho cc d n u t tt nht b thiu vn thnh cng. Khng to ra mt bi cnh chin lc l mt li ph bin khc, khi cc nh qun tr cc d n mi pht trin. Nu c gin n mt nhm cc nh khoa hc nghin cu lm nhng cng vic theo thch ca h c th to ra cc kt qu lng mn, m cc kt qu ny i khi t c gi tr v thng mi v chin lc. Cn phi r rng v mc tiu chin lc ca cc d n v hiu r cch thc m d n to li th cnh tranh. Thiu kh nng d kin thi gian v chi ph ca cc cng vic cn thit cho d n cng l mt li. Nhiu cng ty c nhng k vng thiu thc t v khun kh thi gian cn thit. C mt s cng ty vn hnh vi trit l s chm dt d n nu n cui nm th ba n khng to ra thu nhp r rng l mt cch nhn thiu thc t, c th c d n cn 5 n 12 nm trc khi n sn sinh ra li nhun ng k.

c. Cc ch dn cho vic u t mi bn trong thnh cng

trnh cc cm by nh va ni n, cng ty nn p dng mt cch tip cn cu trc qun tr vic u t mi t bn trong. Vic u t mi ni chung bt u vi R&D. s dng c hiu qu kh nng R&D ca mnh, trc ht cng ty phi ch ra cc mc tiu chin lc v sau truyn t n ti cc nh khoa hoc v cc k s ca cng ty. Cui cng, nghin cu ch c ngha khi n thc hin trong lnh vc lin quan n cc mc tiu chin lc.

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tng kh nng sinh li ca s thnh cng v mt thng mi, cng ty nn tng cng cc mi lin h cht ch gia cc cn b R&D v Marketing, v y l cch tt nht bo m rng cc d n nghin cu hng ti nhu cu th trng. Cng ty cng nn tng cng mi lin h cht ch gia cc cn b R&D v ch to bo m rng cng ty co kh nng ch to c cc sn phm ngh Nhiu cng ty tch hp thnh cng cc chc nng khc nhau nh thit lp cc nhm d n. Cc nhm nh vy bao gm i din ca cc lnh vc chc nng khc nhau; nhim v ca h l gim st qu trnh pht trin cc sn phm mi. V d nhng thnh cng ca Compaq a ra sn phm mi trong ngnh my tnh c nhn lin quan ti vic s dng cc nhm d n gim st s pht trin ca cc sn phm mi t khi bt u n khi a ra th trng. Li th ca cc nhm nh vy l ch n c th gim ng k thi gian pht trin mt sn phm mi. Vi cch lm ny, trong khi nhng ngi trong b phn R&D thit k, cc cn b ca b phn ch to c th thit t sn xut, cn cc cn b marketing c th ang lp k hoch ca h. Do s tch hp nh vy, Compaq ch cn 6 thng lm chic my tnh xch tay u tin t mt tng trn bn v cho n sn phm c th thng mi. s dng cc ngun lc hiu qu nht, cng ty phi t ra mt qu trnh la chn sao cho ch chn cc d n th hin kh nng sinh li cao nht trong thnh cng thng mi ho. Tm ra nhng d n thng li trong tng lai l mt hot ng ht sc tinh t, bi theo nh ngha cc d n lun c mt tng lai khng chc chn. S khng chc chn n cha bn trong cc d n mi, ln n mc n cn n 4-5 nm thc hin d n cng ty mi c th c lng mt cch hp l kh nng sinh li tng lai ca d n. Tuy nhin, cn phi c mt qu trnh la chn thch hp nu cng ty mun trnh phi dn tri qu mng ngun lc ca n cho nhiu d n. Khi mt d n c chn, ngi qun tr cn kim sot cht ch qu trnh tin trin ca d n. Thc t cho thy tiu chun quan trng nht nh gi mt d n trong 4-5 nm u tin l tng trng th phn hn l ngn qu hay kh nng sinh li. Trong di hn cc d n thnh cng nht l cc d n lm tng th phn ca n. Mi cng ty nn xc nh r rng mc tiu th phn cho mt d n mi t bn trong v quyt nh duy tr hay loi b n trong nhng nm u trn c s kh nng t c mc tiu th phn ca n. Ch trong phm vi trung hn kh nng sinh li v ngn qu mi gi v tr quan trng hn. Cui cng, s lin kt gia thm nhp qui m ln vi kh nng sinh li ln hn cho thy cng ty c th tng kh nng sinh li ca d n u t bn trong thnh cng nh kh nng suy ngh v ci ln lao. Suy ngh v ci ln lao ngha l xy dng cc nh xng ch to quy m hiu qu tin trc nhu cu, u t ln cho hot ng marketing to dng s hin din trn th trng v s trung thnh nhn hiu, v s cam kt ca qun tr cng ty chp nhn cc khon l ban u min l th phn tng trng. 7.2.2. Mua li - mt chin lc thm nhp

a. Khi nim mua li

hiu r khi nim v mua li chng ta xem xt khi nim ny trong s so snh vi cc khi nim thng c nhc ti l: lin doanh lin kt, mua li, v chim quyn kim sot.

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C th hiu lin doanh lin kt l mt chin lc m qua hai cng ty ln ng kt hp cc hot ng ca h trn c s tng i bnh ng. Tuy nhin, c rt t cuc lin doanh lin kt ng ngha ca n, phn no bi v trong lin doanh lin kt lun c mt i tc chim u th. DaimChrysler AG c gi l "lin doanh bnh ng" v mc d DaimBenz l thnh phn ni tri trong giao dch ca nhng ngi sn xut t, nhng cc nh qun tr ca Chrysler khng cho php thng qua tng kinh doanh nu khng phi l mt s lin doanh. Mua li l mt chin lc m qua mt cng ty mua vic kim sot, hay 100% li ch t cng ty khc vi nh lm cho cng ty b mua li tr thnh mt n v kinh doanh ph thuc trong danh mc cc n v kinh doanh ca n. Trong trng hp ny, ngi qun tr ca cng ty b mua phi bo co vi ngi qun tr cng ty mua. Nu hu ht cc cuc sp nhp l quan h giao dch hu ngh, th cc cuc mua li l nhng th on chim quyn kim sot khng thn thin. Chim quyn kim sot li l mt dng c bit ca mua li, trong doanh nghip mc tiu ca vic mua li khng th thu ht c vic u gi mua li. Nhiu ngh chim quyn kim sot khng phi do mong mun ca cc nh qun tr trong cng ty mc tiu m li do nhng k i ch. Trong mt s trng hp, cc ngh c th n t nhng thnh phn c quan h vi thn thuc vi cng ty mc tiu. Tm li, cc hot ng mua li ph bin hn so vi sp nhp v chim quyn kim sot.

b. Li ch ca ca mua li
Tng sc mnh th trng L do ch yu ca mua li l nhm tng sc mnh th trng. Chng ta bit rng sc mnh th tn ti khi cng ty c kh nng bn sn phm hay dch v trn mc cnh tranh hay khi chi ph thc hin cc hot ng ch yu cng nh h tr thp hn cc i th. Sc mnh th trng sinh ra t qui m ca doanh nghip hoc t cc ngun lc v kh nng cnh tranh trn th trng.1Sc mnh th trng cng chu tc ng bi th phn ca cng ty. Do vy, hu ht cc cuc mua li u nhm vo ci thin sc mnh th trng thng qua vic mua li mt i th, mt nh cung cp, mt nh phn phi hay mt hot ng kinh doanh trong ngnh c lin quan cao s dng cc nng lc ct li v ginh li th trong th trng ch yu ca cng ty mua. Mc ch chnh trong vic ginh sc mnh th trng l tr thnh ngi dn o th trng.2V d, hai cng ty du la Nga l Yukos v Sibneft gn y hp nht vi nhau tr thnh nh sn xut du la ln th t th gii. S hp nht lm tng nng lc th trng n mc n c th cnh tranh ngang nga vi cc hng Exxon Mobil, BP, Shell v cc i gia khc.3 Tng nng lc th trng thng qua mua li mt cng ty trong cng ngnh c gi l mua li hng ngang thng dng khai thc s cng hng trn c s thu nhp hay chi ph.4Cc nghin

24. P. Wright, M. Kroll, & D. Elenkov, 2002, "Acquisition returns, increase in firm size and chief executive officer compensation: The moderating role of monitoring", Academy of Management Journal, 45: 599608. G. Anders, 2002, "Lessons from WaMus M&A playbook", Fast Company, January, 100107. P. Starobin, 2003, A Russian oilmans global ambitions, BusinessWeek Online, http://www.businessweek.com, 21/5/2003 L. Capron & N. Pistre, 2002, "When do acquirers earn abnormal returns?", Strategic Management Journal, 23: 781794.

2 3 4

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cu cho thy rng vic mua li cc doanh nghip c c tnh tng t c hiu sut cao hn so vi vic mua li cc doanh nghip c c tnh khng tng t vi hot ng ca cng ty. Cc c tnh tng t quan trng c th gm chin lc, phong cch qun tr, cch thc phn b ngun lc. S tng t s to ra kh nng tch hp hai cng ty mt cch trn tru hn. Mua li hng ngang hiu qu nht khi cng ty mua tch hp c ti sn ca cng ty b mua vo ti sn ca mnh, nhng ch sau khi nh gi v loi b cc nng lc v ti sn d tha khng h em li cc nng lc ct li cho cng ty mi c kt hp.1 Mua li hng dc ch vic cng ty mua mt nh cung cp hay mt nh phn phi v mt hay nhiu loi hng ho dch v ca n.2Doanh nghip tr thnh hi nhp dc khi thc hin cch mua li ny, nh th n c th kim sot cc b phn ca chuo gi tr. Vic mua li mt doanh nghip c lin quan cao vi ngnh m cng ty ang cnh tranh c gi l mua li lin quan. Mua li c lin quan thnh cng nu thu hi c nhng kt qu cng hng gia cc hot ng. Tuy nhin, vic t c kt qu cng hng rt kh thc hin, v th, mua li lin quan kh t c mc tiu to gi tr.3 Cn phi lu rng vic mua li cc doanh nghip c tin hnh di nhng iu kin lut php, th ch nht nh ni din ra hot ng ny. V th, cc cng ty mun thnh cng trong cc c gng tm cch tng trng v tng nng lc th trng thng qua mua li phi hiu r v yu t chnh tr lut php trong mi trng chung. Vt qua cc ro cn nhp cuc Cc ro cn nhp cuc l cc nhn t lin quan n th trng hay cc doanh nghip hin ang hot ng trong ngnh tm tng chi ph v kh khn i vi nhng ngi mi thm nhp. Nh cc bn bit, cc ro cn nhp cuc sinh ra t cc nhn t lin quan n s khc bit ca sn phm (s trung thnh nhn hiu), cc li th chi ph mt cch tuyt i, v tnh kinh t ca qui m. Khi cc ro cn l ng k cng ty kh c th tm c con ng thm nhp thng qua u t mi t bn trong. Lc , thm nhp, cng ty c th phi to ra cc nh xng mc qui m kinh t, thc hin qung co vi qui m ln ph v lng trung thnh nhn hiu c thit lp v nhanh chng to lp h thng phn phi - tt c iu rt kh t c v dng nh s yu cu nhng chi tiu ng k. Ngc li, vic mua li mt doanh nghip thit lp c th ph v hu ht cc ro cn. Cng ty c th mua mt ngi dn u th trng, hng li v tnh kinh t qui m v trung thnh nhn hiu. V vy, ro cn nhp cuc cng cao vic mua li cng tr thnh mt cch thc thm nhp hp dn cho cng ty. Mc d mua li rt tn km nhng n li cung cp kh nng lp tc thm nhp th trng trc tip. i vi cc cng ty ang c gng thm nhp vo th trng quc t, h thng phi i mt vi mt ro cn rt cao. Tuy nhin, vi h mua li l hnh thc thng c s dng nht vt qua ro cn ny.4c bit vi cc cng ty a quc

L. Capron,W. Mitchell, & A. Swaminathan, 2001, "Asset divestiture following horizontal acquisitions: A dynamic view", Strategic Management Journal,22: 817844.
2 3 4

J. Markoff, 2003, "Deal reunites early makers of handhelds", New York Times, http://www.nytimes.com, 5/7/2003. A. Barrett, 2003,In the credibility penalty box: Can Honeywell CEO Cote restore investors confidence? Business Week, 28/4/2003, 8081. S. J. Chang & P. M. Rosenzweig, 2001,"The choice of entry mode in sequential foreign direct investment", Strategic Management Journal, 22: 747776.

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gia c ln, ngi ta cn thy mua li nh l mt ch nh quan trng thm nhp v sau cnh tranh thnh cng trn th trng quc t. Mua li gia cc cng ty c tr s trong nhiu nc khc nhau c gi l mua li xuyn quc gia. Cc hot ng mua li ny thng l cch cc cng ty vt qua ro cn nhp cuc. So vi cc lin minh xuyn quc gia, mua li xuyn quc gia gip doanh nghip kim sot tt hn cc hot ng quc t.1Trong nn kinh t ton cu, cc cng ty khp th gii ang ngy ccng s dng nhiu la chn chin lc ny thm nhp th trng quc t. Do nhng ni lng v th ch, cc hot ng mua li xuyn quc gia trong phm vi cng ng chu u cng lin tc tng ln. Gii thch cho iu ny, nhiu nh phn tch tin rng cc cng ty ln chu u hn ch tng trng trong th trng ni a ca h v tm cch tng trng qua cc th trng nc ngoi. Cc nghin cu cng cho thy cc cng ty m v Chu u ang tham gia vo cc cuc mua li xuyn quc gia cc quc gia Chu , ni m cuc khng khong tin t 1997 lm gim gi tr nhiu cng ty. Cc cuc mua li nh vy gip phc hi v ti cu trc nhiu cng ty ln Chu . Qua , mua li xuyn quc gia cng gp phn phc hi kinh t Chu nhanh chng hn.2 To nhng iu kin thun li pht trin kinh doanh mi Cc cng ty thng s dng mua li thm nhp mt lnh vc kinh doanh mi i vi h trong khi h thiu cc nng lc quan trng (cc ngun lc v cc kh nng) cn thit cnh tranh trong lnh vc , nhng khi m h c th mua mt cng ty ng thi c cc nng lc nh vy vi gi c hp l. Cc cng ty cng thch mua li nh mt cch thc thm nhp khi h cm thy cn phi dch chuyn nhanh. Chng ta bit rng to lp mt hot ng kinh doanh mi thng qua u t mi ni b c th l mt qu trnh tng i chm chp. Trong khi , vic mua li l cch thc nhanh hn nhiu to ra mt s hin din trn th trng v sinh li. Cng ty c th mua mt ngi dn u th trng vi v th ngn qu mnh ch qua mt m, hn l phi mt nhiu nm to lp v th dn u th trng thng qua pht trin t bn trong. V vy, khi tc l quan trng, mua li l mt cch thm nhp c u tin. Mua li cng thng c cho l kh t ri ro so vi u t mi, ch yu do n c t s khng chc chn hn. i vi u t mi t bn trong, s khng chc chn ch yu lin quan n vic d kin kh nng sinh li trong tng lai. Ngc li khi cc cng ty mua li, n mua li kh nng sinh li bit, thu nhp bit, v th phn bit, nh vy s gim i s thiu chc chn. Hot ng mua li cho php cng ty mua cc n v kinh doanh c thit lp vi mt thnh tch qu kh, v th nhiu cng ty thch dng cch thm nhp ny. Tng cng a dng ho Mua li thng c cc cng ty s dng a dng ho. Da trn kinh nghim v s hiu bit ca bn thn cc cng ty thy rt d dng pht trin v gii thiu cc sn phm mi trn th trng

1 J. A. Doukas & L. H. P. Lang, 2003, "Foreign direct investment, diversification and firm performance", Journal of International Business Studies, 34: 153172; 2 A. M. Agami, 2002,"The role that foreign acquisitions of Asian companies played in the recovery of the Asian financial crisis", Multinational Business Review, 10(1): 1120.

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hin ti ca mnh. Nhng h cng cm thy rt kh khn khi phi pht trin cc sn phm khc vi tuyn sn phm hin ti cho nhng th trng m h cha h c kinh nghim. Mua li l cch thc nhanh nht, v ni chung l d nht cng ty thay i danh mc cc n v kinh doanh ca mnh. Mua li c th p dng trong c cc chin lc a dng ho lin quan ln khng lin quan.1V d United Technologies s dng cc cuc mua li to dng mt Cng l m ra vi mc a dng ho khng lin quan rt cao.2N to dng mt danh mc cc n v kinh doanh khng c chu k v n nh bao gm cng ty sn xut thang may Otis, my iu ho Carrier t gia nhng nm 70 gim s bt n trong ngnh hng khng v tr. Cc n v kinh doanh chnh ca cng ty ny vn bao gm ng c phn lc (Pratt & Whitney), my bay trc thng (Sikorsky), cc b phn cho hng khng v tr (Hamilton Sundstrand). Tuy nhin, vic nhn thc c hi an ton tr nn quan tm hng u c i vi chnh ph v cng ty, United Technologies ng mua Chubb PLC mt cng ty chng khon in t Anh vi 1 t USD. y l tng ln nht nht m United Technologies c thc hin Tuy nhin mua li hng ngang (mua li cc i th cnh tranh) v mua li lin quan c nh hng nhiu hn n tnh cnh tranh chin lc ca cng ty hn l vic mua li mt cng ty hot ng trong nhng th trng qu khc bit so vi th hot ng hin ti ca cng ty. Ti xc nh phm vi cnh tranh ca cng ty Chng ta bit rng cng ganh ua cnh tranh l mt c tnh ngnh tc ng ln kh nng sinh li ca cng ty. gim cc tc ng tiu cc ca s ganh ua ln hiu sut ti chnh ca doanh nghip, cc doanh nghip c th s dng mua li gim s ph thuc vo mt hay nhiu sn phm, th trng. Vic gim s ph thuc vo cc th trng c th lm thay i phm vi cnh tranh ca cng ty. V d GE gim s ph thuc vo th trng in t nhiu nm trc y nh vic cc cuc mua li trong lnh vc ti chnh. Ngy nay, GE c xem l mt cng ty dch v bi phn ln thu nhp ca n t dch v ch khng phi l cc sn phm cng nghip.3 Hc tp v pht trin cc kh nng mi Nhiu cuc mua li c thc hin nhm mc ch ginh c cc kh nng m cng ty khng c. V d, mua li vi mc ch chim ly kh nng cng ngh. Cc nghin cu ch ra rng cc doanh nghip m rng kin thc ca mnh v gim tnh thng qua mua li. Do , vic mua li cc doanh nghip vi k nng v kh nng khc vi cc k nng v kh nng ca doanh nghip gip h hc hi thm cc kin thc v duy tr s linh hot ca mnh.4Tt nhin, cc doanh nghip c kh nng tt hn hc c cc kh nng ny nu chng c g tng t vi kh nng hin ti ca

1 2

C. Park, 2003, "Prior performance characteristics of related and unrelated acquirers", Strategic Management Journal, 24: 471480; P. L. Moore, 2001, "The most aggressive CEO", Business Week, May 28, 6777.

3 J. Anand & A. Delios, 2002, "Absolute and relative resources as determinants of international acquisitions", Strategic Management Journal, 23(2):119 134; 4 M. L. A. Hayward, 2002, "When do firms learn from their acquisition experience? Evidence from 19901995", Strategic Management Journal, 23: 21 39.

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cng ty. Nh vy, cc doanh nghip nn tm mua cc cng ty vi nhng khc bit nhng c lin quan t nhiu v co cc nng lc b sung to dng nn tng hiu bit ca mnh.1 Mt trong nhng mc tiu ch yu ca h thng Cisco Systems trong cc cuc mua li gn y l n mun tip cn vi cc kh nng cn thit cnh tranh trong ngnh thit b mng ang bin i nhanh lin quan n Internet. Cisco pht trin mt qu trnh phc tp tch hp nhanh chng cc n v b mua li v cc kh nng ca n. Cc qu trnh ca Cisco lin quan n cc thnh cng phi thng trong na u nhng nm 1990.

c. Cc kh khn ca mua li
V nhng l do nu trn, vic mua li t lu l mt cch thc ph bin m rng phm vi ca mt t chc vo cc lnh vc kinh doanh mi. Mc d ph bin nh vy, vn c nhiu dn chng v s tht bi ca mua li trn phng din lm tng gi tr cho cng ty mua, v cui cng c th lm si mn gi tr. Cc nghin cu cho thy ch khong 20% cc cuc mua li thnh cng, 60% khng tho mn nh mong i, 20% cn li th tht bi r rng.2 Trong mt nghin cu v hiu sut sau khi mua li ca cc cng ty b mua, David Ravenscraft v Mike Schere kt lun rng nhiu cng ty b mua li v theo tnh ton li nhun v th phn ca n gim i sau khi mua li. H cng cho thy c mt nhm nh hn nhng ng ch gm cc cng ty tt phi chu ng mt thi k kh khn ri cui cng b cc cng ty mua li bn i. Ni cch khc, Ravenscraft v Scherce cng nh cc nghin cu ca McKinsey and Company mun cnh bo rng nhiu cuc mua li lm tiu tn gi tr ch khng to gi tr. Vy, ti sao c nhiu cuc mua li khng th to gi tr? C th k ra mt s kh khn cn tr mua li thnh cng nh sau: S tch hp sau khi mua li. Sau khi mua li, cng ty mua phi tch hp n v kinh doanh va mua c vo cu trc t chc ca mnh. Vic tch hp ny c th i hi s tng thch h thng qun tr chung v h thng kim sot ti chnh, kt hp cc hot ng ca cng ty mua v cng ty b mua li vi nhau, hay thit lp cc lin kt chia s thng tin v nhn s.3 Trong khi c gng tch hp nh vy, nhiu vn khng d kin trc c th ny sinh. Thng thng, cc vn ny sinh t nhng khc bit v vn ho gia cc cng ty. Sau mt cuc mua li, nhiu cng ty b mua li c mc lun chuyn qun tr rt cao c th v cc nhn vin trong cng ty khng thch cch thc lm ca cng ty mua li

J. S. Harrison, M. A. Hitt, R. E. Hoskisson, & R. D. Ireland, 2001, "Resource complementarity in business combinations: Extending the logic to organizational alliances", Journal of Management, 27: 679690.

4. J. A. Schmidt, 2002, "Business perspective on mergers and acquisitions", Making Mergers Work, Alexandria, VA: Society for Human Resource Management, 2346
3

R. A.Weber & C. F. Camerer, 2003, "Cultural conflict and merger failure: An experimental approach", Management Science, 49: 400415

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iu quan trng l duy tr c ngun vn nhn s trong cng ty mc tiu sau khi mua li. Rt nhiu kin thc ca t chc nm trong ngun nhn s.1S thuyn chuyn ca cc nhn s ch cht t cng ty b mua c th c tc ng tiu cc n hiu sut ca cng ty khi sp nhp.2Mt cc cn b ch cht s lm suy yu cc kh nng ca cng ty b mua li v lm gim gi tr ca n. Nu tch hp tt c th c c hiu ng tch cc i vi cc nh qun tr ca cng ty mc tiu v gim nguy c h ri b cng ty.3 nh gi khng y v cng ty mc tiu nh gi l qu trnh doanh nghip tin hnh hot ng mua li xem xt hng lot cc vn nh ngun ti tr mua li, nhng khc bit vn ho, hu qu thu ca cc giao dch cng nh cc hnh ng cn thit pha trn cc lc lng lao ng mt cch thnh cng. Cc hot ng nh gi ni chung thng c thc hin bi cc ch ngn hng, cc chuyn gia k ton, lut s, cc t vn qun tr mc d doanh nghip vn c cc nhm nh gi ni b ring. Ngay c khi cc cng ty tch hp thnh cng, h vn thng ri vo tnh trng c lng qu cao tim nng to gi tr bi s kt hp cc n v kinh doanh khc nhau. Chnh v nhng c lng qu cao li ch chin lc sinh ra t vic mua li, nn cng ty mua li tr qu cao cho mc tiu so vi gi tr ch thc ca n. Richard Roll coi khuynh hng ny nh l s ngo mn ca mt b phn cc nh qun tr. Theo Roll, cc nh qun tr cp cao thng nh gi cao kh nng to gi tr ca mt vic mua li, ch yu bi v v tr cao trong cng ty cc nh qun tr c v nh qu cng iu kh nng ca h.4 Vic mua li mt s cng ty sn xut ru trung bnh v nh m CoCa-Cola tin hnh nm 1975 minh ho cho tnh hung nh gi qu cao li ch kinh t ca vic mua li. Vi lp lun gin n ung ch l ung m thi, CoCa mun dng nng lc gy khc bit ca n trong marketing thng tr th trng ru ca M. Nhng sau khi mua li ba cng ty ru v phi chu ng vi mc li nhun bin trong sut by nm sau, cui cng CoCa tha nhn rng ru v nc gii kht l nhng sn phm rt khc nhau, vi cc loi yu cu khc nhau, h thng nh gi khc nhau, v mng li phn phi khc nhau. Nm 1983, n phi bn cc n v kinh doanh ru cho Joseph E.Seagame&Sons vi gi 210 triu Gi m Coca tr v mt khon l ng k khi iu chnh lm pht. nh gi khng tt c th dn n hu qu l cng ty tr gi qu cao mua cng ty mc tiu. Trn thc t, cc nghin cu cho thy vic nh gi thng l s so snh vi cc cuc mua li khc ch t khi nh gi c th khi no, u, v cch thc qun tr no t hiu qu. Do , sau khi mua li, h mi thm tha v nhng phin toi cho t chc ch khng phi l mt hot ng kinh doanh tt. chnh l kinh nghim ca Xerox khi n mua li n v kinh doanh bo him Crum & Forster u nhng nm 1980. Ch khi vic mua bn xong xui, Xerox mi thy rng Crum &

M. A. Hitt, L. Bierman, K. Shimizu, & R. Kochhar, 2001," Direct and moderating effects of human capital on strategy and performance in professional service firms", Academy of Management Journal, 44: 1328.
2 3 4

83. J. A. Krug, 2003, "Why do they keep leaving?" Harvard Business Review, 81(2): 1415 84. R. G. Baptiste, 2002,"The merger of ACE and CARE:Two Caribbean banks", Journal of Applied Behavioral Science, 38: 466480 19

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Forster vn l nh cung cp bo him km hiu qu v chi ph cao. Cui cng, Xerox nh phi loi b n v kinh doanh ny chp nhn khon l ng k Ph tn mua li. Vic mua li ca cc cng ty m c phiu ca h ang mua bn cng khai rt t. Khi mt cng ty u gi mua c phiu ca mt cng ty khc, gi c phiu thng c t rt cao trong qu trnh mua li. c bit l trong trng hp u gi cnh tranh, khi m c hai hay nhiu cng ty ng thi mun mua kim sot mt cng ty. Do , vic mua li thng phi tr mt khon tng thm so vi gi th trng hin ti ca cng ty ang mun mua. u nhng nm 1980, cc v mua li cng ty tr cao hn khong 40-50% gi th trng hin ti. Gia nhng nm 1985-1988 cc v mua li quyn kim sot cng ty ln ti nh cao, khng him trng hp c th tr cao hn n 80% gi th trng. Thc vy, trong cuc u gi phi thng ginh quyn kim sot cng ty NJR Nabisco cui nm 1988, c phiu ca NJR u t 45USD/c phiu ln n 110 USD, nh th NJR c bn vi mc gi tng thm ln ti trn 200%. T l n cao hay bt thng ti tr cho cc cuc mua li c th cng ty s tng mc n. Duy tr mc n cao nh vy c th gy cc hiu ng tiu cc ln cng ty. V d, tng kh nng v n, gim cht lng tn dng. Hn na, t l n cao ngn cn cc u t cn thit vo nhng hot ng gp phn vo thnh cng lu di ca cng ty nh R&D, o to ngun nhn lc,v marketing. Vic s dng hiu ng n by cao, cho php cng ty ginh li th vi cc c hi bnh trng hp dn. Tuy nhin, mc n by qu cao c th cho nhng hu qu tiu cc, nh tr hon v trnh u t, c bit l u t cho R&D mt loi u t rt cn duy tr u th cnh tranh chin lc trong di hn. Kh c th t c s cng hng Hiu ng cng hng tn ti khi gi tr to ra t cc n v lm vic vi nhau ln hn tng gi tr to thnh t cc n v ny nu n hot ng ring r. Cng hng cng c ngha l gi tr ca cc ti sn khi chng c t trong mi quan h vi nhau s ln hn khi chng t c lp.1Vi cc c ng, cng hng sinh ra li ch v gi tr m h khng th thc hin thng qua danh mc a dng ho u t c nhn ca h. Cng hng sinh ra bi hiu qu pht sinh t tnh kinh t v qui m, tnh kinh t v phm vi v bi s chia s cc ngun lc (nh ngun vn nhn s, kin thc) gia cc n v kinh doanh trong mt cng ty sp nhp. Cng ty c li th cnh tranh thng qua mua li chp nhn chi ph giao dch hng c tnh cng hng ring. Cng hng ring l do s kt hp v tch hp cc ti sn ca cng ty mua li v b mua li sinh ra cc kh nng v nng lc ct li m khng th c bi s kt hp hay tch hp ti sn ca cng ty vi cng ty khc. Cng hng ring xut hin nu cc ti sn ca cng ty b sung theo nhng cch thc c o. Do s c o , cng hng ring s lm cho i th rt kh nhn thc v bt chc. Tuy vy, cng hng ring cng rt kh to ra. Cng ty phi tnh n cc chi ph cn thit cc tc ng cng hng hp l trn c trn c s chi ph v thu nhp ca vic mua li thnh cng. Cng ty phi chp

T. N. Hubbard, 1999, "Integration strategies and the scope of the company, Mastering Strategy "(Part Eleven), Financial Times, 6/12/99, 810.

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nhn chi ph khi c to ra cng hng ring ca hot ng mua li. Chi ph giao dch khi mua li s pht sinh khi doanh nghip s dng chin lc mua li to ra s cng hng.1Chi ph giao dch c th l trc tip hay gin tip. Chi ph giao dch trc tip gm: chi ph lut php, chi ph cho cc ngn hng ang thc hin nh gi doanh nghip mc tiu. Cc chi ph giao dch gin tip gm thi gian qun tr nh gi cc doanh nghip mc tiu v sau l thc hin cc thng lng, cng nh mt cc nh qun tr then cht. Cc cng ty thng nh gi thp tng cc chi ph gin tip khi nh gi gi tr ca cng hng. a dng ho qu mc Cc chin lc a dng ho c th em n kh nng cnh tranh chin lc v thu nhp trn trung bnh. Ni chung cc cng ty s dng cc chin lc a dng ho lin quan nhiu hn so vi a dng ho khng lin quan. Mc d cc Cng l m rat c to bi cc chin lc a dng ho khng lin quan cng c th thnh cng. i khi cc cng ty tr nn a dng ho qu mc. im c coi l a dng ho qu mc tu thuc vo kh nng qun tr a dng ho tng doanh nghip. a dng ho lin quan cn qu trnh x l thng tin nhiu hn so vi a dng ho khng lin quan. S cn thit phi x l nhiu thng tin v a dng ho hn khin n d tr nn qu mc hn so vi cc cng ty a dng ho khng lin quan.2Tuy nhin, bt k cng ty s dng chin lc a dng ho no, vic suy gim hiu sut do a dng ho khin doanh nghip phi loi b bt cc n v kinh doanh.3Ngay c khi cng ty khng a dng ho qu mc, song mt khi h a dng ho mc cao, c th h phi gnh chu nhng hiu ng tiu cc ln hiu sut di hn. V d, khi phm vi a dng ho m rng cc nh qun tr s nh gi hiu sut ca cc n v kinh doanh nh vo kim sot ti chnh nhiu hn l kim sot chin lc. Cc nh qun tr cp cao s dng kim sot ti chnh nhiu hn bi h khng c c nhng hiu bit phong ph v cc mc tiu v chin lc ca mi n v kinh doanh. S dng kim sot ti chnh nh thu nhp trn vn u t khin cc nh qun tr tp trung vo nhng thnh qu ngn hn hn l u t di hn. Khi u t di hn gim i tng li nhun ngn hn kh nng cnh tranh chin lc tng th c th b e do. Mt vn khc na c th ny sinh t vic a dng ho qu mc l khuynh hng s dng mua li thay th cho ci tin. Tt nhin, cc nh qun tr khng c nh nh vy, nhng mt vng lun qun a h n tnh trng ny. Bi chi ph lin quan n cc v mua li cao lm gim s phn b vn cho cc hot ng R&D, m cui cng lin quan n ngun ci tin. Khng c s h tr y , cc k nng ci tin bt u teo dn. Khng c k nng ci tin ni b, ch c mt la chn l cng ty phi tip tc mua li nhn c s ci tin. Cc cng ty s dng mua li nh mt s thay th cho cc ci tin ni b rt cc s gp phi cc vn v hiu sut. Cc nh qun tr tp trung thi qu vo cc cuc mua li

1 2

97. O. E. Williamson, 1999, Strategy research: Governance and competence perspectives, Strategic Management Journal, 20: 10871108. 101. C.W. L. Hill & R. E. Hoskisson, 1987, "Strategy and structure in the multiproduct firm", Academy of Management Review, 12: 331341.

3 R. A. Johnson, R. E. Hoskisson, & M. A. Hitt, 1993, "Board of director involvement in restructuring:The effects of board versus managerial controls and characteristics", Strategic Management Journal, 14(Special Issue): 3350

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Ni chung, cc nh qun tr phi tn ng k thi gian v cng sc ca mnh cho cc chin lc mua li gy tc ng n kh nng cnh tranh ca cng ty. Khi s dng chin lc mua li cc nh qun tr phi thc hin hng lot cc hot ng nh tm kim cc ng vin mua li, thc hin qu trnh nh gi, chun b thng lng, qun tr s tch hp sau khi mua li. D cho, cc nh qun tr cp cao khng ch thn thu thp tt c cc d liu v thng tin cn thit cho cc v mua li. Kinh nghim ca cc cng ty cho thy vic tham gia v theo di cc hot ng cn thit cho cc v mua li ang lm phn tn s ch ca cc nh qun tr khi cc vn chnh lin quan n cnh tranh thnh cng trong di hn, chng hn nh nhn din v ginh li th t cc c hi khc, tng tc vi cc bn hu quan bn ngoi quan trng. Qui m qu ln Hu ht cc cuc mua li lm cho cng ty ln hn, qua c th gip n t c tnh kinh t v qui m. Nhng tit kim nh hot ng c th lm cho hot ng hiu qu hn, v d hai t chc bn hng c th tch hp s dng t i din bn hng hn, m vn bn c sn phm ca cng ty. Nhiu cng ty tm cch tng qui m bi tim nng t c tnh kinh t v qui m, v tng nng lc th trng. n mt mc no , chi ph tng thm qun l cng ty ln s vt qu li ch m tnh kinh t qui m v sc mnh th trng em li. Hn na, cng c th vic tng qui m l cch chng li cc cuc chim quyn kim sot. V cng ty cng ln, cng t nguy c gp phi tnh th nh vy. Tuy nhin, tnh phc tp ny sinh t qui m ln thng a cc nh qun tr n vic s dng cc kim sot quan liu hn qun tr cng ty phc hp. Cc hot ng kim sot hnh chnh l cc qui tc s s gim st c chnh thc ho, cc chnh sch m bo s ng nht ca cc quyt nh tt c cc b phn khc nhau.Theo thi gian cc kim sot chnh thc ho dn n cc hnh vi qun tr cng nhc v tiu chun ho. V lu di chc chn n s lm gim tnh linh hot v gim i s ci tin. Do tm quan trng ca ci tin vi cnh tranh, kim sot hnh chnh lm cho mt cng ty ln (c hnh thnh qua mua li) b cc tc ng bt li n hiu sut.

d. Cc ch dn cho vic mua li thnh cng

trnh nhng kh khn v thc hin vic mua li thnh cng, cc cng ty cn thc hin cch tip cn c cu trc vi ba b phn chnh: (1)nh r mc tiu v kim duyt trc khi mua, (2)C chin lc u gi, v (3) Tch hp tt. Kim duyt Vic kim tra k lng trc khi mua s lm tng nhn thc ca cng ty v cc mc tiu ginh quyn kim sot, t c cc nh gi thc t hn nhng vn trong khi mua li v tch hp mt n v kinh doanh mi vo cu trc t chc ca cng ty. Gim bt ri ro phi mua li mt n v kinh doanh vn c ang vn . Vic kim duyt nn bt u bng mt nh gi rt chi tit v cc lun c chin lc cho hot ng mua li v xc nh r c tnh c xem l l tng ca doanh nghip nn mua li. Bc tip theo, cng ty nn duyt li tp hp cc ng vin s mua li, v nh gi tng n v theo mt b cc tiu chun mt cch chi tit, tp trung vo (1) v th ti chnh, (2) v th th trng sn phm, (3)mi trng cnh tranh, (4) nng lc qun l, (5) vn ho cng ty. nh gi nh vy cho

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php cng ty nhn ra cc sc mnh, im yu ca tng ng vin, xem xt tnh kinh t tim tng v phm vi gia cc cng ty mua li v cng ty b mua li, kh nng tng thch ca hai nn vn ho, v cc vn tch hp tim tng. Sau cng ty nn gim bt danh mc cc ng vin xung ch cn li cc ng vin c trin vng nht v nh gi k hn na. giai on ny, nn thm d kin ca cc bn th ba nh ngn hng u t h c th l nhng ngi c kin l rt quan trng v nhng ngi c th cho cc nh gi su sc v hiu qu ca cng ty ang theo ui. Cng ty ng u danh sch sau qu trnh ny c th l mc tiu mua li. Chin lc u gi Mc tiu ca chin lc u gi l lm gim gi phi tr cho mt ng vin mua li. Yu t ch yu ca mt chin lc u gi tt l nh thi hn. V d, Hanson PLC mt trong nhng c my ginh quyn kim sot tt nht trong nhng nm 1980. H lun tm kim cc n v kinh doanh v c bn l lnh mnh nhng ang gp phi nhng vn trong ngn hn do cc yu t ngnh c tnh chu k hoc do cc vn hn ch cc b trong mt lnh vc. Cc cng ty nh vy, ni chung, thng b nh gi thp trn th trng chng khon, do h c th mua v m khng phi tr khon tng thm ti 40-50% so vi gi hin hnh. Vi vic nh thi hn tt, cng ty c th tin hnh vic mua li rt hi. Tch hp Mc d nh thi hn v u gi tt, vic mua li vn c th tht bi, nu khng thc hin c cc bc i tch cc tch hp cng ty b mua li vo cu trc t chc ca cng ty mua li. Vic tch hp nn tp trung vo cc ngun li th chin lc tim tng, v d, cc c hi chia s cc ngun lc marketing, ch to, mua sm, R&D, ti chnh hay qun tr. Vic tch hp cng nn kt hp bng cc bc hp l trnh bt k s trng lp no v nh xng hay chc nng. Cui cng, nu cc hot ng kinh doanh c lin quan, n cn c tch hp mc cao. Trong trng hp ca cng ty nh Hanson PLC mc tch hp c th l cc tiu, v chin lc cng ty l mt chin lc a dng ho khng lin quan. Nhng mt cng ty nh Philip Morris cn s tch hp cao hn bi v chin lc ca n l chin lc a dng ho lin quan. 7.2.3. Lin doanh - mt chin lc thm nhp

a. Nhng hp dn ca chin lc lin doanh

Mt cng ty no c th thch u t mi t bn trong hn so vi mua li khi h mun thm nhp vo mt lnh vc kinh doanh mi, tuy nhin, n cng thng cm thy ngn ngi vi nhng ri ro v chi ph gn mt d n u t t bn trong. Tnh th ny thng xy ra khi cng ty mun thit lp mt n v kinh doanh mi trong mt ngnh pht sinh hay tng trng nhng ri ro v chi ph lin quan vi d n ln hn mc n c th chp nhn. Trong hon cnh , cng ty c th gia nhp vo mt lin doanh vi cng ty khc v s dng lin doanh nh mt phng tin thm nhp vo mt lnh vc kinh doanh mi. S sp t nh vy cho php cng ty chia s ng k ri ro v chi ph ca mt d n. minh ho cho iu ny chng ta xem xt lin doanh gia IBM v Motorola nm 1990. Lin doanh ny c mc ch cung cp mt dch v cho php nhng ngi s dng my tnh lin lc qua

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sng radio. Cc khch hng mua dch v c th s dng my tnh cm tay, do Motorola ch to lin lc bng cc phng tin ca mt mng li cc thp radio t nhn m IBM to dng trn khp nc M. D n hng n th trng tim nng to ln ca nhng ngi s dng my tnh trong lnh vc nh sa cha thit b vn phng cc cn b bo him. Cc nh phn tch c lng rng th trng cho nhng dch v nh vy hin nay l hng chc triu USD nhng c th t n hng t USD trong thp k ti. Do bn cht mi pht sinh ca ngnh, d n i din vi nhng ri ro ng k. Nhiu cng ngh c tnh cnh tranh ang sp ra i. V d my tnh Laptop gn cc modem c th lin lc vi cc my ch thng mng in thoi, mc d mng in thoi ng hn v t tin cy hn so vi mng radio, nhng trng thi kinh doanh c th thay i. S khng chc chn , lm cho Motorola v IBM phi kt hp vi nhau trong mt d n lin doanh v chia s ri ro lin quan ti vic to ra hot kinh doanh mi ny. Hn na, mt d n lin doanh c ngha khi mt cng ty c th tng kh nng thit lp thnh cng mt hot ng kinh doanh mi nh lin kt sc mnh vi cc cng ty khc. Vi mt cng ty c mt s k nng v ti sn cn thit thit lp mt hot ng kinh doanh mi thnh cng, gp nhm vi cng ty khc c cc k nng v ti sn b sung c th lm tng kh nng thnh cng. Mt khc, d n gia IBM v Motorola cng cho mt v d. Motorola thng tr th trng radio xch tay v ch to cc loi my tnh xch tay, nhng n thiu mng radio ton quc gip ngi s dng my tnh xch tay c th lin lc vi nhau. IBM thiu cng ngh radio nhng n li c mng li cc thp radio t nhn bao ph hn 90% nc M. Vic kt hp cc k nng ca Motorola trong cng ngh radio vi mng radio ca IBM vo mt d n lm tng ng k kh nng thit lp mt n v kinh doanh mi.

b. Cc hn ch ca d n lin doanh
C ba hn ch ch yu i vi cc tho thun lin doanh. Th nht, mt d n lin doanh cho php cng ty chia s ri ro v chi ph pht trin mt n v kinh doanh. Nhng n cng yu cu chia s li nhun nu doanh nghip thnh cng. Th hai, mt cng ty tham gia vo mt lin doanh lun c ri ro mt cc b quyt c bn vo tay i tc lin doanh, h c th s dng cnh tranh trc tip vi cng ty trong tng lai. Nh chng ta ch ra trong cc lin minh chin lc ton cu, tuy nhin, cc d n lin doanh c th c xy dng thch hp cc tiu ho ri ro ny. Th ba, cc i tc lin doanh phi chia s s kim sot. Nu cc i tc c trit l kinh doanh khc nhau, nh hng thi gian khc nhau, hay cc u tin u t, cc vn ng k c th pht sinh. Cc xung t vt qu nhng g m lin doanh c th em li v lm cho hot ng kinh doanh tht bi. Tm li, mc d lin doanh thng c mt li th r rt vi d n u t t bn trong khi thit lp cc hot ng kinh doanh mi, cc lin doanh cng c mt s hn ch. Khi quyt nh t lm hay kt hp vi mt cng ty khc trong mt lin doanh, nh qun tr chin lc cn nh gi cn thn u nhc im ca cc phng n.

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7.3. Ti cu trc n y, chng ta li tp trung vo vn c v nh ngc vi nhng g bn trn, l cc chin lc nhm gim phm vi kinh doanh hin ti ca cng ty. Trong nhng nm gn y, vic gim phm vi ca mt cng ty thng qua ti cu trc ngy cng tr thnh chin lc ph bin, c bit vi cc cng ty a dng ho trong nhng nm 1960-1980. Trong hu ht cc trng, cc cng ty b thc hin ti cu trc ang t u t vo cc hot ng a dng ho tp trung vo cc hot ng kinh doanh ct li. Cc cng ty nh vy phi k n GE, Jack Welch tr thnh gim c iu hnh ca n, v Sears vi vic bn i Allstate Insurance, Coldwell Banker Real Estate v hot ng mi gii Dean Witter Reynolds, tp trung vo cc hot ng bn l ct li ca n. Ti cu trc l mt chin lc m qua cng ty thay i tp hp cc n v kinh doanh hay cu trc ti chnh ca n.1 T nm nhng nm 1970 n nhng nm 2000 vic loi bt cc n v kinh doanh khi danh mc ca cng ty v gim qui m chim t l phn trm ln trong chin lc ti cu trc ca cc cng ty. Ti cu trc l mt hin tng ton cu.2Nhng tht bi trong chin lc mua li thng ko theo mt chin lc ti cu trc. Tuy nhin, cc cng ty cng s dng chin lc bi cc thay i mi trng bn trong v bn ngoi ca h. Cu hi u tin c t ra l ti sao nhiu cng ty li ti cu trc vo thi im c bit nh vy? Sau khi tr li cu hi ny, chng ta s xem xt cc chin lc khc nhau cc cng ty ra khi cc lnh vc kinh doanh. Sau chng ta tho lun v cc chin lc chuyn hng m cc cng ty s dng em li sc sng mi cho lnh vc kinh doanh ct li ca h.

a. Ti sao li ti cu trc
Mt l do gii thch v sao nhiu cuc ti cu trc xy ra trong nhng nm gn y l a dng ho qu mc. Trong thi cc thnh ca phong tro a dng ho cng ty, bt u t nhng nm 1960 v ko di cho n u nhng nm 1980, nhiu cng ty a dng ho qu mc. ng hn, nhng s km hiu qu, quan liu do s bnh trng phm vi ca t chc lm si mn gi tr, v hiu sut ca cng ty. Khi hiu sut suy gim, gi c phiu ca nhiu cng ty a dng ho gim xung, v h cm thy b e do bi nhng cuc u gi mua li ca i phng. Qu thc, nhiu cng ty a dng ho b mua li vo nhng nm 1980 v sau b p tan. l nhng g xy ra vi US Industries and SMC hai tp on a dng ho b mua li sau b tan r bi Hanson PLC. Nhn t th hai dn n khuynh hng ti cu trc hin nay l vo nhng nm 1980 v 1990 nhiu cng ty a dng ho thy rng cc lnh vc kinh doanh ct li ca n chu s tn cng ca nhiu i th cnh tranh mi. V d, do s bi b cc qui nh AT&T by gi phi i mt vi mt mi trng cnh tranh hn nhiu trong lnh vc kinh doanh ng di ca n, iu dn cng ty ti quyt nh ri khi cc hot ng khng ct li. Tng t, Sears vn phi i mt vi cc thch thc cnh tranh su sc trong ngnh bn l, ni m nhu cu ang dch chuyn t cc bch ho

1 2

R. A. Johnson, 1996, "Antecedents and outcomes of corporate refocusing", Journal of Management, 22: 437481;.

136. R. E. Hoskisson, R. A. Johnson, D.Yiu, & W. P.Wan, 2001, "Restructuring strategies of diversified groups: Differences associated with country institutional environments, in M. A. Hitt, R. E. Freeman, & J. S. Harrison (eds.)", Handbook of Strategic Management, Oxford, UK: Blackwell Publishers, 433463

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nh Sears ti nhng ngi bn chit khu chi ph thp nh Costco hay cc ca hng nh nh Gap. Qun tr cp cao ca cc cng ty ny thy rng tp trung ch cn thit thi cc hot ng kinh doanh ct li ang c vn ca h, h phi b bt cc hot ng a dng ho tr nn lng tng khng ng c. Nhn t cui cng kh quan trng l cc ci tin trong qu trnh qun tr v chin lc lm gim cc li th ca hi nhp dc hay a dng ho. p li, cc cng ty phi thu hp phm vi cc hot ng ca n thng qua ti cu trc v loi b. V d, mi nm trc y c rt t hiu bit v cc mi lin h hp tc di hn gia mt cng ty v cc nh cung cp, v th h s dng cc phng n hi nhp dc. Lc by gi, hu ht cc cng ty ch xem nh c hai phng n qun tr chui cung cp: hi nhp dc hay u gi cnh tranh. Tuy nhin, nh chng ta bit, khi c cc iu kin thch hp, phng n th ba qun tr chui cung cp l k cc hp ng di hn, y c th l mt chin lc u vit hn c hi nhp dc hay u gi cnh tranh. Ging nh hi nhp dc, vic hp ng di hn thc y u t vo chuyn mn ho. Nhng khng ging nh hi nhp dc, bi n khng cn phi c chi ph qun l cao, cng khng phi b qua cc nguyn tc th trng. Khi ci tin chin lc ny din ra trn ton th gii kinh doanh, li th tng i ca hi nhp dc gim xung.

b. Cc chin lc rt lui
Cc cng ty c th s dng ba hng chin lc c bn ti cu trc l: gim qui m, thu hp phm vi, v bn i n v kinh doanh Hin nay, gim qui m c nhn thc nh l mt chin lc ti cu trc hp l. Gim qui m c ngha l gim s nhn vin ca cng ty, i khi l gim s n v ang hot ng, nhng n c th thay i hay khng cn thay i cu thnh cc n v kinh doanh trong danh mc ca cng ty. Nh vy, gim qui m l mt chin lc qun tr ch ng, trong khi "s suy gim li l mt hin tng t chc v mi trng ny sinh mt cch t pht v gy ra s si mn nn tng ngun lc ca t chc".1Cc doanh nghip s dng gim qui m nh mt chin lc ti cu trc v nhiu l do khc nhau. L do thng nhc n nht l cc cng ty mun ci thin kh nng sinh li nh gim ch ph v vn hnh hiu qu hn. So vi gim qui m, thu hp phm vi c tc ng tch cc hn n hiu sut ca cng ty. Thu hp phm vi thng s dng loi b, b sung, hay mt s cch thc khc loi bt cc n v kinh doanh khng lin quan n hot ng kinh doanh ct li ca cng ty. Ni chung, thu hp phm vi c xem nh mt tp hp cc hnh ng lm cho cng ty ti tp trung vo hot ng kinh doanh ct li ca mnh.2 Khi cng ty thc hin thu hp phm vi th thng ng thi gim qui m. Tuy nhin, n khng loi b cc nhn vin then cht khi cc hot ng kinh doanh ct li, bi v lm nh vy c th lm mt i mt hay nhiu nng lc ct li. Thc vy, cng ty ng thi thu hp phm vi v gim qui

G. J. Castrogiovanni & G. D. Bruton, 2000, "Business turnaround processes following acquisitions: Reconsidering the role of retrenchment", Journal of Business Research, 48: 2534
2

L. Dranikoff,T. Koller, & A. Schneider, 2002, Divestiture: Strategys missing link, Harvard Business Review, 80(5): 7483.

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m s tr nn nh hn nh vic gim s a dng trong danh mc cc n v kinh doanh.1Do ti tp trung vo cc n v kinh doanh ct li, cng vic qun tr cng ty tr nn hu hiu. Tnh hu hiu ca qun tng ln, bi v khi doanh nghip t a dng hn cc nh qun tr cp cao hiu r hn v qun tr cc n v kinh doanh cn li.2 Hin nay, nhiu Cng l m rat chu v chu M Latin bt u p dng cc chin lc cng ty ca phng Ty, h thu hp phm vi tp trung hn vo cc hot ng kinh doanh ct li. Nh thu hp phm vi, cc doanh nghip ny c th tp trung hn vo cc hot ng kinh doang cnh tranh ca h.3 Gn y, cc tp on kinh doanh a dng ho c ln ca Hn quc (cc Chaebol) ang thc hin thu hp phm vi. Samsung l hng thc hin rt thnh cng chin lc ny. Lucky Goldstar (LG) l tp on ln th hai Hn quc vi thu nhp 92 t USD nm 2002. Vn l tp on khi s nm 1947, do hai gia nh Koos v Huhs kim sot, n nm 1998 hai gia nh ny cam kt thc hin mt chng trnh ti cu trc c bn cng ty. H loi b hu ht cc c phn lin kt cho(cc n v ph thuc ch yu s hu ln nhau), l cch ph bin ca cc Chaebol hn quc. Thay vo , h to ra mt cng ty c phn vi cc b phn ph thuc tch ri nhau. Mc d, y c th l mt li ch ca cc nh u t, nhng cc c ng vn e do kin, v h cho rng cc gia nh ang thu hp s tham gia ca cc c ng vo hot ng ca cng ty c phn. Mt vn ln t ra l nhiu n v kinh doanh a dng ho ang b bn vo tay ca cc thnh vin trong hai gia nh Koos v Huh family tr thnh cc cng ty c lp. Nh vy, thng qua cus trc cng ty c phn cc gia nh vn tip tc kim sot cng ty. Mc d, cc c ng c li trong ti cu trc song h vn lo lng v s kim sot gia nh qu v gia nh tr qu nhiu.4 Bn n by thng c s dng nh mt chin lc ti cu trc sa cha cc li lm qun tr hay bi v cc nh qun tr lm quyt nh ch yu v li ch ca mnh nhiu hn l li ch ca c ng.5Bn doanh nghip l mt chin lc ti cu trc nh mt bn mua ton b ti sn ca doanh nghip s hu. Thng thng, mt phn ln ngun ti tr cho vic mua doanh nghip nh vo vay n, lc gi l bn n by. c th tr n v thu hp phm vi cng ty tp trung vo cc hot ng kinh doanh ct li, nhng ngi ch mi c th lp tc bn i mt s ti sn.6 Cc cng ty c th chn trong ba chin lc cho cc n v kinh doanh hin ti: loi b, thu hoch hay thanh l v bn.

M. Rajand & M. Forsyth, 2002, "Hostile bidders, long-term performance, and restructuring methods: Evidence from the UK", American Business Review, 20(1): 7181. R. A. Johnson, R. E. Hoskisson, & M. A. Hitt, 1993, "Board of director involvement in restructuring:The effects of board versus managerial controls and characteristics", Strategic Management Journal, 14(Special Issue):3350
3 2

R. E. Hoskisson, R. A. Johnson, D.Yiu, & W. P.Wan, 2001, "Restructuring strategies of diversified groups: Differences associated with country institutional environments, Handbook of Strategic Management, Oxford, UK: Blackwell Publishers, 433463; J. Doebele, 2003, "Ends and means: Is the restructuring of LG aimed at benefiting investorsor its family members?" Forbes, 17/2/2003, 6870.

4 5

D. D. Bergh & G. F. Holbein, 1997, "Assessment and redirection of longitudinal analysis: Demonstration with a study of the diversification and divestiture relationship", Strategic Management Journal, 18: 557571;

6 M. F.Wiersema & J. P. Liebeskind, 1995,The effects of leveraged buyouts on corporate growth and diversification in large firms, Strategic Management Journal, 16: 447460.

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Chin lc loi b Mt trong ba chin lc chnh, chin lc loi b thng c a thch. N nh l cch tt nht cng ty ly li nhiu nht c th c cc u t ban u. L tng nht l bn c vi gi cao nht. C ba loi ngi mua c th lm iu l: ngi u t c lp, cc cng ty khc, v cc nh qun tr ca n v kinh doanh b loi b. Bn mt n v kinh doanh cho ngi u t c lp thng c xem l cch c li hn, khi n v n v kinh doanh b bn ang sinh li v th trng c phiu ang khao kht cc c phiu mi pht hnh (thng l lc th trng chng khon ang i ln, ch khng phi l lc th trng ang i xung). V d, nm 1992 cng ty g Weyerhaeuser bn thnh cng Paragon Trade Brands cho cc nh u t c lp. Cc nh u t chp ngay cc c phiu pht hnh mi v cc sn phm giy v sinh cung cp cho chui siu th v ang sinh li cao. Tuy nhin, vic bn i khng nn thc hin khi cc n v kinh doanh mun bn khng sinh li v khng hp dn vi cc nh u t c lp hay khi th trng ang suy gim v lnh m vi cc pht hnh mi. Bn i mt n v kinh doanh L mt chin lc thng c theo ui khi mt n v c th c bn cho mt cng ty trong cng tuyn kinh doanh vi n v kinh doanh . Trong trng hp nh vy, ngi mua thng sn sng tr mc gi ng k cho c hi lm tng qui m kinh doanh ch sau mt m. V d, nm 1987 Hanson PLC bn i n v ph thuc sn xut sn Glidden m n mua li su thng trc t SCM cho Imperial Chemicals Industry (ICI). Glidden l cng ty sn ln nht ca M, v ICI l nh sn xut sn ln nht nc M, s trng hp rt c ngha vi trin vng ca ICI, trong khi Hanson li c th bn c gi ng k. Bn mt n v kinh doanh cho nh qun tr ca n thng u tin nh mt hnh thc mua quyn qun tr (Management Buyout-MBO). Vi hnh thc MBO, n v b bn cho cc qun tr ca n, m thng thng ngun ti tr cho vic mua li ny thng qua bn cc tri phiu thu nhp cao cho cc nh u t. Pht hnh tri phiu l mt s sp t bnh thng ca mt chuyn gia mua li v qun tr, nh Kohlberg, Kravis&Roberts, h s gi mt t l kh ln cc c phn trong MBO. MBO thng thc hin khi cc n v c vn v ti chnh ch c hai la chn : chin lc thu hoch hay thanh l. Mt MBO c th l rt ri ro cho nhm qun tr lm vic , bi v cc thnh vin trong c th phi k cc bo m c nhn tr li cc tri phiu v c th thit hi rt nhiu nu MBO tht bi. Mt khc, nhm qun tr thnh cng trong vic chuyn i n v c vn , phn thng ca h lm tng ng k gi tr c nhn. Nh vy, mt chin lc MBO c th coi nh l mt thu nhp cao vi ri ro cao cho nhm qun tr. i din vi kh nng b thanh l n v kinh doanh ca h, nhiu nh qu tr sn lng chp nhn ri ro. Tuy nhin, kh nng pht trin ca chn ny khng ch da vo s sn lng ca nh qun tr, m cn ph thuc vo vic c ngi mua cc tri phiu thu nhp cao - cn gi l tri phiu l - hay khng c th ti tr cho MBO. Trong nhng nm gn y, s suy gim ca th trng tri phiu l gy kh khn cho cc cng ty theo ui chin lc ny. Thu hoch v thanh l

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Bi v nhng u nhc im ca cc chin lc thu hoch v thanh l c tho lun trong chng 6, y chng ta ch lu n mt vi im. Th nht, chin lc thu hoch v thanh l ni chung c xem xt l km nht trong chin lc loi b bi cng ty c th thu hi tt nht vn u t trong mt n v kinh doanh l loi b. Th hai, mt chin lc thu hoch c ngha l thi khng u t vo n v kinh doanh cc i ho dng ngn qu ngn hn n trung hn t n v kinh doanh trc khi thanh l. Mc d chin lc ny dng nh l tt v mt l lun, nhng n thng km v mt thc tin. Khi mt n v tr thnh n v theo ui mt chin lc thu hoch, tinh thn ca cc nhn vin trong n v, s tin cy ca khch hng v nh cung cp vi n v ny c th suy gim rt nhanh trong khi n tip tc hot ng. Nu iu ny xut hin, v thng l nh vy, th thu nhp ca n v kinh doanh s suy gim rt nhanh c th lm cho chin lc khng th tr vng c. Cui cng, chin lc thanh l l km hp dn nht bi v n yu cu cng ty phi b i cc u t ca n vo n v kinh doanh, thng l mt khon chi ph ng k. Tuy nhin, trong trng hp n v kinh doanh hiu sut km m khng th c c mt sp t nh l MBO th thanh l l khng th trnh khi. 7.4. CHIN LC CI T Nhiu cng ty ti cu trc cc hot ng ca mnh, t ct gim cc hot ng a dng ho ca h, bi v h mun tp trung hn vo lnh vc kinh doanh ct li ca n. Nh trong trng hp ca Sears, iu ny thng xy ra v cc n v kinh doanh ang trong tnh th c vn v cn s quan tm ca qun tr cp cao. Do , mt b phn khng th thiu c ca ti cu trc l pht trin mt chin lc ci t cc lnh vc kinh doanh ct li hay tip tc duy tr ca cng ty. Trong phn ny, chng ta xem xt li mt cch chi tit cc bc i m cng ty thc thin ci t cc n v kinh doanh c vn . Trc ht chng ta tm nguyn nhn s i xung ca cng ty, v sau tho lun v cc yu t chnh ca cc chin lc ci t thnh cng.

a. Cc nguyn nhn ca s i xung ca cng ty

By nguyn nhn chnh xut hin trong hu ht cc trng hp cng ty i xung l: qun tr km; bnh trng qu mc; kim sot ti chnh khng y ; chi ph cao; pht sinh cc i th cnh tranh mi mnh m; khng d kin trc c s dch chuyn nhu cu; s tr tr ca t chc. Thng thng, mt s, nu khng mun ni l tt c cc nhn t ny xut hin trong khi cng ty i xung. V d, s suy gim ca IBM u nhng nm 1990 l do cu trc chi ph qu cao, cc i th mi chi ph thp y uy lc xut thn t nhng nh sn xut my tnh c nhn, s suy gim nhu cu my tnh kh ln (lnh vc kinh doanh chnh ca IBM), v s p ng mt cch chm chp ca IBM vi cc nhn t ny do s tr tr ca t chc. Qun tr km Qun tr yu km bao gm mt loi cc sai lm t thiu nng lc n sao nhng lnh vc kinh doanh ct li v khng c s lng cc qun tr gii. Mc d khng nht thit l xu, nhng nguyn tc mt ngi dng nh thng l gc ca qun tr yu km. Mt nghin cu thy rng s xut hin ca mt ngi iu hnh ln t v chuyn quyn vi mt tham vng v cc chin lc quyn lc thng c cho l tht bi ca cc cng ty.Mt nghin cu khc vi 81 tnh th ci t

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thy rng c 36 trng hp cng ty gp kh khn t ngi qun tr chuyn quyn, c gng lm ht tt c, nhng khng th i din vi tt c s phc tp v thay i. Trong mt kho st nghin cu thc nghim v cc tnh hung ci t, Rechard Hoffman nhn ra mt s cc khuyt tt qun tr ph bin khc lm cho cng ty i xung. Cc khuyt tt ny bao gm thiu s cn bng cc chuyn gia qun tr cp cao (v d qu nhiu k s), thiu qun tr trung gian gii, tht bi trong vic cung cp s k tha qun tr r rng khi thay th CEO (c th l do u ni b), tht bi trong vic kim sot cc quyt nh qun tr ca ban gim c. Bnh trng qu mc Cc chin lc quyn lc ca nhng gim c iu hnh chuyn quyn thng lm cho s bnh trng v a dng ho nhanh chng. Nhiu trong s cc a dng ho nh vy khng h hay rt t lm tng thm gi tr cho cng ty. Hu qu ca a dnh ho qu mc l mt kim sot v khng c kh nng i ph tnh trng suy thoi. Hn na cc cng ty bnh trng qu mc c khuynh hng bnh trng qu nhanh v h lm iu bng cch s dng nhiu v vay. Khi cc iu kin kinh t tr nn khng thun li n s gii hn kh nng p ng cc yu cu n ca cng ty, do y cng ty n ch khng hong ti chnh. Kim sot ti chnh khng y Ph bin nht trong vic thiu kh nng kim sot ti chnh l tht bi trong vic phn b trch nhim li nhun cho nhng ngi lm quyt nh ch yu trong cng ty. S thiu trch nhim v cc kt qu ti chnh ca cc hnh ng c th khuyn khch cc qun tr trung gian s dng qu nhiu nhn s v chi ra qu nhiu ngun lc so vi mc cn thit t c hiu qu ti a. Trong cc trng hp nh vy, b my qun l quan liu c th phnh to v chi ph vt ra khi tm kim sot. Chi ph cao Thiu kh nng kim sot ti chnh s dn ti chi ph cao. Ngoi ra, nguyn nhn ph bin nht lm cu trc chi ph cao l nng nng sut lao ng thp. iu ny c th do cc yu sch qu mc ca cng on, qun tr vic u t vo cc cng ngh tit kim lao ng km, hay c hai. Cc nguyn nhn ph bin khc c th l mc lng cao v tht bi trong vic thc hin tnh kinh t ca qui m do th phn thp. S cnh tranh mi Cnh tranh trong cc nn kinh t t bn l mt qu trnh c xem l lin tc pht sinh cc cng ty mi ginh chin thng bng cch thc kinh doanh mi. Trong nhng nm gn y, him c ngnh v cng ty t phi chu cc thch thc ca cnh tranh mi mnh m. Do , Nhiu cng ty tht bi hay ri vo tnh trng kh khn bi chng khng p ng c mt cch nhanh chng vi cc e do cnh tranh mi. Cc i th cnh tranh mi mnh m l nguyn nhn chnh lm co cc cng ty i xung. IBM b tn cng bi cc i th cnh tranh mi mnh t lnh vc my tnh cc nhn cn Sear th gp phi cnh tranh ca cc ca hng nh bn chit khu. trong c hai trng hp , cc cng ty hin c tht bi trong vic nhn r sc mnh ca cc i th cnh tranh mi n khi n gp phi nhng kh khn nghim trng. Nhng dch chuyn nhu cu khng d kin trc

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Cc dch chuyn nhu cu khng d kin trc, thng l khng th d kin trc c th do cc thay i cng ngh, cc iu kin kinh t v chnh tr, cc chun mc vn ho x hi. Mc d cc thay i nh vy c th m ra cc c hi th trng cho cc sn phm mi, n cng e do s tn ti ca nhiu cng ty, cn phi ti cu trc. Tnh tr tr ca t chc V mt t chc, s pht sinh cc i th cnh tranh mi v dch chuyn nhu cu khng d kin trc c th cha gy ra s suy i xung ca cng ty. iu cng cn thit i vi mt t chc l s p ng chm chp vi cc thay i mi trng nh vy.

b. Cc bc i ca ci t
Khng c m hnh chun v cch thc cng ty p ng vi s suy gim. Thc vy, khng c m hnh bi khng c tnh hung duy nht. Tuy nhin, t cc tnh hung ci t thnh cng nht c rt ra mt s c tnh chung. Cc c tnh bao gm s thay i lnh o, xc nh li tiu im tp trung ca chin lc cng ty, ct gim hay ng ca cc ti sn khng cn thit, tng bc ci thin kh nng sinh li ca cc hot ng cn li, i khi mua li hay t chc li cc hot ng ct li. Thay i lnh o Do cc lnh o c phi chu trch nhim v nhng tht bi, lnh o mi l nhn t ch yu ca hu ht cc tnh hung ti cu trc v ct bt. V d, bc u tin ci t, IBM thay gim c iu hnh John Akers bng mt ngi bn ngoi, Lou Gerstner. gii quyt khng hong ngi lnh o mi nn l ai c th ra cc quyt nh kh khn, ng vin cc qun tr cp thp, lng nghe cc quan im ca ngi khc, t b quyn lc khi cn. Lp li tiu im chin lc i vi cc doanh nghip kinh doanh trn mt lnh vc lp li tiu im chin lc ngha l nh gi li chin lc cp n v kinh doanh ca cng ty. V d, mt ngi dn o chi ph tht bi c th nh hng li tp trung hn hay chin lc gy khc bit. Vi mt cng ty a dng ho, lp li tiu im chin lc ngha l nhn din cc n v kinh doanh trong danh mc c trin vng tng trng v sinh li tt nht tp trung u t vo . Ci thin kh nng sinh li Vic ci thin kh nng sinh li ca cc hot ng cn duy tr sau khi bn ti sn v ng ca cn tin hnh mt s bc ci thin hiu qu, cht lng, s ci tin, v p ng khch hng. Lu rng ci thin kh nng sinh li ni chung gm mt hay nhiu vic sau: (1)gim bt nhn vin qun l, (2) u t vo cc cng ngh tit kim lao ng, (3) giao trch nhim v sinh li cho tng c nhn v cc n v ph thuc trong cng ty bng vic thay i cu trc t chc nu thy cn thit, (4) Kim sot ti chnh mt cch cht ch, (5) ct gim cc sn phm bin, (6) ci tin qu trnh kinh doanh ct gim chi ph v tng nng sut, (7) p dng qun l cht lng ton din. Mua li Hi ngc nhin nhng li l mt chin lc ci t kh ph bin l mua li ch yu l y mnh v th cnh tranh ca mt hot ng ct li ca cng ty. V d Champion International l mt cng

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ty ch to a dng ho, ch to mt ph rng cc sn phm giy v g. Sau nhng nm suy gim hiu sut, vo gia nhng nm 1980 Champion quyt nh tp trung vo lnh vc kinh doanh giy tp ch v giy in mi. Cng ty ct gim nhiu n v kinh doanh g v giy khc, nhng ng thi cng b ra 1.8 t USD mua ST.Regis mt trong nhng nh ch to ln nht nc v giy tp chi v giy in mi

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TM TT CHNG Chng ny da trn chng 9 nhm vo cc vn pht trin cng ty. Pht trin cng ty lin quan n nhn din cc c hi kinh doanh m mt cng ty nn theo ui, cch thc theo ui cc c hi ny, cch thc rt khi cc n v kinh doanh khng thich hp vi vin cnh chin lc. Ni dung chnh ca chng gm cc im sau: Cch thc chung bt u nhn din cc c hi kinh doanh theo ui l sot xt li danh mc cc n v kinh doanh hin c ca cng ty. Mt cch tip cn thc hin vic sot xt nh vy mt lot cc k thut ma trn hoch mc danh mc cc n v kinh doanh. Mc ch ca cc k thut ny l so snh v th cnh tranh ca cc n v kinh doanh khc nhau trong mt danh mc ca cng ty da trn cc tiu chun chung. Cc tip cn th hai cho qu trnh pht trin cng ty, c Gary Hamel v C.K. Prahalad, nhn thc li cng ty nh mt danh mc cc nng lc ct li ch khng phi danh mc cc n v kinh doanh. Theo cch tip cn ny, pht trin cng ty c nh hng duy tr cc nng lc hin c, to lp nng lc mi, v cc nng lc n by v thc y p dng chng vo cc c hi kinh doanh mi. Li ch ca khun kh m Hamel v Prahalad ra l n tp trung dt khot vo cch thc m cng ty c th to gi tr thng qua vic to dng nng lc mi, hoc lin kt cc nng lc hin c li thm nhp vo mt lnh vc kinh doanh mi. Trong khi cc k thut ma trn hoch nh danh mc n v kinh doanh i x vi cc n v kinh doanh nh l cc n v kinh doanh c lp, Khun kh ca Hamel v Prahalad nhn ra s ph thuc ln nhau gia cc n v kinh doanh v tp trung vo cc c hi to gi tr bng vic to dng v thc y cc nng lc. C ba cch cng ty c th s dng thm nhp vo lnh vc kinh doanh mi: u t mi t bn trong, mua li v lin doanh. u t mi t bn trong thng c s dng nh l chin lc thm nhp khi cng ty s hu hng lot cc nng lc ng gi trong cc lnh vc kinh doanh hin c v c th s dng thc y hay kt hp vic thm nhm vo lnh vc kinh doanh mi. Nhiu d n u t t bn trong tht bi bi vic thm nhp vi qui m qu nh, thng mi ho km, v qun tr khng tt qu trnh u t. m bo cho vic thm nhp bng u t mi t bn trong khng b tht bi cn xy dng cch tip cn hp l trong vic la chn v qun tr d n, tch hp chc nng R&D v marketing nng cao kh nng thng mi ho cho cc tng d n, v thm nhp vi mt qui m ng k. Vic mua li thng c u tin s dng nh mt chin lc thm nhp khi cng ty thiu cc nng lc quan trong (ngun lc v kh nng) cn thit cnh tranh trn mt lnh vc, nhng khi n c th mua li mt cng ty hin ti m c cc nng lc ny vi gi hp l. Vic thm nhp cng c khuynh hng u tin khi cc ro cn nhp cuc vo ngnh mc tiu cao, v khi cng ty khng chp nhn mt khun kh thi gian, chi ph pht trin v ri ro ca vic u t mi. Nhiu cuc mua li tht bi bi v s tch hp sau khi mua li km, nh gi qu mc gi tr c th to ra bi vic mua li, chi ph mua li qu cao, cng cic kim duyt trc khi mua khng tt.

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bo m cho vic mua li khng tht bi cn xy dng cc chin lc u gi, kim duyt tt v c gng tch cc trong vic tch hp n v mau vo t chc ca cng ty. Lin doanh c th u tin nh mt chin lc thm nhp khi (1) ri ro v chi ph lin quan n vic thit lp mt n v kinh doanh mi ln hn kh nng sn sng chp nhp ca cng ty trong trng hp cng ty s hu ring. V (2) cng ty c th tng kh nng thit lp thnh cng mt n v kinh doanh mi bi gp nhm vi cc cng ty khc c k nng v ti sn thch hp vi vic s hu n. Hin nay c s ph bin ca ti cu trc l do (1) Vic a dng ho qu mc c tin hnh vo nhng nm 1970-1980, (2) pht sinh cc thch thc cnh tranh mi n cc hot ng kinh doanh ct li ca nhiu cng ty a dng ho v (3) cc ci tin trong cc qu trnh lm gim li th ca hi nhp dc v a dng ho. Cc chin lc rt lui bao gm: ct gim. thu hoch v thanh l. La chn mt chin lc rt lui tu thuc vo cc c tnh ca n v kinh doanh chin lc lin quan Nguyn nhn ca s suy gim l do qun tr km, bnh trng qu mc, v kim sot ti chnh khng y , chi ph cao, pht sinh cc i th cnh tranh mi mnh m, cc dch chuyn nhu cu khng d kin trc c v tnh tr tr ca t chc. i ph vi s suy gim ca cng ty bao gm thay i lnh o, xc nh li tiu im chin lc, ct gim hay ng ca cc ti sn khng cn n, thc hin cc bc ci thin kh nng sinh li ca cc hot ng c gi li v i khi cn thc hin c vic mua li ti lp cc hot ng ct li. CU HI N TP 1- Trnh by tng ca cc k thut hoch nh danh mc? Nu cc nhc im ch yu ca cch tip cn ny? 2- Trnh by hm chin lc ca ma trn BCG m Mc Kinsey 3- Nu ngha ca quan nim li doanh nghip theo cch Hamel v Prahalad ngh? 4- Trnh by cc hm c bn ca ma trn cc nng lc ct li do Hamel v Prahalad? ngha ca cch tip cn ny? 5- ngha v cc cm by ca u t mi t bn trong? u t mi t bn trong cng ty cn ch nhng im g? 6- Mua li l g? Nu cc li ch ca mua li? Cc kh khn ca mua li 7- Trong trng hp no cng ty c th thm nhp bng cch mua li v khi no th u t mi t bn trong c u tin? 8- Nhng hp dn v hn ch ca lin doanh? Lm th no lin doanh thnh cng? 9- Ti sao li ti cu trc cng ty? 10- Cc nguyn nhn lm cng ty i xung? 11- Trnh by cc bc i c bn caci t

- 233 -

12- IBM quyt nh thm nhp vo kinh doanh vin thng. Theo bn h nn s dng chin lc no? V sao? 13- Xem xt li s thay i kt cu danh mc n v kinh doanh ca GE di thi ca Jack Welch (1981 cho ti nay). Danh mc n v kinh doanh ca GE thay i nh th no? Trn quan im to gi tr, u l l gic ca vi ti t chc ny?

TI LIU THAM KHO 1- Alex Miller (1998). Strategic Management 3rd Ed. Irwin/McGraw-Hill 2- Charles W.L. Hill, Gareth R.Jones (2002) Strategic Management : An intergrated Aproach, 5th Ed. Houghton Mifflin. 3- Chistopher G. Worley, David E.Hitchin, Walter L.Ross (1996), Integrated Strategic Change: How OD Builds Competitive Advantage, Addion-Wesley Publishing Company. 4- Irene Chow, Neil Holbert, Lane Kelley, Julie Yu (1997), Business Strategy: An Asia-Pacific Focus, Prentice Hall 5- Gregory G.Dess, G.T Lumpkin, Marilyn L.Taylor (2004), Strategic Management, Irwwin/McGraw-Hill 6- Henry Mintzberg, James Brian Quinn, John Voyer (1995), The Strategy Process, Collegiate Ed.Prentice Hall. 7- Michiel R.Leeder, Harold E. Feason (1997), Purchasing & Supply Management, 11th Ed. Irwwin/McGraw-Hill 8- Peter Wright, Mark J. Kroll, John Parnell (1996), Strategic Management : Concepts and Cases 3rd Ed. Prentice Hall 9- Thomas L. Wheelen, J. David Hunger (2004) Strategic Management and Business Policy 9th. Prentice Hall. 10- William C. Frederick, James E. Post, Keith Davis (1992), Business and Society: Corporate Strategy, Public Policy, Ethics, 7th Ed, McGraw-Hill,Inc

CHNG 8 THIT K CU TRC T CHC & H THNG KIM SOT

VAI TR CA CU TRC T CHC PHN CNG THEO CHIU DC PHN CNG THEO CHIU NGANG KT HP V C CH KT HP KIM SOT CHIN LC L G? CC H THNG KIM SOT CHIN LC VN HO T CHC CC H THNG TH LAO KHEN THNG CHIN LC TM TT CHNG V CU HI THO LUN

- 235 -

KHI QUT
Thc thi chin lc l cch thc m mt cng ty to ra cc sp t c tnh t chc cho php h theo ui chin lc ca mnh mt cch hu hiu nht. Thit k t chc c ngha l chn cch kt hp c cu t chc v h thng kim sot cng ty c th theo ui chin lc ca mnh mt cch hu hiu - to gi tr v li th cnh tranh bn vng. C cu t chc xc nh cc quan h bo co, cc th tc, nhng hng dn, h thng quyn lc v cc qu trnh ra quyt nh.1 C cu t chc v h thng kim sot mang hai vai tr ch yu: Th nht, phi hp cc hot ng ca cc nhn vin sao cho h lm vic mt cch hiu qu thc thi chin lc lm tng li th cnh tranh v Th hai, ng vin nhn vin, cung cp cho h ng c t c s vt tri v hiu qu, cht lng, s ci tin v p ng khch hng. C cu t chc v kim sot nh hng cch thc x s v xc nh cch thc h s hnh ng trong vic thit lp t chc. Nu mt gim c iu hnh mi mun bit ti sao h phi cn nhiu thi gian v nhiu ngi ra quyt nh trong cng ty; ti sao li thiu s hip tc gia b phn bn hng v ch to; hay ti sao li t c cc ci tin sn phm, th cu tr li h cn phi tm nm chnh trong m hnh c cu t chc, h thng kim sot, v cch thc phi hp, ng vin cc hnh vi ca t chc. V th, mt phn tch v cch thc c cu v kim sot c th dn n nhng thay i bn thn chng v cn ci thin c vic phi hp v ng vin. M hnh t chc tt cho php t chc ci thin kh nng to gi tr v ginh li th cnh tranh. Rt kh pht trin mt c cu t chc c th h tr mt cch hu hiu chin lc ca cng ty. Tnh khng chc chn n cha trong cc mi quan h nhn qu, mi trng cnh tranh nng ng v nn kinh t ton cu thay i nhanh chng chnh l nguyn nhn ch yu gy ra cc kh khn cho s tng thch ca c cu t chc vi chin lc.2 Khi cc yu t ca c cu c thit k ph hp vi cc yu t khc, n s thc y vic thc hin chin lc mt cch hu hiu. Do vy c cu t chc l mt b phn quyt nh ca qu trnh thc thi chin lc hu hiu.3 C cu ca cng ty xc nh cng vic phi lm v lm th no i vi mt chin lc hay cc chin lc nht nh. Nh vy c cu t chc nh hng n cch thc lm vic v ra quyt nh ca cc nh qun tr. Bng vic h tr thc thi chin lc, c cu t chc lin quan n cc qu trnh thc hin cc nhim v ca t chc.4

B. Keats & H. ONeill, 2001, "Organizational structure: Looking through a strategy lens," Handbook of Strategic Management, Oxford, UK: Blackwell Publishers, 520542
2 3

J. D. Day, 2003, "The value in organization", The McKinsey Quarterly, Number 2: 45 H. Barkema, J. A. C. Baum, & E. A. Mannix, 2002, Management challenges in a new time, Academy of Management Journal, 45: 916930.

4 C. M. Fiol, 2003, "Organizing for knowledge-based competitiveness: About pipelines and rivers", Managing Knowledge for Sustained Competitive Advantage, San Francisco: Jossey-Bass, 6493

- 236 C cu t chc hu hiu to ra tnh n nh cho cng ty n thc hin thnh cng cc chin lc v duy tr li th cnh tranh hin ti, ng thi cng cung cp tnh linh hot cn thit pht trin cc li th cnh tranh cho chin lc tng lai.5 Ni cch khc, tnh n nh ca c cu cung cp cho cng ty kh nng qun tr cc cng vic hng ngy mt cch kin nh v c th d on trc6, trong khi tnh linh hot ca c cu cung cp cc c hi khai thc cc kh nng cnh tranh v phn b ngun lc cho cc hot ng s nh dng li th cnh tranh ca cng ty n thnh cng trong tng lai.7 Mt cu trc t chc tt phi cho php cng ty khai thc cc li th cnh tranh hin ti trong khi li cho php n pht trin cc li th mi.8 Nhng bin i trong chin lc hin ti ca cng ty hay vic la chn mt chin lc mi cn n nhng thay i c cu t chc. Tuy nhin, cc nghin cu cho thy tnh ca t chc thng cn tr cc n lc thay i t chc, thm ch ngay c khi m hiu sut t chc bao hiu n lc phi thay i c cu.9Trong nghin cu ca mnh, Alfred Chandler thy rng cc t chc thay i c cu ca h ch khi s km hiu qu thc p n phi lm nh vy.10Cc cng ty dng nh thch c cu hin ti v cc mi lin h quen thuc cho n khi hiu sut ca n gim n mc m s thay i l tuyt i cn thit.11 Hn na, cc nh qun tr cp cao s phi kt lun rng c vn trong c cu t chc cng ty (hay trong chin lc ca n), nh th c ngha l cc la chn trc ca h khng phi l tt nht.12 Chnh bi v cc khuynh hng tr tr ny, thay i c cu t chc thng c vin dn n cc c ng khi h khng mun chp nhn hiu sut nh vy na. Mc d tnh ca t chc l c tht, song cng khng t nhiu cng ty thay i trc khi hiu sut gim ng k. Thi hn thch hp thay i c cu khi cc nh qun tr cp cao nhanh chng nhn thc rng c cu hin ti khng to ra s hp tc v nh hng cn thit cng ty thc hin thnh cng cc chin lc ca n.13 C cu ca mt t chc gn con ngi vi cc nhim v v vai tr (phn cng) v ch r cch thc nhng con ngi ny kt hp vi nhau (kt hp). Tuy nhin, c cu t chc khng t n cung cp hay hm cha c ch ng vin con ngi. V th cn c kim sot. Mc ch ca kim sot chin lc l cung cp cho nh qun tr (1) mt cng c ng vin nhn vin lm vic hng ti mc tiu ca t chc, (2) nhn r cc phn hi gip t chc v cc thnh vin ca n thc hin tt.

5 R. D. Ireland, J. G. Covin, & D. F. Kuratko, 2003, "Antecedents, elements and consequences of corporate entrepreneurship as strategy" , Proceedings of the Sixty-third Annual Meeting of the Academy of Management, ISSN 1543-8643 6 G. A. Bigley & K. H. Roberts, 2001, "The incident command system: Highreliability organizing for complex and volatile task environments", Academy of Management Journal, 44: 12811299. 7 J. Child & R. M. McGrath, 2001, "Organizations unfettered: Organizational form in an information-intensive economy", Academy of Management Journal, 44: 11351148. 8 T. W. Malnight, 2001, "Emerging structural patterns within multinational corporations: Toward process-based structures, Academy of Management Journal, 44: 11871210 9

B.W. Keats & M. A. Hitt, 1988, "A causal model of linkages among environmental dimensions, macroorganizational characteristics, and performance", Academy of Management Journal, 31: 570598. A. Chandler, 1962, Strategy and Structure, Cambridge, MA: MIT Press. J. D. Day, E. Lawson, & K. Leslie, 2003, "When reorganization works", The McKinsey Quarterly, Number 2, 2029. M. Robb, P. Todd, & D. Turnbull, 2003, Untangling underperformance, The McKinsey Quarterly, Number 2, 5259. C. H. Noble, 1999,The eclectic roots of strategy implementation research, Journal of Business Research, 45: 119134.

10 11 12 13

- 237 Chng ta c th hnh dung, c cu ging nh mt ci khung, cn kim sot li cung cp cho n cc bp tht, cc gn, dy thn kinh v b cm ng cho php cc nh qun tr iu chnh v chi phi cc hot ng ca n. Trong chng ny, chng ta xem xt cc c cu t chc m ngi qun tr chin lc c th s dng phi hp v ng vin nhn vin. Chng ta xem xt vic s dng cc h thng kim sot kt hp vi c cu t chc kim sot, ng vin v tng thng cho cng ty v cc b phn chc nng. Chng ta cng nghin vic s dng cc c cu t chc v h thng kim sot khc nhau tng ng vi cc chin lc khc nhau. Sau khi c cc chng ny, bn c th hiu cc nguyn tc c bn ng sau vic thit k li c cu t chc v h thng kim sot v bn s c th chn m hnh t chc hp l cho vic thc thi chin lc.

- 238 -

8.1. VAI TR CA CU TRC T CHC Chin lc ch c th thc thi thng qua c cu t chc, v th, sau khi xy dng chin lc cho cng ty cc nh qun tr phi thc hin ngay bc tip theo, l thit k c cu t chc. Cc hot ng to gi tr ca mi thnh vin t chc s t c ngha tr khi c mt c cu t chc gn con ngi vi cc nhim v v kt ni cc hot ng ca nhng con ngi vo b phn khc nhau. Mi mt chc nng trong t chc cn phi pht trin mt nng lc gy khc bit thng qua mt hot ng to gi tr theo hng tng hiu qu, cht lng, ci tin, v p ng khch hng. Nh vy, mi chc nng cn c trong mt c cu phi c thit k r rng, qua c th chuyn mn ho, pht trin cc k nng, v t nng sut cao hn. Tuy nhin, khi cc chc nng tr nn chuyn mn ho hn, mi b phn li thng theo ui cc mc tiu ring ca mnh mt cch m qung, h nh mt kh nng nhn nhn yu cu truyn thng v phi hp vi cc chc nng khc. V d, cc mc tiu ca R&D l tp trung vo ci tin v thit k sn phm, cc mc tiu ca ch to thng l hng ti hiu qu. mc cho cc hot ng t thn nh vy din ra, cc chc ny s t c ting ni chung vi cc chc nng khc v b l cc c hi to gi tr thng qua cc hot ng phi hp. C cu t chc l phng tin cc nh qun tr c th phi hp cc hot ng gia nhng chc nng hay cc b phn khc nhau nhm khai thc y cc k nng v nng lc ca h. V d theo ui mt chin lc dn o chi ph cng ty phi thit k mt c cu thc y s phi hp cht ch gia cc hot ng ca b phn ch to vi R&D, qua m bo rng cc sn phm ci tin c th c sn xut theo cch thc hiu qu v tin cy. c c li ch t s cng hng gia cc b phn, ngi qun tr phi thit k cc c ch cho php mi b phn c th truyn thng v chia s cc cc k nng v hiu bit ca mnh. Mc tiu ca chng ta trong phn ny l xem xt cc khi c bn ca c cu t chc hiu c cch thc nh hng cc hnh vi ca con ngi, cc chc nng v b phn. 8.1.1. Cc khi ca c cu t chc Cc khi c bn ca c cu t chc l s phn cng v kt hp. S phn cng l cch thc trong cng ty phn b con ngi cc ti nguyn cho cc nhim v ca t chc to gi tr. Ni chung, mc phn cng cng cao nu s cc chc nng hay b phn trong mt t chc cng ln, kh nng chuyn mn ho cao v c k nng ring bit th. V d, cng ty GM vi hn 300 b phn khc nhau v vi v s cc b phn bn hng, R&D, thit k khc nhau, s c mt s phn cng cao hn nhiu so vi cng ty ch to a phng hay mt nh hng. Trong khi quyt nh cch thc phn cng t chc to gi tr v nh qun tr chin lc thc hin hai s la chn: Th nht, phn phi quyn ra quyt nh trong t chc kim sot cc hot ng to gi tr tt nht, gi l cch phn cng theo chiu dc. V d, cc nh qun tr cng ty phi quyt nh giao ph bao nhiu quyn lc c cho cc nh qun tr cp b phn hay chc nng. Th hai, quyt nh phn b con ngi v nhim v cho cc chc nng v cc b phn tng kh nng to gi tr ca h; l cc la chn phn cng theo chiu ngang. V d cc b phn bn hng v marketing nn ring bit hay nn kt hp thnh mt. u l cch thc tt nht phn chia lc

- 239 lng bn hng ti a ho kh nng phc v khch hng ca n, - phn theo khch hng hay theo vng? Kt hp l cch thc m cng ty phi hp con ngi v cc chc nng t c cc nhim v ca t chc. Khi c cc chc nng to gi tr khc bit, h phi theo ui cc mc tiu v mc ch ring. T chc phi to ra c cu sao cho c th phi hp hot ng ca cc chc nng v b phn khc nhau hng h theo ui chin lc. T chc s dng cc c ch kt hp cng nh cc h thng kim sot khc nhau thc y s phi hp v hp tc gia cc chc nng v b phn. T chc cng thit lp cc chun mc, cc gi tr v nn vn ho chung h tr s ci tin, thc y s phi hp. Tm li, s phn cng ch cch thc cng ty phn chia cc b phn (chc nng hay b phn) v sau s kt hp l cch thc cc b phn c th phi hp vi nhau. Hai qu trnh ny gn vi nhau mt cch cht ch xc nh cch thc hot ng ca c cu t chc v cch thc qun tr chin lc c th to gi tr thng qua cc chin lc la chn ca mnh. 8.1.2. S phn cng, kt hp v chi ph qun l Vic thc thi mt c cu nhm kt hp v thc y cc hot ng rt tn km. Chi ph hot ng ca mt c cu t chc v h thng kim sot c gi l chi ph qun l. Vi c cu cng phc tp chi ph qun l cng cao. V d cng ty cng phn cng chuyn mn ho cao cc nh qun tr cng ng vai tr c bit v cng cn cc ngun lc mi nh qun tr thc hin vai tr mt cch hiu lc. Lc , cng cn nhiu cc nh qun tr trnh cao, tr lng cao v cng cn nhiu nhn vin, cui cng chi ph qun l cng cao. Tng t, cng ty cng kt hp cht ch, cng cn nhiu thi gian gp nhau phi hp hot ng. Thi gian qun tr cng l tin bc, v nh vy, mc kt hp cng cao cng tn km chi ph iu hnh c cu. Chi ph qun l lin quan vi thc thi chin lc cao c th lm gim li nhun ca cng ty nhanh chng thm ch cn nhanh hn so vi vic xy dng mt chin lc km, v do chng tc ng trc tip n hiu nng c bn ca t chc. y chnh l nguyn nhn v sao vic thit k t chc tt li quan trng nh vy. Nh rng li nhun l lch gia thu nhp v chi ph. Trong phng trnh ny, chi ph qun l l mt b phn ln nm pha chi ph. Do , thit k t chc km (v d, mt t chc c qu nhiu cp trc tuyn hoc mi lin h km) gy ra chi ph cao, lm gim li nhun. Ngc li, thit k t chc tt, tit kim chi ph qun l c th cho cng ty mt li th v chi ph, chnh iu ny s sn sinh li nhun.

- 240 Thit k t chc cng tc ng ln pha thu nhp ca phng trnh li nhun. Nu cc nh qun tr chin lc chn c cu ng n kt hp cc hot ng to gi tr, h s nng cao kh nng to gi tr ca cng ty, i hi mc gi cao hn v do tng thu nhp. Do , thit k t chc tt c th tc ng ln c thu nhp ln chi ph ca phng trnh li nhun. l nguyn nhn v sao vic thc thi chin lc l mt vn sng cn. Trong mi trng cnh tranh ngy nay, ngy cng nhiu cc cng ty ti c cu hay ci t c cu ca h ci thin cn bn hiu nng thng qua mt m hnh t chc tt. V vy, chng ta cn thit phi hiu cc nguyn tc ng sau vic thit k c cu t chc.
Hnh 8-1: Quan h gia thit k t chc v li nhun

Thit k t chc

Tit kim chi ph qun l xut hin do c cu t chc

Nng cao cc k nng to gi tr ca cng ty Dn n li th khc bit v kh nng i hi gi cao

Dn ti li th chi ph thp

TNG LI NHUN

8.2. PHN CNG THEO CHIU DC Mc ch ca phn cng theo chiu dc l xc nh mi quan h bo co gia nhng con ngi, nhim v v cc chc nng tt c cc cp ca mt cng ty. V c bn, iu ny c ngha l cc nh qun tr chn s cp trc tuyn thch hp v tm hn him sot cho vic thc thi chin lc ca cng ty mt cch hiu lc nht. H thng trc tuyn thit lp c cu quyn lc t cp cao nht n cp thp ca t chc. Tm hn kim sot l s lng cc thuc cp m mt nh qun tr c th qun l trc tip. V c bn nu la chn mt c cu thp vi t cp trc tuyn th tm hn kim sot rng, hay ngc li c cu cao vi nhiu cp th tm hn kim sot tng i hp (Hnh 8-2). Cc c cu cao c nhiu cp trc tuyn mt cch tng i so vi qui m; c cu thp c t cp trc tuyn mt cch tng i so vi qui m. V d, mt nghin cu ch ra rng con s bnh qun ca cp trc tuyn vi mt cng ty s dng 3000 nhn vin l 7. Nh vy, mt t chc c chn cp trc tuyn trong trng hp s l

- 241 cao v c 4 cp trc tuyn c ngha l thp. Vi 30000 nhn vin v nm cp trc tuyn nh trong trng hp ca Microsoft c coi l c c cu tng i thp. Cc cng ty chn s cp m h cn thit trn c s chin lc ca n v cc nhim v chc nng cn thit thc hin chin lc ny. V d, cc cng ty cng ngh cao thng theo ui chin lc gy khc bit da trn dch v v cht lng. Do vy, cc cng ty ny thng c c cu thp cho cc nhn vin t do trong vic p ng cc nhu cu khch hng khng cn phi c s gim st. iu then cht ca vn l s phn b quyn lc v trch nhim trong t chc phi ph hp vi nhu cu ca cc chin lc cp cng ty, cp n v kinh doanh v cp chc nng.
Hnh 8-2: Cc kiu c cu t chc

1 2 3 4 5 6 7 C cu cao 3 C cu thp 2 1

8.2.1. Cc vn vi c cu t chc cao Khi mt cng ty tng trng v a dng ho, s cc cp trong h thng quyn lc trc tuyn tng ln cho php n kim sot v phi hp mt cch c hiu lc cc hot ng ca nhn vin. Cc nghin cu ch ra rng s cp trc tuyn tng ng vi qui m cng ty c din t trong Hnh 8-3 Cc cng ty vi xp x 1000 nhn vin thng s dng bn cp trc tuyn: Gim c iu hnh, ph gim c b phn, ngi gim st cp 1 v nhn vin trong nh my. Vi cng ty 3000 ngi s tng s cp ln n 8. Tuy nhin, c mt vi iu ng quan tm xy ra vi con s ny khi s nhn vin khong hn 3000. Thm ch khi cng ty tng trng ti mc 10000 nhn vin hay hn na s cp trc tuyn him khi tng vt qua 9 hay 10 cp. Khi t chc tng trng, cc nh qun tr dng nh c gng hn ch s cp trc tuyn. Cc nh qun tr c gi cho t chc c s cp thp nht c th c v tun th nguyn tc ti thiu ho chui mnh lnh. Nguyn tc ny pht biu rng mt t chc nn chn ti thiu ho s

- 242 cp quyn hnh cn thit thc thi chin lc ca n. Cc nh qun tr c gi h thng trc tuyn thp nht c th c bi v khi cng ty tr nn qu cao, cc vn pht sinh s lm cho chin lc kh thc thi v sinh ra chi ph qun l. Mt vi nhn t pht sinh chi ph c din t trong hnh 8-4 v s c tho lun trong phn sau. Hnh 8-3: Quan h gia s cp trc tuyn v s nhn vin

S cp trc tuyn

10 9 8 7 6 5 4

100

3000 2000 S nhn vin

10000

Cc vn phi hp. Qu nhiu cp trc tuyn gy cn tr vic truyn thng v phi hp gia cc nhn vin v cc chc nng lm pht sinh chi ph qun l. Truyn thng gia cc cp cao n cp thp thc hin theo mt chui mnh lnh di hn. iu ny dn n s km linh hot v mt thi gian ng k a ra mt sn phm mi ti th trng hay duy tr s pht trin cng ngh. V d, trong trng hp ca Federal Express, s truyn thng v phi hp l vn sng cn. Do , trnh vn ny xy ra vi h, cng ty cho php ti a ch 5 lp qun tr t cp gim c iu hnh ti nhn vin. Ngc li, trong trng hp ca Procter&Gamble c mt c cu trc tuyn cao, cng ty phi cn n khong thi gian gp i so vi i th cnh tranh a ra mt sn phm mi. ci thin s phi hp v gim chi ph, cng ty thay i c cu ca n v gim s cp trc tuyn. Cc cng ty khc cng h thp c cu tng tc truyn thng v lm quyt nh

- 243 Hnh 8-4 Nhn t pht sinh chi ph

Qu nhiu qun tr trung gian

C vn v ng vin

C vn v phi hp

Mo m v thng i

Chi ph qun l

Lm mo m thng tin. Tinh vi hn, nhng rt quan trng, l, vn thng tin b bp mo pht sinh khi c cu trc tuyn v quyn lc ko di. i dc xung pha di ca c cu, cc nh qun tr cc cp khc nhau (v d cc nh qun tr cp b phn v cp cng ty) c th hiu sai thng tin, hoc l ct xn mt cch tnh c cc thng ip hoc l ch phc v cc li ch ca mnh. Trong c hai trng hp, thng tin t cp cao khng th khng b nh hng khi n c a ch ca n. V d, mt yu cu chia s kin thc ch huy ca tng b phn nhm t c li ch cng hng c th khng c nhn thy hay b b qua ch v cc nh qun tr b phn coi n nh l s e do n quyn lc hay s t ch ch h. Thng tin c dch chuyn ln pha trn h thng trc tuyn cng c th b bp mo. Cc thuc cp c th ch chuyn n nhng ngi gim st cc thng tin m cm thy c li cho s ci thin v tr ca h trong t chc. S cp trong h thng trc tuyn cng nhiu, cng c nhiu c hi cho cc thuc cp bp mo thc t, do chi ph qun l cho vic qun l h thng trc tuyn cng cao. Tng t, chi ph qun l s tng ln nu cc nh qun tr cnh tranh vi nhau. Khi h c t nguyn gn gi ngi gim st, h s c thu thp cc thng tin c li cho cc li ch ca mnh gy tn km cho t chc. iu ny cng lm suy gim qu trnh kt hp. Cc vn ng vin. Khi s cp trc tuyn cng ln, quyn lc ca mi nh qun tr trong tng cp b gim xung. V d, xem xt tnh hung ca hai t chc vi qui m xc nh mt t chc ch c ba cp trc tuyn, mt t chc khc c ti by cp trc tuyn. Cc nh qun tr trong cng ty c c cu thp s c nhiu quyn lc hn, v khi quyn lc cng tng, s ng vin ca h cng c hiu lc, h cng chu trch nhim nhiu hn v hiu sut ca cng ty. Mt khc, khi c t nh qun tr hn, hiu sut ca h d nhn thy hn v h c th k vng s tng thng ln hn nu kinh doanh thnh t. Ngc li, trong mt cng ty c c cu t chc cao, kh nng thc hin quyn lc ca cc nh qun tr b hn ch, v cc quyt nh ca h lun b nhng ngi gim st xem xt mt cch k lng. Kt qu l, cc nh qun tr c nh r b trch nhim v t chi chp nhn ri ro m iu ny li rt cn thit cho vic theo ui cc chin lc mi. Cui cng, hu qu l lm tng chi ph qun l bi phi tn nhiu thi gian cho s phi hp cc hot ng. Nh vy, khun kh c cu ca mt cng ty c nh hng mnh m n vic ng vin con ngi trong t chc v l cch thc thc thi chin lc.

- 244 Qu nhiu qun tr cp trung gian. Mt tr ngi khc ca cc c cu cao l c qu nhiu cp trc tuyn, cng c ngha l c qu nhiu cc nh qun tr trung gian, v vic s dng cc nh qun tr tr nn tn km. Cc chi ph nh lng bng, vn phng, cc th k s l khon chi tiu khng l trong mt t chc. Trong nhng nm 1990 cc cng ty nh IBM, GM, Compaq v Procter&Gamble lm gim thp c cu qun l ca h v ct gim hng ngn nh qun tr. Ch nh vy thi cc cng ty ny c hng t li nhun, h t phi ng vin kim sot mt s ln cp trong h thng trc tuyn v mt s ln nh qun tr. Cc cng ty ngy cng nhn thc r rng v chi ph ca nh qun tr, h s lin tc tinh gin h thng qun l trc tuyn, gim s cp v do gim s cn b qun l h thp chi ph qun l, khi phc kh nng sinh li. Mt bng chng l khi cc cng ty tng trng v thnh cng, h thng thu nhn s v to ra cc v tr mi m khng ti tc ng ca cc hnh ng ny n h thng trc tuyn. Sau ny, khi cc nh qun tr xem xt li c cu , mt iu kh ph bin l phi gim s cp qun l do cc bt li nh nu ra. Cnh tranh ngy cng tng, cc cng ty cng phi thu gn c cu t chc, gim chi ph v phi c kh nng p ng nhanh hn vi cc c hi v e do. Tm li, nhiu vn pht sinh khi c cu cc cng ty tr nn qu cao v chui mnh lnh qu di. Trong nhng trng hp nh vy, cc nh qun tr chin lc c khuynh hng mt s kim sot trong h thng trc tuyn, iu ny ngha l h mt i kh nng kim sot chin lc ca mnh. iu bt hnh thng n vi mt c cu t chc cao l lm suy gim ch khng phi l thc y, ng vin v phi hp gia cc nhn vin v cc chc nng, kt qu l bng n chi ph qun l. Mt cch vt qua nhng vn nh vy, hay ch t cng phn no gim chi ph qun l l phi tp trung ho quyn lc, giao quyn xung cc mc thp hn trong h trc tuyn cng nh cp cao.

Tp trung hay phi tp trung?

Quyn lc tp trung khi cc nh qun tr cp cao trong h thng trc tuyn gi li quyn lc lm cc quyt nh quan trng nht. Quyn lc phi tp trung nu n c giao cho cc b phn, cc chc nng, cc nh qun tr v cc cng nhn cc cp thp ca t chc. Bng vic giao quyn cc nh qun tr c th tit kim chi ph qun l v trnh c cc vn truyn thng v phi hp bi v khng phi gi mt cch thng xuyn thng tin ti cp cao ca t chc lm quyt nh. Phi tp trung c ba li ch cn bn. Th nht, cho php cc nh qun tr chin lc ginh nhiu thi gian hn cho cc quyt nh chin lc. Cc nh qun tr chin lc giao trch nhim ra cc quyt nh iu hnh xung cc qun tr trung gian, v cc nh qun tr gn nht, h gim c s qu ti thng tin, v tp trung hn vo cc quyt nh chin lc, do cc quyt nh ca h hiu qu hn. Th hai, lm cho t chc thch ng vi cc iu kin a phng, s ng vin v trch nng cao nhim ca h. Nh vy, t chc s mm do hn, gim chi ph qun l bi v cc nh qun tr cp thp hn c giao quyn ra quyt nh mt cch tc thi. Th ba, khi cc qun tr cp thp hn c giao quyn ra cc quyt nh quan trng s c t nh qun tr gim st h v ni vi h phi lm g. t nh qun tr hn c ngha l chi ph qun l t hn.

- 245 Nu phi tp trung ho c hiu qu nh vy, ti sao khng phi tt c cc cng ty u phi tp trung ho vic ra quyt nh ca mnh v trnh c cc vn ca c cu qun l cao? Cu tr li l tp trung ho cng c li ch ca n. Tp trung ho vic ra quyt nh cho php phi hp tt hn cc hot ng t chc cn thit theo ui chin lc cng ty. Nu cc nh qun tr tt c cc cp u c th ra quyt nh ca mnh, qu trnh hoch nh tng th tr nn kh khn hn, v cng ty c th mt s kim sot qu trnh ra quyt nh chung. Tp trung ho cng c ngha l cc quyt nh ph hp vi cc mc tiu ca ton t chc. Khi cc hot ng chi nhnh ca cng ty gim dn v d Merrill Lynch tp trung ho bng vic thit lp h thng thng tin cc nh qun tr cng ty kim sot tt hn cc hot ng chi nhnh. Tng t, Hewlett Packard tp trung ho trch nhim nghin cu v pht trin cp cng ty cung cp mt chin lc cng ty trc tip hn. Hn na, trong thi k khng hong, tp trung ho quyn lc cho php lnh o mnh m hn nh cc quyn lc c tp trung vo mt ngi hay mt nhm. S tp trung ny cho php ra quyt nh nhanh chng v s hng ng c phi hp trong ton t chc. 8.3. PHN CNG THEO CHIU NGANG Nu phn cng theo chiu dc lin quan n phn chia quyn lc, th phn cng theo chiu ngang tp trung vo phn chia v nhm gp cc nhim v p ng mc tiu kinh doanh. Bi v, ti mt mc ln nht nh, cc nhim v ca mt t chc l mt hm s ca chin lc, quan im ch o l cc cng ty nn chn mt dng phn cng theo chiu ngang hay c cu ph hp vi chin lc ca h. C l ngi u tin lm iu ny l Alfred D. Chandler. Sau khi nghin cu cc vn ca t chc cc cng ty ln ca M nh Du Pont v GM khi cc cng ty ny tng trng v a dng ho nhng thp k u ca th k 20, Chandler i n hai kt lun: (1)v nguyn tc cu trc ca t chc tu theo chin lc ca cng ty hay ni mt cch khc l phm vi v cc nhim v m n chn theo ui v (2) c cu ca cng ty thay i khi chin lc ca h thay i theo thi gian. Cc loi c cu m cng ty s dng gm: 8.3.1. C cu n gin C cu n gin l c cu trong ngi ch-ngi qun tr lm tt c cc quyt nh v theo di mi hot ng trong khi cc cn b lm vic nh l s m rng quyn gim st. Thng thng trong tnh hung ny, mt ngi l ngi ch thc hin hu ht cc nhim v qun tr. Trong c cu n gin bao gm mt s cc quan h khng chnh thc, mt vi qui tc, chuyn mn ho hn ch, h thng thng tin n gin. Bi n khng cn nhng sp t chnh thc v s tn ti t chc, v phn cng theo chiu ngang rt thp bi v cc nhn vin thc hin nhiu nhim v. C cu ny thng c s dng cc cng ty nh, cc doanh nghip chuyn mn ho, nh bun, nh hng, dch v sa cha, thu khon sn xut mt loi sn phm hay cc sn phm t lin quan cho mt phn on th trng c th. C cu n gin cng s dng thch hp vi cc chin lc tp trung, chin lc cp kinh doanh khi doanh nghip cnh tranh bng vic cung cp mt tuyn sn phm n l, vo mt th trng theo a l . Mt v d kinh in v c cu ny l Apple Computer trong giai on u tin, l s lin doanh gia hai ngi. Steven Jobs v Steven Wozniak lm vic vi nhau trong mt ga ra thc hin tt c nhim v cn thit cho vic thng mi ho cc my tnh cc nhn ca h. H mua cc chi tit

- 246 b phn, lp rp chic my tnh u tin v a n n vi cc khch hng. Tuy nhin, ngay khi sn phm ca n thnh cng v c th trng chp nhn c cu n gin ny tr nn li thi. tng trng v thc hin tt c cc nhim v cn thit cho vic bnh trng cng ty nhanh chng, Apple cn mt dng phn cng theo chiu ngang phc tp hn. N cn thit u t cc ngun lc lm tng h tng ca s pht trin v nng cao kh nng gy khc bit ca mnh. Mc d vic pht trin mt c cu phc tp hn lm pht sinh chi ph qun l, iu ny c th chp nhn c min l c cu ny to ra gi tr cho cng ty s dng n. 8.3.2. C cu chc nng Khi cng ty tng trng, c hai iu ny sinh. Th nht, phm vi ca cc nhim v phi thc hin m rng ra. V d, r rng rng n cn phi c cc hot ng ca mt k ton, hay mt nh qun tr sn xut, hay mt chuyn gia marketing thc hin vic kim sot i vi cc nhim v chuyn mn. Th hai, nu khng phi l mt t chc, th khng mt ai c th thc hin thnh cng mt nhim v m khng tr nn qu ti. Trong trng hp , ngi sng lp khng th ng thi sn xut v bn sn phm c na. Cu hi t ra l gp nhm nhng cng vic g, hay thc hin cch thc phn cng theo chiu ngang no, c th p ng nhu cu tng trng ca cng ty theo cch no hiu qu nht vi chi ph thp nht? Cu tr li cho hu ht cc cng ty l mt c cu chc nng. Cc c cu chc nng. L s gp nhm nhng con ngi trn c s kinh nghim v chuyn mn chung ca h, bi v h s dng cc ngun ti nguyn ging nhau. V d cc k s c gp nhm li vi nhau trong mt chc nng bi v h thc hin cc nhim v ging nhau v s dng cc k nng hay ti nguyn ging nhau, v d nh sn xut, k ton, marketing, R&D, k thut, v ngun nhn lc.14 Hnh 8-5 din t mt c cu chc nng in hnh Hnh 8-5: mt c cu chc nng in hnh

Tng gim c Nghin cu & Pht trin Bn hng & Ch t oc nng Qun C c uch vt liu Marketing tr Thit ch to k

Mi mt th hin mt s chuyn mn ho chc nng- nghin cu pht trin, bn hng v marketing, ch tov mi mt chc nng tp trung vo cc nhim v c chuyn mn ho ca mnh.

14

J. R. Galbraith, 1995, Designing Organizations, San Francisco: Jossey-Bass, 25.

- 247 -

a. Li ch ca c cu chc nng
Trc ht, nu con ngi thc hin cc nhim v tng t nhau c gp nhm li vi nhau, h c th hc tp ln nhau v s tr nn gii hn, chuyn mn ho v nng sut cao hn.15 Th hai, h c th gim st ln nhau m bo cho tt c u thc hin cc nhim v mt cch hiu qu v khng ln trn trch nhim ca mnh. Kt qu l, qu trnh lm vic tr nn hiu qu hn, gim chi ph ch to v tng tnh linh hot cho vic iu hnh. Th ba, l gip cho cc nh qun tr c kh nng kim sot tt hn cc hot ng ca t chc. Nh nu trn, c th s c nhiu kh khn khi tng s cp ca h thng trc tuyn. Tuy nhin, nu ngi ta c gp nhm vo cc chc nng khc nhau, mi chc nng c ngi qun l ca mnh th to ra mt s h thng trc tuyn, v cng ty c th trnh c c cu qu cao. V d, s c mt h thng trc tuyn trong ch to v mt h thng trong chc nng k ton v ti chnh. Vic qun tr kinh doanh tr nn d dng hn vi cc nhm khc nhau chuyn mn ho cc nhim v khc nhau v c qun l tch bit nhau.

b. Bt li ca c cu chc nng
Khi p dng c cu chc nng, cng ty s tng mc phn cng theo chiu ngang qun l cc nhim v phc tp hn. C cu ny cho php n duy tr s kim sot khi n ang tng trng. V vy, n c th phc v tt cho cng ty trong giai on bt u tng trng v a dng ho. Nu cng ty c nhiu s khc nhau v a l v bt u hot ng trong nhiu v tr hoc n bt u sn xut mt ph rng ri cc sn phm, cc vn kim sot v phi hp s pht sinh lm gim kh nng phi hp cc hot ng ca n v tng chi ph.16 Cc vn truyn thng. Khi cc h thng trc tuyn ca mi chc nng tin trin, cc chc nng tng trng tch bit hn vi cc chc nng khc. iu ny s ngy cng kh khn trong vic truyn thng gia cc chc nng v phi hp cc hot ng ca chng. Cc vn truyn thng ny ny sinh t cc nh hng chc nng. Cng phn cng chuyn mn ho, cc chc nng khc nhau cng pht trin theo cc nh hng khc nhau v ny sinh cc kh khn v rc ri cho t chc. Mi chc nng c cc nh hng thi hn v mc tiu ring. Mt s chc nng, v d chc nng ch to, nhn vn trong khun kh ngn hn v tp trung vo t c cc mc tiu ngn hn nh gim chi ph ch to. Trong khi cc chc nng khc, v d nh R&D li nhn s vt theo quan im di hn v mc tiu ca h ( l, ci tin v pht trin sn phm) c th c mt nh hng n mt vi nm. Cc nhn t ny c th lm cho mi chc nng pht trin mt quan im khc nhau v cc vn chin lc t ra trc cng ty. V d, chc nng ch to c th thy cc vn chin lc nh l gim chi ph, chc nng bn hng thy cn tng mc p ng khch hng, cn R&D th c th thy nhu cu to sn phm mi. Trong nhng trng hp nh vy, cc chc nng c vn v truyn thng v phi hp vi cc chc nng khc v chi ph qun l tng ln.

B. Keats & H. ONeill, 2001, "Organizational structure: Looking through a strategy lens", in M. A. Hitt, R. E. Freeman, & J. S. Harrison (eds.), Handbook of Strategic Management, Oxford, UK: Blackwell Publishers, 520542.
16

15

P. R. Lawrence & J. W. Lorsch, 1967, Organization and Environment, Homewood

- 248 Cc vn o lng Khi tng chng loi sn phm, cng ty s cm thy kh khn trong vic nh gi s ng gp ca mi sn phm hay nhm sn phm ti kh nng sinh li chung ca mnh. Hu qu l cng ty c th sn xut ra cc sn phm khng sinh li m khng nhn ra n v c th ra quyt nh phn b ti nguyn khng tt. Ngha l h thng o lng ca cng ty khng sc p ng yu cu ca mnh. Cc vn v tr Cc nhn t v tr cng gy cn tr vic truyn thng v phi hp. Nu mt cng ty ang sn xut v bn sn phm trn nhiu vng khc nhau, th h thng kim sot tp trung trong c cu chc nng khng cn thch hp na, bi v cc nh qun tr trong nhng vng khc nhau phi linh hot p ng cho mi vng. Nh vy, c cu chc nng khng tinh vi x l vic a dng ho theo vng. Cc vn chin lc i khi do cc nh qun tr b vng bn vo gii quyt cc vn truyn thng v phi hp m lng qun cc cn nhc chin lc c th gy hiu ng tng hp ca tt c cc nhn t. Hu qu l cng ty c th b mt nh hng v khng ginh c cc li th t cc c hi mi trong khi chi ph qun l li tng ln. y chnh l mt du hiu cho thy cng ty vn cha t ti mc phn cng thch hp hng ti mc tiu ca n. Lc , cng ty cn thay i t hp ca s phn cng dc v ngang thc hin mt cch hu hiu cc nhim v c tnh t chc nhm nng cao li th cnh tranh cho cng ty. iu c bn hm trong du hiu mt nh hng l bn thn cng ty pht trin nhanh hn c cu ca n. Cng ty cn phi u t ti nguyn ca mnh nhiu hn pht trin mt c cu tinh vi hn, c th p ng c cc nhu cu ca chin lc cnh tranh. Tt nhin, nh th s rt tn km song iu quan trng l cng ty c th to ra gi tr tng thm ln hn chi ph qun l ca vic iu hnh c cu, ch c th vic p dng c cu mi c ngha. 8.3.3. C cu nhiu b phn C cu nhiu b phn bao gm cc b phn hot ng, mi b phn i din mt n v kinh doanh ring bit, hay mt trung tm li nhun trong ngi qun tr cp cao giao ph trch nhim iu hnh cc hot ng hng ngy v chin lc cp n v kinh doanh cho ngi ng u b phn. Mi b phn m trch mt hot ng kinh doanh c lp, khc bit vi h thng trc tuyn chc nng ring ca mnh.17 C cu nhiu b phn c hai ci tin c bn so vi c cu chc nng, cc ci tin ny gip cho cng ty vn c th tng trng v a dng ho m khc phc c cc vn ny sinh t s mt kim sot. Cc ci tin l: Th nht, mi ph sn phm hay n v kinh doanh c t trong mt n v c lp c tt c cc chc nng h tr. V d, PepsiCo c hai b phn nc gii kht v thc phm n nhanh - mi b

17

J. Greco, 1999, Alfred P. Sloan, Jr. (18751966): "The original organizational man", Journal of Business Strategy, 20(5): 3031.

- 249 phn c cc chc nng ca mnh nh marketing, R&D. Kt qu l c mt mc phn cng theo chiu ngang cao hn. Th hai, lp ra vn phng cng ty gim st cc hot ng b phn v thc hin kim sot ti chnh i vi mi b phn. Cc cn b cp cng ty c nhim v gim st cc hot ng ca cc nh qun tr chc nng v b phn, v hnh thnh thm mt cp trong h thng trc tuyn ca cng ty. Do , trong c cu nhiu b phn mc phn cng dc cao hn so vi c cu chc nng. Hnh 8-6 trnh by mt c cu nhiu b phn in hnh trong mt cng ty ho cht ln nh Du Pont. Mc d cng ty ny c th d dng c by mi b phn hot ng, ch c ba b phn - Du m, dc phm v plastic - c th hin y. Nh mt n v kinh doanh c lp, mi b phn c mt mng y cc dch v h tr. V d, mi b phn c phng nhn s, bn hng, k ton ring. Mi b phn hot ng nh mt trung tm li nhun, iu ny lm cho cc cn b qun l cp cng ty d dng kim sot v nh gi cc hot ng ca mi b phn. So vi c cu chc nng, c cu nhiu b phn c chi ph qun l vic iu hnh mt rt cao. S lng cn b ln gy ra gnh nng chi ph chnh, v cc cng ty nh GM v IBM c hng ngn nh qun tr trong bin ch cn b qun l cng ty thm ch n vn gi khi khi lng kinh doanh ca h gim xung. Tng t, vic s dng cc b phn theo sn phm vi cc hot ng h tr chuyn mn nh R&D, nghin cu marketing, cng l pht sinh chi ph rt ln. Tuy nhin, mt ln na khng nh nu chi ph qun l tng ln c b p bi vic to gi tr cao hn, vic dch chuyn n c cu phc tp hn vn c ngha. Mi b phn cng c th p dng mt c cu thch hp nht i vi n. Nh hnh 11-6 cho thy b phn du m s dng c cu chc nng bi cc hot ng ca n l tiu chun ho; b phn dc phm c c cu nhm sn phm; v b phn plastic c c cu ma trn. Tng t, cng ty GM iu hnh ton b cng ty bng mt c cu nhiu b phn, nhng mi b phn li t chc theo cc nhm sn phm khc nhau da trn kiu t m n sn xut. Trong c cu nhiu b phn, cc hot ng hng ngy ca mt b phn no s do cc nh qun tr b phn chu trch nhim; ngha l cc nh qun tr b phn chu trch nhim iu hnh. Cn b cp cng ty bao gm cc thnh vin ban gim c cng nh cc qun tr iu hnh cp cao chu trch nhim gim st cc k hoch di hn v cung cp hng dn v cc d n gia cc b phn. Cc cn b ny c trch nhim chin lc. Vi nhim v kt hp b phn c lp, qun tr cng ty c phn cng mc cao chuyn mn ho cao hn c v chiu dc ln chiu ngang. Hai ci tin ny to ra kh nng kim sot c bit kt hp tng trng v a dng ho. Chng ta cn nghin cu su hn v cc li th v bt li ca c cu ny.

a. Cc li th ca c cu nhiu b phn
C cu nhiu b phn c nhiu li th bi n t ra hu hiu c cp cng ty ln cp cc b phn. C cu ny c th a kh nng sinh li ca cng ty n nh cao mi, bi v, chng cho php t chc iu hnh mt phc hp nhiu loi chin lc cp cng ty khc nhau. C cu nhiu b phn c cc li th c th nh sau: Nng cao kh nng kim sot ti chnh cp cng ty

- 250 Trong c cu nhiu b phn,kh nng sinh li ca cc b phn kinh doanh c th nhn thy mt cch d dng. Bi v, mi b phn l mt trung tm li nhun, kim sot ti chnh c th p dng cho mi b phn trn c s tiu chun li nhun. Ni chung, cc hot ng kim sot ny bao gm vic thit lp cc mc tiu, gim s thc hin mt cch thng xuyn, v can thip c chn lc mi khi c cc vn pht sinh. Qun l cp cng ty cng c v th tt hn phn b cc ngun lc ti chnh ca cng ty cho cc b phn ang cnh tranh. Kh nng nhn bit hiu sut ca cc b phn c ngha l qun l cp cng ty c th xc nh cc b phn no nn u t vn vi mong mun c c thu nhp ln nht.18 Theo ngha ny, vn phng cng ty v th nh nh u t hay ngn hng trong mt th trng vn ni b, hng lung vn n cc hot ng sinh li cao. Hnh 8-6: C cu nhiu b phn in hnh

Tng gim c Cc cn b qun l cng

D u m

Dc phm

Plastic

D u m c cu chc nng

Dc phm c cu nhm sn phm

Plastics c cu ma trn

Tng kh nng kim sot chin lc C cu nhiu b phn gii phng cc cn b cp cng ty khi trch nhim iu hnh. Nh vy, cc cn b c th dnh thi gian d tnh cc vn chin lc rng ri hn v pht trin nhm p ng vi cc thay i mi trng. C cu nhiu b phn cng cho php tng hnh dinh ca cng ty c

18 B. Keats & H. ONeill, 2001, "Organizational structure: Looking through a strategy lens", in M. A. Hitt, R. E. Freeman, & J. S. Harrison (eds.), Handbook of Strategic Management, Oxford, UK: Blackwell Publishers, 520542.

- 251 c cc thng tin thch hp cho chc nng hoch nh chin lc. V d, cc n v kinh doanh c lp l mt iu kin ban u cn thit cho hoch nh danh mc. Tng trng C cu nhiu b phn cho php cng ty vt qua gii hn v t chc i vi s tng trng ca n. Bng vic gim s qu ti thng tin trung tm, cc nh qun tr cp cng ty c th iu khin nhiu cc n v kinh doanh hn. H c th xem xt cc c hi cho s pht trin v a dng ho hn na . Cc vn v truyn thng gim xung v c th s dng cng mt b tiu chun kim sot ti chnh v k ton i vi tt c cc b phn. Cc nh qun tr cp cng ty cng c kh nng p dng mt chnh sch qun tr gip can thip khi c vn pht sinh.19 Theo ui hiu qu ni b mt cch mnh m Trong mt c cu chc nng, s ph thuc ln nhau ca cc phng chc nng ngha l vic thc hin ring l trong mi chc nng bn trong cng ty m khng khng th o lng bng mt tiu chun khch quan. V d kh nng sinh li ca chc nng ti chnh, chc nng marketing, hay chc nng ch to khng th nh gi c lp, bi n ch l mt b phn trong tng th. Thng thng, iu ny c ngha l trong c cu chc nng thiu i kh nng nh gi v tnh t chc do kh c th pht hin vic s dng cc ngun lc chc nng no khng hiu qu. V d, lnh o chc nng ti chnh c th s dng nhiu cn b hn mc cn thit gim sc p cng vic bn trong b phn ca mnh v dn n kh nng c nh gi v th cao hn. Tuy nhin, trong mt c cu nhiu b phn, hiu qu c bit ca mi b phn t ch c th quan st v o lng trc tip trn c s li nhun n sinh ra. Nh vy, s t ch lm cho cc nh qun tr b phn chu trch nhim v s thc hin ca mnh. Nh vy, vn phng cng ty trong v th tt hn tm ra s km hiu qu.

b. Nhng bt li ca c cu nhiu b phn

C kh nng do c cu nhiu b phn c mt s li th mnh m, ngy nay n dng nh tr thnh la chn a thch ca hu ht cc cng ty ln a dng ho. Qu vy, nhiu nghin cu cho thy cc cng ty ln s dng c cu ny tt hn c cu chc nng. Tuy vy, c cu nhiu b phn cng c nhng bt li ca n. Vic qun tr tt c th trnh c mt s bt li ny, nhng cng c mt s bt li khc tr nn c hu khi c cu hot ng v cn phi lin tc ch tm trong qu trnh qun tr. Cc bt li gm: Vic thit lp mi lin h quyn lc gia cng ty v b phn Quan h quyn lc gia tng hnh dinh cng ty v cc b phn phi thit lp ng n. C cu nhiu b phn to ra mt cp mi trong h thng trc tuyn- cp cng ty. Vn lin quan n vic ra quyt nh l bao nhiu quyn lc v s kim sot dnh cho vic iu hnh cc b phn v bao nhiu quyn lc c gi li cp cng ty.

19 R. E. Hoskisson, C.W. L. Hill, & H. Kim, 1993, "The multidivisional structure: Organizational fossil or source of value?" Journal of Management, 19:269298

- 252 Vn ny c lu tin bi ngi sng lp ra General Motor, Alfred Sloan. ng lp ra c cu nhiu b phn GM, v tr thnh cng ty u tin s dng c cu ny. Lc , nm b phn sn xut t quen thuc ca GM c lp ra, l: Chevrolet,Pontiac, Oldsmobile, Buick, v Cadillac. Tuy nhin, iu m Sloan nhn ra l khi tng hnh dinh gi li qu nhiu nng lc v quyn hnh, vic iu hnh cc b phn b thiu quyn t ch cn thit pht trin chin lc kinh doanh m c th p ng tt nht cho nhu cu ca b phn. Mt khc, khi giao qu nhiu quyn lc cho cc b phn h li theo ui cc mc tiu b phn, t lu n n nhu cu ca ton cng ty. V th khng th nhn c tt c cc li ch tim tng ca s cng hng nh ni n trn. Nh vy, vn trung tm trong vic qun tr c cu nhiu b phn l quyn hnh nn c tp trung nh th no cp cng ty v nn phi tp trung ho giao quyn cho cc n v n mc no. Vn ny phi c quyt nh mi cng ty vi s tham chiu n bn cht ca cc chin lc cp cng ty v cp n v kinh doanh ca n. Khng d dng c cu tr li cho vn ny, v theo thi gian, khi mi trng thay i hay cng ty thay i chin lc ca mnh, s cn i gia kim sot cp cng ty v cp n v b phn cng phi thay i. Bp mo thng tin. Nu tng hnh dinh cng ty qu nhn mnh vo thu nhp trn vn u t mi b phn- v d, t mc tiu thu nhp trn vn u t qu cao v nghim ngt- cc nh qun tr b phn c th chn cch bp mo thng tin m h cung cp cho cc nh qun tr cp cao v t v cho tnh th hin ti v kh nng sinh li nhun tng lai. Cc b phn c th ti a ho li nhun ngn hn, c l bng vic ct gim chi ph pht trin sn phm hay u t vo R&D v marketing. iu ny khin cng ty phi tr gi t trong tng lai. Vn ny r rng l ny sinh t vic kim sot ti chnh qu cht. Cnh tranh v ti nguyn Vn th ba ca c cu nhiu b phn l chnh cc b phn cng cnh tranh vi nhau v ti nguyn, v s ganh ua ny cn tr s xut hin cc li ch cng hng hay tnh kinh t v phm vi. V d, vi lng tin c nh s phn b cho cc b phn. Ni chung, b phn no chng t c t l thu nhp trn vn u t cao nht s nhn c phn ln nht trong s tin . Vi phn u t ln hn, h c th mnh hn thi k sau, do , cc b phn mnh tr nn mnh hn. Hu qu l, cc b phn cnh tranh mt cch tch cc v ti nguyn v iu khin h lm gim i s phi hp gia cc b phn. nh gi chuyn dch Cnh tranh b phn c th cng dn ti cc cuc u tranh v nh gi chuyn dch. t gi chuyn dch gia cc b phn l mt trong cc vn quan trng ca hi nhp dc v hi nhp dc c lin quan. Cuc ganh ua gia cc b phn phc tp ho vn t gi hp l. Mi b phn cung cp c gng t gi cao nht cho cc u ra mnh cc i ho thu nhp cho vn u t cho b phn. Cnh tranh nh vy c th lm xi mn hon ton nn vn ho cng ty v lm cho cng ty tr thnh mt ch tranh lun. Nhiu cng ty gp rc ri v cnh tranh gia cc b phn. Tt nhin, c th khuyn khch cnh tranh, nu nh qun tr tin rng n dn ti hiu sut cc i. Tp trung nghin cu v pht trin ngn hn

- 253 Nu mc tiu thu nhp trn vn u t do cng ty t ra qu cao, s c mt nguy him, l cc b phn s ct gim u t cho nghin cu pht trin ci thin hiu sut ti chnh ca b phn. Mc d, iu ny thi phng hiu sut ca n v trong ngn hn, song n tim tng nguy c gim kh nng pht trin sn phm mi ca b phn v dn ti gim li nhun di hn. V th, cc cn b cng ty phi kim sot cn thn cc tng tc ca h vi cc b phn bo m rng c th t c cc mc tiu ngn hn ln di hn. Chi ph qun l V mi b phn c cc hot ng chuyn mn ho ca mnh, nh ti chnh, R&D, nn qun l c cu nhiu b phn rt tn km. R&D l hot ng c bit tn km, v th mt s cng ty tp trung chc nng ny cp cng ty phc v cho tt c cc b phn. Vic trng lp cc dch v chuyn mn ho khng thnh vn nu li ch ca vic c cc hot ng chuyn mn ho ring bit c th b p c chi ph. Hn na, cc nh qun tr chin lc phi quyt nh xem vic trng lp c th bin minh c v mt ti chnh hay khng. Trong thi k suy thoi, cc hot ng thng c tp trung, c bit l cc dch v t vn v chc nng hoch nh; tuy nhin, mi b phn vn c duy tr nh l mt trung tm li nhun. Cc li th ca c cu nhiu b phn phi cn bng vi cc bt li ca n, cc bt li c th c qun tr bng cch lin tc theo di, v cc nhm qun tr chuyn nghip phi thng xuyn nhn thc v cc vn bn trong. C cu nhiu b phn hin nay ang c xu th ln t, cc ch li ca n th hin r rng nh nhng phng tin qun tr trong cc cng ty nhiu b phn kinh doanh. 8.3.4. C cu ma trn Khc xa vi cc c cu ni trn, c cu ma trn c xy dng trn hai dng phn cng ch khng phi ch c mt nh trong c cu chc nng. Trong m hnh ma trn, cc hot ng trn trc dc c nhm gp v phn cng theo chc nng nh: thit k ch to, bn hng v marketing, R&D. Chng ln m thc phn cng dc ny l mt kiu phn cng theo chiu ngang, trn c s phn bit theo sn phm hay theo d n. Kt qu ca hai cch phn cng l mt mng li phc tp cc quan h bo co theo cc d n v chc nng nh trong hnh 8-7 Vi c cu ma trn, ngi ta s dng mt loi phn cng dc c bit, mc d thng l rt thp, vi t cp trc tuyn, song cc nhn vin trong ma trn c hai th trng: Mt th trng chc nng, ngi ng u ca mt chc nng, v mt th trng d n ngi chu trch nhim qun tr cc d n ring. Cc nhn vin lm vic trong nhm d n vi cc chuyn gia t cc chc nng khc nhau. Cc nhn vin ny phi bo co vi th trng d n v cc vn d n v vi th trng chc nng ca mnh v cc vn chc nng. Tt c cc nhn vin lm vic trong nhm d n c gi l cc nhn vin c hai th trng v chu trch nhim truyn thng, phi hp gia cc chc nng v cc d n. u tin, c cu ma trn pht trin v c p dng bi cc cng ty thuc nhng ngnh cng ngh cao nh ngnh hng khng, ngnh in t v d TRW v Hughes Aircraft. Vi cc cng ty , iu ct yu thnh cng l phi pht trin cc sn phm hon ton mi vi tc cao trong mi trng cnh tranh v khng chc chn. H cn mt c cu vi nhng c tnh c th p ng yu cu ny, nhng c cu chc nng th qu sc km linh hot c th thc hin vai tr phc tp cng nh s tng tc gia cng vic nhm p ng yu cu pht trin sn phm mi. Hn na,

- 254 cc nhn vin trong cc cng ty ny thng c trnh cao, chuyn nghip v thc hnh tt trong iu kin lm vic linh hot, t ch. C cu ny t yu cu s kim sot trc tuyn t nhng ngi gim st. Cc thnh vin nhm t kim sot hnh vi ca mnh, v s tham gia trong nhm d n cho php h gim st cc thnh vin khc trong nhm v hc tp ln nhau. Hn na, khi d n tri qua cc giai on khc nhau cn cc chuyn gia khc nhau t cc chc nng khc. V d, trong giai on u d n cn n cc chuyn gia trong R&D; sau sang giai on sau li cn cc chuyn gia t chc nng thit k ch to v marketing tnh ton chi ph v cc d n marketing. Khi nhu cu v cc loi chuyn gia thay i, cc thnh vin nhm c th chuyn n cc d n khc cn n dch v ca h. Do , c cu ma trn c kh nng s dng cc k nng ca nhn vin nhiu nht, khng nhng th khi d n hin hnh kt thc v d n mi li xut hin. Hnh 8-7 C cu ma trn

Tng gim c Cc qun tr chc nng

Thit ch to Qun tr d n/sn phm D A D B D C D D n n n n

k Bn hng v marketing

Ti chnh

R&D

Mua sm

Cui cng, mc t do nht nh c cu ma trn khng ch to ra s t ch ng vin nhn vin, m cn cho cc qun tr cp cao t do tp trung vo cc vn chin lc, bi h khng b vng bn vo cc vn iu hnh. Trn cc phng din , c cu ma trn l mt cng c tt to ra tnh linh hot gip phn ng nhanh vi cc iu kin cnh tranh. Tuy nhin, c cu ma trn cng c mt vi bt li. Th nht, chi ph qun l iu hnh ca c cu ny rt cao so vi c cu chc nng. Bi c cu ny c khuynh hng s dng cc nhn vin trnh cao do c tin lng ln cc chi ph lin quan rt cao. Th hai, dch chuyn nhn vin lin tc trong ma trn,

- 255 ngha l cn phic thi gian v chi ph thit lp cc mi lin h nhm mi v loi b cc d n. Th ba, kh qun l cc nhn vin hai th trng, rt d ny sinh vn khi h cn phi i gia cc quan tm theo d n hay theo chc nng, v phi cn thn trnh cc xung t gia cc chc nng v d n v ngun lc. Theo thi gian, c th cc nh qun tr d n s gi vai tr lnh o trong vic hoch nh v thit lp mc tiu, nh vy, c cu ma trn s gn ging nh c cu sn phm hay c cu nhiu b phn. Nu cc mi lin h chc nng v d n khng c kim sot tt c th dn n tnh trng u tranh quyn lc gia cc nh qun tr, gy ra s nh tr v suy gim ch khng tng tnh linh hot. Cui cng, t chc cng ln cng kh thc hin c cu ma trn bi v cc mi lin h nhim v v vai tr tr nn phc tp. Trong tnh hung , ch c mt la chn l c cu nhiu b phn. Vi cc li th v bt li nh vy, c cu ma trn ni chung ch c s dng khi chin lc cng ty bo m cho n. Nu khng c im ny, vic s dng mt c cu phc tp qu mc cn thit ch dn n chi ph qun l cao hn. Trong cc mi trng th trng /sn phm nng ng nh cng ngh sinh hc, my tnh li ch ca c cu ma trn v tnh linh hot v ci tin vt qu chi ph s dng n, v th c cu ny thng c coi l la chn thch hp. Tuy nhin, cc cng ty trong giai on bo ho ca chu k ngnh hay h thng theo ui chin lc chi ph thp nn t khi la chn c cu ny chnh bi v chi ph vn hnh n qu cao. 8.3.5. C cu nhm sn phm Trong nhng nm gn y, c mt ci tin c cu l c cu nhm sn phm. Li th ca n tng t nh c cu ma trn, nhng vn hnh d hn v chi ph thp hn nhiu, bi v cc nhn vin c t chc thnh nhm xuyn chc nng mt cch thng xuyn, nh hnh 8-8. Hnh 8-8 C cu nhm sn phm Tng gim c R&D Bn hng & marketing Qun vt liu tr

Thit ch to

Nhm sn phm

Ging nh trong c cu ma trn, trong c cu nhm sn phm, nhim v c chia theo tuyn sn phm hay d n gim chi ph qun l v tng kh nng qun l, gim st v kim sot qu trnh ch to. Tuy nhin, thay v c thit k tm thi cho cc d n khc nhau nh trong c cu ma trn, cc chuyn gia chc nng c b tr trong cc nhm xuyn chc nng mt cch n nh.

- 256 Kt qu l, chi ph lin quan n vic phi hp cc hot ng thp hn nhiu so vi c cu ma trn khi cc nhim v v mi lin h bo co thay i nhanh. Nhm xuyn chc nng c thnh lp ngay khi bt u qu trnh pht trin sn phm mi, do mi kh khn u c th gii quyt sm trc khi n xut hin cc vn thit k li nghim trng. Khi tt c cc chc nng c u vo trc tip t khi bt u, chi ph thit k v k n l chi ph ch to c th gi mc thp. Hn na, vic s dng nhm xuyn chc nng s lm tng tc ci tin v p ng khch hng, v khi quyn lc c phi tp trung ho giao cho nhm, vic ra cc quyt nh c th ra nhanh hn. 8.3.6. C cu theo a l Trong c cu theo a l, cc vng a l tr thnh c s quan trng ca vic gp nhm cc hot ng t chc. V d, mt cng ty c th phn chia cc hot ng ch to ca n v thit lp cc nh xng ch to nhiu vng trong quc gia. iu ny cho php n p ng cc nhu cu ca khch hng theo vng v gim chi ph vn ti. Tng t, cc t chc dch v nh chui cc ca hng hay ngn hng c th t chc cc hot ng marketing v bn hng ca h trn mt vng, ng hn l trn mt quc gia, hng ti gn khch hng ca h hn. Hnh 8-9: C cu theo a l

iu hnh vng iu hnh vng

iu hnh vng

iu hnh trung tm Tng gim c

iu hnh vng

C cu theo a l cho php kim sot tt hn so vi c cu chc nng, bi v n c mt s h trc tuyn theo vng thc hin cc cng vic m trc kia ch do mt h trc tuyn n l m nhim. R rng mt cng ty nh Federal Express cn iu hnh bng mt c cu theo a l tho mn mc tiu ca cng ty, l: giao hng ngy hm sau. Cc t chc mua bn hng ho ln, nh Neiman Marcus, Dillard Departement Stores v Wal-mart, cng dch chuyn n c cu theo a l

- 257 ngay sau khi n tin hnh thit lp cc ca hng xuyn quc gia. Vi loi c cu ny, nhu cu n, mc, cc vng khc nhau( v d, qun o ma h Ty nam, o khoc min ng) c th c x l theo yu cu. ng thi, nh c chc nng mua sm c duy tr tp trung, mt t chc trung tm c lp ra c th mua cho tt c cc vng. Nh vy, trong vic s dng c cu theo a l cng ty c th va t c tnh kinh t v qui m trong vic mua sm, phn phi va gim chi ph v cc vn phi hp v truyn thng. Neiman Marcus pht trin mt c cu theo a l tng t nh trong hnh 8-9 qun tr chui ca hng trn ton quc. Trong mi vng n thit lp mt nhm ngi mua theo vng p ng cc nhu cu trong mi vng a l V d, vng pha ty, ng, bc v vng trung tm. Nhng ngi mua theo vng cung cp thng tin cho nhng ngi mua trung tm thuc tng hnh dinh cng ty, y h kt hp nhu cu ca cc vng li t c qui m kinh t v m bo theo tiu chun cht lng cao ca Neiman Marcus lm nn tng li th khc bit ca cng ty. Do , nhng ngi mua duy tr vic mua sm trn phm vi ton quc. Tuy nhin, cng dng ca c cu ma trn, c cu nhm sn phm, c cu a l ph thuc vo qui m ca cng ty, rng ph sn phm, v cc vng ca n. Nu cng ty bt u a dng ho theo cc sn phm khng lin quan hay hi nhp dc vo mt ngnh mi, cc c cu ny khng th p ng c vi a dng ho tng thm, v cng ty phi chuyn n c cu nhiu b phn. Ch c c cu nhiu b phn l tinh vi p ng vi nhu cu ca mt cng ty ln vi nhiu loi kinh doanh. 8.4. KT HP V C CH KT HP Nh chng ta bit mi t chc phi chn mt dng phn cng thch hp p ng chin lc. Cng phn cng, th cng yu cu cng ty phi dch chuyn t c cu chc nng sang c cu nhiu b phn. Tuy nhin, phn cng ch l quyt nh u tin phi lm trong khi thit k t chc. Quyt nh th hai l phi to ra mt mc kt hp cn thit lm cho c cu t chc hot ng hu hiu. Kt hp ch mc phi hp cc hot ng cn t c to gi tr v lm cho chng ph thuc ln nhau. C th tm lc mt n gin v thit k cu trc hot ng hu hiu l mc phn cng cng cao cng i hi mc kt hp cao. Do , nu mt cng ty s dng mt hnh thc phn cng cng phc tp n li cng cn mt hnh thc kt hp phc tp t c mc tiu ca mnh.

a. Cc dng c ch kt hp
C mt lot c ch kt hp m mt cng ty c th s dng tng mc kt hp ca n khi mc phn cng ca n tng ln. Cc c ch ny c m t t n gim n phc tp nh sau Tip xc trc tip. Mc ch ca tip xc trc tip gia cc nh qun tr l to ra mt khung cnh trong cc nh qun tr t cc b phn, chc nng khc nhau c th lm vic vi nhau cng gii quyt vn . Cc nh qun tr t cc chc nng khc nhau c mc tiu v quan tm khc nhau nhng c quyn hnh ngang nhau v do h c khuynh hng cnh tranh hn l hp tc khi xung t pht sinh. V d, trong mt c cu chc nng in hnh, nhng ngi ng u ca mi chc nng c quyn hnh nh nhau, im chung gn nht ca quyn hnh l gim c iu hnh. Do , nu pht sinh tranh ci, khng c c ch gii quyt xung t ngoi tr quyn ca th trng.

- 258 Trn thc t, du hiu v xung t xy ra trong cc t chc chnh l s cc vn gi ln cho qun tr cp trn gii quyt. iu ny tiu hao thi gian v n lc qun tr, lm chm tr vic ra quyt nh chin lc,v gy kh khn trong vic to dng vn ho hp tc trong cng ty. V l do ny m ni chung cc cng ty chn c ch kt hp tinh vi hn kt hp cc hot ng b phn v chc nng tng h nhau. Cc vai tr lin lc trong cc b phn tng h. Mt cng ty c th ci thin s hp tc cc chc nng tng h thng qua vai tr lin lc. Khi khi lng tip xc gia hai b phn hay chc nng tng ln, mt trong nhng cch thc ci thin s kt hp l c ra mt cn b t mi chc nng hay b phn chu trch nhim kt hp vi chc nng b phn khc. Cc qun tr vin ny c th gp g hng ngy, hng tun hay hng thng tu theo yu cu. Hnh 8-10a m t bn cht ca vai tr lin lc, du chm ch nh qun tr trong mi chc nng chu trch nhim kt hp vi chc nng khc. Trch nhim kt hp l phn cng vic trn ngy ca nh qun tr, nhng thng qua nhng vai tr ny hnh thnh cc dng quan h thng xuyn gia cc nh qun tr, ni lng hn cc cng thng gia cc b phn. Hn na, cc vai tr lin lc cho mt cch thc chuyn giao thng tin trong t chc, l iu quan trng trong cc t chc ln, t ch s dng cc nhn vin c th khng bit ai ngoi b phn ca h. Hnh 8-10: Cc c ch kt hp

a: Vai tr lin lc Bn hng Sn xut b: Lc lng hay nhm c nhim Bn hng

Sn xut

Thit k ch to b: Vai tr kt hp Plastic Vai kt hp

R&D

D u m

Lc lng c nhim tm thi. Khi c hn hai chc nng hay b phn chia s cc vn chung, tip xc trc tip v cc vai tr lin lc s b hn ch, bi v h khng to ra y s phi hp cn thit. Gii php trong trng

- 259 hp l p dng mt c ch kt hp tinh vi hn c gi l cc lc lng c nhim. Bn cht ca cc lc lng c nhim c biu din trong hnh 8-10b. Mi chc nng hay b phn s phn cng mt nhn vin, nh vy, mt lc lng c nhim s c lp ra gii quyt nhng vn c th. V c bn, lc lng c nhim l mt u ban c bit, v cc thnh vin chu trch nhim bo co li cho cc b phn ca mnh v cc vn t ra v cc gii php ngh. Cc lc lng c nhim ch c tnh tm thi bi v mt khi cc vn c gii quyt, mi thnh vin s tr v vai tr c trong b phn ca h hay li c phn cng vo cc lc lng c nhim khc. Cc thnh vin ca lc lng c nhim cng thc hin nhiu nhim v bnh thng ca h trong khi trong lc lng c nhim. Cc nhm thng xuyn Trong nhiu trng hp, cc vn t ra bi mt lc lng c nhim xy ra lin tip. i ph vi cc vn ny mt cch hiu qu, t chc cn phi thit lp mt c ch kt hp thng xuyn, l nhm thng xuyn. V d, nhm thng xuyn l u ban pht trin sn phm mi chu trch nhim la chn, thit k v marketing cc sn phm mi. Mt hot ng nh vy, r rng l phi vin n s kt hp thch ng gia cc chc nng nu mun cc sn phm mi thnh cng, v mt c ch kt hp thng xuyn thc hin iu ny. V d, Intel nhn mnh lm vic nhm. N thnh lp mt h thng cc nhm t vn da trn gn 90 nhm xuyn chc nng lp chin lc chc nng trong cc lnh vc nh thit k ch to, marketing v pht trin chin lc cp kinh doanh. Tm quan trng ca nhm trong c cu qun l khng th nhn mnh mt cch thi qu. V c bn, cc nhm thng xuyn l cc u ban thng trc ca t chc, v nhiu nh hng chin lc ca t chc c xy dng ph hp vi chng. Trong mt nghin cu v cch thc m cc nh qun tr s hp tc s dng thi gian, Henry Mentzberg pht hin ra rng hn 60% thi gian ca h trong cc u ban ny. Nguyn nhn khng phi l hnh chnh m ng hn vic kt hp c th ch l tp trung, cc cuc hp trc tip cc nh qun tr c th hiu c quan im ca ngi khc v pht trin chin lc t chc. Cng ty cng phc tp cc nhm cng tr nn quan trng . Cc vai kt hp Hot ng ca vai kt hp ch l thc y s kt hp gia cc b phn v chc nng; l mt cng vic hng ngy. Nh trong hnh 8-10c ch ra, vai kt hp l s c lp ca cc n v ph thuc hay cc n v c tch hp li. Ngi ta s dng mt chuyn gia c lp thng l mt nh qun tr cp cao c kinh nghim trong vic lin kt cc nhu cu ca hai b phn. Cng vic y l phi hp qu trnh ra quyt nh gia cc b phn v phng ban, do hng cc li ch cng hng t s hp tc t c. Cc b phn kt hp i khi s vai kt hp qu ln ngi ta thit lp mt b phn kt hp tng hnh dinh ca cng ty. Bnh thng, iu ny ch xut hin trong cc cng ty a dng ho qui m ln khi h nhn thy nhu cu kt hp gia cc b phn rt ln. B phn ny ch yu gm cc nh hoch nh chin lc, v do , c th gi l b phn hoch nh chin lc. Cc tng hnh dinh cng ty b tr nhn vin vo mt c cu b phn c th xem nh mt mt phn kt hp t trin vng b phn.

- 260 C cu ma trn Cui cng, khi s phn cng rt cao v cng ty phi c th p ng nhanh chng vi mi trng, c cu ma trn tr thnh mt phng thc kt hp thch ng. Ma trn cha nhiu c ch kt hp a tho lun. Cc cn b tiu d n kt hp gia cc chc nng v cc d n, ma trn xy dng trn nn tng ca cc lc lng c nhim tm thi.

b. Kt hp v kim sot
R rng, cc hng c mt s ln kin v kt hp v kim sot khi cc hng ny tng mc phn cng ca mnh nh l h qu ca qu trnh tng trng v a dng ho. Vn thc thi i vi cc nh qun tr, l lm ph hp gia mc phn cng vi mc kt hp p ng cc mc tiu ca t chc. Lu rng trong khi phn cng qu cao m kt hp khng y c th lm cho qu trnh thc thi tht bi, iu ngc li cng vy. Ngha l, vic kt hp mc phn cng thp vi s kt hp cao s dn n vic kim sot qu mc, t chc b hnh chnh ho, trong t chc mc linh hot v tc p ng gim xung ch khng phi tng ln theo mc kt hp. Bn cnh , kt hp qu mc rt tn km cho cng ty bi v n tng chi ph qun l. V nhng l do ny, mc tiu l phi ra quyt nh mc kt hp ti u cn thit p ng mc ch v mc tiu ca t chc.Cng ty cn iu hnh mt c cu n gin nht lin quan n vic thc thi chin lc ca n mt cch hu hiu. Thc t, cc c ch kt hp ch l cc cng c trc nht m cng ty theo ui tng kh nng kim sot v kt hp cc hot ng ca n; cc h thng thng tin hin i s l cng c th hai.

c. Cc h thng thng tin v c cu t chc

S tin tin ca h thng thng tin, phn mm v cng ngh Internet ang c tc ng quan trng n cc nh qun tr v cc t chc. Bng vic ci thin kh nng ca cc nh qun tr trong vic kt hp v kim sot cc hot ng ca t chc, v bng vic gip cc nh qun tr lm cc quyt nh c hiu lc hn cc h thng thng tin da trn c s my tnh hin i tr thnh mt b phn trung tm ca c cu t chc. Ngy cng c bng chng r rng rng h thng thng tin c th l mt ngun li th cnh tranh ca cng ty; cc t chc khng p dng h thng thng tin tin tin dng nh th bt li. Trong phn ny, chng ta xem xt cch thc tng trng nhanh chng ca h thng thng tin my tnh ho ang tc ng n c cu t chc v li th cnh tranh. Trc s pht trin ca h thng thng tin trn c s my tnh, khng c phng n cho h thng trc tuyn c th ng vng, m bt chp cc vn thng tin lin quan n n. S pht sinh nhanh chng ca h thng thng tin trn c s my tnh gn lin vi s tr hon hay h thp c cu trc tuyn ca t chc v mt s dch chuyn hng v phi tp trung ho ngy cnh mnh m, cng nh cc lung thng tin ngang trong t chc. Bng vic cung cp cho cc nh qun tr mt cch in t cc thng tin kh hon chnh, ng lc v cht lng cao, h thng thng tin hin i gim nhu cu v cc h thng trc tuyn cao. H thng thng tin hin i gim gim nhu cu v mt h trc tuyn cho chc nng nh mt phng tin kim sot cc hot ng ca t chc. Hn na, n gim nhu cu qun l trc tuyn cho phi hp cc hot ng ca t chc. H thng th in t, s pht trin ca cc chng trnh phn mm chia s ti liu mt cch in t, s pht trin ca Internet lm tng hon ton cc lung thng tin theo chiu ngang trong

- 261 phm vi t chc. S pht trin ca mng my tnh trong ton t chc d b cc ro chn truyn thng gia cc b phn, v kt qu l ci thin c hiu sut, vt tri v hiu qu, cht lng, s ci tin,v p ng khch hng. Mt nguyn nhn lm tng hiu qu l s dng h thng thng tin hin i c th gim s nhn vin cn thit thc hin cc hot ng ca t chc. Hin nay, vi s tr gip ca h thng thng tin s lp qun tr ca Eastman Kodak gim t 13 xung ch cn 4. Cn Intel thy rng bng vic p dng h thng thng tin tinh vi n gim s cp qun tr t 10 cp xung cn 5 cp. Nh vy, cng ngh thng tin tin tin c th ci thin tnh cnh tranh ca mt t chc. Do , vic tm kim li th cnh tranh ang hng n pht trin nhanh chng v p dng h thng thng tin hin i. Bng vic ci thin kh nng lm quyt nh ca cc nh qun tr, h thng thng tin hin i gip t chc nng cao v th cnh tranh ca n. Tuy nhin thc y s dng h thng thng tin hin i v lm cho c cu t chc hot ng, cng ty cn phi to ra mt c cu kim sot v khuyn khch ng vin con ngi v cc n v ph thuc lm tng hiu sut ca t chc. Trong chng sau chng ta tho lun v cc h thng kim sot chin lc m t chc c th s dng lm cho c cu t chc hot ng mt cch hiu qu. 8.5. KIM SOT CHIN LC L G? Kim sot chin lc l qu trnh trong nhng ngi qun tr gim st vic thc hin ca mt t chc cng nh cc thnh vin ca n nh gi cc hot ng xem chng c c thc hin mt cch hiu lc v hiu qu hay khng, nh thc hin hnh ng sa cha ci thin s thc hin nu n khng thc s hiu lc v hiu qu. Trc ht, cc nh qun tr chn chin lc v c cu t chc m h hy vng s cho php t chc s dng cc ti nguyn hiu qu nht to gi tr cho khch hng. Th hai, cc nh qun tr chin lc to ra cc h thng kim sot gim st, nh gi xem trn thc t chin lc v c cu ca t chc c ang lm vic nh d nh hay khng, cch thc h ci thin, thay i nu n khng hot ng nh mong mun. Kim sot chin lc khng ch l cng c phn ng vi cc s kin sau khi n pht sinh m n cn l cng c duy tr cho t chc ng hng, tin on trc cc s kin c th pht sinh, p ng mt cch nhanh chng vi cc c hi mi xut hin. Nh chng ta nhc n trong chng 1, nh chin lc ch ni m nh m cc nh qun tr chin lc c to dng cc ti nguyn v nng lc chi phi mi trng ca h, nhng cng bao gm s tp trung ch ca t chc vo ngha ca chin thng; ng vin con ngi bng vic truyn thng gi tr ca mc tiu; to c hi cho s ng gp nhm v c nhn; duy tr lng nhit tnh s dng mc ch mt cch kin nh hng dn phn b ti nguyn. R rng, n cha ng sau khi nim nh chin lc l mt vin cnh ca kim sot chin lc, n nh mt h thng thit t cc mc tiu v mc ch y tham vng cho tt c cc nh qun tr v nhn vin v sau pht trin cc thc o hiu nng m ko cng v khuyn khch cc nh qun tr v nhn vin khai thc ht sc mnh thc hin. Do , kim sot chin lc khng ch l cch thc tt gim st t chc hay cc thnh vin ca n t c mc tiu hin ti hay cch thc tt doanh nghip s dng cc ti nguyn hin c ca mnh. N cn duy tr vic ng vin v tp trung cc nhn vin vo cc vn quan trng t ra

- 262 vi t chc hin ti, tng lai, v duy tr cho cc nhn vin lm vic vi nhau cng tm ra cc gii php c th gip t chc thc hin tt hn theo thi gian.

a. Tm quan trng ca kim sot chin lc

hiu tm quan trng ca kim sot chin lc, hy xem xt cch thc m gip cc nh qun tr t c s vt tri v cht lng, ci tin, hiu qu v p ng khch hng cho khch hng, bn khi cn bn to dng li th cnh tranh ca cng ty. Kim sot v hiu qu xc nh cch thc t chc khai thc ti nguyn ca mnh hiu qu n mc no, cc nh qun tr c th o lng mt cch chnh xc bao nhiu n v u vo (nguyn vt liu, v cc th khc) cn thit to ra mt n v u ra. H cng phi c th o lng s lng cc n v u ra (sn phm, dch v) m h to ra. Mt h thng kim sot cha ng cc thc o cho php cc nh qun tr nh gi xem h sn xut cc hng ho v dch v hiu qu nh th no nh tm ra cch thc sn xut hiu qu hn. Cc thc o nh vy ni vi cc nh qun tr l h thnh cng nh th no. V d, khi cc nh qun tr ca Chrysler quyt nh chuyn sang c cu nhm sn phm thit k, ch to cc mu xe hi mi, h s dng cc cng c o lng nh thi gian thit k mt mu xe mi, mc tit kim chi ph trn mi sn phm sn xut ra nh gi xem c cu mi ny hot ng tt n mc no. Khi h s dng cc thc o ny so snh hiu sut ca c cu mi so vivi c cu c., h thy rng c cu mi vn hnh tt hn. Khng t ra h thng kim sot, cc nh qun tr khng nim v t chc ca h ang hot ng tt nh th no v cch thc m h c th thc hin tt hn, s thc th cc hiu bit nh vy ang ngy cng tr nn quan trng trong mi trng cnh tranh hin nay. Kim sot v cht lng Ngy nay cnh tranh gia cc t chc v cht lng hng ho v dch v ngy cng tng. V d, trong ngnh cng nghip t, trong mi khong gi c, cc t ny cnh tranh vi t khc v cc c tnh, mu m, tin cy theo thi gian. V th khch hng mua xe Ford Taurus, GM cavalier, Chrysler Intrepid, hay Honda Accord ph thuc nhiu vo cht lng sn phm ca mi cng ty. Kim sot t chc c vai tr quan trng trong vic xc nh cht lng ca cc sn phm, dch v, bi v n cho cc nh qun tr s phn hi v cht lng sn phm. Nu cc nh qun tr trong mt t chc nh Chrysler o lng c mt cch chc chn nhng li phn nn ca khch hng v s lng t mi b tr li sa cha, h s c s nhn din tt v cht lng m h to ra. C ngha l h thc s c mt xe t khng c s c hay cha? Cc nh qun tr chin lc to ra mt h thng kim sot m c th kim sot chc chn cht lng ca hng ho dch v v do h c th lin tc ci thin cht lng theo thi gian- iu cho h mt li th cnh tranh. Qun tr cht lng ton b, mt h thng kim sot trn ton t chc c th tp trung vo ci thin cht lng, gim chi ph. Kim sot v ci tin

- 263 Kim sot chin lc cng c th gip tng mc ci tin trong t chc. Ci tin thnh cng khi cc nh qun tr to ra mt thit t mang tnh t chc trong thc y s sng to, v trong quyn hnh c phi tp trung ho do mi ngi cm thy c t do th nghim v chp nhn ri ro. Quyt nh v mt h thng kim sot thch hp khuyn khch chp nhn ri ro l mt thch thc qun tr ln, v nh tho lun phn sau mt nn vn ho t chc tr nn quan trng trong bi cnh ny. V d, Chrysler khuyn khch mi nhm sn phm thc hin, cc nh qun tr cp cao gim st vic thc hin ca mi nhm mt cch tch bch trn c s vic gim chi ph v tng cht lng mi nhm. Sau thng cho mi nhm trn c s h thng thng gn vi s thc hin ca h. V trong mi nhm sn phm cc nh qun tr nh gi s thc hin c nhn ca cc thnh vin nhm, v hu ht cc nhn vin ci tin c s thng tin v tng thng trn c s mc thc hin ca h. Hnh 8-11: Qui trnh qun tr chin lc

Thit lp s mnh v cc mc tiu

Pht trin mt chin lc v c cu

To cc h thng kim sot chin lc o lng:

Hiu qu Cht lng p ng khch hng o lng hiu sut ti chnh

Kim sot v p ng khch hng Cui cng, cc nh qun tr chin lc c th gip t chc ca h p ng tt hn cho khch hng nu h pht trin mt h thng kim sot cho php s tip xc gia cc nhn vin v khch hng thc hin tt n mc no. Vic gim st hnh vi ca cc nhn vin c th gip cc nh qun tr tm cch tng mc thc hin ca nhn vin, c l bng vic khm ph cc lnh vc hun

- 264 luyn k nng c th gip cc nhn vin, hay bng vic tm ra cc th tc mi cho php cc nhn vin thc hin cng vic ca h tt hn. Khi cc nhn vin bit rng cc hnh vi ca h b gim st, h c th tp trung hnh ng hng v khch hng. V d, gip ci thin dch v khch hng Chrysler thng xuyn iu tra v kinh nghim ca h vi cc nh bn bun Chrysler. Nu mt ngi bn bun c qu nhiu li phn nn t pha khch hng cc nh qun tr ca Chrysler nghin cu t m tm ra cn nguyn cc vn v a ra gii php. Nu cn, h c th e do gim s t cho ngi bn bun thc p h ci thin dch v khch hng.

b. Cch tip cn phiu ghi im trong kim sot chin lc

Chng ta bit rng kim sot chin lc i hi pht trin cc thc o s thc hin cho php cc nh qun tr va nh gi cch thc h s dng ti nguyn to gi tr tt n mc no, va nhn thy cc c hi mi cho vic to gi tr trong tng lai. Mt m hnh ngy cng c s dng rng ri gip cc nh qun tr to ra mt kiu h thng kim sot chin lc ng n, tng cng s thc hin ca t chc l m hnh phiu ghi im Theo m hnh phiu ghi im, cc nh qun tr chin lc nh vo thc o ti chnh truyn thng o lng s thc hin nh li nhun, thu nhp trn vn u t v nh gi s thc hin ca t chc. Nhng thng tin ti chnh, d rt quan trng, nhng t n khng nh gi. Nu cc nh qun tr chin lc mun c c mt bc tranh chn thc v t chc, thng tin ti chnh cn c b sung thm vi cc thc o thc hin khc ch nh rng t chc t c bn khi ca li th cnh tranh- hiu qu, s ci tin, cht lng v p ng khch hng - tt n mc no. Bi kt qu ti chnh ch n gin cho cc nh qun tr bit kt qu ca cc quyt nh m h thc hin. Cc thc o khc lm phog ph bc tranh thc hin ny bng vic cho nh qun tr bit mt cch chnh xc t chc ang to dng bn khi li th cnh tranh nh hng s thc hin trong tng lai. Mt phin bn ca cch thc iu hnh phiu ghi im c trnh by trong hnh 12-1. Da trn cc mc tiu v s mnh ca t chc, cc nh qun tr chin lc pht trin mt b chin lc to dng li th cnh tranh nhm t c cc mc tiu ny. Sau h lp mt c cu t chc s dng cc ti nguyn t c li th cnh tranh. nh gi xem chin lc v c cu ang hot ng c tt khng, cc nh qun tr s pht trin cc thc o c th vic thc hin m c th nh gi bn khi cnh tranh ang c thc hin th no. Hiu qu C th c o bi chi ph sn xut, s gi cn thit sn xut mt sn phm, v chi ph nguyn vt liu. Cht lng C th o con s ph phm, s sn phm khuyt tt tr li t khch hng, v mc tin cy theo thi gian. S ci tin. C th o bng s sn mi c a ra, v thi gian cn thit pht trin mt th h sn phm mi trong s so snh vi s cnh tranh, u t hay chi ph pht trin sn phm.

- 265 Mc p ng vi khch hng C th o bng s khch hng lp li, mc giao hng ng hn, m mc phc v khch hng. Theo R.S Kaplan v D.P. Norton ngi pht trin cch tip cn ny th : Phiu ghi im nh mt ng h hay n hiu trong mt bung li my bay. Vi mt nhim v phc tp iu khin hay li mt my bay, phi cng cn cc thng tin chi tit v nhiu iu ca chuyn bay. H cn cc thng tin v lng nhin liu, tc gi, cao, im n v cc tn hiu khc m tm tt mi trng hin ti v d kin. Ch nh vo mt cng c c th tht bi. Tng t nh vy, tnh phc tp ca qun tr yu cu ngi qun tr c th ng thi thy mt vi lnh vc khc. Con ng to dng mt li th cnh tranh ca nh qun tr chin lc nu chuyn sang s thc hin ca t chc s c o lng bng cch s dng cc thc o ti chnh nh ngn qu, tng trng doanh s hng qu, tng trng th phn, v thu nhp trn vn u t hay vn ch. Da vo mt nh gi ca mt lot cc thc o trong phiu ghi im, cc nh qun tr chin lc c th nh gi li s mnh v cc mc tiu. H c th hnh ng sa cha cc vn hay khai thc cc c hi mi bng vic thay i chin lc ca t chc v c cu, chnh l mc ch ca kim sot chin lc. 8.6. CC H THNG KIM SOT CHIN LC Cc h thng kim sot chin lc l cc h thng thit t mc tiu, o lng, v phn hi chnh thc cho php cc nh qun tr chin lc nh gi xem cng ty c t c s vt tri v hiu qu, cht lng, s ci tin, p ng khch hng v thc thi chin lc ca n thnh cng hay khng. Mt h thng kim sot c hiu lc nn c 3 c tnh. Th nht, n nn mm do p ng khi cn thit vi cc s kin khng d kin trc. Th hai, n phi cung cp cc thng tin chnh xc, cho mt bc tranh chn thc v s thc hin ca t chc. Th ba, n cung cp cho cc nh qun tr nhng thng tin kp thi bi v nu ra quyt nh da trn cc thng tin li thi ngha l nm chc phn tht bi trong tay. Trong hnh 8-12 ch ra bn bc thit k h thng kim sot chin lc c hiu lc 8.6.1. Cc bc kim sot chin lc

a. Thit lp cc tiu chun v mc tiu m c th nh gi vic thc hin

Cc tiu chun v cc mc tiu m nh qun tr chn l nhng con ng nh gi s thc hin ca n. Cc mc tiu c th pht sinh t chin lc cng ty ang theo ui. V d, nu cng ty theo ui chin lc chi ph thp, th vic gim 7% chi ph mt nm l mc tiu. Nu cng ty kinh doanh dch v nh Wal-mart hay Mc Donald, tiu chun ca n c th bao gm cc mc tiu thi gian phc v khch hng hay cc hng dn v cht lng thc phm.

- 266 -

b. Thit lp cc h thng gim st v o lng bo hiu cc tiu chun v mc tiu c t c hay khng
Cng ty thit lp cc th tc nh gi cc mc tiu hot ng tt c cc cp trong t chc c t c hay khng. Trong mt vi tnh hung, vic o lng thc hin gn nh trc tip. V d, cc nh qun tr d dng xc nh s khch hng m nhn vin ca h phc v bng cch thng qua s ho n t s qu. Tuy nhin, trong nhiu trng hp o lng vic thc hin rt kh khn bi v t chc c cc nhim v phc tp. Lm cch no cc nh qun tr xem xt b phn R&D ca h ang hot ng c tt khng trong khi b phn ny cn n 5 nm pht trin sn phm? Lm cch no cc nh qun tr o lng vic thc hin ca cng ty khi cng ty thm nhp vo mt th trng mi v phc v cho cc khch hng mi? H s nh gi th no bit cc b phn ang tch hp tt hay khng? Cu tr li cho nhng trng hp nh vy l cc nh qun tr cn s dng n nhiu loi h thng kim sot khc nhau. 8-12 : Cc bc thit k h thng kim sot chin lc

Thit lp cc tiu chun v mc tiu To ra cc h thng o lng v gim st

So snh vic thc hin vi cc mc tiu thit lp nh gi kt qu v hnh ng sa cha nu c n

c. So snh vic thc hin hin ti vi cc mc tiu c thit lp

Cc nh qun tr nh gi xem vic thc hin c lch hay khng v lch bao nhiu so vi tiu chun v mc tiu thit lp trong bc 1. Nu vic thc hin cao hn cc nh qun tr c th nhn nh rng cng ty t mc tiu qu thp v c th phi tng ln trong k ti. Ngi Nht ni ting v cch thc m h s dng cc mc tiu trn dy chuyn sn xut kim sot chi ph. H lun c tng hiu sut v tng tiu chun lm ch cc nh qun tr hng ti. Mt khc, nu

- 267 thc hin qu thp, cc nh qun tr phi quyt nh xem c iu chnh hay khng. Quyt nh ny s d dng nu khi nguyn nhn ca vic hot ng km c th nhn din v d chi ph lao ng cao. Tuy nhin, thng gp hn l cc nguyn nhn dn n thc hin km rt kh pht hin. Chng c th pht sinh t nhng nhn t bn ngoi nh khng hong hay t nhn t bn trong. V d, phng th nghim nghin cu pht trin c th c lng khng ht cc vn cn phi tnh n, hay chi ph qu mc ca cng vic khng d kin trc c. Tuy nhin d sao th cng cn phi c bc 4 d. Cc hnh ng iu chnh bt u khi cc tiu chun v mc tiu khng t c Giai on cui cng trong qu trnh kim sot l thc hin hnh ng sa cha cho php t chc p ng cc mc tiu ca mnh. Hnh ng iu chnh nh vy c th lm thay i loi chin lc hay c cu. V d, cc nh qun tr c th u t cc ti nguyn nhiu hn ci thin hot ng R&D, a dng ho hay thm ch quyt nh thay i c cu t chc. Mc ch l lin tc nng cao v th cnh tranh ca cng ty. 8.6.2. Cc cp ca kim sot chin lc Cc h thng kim sot chin lc c pht trin o lng s thc hin bn cp trong t chc: Cp cng ty, cp b phn, cp chc nng v c nhn. Cc nh qun tr tt c cc cp phi pht trin mt lot cc thc o nh gi s thc hin tng cp. Cch tip cn phiu khi im ch ra rng cc thc o ny phi lin quan cht ch vi mc tiu t c s vt tri v cht lng, hiu qu, ci tin, v p ng khch hng. Tuy nhin phi cn thn m bo rng cc tiu chun c s dng tng cp khng gy ra cc kh khn cho cp khc- v d cc c gng ca cc b phn ci thin s thc hin ca mnh c th gy xung t vi hiu sut ca cng ty. Hn na, vic kim sot mi cp c th da vo iu m cc qun tr cc cp di c th chn lm h thng kim sot ca h. Hnh 8-13 din t cc mi lin h ny Hnh 8-13: Cc cp kim sot Cc nh qun tr cp cng ty (t cc s kim sot cung cp bi cnh cho) Cc nh qun tr cp b phn (t s kim sot cung cp bi cnh cho) Cc nh qun tr cp chc nng (t s kim sot cung cp bi cnh cho) Qun tr vin cp c s

- 268 -

8.6.3. Cc loi kim sot Bng 8-1 ch cc h loi h thng kim sot chin lc khc nhau m cc nh qun tr c th s dng gim st v phi hp cc hot ng ca t chc. Mi loi trong s cc h thng ny kim sot ny v vic s dng n cc cp khc nhau cng ty, b phn, chc nng, c nhn - s tho lun phn tip theo. Bng 8-1 Kim sot ti chnh Gi c phiu ROI Kim sot u ra Cc mc tiu b phn Cc mc tiu chc nng Cc mc tiu cc nhn Kim sot hnh vi Ngn sch Tiu chun ho Qui tc v th tc Vn ho t chc Gi tr Chun mc X hi ho

a. Cc kim sot ti chnh

Nh ch ra trn, cc thc o chung nht m cc nh qun tr v cc bn hu quan khc s dng gim st v nh gi vic thc hin ca cng ty l cc kim sot ti chnh. Ni chung, cc nh qun tr chin lc chn cc mc tiu ti chnh m h mong mun cho cng ty mnh t c, nh tng trng, kh nng sinh li, thu nhp cho c ng, sau h o lng xem cc mc tiu ny c t c hay khng. Mt l do cho thc o ti chnh tr nn ph bin l n rt khch quan. Hiu sut ca mt cng ty c th so snh vi cng ty khc bng gi th trng ca c phiu, thu nhp trn vn u t, th phn, hay thm ch l ngn qu, do cc nh qun tr, cc bn hu quan khc, c bit l c ng c mt s cch xem xt hiu sut cng ty ca h trong mi lin h vi cc cng ty khc. Gi c phiu l thc o hu ch v hiu sut ca cng ty ch yu bi v gi c phiu c xc nh mt cch cnh tranh bi s ngi bn v ngi mua trn th trng. Gi tr c phiu l mt tn hiu v s k vng ca th trng v hiu sut tng lai doanh nghip. Nh vy cc chuyn ng ca gi c phiu cung cp cho cc c ng s phn hi v hiu sut ca cng ty v cc nh qun tr ca n. Gi th trng ca c phiu ng vai nh mt thc o quan trng v hiu sut v cc nh qun tr cp cao quan st n mt cch cht ch v nhy cm vi nhng ln xung ca n c bit khi n gim xung. V d khi gi c phiu ca Ford Motor khng tng ln c vo nm 1996, gim c iu hnh Alex Trotman lu n cc phn nn ca c ng rng chi ph pht trin sn phm v gi xe t ca n qu cao. p li, ng tng bc gim chi ph v y thu nhp trn vn u t v gi c phiu ca cng ty ln. Cui cng, bi v gi c phiu phn nh thu nhp tng lai di hn t c phiu, n c th c coi nh mt tn hiu v tim nng di hn ca cng ty. Thu nhp trn vn u t (ROI), c xc nh bng cch chia thu nhp rng cho vn u t, l mt loi kim sot ti chnh ph bin khc. cp cng ty, hiu sut ca ton cng ty c th c nh gi trong so snh vi cc cng ty khc xem xt hiu sut tng i ca n. V d cc nh qun tr cp cao c th nh gi xem cc chin lc ca h c vn hnh tt hay khng khi so snh hiu sut ca cng ty h vi cc cng ty tng t. Trong ngnh my tnh c nhn, cc cng ty nh Dell, Compaq v Apple s dng ROI nh gi hiu sut tng i ca n vi cc i th ca h. V d, ROI ca Apple ang gim tng i so vi Dell v Compaq. Theo cc nh phn tch,

- 269 nguyn nhn l do va chm ci tin sn phm va chm phn ng vi cc chuyn ng ct gim gi ca i th. ROI cng c th c s dng trong cng ty, cp cc b phn nh gi hiu sut iu hnh ca mt b phn bng vic so snh vi cc n v kinh doanh t do tng t hay cc b phn ni b khc. Thc vy, mt l do cho vic s dng c cu nhiu b phn l mi b phn c th c nh gi nh mt trung tm li nhun c lp. Do , cc nh qun tr c th o lng trc tip hiu sut ca mt b phn vi cc b phn khc. General Motor chuyn n s dng c cu nhiu b phn mt phn v n c th s dng tiu chun ny. N cho cc nh qun tr ca GM cc thng tin v chi ph tng i ca cc b phn khc nhau, cho php h phn phi vn da trn hiu sut tng i. Tng t, cc cng ty ch to thng lp cc phn xng sn xut cc a im khc nhau, ni a hay ton cu, do h c th o lng hiu sut tng i ca v tr ny vi v tr kia. V d, Xerox c th nhn din s km hiu qu tng i ca cc b phn M bng vic so snh vi kh nng sinh li ca n vi cc i tc ca n Nht bn. ROI l mt dng kim sot mnh m cp b phn, ch yu l khi cc nh qun tr b phn c tng thng trn c s hiu sut thc hin ca h so vi cc b phn khc. Cc nh qun tr thnh cng nht c thng tin tr thnh nhng ngi k tc iu hnh cng ty. Tht bi trong cc mc tiu gi c phiu hay ROI cng ch ra rng cn c hnh ng sa cha. N bo hiu nhu cu i vi cng tc t chc cng ty p ng cc mc tiu ca cng ty, v vic t chc nh vy c th l s thay i c cu hay bn v thanh l cc n v kinh doanh. N cng ch nh yu cu v lnh o chin lc mi. Trong nhng nm gn y, gim c iu hnh ca cc cng ty American Expess, Digital Equipement, Westinghouse v GM u b trc xut bi ban gim c bt bnh, mt ht tinh thn v s suy gim hiu sut ca cng ty h so vi i th cnh tranh.

b. Kim sot u ra
Trong khi cc mc tiu v kim sot ti chnh l mt phn quan trng ca cch tip cn phiu ghi im, n cng cn thit pht trin cc mc tiu v kim sot, cho cc nh qun tr bit cc chin lc ca h c tt hay khng trong vic to ra li th cnh tranh, to lp cc nng lc v kh nng gy khc bit dn n nhng thnh cng trong tng lai. Cc nh qun tr chin lc cn s dng kim sot u ra, khi h mun thc thi cch tip cn phiu ghi im, thit lp cc mc tiu v thc o nh gi hiu qu, cht lng, s ci tin, v p ng khch hng. Kim sot u ra l mt h thng kim sot trong cc nh qun tr chin lc c lng hay d kin cc mc tiu thc hin thch hp cho mi b phn, phng ban, nhn vin sau o lng s thc hin lin quan ti cc thc o ny. Thng thng, h thng thng ca cng ty kt ni vi s thc hin cc mc tiu ny, do , kim sot u ra cng cung cp mt c cu khuyn khch ng vin nhn vin tt c cc cp trong t chc. Cc mc tiu b phn Cc mc tiu b phn ni r k vng ca cc nh qun tr cng ty v mi b phn lin quan n vic thc hin trn mi c tnh nh hiu qu, cht lng, s ci tin, v p ng khch hng. Ni chung, cc nh qun tr cng ty t ra mc tiu thch thc cho cc b phn khuyn khch cc nh qun tr cp b phn to ra cc chin lc v c cu c hiu lc trong tng lai. V d

- 270 General Electric, Gim c iu hnh Jack Welch lp ra cc mc tiu thc hin mt cch r rng cho hn 150 b phn ca cng ty. ng k vng mi b t n v tr s mt hay s 2 trn phng din th phn trong ngnh ca n. Cc nh qun tr b phn c t ch mt cch ng k xy dng chin lc p ng nhng mc tiu ny ( tc l tm cch tng hiu qu, ci tin, cht lng) v cc b phn tht bi s b ct b. Cc mc tiu c nhn v chc nng Kim sot u ra cp c nhn v chc nng l mt s ni tip ca kim sot b phn. Cc nh qun tr b phn t ra cc mc tiu cho nhng nh qun tr chc nng m s cho php b phn t c mc tiu ca n. Nh cp b phn, cc mc tiu chc nng c thit lp khuyn khch pht trin cc nng lc m c th cung cp cho cng ty mt li th cnh tranh. Cng bn khi li th cnh tranh (hiu qu, cht lng, ci tin v p ng khch hng) ng vai nh cc mc tiu nh gi s thc hin ca mi chc nng.V d, trong chc nng bn hng, cc mc tiu lin quan n hiu qu (nh chi ph cho doanh s), cht lng (nh s tr li) v p ng khch hng( nh thi gian cn thit p ng nhu cu khch hng) c th c thit lp cho ton chc nng. Cui cng, cc nh qun tr chc nng thit lp ra cc mc tiu m cc nhn vin t c cho php ton chc nng t mc tiu ca mnh. V d nhn vin bn hng c th c giao mc tiu c th ( lin quan ti mc tiu ca chc nng) m h cn t c. Sau , cc chc nng v nhn vin c nh gi da vo vic h c t c mc tiu ca h hay khng, thng doanh s thng c gn vi thnh tch t c. Vic t c mc cc mc tiu ca h l du hiu chin lc ca cng ty ang vn hnh v p ng cc mc tiu ca t chc. Chin lc hnh ng 12-1 m t gim c iu hnh ca cng ty Cypress Semiconductor s dng h thng thng tin ca cng ty v mng intranet nh mt dng kim sot u ra.

c. Qun tr theo mc tiu

s dng kim sot u ra hiu qu nht, nhiu t chc thc thi vic qun tr theo mc tiu. Qun tr theo mc tiu (MBO management by objectives) l mt h thng nh gi cc nh qun tr bi kh nng ca h t cc mc tiu c th ca t chc hay thc hin cc tiu chun v p ng vi ngn sch iu hnh. Qun tr theo mc tiu cn cc bc sau: 1- Thit lp cc mc tiu c th ti mi cp ca t chc. Qun tr theo mc tiu bt u khi cc mc tiu ton b t chc nh cc ch tiu hiu sut ti chnh nh ni. Sau , vic thit lp cc mc tiu lan to xung pha di ca t chc khi cc nh qun tr cc b phn v cc chc nng thit lp cc mc tiu ca h nhm t c mc tiu cng ty. 2- Lm cho vic thit t mc tiu thnh mt qu trnh tham gia . Mt b phn quan trng ca qun tr theo mc tiu l, ti mi cp cc nh qun tr ngi li cng vi cc n v ph thuc xc nh cng nhau cc mc tiu thch hp, kh thi v quyt nh v ngn sch cn thit t c mc tiu. Do , cc thuc cp tham gia vo qu trnh thit lp mc tiu, chnh qu trnh ny l cch thc gn cc cam kt t c mc tiu v p ng ngn sch ca h. 3- nh k xem xt qu trnh hng n p ng cc mc tiu.

- 271 Mt khi cc mc tiu c th c chp thun, cc nh qun tr tt c cc cp, cc nh qun tr phi chu trch nhim thc hin chng. Theo nh k, cng vi cc thuc cp cc nh qun tr phi tin hnh nh gi qu trnh. Thng thng vic tng lng, thng tin nn gn vi qu trnh t mc tiu v nhng nh qun tr t c mc tiu s c tng thng nhiu nht. Chng ta cng s nghin cu vn thit k h thng thng nh th no ng vin cc nh qun tr v cc nhn vin khc trong c t chc. Zytec nh ch to hng u v cc b ngun cho my tnh v cc thit b khc l mt v d minh ha v h thng qun tr theo mc tiu. Cng ty ny b ra thi gian ng k pht trin mt h thng MBO c hiu lc. Tt c cc nh qun tr v cng nhn ca Zytec c gn vo qu trnh thit lp mc tiu. Trc tin, cc nh qun tr cp cao lp ra su nhm xuyn chc nng lp ra k hoch 5 nm cho cng ty v t mc tiu chung cho mi chc nng. Sau k hoch ny c xem xt li bi cc nhn vin trong tt c cc lnh vc ca cng ty, nhng ngi nh gi tnh kh thi v a ra cc ngh s sa i v ci thin n nh th no. Mi chc nng s dng cc mc tiu chung ny vo k hoch t cc mc tiu c th hn cho mi nh qun tr trong tng chc nng, sau nh qun tr cp cao xem xt li cc mc tiu c th ny. Zytec, h thng MBO bao trm ton t chc; vic thc hin va c xem xt li hng nm v trin vng 5 nm gn vi k hoch 5 nm ca cng ty. H thng MBO ca Zytec thnh cng n mc n khng ch lm gim chi ph m cn gip cng ty ginh c phn thng Baldrige v cht lng. Tuy nhin, vic s dng kim sot khng thch hp cng s gy ra nhiu phin toi. Thc vy, nu s dng khng thch hp kim sot u ra cng c th thc y xung t gia cc b phn. Ni chung vic xc nh cc mc tiu trn din rng nh mc tiu ROI, cho mi b phn c th dn n trit tiu kt qu nu cc b phn c gng mt cch n phng cc i ho li nhun b phn khng c li cho mc tiu ca cng ty. Hn na, t c mc tiu u ra cc b phn c th bp mo cc con s v gn n vo vic thc hin chin lc cc s liu lm cho n c v nh tt. Tm li, cc nh qun tr chin lc cn s dng cch tip cn phiu cho im thit k mt h thng kim sot u ra m c th thc y kh nng sinh li lu di. Thc t, kim sot u ra phi c s dng gn vi cc kim sot hnh vi v vn ho t chc cc hnh vi chin lc ng n phi c khuyn khch.

d. Cc kim sot hnh vi

Bc u tin trong thc thi chin lc l cho cc nh qun tr thit k ng n c cu t chc, nhng cho c cu hot ng cc nhn vin phi bit r cc hnh vi no cn thc hin. Nu cc nh qun tr phi ni vi tng nhn vin v nhng g phi lm cng c h thng trc tuyn th s v cng tn km, v pht sinh chi ph qun l; do , cc nh qun tr chin lc nh n cc kim sot hnh vi. Kim sot hnh vi l kim sot thng qua vic thit lp mt h thng bao hm ton din cc qui tc cc th tc nh hng cc hnh ng ca cc b phn, cc chc nng v c nhn. Khi s dng kim sot hnh vi, khng ch trng vo cc mc tiu c th m nhn mnh tiu chun ho cch thc t c chng. Cc qui tc tiu chun ho hnh vi v lm cho c th d kin

- 272 trc c kt qu. Nu cc nhn vin tun th qui tc, th cc hnh ng c thc hin v cc quyt nh c x l ng nht. Kt qu c th d kin v chnh xc, v l mc ch ca kim sot. Cc loi kim sot hnh vi chnh l cc ngn sch iu hnh v tiu chun ho. Cc ngn sch iu hnh. Mt khi cc nh qun tr mi cp c giao mc tiu cn t c, s lp ra cc ngn sch iu hnh nhm qui nh cch thc cc nh qun tr v cng nhn t c mc tiu ny. Ngn sch iu hnh l mt bn k hoch chi tit ch r cch thc cc nh qun tr s s dng ti nguyn ca t chc t cc mc tiu t chc mt cch hiu qu. Mt cch chung nht, cc nh qun tr mt cp phn b cho cc nh qun tr cp thp hn cc s lng ngun lc c th c s dng to ra hng ho hay dch v. Mt khi c ngn sch, cc nh qun tr phi quyt nh cch thc phn b cc gi tr bng tin cho cc hot ng khc nhau. Cc nh qun tr cp thp hn c nh gi trn c s kh nng tn ti vi ngn sch v s dng n tt nht. V d cc nh qun tr b phn kinh doanh my git ca GE c th c mt ngn sch 50 triu USD pht trin v bn dng sn phm my git mi, v h s phn b ngn sch ny bao nhiu cho R&D, thit k ch to, bn hng v cc lnh vc khc sao cho b phn sinh ra thu nhp ln nht v to ra nhiu li nhun nht. Ni chung, cc t chc ln i x vi mi b phn nh mt trung tm li nhn c lp, v cc nh qun tr cp cng ty nh gi s thc hin ca mi b phn bi nh hng tng i ca n ti kh nng sinh li ca cng ty. Hnh ng chin lc 12-3 m t cch thc cc cng ty Nht bn s dng ngn sch hot ng v thit lp cc mc tiu thch thc nng cao hiu qu. Tiu chun ho. Tiu chun ho ch cch thc ra quyt nh sao cho cc hnh vi ca nhn vin tr nn c th d kin. Trn thc t, c ba iu m cng ty c th tiu chun ho: cc u vo, cc hot ng chuyn i, v cc u ra. 1- Tiu chun ho u vo. L cch gip cng ty c th kim sot hnh vi ca c con ngi ln ti nguyn. iu ny c ngha l cc nh qun tr kim sot cc u vo theo cc tiu chun thit lp trc hay cc nh mc sau quyt nh cc u vo no cho php i vo t chc.V d nu ni n cc nhn vin th tiu chun ho l xc nh r cht lng v cc k nng h cn phi c, sau ch c ng vin no c y cht lng v k nng mi c chn. Nu cc u vo bn n l nguyn vt liu hay cc chi tit b phn cng c xem xt tng t. V d yu cu i vi cc b phn chi tit cht lng cao v

- 273 dung sai chnh xc gim thiu cc vn trong sn xut giai on ch to. H thng tn kho ng thi hn (JIT) cng gip tiu chun ho dng cc u vo. 2- Tiu chun ho cc hot ng chuyn i. Mc ch ca tiu chun ho cc hot ng chuyn i l lp chng trnh cc cng vic sao cho chng c th lm ng cch, ng lc. Cc kim sot hnh vi, nh cc qui tc v cc th tc, l cc cng c ca lnh o nh n cng ty c th tiu chun ho lng vt liu a vo. V d cc nh hng nh McDonald v Burger King tiu chun ho tt c cc hot ng nh hng ca h, kt qu l cc mn n nhanh ca n c tiu chun ho. 3- Tiu chun ho u ra. Mc tiu ca tiu chun ho u ra l xc nh cc c tnh hiu sut ca sn phm v dch v cui cng nn l g. V d kch thc v dung sai ca cc sn phm cn p ng nh th no. m bo rng cc sn phm ca h c tiu chun ho, cc cng ty p dng h thng kim sot cht lng v s dng cc tiu chun khc nhau o mc tiu chun ho ny. Mt tiu chun c th l s sn phm khch hng tr li, hay s phn nn ca khch hng. Trn mt dy chuyn sn xut, chn mu nh k cc sn phm c th ch nh cng c p ng c cc c tnh hiu sut hay khng. nhn mnh vo cnh tranh nc ngoi, cc cng ty thng dnh nhiu ti nguyn hn tiu chun ho u ra, khng ch gim chi ph m cn gi khch hng. Nu cc c tnh hiu sut ca sn phm p ng khch hng, h s lin tc mua sn phm ca cng ty. V d, nu khch hng mua mt chic t Nht bn v khng c vn g v hot ng ca n, th hi h s quyt nh mua li nh th no ln sau? l l do cc cng ty nh nhng nh sn xut t li ch trng n cht lng sn phm ca h. H bit tm quan trng ca tiu chun ho sn phm nh th no trong th trng cnh tranh. Cc qui tc v th tc. Ging nh cc loi kim sot khc, s dng kim sot hnh vi cng tim n mt s cc cm by. Nu t chc mun trnh khi cc vn chin lc h cn nhn thc v qun l thch hp. Cc nh qun tr cp cao phi cn thn gim st v nh gi li ch ca kim sot hnh vi theo thi gian. Cc quy tc rng buc con ngi v dn n cc hnh vi d kin trc, c tiu chun ho. Tuy nhin, cc qui tc rt d c thit lp, nhng li kh loi b, nh th theo thi gian s qui tc m t chc s dng c khuynh hng tng ln. Khi c nhng s pht trin mi ngi ta s c thm cc quy tc, thng thng cc quy tc c li khng b loi b, v cng ty tr nn hnh chnh qu mc. Do , cng ty v con ngi trong dn tr nn km linh hot v chm phn ng vi cc thay i hoc cc tnh hung bt thng. S km linh hot nh vy c th gim li th cnh tranh ca cng ty do vic gim thp nhp ci tin v gim s p ng khch hng.

- 274 Bn trong t chc cng vy, s tch hp v phi hp c th gim xung mt phn v cc quy tc cn tr truyn thng gia cc chc nng. Cc nh qun tr phi thng xuyn cnh gic v sn sng cho cc c hi gim s qui tc v th tc cn thit qun tr kinh doanh v nh l lun u tin loi b qui tc hn l thm cc qui tc mi. iu quan trng l gim thiu cc quy tc v th tc. Tuy nhin, cc nh qun tr li thng xuyn sao lng nhim v ny, v thng ch khi c mt s thay i v lnh o chin lc mi a cng ty v ng hng. 8.7. VN HO T CHC Chc nng u tin ca kim sot l nh hng hnh vi ca cc thnh vin trong t chc bo m h ang hng theo cc mc tiu ca t chc v thc hin cc hnh ng sa cha nu vic thc hin khng p ng. Tuy nhin, chc nng th hai l gi cho cc thnh vin ca t chc tp trung t duy v nhng g tt nht cho t chc ca h trong tng lai v gi cho h tm kim cc c hi s dng cc ti nguyn v nng lc ca t chc to gi tr. Vn ho t chc c v tr quan trng ca h thng kim sot chin lc c th phc v ng thi cho c hai chc nng k trn. 8.7.1. Vn ho t chc l g? Vn ho t chc l tp hp cc gi tr v chun mc c th c chia s bi con ngi v cc nhm trong mt t chc v kim sot cch thc h tng tc ln nhau v vi cc bn ngoi t chc. Cc gi tr ca t chc l cc nim tin v tng v cc loi mc tiu m cc thnh vin ca t chc nn theo ui v cc loi hay cc tiu chun hnh vi m cc thnh vin ca t chc nn s dng t c cc mc tiu ny. Jack Welch l gim c iu hnh ca General Electric ni ting v ng nhn mnh nhng gi tr t chc bao gm qun tr doanh nghip, ch s hu, tnh trung thc, tht th, v truyn thng rng ri. Bng vic nhn mnh qun tr v ch s hu, Welch c gng lm cho GE khng ging nh mt b my quan liu ln m n ging nh mt tp hp ca cc cng ty nh hn v rt thch ng. ng nhn mnh vo vic trao cho cc nh qun tr cp di quyn t ch ng k trong vic ra quyt nh v khuyn khch h chp nhn ri ro, iu lm cho h ging vi ch doanh nghip hn l nhng vin chc cng ty. Nhn mnh ca Welch vo cc gi tr nh trung thc tht th v truyn thng ci m l mt phn nh nim tin ca ng rng mt cuc i thoi ni b ci m l cn thit cho iu hnh thnh cng GE trong tng lai. T cc gi tr t chc pht trin cc chun mc t chc, l cc hng dn hay cc k vng qui nh cc loi hnh vi thch hp ca cc nhn vin trong nhng tnh hung c th v kim sot hnh vi ca cc thnh vin t chc hng ti cc thnh vin khc. Chun mc ca cc hnh vi i vi ngi lp trnh Microsoft, - mt cng ty my tnh v phn mm ln nht th gii - l lm vic nhiu gi v c ngy ngh, mc bt c g cho l d chu (khng bao gi phi com l v cravat), n ung vt cho vui, truyn thng qua email v h thng intranet hin i. Vn ho t chc vn ng nh mt loi kim sot trong cc nh qun tr chin lc c th chi phi phn no qua cc gi tr v chun mc pht trin trong t chc. Cc gi tr v chun mc xc nh cc hnh vi l thch hp hay khng thch hp, nh hng v chi phi cch thc m cc thnh vin ca n i x. V d, cc nh qun tr chin lc nh Jack Welch nui dng mt cch cng phu cc gi tr, m qua truyn n cc thuc cp rng h c thc hin vai tr ca mnh theo cch thc nng ng v ci

- 275 tin. ng thit lp v h tr cc chun mc tuyn b rng l ngi qun tr v cc nhn vin cm thy t do th nghim, t chp nhn thm ch c khi nguy c tht bi cao. Cc nh qun tr cp cao ca cc cng ty nh Intel, Microsoft, v Sun Microsystem cng khuyn khch nhn vin chp nhn cc gi tr nh vy v h tr h cam kt vi ci tin nh l ngun li th cnh tranh ca h. Tuy nhin, cc nh qun tr khc cng nui dng cc gi tr nhc nh cc nhn vin lun n ho, cn trng trong i x vi ngi khc, tham kho kin cp trn trc khi lm cc quyt nh quan trng, ghi cc hnh ng ca h ra giy v nh vy h c th chu trch nhim nu c iu g xy ra. Cc nh qun tr ca cc t chc nh cc cng ty ho du, cc cng ty ti chnh, bo him cc t chc m thn trng l cn thit - c th khuyn khch n ho, cn trng khi lm quyt nh. V d nh trong mt ngn hng hay qu h tr nguy c mt ht tin ca ngi u t lm cho vic tip cn cn trng nghin cu t m l thch hp. Nh vy, chng ta c th k vng rng cc nh qun tr ca cc loi t chc khc nhau s c gng mt cch cng phu nui dng v pht trin cc gi tr v chun mc ca t chc ph hp nht vi chin lc v c cu ca h. Hnh 8-14 : Cc cng c x hi ha vn ha t chc

Cc sch lc x hi ho

Cc k hiu, biu tng v cu chuyn

Cc nghi thc v ngy l

Cc chun mc v gi tr

S tng thng ca t chc

Vn ho chc

X hi ho t chc L thut ng c s dng m t cch thc con ngi hc tp vn ho t chc. Thng qua x hi ho, con ngi ng ho v hc tp cc gi tr ca vn ho nh h tr thnh cc thnh vin ca t chc. Kim sot thng qua vn ho l c tc ng mnh nht bi v mt khi cc gi tr ny c ng ho v tr thnh mt phn ca cc gi tr c nhn , h s phc tng cc gi tr ca t chc m khng cn phi ngh ngi g v chng. Thng thng cc gi tr v chun mc ca vn ho t chc truyn n cc thnh vin ca n thng qua cc cu chuyn, cc vt tng tng v ngn ng m con ngi trong t chc s dng cng nh bng cc cng c khc (xem hnh 8-14). C nhiu cu chuyn v Sam Walton v v s tn tin ca ng (v d ng thng li mt ci xe khng mui ba mi nm. V trong mt ngi nh khim nhng) cng c cho chin lc ct gim chi ph v cch tip cn thn trng. Mt s nghi thc v ngy l m Wal-mart s dng l hoan h Wal-mart vo mi bui sng ca hng mt ngy extravaganza ln hng nm mi tt c cc cng s c thnh tch cao n.

- 276 8.7.2. Vn ho v lnh o chin lc Bi v, c c cu t chc (thit k nhim v v quan h bo co) v vn ho t chc nh hng hnh vi ca nhn vin, nn iu ct li l phi lm ph hp gia c cu t chc v vn ho thc hin chin lc thnh cng. Lm cch no thit k v to ra cc vn ho? Ni chung vn ho t chc l sn phm ca lnh o chin lc. nh hng ca ngi sng lp Trc ht, vn ho t chc c to ra bi s lnh o chin lc do ngi sng lp v cc nh qun tr hng u cung cp. Ngi sng lp c bit quan trng trong vic xc nh vn ho, bi v, ngi sng lp in su cc gi tr ca h v phong cch qun tr vo t chc. V d, s n ho ca Walt Disney chi phi cng ty m ng thnh lp n ko di rt lu sau khi ng cht. Cc nh qun tr s phi th nghim vi cc dng gii tr mi bi v h s Walt Disney s khng thch n. Phi cn n mt nhm qun tr mi di s lnh o ca Michael Eisner ci t vn mnh cng ty cho php n i ph vi nhng thc t ca mt ngnh gii tr mi. Nh mt v d khc, hy xem xt trng hp Hewlett Packard mt ngi lnh o c tn nhim trong ngnh thit b in. Cng ty thnh lp nm 1940, vn ho ca n l mt sn phm t nhin t cc nim tin c nhn mnh m ca ngi sng lp, Bill Hewlett v Dave Packard. Bill v Dave, to ra vn ho Ca Hewlett Packard trong mt bn tuyn b chnh thc v cc gi tr c bn ca HP l phc v cho mi ngi c lin quan trong cng ty mt cch chnh trc v cng bng, bao gm khch hng, cc nh cung cp, nhn vin, c ng v x hi ni chung. Bill v Dave thit lp cc gi tr ny v to ra vn ho ca HP bng vic thu nhng ngi c cng t tng v cc gi tr ny hng dn h t hnh ng nh nhng nh qun tr. Nh mt sn phm t nhin, cc cam kt ca h vi nhn vin l mt chnh sch cho thy HP khng phi l mt cng ty ch bit thu v sa thi. Nguyn tc ny c kim nghim kht khe vo nhng nm 1970 khi m s suy gim kinh doanh y cng ty n ch phi p dng chnh sch hai tun chn ngy, b d tha 10% nhn vin v cng nhn lm vic vi s gi t hn 10%. Trong khi cc cng ty khc sa thi bt cng nhn, HP gi li ton b nhn vin, cam kt ca cng ty vi nhn vin vn c nhn mnh v tn trng. Nh vy, cc gi tr c pht trin bi ngi sng lp ca Hewlett Packard gip hng dn cc hnh ng qun tr HP v hng dn trc tip chnh sch khng sa thi. Nh vy, cc cam kt vi nhn vin m hnh ng ny gip nui dng mt lc lng lao ng nhit tnh HP sn lng gn b v thnh cng ca cng ty. Kt qu cui cng l s thc hin vt tri ca cng ty theo thi gian. Phong cch lnh o m ngi sng lp to ra c truyn n cho cc nh qun tr cng ty, v khi cng ty tng trng, n c bit hp dn cc nh qun tr v nhn vin mi nhng ngi cng

- 277 chia s cc gi tr. Hn na, cc thnh vin ca t chc ch tuyn chn nhng ai chia s gi tr ca h. Nh vy, vn ho ca cng ty ngy cng khc bit khi cc thnh vin tr nn ging nhau hn. Nhng u im ca cc gi tr c chia s v vn ho chung l iu lm tng s tch hp v ci thin s kt hp gia cc thnh vin trong t chc. V d ngn ng chung l iu c trng ni ln trong t chc, v con ngi chia s cng nhng nim tin v gi tr thc y s hp tc gia cc nh qun tr. Tng t, cc quy tc v cc th tc v s gim st trc tip s t quan trng khi cc chun mc v cc gi tr kim sot hnh vi v ng vin nhn vin. Khi cc thnh vin t chc mua c phn bng cc gi tr cc chun mc v gi tr vn ho, iu ny gn h vi t chc v tng s cam kt ca h tm cch thc mi gip h thnh cng. Do , nhn vin thch t gn mnh vo cc mc tiu ca t chc hn, h lm vic tch cc pht trin cc k nng v nng lc mi t c mc tiu ny. C cu t chc Lnh o chin lc cng tc ng n vn ho t chc thng qua vic nh qun tr thit k c cu t chc- Ngha l cch thc m cc nh qun tr phn chia quyn hnh v phn chia cc mi quan h cng vic. V d, Michael Dell l ch tch ca Dell Computer lun lun c gng gi c cu cng ty mc thp nht c th c, phi tp trung ho quyn hnh n cc nh qun tr v nhn vin cp thp hn, nhng ngi ng mi chu so c gng gn gi khch hng nht c th c. Do , Dell h to c vn ho phc v khch hng, trong nhn vin vt khi cc cch thc ca mnh cung cp dch v khch hng tt hn. Tri li, Henry Ford I thit k cng ty ca mnh c c quyn kim sot tuyt i vi vic lm quyt nh. Thm ch ng cn nghin cu k cc hot ng ca nhm qun tr cp cao ca mnh, v ngi k nhim Henry Ford II, tip tc qun tr cng ty vi cch thc tp trung ho cao. iu ny lm cho Ford trong mt nn vn ho m cc nh qun tr tr nn bo th v s phi chp nhn ri ro, ri cng ty c bit n nh mt cng ty chm ci tin. Nh vy, cch thc m t chc thit k c cu ca mnh tc ng ti cc chun mc v gi tr vn ho trong t chc. Cc nh qun tr cn phi nhn thc thc t ny khi thc thi chin lc ca mnh. 8.7.3. Cc vn ho c kh nng thch ng v tr tr t c mi trng n nh trong mt thi gian di. Do , nu t chc mun tn ti, cc nh qun tr phi thc hin nhng hnh ng cho php t chc thch ng vi thay i ca mi trng. Nu h khng thc hin nhng hnh ng nh vy, h c th nhn phi i mt vi s gim nhu cu v nhng sn phm ca mnh.

- 278 Trong phn trc chng ta thy rng cc nh qun tr c th to ra mt vn ho khuyn khch cc nhn vin tm ra nhng cch thc mi pht trin cc nng lc ca t chc khai thc cc c hi mi t mi trng. Cc bng chng nghin cu lm r iu ny. Trong mt nghin cu 207 cng ty, John Kotter v James Heskett phn bit gia vn ho thch ng v vn ho tr tr. Cc vn ho thch ng l cc vn ho khuyn khch c sng kin v, tng thng sng kin cc nh qun tr cp trung gian v cp thp. Cn vn ho tr tr trong l s n ho v thn trng, khng c s ch ng trong mt b phn qun tr trung gian v cp thp, thm ch sng kin c th l hnh vi khng c khuyn khch. Theo Kotter v Heskett, cc nh qun tr trong t chc vi vn ho thch ng c th to ra nhng thay i v cch thc hot ng ca t chc, bao gm thay i v chin lc v c cu, cho t chc thch ng vi cc thay i pht sinh t mi trng bn ngoi. iu ny thng khng thy trong cc t chc c vn ho tr tr. Do , cc t chc vi nn vn ho thch ng d tn ti hn trong cc mi trng thay i, v cng v th, n c hiu sut cao hn cc t chc c vn ho tr tr. Kotter v Heskett c bng chng thc t v iu ny khi nghin cu 207 cng ty. Khi t chc c nn vn ho tr tr, nhiu vn chin lc c th pht sinh. V d, nu tt c cc qun tr cp cao chp nhn cc chun mc v gi tr, h s khng th li t chc theo hng chin lc mi khi mi trng thay i v cc i th cnh tranh mi hay yu cu cc cng ngh mi thay i. Hn na, vi c cu m h thit k, ch th hin cch thc h hot ng, v t khi nhn thy tc ng ca c cu ti cc chun mc v gi tr vn ho. Nh vy t chc c th khuyn khch tnh . V d, cc nh qun tr IBM khng th nhn ra nhng du hiu v my tnh kh ln, mt b sa ca h ang b tn cng bi s pht trin mnh m ca cc my tnh c nhn vi nhng phn mm mng v tng tc, cho n khi s xoay tr tr nn qu mun. S m qung ca c ngun gc t nguyn l ca vn ho IBM rng my tnh kh ln lun l mu sn phm thng tr v my tnh c nhn ch l s b sung thm vo cho my tnh kh ln. Hn na, c cu tp trung v cao ca IBM khin cho vic ra quyt nh chm chp, khuyn khch pht trin cc chun mc v gi tr bo th lm ngi qun tr ngi ri ro khng sn lng th thch vi nguyn trng Chng ta cng tng ni n lch v nhn thc c th bp mo qu trnh ra quyt nh. Theo thi gian cc chun mc v cc gi tr vn ho ca t chc c th lm lch qu trnh ra quyt nh v lm cho cc nh qun tr khng nhn thc c thc t ca tnh hung m cng ty ca h ang i mt. trnh cc vn lnh o chin lc ngay t khi n pht sinh, cn ht sc cn thn khi tp hp nhm qun tr cp cao.

- 279 8.7.4. Tp hp nhm qun tr cp cao Tp hp nhm qun tr cp cao gip cho vic nh hng chin lc ca cng ty, nhn cch v vin cnh ca cc thnh vin nhm to nn cc chun mc v cc gi tr cho cc qun tr cp thp hn i theo. Cc nh nghin cu thy rng khi cng ty c nhm qun tr cp cao gm nhiu ngi khc nhau, vi cc nh qun tr ly ra t cc nn tng chc nng khc nhau, t cc nn vn ho t chc hay cc quc gia khc nhau, th nhng e do v tnh tr tr v ra quyt nh sai lm gim xung v vn ho tr nn thch ng hn. Mt trong nhng l do dn n tht bi ca IBM trong vic thay i l hu ht cc nh qun tr cp cao t bn trong cng ty v t b phn my tnh kh ln. H hon ton s dng mt lot cc kinh nghim hiu bit tng t v pht trin cc chun mc, gi tr tng t nhau. Khi Coca-Cola kt lun rng nhm cc nh qun tr cp cao ca h tr nn qu thun v ng nht h phi tuyn chn li mt cch cng phu nhm qun tr cp cao mi, bao gm gim c iu hnh, cc quc gia qun tr chin lc ton cu ca n. Ging nh Coca-Cola, nhiu t chc ngy cng ch n vic hoch nh cho vic k tc iu hnh trong nhm qun tr cp cao, do h c th qun tr vn ho ca mnh theo thi gian. 8.7.5. Cc c trng ca nn vn ho cng ty mnh v thch ng Mt vi nghin cu trong lnh vc ny c gng lt t cc c trng chung m cc nn vn ho cng ty mnh v thch ng chia s v tm xem c cc gi tr c bit lm ni bt cc vn ho thch ng, nhng cn thiu cc c trng ca cc nn vn ho yu v tr tr. Mt nghin cu sm hn nhng vn c nh hng thuyt phc l m t ca T.J. Peters v R.H. Waterman v cc gi tr v tiu chun c trng cho cc cng ty thnh cng v vn ho ca n. Hai ng ch ra rng cc t chc thch ng c ba b gi tr chung. Th nht, cc cng ty thnh cng c cc gi tr thc y mt xu hng hnh ng. Nhn mnh vo t ch v nh doanh nghip, V d cc nhn vin c khuyn khch chp nhn ri ro to ra sn phm mi, thm ch khng chc rng sn phm mi c th thng li. Cc nh qun tr gn cht vi cc hot ng hng ngy ca cng ty v khng ch n gin lm chin lc t ci thp ng quyn lc mt cch c lp, cn nhn vin c mt cch tip cn hng v gi tr, thc hnh Th hai, pht sinh t bn cht ca s mnh cng ty. Cng ty phi gn vi nhng g n thc hin tt nht v duy tr vic kim sot cc hot ng ct li ca n. Mt cng ty c th d dng b nh lc hng khi theo ui cc hot ng bn ngoi lnh vc chuyn mn ca n bi v cm nhn v kh nng c thu nhp nhanh chng. Cc nh qun tr nn nui dng cc gi tr gn vi mt lin kt cht ch trong mt hot ng kinh doanh m n nhn thy l tt nht. Cng ty cng phi thit lp mi lin h vi khch hng nh mt cch thc ci thin v th cnh tranh ca n. Sau cng, ai l ngi bit r v s thc hin cng ty hn nhng ngi trc tip s dng hng ho v dch v ca n? Bng vic nhn mnh cc gi tr nh hng vo khch hng, cc t chc c th bit c nhu

- 280 cu ca khch hng, v ci thin kh nng pht trin cc sn phm v dch v m khch hng mong mun. Tt c cc gi tr qun tr ny th hin r rt trong cc cng ty nh Microsoft, Hewlett Packard v Toyota, h lun chc chn v s mnh ca mnh v tng bc duy tr n. Th ba, lin quan vi cch thc iu hnh t chc. Cng ty nn c gng thit lp mt m hnh t chc c th ng vin nhn vin lm vic tt nht. Vn c trong b gi tr ny l nim tin rng nng sut c c thng qua con ngi, v rng quan tm n c nhn l cng c ch yu cng ty c th to ra mt khng kh ng n cho cc hnh vi tch cc. Nh William Ouchi nhn xt, mt trit l tng t trn ngp khp cc cng ty Nht bn. Nhiu cng ty M nh Eastman Kodak, Proctor&Gamble v Levi Trauss rt ch ti cc c tnh ny nhn vin ca h. Nhn mnh vo ti kinh doanh v tn trng nhn vin dn n vic thit lp mt c cu gip to ra phm vi rng ri nhn vin lm quyt nh v ng vin h. Bi v, mt cu trc n gin v mt i ng mng l thch hp nht vi tnh th ny, c cu nn c thit k ch mt s va phi nh qun tr v s cp thc hin cng vic. T chc nn phi tp trung ho mt cch y cho php cc nhn vin tham gia, nhng cng phi tp trung qun tr v chc chn rng cng ty theo ui c s mnh ca mnh, v theo ui cc gi tr vn ho. Ba b gi tr l tri tim ca vn ho, v cc nh qun tr cn lu truyn v duy tr n thng qua lnh o chin lc. Cc nh qun tr chin lc phi thit lp cc gi tr v chun mc dn dt t chc ti tng lai. Khi iu ny c thc hin, ch nhng ngi thch hp vi cc gi tr v chun mc mi c tuyn chn vo t chc, v thng qua hun luyn h tr thnh mt b phn ca vn ho t chc. Nh vy, vic chn cc loi h thng kim sot nn cng c v to dng trn c s ca cc h thng khc trong mt s c kt cht ch. Tuy nhin, vn ho t chc khng th t n lm cho c cu hot ng. N phi da trn da trn cc kim sot u ra, kim sot hnh vi v ph hp vi h thng thng, do , trn thc t cc nhn vin cc chun mc v gi tr ca t chc, theo ui cc mc tiu ca cng ty. 8.8. CC H THNG TH LAO KHEN THNG CHIN LC T chc c gng kim sot cc hnh vi ca nhn vin bng vic lin kt h thng khen thng vi cc h thng kim sot ca n. Da vo chin lc cng ty (v d chi ph thp), cc nh qun tr chin lc phi quyt nh nhng g m cc hnh vi s hng ti. Sau , h to ra h thng kim sot o lng cc hnh vi ny v lin kt n vi c cu khen thng ca h. Cch thc lin h gia khen thng vi s thc hin l mt quyt nh chin lc cn bn, bi v, n xc nh c cu khuyn khch tc ng ti cch thc x s ca cc nh qun tr v nhn vin tt c cc cp trong t chc. Nh phn trc cp n cch thc, c cu v kim sot nh hng hnh vi ca nhn vin. Vic thit k h thng thng l thnh t quan trng trong qu trnh kim sot bi v n ng vin v thc y cc hnh vi mong mun. Chng ta bit rng, cc nh qun tr cp cao c th c khuyn khch lm vic v li ch ca c ng bi h c thng bng cc la chn chng khon lin quan n hiu sut di hn ca cng

- 281 ty. Hn na, cc cng ty nh Kodak v GM yu cu cc nh qun tr mua c phiu ca cng ty. Khi cc nh qun tr tr thnh cc c ng, h c thc y hn theo ui cc mc tiu di hn hn l cc mc tiu ngn hn. Tng t, trong vic thit k h thng h thng th lao cho ngi bn hng, la chn cc tr lng trc tip hay tin lng cng vi phn thng trn c s doanh s m h bn. Neiman Marcus, nh bn l hng xa x, tr thng lng cho nhn vin bi v n cn khuyn khch dch v cht lng cao, nhng khng khuyn khch cch tip cn bn mnh m. Nh vy, khng c thng trn c s s lng bn. Mt khc, h thng th lao thng cho nhng ngi bn xe t khuyn khch bn hng vi sc p cao. H thng nh vy s cha mt phn ln tin thng cho s lng v gi c bn c. Do vic thit k h thng thng tc ng n cch thc cc nh qun tr v nhn vin hnh ng, h thng thng cng tc ng n loi chun mc, gi tr v vn ho pht trin trong t chc. Nh vy, cc nhm qun tr cp cao c tng thng ch bng lng v cc nhm c tng thng bng la chn c phiu lin quan vi hiu sut dng nh c cc chun mc v gi tr khc nhau. C th, cc nhm qun tr cp cao c thng bng la chn c phiu c tinh thn kinh doanh hn v lin quan nhiu hn vi vic tng cht lng v ci tin hn so vi cc nh qun tr thiu loi phn thng ny. Cc cng ty nh Sear, GM, Kodak v Westinghouse trc kia t c c gng lin kt hiu sut vi phn thng, c vn ho hnh chnh, chuyn ng chm chp. Hin nay, tt c nhng cng ty ny yu cu cc nh qun tr s hu c phiu cng ty. By gi, chng ta s nghin cu k hn cc h thng khen thng m cc nh qun tr chin lc c th s dng. Ni chung, cc h thng thng c th p dng cho cc c nhn, nhm, v ton b t chc. Thng thng cc h thng ny s c s dng kt hp; v d, mt s xut sc c nhn c th c km theo mt phn thng trn c s s thc hin mang tnh c nhn hay t chc. Trong mi loi c mt s dng h thng thng. 8.8.1. Cc h thng tng thng c nhn

a. Tr lng sn phm
Tr lng sn phm c s dng khi cc u ra c th c o lng mt cch khch quan. V c bn, ngi cng nhn c tr lng trn c s n gi t cho mi n v sn lng lm ra. Tr lng sn phm thng c s dng cho cc cng nhn trong dy chuyn sn xut, ni m cc c nhn lm vic mt mnh v kt qu ca h c th o lng trc tip. Bi v, h thng ny khuyn khch s lng hn l cht lng, cng ty thng p dng km vi s kim sot cht lng cht ch nhm duy tr mc cht lng c th chp nhn c.

b. H thng hoa hng

H thng hoa hng cng tng t nh h thng lng sn phm, ch khc l n khng gn mt cch bnh thng vi nhng g sn xut ra m gn vi nhng sn phm c bn ra. Nh vy, h thng p dng hnh thc ny vi tnh hung bn hng. Thng thng, lng ca ngi bn hng da ch yu vo doanh s khuyn khch s thc hin vt tri. Trong mt s ngnh ngi bn hng xut sc c th t mc thu nhp 1 triu USD mi nm.

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c. Thng
Phng thc thng cho c nhn ni chung s gn vi s thc hin ca mt s c nhn ch cht trong cng ty, nh tng gim c v cc ph gim c. S thc hin ca cc c nhn ny c th nhn thy trong ton t chc cng nh cc bn hu quan nh cc c ng. Kt qu l c mt phn ng k tr cho cc c nhn ny tu thuc vo cc thc o v s thc hin ca c nhn hay chc nng. Tuy nhin, cng ty cn phi chun b cc phng thc thng ny mt cch thn trng trnh mu thun gia cc mc tiu ngn hn v di hn. V d tr thng trn c s thu nhp trn vn u t hng qu, hng nm ch khng phi l tng trng 5 nm c th c nhng hiu ng ng k v cch thc hnh x ca nh chin lc. Vic gn cc thnh vin ca nhm qun tr vi cc c phiu cng ty c th ng vin cc nh qun tr v gn li ch ca h vi li ch ca cc c ng

d. Thng tin
Cui cng, nhng khng phi nh, thng tin l mt ngun thng quan trng cho cc c nhn trong ton t chc. Cc nh qun tr cnh tranh t n cp cao hn trong h thc tuyn. Cc nh qun tr chc nng thc hin tt nht tr thnh ngun k tip cho cc qun tr b phn, cc nh qun tr b phn thc hin tt nht c th tr thnh ngun k tip cho cc nh qun tr cng ty. Thng tin quan trng nh vy, bi v lng v thng tng tu theo cp ca t chc. Tng gim c thng ch nhn lng cao hn 50% so vi ngi k tip trong chui quyn hnh. Nhng thng th rt ln v y l l do ti sao cc thang bc trong t chc li c cc nh qun tr c tham vng lun lu tm ti. Mt s cng ty khuyn khch mt cch thn trng cc vng ua bt, ng vin t c hiu sut cao. 8.8.2. Cc h thng tng thng t chc hay nhm H thng thng theo t chc hay nhm to ra cch thc ph thm gip cng ty c th thng gn vi s thc hin. Vic tng cng s dng c cu nhm theo sn phm, nhm theo chc nng khin cho nhiu cng ty phi pht trin mt s dng thc thng trn c s nhm khuyn khch s thc hin ca nhm. Cc dng thng ph bin thuc loi ny l thng nhm, chia s li nhun, thng quyn chn mua chng khon, hay thng theo t chc.

a. H thng thng theo nhm

i khi cng ty c th thit lp cc nhm d n, hay cc nhm lm vic thc hin tt c cc hot ng cn thit to ra sn phm hay cung cp dch v. Cc sp t ny c th cho php o lng s thc hin theo nhm v tr thng theo nng sut ca nhm. H thng thng c tnh ng vin cao bi v n cho php cc thnh vin c th pht trin cc th tc tt nht thc hin cng vic v t chu trch nhim hon thin s thc hin ca mnh. V d, Wal-mart h tr phng n thng theo nhm da trn s kim sot v mc hao ht.

b. H thng chia s li nhun

Phng thc chia s li nhun nhm thng cho cc nhn vin trn c s li nhun cng ty thu c trong mt thi k. Phng thc thng nh vy khuyn khch nhn vin m rng tm nhn v

- 283 cc hot ng ca h, lm cho h c cm gic gn vi cng ty nh mt tng th. Wal- mart s dng phng thc ny pht trin vn ho ca t chc.

c. Phng thc thng quyn chn mua chng khon

ng k hn l thng cho cc nhn vin trn c s li nhun ngn hn, i khi cc cng ty thit lp phng thc thng quyn chn mua c phiu s hu cng ty v cho php nhn vin mua c phiu ca n thp hn gi th trng, nng cao tnh ng vin cho nhn vin. Vi t cch ca c ng, cc nhn vin tp trung nhiu hn khng ch vo li nhun ngn hn m cn quan tm n trin vng di hn, h c th nm gi phn ng k cc c phiu v nh vy h tr nn quan tm mt cch sng cn n hiu sut ca cng ty. Phng thc thng quyn chn mua chng khon c th rt quan trong trong vic pht trin mt nn vn ho cng ty thch ng bi v cc nhn vin cng quan tm chia s li nhun c th to ra.

d. H thng thng theo t chc

Khng ch c li nhun l nn tng cng ty c th thng trn ton t chc. Ni chung, thng cn c th da trn tit kim chi ph, nng cao cht lng, tng nng sut so vi cc thi k trc. Bi v, h thng thng thng yu cu o lng chnh xc u ra nn chng thng c mt trong cc cng ty lp rp, cc cng ty cung cp dch v, ni m c th tnh ra gi tr ca cc hot ng cc nhn. Lc y, h thng thng nh l h thng h tr cho cc dng tr lng khc. Tuy nhin, trong mt s trng hp, chng li tr thnh cc cng c kim sot ch yu. V d Lincohn Electric ni ting vi thnh cng ca h v phng thc thng nhm tit kim chi ph. Kim sot thng qua h thng thng c th b sung cho tt c cc dng thc kim sot khc m chng ra tho lun trong chng ny. m bo tng thng cho cc hnh vi chin lc ng n, cc h thng thng nn gn b cht ch vi chin lc ca t chc. Hn na, chng nn c thit k sao cho khng dn n cc xung t gia cc c nhn, cc chc nng, cc b phn. Bi c cu t chc, kim sot t chc v h thng thng khng phi l cc c tnh c lp ca t chc m chng cn tng tc mnh m vi nhau nn chng phi c thit k tng thch thc hin chin lc thnh cng.

TM TT CHNG V CU HI THO LUN Trong chng ny tho lun v cc vn thit k c cu p ng nhu cu ca chin lc cng ty. Cc cng ty c th p dng nhiu c cu p ng vi cc thay i v qui m v chin lc ca n theo thi gian. C cu m mt cng ty la chn l c cu l gic ca vic nhm gp cc hot ng ( l c cu phn cng theo chiu ngang) p ng tt nht nhu cu ca n v kinh doanh hay cc n v kinh doanh trong cng ty. Cng ty phi lm ph hp gia s phn cng theo chiu ngang v phn cng theo chiu dc. C ngha l n phi chn mt c cu, sau chn cc cp trong h thng trc tuyn v mc tp trung hay phi tp trung ho. N l s kt hp c hai loi phn cng to ra nhng sp t v mt t chc ni b. Tuy nhin mt khi cng ty chia n ra thnh cc b phn, th n phi kt hp li. Cng ty phi chn mc kt hp ph hp vi mc phn cng ca n nu n mun kt hp mt cch thnh cng

- 284 cc hot ng to gi tr ca mnh. Do s phn cng v kt hp rt tn km nn mc tiu ca cng ty l phi tit kim chi ph qun l bng vic p dng c cu n gin nht m vn t mc tiu chin lc ca Mnh. Chng ta nhn mnh vo cc im chnh sau: Vic thc thi thnh cng mt chin lc ph thuc vo vic la chn ng n c cu t chc v h thng kim sot ph hp vi chin lc ca cng ty. Cng c c bn ca vic thc thi chin lc l thit k t chc. Mt thit k t chc tt lm tng li nhun theo hai cch. Th nht, n tit kim chi ph qun l v h thp chi ph cho cc hot ng to gi tr. Th hai, n nng cao kh nng ca cc chc nng to gi tr cng ty, t c hiu qu,s ci tin, cht lng v p ng khch hng vt tri t ginh Li th cnh tranh. C hai loi phn cng: (1)phn cng theo chiu dc ngha l cch thc m cng ty la chn phn b quyn ra quyt nh v (2) phn cng theo chiu ngang ch cch thc cng ty nhm gp cc hot ng ca t chc vo cc chc nng, b phn v phng ban. La chn c bn ca phn cng chiu dc l mt c cu cao hay thp. C cu trc tuyn cao c mt s bt li nh cc vn v truyn thng, chuyn dch thng tin, ng vin v chi ph. Tuy nhin, phi tp trung ho hay bi b cc qui nh v quyn hnh c th phn no gi quyt cc vn ny. Khi mt cng ty tng trng v a dng ho, n s dng mt c cu nhiu b phn. Mc d, c cu nhiu b phn ny c chi ph qun l cao hn c cu chc nng, n khc phc c cc vn v kim sot lin quan n c cu chc nng v cho cng ty kh nng iu khin cc hot ng to gi tr mt cch hiu qu. Cc loi chuyn mn ho khc ca c cu bao gm c cu ma trn, nhm sn phm, theo a l. Mi loi c cng dng c th v c la chn tu theo yu cu chin lc ca cng ty. Cng ty cng phc tp v mc phn cng cng cao cng yu cu mc kt hp cn thit qun l c cu ca n. Cc c ch kt hp sn c cho cng ty xp t tip xc trc tip n c cu ma trn. C ch kt hp cng phc tp cng cn chi ph s dng n. Cng ty nn cn thn lm ph hp cc c ch ny vi cc yu cu chin lc. Vic la chn mt h thng kim sot ph hp vi chin lc v c cu ca cng ty to ra mt s thch thc i vi cc nh qun tr. Cc nh qun tr phi chn cc hnh thc kim sot cung cp khun kh cho vic theo di, o lng v nh gi chnh xc rng cng ty c t c mc tiu ca t chc hay mc tiu chin lc ca n hay khng. Cc h thng kim kt qu v ti chnh phi c h tr bi cc h thng kim sot hnh vi v vn ho t chc bo m rng cng ty ang t c cc mc tiu ca n mt cch hiu qu nht. Ni chung cc h thng kim sot ny h tr ln nhau, v cn phi cn thn bo m rng n khng gy ra nhng hu qu khng lng trc, nh s cnh tranh gia cc b phn, cc chc nng v cc cc nhn. Nhiu nh qun tr cp cao ch ra nhng kh khn trong vic thay i vn ho t chc khi h ni n vic thit k li t chc ca h c th theo ui cc mc tiu chin lc mi. Nhng kh khn ny pht sinh bi vn ho l mt sn phm tng tc thch hp gia nhiu yu t, nh qun tr cp cao, c cu t chc, v h thng khuyn khch, tng thng. Chng ny gii quyt cc vn c bn sau: Cu trc t chc s khng vn hnh hu hiu tr khi h thng kim sot v khuyn khch c t ra thch hp v ng vin hnh vi ca nhn vin. Kim sot chin lc l qu trnh thit t cc mc tiu, theo di nh gi v thng cho vic thc hin ca t chc. Cch tip cn cho im ch ra rng cc nh qun tr nn thit

- 285 lp mt h thng kim sot chin lc c th o lng tt c cc kha cnh quan trng ca vic thc hin trong t chc. Kim sot tin hnh tt c cc cp ca t chc: cng ty, cc b phn, cc chc nng v c nhn. H thng kim sot hu hiu phi mm do, chnh xc v c th cung cp cc thng tin phn hi nhanh chng cho cc nh hoch nh chin lc. C nhiu loi chun mc thc hin khi p dng chin lc cng ty. Cc loi thc o m cc nh qun tr la chn s tc ng n cch thc vn hnh ca cng ty. H thng kim sot phn loi t cc h thng o lng trc tip kt qu n o lng hnh vi hay hot ng. C hai loi kim sot ti chnh ch yu l gi th trng ca c phiu v thu nhp trn vn u t. Kim sot kt qu thit lp mc tiu cho cc b phn chc nng v cc cc nhn. N ch c p dng khi cc kt qu c th c o lng khch quan v n thng lin kt ti mt hot ng qun tr bng h thng cc mc tiu. Kim sot hnh vi thc hin thng qua cc ngn sch, qui tc v cc th tc. Vn ho t chc l tp hp cc chun mc v cc gi tr chi phi cch thc con ngi hnh ng v ng x trong t chc. Vn ho t chc l sn phm ca cc gi tr t nhm nh qun tr cp cao hay ngi sng lp, l sn phm ca cch thc cc nh qun tr s dng thit k cu trc t chc, v l sn phm ca cc h thng tng thng m cc nh qun tr s dng nh hng v ng vin hnh vi ca cc nhn vin. H thng thng l dng thc cui cng ca kim sot. Cc cng ty thit lp h thng thng cung cp cho cc nhn vin s khuyn khch lm cho c cu ca n hot ng hiu qu v gn li ch ca h vi mc tiu v mc ch ca t chc. Cc t chc s dng tt c cc dng thc ca kim sot mt cch ng thi. Cc nh qun tr phi chn v kt hp mt cch hp l cc yu t kim sot, chin lc v c cu t chc.

- 286 -

CU HI THO LUN: 1. Trnh by cc khi ca c cu t chc? S lin quan ca cc khi ny n chi ph? 2. Phn cng theo chiu dc v theo chiu ngang khc nhau nh th no? Sp xp cc loi c cu tho lun trong chng ny theo hai cch phn cng ni trn? 3. Trnh by u nhng c tnh chin lc ca c cu tp trung v phi tp trung? 4. Th no l c cu n gin? ngha v iu kin ng dng ca c cu n gin ? 5. Th no l c cu chc nng? ngha v iu kin ng dng ca c cu chc nng ? 6. Th no l c cu nhiu b phn? Cc u, nhc im ca c cu ny? Nu iu kin ng dng ca c cu nhiu b phn? 7. C cu ma trn l g? M t cc chiu chnh v nghia ca mi chiu? Nu u nhc im ca c cu ma trn ? D kin iu kin ng dng ? 8. Th no l c cu theo a l ? u nhc im ca c cu ny? 9. Trnh by ngha ca kt hp v c ch kt hp ? Nu cc dng thc c bn ca kt hp ? 10. Nu tm quan trng ca c ch kim sot ? 11. Trnh by cch tip cn phiu ghi im trong kim sot chin lc ? 12. Trnh by ni dung cc bc ca kim sot chin lc ? 13. Trnh by vai tr cu cc cp trong kim sot chin lc ? 14. Trnh ny ni dung v ngha ca cc loi kim sot ? 15. Vn ha t chc l g ? vai tr ca vn ha trong qun tr chin lc ? 16. Nu cc c trng ca vn ha mnh ? 17. Trnh by ngha ni dung v cc hnh thc tng thng i vi c nhn v tp th ? 18. Bn hay m t cc loi cu trc tt nht theo ca mnh cho trng kinh doanh, v cc hot ng i hc? Ti sao li l cu trc tt nht? c th c cu trc khc thch hp hn khng? 19. Khi no cng ty nn thay i t c cu chc nng sang c cu nhiu b phn. 20. Khi no cng ty nn chn mt c cu ma trn? C cc vn g lin quan n qun tr cu trc ny v ti sao c cu nhm sn phm c th a thch hn? 21. Mi quan h gia phn cng, kt hp v h thng kim sot chin lc l g? Ti sao mi lin h ny li rt quan trng? 22. Vi mi cu trc t chc nh tho lun trong chng 11 hy phc tho cc h thng kim sot thch hp? 23. Bn suy ngh g v cc h thng kim sot v tng thng c th p dng cho cc loi cng ty nh: Ch to, chui bn l, cng ty cng ngh cao...

- 287 TI LIU THAM KHO 1- Alex Miller (1998). Strategic Management 3rd Ed. Irwin/McGraw-Hill 2- Charles W.L. Hill, Gareth R.Jones (2002) Strategic Management : An intergrated Aproach, 5th Ed. Houghton Mifflin. 3- Chistopher G. Worley, David E.Hitchin, Walter L.Ross (1996), Integrated Strategic Change: How OD Builds Competitive Advantage, Addion-Wesley Publishing Company. 4- Chris Argyris, Donald A. Schn (1996), Organization learning II: Theory, Method, and Practice, Addison-Wesley Publishing Company 5- David A.. Secenzo, Stephen P.Robbins (2002), Human Resource Management, 7th John Wiley& Son, Inc 6- Irene Chow, Neil Holbert, Lane Kelley, Julie Yu (1997), Business Strategy: An Asia-Pacific Focus, Prentice Hall 7- Gregory G.Dess, G.T Lumpkin, Marilyn L.Taylor (2004), Strategic Management, Irwwin/McGraw-Hill 8- Henry Mintzberg, James Brian Quinn, John Voyer (1995), The Strategy Process, Collegiate Ed.Prentice Hall. 9- Michiel R.Leeder, Harold E. Feason (1997), Purchasing & Supply Management, 11th Ed. Irwwin/McGraw-Hill 10- Peter Wright, Mark J. Kroll, John Parnell (1996), Strategic Management : Concepts and Cases 3rd Ed. Prentice Hall 11- Rechard L. Daft (1989), Organization Theory and Design, 3rd West Publishing Company 12- Thomas L. Wheelen, J. David Hunger (2004) Strategic Management and Business Policy 9th. Prentice Hall. 13- William C. Frederick, James E. Post, Keith Davis (1992), Business and Society: Corporate Strategy, Public Policy, Ethics, 7th Ed, McGraw-Hill,Inc

-1-

CHNG 1. GII THIU V QUN TR CHIN LC &TUYN B S MNH MC TIU

Ni dung: GII THIU V QUN TR CHIN LC Khi nim v chin lc Qun tr chin lc: Khi nim, li ch, mc tiu, cc nhim v, cc giai on tin ha. Cc thch thc ca qun tr chin lc Khi qut v hoch nh chin lc Vai tr ca nh qun tr trong qun chin lc Cc loi chin lc CC BN HU QUAN v TUYN B S MNH Vin cnh, v s mnh Cc gi tr Cc mc tiu Cc vn v mc tiu ca cng ty di hn v ngn hn CHIN LC V O C Mc ch ca o c kinh doanh nh hng pht trin mi trng o c ca t chc Cc vn o c Trch nhim x hi ca cng ty

-2-

KHI QUT Trong th gii kinh doanh mang tnh cnh tranh, i khi ngi ta t hi ti sao mt s cng ty ny th thnh cng cn s khc li tht bi? Thc vy, mi doanh nghip c mt cch thc tn ti v pht trin. Khng nht thit tt c cc doanh nghip u phi cnh tranh vi cc doanh nghip khc khi phc v cho mt nhm khch hng no bng cng mt cch thc, hoc phi hnh ng vi cng mt cch nhm p ng vi nhng thay i tc ng n hot ng ca n. tr li cc cu hi tng t nh trn, chng ta c th tp trung vo hai khi nim chin lc v li th cnh tranh. Qua cc khi nim ny tm hiu cch thc m cc cng ty trong nhng ngnh khc nhau, vi cc iu kin v hon cnh khc nhau, pht trin cc chin lc nhm ginh li th cnh tranh. Chin lc ca mi doanh nghip yu cu n phi pht trin mt li th cnh tranh cho php tin hnh cnh tranh mt cch hu hiu. C th coi chin lc l cc tng, cc k hoch v s h tr mt doanh nghip tin hnh cnh tranh thnh cng trc cc i th ca n. Li th cnh tranh, theo ngha rng, chnh l nhng g cho php mt doanh nghip c c s vt tri so vi i th ca n. Li th cnh tranh to kh nng doanh nghip duy tr s thnh cng mt cch lu di. Cc hot ng cn thit nhm t c mc ch cui cng l hnh thnh chin lc, duy tr li th cnh tranh to nn nn tng ca qu trnh qun tr chin lc. Mc tiu ca chng ny l lm r: Khi nim v chin lc v qun tr chin lc. Li ch v s tin trin ca qun tr chin lc. Ni dung ca qun tr chin lc Trch nhim ca cc nh qun tr vi qu trnh qun tr chin lc Mi lin h gia cc bn hu quan v cng ty. Bn tuyn b s mnh cng ty, nh l ch th then cht u tin v cch thc mt cng ty nhn nhn cc ngha v vi bn hu quan. Mc ch ca tuyn b s mnh l thit lp cc nguyn tc hng dn cho vic lm quyt nh chin lc. Chng ny kt thc vi s quan tm n c tnh o c ca cc quyt nh chin lc v mi lin h gia o c v s tha mn ca cc bn hu quan. Cng cui chng ny s c th nm vng cch thc m cc bn hu quan, c ch chi phi cng ty, cc cn nhc o c tt c u nh hng n chin lc m nhng ngi qun tr la chn cho t chc. 1.1. Khi nim chin lc 1.1.1. Ngun gc ca khi nim chin lc Khi nim chin lc c t thi Hi lp c i. Thut ng ny vn c ngun gc su sa t qun s, xut pht t strategos ngha l vai tr ca v tng trong qun i. Sau , n pht trin thnh Ngh thut ca tng lnh- ni n cc k nng hnh x v tm l ca tng lnh. n khong nm 330 trc cng nguyn, tc l thi Alexander i chin lc dng ch k nng qun tr khai thc cc lc lng bp i phng v to dng h thng thng tr ton cc. Trong

-3lch s loi ngi, rt nhiu cc nh l lun qun s nh Tn T, Alexander, Clausewitz, Napoleon, Stonewall Jackson, Douglas MacArthur cp v vit v chin lc trn nhiu gc khc nhau. Lun im c bn ca chin lc l mt bn i phng c th bp i th - thm ch l i th mnh hn, ng hn nu h c th dn dt th trn v a i th vo trn a thun li cho vic trin khai cc kh nng ca mnh. Trong bi cnh cnh tranh, thut ng trn a ca chin lc qun s, c th hiu nh l mi trng trong din ra hot ng cnh tranh. S lin tng nh vy c th c l gic v hnh thc, song ni dung ca thut ng trn a trong bi cnh qun s v cnh tranh c nhiu im cn bn lun. Trong qun s, trn a c th l ng bng, rng ni, m ly, sng bin, ng vi mi loi trn a l nhng cch thc trin khai qun khc nhau c hiu lc tt nht, th trong th gii kinh doanh, cc i th cnh tranh khng i mt trc tip nh trong qun s. H cnh tranh vi nhau trong mt mi trng ngnh hng n mt phn on th trng mc tiu v nhng n lc thu ht khch hng. Qua vic mua sm, khch hng s quyt nh i th no thng i th no thua. Kt cc cnh tranh th hin bng thnh tch ca mi i th trn th trng, m khch hng s l ngi ghi nhn thnh cng ca mi i th. Dng nh trong tm tr khch hng, ngi thng ni bt ln vi nhng c tnh quan trng tha mn nhu cu ca h. Trn phng din cnh tranh chng ta s s dng nng lc to s khc bit m t cc kh nng c bit to ra u th nht nh. Nng lc to s khc bit bao gm cc kh nng, cc k nng, cc cng ngh v cc ngun lc c bit cho php mt t chc c th to ra s khc bit vi i th v to nn li th cnh tranh. Mt cch l tng, cc kh nng v k nng ca mt t chc to ra s khc bit n mc cc i th khc hon ton khng th sao chp c. Cc kh nng v cc k nng ng gi trong kinh doanh bao gm cc hot ng nh: thit k sn phm, ci tin, ch to vi chi ph thp, cng ngh c bn quyn, cht lng vt tri, hiu sut phn phi. Do vy, tn ti mi doanh nghip phi c mt vi lnh vc hot ng hay k nng dn n li th cnh tranh. Trong mt ngnh kinh doanh c rt nhiu loi khch hng vi nhng nhu cu khc nhau, cc doanh nghip s c th c nhiu trn a khc nhau la chn. V d, trong ngnh dch v n ung c: n ung bnh dn vi chi ph thp; n ung snh iu; n ung cho nhng ngi quan tm v sc khe. Khng nhng th cc nhm ny cn c th chia ra thnh nhiu nhm nh hn vi cc tiu thc khc nhau ty theo cc nhu cu c th ca tng nhm khch hng. Ni n s tn ti trong mi trng cnh tranh, chng ta cng c th lin tng n cnh tranh t nhin. Cnh tranh t nhin thuc phm vi cc hin tng sinh hc c phn nh trong hc thuyt v s la chn t nhin ca Charles Darwin. Nt c trng ca kiu cnh tranh ny chnh l qu trnh thch nghi xut hin bi hng lot cc php th v sai, qua cc thc th sng c ginh git ly s pht trin. Qu trnh ny din ra ht sc chm chp bi s pht trin xut pht t cc php th thnh cng vn phi ng u vi ci cht t nhng sai lm ngu nhin. c trng ca cnh tranh chin lc rt ra t dng chin lc trong qun s v trong kinh t, l lm cho cc sc mnh v cc nng lc to s khc bit ph hp vi mi trng theo cch thc m nhng ngi lnh o t chc mong mun, to ra li th cnh tranh trc cc i th trong cng mt mi trng. Trong qun s, cc mnh lnh chin lc do cc tng lnh a ra ty thuc vo s thun li ca chin trng i vi sc mnh c th ca lc lng v s bt li ca i th. Nh vy, chin lc qun s hng n vic to ra s ph hp c li gia cc sc mnh bn trong ca lc lng qun s vi chin trng, ni din ra trn nh. Kt qu ca chin lc qun s l mt kt cc vi mt

-4bn thng v mt bn thua. iu ny cng c th thy trong cc hot ng th thao mang tnh i khng. Hnh 1-1Chin lc qun s

Bn trong Cc kh nng c bit S ph hp

Bn ngoi iu kin Chin trng

Cc sc mnh

p dng, Duy tr

Cc c hi Khm ph Bn ngoi

Bn trong

Chin lc
Ngn chn Vt qua Cc e da

Cc i m y u

Hnh 1-2: Chin lc kinh doanh

Chin lc cnh tranh ca mt t chc, cng tng t nh chin lc qun s ch n hng n vic t c s ph hp gia cc nng lc to s khc bit v mi trng bn ngoi m t chc tham gia cnh tranh. Tuy nhin, so vi chin lc qun s, chin luc trong lnh vc kinh doanh phc tp hn. Khng ging nh cc xung t qun s, cnh tranh trong kinh doanh khng phi lc no cng gy ra kt cc c k thng ngi thua. S ganh ua trong ngnh i khi c c hi h ci thin cc sc mnh v k nng ca mnh nh nhng mm mng cnh tranh. Gi tr ca cc nng lc to s khc bit em n li th cnh tranh cho t chc c th gim theo thi gian bi s thay i mi trng. Do cc kh nng ny, m chin lc cnh tranh khng ch bao gm mt m c th phi l mt vi quyt nh khc nhau. iu quan trng l phi lun lun khm ph ra cc c hi mi, ngn chn v y li cc e da tim tng, vt qua cc im yu hin ti v dch chuyn sc mnh n cc lnh vc mi, (hnh 1-2) Mi doanh nghip cn phi ng ph vi cc quyt nh chin lc mt cch lin tc. 1.1.2. Cc khi nim chin lc trong lnh vc kinh doanh Bi v x hi pht trin mt tng ln v t duy chin lc khng cn ch dnh ring trong lnh vc qun s. Do , s tng t vi hot ng kinh doanh cng thng c s dng vi cc yu t chin lc v lnh o. Tuy nhin, trong th gii kinh doanh vn khng n gin.

-5 phn tch chin lc chng ta cn nh ngha Chin lc l g. C rt nhiu nh ngha tt v chin lc, s khc nhau gia cc nh ngha thng l do quan im ca mi tc gi. Nm 1962 Chandler mt trong nhng nh khi xng v pht trin l thuyt v qun tr chin lc nh ngha: chin lc l s xc nh cc mc tiu v mc ch di hn ca doanh nghip, v s chp nhn chui cc hnh ng cng nh phn b ngun lc cn thit thc hin cc mc tiu ny 1 Nm 1980, Quinn nh ngha : chin lc l m thc hay k hoch thch hp cc mc tiu c bn, cc chnh sch v chui cc hnh ng ca t chc vo trong mt tng th c kt cht ch2. Gn y, Johnson v Schole nh ngha: Chin lc l nh hng v phm vi ca mt t chc trong di hn, nhm t c li th cho t chc thng qua cu hnh cc ngun lc ca n trong bi cnh ca mi trng thay i, p ng nhu cu ca th trng v tha mn k vng ca cc bn hu quan.3 Chng ta thy rng, cc nh ngha phn chia thnh nhiu . iu , chng t rng mt nh ngha chnh xc v chin lc s rt phc tp. Do , phi c cc nh ngha a din gip hiu r hn v chin lc. Mintzberg tm lc nh ngha a din trong nh ngha vi 5 ch P4: K hoch (Plan): Mt chui cc hnh ng d nh c thc. Khun mu (Pattern): S kin nh v hnh vi theo thi gian, d nh hay khng d nh B tr (Position): S ph hp gia t chc v mi trng ca n Trin vng (Perspective): Mt cch thc thm cn c nhn thc th gii. Th on( Ploy): Mt cch thc c th vt ln trn i th Kha cnh khc ca chin lc l cn ty theo cp, v bn cht, chin lc ty thuc vo quan im. Ti thiu c ba cp chin lc : Chin lc cp cng ty, chin lc cp n v kinh doanh v chin lc chc nng. Chin lc cp cng ty : bn n mc c chung v phm vi ca t chc. Chin lc cp n v kinh doanh : ch yu quan tm n cc cch thc cnh tranh trn mt th trng c th. Chin lc chc nng : Chuyn dch chin lc cng ty v chin lc cp n v kinh doanh ti cc b phn ca t chc trn quan phng din ngun lc, cc qu trnh, con ngi v k nng ca h. 1.2. Qun tr chin lc 1.2.1. Khi nim qun tr chin lc Ngi ta thng xem chin lc nh l sn phm ca mt qu trnh hoch nh hp l c dn dt bi qun tr cp cao, song khng phi l tt c. Trong rt nhiu trng hp, cc chin lc c gi tr li c th pht sinh t bn trong t chc m khng c mt s hoch nh trc.

1 2 3 4

Chandler, A (1962). Strategy and Structure : Chapters in the History of the American Enterprise. Cambridge, Massachusettes. MIT Press. Quinn, J.B. (1980). Strategy for Change : Logical incrementalism. Homewood Illinois. Irwin Johnson, G., Scholes, K. (1999). Exploring Corporation Strategy, 5th Ed. Prentice Hall Europe. Mintzberg, H. (1987). The Strategy Concept : 1Five Ps for Strategy. California Management Review 30(1) June pp. 11-24

-6Qun tr chin lc l mt b cc quyt nh qun tr v cc hnh ng xc nh hiu sut di hn ca mt cng ty. Qun tr chin lc bao gm cc hnh ng lin tc: sot xt mi trng (c bn trong ln bn ngoi); xy dng chin lc; thc thi chin lc v nh gi kim sot chin lc. Do , nghin cu chin lc nhn mnh vo vic theo di v nh gi cc c hi v e da bn ngoi trong bi cnh ca cc sc mnh v im yu bn trong. Qun tr chin lc c ngun gc l cc chnh sch kinh doanh, qun tr chin lc kt hp cc ch hoch nh di hn vi chin lc. Tuy nhin, tri vi qun tr chin lc chnh sch kinh doanh c nh hng qun tr chung, ch yu hng vo bn trong quan tm n s tch hp hot ng gia cc chc nng ca t chc. Trong khi , qun tr chin lc khng ch quan tm n s tch hp cc chc nng bn trong ging nh chnh sch kinh doanh m cn nhn mnh hn vo mi trng v chin lc. Do , ngi ta s dng thut ng tr chin lc thay cho chnh sch kinh doanh.1 1.2.2. Nhim v ca qun tr chin lc Qun tr chin lc bao gm nm nhim v c quan h mt thit vi nhau (Hnh 1-3): To lp mt vin cnh chin lc m t hnh nh tng lai ca cng ty, nu r cng ty mun hng n u, tr thnh mt cng ty nh th no? Chnh iu ny cung cp nh hng di hn, ch r hnh nh m cng ti mun tr thnh, truyn cho cng ty cm gic v hnh ng c mc ch. Thit lp cc mc tiu - chuyn ha vin cnh chin lc thnh cc kt qu thc hin c th m cng ty phi t c. Xy dng chin lc t c cc mc tiu mong mun. Thc thi v iu hnh cc chin lc c la chn mt cch c hiu lc v hiu qu. nh gi vic thc hin v tin hnh cc iu chnh v vin cnh, nh hng di hn, cc mc tiu, chin lc hay s thc hin trn c s kinh nghim, cc iu kin thay i, cc tng v cc c hi mi. Hnh 1-3: Nm nhim v ca qun tr chin lc

R.E. Hoskisson, M.A. Hitt, W.P.Wan, and D.Yiu, (1982), Theory and Research in Strategic Management: Swings of the Pendulum, Journal of Business. Vol25, No.3, pp 417-456

-7Pht trin vin cnh chin lc v s mnh Thit lp mc tiu Xy dng cc chin lc t mc tiu Thc thi v iu hnh cc chin lc chn nh gi thc hin, theo di, sa cha iu chnh

Sa cha Nu cn

Sa cha Nu cn

Ci thin/ thay i Nu cn

Ci thin/ thay i Nu cn

Khi phc 1,2,3,4 Nu cn

1.2.3. Li ch ca qun tr chin lc Cc nghin cu cho thy nu p dng qun tr chin lc t chc s t hiu sut tt hn so vi cc t khng thc hin qu trnh ny.1 Nu t c s ph hp gia mi trng ca t chc vi chin lc, cu trc v cc qu trnh ca n s to ra hiu ng tch cc ln hiu sut ca t chc.2 Li ch ca qun tr chin lc c kim nghim trong nhiu ngnh khc nhau, vi nhiu loi cng ty vi qui m khc nhau, c th tm li vi ba im c bn nht, l: - Lm r rng hn vin cnh chin lc cho cng ty. - Tp trung chnh xc hn vo nhng iu c ngha quan trng ca chin lc. - Ci thin nhn thc v s thay i nhanh chng ca mi thng.3 Tuy nhin, t c hiu qu, qun tr chin lc lun cn mt qu trnh chnh thc, v n c th bt u vi cc cu hi: - T chc ang u? - Nu khng c g thay i tt chc s i n u sau 1 nm, 2 nm, 3 nm, 5 nm hay 10 nm? Cc cu tr li ca bn c th chp nhn c hay khng? - Nu cc cu tr li l khng th chp nhn? Cn phi thc hin cc hnh ng qun tr c th no? Nhng ri ro v cn nhc no cn phi quan tm? 1.2.4. Cc giai on pht trin ca qun tr chin lc nhn thc r hn v s thay i trong lnh vc qun tr chin lc v nh gi qu trnh pht trin ca qun tr chin lc, chng ta c th im li cc giai on pht trin ca qun tr chin lc:

-8Trong giai on u s khai ny cc nh qun tr thy cn phi c mt qu trnh hoch nh cht ch, lp ra h thng ngn sch cho nm sau. Cc d n v cc ngh ch da trn mt s t cc phn tch, m hu ht t cc thng tin ni b cng ty. Cc thng tin v mi trng ch yu do lng bn hng cung cp. Thc ra cc k hoch xy dng theo mt qu trnh n gin mt cch thi qu nh vy, dng nh ch to s ch ng iu hnh trong phm vi ti a l mt nm. Qu trnh nh vy khng tn km qu nhiu v thi gian, yu t chin lc ht sc m nht. Thng thng, cc hot ng ca cng ty s b ngt qung vi tun khi cc nh qu tr ang c gn cc tng ca h vo cc k hoch ngn sch. Giai on 2 - Hoch nh trn c s d on: V vic lp ngn sch t c ngha thc y vic hoch nh di hn, v chnh cc nh qun tr cng cm thy b ng trong nhiu tnh hung thay i ca mi trng. H c gng ra cc k hoch di hi hn, c th 5 nm. Ch c nh vy, cc nh qun tr mi c kh nng xem xt cc d n ko di trn mt nm. Cng vi cc thng tin ni b, cc nh qun tr thu thp cc d liu bn ngoi v ngoi suy t cc khuynh hng hin ti n 5 nm trong tng lai. Giai on ny cng vic hoch nh i hi kh nhiu thi gian, c khi n hng thng to ra s kt ni ph hp gia cc ngn sch vi nhau. Trong qu trnh nh vy, thng din ra nhng xung t khi cc nh qun tr c gng cnh tranh ginh ly phn ngn sch ln hn. Cc cuc hp din ra lin min nh gi cc ngh v iu chnh cc gi thit. Phm vi thi gian c th t 3-5 nm. Giai on 3- Hoch nh hng ra bn ngoi: Hoch nh di hn 3-5 nm trn c s kt ni cc ngn sch t ra phc tp bi tnh xung t cao. Khng nhng th cc k hoch 5 nm cn km hiu lc. V vy, cc nh qun tr cp cao thy cn kim sot qu trnh hoch nh bng cch tin hnh hoch nh chin lc. T duy theo quan im chin lc c th tng cng c kh nng p ng i vi cc th trng ang thay i v thch nghi vi cc p lc cnh tranh. Vic hoch nh khng cn giao cho cc cp di na m tp trung vo mt b phn gm nhng ngi chu trch nhim xy dng cc k hoch chin lc cho cng ty. B phn k hoch c cc nh t vn cung cp cho nhng k thut ci tin thu thp thng tin v d on khuynh hng tng lai. Cc chuyn gia tnh bo cng pht trin cc n v tnh bo cnh tranh. Cc nh qun tr cp cao mi nm hp mt ln ti b tham mu do nhng thnh vin ch cht ca b phn k hoch ch tr nh gi v cp nht k hoch chin lc. Vic hoch nh t trn xung nh vy nhn mnh vo vic xy dng k hoch chin lc chnh thc, v giao trch nhim thc hin xung cp thp hn. Cc nh qun tr cp cao khi xy dng k hoch c s tr gip ti a ca cc nh t vn nhng li c rt t cc d liu t cp di. Giai on 4 - Qun tr chin lc: Trong qu trnh thc hin k hoch ha t trn xung cc nh qu tr thy rng ngay c chin lc tt nht cng t c gi tr nu khng c cc d liu v s cam kt ca nh qun tr cp di. Cc nh qun tr cp cao thnh lp nhm cc nh qun tr v cc nhn vin ch cht nhiu cp, t nhiu b phn khc nhau v cc nhm lm vic. H xy dng v tch hp mt lot cc k hoch chin lc nhm t c cc mc tiu ch yu ca cng ty. ng hn l h c gng trin khai mt cch hon ho cc d on tng lai, cc k hoch tp trung vo bi cnh c th xy ra v cc chin lc ngu nhin. K hoch chin lc 5 nm chia ra tng nm rt phc tp c thay th bng t duy chin lc tt c cc cp ca t chc trong c nm. Thng tin chin lc, trc kia vn ch c cp cao, th nay c chuyn qua mng cc b hay intranet ra khp t chc. Thay v vic tp trung vo mt b phn hoch nh ln, cc nh t vn hoch nh bn trong v bn ngoi lun sn sng tr gip cc cuc tho lun chin lc theo nhm. Mc d, cc nh qun tr cp

-9cao c th vn khi s qu trnh chin lc, nhng chin lc c th xut hin mi ni trong t chc. Hoch nh l s tng tc gia cc cp ch khng phi t cp cao. Con ngi tt c cc cp u c th tham gia vo qu trnh hoch nh.1 General Electric l mt trong nhng nh tin phong trong hoch nh chin lc, dn u trong qu trnh chuyn t hoch nh chin lc sang qun tr chin lc vo nhng nm 19802. n nhng nm 1990 hu ht cc cng ty trn th gii bt u chuyn i sang qun tr chin lc. 1.3. M hnh hoch nh chin lc c bn Thng thng, chin lc c hiu nh l kt qu ca mt qu trnh hoch nh hp l c dn xp mt cch cn thn nu khng mun ni l b chi phi bi qun tr cp cao trong cng ty. Tuy vy, vic xem xt qu trnh hoch nh nh l mt im xut pht c ch cho hnh trnh ca chng ta vo th gii chin lc. Trong phn ny chng ta xem tin trnh chin lc nh l mt m hnh hoch nh theo khun mu. Hnh: 1-4: Qu trnh qun tr chin lc chnh thc S mnh v mc
Phn tch bn trong (Tm cc ngun lc kh nng v nng lc ct li)

Phn tch bn ngoi (cc c hi v e da)

La chn v xy dng cc chin lc Chin lc chc nng Chin lckinh doanh Chin lc ton cu Chin lc cng ty

Cu trc t chc

Lm ph hp chin lc, cu trc v kim sot

Thit k kim sot

Thay i chin lc

Qu trnh hoch nh chin lc c th chia thnh nm bc chnh, bao gm: (1) La chn s mnh v cc mc tiu ch yu ca cng ty; (2) Phn tch mi trng bn ngoi nhn dng cc c hi v e da; (3) Phn tch mi trng bn trong nhn dng cc im mnh v yu ca t chc;

1 2

Thomas L.Wheelen, J. David Hunger (2004), Strategic Management and Business Policy, 9e Pearson Prentice Hall. Pp 3. M.R. Vaghefi, A.B. Huellmantel, (1998), Strategic Leadership at General Electric, Long Range Planning, (4-1998), pp280-284

-10(4) La chn cc chin lc trn c s tm kim cc ngun lc, kh nng v nng lc ct li v pht trin n ha gii cc nguy c, tn dng cc c hi t mi trng bn ngoi; (5) Thc thi chin lc. Nhim v phn tch mi trng bn trong v bn ngoi cng ty v sau la chn chin lc thng c coi l vic xy dng chin lc. Thc thi chin lc s bao gm thit k cu trc t chc v h thng kim sot thch hp a chin lc vo thc hin. Mi mt b phn din t trong hnh 1-4 to thnh mt bc theo th t trong qu trnh hoch nh chin lc. Mi chu k hoch nh chin lc bt u bng mt bn tuyn b s mnh v cc mc tiu ch yu ca cng ty. Tip theo bn bo co s mnh l cc phn tch bn trong, bn ngoi v la chn chin lc. Qu trnh kt thc vi vic thit k cu trc t chc v h thng kim sot cn thit thc thi chin lc la chn Mt s t chc duyt li qu trnh ny hng nm, mc d iu ny cha hn a t chc n vic la chn mt chin lc mi cho mi nm. Trong nhiu trng hp kt qu n gin l xc nhn mt ln na mt chin lc v cu trc l hon ton ng n. Cc k hoch chin lc c to ra bng qu trnh ny thng bao trm khong thi gian 5 nm, v c cp nht hng nm. Trong nhiu t chc kt qu ca qu trnh hoch nh chin lc hng nm c s dng nh l u vo cho qu trnh hoch nh ngn sch ca nm tip theo. Nh vy, hoch nh chin lc nh hng phn b ngun lc trong t chc. 1.3.1. S mnh v cc mc tiu ch yu Bc u tin ca qu trnh qun tr chin lc l xc nh s mnh v cc mc tiu ch yu ca t chc. S mnh v cc mc tiu ch yu ca t chc cung cp mt bi cnh xy dng cc chin lc. S mnh trnh by l do tn ti ca t chc v ch ra n s lm g. V d, s mnh ca mt hng hng khng quc gia c th l p ng nhu cu i li tc cao cho khch hng vi gi c hp l. Tng t, s mnh ca Yahoo! c th l lin kt mi ngi ti bt k ai v bt k iu g. Cc mc tiu ch yu xc nh nhng g m t chc hy vng p ng trong phm vi trung v di hn. Hu ht cc t chc theo ui li nhun, mc tiu t c nng lc vt tri chim v tr hng u. Cc mc tiu th nh l cc mc tiu m cng ty xt thy cn thit nu h mun t n nng lc vt tri. 1.3.2. Phn tch bn ngoi B phn th hai ca qu trnh qun tr chin lc l phn tch mi trng hot ng bn ngoi t chc. Mc tiu ca phn tch bn ngoi l nhn thc cc c hi v nguy c t mi trng bn ngoi ca t chc. Ba loi mi trng bn ngoi c mi lin h qua li vi nhau bao gm: mi trng ngnh l mi trng m trong t chc vn hnh, mi trng quc gia v mi trng v m. Vic phn tch mi trng ngnh cn mt s nh gi cu trc cnh tranh trong ngnh, bao gm v th cnh tranh ca t chc trung tm v cc i th cnh tranh chnh, cng nh cc giai on pht trin ngnh. Nhiu th trng hin nay tr thnh th trng ton cu, vic phn tch mi trng ngnh cng c ngha l nh gi tc ng ca ton cu ha trong cnh tranh phm vi mt ngnh. Vic phn tch mi trng quc gia nhm xem xt bi cnh quc gia m cng ty ang hot ng c to iu kin thun li ginh u th cnh tranh trn th trng ton cu hay khng. Nu khng, th cng ty c th phi xem xt vic dch chuyn mt b phn ng k hot ng ca n ti quc gia c khung cnh thun li cho vic t li th cnh tranh. Vic phn tch mi trng v m bao gm xem xt cc nhn t kinh t v m, x hi, chnh ph, php l, quc t v cng ngh c th tc ng ti t chc.

-111.3.3. Phn tch bn trong Phn tch bn trong l b phn th ba ca qu trnh qun tr chin lc, nhm tm ra cc im mnh, im yu ca t chc. Chng ta s tm xem cch thc cng ty t n li th cnh tranh, v vai tr ca cc nng lc khc bit (sc mnh c o ca cng ty), cc ngun lc v kh nng to dng v duy tr bn vng li th cnh tranh cho cng ty. Kt lun m chng ta c th rt ra l to dng v duy tr li th cnh tranh yu cu cng ty phi t c mt cch vt tri v hiu qu, cht lng, ci tin v trch nhim vi khch hng. Sc mnh ca cng ty a n n s vt tri trong lnh vc ny, ngc li cc im yu li c th a n hiu sut km hn. 1.3.4. La chn chin lc Phn vic tip theo l xc nh ra cc phng n chin lc ng vi cc im mnh im, im yu, c hi e da xc nh ca cng ty. S so snh cc im mnh, im yu, c hi, e da thng c gi l phn tch SWOT. Mc ch c bn ca phn tch SWOT l nhn din cc chin lc m n nh hng, to s ph hp, hay tng xng gia cc ngun lc v kh nng ca cng ty vi nhu cu ca mi trng trong cng ty ang hot ng. Xa hn na qu trnh ny i vo vic nhn thc r bn cht v th cnh tranh trn c s phn tch tm ra nhng ngun lc, kh nng v nng lc ct li lm c s cho vic pht trin cc la chn chin lc La chn chin lc. T chc phi nh gi nhiu phng n tng ng vi cc kh nng c th t c mc tiu chnh. Cc phng n chin lc c to ra c th bao gm cp n v kinh doanh, cp chc nng, cp cng ty hay cc chin lc ton cu cho php tn ti mt cch tt nht thch hp vi s thay i nhanh chng ca mi trng cnh tranh ton cu nh l mt c im ca hu ht cc ngnh hin i. Chin lc cp n v kinh doanh bao gm ch cnh tranh m cng ty la chn nhn mnh, cch thc m n t nh v vo th trng t c li th cnh tranh v cc chin lc nh v khc nhau c th s dng trong bi cnh khc nhau ca mi ngnh. Chng ta s xem xt li hi ca ba loi chin lc chnh cp cc n v kinh doanh, l chin lc dn o v chi ph; chin lc to s khc bit v chin lc tp trung vo cc khe h th trng. Chng ta tip tc cng s xem xt mi quan h gia chin lc cp n v kinh doanh vi cu trc ngnh. Sau , vic nghin cu s tp trung vo cc la chn chin lc khc nhau tc ng n cc cng ty trong nhng iu kin ngnh hon ton khc nhau, nh l li ch hay bt li ca vic thit lp li th ca ngi dn u trong mt ngnh mi hnh thnh hay giai on mi pht trin. Vai tr ca ngi dn o th trng, dn o gi v khc bit sn phm trong vic duy tr mt li th cnh tranh trong cc giai on khc nhau ca chu k ngnh cng cn c xem xt v tho lun trong cun sch ny. Chin lc chc nng: Li th cnh tranh bt ngun t nng lc ca cng ty nhm t c s vt tri v hiu qu, cht lng, s ci tin v trch nhim vi khch hng. Vi cc chin lc cp chc nng, chng ta c xem xt vai tr v cch thc m cc chin lc ny hng n hon thin hiu sut ca cc hot ng trong phm vi cng ty, nh marketing, qun tr vt liu, pht trin sn xut v dch v khch hng. Chin lc ton cu: Trong bi cnh ca th trng v cnh tranh ton cu ngy nay, vic t c mt li th cnh tranh v cc i ha nng lc ca mt cng ty ngy cng i hi cng ty phi m rng hot ng ca n ra bn ngoi quc gia m n ang tn ti. Mt cch thch hp l cng ty phi c chin lc ton cu khc nhau m n c th theo ui. Trong khi tm kim cch thc thm nhp ton cu cng ty s xem xt li ch v chi ph ca vic m rng hot ng trn phm vi ton cu, trn c s bn chin lc khc nhau, gm: chin lc a quc gia

-12(multidomestic), chin lc quc t (international), chin lc ton cu (global) v chin lc xuyn quc gia (transnational) m cc cng ty c th chp thun cnh tranh trn th trng ton cu. Hn na, cn ch n cc vn li ch v chi ph ca cc lin minh chin lc gia cc nh cnh tranh ton cu, cc cch thc nhp cuc khc nhau thm nhp vo th trng nc ngoi, vai tr ca cc chnh sch ca cc nc trong vic nh hng n la chn chin lc ton cu ca cng ty. Chin lc cp cng ty: Mt chin lc cp cng ty phi tr li cu hi: cc loi kinh doanh no c th lm cc i kh nng sinh li di hn ca cng ty? Trong nhiu t chc, vic cnh tranh thnh cng thng c ngha l hi nhp dc - l qu trnh tch hp cc hot ng hoc l ngc v pha u vo ca qu trnh sn xut chnh hoc l xui theo chiu phn phi s dng cc u ra ca hot ng chnh. Hn na, cc cng ty thnh cng trong vic thit lp mt li th cnh tranh bn vng c th ang pht sinh cc ngun lc vt qu nhu cu u t ca h trong phm vi ngnh chnh ca mnh. Vi cng ty nh vy, vic cc i ha kh nng sinh li di hn i hi a dng ha vo cc lnh vc kinh doanh mi. 1.3.5. Thc thi chin lc Khi cng ty la chn chin lc t mc ch ca n, chin lc cn phi a vo thc thi, trong cun sch ny chng ta chia vic thc hin chin lc thnh bn b phn chnh: Th nht, thit k cu trc t chc thch hp; th hai, thit k h thng kim sot; th ba, to s ph hp gia chin lc, cu trc t chc, v h thng kim sot; th t, qun l s xung t, chnh tr v s thay i. Thit k cu trc chin lc: Vic thc thi mt chin lc yu cu phn cng vai tr v trch nhim v cc hot ng chin lc khc nhau cho cc nh qun tr v cc b phn nht nh trong cng ty. Cu trc t chc ca cng ty ch ra cc vai tr, trch nhim, cc quan h bo co. Nu cu trc t chc hin ti khng thch hp vi chin lc cng ty la chn, phi thit k ra mt cu trc t chc mi. Thit k h thng kim sot: Bn cnh vic la chn cu trc t chc cng ty cn phi thit lp mt h thng kim sot thch hp. Trong n phi quyt nh v cch thc tc ng ti s thc hin v kim sot hot ng ca cc b phn. Cc la chn ca h thng kim sot c th t kim sot th trng, kim sot u vo - u ra, kim sot hnh chnh, kim sot vn ha t chc Chng ta cng xem xt cch thc m mt t chc quyt nh vn thng v h thng thng i vi nhn vin. To ra s ph hp gia chin lc, cu trc t chc v kim sot: Mt cng ty mun thnh cng cn phi to ra s ph hp hay tng thch gia chin lc, cu trc v h thng kim sot ca n. Trong phn cui ca cun sch ny s tp trung vo cc cng c khc nhau hng n s ph hp ny. Bi v cc chin lc v mi trng khc nhau t yu cu khc nhau ln mt t chc do h phi to ra cu trc v h thng kim sot tng ng. V d chin lc ca ngi dn o chi ph, yu cu t chc phi tht n gin, (nh vy mi c th gim chi ph) v cc hot ng cng nh kim sot s nhn mnh vo hiu qu sn xut. Mt khc, vi chin lc to s khc bit, bng cch to ra s c o cho sn phm ca cng ty v cng ngh, s yu cu vic kt hp cc hot ng trong cng ty xoay quanh chc nng ct li l cng ngh, v thit lp h thng kim sot hng ti s sng to cng ngh. 1.3.6. Chu trnh phn hi Cc chu trnh phn hi trong hnh 1-4 ch ra rng hoch nh chin lc l mt qu trnh lin tc. Khi thc hin mt chin lc cn phi lin tc gim st s thc hin xc nh mc t

-13c cc mc tiu chin lc. Cc thng tin ny s c chuyn tr li cp cng ty thng qua cc qu trnh phn hi. cp cng ty, n cung cp cho chu trnh thc hin v xy dng chin lc sau ny. V d khi a vo thc hin, mt mc tiu chin lc c th qu lc quan v thi im sau cn phi t li thn trng hn. Nh mt s la chn, thng tin phn hi c th pht hin rng cc mc tiu chin lc l ra t c nhng vic thc hin cn km ci. Trong trng hp , chu trnh sau ca qun tr chin lc c th tp trung hn vo vic thc hin. 1.4. Cc nh qun tr chin lc Trong khun kh hoch nh chin lc, trch nhim chnh v vic sp t qu trnh hoch nh chin lc thuc v nhng ngi c trch nhim qun tr cp cao. Nhng ai s l ngi qun tr cp cao ny, v vai tr chin lc ca h mt cch chnh xc l g? Cc nh qun tr cp thp hn trong t chc l ai? Vai tr ca h l g trong qu trnh qun tr chin lc? Trong phn ny, chng ta ch n vai tr ca cc nh qun tr nhng cp khc nhau trong t chc thng qua lng knh ca l thuyt qun tr chin lc truyn thng. Trong hu ht cc t chc hin i, c hai loi nh qun tr: l nh qun tr chin lc (general manager) v cc nh qun tr iu hnh hay qun tr tc nghip (operations manager). Cc nh qun tr chin lc chu trch nhim v hiu sut chung ca ton t chc hay nhng ngi ng u b phn chnh c lp. Trn phng din , s quan tm ti thng ca h to ra sc mnh ca ton b t chc. Trch nhim ny t h vo mt v th phi tp trung vo nh hng ton b t chc trn phng din chin lc. Mt khc, cc nh qun tr iu hnh hay qun tr tc nghip chu trch nhim v cc chc nng kinh doanh hay cc hot ng c th, nh qun tr ngun nhn lc, mua sm, sn xut, bn hng, marketing, pht trin sn xut, dch v khch hng, k ton V tr quyn lc ca h thng lin quan ti mt hot ng no ca t chc. Ni chung, vi cc cng ty c nhiu hot ng kinh doanh s c ba cp qun tr: cp cng ty, cp n v kinh doanh v cp iu hnh (Hnh 1-5). Cc nh qun tr chin lc thng hai cp u, nhng vai tr chin lc ca h khc nhau ph thuc vo phm vi trch nhim. Cc nh qun tr iu hnh cng c vai tr chin lc khc nhau. Chng ta s xem xt tng cp qun tr v vai tr chin lc gn vi cc nh qun tr trong mi cp. 1.4.1. Qun tr cp cng ty Qun tr cp cng ty bao gm tng gim c (Chief Executive Officer CEO) v cc nh qun tr cp cao khc, ban gim c v cc cn b cp cng ty. Cc c nhn ny ng u trong vic a ra cc quyt nh trong t chc. Tng gim c l nh qun tr chin lc chnh cp ny. Trong khi tham kho kin ca cc cn b cp cao khc, ngi ny c vai tr gim st s pht trin ca cc chin lc trong ton b t chc. Vai tr ny bao gm vic xc nh s mnh, v cc mc tiu ca t chc, xc nh cng ty gm cc n v kinh doanh no, phn b cc ngun lc cho mi n v kinh doanh khc nhau, xy dng v ch o thc hin chin lc pht trin ca tng n v kinh doanh. Bn cnh vic gim st s phn b ngun lc v qun tr qu trnh ct gim hay mua li, cc nh qun tr chin lc cp cng ty cng to ra mi lin h gia ngi gim st s pht trin chin lc ca cng ty v cc c ng. Cc nh qun tr cp cng ty, v c bit l gim c iu hnh, c th c coi nh nhng ngi bo v gi tr cho cc c ng. Trch nhim ca cc nh qun tr cp cng ty m bo rng cc chin lc cng ty m h theo ui ph hp vi vic cc i ha gi tr ca cc c ng. Nu khng phi l h th tng gim c phi chu trch nhim trc cc c ng. Hnh 1-5 Cc cp qun tr chin lc

-14Cp cng ty Tng gim c, Cp n doanh v kinh Vn phng

B phn A

B phn B

B phn C

Cc nh qun tr b Cc chc nng ki h d h Cc chc nng ki h d h Cc chc nng ki h d h

Cp chc nng Cc nh qun tr chc nng

Th trng A

Th trng B

Th trng C

1.4.2. Cc nh qun tr cp n v kinh doanh

Trong mt cng ty kinh doanh trn nhiu lnh vc, cp n v kinh doanh bao gm trng cc n v kinh doanh v cc cn b ca h. Vi cng ty hot ng trong mt ngnh, cp n v kinh doanh v cp cng ty s trng nhau. Mt n v kinh doanh l mt thc th t chc hot ng trong mt lnh vc phn bit vi c im l c lp, c cc b phn chc nng ring. Cc nh qun tr chin lc chnh cp n v kinh doanh l trng n v. Vai tr ca h l chuyn cc tuyn b chung v nh hng v nh t cc nh qun tr cp cng ty vo chin lc c th ca tng n v kinh doanh. Nh vy, trong khi cc nh qun tr chin lc cp cng ty lin quan n chin lc pht trin cc b phn kinh doanh, th cc nh qun tr cp n v kinh doanh li tp trung vo chin lc ca mt n v kinh doanh nht nh.

1.4.3. Cc nh qun tr iu hnh

-151.5. Chin lc l mt qu trnh pht sinh M hnh lp k hoch trn cho thy cc chin lc ca t chc l kt qu ca mt k hoch, m qu trnh hoch nh chin lc t n c cu trc mt cch cht ch v hp l v rng qu trnh c dn xp v thc vy c chi phi bi cc nh qun tr cp cao. Trong nhng nm gn y, mt s nh nghin cu ng h mt quan im v xy dng chin lc m hoi nghi v quan im truyn thng tp trung vo vic hoch nh. Cc nh nghin cu ny c ba ph phn v qu trnh hoch nh: mt l, tp trung vo s khng th d kin trc v th gii hin thc; hai l, nhn mnh vo vai tr ca cc nh qun tr cp thp hn c th c trong qu trnh hoch nh chin lc; v im th ba, ch ra rng nhiu chin lc thnh cng li l kt qu ca may mn ch khng phi l mt qu trnh chin lc hp l. 1.5.1. Xy dng chin lc trong mt th gii khng th on trc Nhng ngi ch trch h thng hoch nh chnh thc cho rng chng ta sng trong mt th gii khng chc chn, phc tp v ch cn mt s tnh c nh cng gy nhng tc ng ln v khng th d kin n kt qu. Trong bi cnh , h khng nh, ngay c cc k hoch chin lc c suy tnh cn thn cng tr nn v dng trc s thay i nhanh chng v khng th on trc ca mi trng. y l nhng iu m cc s gia v cc nh t tng qun s nhn ra t lu. Clausewitz mt nh chin lc qun s Ph ni ting vo u th k 19, lu rng: Cc nguyn tc, cc qui tc hay k c h thng chin lc cng lun lun tht bi, chng b xi mn bi s phc tp v tn ca th gii Trong chin lc mi iu l khng chc chn v bin i. Mc du Clausewwitz ni v chin lc qun s, cc quan st ca ng cng lin quan n cc chin lc kinh doanh. V d, bng chng l Microsoft b bt ng bi s pht trin nhanh chng ca internet v s xut hin cc cng ty nh Netscape, Sun Microsystem nh l cc i th cnh tranh tim tng. 1.5.2. Xy dng chin lc bi nhng nh qun tr cp thp Mt s ph phn khc v m hnh hoch nh chin lc hp l cho rng m hnh ny gn cho cc nh qun tr cp cao vai tr qu ln. Hin nay mt quan im c chp nhn rng ri hn, l cc nh qun tr cp thp trong t chc c th v thng c nh hng su sc n s tin trin ca chin lc.1Andry Grove, tng gim c ca Intel, cng vi Robert Burgelman ca trng i hc Standford, m t rng gn y nhiu quyt nh quan trng ca Intel khng phi c khi xng t cc nh qun tr cp cao, m chnh bi cc hnh ng ch ng ca cc nh qun tr cp trung gian trong cng ty.2 1.5.3. May mn v chin lc Lch s kinh doanh cung cp v vn cc v d v nhng s kin tnh c c th a cng ty n nhng phng hng mi v c li hn. Nhiu v d cho thy chin lc thnh cng khng phi l kt qu ca cc k hoch c suy tnh cn thn, m ch l cu may. Mt trong s cc v d l cng ty 3M trong nhng nm 1960. Lc , 3M ang sn xut fluorocarbon bn nh l cht lng lm lnh cho cc my iu ha. Mt hm, tht tnh c, mt nh nghin cu lm vic trong phng th nghim cht fluorocarbon lm mt t cht lng vo giy ca c ta. Hm sau, cng nh nghin cu ny li lm c ph vo i giy y. C ta thy th v khi c ph to thnh tng ht cht lng nh sau ln ra khi chic giy m khng li du vt g. Suy ngh v hin tng ny, cho

1 2

Burgelman Intraorganizational Ecologypp239-262; Minzberg, Pattern in Strategy Formulation p934-948 R.A Burgeman and A.S. Grove, Strategic Dissonance, California Management Review (Winter 1996),8-28

-16ta nhn thy rng cht lng to nn t fluorocarbon c th tr thnh cht bo v cc cng trnh xy dng khi s hoen , v nh th tng cho cht bo v Scotch Guard ra i. Kt qu l, Scotch Guard tr thnh mt trong nhng sn phm sinh li nht ca 3M, cng ty i vo kinh doanh trong lnh vc bo v cho cc cng trnh xy dng, mt lnh vc m h cha bao gi lp k hoch tham gia. R rng l cc s kin v khm ph tnh c l chuyn thng tnh v n c th m ra con ng sinh li cho cc cng ty. Do , chin lc ca nhiu cng ty sinh li khng phi l sn phm ca qu trnh hoch nh logic, m l khai thc s tnh c. Nh vy, mt s cng ty b l cc c hi sinh li do nhng khm ph v s kin tnh c tri vi cc quan nim trc ca h v nhng g m chin lc nn theo ui. 1.5.4. Cc chin lc d nh v pht sinh Henry Minzberg kt hp tng ni trn vo mt m hnh pht trin chin lc nhm cung cp cho chng ta ci nhn hon thin hn v chin lc hin nay l g. Theo m hnh ny, (Hnh 1-6) chin lc hin thc l sn phm ca nhng g c hoch nh, (cc chin lc d nh hin ti c a vo hnh ng) v nhng g khng c hoch nh (hay cc chin lc pht sinh). Trong cch nhn ca Mintzberg cc chin lc pht sinh, cha c hoch nh t trc p ng vi nhng trng hp khng c d kin trc. Cc chin lc ny thng pht sinh t nhng hnh ng t ch ca c nhn cc nh qun tr cp di, t nhng khm ph hay s kin tnh c. Chng khng phi l sn phm ca c ch hoch nh t trn xung mt cch chnh thc. Mintzberg cng xc nhn rng cc chin lc pht sinh thng l thnh cng v c th thch hp hn so vi cc chin lc d nh.

Chin lc c cn nhc Chin lc d h Chin lc hi th

Chin lc khng thc

Chin lc pht sinh

Hnh 1-6:Cc chin lc pht sinh v chin lc c cn nhc k

Trn thc t, chin lc ca hu ht cc t chc c th l s kt hp gia cc chin lc d nh v chin lc pht sinh. Nh vy, mt thng ip nhc nh cc nh qun tr rng h cn nhn thc qu trnh pht sinh v xen vo lc thch hp, loi b ngay cc chin lc pht sinh xu, v nui dng cc chin lc pht sinh tt. Tuy nhin, ra cc quyt nh nh vy, cc nh qun tr phi c kh nng xem xt gi tr ca cc chin lc pht sinh. V h phi c kh nng t duy chin lc. Mc d cc chin lc pht sinh ny sinh t trong phm vi t chc khng cn hoch nh trc v n khng i qua cc bc mt cch tun t nh trong hnh 1-4 - cc nh qun tr cp cao vn phi nh gi cc chin lc pht sinh. l vic so snh mi chin lc pht sinh vi mc tiu t chc, cc c hi, e da t mi trng bn ngoi, v cc im mnh, im yu trong t chc. Mc ch ca nh gi l xem xt chin lc pht sinh c ph hp vi nhu cu v kh nng ca t chc

-17hay khng. Hn na, Mintzberg nhn mnh rng nng lc to ra cc chin lc pht sinh ca t chc l chc nng ca vn ha cng ty c thc y bng cu trc t chc v h thng kim sot. Ni mt cch khc, trong qu trnh chin lc cc chin lc pht sinh cng quan trng khng km cc chin lc d nh. S khc bit ch yu gia qun tr chin lc vi cc chin lc d nh v vi chin lc pht sinh c din t hnh 1-4. Vic xy dng cc chin lc d nh da trn c s t trn xung, trong khi vic to ra cc chin lc pht sinh l mt qu trnh t di ln. Trong mt t chc thnh cng, c hai qu trnh ny thng cng song hnh.1 1.6. Qun tr chin lc nhm tha mn cc bn hu quan Cc bn hu quan l cc c nhn hay nhm c tc ng, v chu tc ng ca cc kt cc chin lc, h c quyn i hi i vi thnh tch ca doanh nghip.2 Quyn i hi v thnh tch ca doanh nghip, v s tn ti, v kh nng cnh tranh v tnh sinh li pht sinh d phn ca h trong doanh nghip.3 Cc bn hu quan s tip tc ng h cho cng ty nu thnh tch ca cng ty p ng hay vt c k vng ca h. Cc bn hu quan ca mt cng ty c th chia thnh cc bn hu quan bn trong v cc bn hu quan bn ngoi. (Hnh 2-1) Cc bn hu quan bn trong l cc c ng, cn b nhn vin bao gm: cc gim c iu hnh, cc nh qun tr khc v cc thnh vin ban qun tr. Nhiu nghin cu gn y cho thy cc cng ty qun tr hu hiu cc mi lin h vi bn hu quan t thnh tch hn hn cc cng ty khng lm tt vic ny. Do , qun l hu hiu cc bn hu quan c th l mt ngun to ra li th cnh tranh.4 Mc d cc cng ty ph thuc vo cc bn hu quan nhng khng c ngha l n ph thuc nh nhau v vo mi lc i vi tt c cc nhm. iu c ngha l mi nhm ty theo thi gian c th c mc nh hng khc nhau. Nhm no c d phn trong cng ty cng mnh, th cng ty cng l thuc vo h. S l thuc cng mnh cng c ngha l h s c nh hng cng ln n cc cam kt, cc quyt nh, v hnh ng ca cng ty. Cc bn hu quan bn ngoi bao gm tt c cc nhm v cc c nhn khc m c mt s quyn i hi nht nh vi cng ty. C th nhm ny bao gm cc khch hng, cc nh cung cp, chnh ph, cng on, cng ng a phng, v cng chng ni chung. Thc s tt c cc bn hu quan u rng buc trong mi quan h trao i vi cng ty. Mi nhm hu quan cung cp cho t chc cc ngun lc quan trng (hay l s ng gp), v qua trao i h k vng cc li ch ca mnh c tha mn (hay khch l).

1 2 3 4

R.A Burgeman and A.S. Grove, Strategic Dissonance, California Management Review (Winter 1996),8-28 J.M. Jones&A.C. Wock, (1999) Stackhoder Influences Strategies, Academy of Management Review 24: 191-225 G.Donalson&J.W.Lorsch,1983, Decision Making at Top: The Shaping of Strategic Direction, New York Basis Book 37-40

A.J Hill Man&D.G. Keim, 2001, Shareholder Value, Stackehoder Management and Social Issue: Whats the Bottom Line, Strategic Management Journal 22: pp129-139

-18Hnh 1-7: Cc bn hu quan Cc c ng cung cp vn cho cng ty v qua trao i h k vng mt t sut sinh li trn vn u t thch hp. Tp th nhn vin cung cp sc lao ng, cc k nng v qua trao i h k vng v thu nhp tng xng, s tha mn v an ton cng vic, cng nh cc iu kin lm vic tt.
Cc bn hu quan bn ngoi: Khch hng Nh cung cp Chnh ph Cng on Cng ng a phng Cng chng ng gp S khch l Cng ty

Cc bn hu quan bn trong: C ng Nhn vin Nh qun tr Thnh vin ban qun tr

Khch hng cung cp thu nhp cho cng ty v qua trao i h mun sn phm cht lng cao, tin cy tng ng vi gi tr tin ca h. Cc nh cung cp em n cho cng ty cc u vo v qua trao i tm kim thu nhp v nhng ngi mua c th ph thuc vo h. Chnh ph cho cng ty cc qui tc v nhng s iu chnh m chi phi cc hot ng ca cng ty v duy tr cnh tranh bnh ng v qua trao i chnh ph mun cc qui tc c tn trng trit . Cng on gip cho cng ty c lc lng lao ng c kh nng thng qua trao i n mun hng li t cc thnh vin tng ng vi nhng ng gp ca h vo cng ty. Cng ng a phng cung cp cho cng ty c s h tng a phng, v trong trao i n mong mun cc cng ty trch nhim nh l cc cng dn. Cng chng cng cho cc cng ty c s h tng quc gia v n mong mun tm kim mt s bo m ci thin cht lng cuc sng do s tn ti ca cc cng ty. Mi cng ty phi thc hin cc i hi ny qua vic xy dng chin lc ca mnh, nu khng h s khng tranh th c s ng h ca bn hu quan. Lc , cc c ng bn cc c phiu ca n; cng nhn b ni lm vic; khch hng b i mua ni khc. Cc nh cung cp c th tm thy nhng ngi mua ph thuc nhiu hn. Cng ng c th phn i nhng n lc ca cng ty trong vic t cc nh xng ti khu vc ca h, v cng chng c th to cc nhm p lc, yu cu cc hnh ng chng li cng ty lm suy yu cht lng cuc sng. Bt k phn ng no trong s u c th c mt nh hng tai hi ti cng ty. Tuy nhin, p ng tt c cc i hi ca cc bn hu quan rt kh khn. Mc tiu ca cc nhm khc nhau c th xung t vi nhau, thng thng cc t chc u dnh s quan tm v ngun lc ng k qun tr tt c cc bn hu quan. V d, cc yu sch ca cng on v lng cao hn c th xung t vi nhu cu ca khch hng v mc gi hp l, v yu cu ca cc c ng v t sut sinh li c th chp nhn. Trong tnh hung cng ty cn phi la chn. Cng ty nn c gng nhn dng cc bn hu quan quan trng nht v t u tin cho cc chin lc c th tha mn cc nhu cu ca h. Phn tch tc ng ca cc bn hu quan c th cung cp s nhn dng nh vy. Ni chung, phn tch cc bn hu quan c th theo cc bc sau:

ng gp

S khch l

-19Nhn dng cc bn hu quan. Nhn din cc li ch v lin quan ca mi bn hu quan. Nhn din nhng g cc bn hu quan yu cu tc ng ln t chc. Nhn din cc bn hu quan c tm quan trng nht vi trin vng ca t chc. Nhn din cc thch thc chin lc gy ra.1 Cc phn tch nh vy cho php cng ty nhn din cc bn hu quan nh hng c bn nht n s sng cn ca n v chc chn rng s tha mn ca h mc cao nht. Hu ht cc cng ty i qua qu trnh ny nhanh chng a ra kt lun rng c ba nhm hu quan cng ty phi tha mn nu n mun tn ti v thnh vng l: Khch hng, nhn vin v cc c ng. Khi qut hn na, bt k cng ty no tht bi trong vic tha mn nhu cu ca cc khch hng th sm mun g cng s thy thu nhp ca n gim st v cui cng phi rt ra khi kinh doanh 1.7. Tuyn b s mnh Bn tuyn b s mnh l mt mnh lnh then cht v cch thc m mt t chc nhn nhn v cc i hi ca cc bn hu quan. Cc cng ty s c khuynh hng kt hp cc i hi ca nhng bn hu quan trong vic ra quyt nh chin lc, do s gim ri ro b mt i s h tr ca h. Nh vy, trong tuyn b s mnh ca mnh, cng ty phi to ra s gn b chnh thc vi cc bn hu quan, gi mt thng ip rng trong tm tr mnh cng ty s xy dng chin lc p ng cc i hi ca cc bn hu quan. Hu ht cc tuyn b s mnh c to ra vi ba thnh t chnh: (1) tuyn b v vin cnh chung hay s mnh ca cng ty; (2) mt bn tng kt v cc gi tr trit l cn bn m cc nh qun tr phi cam kt v nh hng n cc quyt nh ca h; (3) S khp ni cc mc tiu c bn m cc nh qun tr tin rng n phi thc hin t c vin cnh hay s mnh v n gn vi cc gi tr m h cam kt. 1.7.1. Vin cnh, v s mnh Mi t chc u phi c mt mc ch c bn t phc ha nn tng lai ca n. Nu cc t chc mun cnh tranh hu hiu v phc v tt khch hng n phi thit lp nhng kim ch nam nhm tp hp cc n lc ca n trong thi gian di. Cc kim ch nam ny gip t chc lm sng t mc ch v ngha tn ti ca n. Pht trin mt vin cnh v s mnh l nhim v t ra u tin ca cc nh qun tr cp cao. H cn phi hng ti tng lai nhn thc v nh hng tng lai v bn cht kinh doanh, hng dn t chc phi lm g v tr thnh cng ty nh th no. Vin cnh th hin cc mc ch mong mun cao nht v khi qut nht ca t chc. Vin cnh m t kht vng ca t chc v nhng g m n mun t ti. Vin cnh cc k quan trong v n tu trung s tng tng ca con ngi trong t chc v ng vin mi n lc ca t chc t c cc mc ch, s nghip v tng cao hn. Vin cnh cn c mt s cun ht y xc cm, khuyn khch dc ton tm ton lc ca mnh t c l tng. Mi vin cnh nu ln mt ngha tn ti c o. Trong ngnh ung, Coca-Cola biu tng quen thuc trn ton cu c l bi n c mt vin cnh mnh lit ng vin mi n lc ca cng ty. Coke mun m bo rng Coke trong tm
1

I.C. Macmilan and P.E. Jones, Startegy Formulation: Power and Politics, (St. Paul, Minn,West 1986)

-20tay bt k khch hng u trn th gii. Vin cnh n gin nhng v i ny xc nh mc ch ct li v chin lc thm nhp vo phc v nhiu th trng trn ton th gii ca n. Khng c th trng no l qu nh khi Coca thc hin vin cnh ny. Trong ngnh dch v n ung, McDonalds v Chilis thnh vng nh theo ui vin cnh ca mnh v nhng g m ngnh dch v n ung cn phi cung cp cho khch hng. Vi McDonalds, Ray Kroc v ra vin cnh trong McDonal nh l ngi dn u v gi c phi chng cho nhng mn n cht lng cao ti mi ngi, mi ni. Cn Chilis th khc, n thnh vng bi a ra pha trc mt vin cnh khc hn v dch v n ung, n tin rng mi ba n l mt nim vui v l mt s tri nghim l th. Theo James Collins v Jerry Porras cu trc ca vin cnh c th bao gm ba b phn c bn1, l: Cc gi tr ct li: nhng iu m t chc tn cho rng c gi tr, c ngha, v tn th Cc mc ch ct li: nhng iu m cng ty mun hng ti t c Cc hoi bo chin lc: c m v tng lai, ngha ca s tn ti.
Cc gi tr ct li VIN CNH Cc mc ch ct li

Cc hoi chin lc

bo

Hnh 1-8: Ni dung ca vin cnh Vin cnh thng cao qu v thm ch cn c bao bc bi ci v duy tm v lng mn. N cn c m t nh gic m v tng lai ca cng ty. Vin cnh cung cp mt s kin nh v mc ch m v n t chc tn ti. Tuy nhin, vin cnh khng th hin cc chin lc, bc i, hay phng php m t chc dng theo ui mc ch. S mnh nh l mt c s p ng cho vin cnh. S mnh m t t chc trong iu kin kinh doanh ca n, khch hng m n phc v, cc k nng cn thit phi pht trin p ng vin cnh. Vin cnh vn l s tu trung cc tng v mc ch ca t chc, cn s mnh m t vin cnh t tru tng v thc hn. S mnh c th hn vin cnh, trong n thit lp cc nh hng ln v cch thc m t chc s t c hay p ng c vin cnh trong mt giai on nht nh. T chc s din dch vin cnh vo cc bn bo

James Collins and Jerry Porras (1996) Building Your Company's Vision

-21co s mnh, trong hoch nh cc ranh gii cho n v cung cp mt ngha nh hng. Bo co s mnh din t mt cch khi qut v khch hng ca doanh nghip, cc sn phm v dch v ch yu, nh hng ca doanh nghip trong mt giai on. Trn thc t, thut ng s mnh v vin cnh thng s dng ln nhau v mt s cng ty cn thay th chng bng thut ng mc ch. Boeing tuyn b s mnh ca n l tr thnh hng khng gian v tr s mt th gii v ngi dn u ngnh v cc c tnh cht lng tin cy v tng trng. Vin cnh ca Intel, nh ch to b vi x l ln nht th gii, l t n mt t my tnh c kt ni trn ton th gii bng vic to lp cc khi Internet. Applied Materials, mt nh ch to my lm ra cc chp bn dn, c s mnh l: ngi cung cp hng u v cc h thng ch bin mng bn dn v dch v ton cu thng qua vic ci tin sn phm v nng cao nng sut cho khch hng1 iu m bn c th nhn thy v cc tuyn b s mnh ny l tt c u gn cng ty vi nhng mc tiu y tham vng. tr thnh s 1; Tt nht; t n mt t my tnh c kt ni ton cu v tr thnh Ngi cung cp hng u. Tt c cc tuyn b s mnh ny l nhng v d v chin lc. chin lc, v c bn n l khi nim ch vic cc nh qun tr t mt mc tiu bao qut y tham vng thch thc mt t chc. Thng thng, tuyn b s mnh hay vin cnh th hin chin lc ca cng ty. Nh vy, chin lc ca Boeing l duy tr mt cng ty khng gian v tr s 1 th gii, trong khi Applied Materials li mun tr thnh nh cung cp hng u v li sn phm v dch v nht nh. Lun c cho vic phi thit t mt mc tiu bao qut c th thch thc t chc l: (1)N cho mt ngha nh hng hay mc ch i vi cng ty; (2) n gip ch dn vic ra cc quyt nh chin lc v phn b ngun lc; (3)N thc p cc nh qun tr trong cng ty tm ra nhng ci thin quan trng v cch thc tin hnh kinh doanh, ch nhng cch thc mi t n mc tiu thch thc. Theo Jack Welch gim c iu hnh ca General Electric Nu bn khng yu cu iu g khc thng, bn s khng c bt c g ngoi nhng kt qu bnh thng... Chng ta thng ni tin ln tng bc nh, s dch chuyn t, v d vng quay tn kho 4,73 ln n 4,91. By gi chng ta cn nhng kt qu thch thc ln lao nh 10 n 15 vng. Tuy nhin, cc nh qun tr cng tm nim rng vin cnh khng nn qu v i n mc khng th thc hin, nh vy s lm mt lng tin ca nhn vin. Mt mc tiu thch thc phi c th t c, mc d n yu cu nh qun tr phn u vi s ci thin nng lc mt cch phi thng. nh hng khch hng v nh ngha kinh doanh. Bc u tin quan trng trong qu trnh xy dng mt tuyn b s mnh l xc nh hot ng kinh doanh ca t chc. iu ct yu trong vic xc nh ny l phi tr li cc cu hi: Hot ng kinh doanh ca chng ta l g N s l g? v N nn l g2. Chnh cc cu tr li s hng dn cho vic xy dng mt tuyn b s mnh. tr li cu hi th nht hot ng kinh doanh ca chng ta l g?- Derek F. Abell gi rng cng ty nn xc nh hot ng kinh doanh ca n trn ba phng din: Ai s c tha mn (Nhm khch hng no?), s c tha mn v iu g (Khch hng cn g?), v cch thc tha

1 2

Information from http://www.applied materials.com/about/mission.html() F.F. Drucker, Management Task, Responsabilities, New York: Harper & Row, pp 74-94

-22mn nhu cu khch hng (bng cc k nng hay nng lc khc bit no?). Hnh 1-9 minh ha ba phng din ny

Ai s c tha mn? (Cc nhm khch hng)

S tha mn iu g? (nhu cu ca nh ngha khch hng kinh doanh

Khch hng s c tha mn bng cch no? (Nng lc gy khc bit)

Hnh 1-9 : nh ngha hot ng kinh doanh

Ngun: Derek F.Abell, Defining the Business: The Starting Point of Strategic Planning (Englewood Cliffs, N.J Prentice-Hall.1980. trang 17 Cch tip cn ca Abell nhn mnh yu cu ca nh ngha kinh doanh nn nh hng vo khch hng, hn l nh hng sn phm. . Abell cho rng, mt nh ngha kinh doanh hng vo cc sn phm em bn v th trng m cng ty phc v s lm m i chc nng ca cng ty l tha mn nhu cu ca khch hng. Nhng cng ty nh vy s t tri buc hot ng kinh doanh ca mnh bi mt nhu cu c th cho mt nhm khch hng c th. Trn thc t, nhu cu ny c th c phc v bng nhiu cch khc nhau. Mt nh ngha kinh doanh nh hng vo khch hng mt cch rng ri s xc nh cc cch thc bo v cng ty trnh s lc hu v nhn thc khi c s thay i v nhu cu. Thc vy, bng vic gip tin liu cc dch chuyn ca nhu cu, khun mu ca Abell c th s gip li dng c nhng s thay i ca mi trng. N c th gip tr li cu hi th hai Kinh doanh ca chng ta s l g Tuy nhin, yu cu v quan im nhn nhn hot ng kinh doanh ca cng ty nh hng vo khch hng thng b b qua. Lch s c v vn dn chng v cc cng ty tng mt thi mnh m nhng v khng xc nh r rng hot ng kinh doanh ca mnh hoc xc nh khng ng i n tht bi. Cc cng ty ny khng nhn ra c kinh doanh ca h s l g, v rt cc h i xung. Nu ngnh ng st M c th on trc ng ca s thay i cng ngh v quyt nh kinh doanh ca h l vn ti. Trong trng hp , h c th chuyn sc mnh t ng st sang chi phi ngnh vn ti a dng ha ngy nay sm hn. Nhng hu ht ngnh ng st mc kt vo vic nh ngha hot ng kinh doanh ca h theo sn phm v i n ph sn.

-23IBM l mt v d v ngha ca vic d kin mt cch ng n v iu m hot ng kinh doanh ca n s tr thnh. Ban u IBM l mt nh dn u trong ngnh ch to my ch v thit b lu tr c hc s dng cng ngh c l. Tuy nhin, IBM li xc nh kinh doanh ca n l cung cp cc cng c cho vic x l v lu tr thng tin ch khng ch n thun cung cp thit b lu tr c l v my ch. Vi nh ngha nh vy, n ch ng n bt cc c hi sau ny dch chuyn ca cng ty vo ngnh my tnh, h thng phn mm, h thng vn phng, my in nh l mt iu hp l gic. Cng c cho rng cc vn ca IBM cui nhng nm 1980 v u nhng nm 1990 pht sinh bi v cng ty b qua bi cnh v mt thc t l nhu cu ca khch hng v x l v lu tr thng tin ang c tha mn bng cc my tnh c nhn chi ph thp, m khng phi bng cc my tnh trung tm khng l c sn xut bi ngnh kinh doanh ct li ca IBM. Cu hi th ba Kinh doanh ca chng ta nn l g? cng c th c tr li bng m hnh ca Abel. Nh cc bn thy, IBM quyt nh kinh doanh ca n s l x l thng tin l vin cnh ca n v vin cnh ny dn dt s pht trin ca cng ty n vi cc my tnh v h thng vn phng. Vin cnh m rng hon ton so vi kinh doanh ban u l my nh ch v h thng. Mt cch t duy nh hng vo khch hng tng t trong vic tr li cu hi Kinh doanh ca chng ta nn l g th hin trong cc dch chuyn chin lc ca AT&T nhng nm gn y. AT&T quyt nh r rng l n kinh doanh dch v truyn thng, ch khng phi l kinh doanh dch v in thoi ng di. Hn na, AT&T nhn thc rng s thay i cng ngh - v c bit l mng khng dy v Internet ang lm dch chuyn cch thc cung cp dch v truyn thng trong c dch v in thoi ng di. Do , AT&T mua li cc mng Truyn hnh cp v khai trng loi mt k thut s cho cc khch hng khng dy. Vn thng t xem nh mt nh cung cp thit b nhip nh, gn y, sau khi nghin cu k cc nhu cu ca khch hng, Kodak, xc nh li s mnh ca n l kinh doanh trong lnh vc sao chp hnh nh. Hot ng ny cung cp bt k cc k thut cho php khch hng chp, x l, sa nh, v hin hnh. Nh vy hot ng kinh doanh s khng ch b buc trong cng ngh nhip nh trn c s cc ng dng halogen bc tng l lnh vc chnh ca Kodak, m cn bao gm c cng ngh nh k thut s. Vic to dng quan im nh hng vo khch hng v t cu hi Kinh doanh ca chng ta nn l g? Kodak pht biu mt cch r rng vin cnh mi l dn u th gii trong vic sao chp hnh nh1 1.7.2. Cc gi tr Cc gi tr ca mt cng khng nh r rng cch thc cc nh qun tr d nh t kim sot, cch thc h tin hnh kinh doanh, v nhng c tnh h mun to dng cho t chc. Cc gi tr iu khin hnh vi trong phm vi mt t chc, n c xem nh nn tng vn ha t chc ca cng ty v nh mt ngi dn dt li th cnh tranh. V d, gim c iu hnh ca General Electric, Jack Welch trong nhng nm gn y nhc i nhc li mt b cc gi tr bao gm hnh vi khng hn ch. ng nht mnh tm quan trng ca n trong mt l th cho cc c ng: Ch mt vi nm trc y, Hnh vi khng hn ch, l mt cm t cc k rc ri, th nay n ang lm mnh m thm cch sng trong cng ty GE. N dn n mt nim say m tm kim cch thc tt hn,- tng tt hn- l khi ngun mt ng nghip, mt hot ng kinh doanh ca GE, mt cng ty khc bn kia ng hay bn kia bn cu s cng chia s tng vi chng ti

Kodaks World Wide Web site http://www.kodak.com, 1998

-24Theo cch ni ny, hnh vi khng hn ch tng phn vi hi chng min bn thm y khin cc nh qun tr b qua cc tng bn ngoi t chc. Hnh vi khng hn ch khuyn khch cc nh qun tr nhn ra bn ngoi chc nng, hot ng, hay t chc ca mnh tm kim cc tng v gii quyt vn . Theo Welch s th ch ha hnh vi khng hn ch trong cng ty GE nh dng vn ha ca GE v gip ci thin v th cnh tranh ca cng ty. ng ta cng a ra mt v d trong bc th gi cc c ng: Yokogawa, mt i tc ca chng ta trong lnh vc kinh doanh h thng my y khoa, s dng li T duy chui ht loi b 30-50% chi ph sn xut trong 2 nm. Chnh k thut ny, cng vi vic s dng cch suy ngh ra khi chic hp v nhm xuyn chc nng loi b cc tr ngi, gim chi ph sn xut. Tt c hin ang hot ng y trong lnh vc kinh doanh ng c my bay ca chng ta. N lc a hot ng kinh doanh ng c my bay tng trng vi mc hai con s trong nm 1995, mc d s cc iu kin th trng khng mnh hn Ging nh GE, nhiu cng ty pht biu mt b cc gi tr nhn mnh quan im kinh doanh khc bit ca mnh. Th d, cc gi tr ca Lincoln Electric nhn mnh rng tng nng sut s c chia s cng vi khch hng v ngi lao ng bng gi thp hn v lng cao hn. Nim tin ny phn bit Lincoln Electric vi cc cng ty khc v tc ng n cc mc tiu v chin lc ca n.1 Cc nghin cu ni trn cng ch ra cc gi tr ca cc cng ty hiu sut km, khng c kh nng khp ni vi tuyn b s mnh cng ty. Chng c v ngo mn, c bit l t gc cc tng bn ngoi cng ty, mt s thiu tn trng cc bn hu quan ch yu nh khch hng, nhn vin nh cung cp v c ng, v s kim ta n lc thay i v a cc nh qun tr cp thp v trung gian n ch qu nhiu s lnh o. Cc tc gi ly General Motor nh mt bng chng in hnh, trong , cc cn b cp thp v trung gian c qu nhiu s lnh o, c sng kin khng c khuyn khch. 1.7.3. Cc mc tiu Tuyn b mt vin cnh trn c s nh ngha kinh doanh ca cng ty nh hng vo khch hng, v kt ni chng vi nhng gi tr c bn, cng ty c th thc hin bc tip theo trong vic to ra mt s mnh, l: thit lp cc mc tiu ch yu. Vin cnh v s mnh vn cha ch ra c cc mc tiu hay mc ch hu hnh, c th cn t c hng ti mt mc ch ln lao hn. V vy, cn phi thit lp mt cch c th cc mc tiu v mc ch. Mc tiu tc l trng thi tng lai m cng ty c gng thc hin hay l kt qu cui cng ca cc hnh ng c hoch nh. Ging nh vin cnh v s mnh, mc tiu v mc ch cng thng s dng ln ln. Nu cn mt s phn bit th mc ch ch cc nh cn t c nhng khng nh lng v khng r v thi hn, cn mc tiu ch cc nh nh lng r v hoch nh thi gian. Thc t, chng ta c th hiu thut ng ny theo bi cnh. Theo ngha ny, mc ch ca vic thit lp mc tiu l xc nh chnh xc iu g phi lm c nu mun t c s mnh. V d, nu kin tr vi s mnh duy tr v tr cng ty s mt trn th gii trong ngnh khng gian v tr, nhm khng gian v tr thng mi ca cng ty Boeing t xc nh mt s mc tiu trong nm 1992. Mc tiu hng u l phi duy tr th phn ti thiu 60% trong ngnh my bay phn lc thng mi c ln. Mc tiu th hai l phi ct gim mt na thi gian ch to mt ng c my bay vo nm 1997, v mc tiu th ba l ct gim 30% chi ph sn xut ng c my bay trong nm .

M.D. Rechards, Setting Strategic Goals and Objectives (St. Paul,Minn,: West, 1986)

-25Cc c tnh mc tiu. c ngha mc tiu phi c bn c tnh. Th tht, mt mc tiu c coi l thit lp tt nu n chnh xc v c th o lng. Nu mc tiu khng c pht biu mt cch chnh xc c th o lng th cng ty khng th xem xt qu trnh hng ti t mc tiu ny. Mc tiu c th o lng nh qun tr c tiu chun cho vic xem xt s thc hin ca h. Th hai, mt mc tiu c thit lp tt phi hng n cc vn quan trng. duy tr s tp trung, cng ty nn hot ng vi mt s lng hn ch cc mc tiu. V th cc mc tiu c chn nn ch ton l nhng mc tiu quan trng. Trong trng hp ca Boeing, cc mc tiu v gim chi ph v rt ngn thi gian tp trung s ch ca cc nh qun tr vo hai iu quan trng c bn cng ty c th thit lp c li th cnh tranh trong ngnh ng c my bay hay khng l: Chi ph v trch nhim vi khch hng. Mc tiu t c ti thiu 60% th phn xc nh mt cch r rng iu m cng ty mun tr thnh ngi lnh o trong ngnh ng c phn lc thng mi. Th ba, mt mc tiu c thit lp tt phi mang tnh thch thc nhng c th thc hin (thc t). Mc tiu thch thc cho cc nh qun tr mt ng c tm ra cc cch thc ci thin hot ng ca t chc. Tuy nhin nu mc tiu l khng thc t v nhng thch thc m n t ra, cc nhn vin c th chi b, trong khi cc mc tiu qu d s khng ng vin cc nh qun tr v nhn vin. Mt ln na Boeing c th l mt v d v iu ny. Vic gim chi ph n v 30% iu ny c ngha l cn mt s ci thin ng k hiu sut hot ng ca Boeing v y l mc tiu thch thc. Hn na, kinh nghim cc cng ty khc ch ra rng c th t c vic gim 30% chi ph n v trong thi gian 6 nm, do , mc tiu t ra khng phi l khng thc t.1 Th t, mt mc tiu c xy dng tt nn xc nh vi mt khong thi gian (i khi l chnh xc) c th t c. V d, Boeing t xc nh thi hn c th t c mc tiu gim thp chi ph v rt ngn thi gian sn xut mt ng c phn lc vo nm 1997. Rng buc v thi gian l quan trng bi v n ni vi cc nhn vin rng s thnh cng yu cu phi t c mc vi thi hn cho ch khng phi l sau . Hn cui cng c th thm vo ngha v s khn cp trong khi theo ui mt mc tiu v n hnh ng nh mt ng lc. Tuy nhin, khng phi tt c cc mc tiu u cn c rng buc thi gian. Mc tiu ca Boeing phi t ti thiu 60% th phn khng cn xc nh thi gian, bi v Boeing hin c khong 60% th phn. Bng vic pht biu mc tiu ny, nh qun tr hm ni rng Boeing khng c th phn ca n tt xung di mc then cht ny. Cui cng im cn nhn mnh y l cc mc tiu tt cung cp cc cng c nh gi s thc thi ca cc nh qun tr. Cng chnh iu ny Boeing li cho mt v d hu ch, v Boeing khng t c mc tiu gim thi gian v chi ph ch to ng c. L do l, qun tr sn xut yu km trong nhng nm 1997 v 1998, chi ph sn xut ca Boeing khng nhng khng gim m cn tng. iu ny dn n nhng thua l v ti chnh khng d kin trc, v s ra i ca mt vi nh qun tr then cht trong nhm my bay thng mi ca Boeing, ngay c c quan u no ca n. Cc nh qun tr ny b sa thi bi v h khng t c mc tiu ra nm 1992. Nh vy, cc mc tiu l yu t rt quan trng trong h thng kim sot ni b ca cng ty 1.7.4. Cc vn v mc tiu ca cng ty di hn v ngn hn Mc tiu cc i ha thu nhp cho c ng Cc cng ty v mc ch li nhun c th c nhng mc tiu khc nhau. V mt l lun cc cng ty c phn thng hng ti mc tiu cc i ha thu nhp cho cc c ng. Cc c ng ca mt

M.Hammer and J. Champy, Reengineering the Corporation (NewYork: Harper Business,1993)

-26cng ty l nhng ngi s hu hp php cng ty. Do , mt mc tiu quan trng hn c ca hu ht cc cng ty l cc i ha thu nhp cho cc c ng, ngha l vic tng thu nhp di hn cho c ng t cc c phn m h ang s hu trong cng ty. Cc c ng nhn c thu nhp t 2 cch: t thanh ton c tc v s tng gi tr t bn cho gi th trng ca mi c phn ( l, s tng gi trn th trng chng khon). Mt cng ty c th cc i ha thu nhp cho cc c ng tt nht bng vic theo ui cc chin lc lm cc i ha kh nng sinh li ca n, c o bng t sut thu nhp cng ty t c trn cc ng vn m cng ty u t vo nh xng, my mc thit b R&D, l t sut thu nhp trn vn u t (Rate of Return On Investments ROI). Ni chung, mt cng ty cng hiu qu, c thu nhp trn vn u t cng cao; hn na cc trin vng tng lai ca n s c cc c ng nhn nhn tt hn, v n s c kh nng tr c tc cao hn. Hn na, thu nhp trn vn u t cao hn lm cho nhu cu v c phiu cng ty tng ln. iu s lm cho gi c phiu tng v dn n gi tr t bn ca mi c phn tng ln. Tim n v cc vn ngn hn. C mt s nguy him quan trng lin quan n mc tiu cc i ha thu nhp trn vn u t. Vic theo ui thu nhp trn vn u t mt cch qu hng hi c th khin cc nh qun tr cc i ha thu nhp ngn hn hn l di hn. Cc nh hng ngn hn c th khin hnh ng qun tr b lc hng v d nh ct gim cc chi tiu u t m cho rng nh l khng thit yu trong ngn hn, nhng nhng chi tiu u t vo R&D, marketing, v my mc thit b mi li c ngha sng cn v di hn. Mc d vic ct gim chi tiu u t c th tng thu nhp trn vn u t hin ti, vic u t khng y , thiu s ci tin, v nhn thc th trng km li gy nguy hi cho thu nhp trn vn u t di hn. Bt chp cc hu qu tri ngc ny, cc nh qun tr v ra cc quyt nh nh vy, bi v cc tc ng xu ca thi gian ngn c th khng hin ra v c th ch biu hin vi cc c ng trong vi nm. Cc mc tiu di hn chng li hnh vi nh hng ngn hn, cc nh qun tr cn bo m rng h chp nhn cc mc tiu m nu t c s tng hiu sut di hn v nng lc cnh tranh ca doanh nghip. Cc mc tiu di hn lin quan n cc vn nh: s tha mn ca khch hng, hiu qu, nng sut ca nhn vin, cht lng sn phm v s ci tin. iu suy ngh y l t c nhng mc tiu nh th, cc cng ty phi thc hin cc u t di hn vo nh xng, my mc thit b, R&D, con ngi v cc qu trnh. Ch c nh vy, mt cng ty c th ci thin s tha mn ca khch hng, nng sut, cht lng sn phm v s ci tin. Hn na, trong chng mc ca vic t c nhng mc tiu nh vy, s tng cng v th cnh tranh ca cng ty, v thc y kh nng sinh li di hn, t c nhng mc tiu nh vy s gip cho vic cc i ha thu nhp cho nhng ngi ang gi c phiu ca cng ty. 1.8. Chin lc v o c Bt k mt hnh ng chin lc no m cng ty tin hnh u khng th trnh khi tc ng n s thnh vng ca cc bn hu quan ca n: nhn vin, nh cung cp, khch hng, cc c ng v cc cng ng a phng ni m n tin hnh kinh doanh, v cng chng ni chung. Trong khi mt chin lc c th nng cao s thnh vng cho mt s nhm hu quan, n li c th lm tn hi n cc nhm khc. V d, i ph vi nhu cu gim xung v s d tha v nng lc, mt nh sn xut thp c th quyt nh ng ca mt nh my cn thp, to ra tnh trng tht nghip ng k cho mt tnh nh. Mc d hnh ng ny v c bn l hp vi mc tiu cc i ha thu nhp cho c ng, n cng c th gy ra s tht nghip cho hng ngn ngi v lm iu ng mt tnh

-27nh. Nh vy mt quyt nh nh th no l o c? Phi chng lm ng ngha l xem xt cc tc ng i vi nhn vin hay cng ng a phng ni n v ang kinh doanh? Cc nh qun tr phi cn i s cnh tranh gia cc li ch v chi ph ny. H phi quyt nh tip tc vi cc chin lc ra trong s xem xt khng ch l vn chi ph kinh t m cn bao hm c ngha o c, k c nhng bt li tim tng tc ng n mt vi nhm hu quan. 1.8.1. Mc ch ca o c kinh doanh Mc ch ca o c kinh doanh khng phi ch ra s khc bit gia ci ng v ci sai, m ng hn l cho con ngi cc cng c i ph vi s phc tp mang tnh o c, cc cng c m chng ta c th nhn din v suy ngh thng qua vic thc hin cc quyt nh chin lc mt cch c o c. Hu ht trong chng ta u c nhng cm nhn tt v nhng g l ng hay sai. Chng ta cng tha bit rng di tr, la o trm cp l xu. Chng ta cng bit rng lm nhng iu xu s a cuc sng ca nhng ngi khc n ch nguy him. Cc gi tr o c nh th thm nhun trong chng ta t khi cn nh thng qua s x hi ha chnh thc v khng chnh thc. Tuy nhin, vn l ch mc d hu ht cc nh qun tr tn trng mt cch nghim khc cc nguyn tc o c nh vy trong i sng ring t ca h, nhng cng rt nhiu trong s h tht bi khi p dng cc nguyn tc vo i sng ngh nghip ca mnh, i khi a n hu qu nghim trng. Do , nhim v o c kinh doanh, l thc hin hai im trung tm: (1) Cc quyt nh kinh doanh phi c cu thnh o c v (2) cc nh qun tr phi cn nhc cn thn cc hm o c ca nhng quyt nh chin lc trc khi la chn mt lot cc hnh ng. 1.8.2. nh hng pht trin mi trng o c ca t chc. Thc y nhn thc rng cc quyt nh chin lc phi c mt kha cnh o c, mt cng ty phi thit lp mt bu khng kh t chc nhn mnh tm quan trng ca o c. iu ny yu cu ti thiu ba bc. Trc ht, cc nh qun tr phi s dng v tr lnh o ca mnh kt hp mt kha cnh o c vo cc gi tr m h nhn mnh. Th hai, cc gi tr o c phi c tch hp vo trong tuyn b s mnh ca cng ty. Th ba, cc gi tr o c phi c tun th. Cc nh qun tr phi thi hnh mt h thng thu, sa thi, khuyn khch m nhn thc mt cch r rng v tm quan trng ca vic tn trng trit cc gi tr o c trong khi ra cc quyt nh chin lc.

nh gi cc quyt nh trn quan im o c. Nhn din cc bn hu quan b tc ng Cc quyn nhng bn hu quan c b vi phm khng

nh gi cc quyt nh trn quan im o c trong bi cnh cc nguyn tc o c

Thit lp cc d nh o c

Khuyn khch cc hnh vi o c

Hnh 1-10 M hnh lm quyt nh o c

-281.8.3. T duy trn c s cc vn o c Bn cnh vic thit lp c tnh ca bu khng kh o c ng n trong mt t chc, cc nh qun tr phi c kh nng t duy xuyn sut vic thc hin mt cch c o c cc quyt nh chin lc . Mt s cc khun kh khc nhau c a ra nh l cc tr gip cho qu trnh lm quyt nh. M hnh bn bc c m t trong hnh 2-5 l mt s bin son li cc cch tip cn khc nhau c mt s cc chuyn gia ngh v mc tiu ny. Bc 1: nh gi mt quyt nh chin lc ra trn quan im o c. Cng vic ny yu cu cc nh qun tr nhn dng cc bn hu quan m quyt nh s tc ng ti v tc ng bng cch no. iu quan trng nht, cc nh qun tr cn xc nh xem quyt nh chin lc ra c vi phm quyn ca bn hu quan no hay khng. Thut ng quyn dng ch cc quyn c bn ca mt bn hu quan. V d, chng ta c th bin h quyn c nhn cc thng tin v s nguy him n sc khe ni lm vic l mt quyn c bn ca ngi lao ng. Bc 2: nh gi kha o c ca quyt nh chin lc ra, vi nhng thng tin c c t bc 1. Vic nh gi ny nn c hng dn bng mt lot cc nguyn tc o c m d b vi phm. Cc nguyn tc c th c chiu theo bn tuyn b s mnh hoc cc ti liu khc ca cng ty. Hn na cc nguyn tc chc chn m chng ta phi chp nhn n vi t cch l cc thnh vin trong x hi -v d cm n cp- khng c vi phm. Vic nh gi trong giai on ny cng tun theo hng dn ca cc qui tc quyt nh m c chn ra nh gi cc quyt nh chin lc ngh. Mc d mc tiu cc i ha li nhun di hn l qui tc quyt nh ng n, m hu ht cc cng ty nhn mnh, n cng nn c p dng ty thuc vo rng buc l cc nguyn tc o c c b vi phm hay khng. Bc 3: Thit lp mt nh o c. Ngha l cc cng ty lm sao cho cc quan tm o c ln trn cc quan tm khc trong nhng trng hp m quyn ca cc bn hu quan hay cc nguyn tc o c then cht b vi phm. giai on ny d liu t cc qun tr cp c bit c gi tr. Khng c s khuyn khch mt cch ch ng ca qun tr cp cao, cc qun tr cp trung gian c th t li ch nh b ca cng ty ln trc li ch ca cc bn hu quan. H c th lm nh vy vi nim tin (thng l khng ng) rng cc nh qun tr cp cao ng h cho cch tip cn . Bc 4: yu cu cng ty tham gia vo hnh vi o c. 1.8.4. Trch nhim x hi ca cng ty Trch nhim x hi ca cng ty c mt ngha bt buc i vi cc cng ty to ra chun mc x hi chc chn trong qu trnh ra quyt nh chin lc. nim chung l khi cc cng ty nh gi cc quyt nh t mt trin vng o c nn c mt iu gi nh hng v vic chp nhn mt tin trnh hnh ng c th gp phn nng cao s thnh vng ca ton x hi. Cc mc tiu c th c la chn gm: nng cao s thnh vng ca cc cng ng m cng ty ang hot ng, ci thin mi trng, trao quyn hp php cho ngi lao ng cho h mt cm gic v gi tr bn thn. dng thun ty nht, trch nhim x hi c th c ng h n gin l v l cch ng n cng ty c x. t thun ty hn, nhng c l thc t hn l cc lun c cho rng hnh vi trch nhim x hi nm trong li ch t thn ca mt cng ty v c th a n cc hiu sut ti chnh tt hn. Cc hnh ng kinh t gy hu qu x hi tc ng n cc bn hu quan bn ngoi cng ty. Do , nhn c s h tr ca cc bn hu quan ny, cng ty phi tnh n cc hu qu x hi khi xy dng chin lc. Nu khng n s sinh ra mun bt li v s th ch. V d nu cng ng nhn thy mt cng ty ang c nhng tc ng bt li n mi trng, n c th ngn chn nhng c gng ca cng ty trong vic xy dng cc nh xng mi trong khu vc.

-29Edward H. Bowman trng i hc Wharton School ca Pensylvania bin h rng trch nhim x hi hin ti l chin lc u t ng n. ng xc nhn rng hnh vi trch nhim x hi ca cng ty tc ng lm tng gi c phiu ca n, nh vy chnh sch v trch nhim x hi cng c th em li li ch vi nhng ngi yu sch quan trng bn trong cng ty, cc c ng. Theo Bowman nhiu nh u t xem cc cng ty khng c trch nhim x hi nh l nhng u t ri ro cao hn. Hn na, nhiu nh u t t chc, nh nh th, trng i hc, thnh ph, v cc qu chung ch n hnh vi x hi ca cng ty v do gy nh hng th trng n c phiu ca cng ty.

Mt chin lc l hnh ng m mt cng ty thc hin t c mt hay nhiu mc tiu. Mc tiu trung tm ca qun tr chin lc l nhn dng ti sao mt t chc thnh cng trong khi t chc khc li tht bi. Cc nh ngha truyn thng v chin lc nhn mnh chin lc ca mt t chc l kt qu ca qu trnh hoch nh hp l. Cc ni dung c bn ca qun tr chin lc bao gm: xc nh s mnh v mc tiu ch yu ca t chc; phn tch mi trng bn ngoi v bn trong ca t chc; la chn chin lc m lm ph hp cc im mnh im yu vi cc c hi v e da; chp nhn cu trc t chc v cc h thng kim sot thc hin chin lc la chn. Cc nh qun tr chin lc l ngi chu trch nhim v nng lc thc hin tng th ca t chc hay ca cc b phn t qun ch yu. Cc nh qun tr iu hnh l nhng c nhn chu trch nhim v chc nng hay hot ng kinh doanh c th. Mc d h t chu trch qun tr chung nhng h c vai tr chin lc rt quan trng. Mt s thay i quan nim ch ra rng chin lc c th pht sinh t cc nh qun tr cp thp v khng theo cc k hoch chnh thc khi h phi p ng vi nhng tnh hung khng d kin trc. Cc bn hu quan l cc c nhn hay nhm, bn trong hay bn ngoi ca mt t chc, h c nhng yu sch i vi t chc. H bao gm khch hng, nh cung cp, CBCN vin, cc c ng. Nu mt t chc mun tn ti v thnh vng n phi quan tm n quyn li ca cc nhm hu quan khc nhau. Bn tuyn b s mnh m t cch thc mt cng ty c th kt hp yu sch ca cc bn hu quan vo vic ra quyt nh chin lc ca n v do gim ri ro mt i s ng h ca h. Mt bn tuyn b s mnh cha ng ba yu t ln: (1) tuyn b v mt vin cnh chung ca cng ty; (2) Tm lc cc gi tr trit l then cht m cc nh qun tr phi cam kt; (3) Khp ni vi cc mc tiu m cng vic qun tr phi hng ti. Mt bc quan trng ca qu trnh xy dng bn tuyn b s mnh l phi nu c nh ngha hot ng kinh doanh ca t chc. Vic nh ngha kinh doanh bao gm vic tp trung vo nhm khch hng phc v, nhu cu ca khch hng c tha mn, v cng ngh tha mn nhu cu khch hng. Cc gi tr ca mt cng ty tuyn b cch thc cc nh qun tr t iu khin h, cch thc m h tin hnh kinh doanh, nhng c tnh t chc m h mun to dng. Cc gi tr c th tr thnh nn tng ca vn ha t chc trong cng ty v mt s dn dt li th cnh tranh ca n. TM TT CHNG

-30Cc mc tiu ca mt cng ty xc nh nhng g phi lm nu cng ty mun t c s mnh. Cc mc tiu c xy dng tt phi chnh xc c th o lng, hng n cc vn mu cht, phi thch thc nhng hin thc, v phi xc nh thi hn c th t c. Cc c ng l nhm hu quan quan trong nht cng ty. Cc i ha gi tr cho c ng l mt mc tiu quan trng ca cng ty. Mt vn v cai qun cng ty s pht sinh khi cc nh qun tr theo ui cc chin lc khng p ng mc tiu ny Nhiu quyt nh chin lc c mt kha cnh o c. Bt k mt hnh ng no khng nht nh s c tc ng n s thnh vng i vi cc bn hu quan ca n. Mc ch ca o c kinh doanh khng phi ch l dy phn bit th no l ng l sai, m cho con ngi cc cng c p ng s phc to v o c- nhn din v t duy thng qua vic thc hin mt cch c o c cc quyt nh chin lc.

-31CU HI THO LUN Chin lc l g? Cc c trng c bn ca qun tr chin lc l g? Tm tt tin trnh hoch nh chin lc chnh thc? Cc u th v hn ch ca chin lc chnh thc l g? Vai tr v c im ca cc nh qun tr chin lc? Ti sao vic nh hng kinh doanh theo khch hng li quan trng i vi cng ty? Quan im ny, c th c nhng thiu st no? Vic thc hin chin lc tp trung vo ngn hn l g? Tho lun v vic thc hin ny trong s tc ng n cc quyt nh ci tin sn phm, u t Marketing, ch to, v mua sm? Tho lun v lun im cho rng:Cng ty lun tin i x theo cch thc o c bt k chi ph kinh t TI LIU THAM KHO Alex Miller (1998). Strategic Management 3rd Ed. Irwin/McGraw-Hill Charles W.L. Hill, Gareth R.Jones (2002) Strategic Management : An intergrated Aproach, 5th Ed. Houghton Mifflin. Peter Wright, Mark J. Kroll, John Parnell (1996), Strategic Management : Concepts and Cases 3rd Ed. Prentice Hall Thomas L. Wheelen, J. David Hunger (2004) Strategic Management and Business Policy 9th. Prentice Hall. Thompson Strickland, (1998) Strategic Management : Concepts and Cases, 10 th Ed. Irwin/McGraw-Hill

-32-

CHNG 2 PHN TCH MI TRNG BN NGOI

PHN TCH BN NGOI- S NHN DIN CC C HI V NGUY C CA NGNH Ni dung chnh : Khi qut Cc k thut phn tch bn ngoi Mi trng v m Phn tch cu trc ngnh Cc hn ch ca nm lc lng cnh tranh v m hnh nhm chin lc Cc thay i cnh tranh trong s tin trin ca ngnh Cc lc lng dn dt ngnh ng thi ca cc i th Cc nhn t then cht thnh cng Tm tt chng Cu hi tho lun

-33KHI QUT Trong chng ny chng ta xem xt cc nh hng ca mi trng ngnh m trong cng ty cnh tranh v s hin din ca n. Kinh nghim ca cc cc cng ty cng nh cc nghin cu ch ra rng cc tc ng ca mi trng gy nh hng n s tng trng v kh nng sinh li ca mi cng ty. Trc ht, chng ta nghin cu v mt s m hnh c th gip cc nh qun tr phn tch mi trng. Cc m hnh cung cp khun mu cho vic nhn dng cc c hi v e da ca mi trng, y cng chnh l iu quan trng ca phn tch mi trng bn ngoi. C hi l mt iu kin t mi trng bn ngoi m nu c khai thc s gip cng ty thc hin c s sng to gi tr. e da l mt iu kin trong mi trng c th cn tr cc n lc ca cng ty trong vic sng to gi tr. Cc e da pht sinh khi nhng iu kin mi trng bn ngoi gy nguy him cho tnh ton vn v kh nng sinh li ca hot ng kinh doanh trong cng ty. Th hai, chng ta xem xt cc hm cnh tranh pht sinh khi mt nhm cc cng ty trong ngnh theo ui cc chin lc tng t nhau. Th ba, chng ta xem xt bn cht ca s tin trin ca ngnh v tho lun mt cch chi tit v ngnh trong ng thi ca n 2.1. CC K THUT PHN TCH MI TRNG BN NGOI Cc k thut c bn phn tch mi trng bn ngoi bao gm: r sot (Scanning), Theo di (Monitoring), D on (Forecasting), nh gi (Assessing). 2.1.1. R sot mi trng Vic r sot mi trng i hi nghin nghin cu tng qut tt c cc yu t ca mi trng bn ngoi. Thng qua r sot mi trng cc doanh nghip nhn ra sm cc du hiu v nhng du hiu thay i tim n trong mi trng v pht hin mt cch r rng cc thay i ang din ra. Thch thc ln nht trong r sot mi trng l s m h, khng y , cc d liu v thng tin ri rc. R sot mi trng c tm quan trng thit yu cc doanh nghip thc hin cnh tranh trong cc mi trng c tnh bin i cao.1 Hn na, cc hot ng r sot phi nh hng theo bi cnh ca t chc, bi v mt h thng c thit k cho mt mi trng bin i, tt yu s khng thch hp vi doanh nghip hot ng trong mi trng n nh.

K.M. Eisenhardt, 2002. Has Strategy Changed? MIT Sloan Management Review, 43(2), pp 88-91.

-342.1.2. Theo di mi trng Khi theo di mi trng cc nh phn tch quan st cc thay i ca mi trng nhn ra cc khuynh hng quan trng ny sinh t nhng du hiu m vic r sot mi trng pht hin. iu quan trng theo di thnh cng l kh nng pht hin cc ngha ca cc s kin cng nh khuynh hng thay i khc nhau. Bng vic theo di cc khuynh hng cc doanh nghip c th chun b tt hn cho vic a ra cc sn phm hay dch v mi vo nhng thi im thch hp ginh li th cnh tranh c th c c t cc c hi. theo di mt cch hu hiu, cc doanh nghip cn phi nhn ra cc bn hu quan trng yu. Bi v, cc bn hu quan khc nhau c tm quan trng v c th bin i theo chu k sng ca doanh nghip, cn phi ch mt cch cn thn cc nhu cu ca doanh nghip v cc nhm hu quan theo thi gian.2Vic r sot v theo di c bit quan trng khi trong ngnh ang c s thay i v cng ngh nhanh, kh d kin. 3R sot v theo di khng ch cung cp thng tin cho doanh nghip, chng cn l nhng cng c nhn thc nhng iu mi quan trng din ra trn th trng, v cch thc thng mi ha cc cng ngh m doanh nghip ang pht trin.

a. D on
R sot v theo di quan tm n cc s kin v khuynh hng trong mi trng ti mt thi im. D on l pht trin cc d kin v cc s kin tim n, cch thc v tc xut hin ca n nh l kt qu l gic ca cc thay i v khuynh hng c pht hin qua r sot v theo di. V d cc nh phn tch c th d on thi gian cn thit mt cng ngh mi c th xut hin trn th trng, di thi gian cho cc th tc cn thit o to, hun luyn lm thay i cu trc lao ng, thi gian cc chnh sch thu ca chnh ph c th tc ng lm thay i m thc tiu dng.

b. nh gi
Mc tiu ca nh gi l xc nh thi hn v tm quan trng ca cc tc ng m nhng thay i khuynh hng mi trng c th tc ng ln qun tr chin lc ca cng ty. Thng qua r sot, theo di v d on cc nh phn tch c th hiu v mi trng, tip tc hn na cc nh gi nhm xc nh cc hm c th hiu theo cch ca t chc. Khng c nh gi doanh nghip c th nm trong ng d liu c th l rt hu ch nhng khng hiu v nhng g lin quan n cnh tranh.

2 I.M. Jawaha & G.L. McLaughin, 2001, Toward a Prescriptive Stackeholder Theory: An Organizition Life Cycle Approach, Academy of Management Review, 26 pp 397-414. 3 M.Song &M.M Montoya-Weiss, 2001, The Effect of Perceived Technological Uncertainty on Japanese New Product Development, Academy of Management Journal, 44 pp 61-80

-35V d, nm 2001, cc cng ty t ca M nh Ford, General Motor, DaimlerChrysler bn c nhiu xe hn ngay trn th trng M. Tuy nhin, trong nhiu nm qua c ba cng ty ny li mt th phn vo tay cc cng ty nh Honda, Toyota, Volkswagen, v BMW. Nguyn nhn ch yu gip cc cng ty M tng c lng bn trong nm 2001 l v h bn xe vi mc li sut n khng phn trm. Khng c cc khon cho n ho phng ny, s rt kh duy tr mc doanh s cao nh vy. Do , cc doanh nghip phi nh gi cc nguyn nhn dn n doanh s tng trong mi lin h vi cc i th cnh tranh c th d on chnh xc hn doanh s tng lai. C th tm lc cc phng tin nghin cu mi trng bn ngoi trong bng sau: Bng 1-1: CC PHNG TIN NGHIN CU MI TRNG
Phng tin R sot Theo di D on nh gi Mc ch Nhn din sm cc du hiu v cc thay i v khuynh hng mi trng Pht hin ngha thng qua cc quan st lin tc v cc thay i v khuynh hng mi trng Pht trin cc d kin v nhng g s xy ra da vo cc thay i v khuynh hng c r sot v theo di Xc nh thi hn v tm quan trng ca cc thay i v khuynh hng mi trng i vi cc chin lc v hot ng qun tr.

2.2. MI TRNG V M Trn thc t, cc ngnh v doanh nghip c t trong mt mi trng v m rng ln, bao gm su phn on: kinh t, cng ngh, vn ha x hi, nhn khu hc, chnh tr lut php, v ton cu. Nhng thay i trong mi trng v m c th c tc ng trc tip n bt k lc lng no trong ngnh, do , lm bin i sc mnh tng i n cc th lc khc v vi chnh n, cui cng l lm thay i tnh hp dn ca mt ngnh. 2.2.1. Mi trng kinh t. Trng thi ca mi trng kinh t v m xc nh s lnh mnh, thnh vng ca nn kinh t, n lun gy ra nhng tc ng n cc doanh nghip v cc ngnh. V th, doanh nghip phi nghin cu mi trng kinh t nhn ra cc thay i, cc khuynh hng v cc hm chin lc ca h. Mi trng kinh t ch bn cht v nh hng ca nn kinh t trong doanh nghip hot ng. nh ngha nh vy v mi trng kinh t trong iu kin hin nay cng nn hiu mt cch tng i, bi v cc quc gia lin kt vi nhau nh l kt qu ca mt nn kinh t ton cu, nn doanh nghip t nhiu cng phi r sot, theo di, d on, v nh gi sc khe ca cc nn kinh t bn ngoi t nc ca h. Thc ra, c th tm thy rt nhng nh hng kh su sc ca nn kinh t Hoa k, Trung quc, Nht bn, v khi cng ng chu u vo cc nn kinh t khc. Cc nh hng ca nn kinh t n mt cng ty c th lm thay i kh nng to gi tr v thu nhp ca n. Bn nhn t quan trng trong mi trng kinh t v m l t l tng trng ca nn kinh t, li sut, t sut hi oi, v t l lm pht.

-36Tng trng kinh t dn n mt s bng n v chi tiu ca khch hng, v th c th em li khuynh hng thoi mi hn v sc p cnh tranh trong mt ngnh. iu ny c th cng hin cho cc cng ty c hi bnh trng hot ng v thu c li nhun cao hn. Ngc li, suy gim kinh t s dn n s gim chi tiu ca ngi tiu dng, v do lm tng sc p cnh tranh. Nn kinh t suy gim thng gy ra cc cuc chin tranh gi trong cc ngnh bo ha. Mc li sut c th tc ng n nhu cu v sn phm ca cng ty. Li sut l mt nhn t quan trng khi khch hng phi vay mn ti tr cho hot ng mua sm ca h v cc hng ha ny. T gi hi oi xc nh gi tr ng tin cc quc gia vi nhau. S dch chuyn ca t gi hi oi c tc ng trc tip ln tnh cnh tranh ca cc cng ty trong th trng ton cu. V d, khi gi tr ca ni t thp so vi gi tr ca cc ng tin khc, cc sn phm lm trong nc s r tng i so vi cc sn phm lm nc ngoi. ng ni t gi tr thp hay suy gim s gim mi e da t cc i th cnh tranh nc ngoi, trong khi li to ra c hi cho vic tng doanh s bn ra bn ngoi. V d vic gim gi tr ng la so vi ng Yn Nht bn vo thi k 1985-1995, khi m t sut USD/Yn gim t 1USD = 240Y xung cn 1USD=85Y, lm tng gi mnh m t ca Nht, gip cho cc nh ch to t M c mt s bo v trc mi e da ca t Nht bn.

Chnh tr -php lut

Nguy c ca cc i th tim tng S ganh ua cc cng ty hin c

Kinh t

Ton cu

Nng l c thng lng ca ngi cung cp

Nng lc thng lng ca ngi mua e da ca sn phm thay th

Cng ngh

Nhn khu hc

Vn ha x hi

Hnh 2-1: Mi trng v m

Lm pht c th lm gim tnh n nh ca nn kinh t, lm cho nn kinh t tng trng chm hn, li sut cao hn, cc dch chuyn hi oi khng n nh. Nu lm pht tng, vic lp k hoch u t tr nn mo him. c tnh then cht ca lm pht l n gy ra kh khn cho cc d kin v tng lai. Trong mt mi trng lm pht, kh c th d kin mt cch chnh xc gi tr thc ca

-37thu nhp nhn c t cc d n 5 nm. S khng chc chn nh vy lm cho cng ty khng dm u t. Tnh trng u t cm c ca cc cng ty trong trng hp lm pht tng s lm gim cc hot ng kinh t, cui cng y nn kinh t n ch nh tr. Nh vy, lm pht cao l mt e da i vi cng ty. 2.2.2. Mi trng cng ngh Vi mt khng gian lan ta v a dng, cc thay i cng ngh tc ng ln nhiu b phn ca x hi. Cc tc ng ny ch yu thng qua cc sn phm, qu trnh cng ngh, v vt liu mi. Phn on cng ngh bao gm cc th ch, cc hot ng lin quan n vic sng to ra cc kin thc mi, chuyn dch cc kin thc n cc u ra, cc sn phm, cc qu trnh v cc vt liu mi. T sau chin tranh th gii ln th II, tc thay i cng ngh tng ln, m ra mt qu trnh c gi l "S bng n lin tip s ph hy v sng to". Thay i cng ngh c th lm cho cc sn phm hin c b lc hu ch sau mt m, ng thi n c th to ra hng lot kh nng v sn phm mi. Nh vy, s thay i cng ngh bao gm c sng to v hy dit- c c hi v e da. Mt trong nhng tc ng quan trng nht ca s thay i cng ngh l n c th tc ng ln chiu cao ca ro cn nhp cuc v nh hnh li cu trc ngnh tn gc r. Trn thc t, Internet biu hin mt thay i cng ngh ch yu, v n xut hin m ng cho qu trnh hy dit sng to tri rng trong nhiu ngnh. Bn l trc tuyn xut hin, vic bn mi th t sch v a CD n qun o ch ra rng Internet cng h thp ro cn nhp cuc trong ngnh bn l. Kh nng mua v my bay sch hng dn du lch trc tuyn l mt e da i vi cc i din du lch hin hnh, ngc li n li cung cp mt c hi cho cc khi s trn c s Internet mun gia nhp vo ngnh du lch. S pht sinh ca Internet cng h thp ro nhp cuc i vi ngnh tin tc. V d, nhng ngi cung cp tin tc ti chnh hin nay phi cnh tranh v gi tr qung co v s thu ht khch hng vi cc t chc truyn thng trn c s Internet xut hin trong nhng nm gn y nh Motley Fool tranh ti chnh ca Yahoo ! Cng ngh truyn thng khng dy c d kin l c hi v cng ngh c bn nht tip theo. Cc thit b cm tay v cc thit b truyn thng khng dy c kh nng tc ng n hng lot cc dch mng khc nhau. Vic s dng cc my tnh xch tay kt ni mng khng dy, in thoi di ng c th truy cp web, v cc thang bc khc na ang pht sinh khin ngi ta ngy cng k vng v mt dng thng tr ca truyn thng v thng mi. Mt v d khc v cch thc m s thay i cng ngh nh hnh li mt ngnh c thit lp, l tc ng ca cng ngh sinh hc trong ngnh dc phm M. Mc d cc cng ty ln nh Merck, Pfizer v Eli Lilly t lu ln t trong ngnh dc phm, mt s lng ng k cc cng ty nh s dng cng ngh tng hp ADN ang e da thay i bi cnh cnh tranh. Gia nhng nm 1945-1990 ch c mt hng mi tr thnh ngi ng vai tr ch yu trong ngnh dc phm l Syntex. T nm 1990, mt s cc cng ty cng ngh sinh hc bt u pht sinh vi doanh

-38s ng k gm Amgen, Biogen, Chiron, v Immunex. Hn na, hin c hn 300 cng ty kinh doanh cng cng cng M pht trin cc loi thuc mi t cng ngh sinh hc. C hi cho mt s trong cc cng ty ny pht trin thnh cc cng ty ln trn bn quyn ca mnh, mt ln na chng t rng, thay i cng ngh h thp ro cn nhp cuc v cho php nhng ngi mi gia nhp thch thc vi cc i th tng ln t trong ngnh. R rng, vi cng ngh Internet, cng ngh khng dy, cng ngh sinh hc v hng lot cc pht minh mi ang hng ngy, hng gi ra i nh hnh li cu trc cnh tranh hu ht cc ngnh v cc quc gia, nu khng mun ni n tt c. Cc kin thc cng ngh l c bit quan trng. Chc chn trn mt khng gian ton cu, cc c hi v e da v cng ngh trong mi trng v m c mt tc ng ln cc doanh nghip k c bng vic mua t bn ngoi hai t sng to ra cng ngh mi. 2.2.3. Mi trng vn ha x hi. Phn on vn ha x hi lin quan n cc thi x hi v cc gi tr vn ha. Bi v cc gi tr vn ha v thi x hi to nn nn tng ca x hi, nn n thng dn dt cc thay i v cc iu kin cng ngh, chnh tr-lut php, kinh t v nhn khu. Ging nh nhng thay i cng ngh cc thay i x hi cng to ra cc c hi v e da. Mt trong nhng dch chuyn x hi chnh trong nhng nm 1970 v 1980 l khuynh hng thc v sc khe. Tc ng ca n rt rng ln v cc cng ty m nhn thc cc c hi sm thu hoch li nhun to ln. V d nh Philip Moris u t vo khuynh hng thc v sc khe vi vic gii thiu sn phm bia ca lo thp (Miller Lite). Tng t, Pepsi Cola ginh c mt phn th trng t i th cnh tranh Coca Cola bng vic gii thiu mt loi cola v nc tri cy king da trn c s ban u l nc ngt. ng thi khuynh hng sc khe to ra e da cho nhiu ngnh. V d nh ngnh thuc l hin nay ang suy gim nh l mt kt qu ca vic tng nhn thc ca khch hng v tc hi ca ht thuc n sc khe. Tng t ngnh ng cng thy doanh s gim xung khi khch hng quyt nh chuyn sang cht ngt nhn to. Mt khuynh hng quan trng na trong nhiu quc gia l s tng tnh a dng ca lc lng lao ng. S lao ng n tng ln cng l mt du hiu ca iu ny, ph n ang l ngun c gi tr v lao ng nng sut cao. Mt s kin cho rng nc M S lao ng n c o to y lm vic chm ch ang nhn i lc lng lao ng ti nng ca nc M, cung cp cho quc gia h mt li th cnh tranh to ln so vi cc nc cm s tham gia y ca n gii vo nn kinh t4 S gia tng tnh a dng v vn ha, dn tc v gii ng t ra hng lot cc c hi v thch thc lin quan n cc vn nh cc thc kt hp tt nht cc phong cch lnh o truyn thng ca

1999, Woman power, Worth Magazine, September, 100101.

-39nam gii v n gii thc y s ng gp ca h c li cho doanh nghip. Nhng thay i v thc hnh qun tr v cu trc t chc cn c tin hnh trnh tn ti ca cc ro tinh vi gy bt li cho t chc. 2.2.4. Mi trng nhn khu hc Phn on nhn khu hc ca mi trng v m lin quan n dn s, cu trc tui, phn b a l, cng ng cc dn tc, v phn phi thu nhp.5Phn on nhn khu hc cn c phn tch trn nn tng ton cu bi v cc tc ng tim n ca n cn vt qua c bin gii quc gia v bi v c nhiu doanh nghip cnh tranh trong iu kin ton cu. Nm 1987, dn s th gii l 5 t, n nm 1999 ln n 6 t . Trong dn s n v Trung Quc chim 1/3 dn s th gii. Cc chuyn gia cho rng n nm 2200 dn s ton th gii c th n nh con s 10 t, nu c s gim tc tng dn s th gii ca cc nc ng u th gii din ra lin tc. n nm 2050 n (d kin trn 1,5 t ngi) Trung Quc (di 1,5 t) l nhng nc ng dn nht th gii. Quan st s thay i nhn khu hc v mt dn s lm ni bt tm quan trng ca phn on ny. D kin v dn s cho thy nhng thch thc ton cu v vn dn s ca th k 21 v c hi cho cc nh kinh doanh. Phn b dn c v mt a l c th gy ra nhng li th cho cng ngh vin thng. Bng my tnh con ngi c th nh v thc hin cc trao i vi ngi khc qua mng vin thng. Cu trc tui gi i cc nc pht trin do t l sinh thp, v tui th c khuynh hng tng. Cho thy cc c hi ca cc dch v chm sc ngi gi, cc dch v bo him. Nhng cng tim n mt e da vi cc doanh nghip v vn ngun lao ng. i vi nhng nc ang pht trin c cu dn s tr, l c hi cc doanh nghip dch chuyn n tm ngun lao ng tr. Song s tng dn s nhanh chng ang lm si mn kh nng pht trin bn vng cc quc gia ny. S thay i kt cu dn s l mt nhn t ca mi trng kinh t v m m n cng c th to ra cc cc c hi ln e da. V d, do th h bng n tr em M nm 1960 ln ln, n to ra mt lot cc c hi v e da. Trong nhng nm 1980, nhiu ngi ca th h ny lp gia nh v to ra nhu cu t bin v cc my mc cho cc cp v chng tr ln u ci nhau. Cc cng ty nh Whirlpool v General Electric u t cho s t bin ca nhu cu my git, my ra chn, my sy Mt khc, cc ngnh nh hng vo gii tr nh ngnh chi nhn thy cc khch hng ca h gim xung trong nhng nm gn y.

5 L. Fahey & V. K. Narayanan, 1986, MacroenvironmentalAnalysis for Strategic Management, St. Paul, MN:West Publishing Company, 58.

-402.2.5. Mi trng chnh tr - lut php. Cc nhn t chnh tr v lut php cng c tc ng ln n mc ca cc c hi v e da t mi trng. iu ch yu trong phn on ny l cch thc m cc doanh nghip c th nh hng n chnh ph, v cch thc chnh ph nh hng n h. Thay i lin tc, phn on ny s gy nh hng ng k n cnh tranh. Cc doanh nghip phi phn tch cn thn cc trit l, cc chnh sch lin quan mi ca qun l nh nc. Lut chng c quyn, lut thu, cc ngnh la chn iu chnh hay u tin, lut lao ng, l nhng lnh vc trong cc chnh sch qun l Nh nc c th tc ng n hot ng v kh nng sinh li ca ngnh hay ca cc doanh nghip. Trn phm vi ton cu cc cng ty cng phi i mt vi hng lot cc vn ng quan tm v chnh tr php lut. V d cc chnh sch thng mi, cc ro cn bo h c tnh quc gia. Ngoi ra, cc ngnh c bit nh dc phm, vin thng, v gn y vn thc phm cng c cc quc gia ch nhm bo v quyn li ngi tiu dng, v an ninh,v vy cc qui nh cht ch t ra cng l nhng tc ng ng k n hot ng kinh doanh ca cc ngnh v doanh nghip. 2.2.6. Mi trng ton cu Phn on ton cu bao gm cc th trng ton cu c lin quan, cc th trng hin ti ang thay i, cc s kin chnh tr quc t quan trng, cc c tnh th ch v vn ha c bn trn cc th trng ton cu. Ton cu ha cc th trng kinh doanh to ra c c hi ln e da. V d, cc doanh nghip c th nhn din v thm nhp vo cc th trng ton cu mi dng gi. Nhiu th trng ton cu ( nh Nam M, Hn quc, i Loan) ang tr nn khng bin gii ang hi nhp. Cng vi cc c hi cc doanh nghip cng phi nhn ra cc e da tim n trong cc th trng nh vy. Cc cng ty Bc M v Chu u c th b thit hi bi e da khng b Trung quc hin ra vi nhiu c hi v khng t e da vi cc cng ty quc t. iu to ra nhiu c hi chnh lTrung quc tham gia vo t chc thng mi th gii, lm cho t nc ny tham gia mnh hn vo nn kinh t th gii. vo c t chc ny Trung quc phi chp nhn gim cc ro cn thng mi trong nhiu ngnh, bao gm vin thng, ngn hng, ch to t, in nh, cc dch v ngh nghip (t vn lut, k ton..) S gim ro cn ny lm cho nhiu cng ty c c hi thm nhp th trng rng ln y tim nng ny. Nhng cng a n nhiu e da tim n cho cc cng ty khc bi y l th trng lao ng r v kh nng ng di do. Dch chuyn vo th trng quc t m ra mt tim nng v tm vi cho cc doanh nghip. Toyota nhn c trn 50% tng doanh s t bn ngoi Nht bn. McDonals c hn 60% t bn ngoi nc M. Nokia c n 98% doanh s t nc ngoi. Bi v i cng vi s gia tng doanh s nh vy l s khng chc chn, cc cng ty thng xem s thm nhp vo th trng quc t mi nh l mt d n mo him. Cc doanh nghip c th tng c hi bn cc ci tin ca h bng vic

-41thm nhp vo th trng quc t mi. Th trng cng ln cng lm tng kh nng c c thu nhp tt cho cc ci tin ca n. Chc chn, doanh nghip thm nhp vo th trng mi c th khuch tn nhng kin thc mi m h sng to ra cng nh hc hi nhiu hn t th trng mi. Cc doanh nghip cn nhn thc v cc c tnh khc bit vn ha x hi v th ch ca cc th trng ton cu. Cc cng ty cnh tranh trong th trng Hn quc phi hiu v gi tr ca mnh lnh trc tuyn, chnh thc, v t kim sot cng nh bn phn nhiu hn l quyn hn. Hn na, h t tng ca ngi Hn quc ging nh nhiu quc gia chu khc nhn mnh vo cng ng. Mc d vy, cch tip cn ca Hn quc khc so vi Nht bn v Trung Quc, v ngi ta nhn mnh vo s ha hp. S ha hp da trn nn tng ca cc quan h trc tuyn hay tun th vi quyn lc. Trung quc th nhn mnh vo quan h c nhn, trong khi Nht bn li gn vi quan h tp th. Cc hng cc quc gia khc nhau cnh tranh trn cc th trng ny c th hc tp ln nhau. Nhng d sao vn vn ha vn l iu quan trong cho s thnh cng trong hu ht cc th trng trn th gii. Tm li, mc tiu chnh ca phn tch mi trng v m l nhn din cc thay i cc khuynh hng d kin t cc yu t ca mi trng bn ngoi. Vi s tp trung vo tng lai, vic phn tch mi trng bn ngoi cho php cc doanh nghip nhn ra cc c hi v e da. C th tm lc vic phn tch mi trng v m trong bng sau : Bng 2-2: Cc yu t mi trng v m
Nhn khu hc Kinh t Dn s Cu trc tui Phn b a l T l lm pht Li sut Cn cn thng mi Cn cn ngn sch Lut chng c quyn Lut thu Cc trit l iu chnh Lc lng lao ng n a dng ha lao ng Thi v cht lng lm vic Ci tin sn phm p dng kin thc Cc s kin chnh tr quan trng Th trng ton cu c bn Cng ng dn tc Phn b thu nhp T l tit kim c nhn Mc tit kim ca doanh nghip GDP Lut lao ng Chnh sch v trit l gio dc Quan tm mi trng Dch chuyn cng vic v yu thch ngh nghip Thay i v quan nim vi sn phm, dch v Tp trung ca t nhn v h tr chnh ph v R&D Cc quc gia cng nghip mi S khc bit cc c im vn ha th ch

Chnh lut

tr-Php

Vn ha x hi Cng ngh Ton cu

2.3. PHN TCH NGNH V CNH TRANH 2.3.1. S cn thit ca phn tch ngnh v cnh tranh Mt ngnh l mt nhm cc cng ty cung cp cc sn phm hay dch v c th thay th cht ch vi nhau. Trong qu trnh cnh tranh cc cng ty ny c nh hng n cc cng ty khc. Ni

-42chung, cc ngnh bao gm mt hn hp v a dng cc chin lc cnh tranh m cc cng ty theo ui c c mc thu nhp cao hn trung bnh. S thay th mt cch cht ch c ngha l cc sn phm hay dch v tha mn cc nhu cu khch hng v c bn tng t nhau. V d cc tm v nha hay v kim loi dng trong ch to t c th thay th mt cch cht ch cho nhau. Mc d cc cng ngh sn xut khc nhau, cc cng ty cung cp t ch to cc tm v xe kim loi trong ngnh v c bn tng t nh cc cng ty ch to v xe nha. H ang phc v nhu cu khch hng tng t, - nhu cu ca cc cng ty lp rp t v nhng tm v xe. Cc ngnh rt khc nhau v cc c tnh kinh t, cc tnh th cnh tranh, v trin vng thu li nhun trong tng lai. Cc c tnh kinh t ca ngnh bin i bi mt s cc nhn t nh: qui m v tc tng trng th trng, tc thay i cng ngh, ranh gii a l ca th trng (a phng hay ton cu), s lng, qui m ca nhng ngi mua v bn, mc tc ng ca tnh kinh t v qui m n sn phm ca ngi bn, cc kiu knh phn phiCc lc lng cnh tranh c th va phi, d di, thm ch l tn khc trong cc ngnh khc nhau. Hn na, cc ngnh cng khc nhau rt ln v cc tiu im cnh tranh, c th l gi, l cht lng, ci tin hay rt nhiu cc c tnh hiu nng khc. Din mo kinh t ca ngnh v cc iu kin cnh tranh hin ti cng nh d kin tng lai l c s tin liu li nhun tng lai l thp, trung bnh hay tuyt vi. S khc bit v cc iu kin ngnh v cnh tranh c th khin cc cng ty trong ngnh khng hp dn rt kh c th tm ra li nhun trong khi cc cng ty yu trong cc ngnh hp dn vn d dng th hin mt hiu nng tt. Phn tch ngnh v cnh tranh l mt b cc quan nim v k thut lm sng t cc vn then cht v: Cc c tnh kinh t ni bt ca ngnh Cc lc lng cnh tranh ang hot ng trong ngnh, bn cht v sc mnh ca mi lc lng. Cc ng lc gy ra s thay i trong ngnh v tc ng ca chng. Cc cng ty c v th mnh nht v yu nht. Ai c th s l ngi to ra cc dch chuyn tip theo trong ngnh Cc nhn t then cht cho s thnh bi trong cnh tranh Tnh hp dn ca ngnh trn phng din kh nng thu c li nhun trn trung bnh. Cc nh qun tr khng th hnh thnh mt nh hng di hn hay mt quyt nh chin lc nu h khng c hiu bit mt cch sc so v tnh th chin lc ca cng ty, bn cht, cc iu kin cnh tranh m n phi i mt, cch thc to ra s ph hp gia cc ngun lc v kh nng vi nhng iu kin .

-432.3.2. M hnh nm lc lng cnh tranh Michael E.Porter gio s trng qun tr kinh doanh Harvard ra mt khun kh gip cc nh qun tr nhn ra cc c hi v nguy c m doanh nghip phi ng u trong mt ngnh6. Khun kh ca Porter gi l m hnh nm lc lng cnh tranh, nh trong Hnh 2-2. Theo Porter c nm lc lng nh hng cnh tranh trong phm vi ngnh, l: (1) Nguy c nhp cuc ca cc i th cnh tranh tim tng; (2) Mc cnh tranh gia cc cng ty hin c trong ngnh; (3) Sc mnh thng lng ca ngi mua; (4) Sc mnh thng lng ca ngi bn; (5) e da ca cc sn phm thay th. Porter ch ra rng cc lc lng ny cng mnh, cng hn ch kh nng ca cc cng ty hin ti trong vic tng gi v c c li nhun cao hn. Trong khun kh ca Porter, mt lc lng cnh tranh mnh c th xem nh mt s e da, bi v, n s lm gim thp li nhun. Sc mnh ca nm lc lng c th thay i theo thi gian, khi cc iu kin ngnh thay i, nh th hin trong tnh hung m u. Nhim v t ra cho cc nh qun tr l phi nhn thc v nhng c hi v nguy c, m s thay i ca nm lc lng s em li, qua xy dng cc chin lc thch ng. Hn na, l kh nng mt cng ty, thng qua s chn la chin lc, dch chuyn sc mnh ca mt hay nhiu lc lng cnh tranh thnh li th cho mnh.

a. Cc i th cnh tranh tim tng

Lc lng ny bao gm cc cng ty hin khng cnh tranh trong ngnh nhng h c kh nng lm iu nu h mun. V d, ngnh in c th l i th cnh tranh tim tng i vi cc cng ty vin thng v dch v in thoi v truy cp Internet. Nhn din cc i th mi c th thm nhp vo ngnh l mt iu quan trng bi h c th e da n th phn ca cc cng ty hin c trong ngnh. Mt trong nhng nguyn nhn c th coi cc i th mun nhp ngnh nh mt e da, l, h s em vo cho ngnh cc nng lc sn xut mi. Thng thng, cc i th mi thm nhp ngnh c mt mi quan tm mnh lit n vic ginh c th phn ln. Kt qu l, cc i th cnh tranh mi c th thc p cc cng ty hin c trong ngnh phi tr nn hu hiu hn, hiu qu hn v phi bit cch cnh tranh vi cc thuc tnh mi (V d s dng h thng phn phi trn c s Internet). Cc cng ty hin c (Cc cng ty ny ang hot ng trong ngnh) c gng ngn cn cc i th tim tng khng cho h gia nhp ngnh. Do , nguy c nhp cuc ca cc i th cnh tranh tim tng cao th hin mt s e da i vi kh nng sinh li ca cc cng ty ang hot ng. Ngc li, nu nguy c nhp cuc thp, cc cng ty hin ti s dng li th ca c hi ny tng gi v nhn c thu nhp cao hn.

M.E. Porter Competitive Strategy (New York: Free Press, 1980)

-44-

Nguy c ca cc i th tim tng Nng l c thng lng ca ngi cung cp

S ganh ua cc cng ty hin c

Nng lc thng lng ca ngi mua

e da ca sn phm thay th

Hnh 2-2: M hnh nm lc lng cnh tranh ca Porter

Sc mnh ca lc lng cnh tranh do nhng i th cnh tranh tim tng l mt hm s vi chiu cao ca cc ro cn nhp cuc. Ro cn nhp cuc l cc nhn t s gy kh khn tn km cho cc i th mun thm nhp ngnh, v thm ch khi h c th thm nhp, h s b t vo th bt li. Chi ph cho vic gia nhp ngnh ca cc cng ty mi cng cao, th ro cn nhp cuc cng cao. Ro cn nhp cuc cao s gi cc i th tim tng bn ngoi ngay c khi thu nhp trong ngnh cao7. Trong tc phm kinh in v ro cn nhp cuc l ca nh kinh t hc Joe Bain, ng xc nh ba ngun ro cn nhp cuc l: S trung thnh nhn hiu; Li th chi ph tuyt i; v tnh kinh t ca qui m.8 Ngoi cc yu t ca Bain chng ta c th thm chng ta thm hai ro cn quan trng ng xem xt trong nhiu trng hp l: chi ph chuyn i, qui nh ca chnh ph v s tr a S trung thnh nhn hiu. S a thch ca ngi mua v sn phm ca cc cng ty hin ti c gi l s trung thnh nhn hiu. Mt cng ty c th to ra s trung thnh nhn hiu bng vic qung co lin tc nhn hiu v tn ca cng ty, s bo v bn quyn ca cc sn phm, ci tin sn phm thng qua cc chng trnh R&D, nhn mnh vo cht lng sn phm, v dch v hu mi. S trung thnh nhn hiu s

7 K.C. Robinson & P.P. McDougall, 2001, Entry Barriers and News Venture Performance: A Comparision of Universal and Contingency Approaches, Strategic Management Journal, 16 pp 535-549 8 J.E. Bain, Barriers to New Competition (Cambridge, Mass: Harvard University Press,1956) For a review of the modern literature on barriers to entry, see R.J Gilbert, Mobility barriers and the value on Incumbency in R. Schmalensee and R.D. Willig, Handbook of Industrial Organization, (Amsterdam,, North Holland 1989),I

-45gy kh khn cho nhng ngi mi nhp cuc mun chim th phn ca cc cng ty hin ti. Do , n gim i mi e da nhp cuc ca nhng i th tim tng, chnh cc i th c mun nhp cuc thy rng nhim v xua i s thch ca khch hng c thit lp mt cch tt p l iu ht sc kh khn v tn km. Li th chi ph tuyt i. Cc cng ty hin ti c th c nhng li th tuyt i v chi ph so vi nhng ngi nhp cuc. Cc li th v chi ph tuyt i nh vy sinh ra t: Vn hnh sn xut vt tri nh kinh nghim qu kh Vic kim sot cc u vo c bit cho sn xut nh lao ng, vt liu, my mc thit b, v k nng qun tr. Tip cn cc ngun vn r hn bi v cc cng ty hin ti chu ri ro thp hn cc cng ty cha c thit lp. Nu cc cng ty hin ti c li th chi ph tuyt i, th e da t nhng ngi nhp cuc gim xung. Tnh kinh t ca qui m. Tnh kinh t ca quy m l l s ci thin hiu qu bin do doanh nghip tch ly kinh nghim khi qui m ca n tng thm. 9 Cc ngun to ra tnh kinh t theo qui m bao gm s gim thp chi ph thng qua sn xut hng lot hay khi lng ln sn phm tiu chun ha, chit khu mua sm khi lng ln cc nguyn vt liu v chi tit, li th c c bi s phn b chi ph c nh cho khi lng sn xut ln, v tnh kinh t ca qui m trong qung co. Mt khi cc li th v chi ph l ng k trong ngnh th nhng ngi nhp cuc phi vo tnh th, hoc phi nhp cuc vi qui m nh v b mt li th v chi ph, hoc phi chp nhn mo him nhp cuc vi qui m ln v chu chi ph vn ln. V ri ro hn na c th n vi ngi nhp cuc qui m ln l khi ngun cung sn phm tng ln s lm gim gi iu gy ra s tr a mnh lit ca cc cng ty hin ti. Nh vy khi cc cng ty hin ti c c tnh kinh t v qui m th e da nhp cuc gim i. Chi ph chuyn i. Chi ph chuyn i l chi ph xut hin mt ln khi khch hng mun chuyn i vic mua sm ca mnh sang nh cung cp khc. Cc ph chuyn i c th lin quan n chi ph mua sm cc thit b ph, chi ph hun luyn nhn vin, thm ch c hao ph tinh thn khi phi chm dt mt mi lin h.

R. Makadok, 1999, Interfirm Differences in Scale Economies and The Evoluntion of Market Shares, Strategic Management Journal, 20 pp935-952

-46Nu chi ph chuyn i cao, khch hng b km gi vo nhng sn phm ca cng ty hin ti ngay c khi sn phm ca ngi mi gia nhp tt hn.10 Chng hn, chng ta xt tnh th cc khch hng mun t h iu hnh my tnh ny sang mt h iu hnh khc. Nu mt c nhn hin ang s dng h iu hnh Window ca Microsoft, v c mt th vin cc phn mm ng dng lin quan (Nh Word, bng tnh, tr chi..) v cc tp ti liu, nu h mun chuyn sang h iu hnh khc nh Macintosh OS ca Apple s chu nhiu tn km. L do tht n gin, nu thay i h s phi mua mt b cc phn mm ng dng mi, bi v cc ng dng vit cho Window khng chy trn h iu hnh Macintosh. Hn na, h cng s phi b thi gian v cng sc ng k chuyn i cc tp ti liu sao cho c th s dng cng vi cc ng dng vit cho Macintosh OS. Cc chi ph v thi gian v tin bc nh vy lm cho hu ht mi ngi khng mun thay i tr khi s thay i ha hn mt s t bin v hiu sut (v ngi ta cho rng Macintosh thi khng phi nh vy). Trn quan im ny cho thy chi ph chuyn i cao l ro cn i vi nhng ngi mun gia nhp vo th trng h thng iu hnh cho my tnh c nhn v s cnh tranh v h thng iu hnh b khp li trn th trng. ng thi, iu quan trng l nu mt nh cnh tranh cung cp mt h iu hnh hon thin ng k so vi Window, th ngi s dng s chuyn sang h iu hnh . Nh vy, h iu hnh Linux ca Red Hat Software c th phn no c xem nh l e da i vi ngi thng tr th trng Microsoft. Cc qui nh ca chnh ph V lch s, qui nh ca chnh ph to thnh mt ro cn nhp cuc ln trong nhiu ngnh. Thng qua vic cp php hay cc yu cu c bit, chnh ph c th kim sot s thm nhp vo mt ngnh. V d nh nhng qui nh v kinh doanh dc phm, ngn hng Chnh ph cng thng hn ch nhp cuc i vi cc ngnh cng ch, bi yu cu cung cp dch v c cht lng n cho mi ngi v nhu cu vn cn thit lm iu . S tr a Cc doanh nghip khi thm nhp mt ngnh cn phi lng trc cc hnh ng phn ng ca cc doanh nghip trong ngnh. D on v mt s tr a nhanh chng v mnh lit ca cc i th hin c th lm nht ch ca cc i th mun thm nhp ngnh. S tr a mnh lit khi cc doanh nghip hin c trong ngnh c d phn ng k trong ngnh, (v d, n c cc ti sn c nh vi t kh nng chuyn i), khi chng c ngun lc ng k hay khi ngnh tng trng chm. Hng vo cc khe h th trng m cc i th hin c trong ngnh khng phc v l cch cc i th mi vt qua ro cn nhp cuc, len li vo ngnh. Ni chung, cc doanh nghip qui m nh l cch thch hp cho vic nhn din v phc v cc phn on th trng b b b. Khi Honda ln u tin thm nhp th trng M, n tp trung vo khe h th trng xe my cng sut nh,

10

C. Shapiro and H.R. Varian, Information Rules: Atrategic Guide to the Network Economy (Boston, Mass: Harvard Business School Press, 1999)

-47th trng m cc hng nh Harley-Davidson b qua. Bng vic hng vo th trng b b ng, Honda trnh c s cnh tranh. Sau khi cng c c v tr, Honda s dng sc mnh ca mnh tn cng vo i th bng vic a ra cc xe my ln hn v cnh tranh trn th trng rng ln hn. Ro cn nhp cuc v s cnh tranh. Nu cc cng ty hin hnh to dng c lng trung thnh vi sn phm ca h, c li th chi ph tuyt i so vi cc i th cnh tranh tim tng, c tnh kinh t v qui m, v l nhng ngi c hng li ca chi ph chuyn i cao, hoc c c s bo v v th ch, th nguy c nhp cuc ca cc i th cnh tranh tim tng s gim xung ng k. Khi nguy c ny thp, cc cng ty hin hnh c th i hi gi cao hn v nhn c li nhun ln hn so vi gi nh cc kh nng khc xy ra. R rng, cc cng ty s quan tm theo ui cc chin lc thch hp vi vic gia tng ro cn nhp cuc. Tht vy, bng chng thc nghim ch ra rng ro cn nhp cuc cao l iu quan trng nht xc nh t l li nhun trong mt ngnh. V d v cc ngnh c ro cn nhp cuc cao c th k n: ngnh dc phm, bt git v my bay phn lc thng mi. Trong hai trng hp u, s phn bit sn phm nh chi tiu ng k cho R&D, qung co to ra lng trung thnh v nhn hiu gy ra kh khn cho cc cng ty mun gia nhp ngnh ny vi qui m ln. Nh cc chin lc phn bit thnh cng hai cng ty Unlever v Procter & Gamble trong ngnh bt git tr thnh cc cng ty ln t trn th trng ton cu. Trong trng hp ca ngnh my bay phn lc thng mi, cc ro cn nhp cuc ch yu l do chi ph c nh ca pht trin sn phm (Boeing phi mt 5 t USD pht trin mt dng my bay c thn rng hn, mu 777), nh vy do c hng tinh kinh t ca qui m cng ty hin hnh s t gi thp di mc chi ph sn xut ca cc i th nhp cuc tim tng m vn c c mc li nhun ng k.

b. Cnh tranh gia cc i th trong ngnh

Lc lng th hai trong m hnh nm lc lng cnh tranh ca Porter l mc ganh ua gia cc cng ty trong phm vi mt ngnh. Bi v, cc doanh nghip trong mt ngnh cng l thuc ln nhau, cc hnh ng ca mt cng ty thng ko theo cc hnh ng p tr ca cc cng ty khc. S ganh ua mnh lit khi mt doanh nghip b thch thc bi cc hnh ng ca doanh nghip khc hay khi doanh nghip nhn thc c mt c hi ci thin v th ca n trn th trng. Him khi c c s ng nht ca cac doanh nghip trong mt ngnh. Bi chng lun khc nhau v cc ngun lc, kh nng v tm cch gy khc bit vi cc i th.11Thng thy cc doanh nghip to ra li th cnh tranh bng cch gy khc bit gia sn phm ca n vi nhng g m i

11 T. Noda & D. J. Collies, 2001, The evolution of intraindustry firm heterogeneity: Insights from a process study, Academy of Management Journal, 44: 897 925.

-48th cung cp. Cc cng c thng s dng trong cuc chy ua to gi tr cho khch hng l gi, cht lng, s ci tin v p ng khch hng. Nu s ganh ua trong ngnh yu, cc cng ty s c c hi tng gi v nhn c li nhun cao hn. Nhng nu s ganh ua mnh, cnh tranh gi c th xy ra mt cch mnh m, iu ny s dn n cc cuc chin tranh gi c. Cnh tranh lm gii hn kh nng sinh li do vic gim li nhun bin trn doanh s. Do , cng ganh ua gia cc cng ty trong ngnh to nn mt e da mnh m i vi kh nng sinh li. Mt cch khi qut, mc ganh ua gia cc cng ty trong ngnh l mt hm s ca ba nhn t chnh: (1) cu trc cnh tranh ngnh; (2) cc iu kin nhu cu; (3) ro cn ri khi ngnh cao. Cu trc cnh tranh. Cu trc cnh tranh ch s phn b s lng v qui m ca cc cng ty trong ngnh. Cu trc ngnh bin thin t phn tn n ngnh tp trung v c lin quan n s ganh ua. Trong mt ngnh phn tn bao gm mt s ln cc cng ty qui m nh hoc trung bnh, khng c cng ty no trong gi v tr thng tr. Cc ngnh phn tn xp t nng nghip, cho thu video, v cu lc b sc khe n mi gii bt ng sn. Nhiu ngnh phn tn c ro cn nhp cuc thp v cc sn phm thuc loi hng s cp t s khc bit. Hai c tnh ny kt hp li to ra khuynh hng tng gim li nhun c tnh chu k. Cc ro cn nhp cuc thp s to iu kin cho mt dng nhng ngi nhp ngnh, bt c khi no nhu cu cao v li nhun cao, vi hy vng kim tin lc gi ln. Thng thng dng nhng ngi nhp cuc vo ngnh phn tn lc ang bng n nhu cu to ra mt tim n v s d tha nng lc. Mt khi s d tha nng lc xut hin, cc cng ty s bt u ct gim gi s dng nng lc nhn ri ca mnh. V cc cng ty gp phi kh khn khi c gng to ra khc bit so vi sn phm ca i th, nn lm cho tnh hung ny tr nn ti t hn. Kt qu l mt cuc chin tranh v gi xy ra, dn n suy gim li nhun trong ngnh, thc p mt vi cng ty phi ri b ngnh, v lm nht ch nhng k mun xm nhp ngnh. Ni chung, sn phm cng ging hng s cp bao nhiu th chin tranh gi cng d xy ra v cng khc lit by nhiu. Phn i xung ca chu k s tip din cho n khi no a c nng lc ca ngnh xung n mc nhu cu (thng qua ph sn), tc l ti im m gi c th n nh tr li. Do vy, cu trc ngnh phn tn em li mt e da hn l c hi. Hu ht s bng n din ra tng i ngn, bi v s nhp cuc d dng, v s tip theo bng cc cuc chin tranh gi cng vi cc v ph sn. Rt kh c th to ra s khc bit sn phm trong cc ngnh nh vy, nn chin lc tt nht cc cng ty theo ui l cc tiu chi ph. Chin lc ny cho php mt cng ty b vo ti phn li nhun ln trong thi k bng n v sng st trong bt k s suy gim no. Mt ngnh tp trung l ngnh b ln t bi mt s nh cc cng ty ln (trong trng hp ny n c xem nh l c quyn nhm) hoc trong trng hp cc oan ch c mt cng ty (c quyn). Cc ngnh tp trung gm hng khng v tr, sn xut t, v dc phm. Bn cht v mc

-49 ca s ganh ua trong ngnh tp trung kh c th d kin trc. Bi v, trong ngnh tp trung cc cng ty ph thuc ln nhau. Cc hnh ng cnh tranh ca mt cng ty s tc ng trc tip ln kh nng sinh li v tc ng ln th phn ca cc i th khc trong ngnh. iu lm ny sinh mt s phn ng mnh m t pha i th, hu qu ca s ph thuc ln nhau mang tnh cnh tranh nh vy c th to ra mt xon c cnh tranh nguy him, h c gng h thp gi cnh tranh, hoc hng lot cc phn ng tn km khc y li nhun ca ngnh gim xung. Cc cuc chin tranh gi lm rung chuyn ngnh hng khng M u nhng nm 1990 l mt v d. Khi nhu cu i li bng ng hng khng gim trong nm 1990, khi nn kinh t M ri vo khng hong, cc hng hng khng bt u ct gim gi duy tr lng khch ca mnh. Mi khi mt hng phc v trn mt tuyn no gim gi, cc i th cnh tranh ca n cng s lm theo ngay. Kt qu l mt vng xoy gim gi d di. Cnh tranh gi tr nn khc lit n ni lm cho ngnh ny l 7,1 t USD gi nm 1990-1992, nhiu hn tng s l ca hn 50 nm trc , v mt s hng vn ti thnh lp lu i nh Pan Amercan bin mt v ph sn. R rng, s ganh ua gia cc cng ty trong ngnh tp trung v kh nng xy ra chin tranh gi to ra e da ch yu. i khi cc cng ty tm cch lm gim nh i e da ny bng vic s dng gi dn o do cng ty c u th trong ngnh t ra. Tuy nhin, h phi cn thn, v cc tha thun n nh gi l bt hp php, mc c th c cc tha thun ngm (mt tha thun ngm ngha l i n s tha thun khng c s lin lc trc tip). Thay v tha thun trc tip, cc cng ty quan st v gii thch cc hnh vi ca nhau. Thng thng cc tha thun ngm bao gm vic i theo gi dn o c mt cng ty c u th t ra. Tuy th, cc tha thun dn o gi ngm thng b ph v di cc iu kin kinh t bt li. Mt cch khi qut hn na, khi cc cuc chin tranh gi l mt e da, cc cng ty c khuynh hng chuyn sang cnh tranh trn cc nhn t khng phi gi nh qung co, khuyn mi, nh v nhn hiu, thit k chc nng v cht lng sn phm. Loi cnh tranh ny l nhng c gng to ra s khc bit cho cc sn phm ca cng ty so vi i th cnh tranh, do , to ra s trung thnh nhn hiu v lm cc tiu kh nng xy ra mt cuc chin tranh gi. Tuy nhin, hiu lc ca chin lc ny ph thuc vo kh nng gy ra khc bit sn phm trong ngnh c d hay khng. Mt s sn phm (nh t) tng i d gy ra s khc bit song mt s khc (nh vn chuyn hng khng) th li rt kh. Cc iu kin nhu cu. Cc iu kin nhu cu ca mt ngnh l mt yu t quyt nh khc v mc ganh ua trong cc cng ty hin hnh. S tng trng nhu cu t cc khch hng mi hay s gia tng mua sm ca cc khch hng hin ti c khuynh hng lm du i s cnh tranh, bi n m ra mt khng gian ln hn cho s pht trin. Tng trng nhu cu c khuynh hng gim i s ganh ua, bi v tt c cc cng ty c th bn nhiu hn khng cn phi ginh th trng ca cc cng ty khc, v kt qu thng l li nhun vn cao.

-50Ngc li, s gim nhu cu gy ra mt s ganh ua mnh hn khi cc cng ty phi c u tranh duy tr thu nhp v th phn. Nhu cu gim xung khi khch hng ri b th trng hoc khi h mua t hn. Trong tnh hung , mt cng ty ch c th tng trng bng cch ginh th trng ca cng ty khc nh vy s gim nhu cu to ra mt e da ln, v iu ny lm tng mc ganh ua gia cc cng ty hin c trong ngnh. Hn na, nh trong tnh hung m u, vi mc tng trng nhu cu chm li cng c th ny sinh vn . Ro cn ri ngnh. Ro cn ri ngnh l nhng nhn t xc cm, chin lc v kinh t c th gi mt cng ty li trong ngnh ngay c khi thu nhp thp. Nu cc ro cn ri ngnh cao, cng ty c th b km gi trong mt ngnh khng sinh li, khi m nhu cu khng i hay suy gim. iu ny c th gy ra d tha nng lc sn xut. Sau , nng lc sn xut d tha c khuynh hng lm su sc hn cnh tranh gi, v cc cng ty u thy vic ct gim gi l mt c gng nhn thm cc n hng hng s dng nng lc nhn ri ca h.12Cc ro cn ri ngnh ph bin bao gm: u t vo cc nh xng v my mc thit b m khng c phng n s dng khc v khng th bn i. Nu cng ty mun ri b ngnh n phi b i gi tr s sch ca cc ti sn ny. Chi ph c nh ri ngnh qu cao nh l tin tr cho cng nhn d tha. Nhng gn b xc cm vi ngnh, khi mt cng ty khng mun ri khi ngnh u tin ca n v l do tnh cm. S ph thuc kinh t vo ngnh, khi mt cng ty khng a dng ha v ch trng cy vo thu nhp trong ngnh. Kinh nghim ca ngnh thp M chng t cc tc ng cnh tranh bt li ca ro cn ri ngnh cao. Mt s kt hp gia nhu cu gim, cc ngun cung cp mi chi ph thp to ra s d tha nng lc trong ngnh thp ton cu cui nhng nm 1980. Cc cng ty M vi cu trc chi ph cao nh im ca s suy gim ny. Nhu cu thp ca M gim t nh cao l nm 1977 vi 160 triu tn xung cn 70 triu tn nm 1986. Hu qu l mc d tha nng lc nm 1897 l 45 triu tn hay 45% tng kh nng sn xut. c s dng nng lc ny nhiu cng ty thp gim bt gi ca h. Hu qu l gy ra cuc chin tranh gi, li nhun ca ngnh b gim xung, mt s cng ty ln, bao gm LTV Steel v Bethlehem Steel i mt vi s ph sn. Ti sao cc cng ty khng chu gim nng lc, trong khi ngnh thp c xc nh l mt ngnh tha nng lc sn xut trong sut nhng nm 1980. Cu tr li l nhiu cng ty c lm iu , nhng chi ph ri ngnh li lm chm qu trnh ny v ko di cuc chin tranh gi. V d nm 1983 USX gim i phn nng lc sn xut thp nguyn liu vi chi ph 1,2 t USD. USX phi

12

P. Ghemawat, Commitment: The Dymanics of Strategy (Boston, Harvard Business School Press, 1991)

-51b khi gi tr s sch cc ti sn ny; c th h khng bn c. Thm vo , n phi trang tri tin tr cp v ph bo him cho 15400 cng nhn ngh vic. Vi mc chi ph ri ngnh cao nh vy, cc cng ty nh USX b km chn trong ngnh khng sinh li ny. Cc tc ng cn tr vic ri ngnh lm cho mc cnh tranh gi khc lit hn nhiu.

c. Nng lc thng lng ca ngi mua

Lc lng th ba trong nm lc lng ca Porter l nng lc thng lng ca ngi mua. Ngi mua ca mt cng ty c th l nhng khch hng tiu dng cui cng sn phm ca n (ngi s dng cui cng), nhng h cng c th l cc cng ty phn phi sn phm ca n n khch hng cui cng, nh cc nh bn bun bn l. V d, trong khi Unilerver bn x phng bt n ngi tiu dng cui cng, th nhng ngi mua sn phm ca n l h thng cc siu th m sau bn li cho ngi s dng cui cng. Nhng ngi mua c th c xem nh mt e da cnh tranh khi h v th yu cu gi thp hn hoc khi h yu cu dch v tt hn (m c th dn n tng chi ph hot ng). Ngc li, khi ngi mua yu, cng ty c th tng gi v c c li nhun cao hn. Ngi mua c th ra yu cu vi cng ty hay khng ty thuc vo quyn lc tng i ca h vi cng ty. Theo Porter ngi mua c quyn lc nht trong cc trng hp sau: Khi ngnh cung cp c to bi nhiu cng ty nh v ngi mua l mt s t v ln. Trng hp ny cho php ngi mua ln t cc cng ty cung cp. Khi ngi mua thc hin mua sm khi lng ln. Trong trng hp ngi mua c th s dng quyn lc mua sm nh mt n by thng lng gim gi. Khi ngnh cung cp ph thuc vo ngi mua,v mt t l % ln tng s cc n hng l ca h. Khi ngi mua c th chuyn i gia cc cng ty cung cp vi chi ph thp, do n kch thch cc cng ty chng li nhau dn n gim gi. Khi c tnh kinh t ca ngi mua l mua sm t mt vi cng ty cng lc. Khi ngi mua c th s dng e da vi cc ngun cung cp khi h c kh nnghi nhp dc, h s dng kh nng ny nh mt cng c dn n gim gi. Mt v d v ngnh trong ngi mua y quyn lc ca ngnh cung cp cc chi tit xe t. Nhng ngi mua y l cc cng ty t ln, nh General Motor, Ford, v Chrysler. Nhng nh cung cp chi tit t th ng o v ni chung l qui m nh, nhng ngi mua ca h ch l mt vi hng ch to t c qui m ln. V d, Chrysler kinh doanh vi gn 2000 nh cung cp chi tit khc nhau v cc hp ng thng thng vi mt s nh cung cp khc nhau v cng mt chi tit. Cc cng ty t ln c th dng v th y quyn lc ca mnh kch cc nh cung cp cnh tranh ln nhau, thc p gim gi m h phi tr cho cc b phn chi tit v yu cu cht lng cao hn. Nu mt nh cung cp no phn i, th cng ty t ln s dng e da chuyn n cc nh cung cp khc nh mt cng c thng lng. Hn na, gi gi cc chi tit thp, c Ford v

-52General Motor u s dng e da t ch to ly cc chi tit hn l mua sm t cc nh cung cp chi tit xe t. Mt vn khc l quyn lc tng i ca ngi mua v nh cung cp c khuynh hng thay i theo thi gian tng ng vi cc iu kin ngnh thay i. Do nhng thay i din ra trong ngnh dc phm v chm sc sc khe, nhng ngi mua ch yu ca ngnh dc phm (bnh vin v cc t chc bo v sc khe) u c nng lc thng lng so vi nh cung cp v c kh nng yu cu gi thp hn.

d. Nng lc thng lng ca cc nh cung cp

Lc lng th t trong m hnh nm lc lng ca Porter l nng lc thng lng ca cc nh cung cp. Cc nh cung cp c th xem nh mt e da khi h c th thc p nng gi i hoc phi gim yu cu cht lng u vo m h cung cp cho cng ty, do lm gim kh nng sinh li ca cng ty. Ngc li nu nh cung cp yu, iu ny li cho cng ty mt c hi thc p gim gi v yu cu cht lng cao. Nh i vi ngi mua, kh nng ca nh cung cp yu cu vi cng ty ty thuc vo quyn lc tng i gia h v cng ty. Theo Porter cc nh cung cp c quyn lc nht khi: Sn phm m nh cung cp bn t c kh nng thay th v quan trng i vi cng ty. Trong ngnh ca cng ty khng phi l mt khch hng quan trng vi cc nh cung cp. Tnh hung nh vy khin sc khe ca nh cung cp khng ph thuc vo ngnh ca ca cng ty, v cc nh cung cp t c ng c gim gi hay nng cao cht lng. Cc sn phm tng ng ca cc nh cung cp c lm khc bit n mc c th gy ra tn km cho cng ty khi chuyn i t nh cung cp ny sang nh cung cp khc. Trong nhng trng hp , cng ty ph thuc vo cc nh cung cp ca n v khng th kch h cnh tranh ln nhau. Nh cung cp c th s dng e da hi nhp xui chiu v pha ngnh v cnh tranh trc tip vi cng ty. Cc cng ty mua khng th s dng e da hi nhp ngc v pha cc nh cung cp t p ng nhu cu ca mnh nh l mt cng c gy gim gi. Cc nh ch to my tnh c nhn l mt v d v ngnh ph thuc vo mt nh cung cp rt c th lc. Trong trng hp ny l nh cung cp Intel mt nh ch to b vi x l cho cc my tnh c nhn (PCs) ln nht th gii. Tiu chun ngnh v cc my tnh c nhn v chy trn h vi x l X86 ca Intel nh h vi x l pentium hin c bn trong hu ht cc PC. Nh vy cc nh ch to PC c t la chn, buc phi s dng mt b vi x l ca Intel nh l b no cho cc my tnh ca h. Mc d, mt vi cng ty c gng sn xut nhn bn b vi x l Intel, thnh cng ca h vn cn b hn ch, hin nay Intel vn gi 85% th phn. iu ny t Intel vo v th rt c th lc so vi cc nh ch to PC. Sn phm m n cung cp t c kh nng thay th v chi ph chuyn

-53i i vi ngi mua l qu cao, iu cho php Intel tng gi trn mc m c th ph bin nu nh mt th trng cung cp cnh tranh hn.

e. Cc sn phm thay th
Lc lng cui cng trong m hnh ca Porter l e da t cc sn phm thay th. Nhng sn phm thay th l nhng sn phm ca cc ngnh m phc v nhng nhu cu khch hng tng t nh i vi ngnh ang phn tch. V d, cc cng ty trong ngnh c ph cnh tranh trc tip vi cc cng ty trong ngnh tr v ngnh nc gii kht. Tt c cc ngnh ny u phc v nhu cu ung ca khch hng. Gi m cc cng ty trong ngnh c ph cung cp c th b hn ch bi mc hin din ca cc sn phm thay th nh tr v nc gii kht. Nu gi c ph qu cao trong quan h tng i vi tr v nc gii kht th ngi ung s chuyn t c ph sang cc sn phm thay th. Hin tng ny xut hin khi thi tit lnh bt thng ph hy nhiu vn c ph Brazin trong nm 1975-1976. Gi c ph tng cao k lc, phn nh mt s thiu ht, v nhng ngi ung c ph bt u chuyn sang ung tr vi mt s lng ln. S tn ti ca cc sn phm thay th gn gi biu hin mt s e da cnh tranh, lm gii hn kh nng t gi cao v do gii hn kh nng sinh li ca n. Tuy nhin, nu sn phm ca cng ty c t sn phm thay th gn gi ( l, trng hp cc sn phm thay th cnh tranh yu), v cc yu t khc l bnh thng, cng ty s c c hi tng gi v nhn c li nhun tng thm. Kt qu l, chin lc ca n s c thit k ginh li th cnh tranh t thc t ny.

f. Ch gii cc phn tch ngnh

Phn tch ngnh cn phi c ngun d liu ngnh tht di do, v y l cng vic nghin cu cn thn v gii thch cc d liu thng tin t nhiu ngun. Do ton cu ha, cc th trng v i th quc t phi c tnh n trong phn tch ca mt doanh nghip. Trn thc t, cc nghin cu ch ra rng trong mt s ngnh, cc bin s quc t i khi cn quan trng hn cc bin s ni a khi xem xt yu t quyt nh to gi tr. Hn na, do s pht trin ca th trng ton cu, cc bin gii quc gia dn dn khng cn cn tr gii hn cu trc ngnh na. Trn thc t, cc dch chuyn n th trng quc t lm tng c hi thnh cng cho cc n v kinh doanh mi cng nh cc n v kinh doanh thit lp trong ngnh. Vi vic nghin cu nm lc lng cnh tranh, doanh nghip c th pht trin mt s hiu bit su sc cn thit xc nh tnh hp dn ca ngnh trn gc tim nng gt hi thu nhp trn vn u t y hay vt tri. Ni chung, cc lc lng cnh tranh cng mnh, cng lm gim tim nng thu li nhun cho cc doanh nghip trong ngnh. Mt ngnh thiu hp dn c ro cn nhp cuc thp, cc nh cung cp cng nh ngi mua c v th thng lng mnh, e da mnh m t s cnh tranh ca cc sn phm thay th, v cng cnh tranh trong ngnh cao. Cc c tnh

-54ngnh nh vy s gy ra kh khn rt ln cc doanh nghip thc hin vic sng to gi tr v thu nhp trn trung bnh.13 2.3.3. Cc nhm chin lc trong ngnh

a. Khi nim nhm chin lc v lp bn nhm chin lc

Trn thc t, cc cng ty trong mt ngnh thng to ra khc bit vi cc cng ty khc theo nhng yu t nh cc knh phn phi m h s dng, cc phn on th trng m h phc v, cht lng sn phm, dn o v cng ngh, phc v khch hng, chnh sch nh gi, chnh sch qung co v xc tin. Do s gy khc bit ny, trong hu ht cc ngnh, ta c th quan st thy cc nhm cng ty hnh thnh, trong mi thnh vin theo ui cc chin lc tng t nhau, c gi l cc nhm chin lc. Nh vy, nhm chin lc bao gm cc i th cnh tranh c cc iu kin v cch tip cn cnh tranh tng t nhau trong th trng. Mt ngnh ch c mt nhm chin lc khi cc cng ty theo ui nhng chin lc ch yu l ging nhau, c v th th trng tng t nhau. Ngnh cng c th c rt nhiu nhm chin lc nu cc i th theo ui nhng cch tip cn chin lc rt khc bit v v th th trng khc nhau. Lp bn nhm chin lc l mt k thut dng biu din v tr cnh tranh m cc i th trong ngnh chim gi. Cng c phn tch ny l chic cu ni gia ngnh nh mt tng th v vic xem xt v tr ca tng doanh nghip mt cch c lp. Th tc xy dng bn nhm chin lc v xc nh nhm chin lc m cng ty tham gia gm cc bc sau : Nhn din cc c tnh phn bit doanh nghip trong ngnh, da trn cc bin s ch yu nh gi/cht lng (cao, trung bnh, thp), phm vi a l m cc doanh nghip ang hot ng ( a phng, vng, quc gia, ton cu), mc hi nhp dc (khng, mt phn, hon ton), rng ph sn phm (rng, hp), s dng knh phn phi (khng, mt vi, tt c), mc cung cp dch v, nh v cc doanh nghip ln h trc ta vi tng cp cc c tnh phn bit. V cc vng trn bao quanh nhm chin lc, sao cho cc vng trn tng ng vi t l doanh s ca nhm so vi ton ngnh. Khi xy dng nhm chin lc cn lu :

13

M. E. Porter, 1980, Competitive Strategy, New York: Free Press

-55Th nht, hai bin la chn trn cc trc ta khng nn c lin quan cao vi nhau, nh th cc doanh nghip trong bn s ri vo ng cho v chng dem li mt nhn bit no cho nh qun tr Th hai, cc bin la chn nn th hin c s khc bit ln v v th ca mi doanh nghip. Ngha l ngi phn tch phi nhn din c cc c tnh phn bit v s dng n nh l cc bin s c bn cho vic ghp nhm. Th ba, cc bin s khng phi l nh lng, hay hin tc, m n thng l cc bin ri rc hay xc nh trn c s xp hng hoc kt hp. Th t, v ng bao cc nhm t l vi doanh s cc doanh nghip trong nhm so vi ton ngnh cho php phn nh qui m tng i ca mi nhm. Th nm, nu c nhiu hn hai bin phn nh cnh tranh tt c th x dng lm trc ta , c th v mt s bn cho nhng biu din khc nhau v v th cnh tranh lin quan n ngnh hin ti.
Cao Nhm bn quyn: Merck Pfizer Eli Lilly

i hi gi

Nhm chung: Marion Labs Carter Wllace

Thp

Chi ph R&D

Cao

Hnh 2-3 : Bn nhm chin lc Thng thng, mt s t cc nhm th hin c bn cht ca nhng khc bit chin lc gia cc cng ty trong ngnh. V d, trong ngnh dc phm M, hai nhm chin lc chnh ni bt ln (Hnh 2-3). Mt nhm bao gm cc cng ty nh Merck, Pfizer v Eli Lilly c xem l nhm u t mnh vo R&D v tp trung pht trin bn quyn mi cc loi thuc c doanh thu khng l. Cc cng ty trong nhm bn quyn ny ang theo ui cc chin lc ri ro cao/thu nhp cao. Gi l chin lc ri ro cao bi v nghin cu thuc c bn l rt kh khn v tn km. a ra th trng mt loi thuc mi c th tn t 100 n 300 triu USD cho R&D vi gn mt thp k nghin cu v th nghim lm sng. Chin lc cng c thu nhp cao bi v ch cn mt thnh cng c th c cp bn quyn, cho php ngi pht minh thi gian c quyn 17 nm v sn xut v bn sn phm . iu ny ngi pht minh t gi rt cao i vi thuc c bn quyn,

-56v cho php cng ty c thu nhp hng triu nu khng mun ni l hng t USD trong sut thi gian gi bn quyn. Nhm th hai c th xem l nhm thuc chung. Nhm ny gm cc cng ty Marion Labs, Carter Wallace, v ICN Pharmaceutical, tp trung vo sn xut cc loi thuc coppy vi chi ph thp t nhng ngi i tin phong trong nhm bn quyn, s hu bn quyn gi y ht hn. Cc cng ty trong nhm ny c chi ph R&D thp v nhn mnh vo cnh tranh gi. H theo ui chin lc ri ro thp-thu nhp thp. Ri ro thp bi v h khng u t hng triu USD vo R&D, Thu nhp thp bi v n khng th i hi gi cao.

b. Hm ca nhm chin lc
Khi nim v nhm chin lc c mt s hm cho vic nhn dng cc c hi v e da trong mt ngnh. Trc ht, cc i th cnh tranh gn gi nht ca cng ty l nhng cng ty trong nhm chin lc ca n- ch khng phi l cc cng ty thuc nhm khc. Do tt c cc cng ty trong mt nhm chin lc cng theo ui cc chin lc tng t, khch hng c khuynh hng coi cc sn phm ca cc cng ty nh vy l nhng sn phm thay th trc tip ln nhau. Nh vy, e da chnh vi kh nng sinh li ca cng ty c th n t cc cng ty nm trong nhm ca n. Th hai, cc nhm chin lc khc nhau c th c v tr khc nhau ty theo mi lc lng trong s cc lc lng cnh tranh. Ni cch khc ri ro nhp cuc bi cc i th tim tng, mc ganh ua gia cc cng ty trong mt nhm, nng lc thng lng ca ngi mua, nng lc thng lng ca ngi cung cp v lc lng cnh tranh ca sn phm thay th tt c c th bin i cng gia cc nhm chin lc trong cng mt ngnh. V d, trong ngnh dc phm, cc cng ty trong nhm bn quyn v phng din lch s, c quyn lc rt mnh i vi ngi mua, bi v sn phm ca h c bn quyn. Bn cnh s ganh ua trong nhm ny ch l tr thnh ngi u tin c bn quyn v loi thuc mi (cn c gi l chy ua bn quyn). S cnh tranh gi him khi xy ra. Khng c cnh tranh gi, cc cng ty trong nhm ny c th i hi gi cao v thu c li nhun cao. Ngc li cc cng ty nhm chung u l nhng ngi c v th yu trn quan im ngi mua bi v h thiu bn quyn v cc sn phm ca mnh, v bi v ngi mua c th chn gia hai loi thuc cnh tranh tng t. Hn na cnh tranh gi gia cc cng ty trong nhm ny rt mnh lit, phn nh s thiu phn bit sn phm. Nh vy, cc cng ty trong nhm ny c thu nhp kh thp so vi cc cng ty trong nhm bn quyn. C mt s nhm chin lc d chu hn so vi nhm khc v h c mc e da thp hn v c hi ln hn. Cc nh qun tr phi nh gi xem liu cng ty ca h cnh tranh c kh hn trong mt nhm chin lc khc hay khng. Nu mi trng ca nhm chin lc khc n ha hn th

-57vic dch chuyn n nhm c th c xem nh l c hi. Tuy nhin, c hi ny khng phi khng tn km, bi v c ro cn di ng gia cc nhm. Cc ro cn di ng l cc nhn t ngn cn vic di chuyn ca cc cng ty gia cc nhm trong mt ngnh. N bao gm c ro cn gia nhp nhm v ro cn ri khi nhm hin ti. V d, Marion Labs nn tnh n do cn di ng nu n c gng gia nhp nhm bn quyn trong ngnh dc. Cc ro cn di ng ny pht sinh t thc t l Marion thiu k nng R&D nh cc cng ty thuc nhm bn quyn ang c v vic to dng k nng ny c th l mt vn tn km. Nh vy mt cng ty ang d tnh gia nhp vo mt nhm chin lc khc phi nh gi chiu cao ca ro cn di ng trc khi quyt nh c ng dch chuyn hay khng. Ro cn di ng cng hm ngha rng cc cng ty trong mt nhm no c th t nhiu c bo v trc cc e da nhp cuc ca cc cng ty thuc nhm khc. Nu ro cn di ng thp, e da nhp cuc ca cc cng ty trong nhm khc c th s cao, gy ra mt s hn ch hu hiu n kh nng tng gi v li nhun m cng ty c th nhn c. Ngc li, nu ro cn di ng cao, e da nhp cuc thp cc cng ty trong nhm c bo v c c hi tng gi v nhn li nhun cao hn khng c s hp dn nhng i th cnh tranh mi. 2.3.4. Hn ch ca m hnh nm lc lng cnh tranh v m hnh nhm chin lc M hnh nm lc lng cnh tranh v nhm chin lc l cng c hu ch cho suy ngh v phn tch bn cht ca cnh tranh trong mt ngnh nhn ra cc c hi v e da. Tuy nhin, khi s dng cng c ny, cc nh qun tr cn nhn thc v nhng thiu st ca c hai m hnh, l, (1) trnh by mt bc tranh tnh ti v cnh tranh m xem nh vai tr ca ci tin v (2)b qua tm quan trng ca nhng khc bit trong tng cng ty c bit trong khi li qu nhn mnh v tm quan trng ca cu trc ngnh v nhm chin lc nh l yu t xc nh mc li nhun ca cng ty.

a. S ci tin v cu trc ngnh

Cnh tranh trong nhiu ngnh c th xem nh mt qu trnh c thc y bng ci tin. Cc cng ty i u v sn phm mi, qui trnh cng ngh mi, hoc cc chin lc mi c th thng xuyn gt hi li nhun ng k. Vin cnh ny khch l mnh m cc cng ty tm kim sn phm, qu trnh cng ngh v cc chin lc ci tin. Ci tin thnh cng c th cch mng ha cu trc ngnh. Trong nhng thp k gn y mt trong nhng h qu ph bin nht ca ci tin l h thp chi ph c nh trong sn xut, do , lm gim ro cn nhp cuc v cho php cc doanh nghip nh v mi gia nhp vo cuc cnh tranh vi cc cng ty ln hin hnh.

-58-

c quyn nhm (tp trung)

Mt cn bng

Phn tn t0 t1 t2

Thi gian

Hnh 2-4: Tc ng ca ci tin n cu trc ngnh

Trong nghin cu gn y ca mnh, Michael Porter nhn thc mt cch r rng vai tr ca ci tin trong vic cch mng ha cu trc ngnh. ng cho rng ci tin l s "ph bng" v "ti nh hnh" cu trc ngnh. Theo Porter, sau mt thi k xy ra s hn lon do ci tin, cu trc ngnh mt ln na tr li mt m thc kh n nh. Khi ngnh n nh trong mt cu hnh mi ca n, m hnh nm lc lng v nhm chin lc c th p dng tr li. Quan im ny v s tin trin ca cu trc ngnh c xem nh l s cn bng ngt qung. S cn bng ngt qung ch hin tng mt thi k cn bng di vi cu trc ngnh mt n nh, s b ngt qung bi nhng thi k thay i nhanh di tc ng cch mng ha ca ci tin. l mt qu trnh ph bng v ng bng. Hnh 2-4, ch ra rng cn bng ngt qung c th xem nh mt c tnh then cht ca cu trc ngnh - cu trc cnh tranh. T thi im t0 n t1 cu trc cnh tranh ca ngnh n nh trng thi c quyn nhm, vi mt s cc cng ty nh hng th trng. Ti thi im t1 mt ci tin mi c khai ph bi mt cng ty trong ngnh hay mt ngi mi nhp cuc. Kt qu l mt s hn lon gia t1, t2. Sau ngnh tr li mt trng thi cn bng mi, nhng gi y cu trc cnh tranh phn tn hn nhiu. Lu rng, iu ngc li cng c th xy ra: Ngnh tr nn tp trung hn, mc d iu ny thng l kh xy ra. Ni chung, cc ci tin dng nh l s h thp cc ro cn nhp cuc, cho php nhiu cng ty tham gia vo ngnh v thng gy ra kt qu l ngnh s phn tn hn tp trung. iu quan trng cn phi hiu rng trong thi k pht trin nhanh, khi cu trc ngnh ang b cch mng ha bi s ci tin, gi tr di tr n cc m hnh kinh doanh mi. Trong ngnh thp, vic

-59a ra cng ngh l h quang dn n mt s di tr gi tr t cc doanh nghip ln n cc nh cn thp qui m nh. Trong ngnh bn l, gi tr c th bt u di tr t t nhng ngi bn v bnh thng sang nhng ngi bn v trc tuyn nh amazon. con (mc d vn cn qu sm tuyn b r rng thnh cng ca cc m hnh bn l trc tuyn s th no) Bi v cc m hnh nm lc lng cnh tranh v nhm chin lc l tnh ti, chng khng th phn nh mt cch y nhng g pht sinh trong thi k mi trng ngnh thay i nhanh, nhng chng l nhng cng c hu ch cho vic phn tch cu trc ngnh trong thi k n nh. Mt s nghin cu t vn v tnh hp l ca cc tip cn cn bng ngt qung. Richard DAvani ch ra rng nhiu ngnh l siu cnh tranh. Cc ngnh siu cnh tranh c xc nh bi s ci tin thng xuyn v lin tc (ngnh my tnh thng c vin dn nh mt v d v ngnh siu cnh tranh). Cu trc ca nhng ngnh nh th b cch mng ha lin tc bi ci tin ; khng c thi k cn bng. Trong trng hp ny, mt s ngi cho rng cc m hnh nm lc lng cnh tranh v nhm chin lc c gi tr b hn ch v rng chng ch hin ra khng hn g cc bc nh chp nhanh ca mt bc tranh chuyn ng.

b. Cu trc ngnh v cc khc bit ca cng ty

Ph phn th hai v cc m hnh nm lc lng cnh tranh v nhm chin lc l m hnh ny qu nhn mnh vo tm quan trng ca cu trc ngnh nh l mt yu t quyt nh hiu sut cng ty v t coi trng nhng khc bit gia cc cng ty trong ngnh hay nhm chin lc. Cc nghin cu ch ra rng cc ngun lc v nng lc khc bit ca mt cng ty l yu t quan trng hn nhiu xc nh kh nng sinh li ca h hn l ngnh hay nhm chin lc m trong cng ty l mt thnh vin. Nhng pht hin ny khng lm cho cc m hnh nm lc lng cnh tranh v nhm chin lc tr nn km ngha, song n ch hm ngha rng n ch c tnh hu ch mt cch hn ch. Mt cng ty khng phi l sinh li ch bi v n trong ngnh hp dn. Trong cc phn tip theo chng ta s b sung cho m hnh nm lc lng cnh tranh bng cc phn tch da trn nhng ng thi ca ngnh. 2.4. THAY I CNH TRANH TRONG CHU K NGNH Trong s pht trin ca mnh, hu ht cc ngnh tri qua mt lot cc giai on, t tng trng n bo ha v cui cng l suy thoi. Cc giai on ny gn lin vi cc hnh thc v tnh cht cnh tranh khc nhau. Sc mnh v bn cht ca mi lc lng trong nm lc lng cnh tranh ca Porter thay i khi ngnh tin trin. S thay i sc mnh v bn cht ca cc lc lng cnh tranh lm pht sinh cc c hi v e da khc nhau trong mi giai on tin trin ca ngnh. Nhim v ca cc nh qun tr l tin liu sc mnh ca mi lc lng s thay i th no trong mi giai on pht trin v xy dng chin lc ginh li th ca cc c hi khi n xut hin v trnh cc e da pht sinh.

-60M hnh chu k sng ca ngnh l mt cng c hu ch phn tch cc tc ng ca s tin trin ngnh n cc lc lng cnh tranh. Vi m hnh ny chng ta c th nhn din nm mi trng cnh tranh ngnh tng ng vi cc giai on pht trin ca n, bao gm: (1) mi trng ngnh thi k u pht trin ; (2) mi trng mt ngnh tng trng ; (3) mi trng ngnh ti t chc ; (4) mi trng mt ngnh bo ha ; (5) mi trng mt ngnh suy thoi (hnh 3-5)

Nhu cu

Pht sinh

Tng trng

Ti t chc

Bo ha

Suy thoi Thi gian

Hnh 2-5 Chu k ngnh

2.4.1. Cc ngnh trong thi k u pht trin (pht sinh) Thi k u pht trin l khi ngnh m mi xut hin v bt u pht trin (v d my tnh c nhn nm 1980). S tng trng trong giai on ny chm bi v cc nhn t nh ngi mua cha quen vi cc sn phm ca ngnh, gi cao do cng ty khng hng c tnh kinh t ca qui m, cc knh phn phi cha pht trin. Cc ro cn nhp cuc giai on ny thng da trn quyn v b quyt cng ngh c bn hn l tit kim chi ph hay s trung thnh nhn hiu. Nu b quyt c bn phc tp n s c kh nng bo v cng ty trc cc i th cnh tranh tim tng. S ganh ua trong ngnh pht sinh thng khng hng nhiu vo gi m li nhm nh hng ngi tiu dng, m rng knh phn phi, hon thin thit k sn phm. Vic ganh ua nh vy c th rt mnh lit v cng ty no i u trong vic gii quyt cc vn thit k thng c c hi pht trin mt v th th trng ng k. Mt ngnh pht sinh cng c th l mt s sng to t cc n lc ci tin ca mt cng ty no , nh tng xy ra i vi my dnh c nhn (Apple) My ht bi (Hoover), v my photocopy (Xerox). Trong nhng trng hp nh vy, cng ty c mt c hi ln li dng s thiu ganh ua v to lp mt v th mnh trn th trng.

-612.4.2. Cc ngnh tng trng Mt khi nhu cu v sn phm ca mt ngnh bt u ct cnh, ngnh pht trin cc c tnh ca mt ngnh tng trng. Trong mt ngnh tng trng, lc u nhu cu pht trin rt nhanh v nhiu khch hng mi gia nhp th trng. Ni chung, ngnh tng trng khi khch hng tr nn quen thuc sn phm, khi gi gim xung do c c kinh nghim v tnh kinh t v qui m, v khi m h thng phn phi pht trin. Ngnh in thoi di ng ca M giai on tng trng vo nhng nm 1990. Trong nm 1990 c 5 triu ngi ng k trong ton quc n nm 1998 con s ny tng ln n 70 triu, v tng cu vn ang tng trng vi mc 25%/nm. Kim sot cc b quyt cng ngh nh l mt ro cn nhp cuc quan trng trong thi k pht sinh th khi ngnh vo giai on tng trng gim nhiu. Do mt vi cng ty vn cha t c mt cch ng k tnh kinh t ca qui m hay cha gy ra c s khc bit sn phm bo m s trung thnh nhn hiu, cc ro cn nhp cuc khc c khuynh hng tng i thp, c bit l u giai on tng trng. Tuy nhin, mt nghch l l tng trng cao thng c ngha l nhng ngi mi gia nhp c th c hp th vo ngnh m khng c mt s tng ng k sc p cnh tranh. Trong giai on tng trng ca mt ngnh, s ganh ua tng i thp. Tng trng nhu cu nhanh cho php cc cng ty tng thu nhp v li nhun m khng cn ginh th phn t cc i th. Cc cng ty s c c hi bnh trng hot ng ca n. Hn na, mi cng ty c nhn thc mt cch chin lc ginh li th ca mi trng ganh ua n ha ca giai on tng trng t chun b cho s cnh tranh khc lit trong giai on ti t chc. 2.4.3. Ti t chc ngnh Tng trng bng n theo kiu ca ngnh in thoi di ng hay ngnh my tnh c nhn tri nghim trong na u nhng nm 1990 khng th duy tr mi. Sm hay mun th mc tng trng cng s chm li v ngnh s i vo giai on ti t chc. Trong giai on ti t chc nhu cu tin dn ti mc bo ha, trn mt th trng gn bo ha c mt t ngi mua tim tng ln u b i. Hu ht nhu cu b hn ch bi nhu cu thay th. Khi mt ngnh i vo giai on ti t chc, ganh ua gia cc cng ty tr nn mnh lit. iu thng xy ra l cc cng ty tr nn quen vi s tng trng nhanh trong pha tng trng tip tc tng nng lc theo tc tng trng qu kh. Cc nh qun tr s dng tc tng trng qu kh d on mc tng trng tng lai, v h lp k hoch m rng sn xut mt cch thch ng. Tuy nhin, khi mt ngnh gn n s bo ha nhu cu khng tng trng theo mc qu kh na. Hu qu l pht sinh s d tha nng lc sn xut. iu kin ny th hin trong hnh 3-6. ng cong lin nt ch s tng trng nhu cu theo thi gian, v ng cong nt t ch s tng trng nng lc sn xut theo thi gian. Nh bn thy, vt qua thi im t1 tng trng nhu cu tr nn chm hn khi ngnh dn bo ha. Tuy nhin nng lc sn xut vn tip tc tng trng n

-62thi im t2. lch gia ng lin nt v t nt xc nh nng lc d tha. S c gng s dng nng lc ny, thng y cng ty n hnh ng gim gi. Kt qu l c th xy ra cuc chin tranh gi, m a nhiu trong s cc cng ty km hiu qu nht n ch ph sn. T iu ny lm chn bc nhng k nhp cuc. 2.4.4. Cc ngnh bo ha Giai on ti t chc chm dt khi ngnh i vo giai on bo ha. Trong mt ngnh bo ha, th trng hon ton n mc bo ha, nhu cu b gii hn bi s thay th. Trong giai on ny, tng trng thp thm ch bng khng. S tng trng i cht c th l do tng dn s lm xut hin mt t khch hng mi. Khi mt ngnh i vo giai on bo ha, cc ro cn nhp cuc tng ln, v e da nhp cuc t cc i th tim tng gim xung. Do nhu cu tng trng thp trong giai on ti t chc nn cc cng ty khng duy tr tc tng trng qu kh na, m n gin l gi th phn ca h. Cnh tranh v pht trin th phn dn n gim gi. Thng thng, hu qu l mt cuc chin v gi, nh xy ra trong ngnh hng khng Hoa k giai on ti t chc 1988-1992. tn ti trong ti t chc, cc cng ty bt u tp trung vo c cc tiu ha chi ph v to s trung thnh nhn hiu. V d, ngnh hng khng c gng ct gim chi ph hot ng bng vic thu lao ng khng trong cng on v to lp s trung thnh nhn hiu bng vic gii thiu cc chng trnh bay thng xuyn. giai on ngnh bo ha, cc cng ty sng st l cc cng ty c s trung thnh nhn hiu v chi ph hot ng thp. Bi v c hai nhn t ny u dng nn ro cn nhp cuc. e da nhp cuc ca cc i th tim tng gim ng k. Ro cn nhp cuc cao trong cc ngnh bo ha cho cc cng ty c hi tng gi v li nhun.

S lng

Nng lc d tha Nng lc Nhu cu

t1

t2

Thi gian

Hnh 2-6: lch ca nng lc v nhu cu

-63Nh mt kt qu ca ti t chc, hu ht cc ngnh trong giai on bo ha u cng c v tr thnh c quyn nhm. V d, trong ngnh hng khng Hoa k, do ti t chc, nm cng ty hng u kim sot 80% ngnh nm 1995, tng t 50% nm 1984. Trong cc ngnh bo ha, c khuynh hng nhn thc v s ph thuc ln nhau v c gng trnh chin tranh gi. Nhu cu n nh thc y h gia nhp vo cc tha thun v dn o gi. Tc ng thun ca iu ny lm gim e da ganh ua mnh lit gia cc cng ty hin c, cho php nng cao kh nng sinh li. Tuy nhin, nh ch ra trn, s n nh ca mt ngnh bo ha lun b e da tim n bi nhng cuc chin tranh gi hn na. S suy gim ni chung v cc hot ng kinh t c th lm gim nhu cu ngnh. Khi mt cng ty c u tranh duy tr thu nhp vo lc nhu cu yu i, cc tha thun dn o gi b ph v, s ganh ua tng ln, gi v li nhun gim xung. Cc cuc chin tranh gi nh k pht sinh trong ngnh hng khng Hoa k dng nh din ra theo m thc ny. 2.4.5. Ngnh suy thoi Cui cng l, hu ht cc ngnh u i vo giai on suy thoi. Trong giai on suy thoi, s tng trng tr thnh m, v cc l do khc nhau, nh thay th cng ngh, cc thay i x hi, , nhn khu hc, cnh tranh quc t. Trong mt ngnh suy thoi, mc ganh ua gia cc cng ty hin c thng tng ln, Ty thuc vo tc suy gim v cao ca ro cn ri ngnh, sc p cnh tranh c th tr nn d di nh trong giai on ti t chc. Vn chnh trong giai on suy thoi l s gim nhu cu dn n pht sinh nng lc d tha. Trong khi c gng s dng cc nng lc d tha ny, cc cng ty bt u ct gim gi v do pht sinh mt cuc chin tranh gi. Ro cn ri ngnh phn no ng vai tr iu chnh nng lc sn xut d tha. Ro cn ri ngnh cng ln, cng gy kh khn cho cc cng ty gim nng lc d tha v nguy c cng cao ca cnh tranh gi d di. 2.4.6. Nhng bin i m hnh chu k sng ngnh iu quan trng cn nh rng m hnh chu k sng ca ngnh l mt s khi qut ha. Trong thc t, cc chu k sng ca ngnh khng phi lc no cng theo m thc din t trn Hnh 2-5. Trong mt vi trng hp, s tng trng nhanh n mc giai on pht sinh b b qua. Tng trng ca ngnh c th hi phc sau mt thi k suy thoi. Thi gian ca mi giai on khc nhau cng bin i ng k ty theo ngnh. Mt s ngnh c th trong giai on bo ha hu nh v hn nu sn phm ca n tr thnh thit yu i vi cuc sng, nh trong ngnh cng nghip t. C ngnh li b qua giai on bo ha v i thng vo giai on suy thoi. iu ny chnh l nhng g xut hin trong ngnh ng chn khng. Cc ng chn khng b thay th bng cc transitor nh l nhng b phn ch yu trong sn phm in t, trong khi ngnh ny vn cha n giai on tng trng. Cng c ngnh n thng giai on bo ha hon ton khng qua giai on ti t chc.

-642.5. LC LNG DN DT S THAY I TRONG NGNH Cc iu kin cnh tranh v cu trc cnh tranh ni ln nhiu iu v c tnh v cc iu kin cnh tranh nhng dng nh rt t biu l v din tin thay i ca mi trng ngnh. Tt c cc ngnh c m t bi cc khuynh hng v nhng tin trin mi m m sm mun g cng to ra nhng thay i quan trng khin mi doanh nghip tham gia phi c chin lc p ng. Cc gi thit ph bin v ngnh thng qua cc giai on tin trin ca chu k sng gip gii thch s thay i ca ngnh nhng vn khng y . Cc giai on ca chu k sng c gn cht ch vi mc tng trng ngnh. Tuy nhin, cn rt nhiu nguyn nhn na dn n s thay i ngnh ngoi vic nh v ngnh trong ng cong chu k sng ca ngnh. Ngha l, cc iu kin ca ngnh thay i bi v cc th lc quan trng ang dn dt nhng ngi tham gia (i th cnh tranh, khch hng, hay ngi cung cp) thay i cch hnh x ca h. 2.5.1. Khi nim, mc ch v ni dung ca phn tch lc lng dn dt ngnh Cc th lc trong ngnh l tn hiu to nn nhng khch l hay sc p cho s thay i. Cc lc lng ni bt nht c gi l lc lng dn dt bi n c tc ng mnh nht n cc thay i v mi trng v cu trc ngnh. Nhim v ca phn tch cc lc lng dn dt trong ngnh l tm ra cc nguyn nhn chnh ca cc thay i trong ngnh, thng thng ch qui li khong ba n bn lc lc c bn nh hng quan trng nht. Cc nh qun tr c th s dng vic r sot mi trng nhn ra cc khuynh hng v cha kha ca thay i m th pht trin thnh lc lng dn dt mi Phn tch cc lc lng dn dt gm hai bc : Nhn din nhng lc lng dn dt ngnh nh gi tc ng c th c ln ngnh.. 2.5.2. Cc lc lng dn dt ph bin nht Nhiu s kin c th tc ng n ngnh xem nh nhng lc lng dn dt. C th k n mt s loi cn bn v ph bin sau : S thay i v mc tng trng di hn ca ngnh Nhng dch chuyn s tng trng ngnh i ln hay xung l mt lc lng cho s thay i ngnh v n tc ng n s cn bng gia cung ca ngnh v nhu cu ca ngi mua, s nhp cuc v ri ngnh, mc kh khn cc doanh nghip c ginh c doanh s tng thm. Mt s tng ln v nhu cu di hn s hp dn nhng ngi nhp cuc v khuyn khch cc cng ty hin hu u t tng thm vo nng lc sn xut. Th trng suy gim lm cho mt s cng ty ri

-65ngnh, v thuyt phc cc cng ty cn li phi ng ca cc nh xng km hiu qu v hn ch chi tiu. Cc thay i v ngi mua sn phm v cch thc s dng chng cc thay i v nhn khu hc ca ngi mua v cch thc mi trong vic s dng sn phm c th lm thay i trng thi cnh tranh bi s thc p iu chnh v vic cung cp dch v khch hng (tn dng, tr gip k thut, bo tr v sa cha), tm cch thng mi sn phm ca ngnh thng qua cc t hp khc nhau ca ngi bn bun, cc ca hng bn l, gi ngi sn xut m rng hay thu hp tuyn sn phm ca h, Ci tin sn phm, thay i cng ngh, ci tin marketing Ci tin l ngun lc v tn to ra nhng bin i, i khi l bin i c tnh cch mng trong ngnh. Ci tin sn phm c th ci t hon ton cu trc cnh tranh trong ngnh bng vic m rng phm vi khch hng, lm tng thm sc sng, m rng mc gy khc bit sn phm gia cc i th. Thnh cng ca sn phm mi lm tng sc mnh th trng ca ngi ci tin, v lm suy yu nhng i th da trn nn tng c khng theo kp nhng ci tin. Cc tin b cng ngh to ra cc dch chuyn mt cch c kch tnh bi cnh chung ca ngnh, to kh nng c th sn xut sn phm mi cht lng cao vi chi ph thp, m ra cc lnh vc mi trong ngnh. Cng ngh cng c th to ra nhng thay i v nhu cu vn, yu cu ti thiu v nh xng, hi nhp dc, v cc hiu ng hc tp cng nh ng cong kinh nghim. mt kha cnh khc, cc ci tin marketing tm ra cc cch thc mi thng mi ha sn phm, c th cng ph lm bng n s quan tp ca ngi mua, m rng nhu cu cho ngnh, tng s khc bit, h thp chi ph, to ra nhng thc p xem xt li chin lc. S thm nhp hay ri ngnh ca cc hng ln S thm nhp ca mt hay nhiu cng ty nc ngoi vo mt th trng ang thng tr bi cc hng trong nc hu nh s gy mt c sc lm thay i cu trc cnh tranh. Tng t, khi mt cng ty thuc ngnh khc c gng tham gia ngnh bng vic mua li hay u t mi, h thng p dng cc k nng v ngun lc ca mnh theo nhng ch thc ci tin, iu ny rt c th s y cnh tranh i theo mt hng mi. S thm nhp ca cc cng ty ln s to ra mt tr chi mi nhng ngi u tr mi v cc qui tc mi cho cnh tranh. Ngc li, s ra i ca cc cng ty ln cng lm thay i cu trc cnh tranh, bi s gim i s ngi dn o th trng (c l s tng cng s lnh o ca nhng ngi li) v lm cc cng ty hin ti lao vo chim thm khch hng. S pht tn cc b quyt cng ngh Cc b quyt gm kin thc, am hiu v cch thc thc hin hnh ng hay thc hin trin khai cng ngh ch to, .. hay bt k li th cnh tranh no da trn c s k thut c gi bi ngi

-66u tin s hu n u b xi mn. S pht tn ca cc b quyt thng qua cc tp ch khoa hc, cc n phm thng mi, s lan truyn gia cc nh cung cp v khch hng, thu nhng nhn vin c kin thc. N cng c th xut hin khi ngi s hu cp php b quyt k thut cho ngi khc ly chi ph bn quyn, hay cng vi mt cng ty khc a cng ngh vo mt doanh nghip mi. Kh thng xuyn l hin tng cc b quyt cng ngh b chim ch n gin bng vic mua li cc cng ty c cc k nng, bn quyn, hay nng lc ch to. Trong nhng nm gn y chuyn giao cng ngh qua cc quc gia xut hin nh mt lc lng dn dt trong th trng v cnh tranh ton cu. Khi cc cng ty trong nhiu quc gia tip cn vi b quyt cng ngh, h nng cp kh nng ch to ca mnh trong mt n lc di hn cnh tranh i u vi cc cng ty thit lp. Cc thay i v chi ph hiu qu M rng hay thu hp s khc bit v chi ph v hiu qu gia cc i th cnh tranh then cht c khuynh hng lm thay i trm trng trng thi cnh tranh. Sn xut v phn phi chi ph thp, chng hn nh Email, fax ang gia tng p lc ln cc hot ng tng i km hiu qu v chi ph cao nh dch v bu chnh. S pht sinh nhng s thch ca ngi mua v nhng sn phm khc bit hn l nhng hng ha thng thng i khi rt nhiu ngi mua cho rng mt sn phm tiu chun ha thch hp vi tt c vi mc gi r li tt hn cc nhn hiu gi cao km theo hng t cc c tnh thi trang v dch v c bit. Nu c mt s thay i nh vy lm nhiu khch hng quen ca nhng ngi bn sn phm khc bit gi cao di chuyn n nhng ngi bn sn phm ging nhau v hnh thnh mt th trng nhn mnh vo cnh tranh gi. Nhng thay i v quy nh v chnh sch S iu chnh v cc hnh ng ca chnh ph thng thc p cc thay i ln trong cc tip cn chin lc v thc hnh mi ngnh. Trn th trng quc t, chnh ph cc nc ch nh c th to ra nhng thay i cnh tranh bng vic m ca th trng ni a ca h cho cc i th nc ngoi tham gia hoc ng ca bo v cc cng ty ni a ca h.

a. Ton cu ha v cu trc ngnh

Dng nh ang c mt s thay i nn tng ang pht sinh trong nn kinh t th gii. Chng ta ang chng kin s ton cu ha v sn xut v th trng. Lin quan n ton cu ha sn xut, c th quan st thy cc cng ty c bit ang ngy cng phn tn cc b phn ca qu trnh sn xut ca n n cc a im khc nhau trn khp th gii ginh li th ca cc khc bit quc gia v chi ph v cht lng ca cc yu t sn xut nh lao ng, nng lng, t ai v tin vn, Mc tiu l h thp chi ph v nng cao li nhun.

-67Vi th trng ton cu, chng ta ang ang ri xa dn h thng kinh t trong cc th trng quc gia l cc thc th ring bit tch bit vi nhau bng cc ro cn thng mi, ro cn khong cch, thi gian, v vn ha hng ti mt h thng trong cc th trng quc gia ang ha vo mt th trng ton cu to ln. Cc khch hng trn ton th gii ngy cng yu cu v s dng vic cung cp sn phm cng mt nn tng. Kt qu l trong nhiu ngnh, khi ni v th trng c, M, Nht bn khng cn ngha g na m vn ch l mt th trng ton cu. S chp nhn trn ton cu ca Coca Cola, th tn dng CitiGroup, Jean Levi, Sony Playstation, Hamburger Mc Donald, in thoi khng dy Nokia, h iu hnh Microsoft Window l nhng minh chc ca khuynh hng ny. Khuynh hng tin ti ton cu cu ha sn xut v th trng c mt s hm quan trng v cnh tranh trong phm vi ngnh. Trc ht, cng ty cn nhn thc rng ranh gii ca mt ngnh khng dng li bin gii quc gia, bi v nhiu ngnh ang c phm vi ton cu, cc i th hin ti v tim tng tn ti khng ch trong th trng ni a, m cn trong cc th trng cc quc gia khc. Cc cng ty m ch b hp tm nhn ca mnh trong th trng ni a ca h, c th khng sn sng i ph vi cc i th cnh tranh nc ngoi hiu qu hn. Ton cu ha v th trng v sn xut, tt c hm rng cc cng ty trn khp th gii cn thy cc th trng qu nh ca h ang b tn cng bi cc i th cnh tranh nc ngoi. minh ha, Nht bn Merille Lynch v CitiCorp ang t chc cc cuc t nhp chng li cc t chc dch v ti chnh Nht bn. Th hai, s dch chuyn t cc th trng quc gia n ton cu trong sut hai mi nm qua lm su sc thm s ganh ua mang tnh cnh tranh ht ngnh ny sang ngnh khc. Cc th trng quc gia m vn l c quyn nhm tp trung, b p o bi ba hay bn cng ty v chu tng i t s cnh tranh t nc ngoi, chuyn thnh cc phn on ca nhng ngnh ton cu b phn tn, trong mt s lng ln cc cng ty u tranh vi cc cng ty khc ginh th phn t quc gia ny sang quc gia khc. S ganh ua th th lm gim mc li nhun v lm cho tt c cc cng ty hng mt cch tch cc hn n vic cc i ha hiu qu, cht lng, trch nhim vi khch hng v kh nng ci tin. Tuy nhin, khng phi tt c cc ngnh ton cu u phn tn. Nhiu ngnh cn gi c c quyn nhm, ch khc l gi y h l c quyn nhm tp trung ton cu ch khng phi l quc gia. Th ba, tnh khc lit cnh tranh tng ln, cng vi mc ci tin. Cc cng ty c gng ginh c mt li th cnh tranh so vi cc i th cnh tranh khc bng cch dn u v cc sn phm mi, cc qu trnh cng ngh, v cch thc kinh doanh. Tt c nhng iu p chu k sng ca sn phm v lm cho s lnh o v cng ngh tr nn cn thit sng cn cho s tn ti cng ty. Trong bi cnh cc ngnh cnh tranh ton cu cao, tc ng ca ci tin ang tng ln, m hnh nm lc lng cnh tranh ca Porter tht s tr nn qu tnh ti. Cui cng, mc d ton cu ha ngy cng lm tng e da nhp cuc ln tnh khc lit ca s ganh ua trong nhiu th trng trc kia vn c bo v, song n cng to ra nhng c hi

-68to ln cho cc cng ty trn cc th trng ny. S gim u n cc ro cn thng mi m ca nhiu th trng vn c bo v cho cc cng ty bn ngoi tham gia. V d trong nhng nm gn y cc cng ty Ty u, Nht bn, M tng u t vo cc quc gia Chu u, Chu M la tinh, ng nam khi h c gng ginh li th v cc c hi tng trng trong cc vng ny. 2.6. NG THI CA I TH Nu cng ty khng ch n nhng g i th ang lm, n s tr nn m qung. Cng ty khng th vt tri hn i th, nu n khng theo di hnh ng ca i th, hiu c cc chin lc ca h, v d kin nhng bc dch chuyn tip theo ca h. V th, nhng nh chin lc thnh cng phi dnh phn ln tm tr theo st i th, hiu c cc chin lc ca h, theo di hnh ng ca h, o lng sc mnh v im yu ca h, v c gng d kin nhng bc i tip theo ca h. Hiu chin lc ca i th Ngun thng tin tt nht hiu c chin lc ca i th l nh gi nhng g i th ang lm v lng nghe nhng iu m cc nh qun tr ca h ni v k hoch. Thm vo l cc nh gi v phn b th trng a l, nh chin lc, mc tiu th phn, v th cnh tranh trong bn nhm ngnh, kh nng chp nhn ri ro, cch tip cn chin lc cnh tranh, cc bc i gn y nht l tn cng hay phng th. Chng ta s c c iu ny nu c gng tm kim cc bo co, cc bi pht biu gn y, cc web site ca cng ty, tr chuyn vi cc i l, ngi bn l, khch hng ca i th Tt nht l bn hiu v i th nhiu hn, i th bit v bn nh gi ai l nhng ngi s ng vai tr quan trng trong ngnh Cc cng ty thng quan st ai hin ang l i th chnh trong ngnh, nhng nhng i th ny cha chc gi c v tr trong tng lai. Mt s c th b mt t hay b suy yu trong tng lai. Cc cng ty nh hn c th dch chuyn cnh tranh hay sn sng tn cng cc cng ty ln hn nhng xut hin nhng ch suy yu. Cc i th dn o th trng lu i i khi b tt khi v tr ca mnh trong bng sp hng ca ngnh cho cc i th khc vn ln chim v tr . Khng phi cc nh lnh o hm nay l t ng s tr thnh lnh o ngy mai. Mt i th vo th c li hay bt li trong vic ginh v th th trng ty thuc vo kh nng n c th lm tt hn hay khng. Thng thng, mc bo m mt cng ty gi c v th th trng hin ti ty thuc vo mc tn thng ca n trc cc lc lng dn dt, sc p cnh tranh, v n c li th cnh tranh hay khng, hay n c phi l mc tiu tn cng ca cc i th khc hay khng. Vic xc nh i th no c ginh v th th trng, i th no dng nh s mt th phn gip cc nh chin lc d kin c cc dch chuyn hay ng thi ca cc i th bc tip theo.

-69D kin cc bc dch chuyn tip theo ca i th Mc d y l cng vic kh khn nht, nhng li l phn vic c ch nht trong khi phn tch i th. Cc manh mi r rng v cc bc dch chuyn tip theo ca mt i th no , c th nhn bit c t vic nghin cu cc nh chin lc ca h, theo di cch thc dch chuyn ca n trn th trng v xc nh sc p phi ci thin hiu sut ti chnh ca n. Kh nng mt cng ty tip tc vi chin lc ca hin ti ty thuc vo vic n ang thc hin tt v hy vng s tip tc thnh cng vi chin lc ny. Cc i th thy tha mn s mun duy tr chin lc hin ti vi mt cht t iu chnh. Cc i th yu do hiu sut km th hu nh s chc chn pht ng cc dch chuyn chin lc, hoc l tn cng hoc l phng th. Cc i th xng xo vi cc nh chin lc y tham vng l ng vin mnh m trong vic theo ui cc c hi th trng pht sinh, v khai thc cc i th yu hn. Bi v, cc nh qun tr thng vn hnh vi cc gi thit v tng lai ngnh v nim tin v tnh th ca doanh nghip mnh, s thu hiu v t duy chin lc ca cng ty i phng c th lm lt t cc thng bo cng khai v ngnh m n s hng ti, iu g c xem l thnh cng, tnh th ca cng ty l g, thng tin mt v nhng g h lm, cc hnh ng qu kh v phong thi lnh o ca h. Nhng iu khc na v kh nng i th c th linh hot thay i chin lc hoc n c th b gn cht vi chin lc c vi cht t thay i. c th d kin tt cc bc dch chuyn tip theo ca i th, cc nh qun tr phi c mt cm nhn tinh t v v th ca i th, cc thc t duy ca cc nh qun tr ca h, v cc la chn ca h. thc hin cc nghin cu khm ph cn thit c th rt t nht v mt thi gian bi cc thng tin n thng t i v l t t nhiu ngun khc nhau. Nhng s hiu bit v i th d kin cc bc dch chuyn ca h cho php cc nh qun tr chun b cc bc dch chuyn tng ng. 2.7. CC NHN T THEN CHT CHO THNH CNG (KFS- Key Factor of Competitive Sucess) Cc nhn t then cht thnh cng ca mt ngnh l nhng nhn t tc ng mnh nht ti kh nng thnh t trn th trng ca cc thnh vin trong ngnh l cc yu t chin lc c th, cc c tnh sn phm, cc ngun lc, cc nng lc, cc kh nng cnh tranh, v cc kt qu kinh doanh bo hiu s khc nhau gia l v li. Cc nhn t then cht ca thnh cng lin quan n nhng g m mi thnh vin trong ngnh phi c nng lc thc hin hay tp trung hng ti ging thng li v ti chnh hay cnh tranh. Cc nhn t then cht ca thnh cng trong ngnh quan trng n mc n thu ht s quan tm c bit ca tt c cc doanh nghip trong ngnh, n l nhng iu kin tin quyt ca thnh cng trong ngnh. Ni cch khc, cc nhn t then cht ca thnh cng lin quan n cc c tnh sn phm, cc nng lc, cc kh nng cnh tranh, v thnh tch th trng c tc ng trc tip nht n kh nng sinh li ca cng ty. xc nh cc nhn t then cht thnh cng trong ngnh, chng ta cn tr li cc cu hi :

-70iu g khin khch hng la chn gia cc nhn hiu ca ngi bn ? Mi ngi bn phi lm g thnh cng, cc kh nng v ngun lc no cn phi c ? Nhng ngi bn phi lm g duy tr li th cnh tranh bn vng ? V d, trong ngnh bia, cc nhn t then cht ca thnh cng l s dng y nng c sn xut ( duy tr chi ph thp), mt mng li bn bun mnh m ( tip cn tt nht n cc im bn l), v qun co khn kho ( hng nhng ngi ung bia n mt nhn hiu). Trong ngnh may mc, nhn t then cht l thit k mu v phi mu hp dn, (to ra s s thch th cho ngi mua) v h thng ch to hiu qu, chi ph thp. Vic xc nh nhn t then cht thnh cng l mt u tin hng u. Ti thiu th cc nh qun tr cng phi hiu tnh th ca ngnh tm thy iu g l quan trng i vi thnh cng, iu g t quan trng hn. V h cng cn phi bit iu cc ngun lc no l ng gi trong ngnh . Chn on sai nhn t then cht cho thnh cng lu di s dn n mt chin lc nh hng sai- l qua nhn mnh vo nhng mc tiu cnh tranh khng quan trng trong khi li quan tm khng y n cc kh nng cnh tranh quan trng hn. Ngc li, cng ty nhn thc y v cc nhn t then cht thnh cng c th duy tr c li th cnh tranh bn vng nh hng chin lc ca mnh vo cc nhn t ny, v u t sc lc ca mnh vo mt hay mt s cc nhn t thc hin tt hn i th. Thc vy, cc nhn t then cht ca thnh cng th hin nhng c hi vng cho li th cnh tranh, cc cng ty ni bt trong mt nhn t then cht lun c c v th th trng mnh m nh nhng c gng ca h. Bi v, vic s dng mt hay nhiu cc nhn t then cht thnh cng trong ngnh nh l nn tng cho chin lc cng ty, v vic c gng duy tr li th cnh tranh bng s xut sc trn mt hay mt s nhn t then cht l cch tip cn rt hu ch. Cc nhn t then cht thnh cng c th ty theo ngnh v ngay c trong mt ngnh n cng bin i theo tng khon thi gian, bi s cc lc lng dn dt v cc iu kin cnh tranh thay i. Tuy nhin, trong mi thi k him khi xut hin trong ngnh nhiu hn bn nhn t then cht thnh cng. Ngay c khi c n ba, bn nhn t then cht, th ch mt hay hay nhn t c xem l quan trng hn c cn cc nhn t cn li s c coi nh hn. Nh vy, vic nhn din cc nhn t then cht ca thnh cng trong ngnh phi ch ra c nhn t no l quan trng hn, v nhn t no t quan trng hn. 2.8. KT LUN V SC HP DN CA NGNH Bc cui cng trong phn tch ngnh l tr li cu hi ngnh c hp dn hay khng, trin vng ca ngnh c th cho mt kh nng sinh li trn trung bnh hay khng? Cc nhn t quan trng cho cc nh qun tr xem xt bao gm : Tim nng tng trng ca ngnh

-71Tnh trng cnh tranh hin ti c cho php t c kh nng sinh li y hay khng, cc lc lng cnh tranh tr nn mnh hn hay yu hn V th cnh tranh ca cng ty trong ngnh, v n s tr nn mnh hn hay yu hn Kh nng ca cng ty khai thc cc im yu ca nhng i th yu hn. Cng ty c th t bo v, hay phng th vi cc nhn t lm cho ngnh km hp dn hay khng Kh nng cnh tranh ca cng ty ph hp vi cc yu t then cht ca thnh cng trong ngnh n mc no Mc ri ro hay khng chc chn ca tng lai ngnh Tnh khc lit ca cc vn ang t ra i vi ngnh S tip tc tham gia ca cng ty vo ngnh c lm tng kh nng thnh cng ca n trong cc ngnh khc m n quan tm hay khng Ni chung, nu trin vng li nhun trong mt ngnh cao hn trung bnh, th ngnh c coi l hp dn, v ngc li. Tuy nhin, s l sai lm nu cho rng cc ngnh l hp dn hay khng hp dn vi tt c cc thnh vin tham gia, hay cho tt c cc i th mun nhp cuc. Tnh hp dn ch l tng i, khng phi l tuyt i, v cc kt lun theo cch ny hay cch khc ty theo quan im ca ngi xem xt- tnh hp dn ca ngnh lun c xem xt trn quan im ca ngi tham gia ngnh. Cc ngnh khng hp dn vi ngi bn ngoi nhng li c th rt hp dn vi ngi bn trong. Mi trng ngnh khng hp dn vi cng ty yu nhng i khi li rt hp dn vi cng ty mnh. Cc cng ty ngoi c th thy mi trng ngnh khng hp dn n tham gia, n c th tm thy cc c hi sinh li hn u , bi v n ang nhn nhn mi th trong s so snh vi cc ngun lc v kh nng ca n. Nhng mt cng ty vo v th thun li trong ngnh c th kho st mi trng kinh doanh tng t v kt lun rng ngnh hp dn, bi v, n c cc ngun lc v kh nng cnh tranh ginh c doanh s v th phn t cc i th yu hn, to dng mt v th lnh o mnh m, v thu li nhun tha ng. Mt nh gi mt ngnh v c bn l hp dn khin cc thnh vin s dng nhng chin lc tng cng v th cnh tranh di hn, trin khai cc n lc bn hng, v u t thm vo nh xng cng nh cc nng lc sn xut cn thit. Nu ngnh v tnh th cnh tranh km hp dn, cc i th thnh cng hn c th chn cch u t thn trng, tm mi cch bo v kh nng cnh tranh v kh nng sinh li di hn ca h, mua li cc doanh nghip nh hn nu gi hp l, v lu di cc cng ty mnh hn s tm cch a dng ha cc hot ng ca n sang cc hot ng kinh doanh khc hp dn hn. Cc cng ty yu trong ngnh km hp dn c th xem xt sp nhp vi mt i th bo v th phn v kh nng sinh li, hay c tm bn ngoi cc c hi a dng ha hp dn.

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TM TT Chng ny chi tit mt khun kh m cc nh qun tr c th s dng phn tch mi trng bn ngoi ca cng ty h. cho php h nhn din cc c hi v e da. Cc im chnh sau y c cp trong chng ny: mt cng ty thnh cng., hoc l chin lc ca n phi ph hp vi mi trng m cng ty hot ng, hoc l cng ty phi c th nh hnh li mi trng ny cc li th ca n xuyn sut vic chn la chin lc ca n. Cc cng ty ni cung s tht bi kho chin lc ca h khng cn ph hp vi mi trng m n hot ng na. K thut chnh dng phn tch cnh tranh trong mi trng ngnh l m hnh nm lc lng cnh tranh. Nm lc lng cnh tranh l: (1)Nguy c nhp cuc ca cc i th tim tng ; (2) Mc ganh ua ca cc cng ty hin c ; (3) Nng lc thng lng ca ngi mua ; (4) nng lc thng lng ca ngi cung cp ; (5) e da ca cc sn phm thay th. Mi lc lng cng mnh, cnh tranh trong ngnh cng cao v cng h thp t l thu nhp m n c th nhn c Ri ro nhp cuc bi cc i th tim tng l mt hm s i ca chiu cao ca ro cn nhp cuc. Ro cn nhp cuc cng cao, cng h thp nguy c ngp cuc cng ty li nhun c th thu c trong ngnh cng nhiu. Mc ganh ua gi cc cng ty hin c l mt hm s ca cu trc cnh tranh ngnh, iu kin nhu cu, v ro cn ri ngnh. Cc iu kin nhu cu cng mnh lm cho cnh tranh gia cc cng ty hin c n ha hn v to ra nhng c hi cho s bnh trng. Khi nhu cu yu cnh tranh c th s khc lit, c bit trong trng hp ngnh tp trung vi ro cn ri ngnh cao. Ngi mua c quyn lc nht khi hot ng kinh doanh ca cng ty ph thuc vo h, nhng chnh h li khng ph thuc vo cng ty. Trong trng hp nh vy ngi mua s l mt e da. Nhng ngi cung cp c quyn lc thng lng cao nht khi kinh doanh ca mt cng ty ph thc vo h ngc li h khng ph thuc v hot ng ca cng ty. Trng hp ny nhng ngi cung cp chnh l mt e da.

-73Cc sn phm thay th l nhng sn phm m cc cng ty phc v cho nhu cu khch hng tng t nh nhu cu m ngnh ang phn tch phc v.S tng t ca cc sn phm thay th cng cao cng h thp kh nng i hi gi ca cc cng ty trong ngnh v do h thp li nhun thu c trong ngnh. Hu ht cc ngnh bao gm nhng nhm chin lc. Cc nhm chin lc l cc nhm cng ty theo ui cng mt chin lc hay chin lc tng t. Cc cng ty trong nhm chin lc khc nhau. Theo ui cc chin lc khc nhau. Cc thnh vin ca mt nhm chin lc to thnh cc i th trc tip nht. Do cc nhm chin lc khc nhau xc nh cc c hi v e da khc nhau, iu i hi cc cng ty mun dch chuyn nhm phi tn km chi ph. Tnh kh thi ca s dch chuyn ny ph thuc vo chiu cao ca ro cn di ng. Cc m hnh nm lc lng cnh tranh v nhm chin lc b ph phn l th hin mt bc tranh tnh ti ca cnh tranh m khng nhn mnh vo vai tr ca ci tin. Ci tin c th cch mng ha cu trc ngnh v thay i hon ton sc mnh ca cc lc lng khc nhau. Cc m hnh nm lc lng v nhm chin lc cng b ph phn l b qua s khc bit ca cng ty c bit. Mt cng ty s khng phi l cng ty sinh li ch bi v n trong ngnh hay nhm chin lc hp dn, m cn ty thuc vo nhiu iu hn th na. Cc ngnh tri qua mt chu k sng c xc nh r rng, t giai on pht sinh n tng trng, ti t chc, bo ha v cui cng l suy thoi. Mi giai on c nhng hm khc nhau v cu trc cnh tranh trong ngnh, v mi mt giai on pht sinh trong n mt b cc c hi v e da. Cc iu kin ca ngnh thay i bi v cc th lc quan trng ang dn dt nhng ngi tham gia (i th cnh tranh, khch hng, hay ngi cung cp) thay i cch hnh x ca h. Cc th lc trong ngnh l tn hiu to nn nhng khch l hay sc p cho s thay i. Cc lc lng ni bt nht c gi l lc lng dn dt bi n c tc ng mnh nht n cc thay i v mi trng v cu trc ngnh. Cng ty khng th vt tri hn i th, nu n khng theo di hnh ng ca i th, hiu c cc chin lc ca h, v d kin nhng bc dch chuyn tip theo ca h. V th, nhng nh chin lc thnh cng phi dnh phn ln tm tr theo st i th, hiu c cc chin lc ca h, theo di hnh ng ca h, o lng sc mnh v im yu ca h, v c gng d kin nhng bc i tip theo ca h. Cc nhn t then cht thnh cng ca mt ngnh l nhng nhn t tc ng mnh nht ti kh nng thnh t trn th trng ca cc thnh vin trong ngnh. Cc nhn t then cht ca thnh cng trong ngnh quan trng n mc n thu ht s quan tm c bit ca tt c cc doanh nghip trong ngnh, n l nhng iu kin tin quyt ca thnh cng trong ngnh.

-74Trin vng li nhun trong mt ngnh cao hn trung bnh, th ngnh c coi l hp dn, v ngc li. Tuy nhin. Tnh hp dn ch l tng i, khng phi l tuyt i, v cc kt lun theo cch ny hay cch khc ty theo quan im ca ngi xem xt- tnh hp dn ca ngnh lun c xem xt trn quan im ca ngi tham gia ngnh.

CU HI THO LUN Trong nhng iu kin no ca mi trng cc cuc chin tranh gi dng nh c th xut hin? Nhng tc ng quan trng ca chin tranh gi i vi mt cng ty? Mt cng ty c gng i ph vi cc e da chin tranh gi nh th no? Tho lun v m hnh nm lc lng cnh tranh ca Porter thng qua nhng g bn bit v hng khng hoa k. M hnh ny ni ln iu g v mc cnh tranh trong ngnh. Gii thch tc ng ca mng li c th xy ra i vi nhu cu v cu trc ca mt ngnh trong th trng my thu pht cm tay khng dy. Nhn din mt ngnh tng trng, mt ngnh bo ha v ngnh suy thoi. Vi mi ngnh nhn din cc im sau: (a) S lng v qui m phn b cc cng ty? (b) Bn cht ro cn nhp cuc? (c) chiu cao ca ro cn nhp cuc? (d) mc khc bit sn phm? Cc nhn t ny ni ln iu g v bn cht cnh tranh trong mi ngnh? Vi mi cng ty iu hm g v cc c hi v e da? nh gi tc ng ca cc yu t mi trng kinh t v m ln s ngi c tuyn vo trng ca bn trong thp k ti. Cc nhn t hm cha ngha g ln s an ton cng vic v mc lng ca cc gio vin?

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MU PHN TCH MT NGNH V TNG HP PHN TCH CNH TRANH Cc c tnh ni tri trong ca mi trng ngnh: (qui m v tc tng trng th trng, phm vi a l, s lng v qui m ca nhng ngi mua ngi bn, nhp thay i cng ngh v ci tin, tnh kinh t theo qui m, hiu ng kinh nghim, nhu cu vn) Phn tch cnh tranh: Cnh tranh gia cc i th trong ngnh: (lc cnh tranh mnh, trung bnh, yu/ cc v kh cnh tranh) e da ca nhng i th nhp cuc tim tng: (mnh, trung bnh, yu/Ti sao?) Nng lc thng lng ca nh cung cp: (mnh, trung bnh, yu/Ti sao?) Nng lc thng lng ca ngi mua: (mnh, trung bnh, yu/Ti sao?) Kh nng ca cc sn phm thay th: (mnh, trung bnh, yu/Cc c tnh ni bt) V tr ca cc nhm chin lc: V th cnh tranh ca cc cng ty /cc nhm chin lc V tr hp dn (v sao) Khng hp dn (v sao) Trng thi ca ngnh: (pht sinh, pht trin, ti t chc, bo ha?) Cc lc lng dn dt s thay i ( khng qu 4) Phn tch i th Cch tip cn chin lc/d kin cc dch chuyn Cn quan st ai? Ti sao Cc nhn t then cht ca thnh cng Trin vng ngnh v tnh hp dn Cc nhn t to nn sc hp dn Cc nhn t gy nn s km hp dn Cc vn / kh khn chnh trong ngnh Tin liu khi qut v kh nng sinh li (thun li/khng thun li)

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TI LIU THAM KHO: A.J Almanaey (2001), Strategic Analysis: An Approach to building distinctive competencies, 2st Sheffield Publishing Company Alex Miller (1998). Strategic Management 3rd Ed. Irwin/McGraw-Hill Charles W.L. Hill, Gareth R.Jones (2002) Strategic Management : An intergrated Aproach, 5th Ed. Houghton Mifflin. Chistopher G. Worley, David E.Hitchin, Walter L.Ross (1996), Integrated Strategic Change: How OD Builds Competitive Advantage, Addion-Wesley Publishing Company. Christopher A. Bartlett, Sumantra Ghoshal (1989), Managing Across Borders: The Transnationnal Solution. Harvard Business School Press, Bosston Masachusets Irene Chow, Neil Holbert, Lane Kelley, Julie Yu (1997), Business Strategy: An Asia-Pacific Focus, Prentice Hall Henry Mintzberg, James Brian Quinn, John Voyer (1995), The Strategy Process, Collegiate Ed.Prentice Hall. Peter Wright, Mark J. Kroll, John Parnell (1996), Strategic Management : Concepts and Cases 3rd Ed. Prentice Hall Thomas L. Wheelen, J. David Hunger (2004) Strategic Management and Business Policy 9th. Prentice Hall. Thompson Strickland, (1998) Strategic Management : Concepts and Cases, 10th Ed. Irwin/McGraw-Hill William C. Frederick, James E. Post, Keith Davis (1992), Business and Society: Corporate Strategy, Public Policy, Ethics, 7th Ed, McGraw-Hill,Inc

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CHNG 3. PHN TCH BN TRONG

Cng ty ang thc hin chin lc hin ti nh th no? Cc sc mnh v im yu Bn cht li th cnh tranh Ngun gc ca li th cnh tranh bn vng Cc ngun lc v kh nng tim tng Phn tch tnh lu bn chin ca li th cnh tranh Chui gi tr, v s sng to gi tr Khai thc ngoi lc Ti sao cc cng ty tht bi Duy tr li th cnh tranh Tp trung vo vic to lp cc khi li th cnh tranh Ci thin lin tc th ch v hc hi Theo di s thc hin tt nht ca ngnh v s dng vic nh chun Vt qua s tr tr TM TT CHNG V N TP

-78 -

KHI QUT Trong chng 2, chng ta tho lun v cc yu t ca mi trng bn ngoi nhm xc nh tnh hp dn ca mt ngnh, v chng ta c gng gii thch l do khin cho mt s ngnh ny li sinh li hn mt s ngnh khc thng qua cu trc ngnh. Tuy nhin, cu trc ngnh khng phi l lc lng duy nht tc ng ln li nhun ca cng ty. Trong bt k ngnh no cng c mt s cng ty ny sinh li cao hn nhng cng ty khc. V d, trong ngnh t ton cu Toyota lun lm tt hn General Motor trong sut 20 nm gn y. Trong ngnh thp, Nuco lun thc hin tt hn U.S Steel. Trong ngnh bn l qun o M Gap lun lm tt hn JC Penneys, cn trn th trng thit b mng Internet, h thng Cisco lun lm tt hn cc i th cnh tranh nh Bay Network v 3M. Do , vn t ra l ti sao trong mt ngnh c th cc cng ty ny li lm tt hn cc cng ty khc? iu g l nn tng ca cc li th cnh tranh? Trong chng ny, chng ta s xem xt li v th ca cng ty trn gc s thc hin chin lc hin ti, phn tch cc biu hin b ngoi v sc mnh v im yu ca n. Sau chng ta s dn i su l gii v li th cnh tranh. Li th cnh tranh c hiu nh l tng hp ca cc khi chnh ci tin, hiu qu, cht lng v p ng khch hng. Thot u, chng ta c tm kim bn trong ca mt t chc cc sc mnh v im yu xc nh hiu qu, nng lc ci tin, cht lng sn phm, v p ng khch hng ca n. Su hn na, chng ta tm n cc ht nhn pht trin cc khi cnh tranh, chnh l cc ngun lc, cc nng lc, kh nng ca cng ty. Tm li, trong chng ny chng ta cn hiu v bn cht ca li th cnh tranh trn cc kha cnh nh: bng cch no mt cng ty t n mt li th cnh tranh bng hiu qu, ci tin, cht lng, v p ng khch hng vt tri? Nhn t no nh hng n tnh lu bn ca li th cnh tranh? Ti sao cc cng ty thnh cng li mt i li th cnh tranh ca mnh? Lm th no cc cng ty c th trnh c tht bi v duy tr li th cnh tranh theo thi gian?

-79 -

3.1. PHN TCH CHIN LC HIN TI 3.1.1. Cng ty ang thc hin chin lc hin ti nh th no? nh gi cng ty ang thc hin chin lc hin ti tt n mc no, nh qun tr phi bt u t chin lc m cng ty ang theo ui. Trc ht, cn phi nm c cch tip cn chin lc ca cng ty, h ang mun tr thnh ngi dn o chi ph, ngi to s khc bit, hay ch l s tp trung vo phc v tt mt khe h th trngNh qun tr cng phi tnh n quan nim chin lc ca cng ty trn c s phm vi cnh tranh, hiu rng n ang tham gia vo bao nhiu giai on trong chui phn phi sn phm (mt, hai, hay ton b chui), phm vi a l, qui m v cu trc khch hng. Tm hiu cc chin lc chc nng, nh sn xut, ti chnh, marketing, ngun nhn lc, ci tin sn phm nhn thc tt hn chin lc hin ti. Hn na, gn y cng ty c th pht ng mt vi dch chuyn chin lc cn thit cho chin lc ca n, (ct gim gi, thit k cc mu sn phm mi, qung co thm nhp vo th trng mi) nhm bo m ci thin v th v li th cnh tranh mt cch ti u. Chin lc ang theo ui c th cn gn cht hn na bi cc logic ng sau mi dch chuyn cnh tranh v cch tip cn chc nng. Mc d c th c nhng nh gi rt tt theo quan im nh tnh (tnh hnh chnh, kin inh, hp l, ph hp vi tnh th), cc bng chng nh lng vn l ch dn tt v s thc hin chin lc. Chng c th nghin cu mt cch nh lng thng qua hiu sut ti chnh chin lc ca cng ty. Cc con s c th ni ln nhiu iu. Hai ch s quan trng nht v thc hin chin lc l: Cng ty c t c trng thi ti chnh v cc mc tiu chin lc mong mun khng? Cng ty c t c kh nng sinh li trn trung bnh hay khng? S thiu ht lin tc trong vic p ng cc mc tiu hiu sut ca cng ty, v hiu sut km ci so vi i th l nhng du hiu cnh bo ng tin cy cho thy chin lc vn hnh km hoc iu hnh chin lc khng tt. Ni chung, nh gi hiu sut ca cng ty c th nhn vo cc du hiu sau: Th hng v th phn ca cng ty trong ngnh tng ln, n nh, hay gim xung. Li nhun bin ca cng ty tng ln hay gim xung v ln tng i ca n so vi i th. Cc khuynh hng v li nhun rng, thu nhp trn vn u t, gi tr kinh t tng thm, v so snh iu ny vi cc i th cnh tranh. Sc mnh ti chnh v nh gi tn dng ca cng ty ang c ci thin hay suy gim. Doanh s ca cng ty tng nhanh hn hay chm hn tc tng trng th trng. Hnh nh, danh ting ca cng ty trc khch hng. Cng ty c c xem nh ngi lnh o v cng ngh, ci tin sn phm, cht lng sn phm hay p ng khch hng hay khng.

-80 -

Cng ty cng mnh cng t phi t vn sa i hon ton chin lc. Nhng hiu sut ti chnh v v th th trng ca cng ty cng yu, cng cn phi t vn vi chin lc hin ti. Hiu sut km ni chung l du hiu cnh bo v s yu km ca chin lc hay yu km v thc thi, i khi do c hai. 3.1.2. Cc sc mnh v im yu Mt im mnh l iu m cng ty ang lm tt hay cc c tnh gip n nng cao kh nng cnh tranh. im mnh c th tn ti cc dng sau: Mt k nng hay kinh nghim quan trng b quyt ch to vi chi ph thp, b quyt cng ngh, sn xut khng khuyt tt, kinh nghim trong vic cung cp dch v khch hng tt, k nng ci tin sn phm, cc k nng thng mi sn phm qui m ln, qung co khuyn mi c o. Cc ti sn vt cht c gi tr - nh xng hin i, v tr hp dn, d tr ngun lc t nhin, c c s trn ton th gii Ti sn ngun nhn lc c gi tr - lc lng lao ng c kh nng v kinh nghim, cng nhn gii trong cc lnh vc then cht, b quyt qun tr, hc tp v hp tc trong ton t chc. Ti sn t chc c gi tr - h thng kim sot cht lng, s hu cng ngh, bn quyn, quyn khai thc, s trung thnh ca khch hng, gi tr tn dng Ti sn v hnh ng gi hnh nh nhn hiu, danh ting, lng trung thnh cao ca khch hng Kh nng cnh tranh thi gian pht trin sn phm v thng mi ha ngn, nng lc ch to, mng li i l, cc nh cung cp mnh, Thnh tch hay nh hng t cng ty vo v th c li trn th trng chi ph thp, v th lnh o trn th trng, c sn phm tt hn, Lin minh hay lin doanh hp tc tham gia lin doanh hay hip tc vi cc i tc c kinh nghim v kh nng. V c bn mt cng ty c xem l thnh cng nu n c cc ngun lc y p ng yu cu. Mt im yu l iu g m cng ty ang thiu, km ci hay mt iu kin t n vo tnh th bt li. Nhng im yu ni ti ca cng ty c c th biu hin: Thiu ht v cc k nng v kinhn nghim cnh tranh quan trng. Thiu cc ti sn v hnh, ti sn vt cht, t chc, nhn s, quan trng c tnh cnh tranh. Thiu hay yu v cc kh nng cnh tranh trong cc lnh vc then cht. Cc im yu ni b l nhng khim khuyt trong ngun lc ca cng ty. Mt im yu c th gy ra hay khng gy ra tn thng cho cng ty, iu cn ty thuc vo mc nh hng trn th trng, v ty thuc vo vic n c th vt qua bng cc ngun lc v sc mnh ca mnh hay khng.

-81 -

Phn tch sc mnh, im yu, c hi, e da (SWOT) c th l phn tch nn tng da trn nguyn tc cho rng cc n lc chin lc phi hng n vic to ra s ph hp tt nht gia cc kh nng ngun lc ca cng ty v tnh th bn ngoi. Song, iu quan trng c th to dng li th cnh tranh, v duy tr n mt cch bn vng chnh l phi hiu r bn cht, ngun gc to ra li th cnh tranh. 3.2. BN CHT LI TH CNH TRANH Mt cng ty c xem l c li th cnh tranh khi t l li nhun ca n cao hn t l bnh qun trong ngnh. V cng ty c mt li th cnh tranh bn vng khi n c th duy tr t l li nhun cao trong mt thi gian di. Trong ngnh bch ho M, Wal-mart duy tr mt li th cnh tranh bn b qua hng thp k. iu ny gip n c c t l li nhun cao. Hai yu t c bn hnh thnh t l li nhun ca mt cng ty, v do biu th n c li th cnh tranh hay khng, l: lng gi tr m cc khch hng cm nhn v hng ho hay dch v ca cng ty, v chi ph sn xut ca n. Gi tr cm nhn ca khch hng l s lu gi trong tm tr ca h v nhng g m h cm thy tha mn t sn phm hay dch v ca cng ty. Ni chung, gi tr m khch hng cm nhn v nh gi v sn phm ca cng ty thng cao hn gi m cng ty c th i hi v cc sn phm/dch v ca mnh. Theo cc nh kinh t, phn cao hn chnh l thng d ngi tiu dng m khch hng c th ginh c. Cnh tranh ginh git khch hng gia cc cng ty gip khch hng nhn c phn thng d ny. Cnh tranh cng mnh phn thng d ngi tiu dng cng ln. Hn na, cng ty khng th phn on th trng chi tit n mc m n c th i hi mi khch hng mt mc gi phn nh ng n nhng cm nhn ring ca h v gi tr sn phm - iu m cc nh kinh t gi l s bo lu gi ca khch hng. Hai l do ny khin cng ty ch c th i hi mc gi thp hn gi tr m khch hng cm nhn v nh gi v sn phm. Cc khi nim ny minh ho bng Hnh 3-1: S hnh thnh gi tr cho khch hng. C th thy rng gi tr ca mt sn phm i vi khch hng l V, gi m cng ty c th i hi cho sn phm di sc p cnh tranh l P, v chi ph sn xut sn phm l C. Bin li nhun ca cng ty l PC trong khi khch hng s c mt thng d V-P. Cng ty to ra mt li nhun v P>C, v t l li nhun cng ln nu C cng nh tng i so vi P. Nh rng s chnh lch gia V v P mt phn c xc nh bi cng ca sc p cnh tranh trn th trng. Cng sc p cnh tranh cng thp gi c th i hi cng cao hn mt cch tng i so vi V. Chng ta hiu rng gi tr c to ra bi mt cng ty c o bng chnh lch gia V v C (V-C). Cng ty c th to ra gi tr bng cch chuyn i cc u vo vi chi ph C thnh sn phm m khch hng s cm nhn vi mc gi tr V. Bn c th d dng hnh dung v cc cch thc m cng ty c c li th cnh tranh. Th nht, cng ty s c gng to ra nhiu gi tr hn cho khch hng, lm cho h c c s tha mn vt trn c mong i ca chnh h. Cc n lc ca cng ty lm cho sn phm hp dn hn nh s vt tri v thit k, tnh nng, cht lng v iu g tng t chnh khch hng cm nhn c mt gi tr ln hn (V ln hn) v h sn lng tr gi P cao hn. Th hai, cng ty c th c nng cao hiu qu cc hot ng ca mnh gim chi ph (C). H qu l bin li nhun tng ln, hng n

-82 -

mt li th cnh tranh. Ni mt cch khc, khi nim v s sng to gi tr l ht nhn ca li th cnh tranh.1 V d, xt trng hp ngnh my tnh c nhn. Vo gia nhng nm 1990, Compaq Computer ang Hnh Error! No text of specified style in document.-1: S hnh thnh gi tr cho khch hng
V-P P- C V V = gi tr i vi khch hng P = Gi C = Chi ph sn xut V-P = Thng d ngi tiu dng P-C = Bin li nhun C

bn cc my tnh hng u trong tuyn sn phm ca n vi gi 2600 USD/chic (P), trong khi ton b chi ph lin quan ti sn phm (C), bao gm chi ph nguyn vt liu, ch to, marketing, R&D, k c chi ph vn l 2300 USD/chic, to ra cho Compaq mt bin li nhun rng (tr ht ton b chi ph) l 300 USD/chic. Ngc li, mt nh cnh tranh ca n l AST ch c th i hi mc gi 2300 cho mt my tnh tng ng, trong khi chi ph sn xut l 2400 USD, lm cho AST l rng 100 USD/chic. So snh ny cho thy t l li nhun ca cng ty c xc nh bi gi c th i hi cho sn phm v cu trc chi ph ca n. Compaq lm ra nhiu li nhun hn so vi AST trn mi computer, bi v n c th i hi mt mc gi n v sn phm cao hn v bi v n c cu trc chi ph thp hn. Hot ng ch to ca n hiu qu hn gip Compaq c cu trc chi ph thp hn AST. Khch hng lun sn lng tr gi cao cho cc my tnh Compaq, v h t gi tr my tnh Compaq cao hn so vi AST . Vy ti sao khch hng li t gi cao hn cho mi my tnh Compaq. Ch yu l do h nhn thy nhng sn phm ca Compaq c cht lng, tnh nng v thit k vt tri so vi sn phm ca AST. Ni cch khc, Compaq thnh cng trong vic to ra trong mt ca khch hng s khc bit so vi AST (v nhiu nh cnh tranh khc). Li th cnh tranh ca Compaq vo gia nhng nm 1990 l do chi ph thp v s khc bit. Kt qu ca v th vt tri v chi ph v s khc bit gip Compaq to ra nhiu gi tr hn cho khch hng so vi AST (V-C ca Compaq ln hn ca AST). iu ny c th ni ln rng li th cnh tranh ca Compaq so vi AST c t c s trn vic to gi tr vt tri. Nh vy, bng vic khai thc cc nng lc ct li hay li th cnh tranh p ng v p ng trn c cc chun mc yu cu ca cnh tranh, cc doanh nghip to ra gi tr cho khch hng.2
1

P.Ghemawat (1991), Commitment the Dynamic Strategy, Free Press, New York

R. R.Wiggins & T.W. Ruefli, 2002, "Sustained competitive advantage:Temporal dynamics and the incidence of persistence of superior economic performance", Organization Science, 13: 82 105.
2

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V bn cht, vic to ra gi tr vt tri khng nht thit yu cu mt cng ty phi c cu trc chi ph thp nht trong ngnh hay to ra sn phm c gi tr nht trong mt ca khch hng, m iu quan trng l lch gia gi tr nhn thc c (V) v chi ph sn xut (C) ln hn so vi cc i th cnh tranh. Michael Porter ch ra rng chi ph thp v s khc bit l hai chin lc cn bn to gi tr v ginh li th cnh tranh trong mt ngnh.3 Theo Porter, li th cnh tranh (theo l li nhun cao hn) n vi cc cng ty no c th to ra gi tr vt tri. V cch thc to ra gi tr vt tri l hng n vic gim thp chi ph kinh doanh v/hoc to khc bit sn phm v th khch hng nh gi n cao hn v sn lng tr mt mc gi tng thm. 3.2.1. Cc khi c bn ca li th cnh tranh Nh chng ta thy, bn nhn t to nn li th cnh tranh l: hiu qu, cht lng, s ci tin v p ng khch hng. Chng l nhng khi chung ca li th cnh tranh m mt cng ty c th lm theo, bt k cng ty trong ngnh no, cung cp sn phm/dch v g (Hnh 3-2). Mc d chng ta c th nghin cu tng khi tch bit nhau nhng phn di y, song cn lu rng, gia chng c s tng tc ln nhau rt mnh.

a. Hiu qu
Nu coi mt doanh nghip nh l mt h thng chuyn ho cc u vo thnh cc u ra. Cc u vo l cc yu t c bn ca sn xut nh lao ng, t ai, vn, qun tr, v b quyt cng ngh. u ra l cc hng ho v dch v m doanh nghip sn xut. Cch o lng n gin nht ca hiu qu l em chia s lng cc u ra cho cc u vo. Mt cng ty cng hiu qu khi n cn cng t u vo sn xut mt u ra nht nh. V d, nu General Motor cn 30 gi lao ng lp rp mt xe t v Ford cn 25 gi, chng ta ni rng Ford hiu qu hn GM. Hn na, vi iu kin cc yu t khc tng ng, v d nh tin lng, chng ta c th nh gi t nhng d liu ny, v cho rng Ford s c cu trc chi ph thp hn GM. Nh vy, hiu qu gip cho cng ty t c li th chi ph thp. B phn cu thnh quan trng nht ca hiu qu i vi nhiu cng ty, l, nng sut lao ng. Ch tiu ny thng c o lng bng kt qu u ra tnh trn mt cng nhn. Nu tt c cc yu t khc khng i, ni chung cng ty c mc nng sut cao nht trong ngnh, s c chi ph sn xut thp nht. Ni cch khc, cng ty s c li th cnh tranh chi ph thp. Tt nhin, iu ng quan tm l cch thc t c nng sut vt tri. y, chng ta ch lu rng t c nng sut cao cc cng ty phi c mt chin lc, mt cu trc v h thng kim sot thch hp.

b. Cht lng
Cc sn phm c cht lng phi ng tin cy theo ngha m n c thc hin ng vi thit k v lm tt iu . Quan nim ny th hin khi xem xt Toyota sn xut t, Gap thit k v bn qun o, Citybank trong dch v khch hng.Tc ng ca cht lng sn phm cao n li th cnh tranh gm hai phn. Th nht, vic cung cp cc sn phm cht lng cao s lm tng gi tr ca sn phm trong mt ca khch hng. T s nng cao nhn thc v gi tr ny cho php cng ty
3

M.E. Porter (1980), Competitive Strategy, Free Press New York

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i hi mc gi cao hn. V d Trong ngnh sn xut t, cc cng ty nh Toyota khng ch c li th cnh tranh chi ph da trn nng sut, m h cn c th i hi mc gi cao hn v cht lng ca n cao hn. Nh vy, trong so snh vi General Motor, Toyota c c chi ph thp hn v kh nng yu cu gi cao hn. Kt qu l, c v nh Toyota vn hnh vi bin li nhun ln hn GM. Hnh Error! No text of specified style in document.-2: Cc khi c bn to li th cnh tranh

Cht vt tri

lng

Li th cnh tranh Hiu vt tri qu Chi ph thp Khc bit p ng khch hng vt tri

Ci vt tri

tin

Th hai, cht lng cao dn n hiu qu cao hn v em li chi ph thp hn. Cht lng cao s lm gim thi gian lao ng b lng ph lm ra cc chi tit sn phm khuyt tt hay cung cp dch v khng p ng tiu chun v gim thi gian b ra sa cha khuyt tt s lm cho nng sut lao ng cao hn v chi ph n v thp hn (Hnh 3-3). Nh vy, cht lng sn phm cao khng ch cho cng ty i hi gi cao hn v sn phm ca mnh m cn h thp chi ph. Tm quan trng ca cht lng trong vic to lp li th cnh tranh tng ln ng k trong thp k va qua. Thc vy, nhiu cng ty vic nhn mnh vo cht lng l ct t n mc vic t c cht lng sn phm cao khng cn c coi nh mt cch thc to li th cnh tranh na. Trong nhiu ngnh, cht lng tr thnh mt iu bt buc tuyt i tn ti.

c. Ci tin
Ci tin l bt k nhng g c coi l mi hay mi l trong cch thc m mt cng ty vn hnh hay sn xut sn phm ca n. Ci tin bao gm nhng tin b m cng ty pht trin v cc loi sn phm, qu trnh sn xut, h thng qun tr, cu trc t chc v cc chin lc. Tt c nhng iu sau y c coi l ci tin: s pht trin ca Intel v b vi x l; chin lc chit khu ca

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Toys RU trong kinh doanh bn l chi; h thng sn xut mm do vi tn kho thp trong vic ch to t Toyota; Nhng c gng tin phong ca Wal-mart trong vic s dng h thng thng tin qun tr h thng hu cn, t hp sn phm v nh gi sn phm. Ci tin thnh cng l pht trin sn phm mi v/hoc qun tr doanh nghip theo mt cch thc mi l , to ra gi tr cho khch hng.4 Hnh Error! No text of specified style in document.-3: Cht lng vt tri

Tng tin cy Cht lng tng ln

Gi cao hn Li nhun hn cao

Nng sut tng ln

Gim chi ph

Ci tin c l l khi quan trng nht ca li th cnh tranh. V di hn, cnh tranh c th coi nh mt qu trnh c dn dt bng s ci tin. Mc d khng phi tt c cc ci tin u thnh cng, nhng ci tin l ngun lc ch yu ca li th cnh tranh, bi v, theo nh ngha, n to ra cho cng ty nhng th c o- nhng th m i th cnh tranh ca n khng c (t ra cho n khi no h bt chc thnh cng). Tnh c o gip cng ty to ra khc bit so vi i th v i hi mt mc gi tng thm cho sn phm ca n, hoc gim chi ph ng k so vi i th. C th nu ra mt vi v d lm ni bt tm quan trong ca ci tin nh l nn tng ca li th cnh tranh: Xerox pht trin my photo copy, Cisco pht trin router, Intel pht trin cc b vi x l mi, Hewlett-Packard pht trin my in laze, Nike pht trin giy th thao k thut cao, Bausch& Lomb pht trin knh p trng, hay Sony pht trin Walkman. Tt c cc ci tin sn phm ny u gip to dng li th cnh tranh cho cc cng ty i tin phong. Trong mi trng hp, cng ty c th i hi mt mc gi tng thm bng tnh hp dn ca ngi cung cp c o. Cc bng chng cn cho thy khch hng ngy cng nhn thc gi tr cao hn trn phng din ton cu ch khng ch t nhng nhn hiu ni a.5 Cc doanh nghip sng to gi tr cho khch hng bng vic s dng mt cch c tnh sng to cc ngun lc v kh nng ca mnh.6

W.Chankim- R.Mauborgne (1997),"Value Innovation: the Strategic Logic of High Growth,", Havard Business Review, 1-2 pp 102-115

J. Benedict, E. M. Steenkamp, R. Batra, & D. L. Alden, 2003, "How perceivedbrand g lobalness creates brand value", Journal of International Business Studies,34: 5365.
5

S. Nambisan, 2002, "Designing virtual customer environments for new productdevelopment: Toward a theory", Academy of Management Review, 27:392413
6

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Theo thi gian cc i th cnh tranh c th bt chc nhng thnh cng ca ngi ci tin. V th, cc cng ty ci tin cn to dng c s trung thnh nhn hiu mnh m v h tr cho qu trnh qun tr, to ra nhng kh khn ngn cn s tn cng ca k bt chc. Bng cch , Sony vn c bit ti v Walkman, Hewlett-Packard vn c bit n bi my in laze, Intel nh l cha ca b vi x l

d. p ng khch hng
Mt cng ty p ng khch hng tt phi c kh nng nhn din v tho mn nhu cu khch hng tt hn so vi cc i th cnh tranh. C nh vy khch hng s cm nhn gi tr sn phm ca cng ty, v cng ty c li th cnh tranh trn c s khc bit. S ci thin v cht lng cung cp sn phm gip cng ty p ng khch hng bng cch pht trin sn phm mi vi nhng c tnh m sn phm hin ti khng c. Ni cch khc, vic t c cht lng vt tri v ci tin l mt b phn cn thit thc hin p ng khch hng mt cch vt tri. Kha cnh ni bt th hai trong p ng khch hng l cung cp cc hng ho v dch v theo nhu cu c o ca cc khch hng hay nhm khch hng c bit. V d, s gia tng nhiu loi nc gii kht v bia trong nhng nm gn y c th phn no coi nh mt s p ng khuynh hng ny. Cc cng ty sn xut t cng vy h tr nn quen thuc vi vic phi to ra nhng chic xe theo yu cu ca khch hng c bit. V d, lm theo ngi dn u Toyota, chi nhnh Saturn ca GM ra nhng chic xe theo n t hng ca cc khch hng c bit, cho khch hng mt phm vi la chn rt rng v mu sc cng nh cc chn la khc. Kha cnh th ba ca p ng khch hng l quan tm n thi gian p ng khch hng, chnh l thi gian giao hang, hay thc hin mt dch v.7 Vi nh ch to my thi gian p ng l thi gian cn thit thc hin mt n hng. Vi mt ngn hng, l thi gian cn thit x l mt khon vay, hay thi gian khch hng phi ng xp hng ch n lt. Vi mt siu th, l thi gian khch hng phi ng trong hng ch thanh ton. Tt thy cc cuc iu tra khch hng u cho thy thi gian p ng chm l nguyn nhn c bn lm khch hng khng tho mn.8 Bn cnh p ng cht lng, p ng theo yu cu, v p ng thi gian, thit k vt tri, dch v vt tri, dch v hu mi v h tr vt tri l nhng ngun khc tng cng p ng khch hng. Tt c cc yu t ny tng cng s p ng khch hng v cho php cng ty to ra khc bit so vi cc i th t p ng hn. Cui cng, s khc bit ny li cho php cng ty to lp lng trung thnh nhn hiu v c th i hi mt mc gi tng thm cho sn phm ca mnh. Tm li, hiu qu, cht lng, s p ng khch hng, v ci tin l tt c cc nhn t quan trng c c li th cnh tranh. Hiu qu vt tri cho php cng ty gim thp hn chi ph; cht lng vt tri cho php cng ty va c th i hi mc gi cao hn, va h thp chi ph; p ng khch hng vt tri cho php i hi mc gi cao hn; s ci tin c th dn ti gi cao hn v chi ph n v thp hn. Hnh 4-5. Bn nhn t ny cng nhau gip cho cng ty to ra gi tr cao

7 8

G.Stalk, T.M. Hout (1990), Competing Agains Time, Free Press New York G.Stalk, T.M. Hout (1990), Competing Agains Time, Free Press New York

-87 -

hn bng vic h thp chi ph hay to s khc bit v sn phm ca n so vi cc i th, cho php cng ty lm tt hn i th ca n.

e. Vai tr ca may mn
Nhiu ngi cho rng may mn ng vai tr c bn trong vic xc nh s thnh cng hay tht bi trong cnh tranh.9Trong hu ht cc gii thch nh vy, may mn lm gim i tm quan trng ca chin lc hoch nh. Ngi ta cho rng thay v phi i u vi nhng ri ro, mt s cng ty ch tnh c gp phi chin lc ng n, ni cch khc, h ch tnh c pht trin hay s hu cc ngun lc hay nng lc tt ch khng phi l thit k trc. Mc d trong nhng trng hp c bit, may mn c th l nguyn nhn thnh cng cho mt s cng ty. iu cng khng phi l cch gii thch thuyt phc cho nhng thnh cng lin tc ca mt cng ty. Chng ta tng ni n vic to lp cc khi li th cnh tranh v cng cn nh rng cnh tranh l qu trnh c gng lin tc. C th tng tng rng mt cng ty bng may mn c th gip n s hu cc ngun lc v nng lc cho php t k tch trong mt hay nhiu li th cnh tranh. Tuy nhin, rt kh c th tng tng c bng cch no cng ty li duy tr c cc k tch trn bt k cc khi li th m vn khng th to ra bng iu g khc, ngoi nhng c gng c thc- chnh l chin lc. Qu thc may mn c th ng mt vai tr nht nh trong thnh cng. 3.3. NGUN GC CA LI TH CNH TRANH BN VNG Mt nng lc ct li (nng lc to s khc bit) l sc mnh c o cho php cng ty t c s vt tri v hiu qu, cht lng, ci tin v p ng khch hng, do to ra gi tr vt tri v t c u th cnh tranh. Cng ty c nng lc ct li c th to ra s khc bit cho cc sn phm ca n hoc t c chi ph thp hn so vi i th. Vi thnh tch n to ra nhiu gi tr hn i th v s nhn c t l li nhun cao hn trung bnh ngnh. V d, c th thy Toyota c nhng nng lc khc bit trong s pht trin v vn hnh h thng ch to. H khai ph mt lot cc k thut ch to nh h thng tn kho ng thi hn (JIT), nhm t qun, v gim thi gian thit t cc my mc phc tp. cc kh nng ny gip cho Toyota t c hiu qu v cht lng vt tri l nn tng cho li th cnh tranh ca n trong ngnh sn xut t ton cu.10 3.3.1. Cc ngun lc v kh nng tim tng

a. Cc ngun lc
Cc nng lc ct li (to s khc bit) ca mt t chc sinh ra t hai ngun, l: cc ngun lc v kh nng tim tng ca n (Hnh 4-7).11 Cc ngun lc, theo ngha rng, bao gm mt lot cc yu t t chc, k thut, nhn s vt cht, ti chnh ca cng ty. Cc ngun lc c th chia thnh hai loi: ngun lc hu hnh v ngun lc v hnh. Cc ngun lc hu hnh c th thy c v

A.A. Alchain (1950), "Uncertain, Evolution, and Economic Theory", Journal of Political Economy, 84 pp 488-500. M.Cusumano (1989), The Japannese Automobile Industry, Cambridge, Mass.: Havard University Press 11 B.Wernerfelt (1994), "A Resource Base View of the Firm", Strategic Management Journal, 5 (1994) 171-180
10

-88 -

nh lng c, bao gm ngun lc ti chnh, t chc, cc iu kin vt cht, v cng ngh. Cc ngun v hnh bao gm nhn s, kh nng ci tin v danh ting. Bng Error! No text of specified style in document.-1: Cc ngun lc hu hnh

Ngun
Cc ngun chnh ti

Ni dung
-Kh nng vay n -Kh nng t ti tr -Cu trc quan h bo co chnh thc, h thng hoch nh, kim sot phi hp chnh thc - Tnh phc tp v phn b cc nh xng my mc thit b -Tip cn cc ngun nguyn liu

Cc ngun t chc Cc ngun vt cht

Cc

ngun thut

- D tr v k thut nh bn quyn, nhn hiu thng mi, bng sng ch, b mt kinh doanh

Cc ngun lc hu hnh c th tm thy trong cc bo co ti chnh, nhng thc t, cc bo co cng khng tnh n tt c gi tr cc ti sn ca cng ty, bi v cc bo co ny khng quan tm n cc cc ngun v hnh12. Do , ngun to ra li th cnh tranh ca cng ty ni chung khng c phn nh y trong cc bo co ti chnh. Gi tr ca cc ngun hu hnh cng b hn ch bi chng rt kh vn dng- thng thng mt doanh nghip khng th to thm cc hot ng kinh doanh v gi tr tng thm t ngun hu hnh. Mc d cc ti sn trong ch to l hu hnh, nhng nhiu qu trnh cng ngh s dng li l v hnh. Bng Error! No text of specified style in document.-2: CC NGUN V HNH Ngun
Nhn s

Ni dung
-Kin thc -Tin cy -Cc kh nng qun tr -Thi quen t chc -Cc tng -Kh nng khoa hc -Kh nng ci tin

Cc ngun sng kin

12

R. Lubit, 2001, "Tacit knowledge and knowledge management:The keys to sustainable competitive Advantage,"Organizational Dynamics, 29(3): 164178;

-89 Cc ngun danh ting - Danh ting vi khch hng -Nhn hiu -Cc nhn thc v bn, cht lng, tin cy ca sn phm -Danh ting vi nh cung cp: v tnh hu hiu, hiu qu, h tr, cc tng tc v mi lin h cng c li

Trong vic to ra cc nng lc ct li, so vi cc ngun hu hnh, cc ngun v hnh l ngun c tc dng hu hiu hn v ni tri hn.13 Vi nn kinh t ton cu thnh cng ca mt cng ty ph thuc vo tr tu v ngun lc c tnh h thng nhiu hn cc ti sn vt cht ca n. Hn na, kh nng qun tr tr tu con ngi v chuyn n thnh nhng sn phm/dch v mt cch thnh cng, ang nhanh chng tr thnh cc k nng iu hnh c bn ca thi i.14C nhiu bng chng cho thy t trng cc ngun v hnh ang c khuynh hng tng ln rt nhanh v chim u th so vi cc ngun hu hnh. Bi v cc ngun v hnh l cc ngun kh nhn thy, v rt kh cho cc i th cnh tranh tm hiu, mua li, bt chc hay thay th, nn cc doanh nghip thch da trn cc ngun lc v hnh nh l nn tng ca cc kh nng v nng lc ct hn cc ngun hu hnh. Thc t, ngun lc cng kh quan st v nhn ra, cng c kh nng tr thnh mt nn tng cho cc li th cnh tranh bn vng. Hn na, so vi ngun hu hnh, cc ngun v hnh d vn dng hn. Vi ngun v hnh, mng li ngi s dng cng ln, li ch ca mi b phn cng tng ln. Hai ngi cng chia s nhau cc kin thc ring thng tc ng lm ny sinh cc kin thc tng thm mi i vi mi ngi v gy tc ng lm ci thin hiu sut ca cng ty. Danh ting l mt ngun lc v hnh quan trng to ra li th cnh tranh. Hnh thnh ch yu t cc hot ng, sn phm, dch v v truyn thng vi cc bn hu quan, danh ting l kt qu ca nng lc th trng c cc bn hu quan nh gi vt tri trong nhiu nm. Mt nhn hiu ni ting v c gi tr chnh l mt ng dng ca danh ting vo hnh thnh li th cnh tranh. Danh ting ca mt cng ty c mi lin h qua li cht ch vi ngun vn x hi ca n. Ngun vn x hi ca mt cng ty l cc mi lin h gia n vi cc t chc khc (nh cc nh cung cp, cc n v chnh ph) m tc ng n vic to ra gi tr.15Cc quan h hu hiu cho php cng ty tip cn ngun lc ca cc bn tham gia b sung vo cc ngun lc c bn ca mnh. Tip cn cc ngun lc nh vy s gip cng ty to ra gi tr cao hn. Mt mi lin h tch cc gip cc cng ty thit lp c cc lin minh vi cc i tc tt. V cc mi lin h tt vi cc t chc nh hng tch cc n danh ting. Ngun lc t n khng to ra li th cnh tranh cho cng ty. sinh ra kh nng khc bit, cc ngun lc phi c o v ng gi. Mt ngun lc c o l ngun lc m khng c cng ty no khc c c. V d, nng lc khc bit ca Polaroid trong chp nh ly lin c t nn tng trn mt ngun lc v hnh c o: l b quyt x l phim ly lin chng bt chc bng mt bn quyn. Mt ngun lc ng gi nu bng cch no n gip to ra nhu cu mnh m v sn phm ca cng ty. B quyt cng ngh ca Polaroid l ng gi, bi v n to ra nhu cu mnh

13 14

Brush & Artz,"Toward a contingent resource-based theory'. J. B. Quinn, P. Anderson, & S. Finkelstein, 1996, "Making the most of the best", Harvard Business Review, 74(2):7180. 15 M.A. Hitt, H. Lee, & E.Yucel, 2002. "The importance ofsocial capital to the management of multinational enterprises:Relational networks among Asian and westernfims", Asia Pacific Journal of Management, 19:353372

-90 -

m v sn phm nh. Thch thc i vi nhng ngi lm quyt nh l lm sao hiu c gi tr chin lc ca cc ngun lc v hnh v hu hnh. Gi tr chin lc ca cc ngun lc c xc nh bi mc nh hng ca chng n vic pht trin cc kh nng, v cc nng lc ct li v cui cng n li th cnh tranh. V d, cc iu kin trong h thng phn phi l mt ngun lc hu hnh gn vi mt gi tr trong bng cn i k ton ca cng ty. Tuy nhin, gi tr thc ca nhng iu kin phn phi li c t nn tng trn hng lot cc nhn t nh s gn gi ngun nguyn vt liu v khch hng, ngoi ra cn cc nhn t v hnh trn gc s tch hp trong cc iu kin phn phi, hnh ng ca cc cng nhn vi nhau v vi cc bn hu quan (nh cung cp, khch hng)16 Cc kh nng tim tng c xem nh ngun to ra kh nng, cc ngun lc v hnh v hu hnh l b phn c bn dn n s pht trin li th cnh tranh. Kh nng tim tng l kh nng ca cng ty s dng cc ngun lc c tch hp mt cch c mc ch t c mt trng thi mc tiu mong mun.17 Nh l s lin kt cht ch t chc li vi nhau, cc kh nng sn sinh theo thi gian thng qua nhng tng tc gia cc ngun lc v hnh v hu hnh. Cc k nng ny tp trung vo cc cng vic hng ngy ca t chc; l, cch thc ra cc quyt nh, qun tr cc qu trnh bn trong t n mc tiu ca t chc. Khi qut hn, cc kh nng tim tng ca mt cng ty l sn phm ca cu trc t chc v h thng kim sot. Chng xc nh cc quyt nh c lm bng cch no v u trong t chc, cc hnh vi tng thng, cc gi tr v chun mc vn ho ca cng ty. Nh l iu ct yu to li th cnh tranh, cc kh nng thng da trn s pht trin, truyn dn, v trao i thng tin v kin thc thng qua ngun vn nhn s.18 Bi v, mt nn tng kin thc gy dng trn cc hnh ng ca cng ty c th khng c tt c cc nhn vin hiu mt cch r rng, m chnh s lp li v thc hnh s lm tng dn gi tr ca cc kh nng trong cng ty. Nn tng ca rt nhiu kh nng ca cng ty nm trong cc k nng v kin thc ca cc nhn vin, thng l cc chuyn gia trong cc hot ng chc nng. V th, khng nn nh gi qu cng iu gi tr ca ngun vn con ngi trong vic pht trin v s dng cc kh nng tim tng v rt cc l cc nng lc ct li. Cc cng ty cam kt pht trin cc kh nng tim tng ca con ngi bn trong cng ty nhm duy tr c li th cnh tranh lu di so vi cc cng ty khng lm c iu ny. Cc nh lnh o kinh doanh trong mi trng ton cu ngy cng ng h quan im cho rng kin thc nm trong ngun nhn s l nhn t quan trng nht trong cc kh nng ca cng ty v c th l gc r ca tt c cc li th cnh tranh. Nhng cc cng ty cng phi c kh nng s dng cc kin thc m h c c, lm cho n lan truyn n mi hot ng ca t chc. C gi cho rng trong k nguyn thng tin mi th u ph thuc, cn kin thc l trung tm. Gi tr ca mt cng ty khng phi sinh ra t cc s vt m chnh t kin thc, b quyt, ti sn tr tu, nng lc tt c

R.W. Coff, 1999, "How buyers cope with uncertainty when acquiring firms in knowledge-intensive industries: Caveat emptor", Organization Science, 10:144161; 17 C. E. Helfat & R. S. Raubitschek, 2000, "Product sequencing:Co-evolution of knowledge, capabilities and products," Strategic Management Journal, 21: 961979. 18 M. A. Hitt, R. D. Ireland, & H. Lee, 2000,"Technological learning, knowledge management, firm growth and performance: An introductory essay," Journal of Engineering and Technology Management, 17:231246

16

-91 nhng th u trong con ngi.19 T thc t , thch thc i vi cng ty l phi to ra mt mi trng cho php con ngi gn kt cc mnh kin thc c nhn ca h sao cho trn phng din tp th cc nhn vin c c kin thc c tnh t chc nhiu nht c th c.20 S phn bit gia ngun lc v kh nng tim tng ch yu hiu iu g sn sinh ra nng lc to s khc bit. Mt cng ty c th c cc ngun lc c o v ng gi nhng nu n khng c kh nng tim tng s dng cc ngun lc mt cch hiu qu vn khng th to ra v duy tr kh nng to s khc bit. iu cng rt quan trng nhn thc rng mt cng ty khng nht thit phi c cc ngun lc c o v ng gi thit lp cc kh nng khc bit min l n c nhng kh nng tim tng m i th cnh tranh khng c. V d, Nh iu hnh cn thp mini Nucor c xem nh mt nh cn thp hiu qu nht M. Nhng nng lc khc bit ca Nucor v sn xut thp chi ph thp khng phi do cc ngun lc c o v ng gi. Nucor c cng cc ngun lc (my mc, nh xng, k nng cng nhn v b quyt) nh nhng nh cn thp khc. iu lm cho Nucor khc bit chnh l kh nng tim tng c o v qun tr cc ngun lc theo phng thc sinh li cao. C th l cu trc, h thng kim sot v vn ho ca Nucor khuyn khch hiu qu tt c cc cp ca cng ty. Tm li, vi mt cng ty c nng lc khc bit, n phi c ti thiu mt ngun lc c o v ng gi v cc kh nng tim tng (cc k nng) cn thit khai thc ngun lc , hoc mt nng lc c o qun tr cc ngun lc chung. Nng lc to s khc bit ca cng ty l mnh nht khi n s hu c cc ngun lc c o v ng gi cng vi nng lc qun tr cc ngun lc . Nng lc ct li Nng lc ct li l cc ngun lc v kh nng ca cng ty c s dng nh ngun to ra li th cnh tranh. Nng lc ct li lm cho mt cng ty c tnh cnh tranh v phm cht ring c ca n. Nng lc ct li pht sinh theo thi gian thng qua qu trnh hc tp, tch ly mt cch c t chc v cch thc khai thc cc ngun lc v kh nng khc nhau. Nh mt kh nng hnh ng, cc nng lc ct li l " phc sc sang trng ca mt cng ty", cc hot ng m cng ty thc hin tt so vi i th cnh tranh v thng qua n lm tng gi tr cho cc hng ha v dch v trong sut thi gian di.21 Khng phi tt c cc ngun lc v kh nng ca cng ty u l cc ti sn c tnh chin lc. Cc ti sn c tnh chin lc phi c gi tr cnh tranh v c tim nng s dng nh mt ngun li th cnh tranh, thm ch c th c c cc ngun lc v kh nng cn gy ra cc bt li v mt chin lc bi chng nm trong vng m cng ty yu trong so snh vi i th. Do , c th c mt s ngun lc v kh nng khng c pht trin thnh mt nng lc ct li. Cc doanh nghip c sc mnh ti chnh c th s dng ngun lc ny mua cc nh xng thu thm nhn vin cn thit to ra cc sn phm cung cp gi tr cho khch hng. Tuy nhin, cc doanh nghip khng c ngun lc ti chnh mnh, c th bc l im yu ca h trong vic mua hay to dng cc kh nng

G. G. Dess & J. C. Picken, 1999, Beyond Productivity, New York: AMACOM. P. Coy, 2002, "High turnover, high risk", Business Week(Special Issue), Spring, 24. K. Hafeez,Y. B. Zhang, & N. Malak, 2002, "Core competence for sustainable competitive advantage: A structured methodology for identifying core competence", IEEE Transactions on Engineering Management, 49(1):2835;C. K. Prahalad & G. Hamel, 1990,"The core competence of the corporation", Harvard Business Review, 68(3): 7993.
20 21

19

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mi. thnh cng, cc doanh nghip phi hng ti cc c hi ca mi trng sao cho kh nng ca n c th khai thc c, trnh phi ng u vi nhng lnh vc m n c im yu.22 Vn l c li th cnh tranh bn vng cng ty nn c bao nhiu nng lc ct li? Cch li cu hi rt khc nhau. Cng ty t vn McKinsey gi cho cc khch hng ca cng ty l nn tm ra ba n bn nng lc phc v trong khun kh chin lc ca h.23Vic h tr v nui dng nhiu hn bn nng lc ct li c th gy cn tr cho cng ty trong vic tp trung khai thc y cc nng lc ca n trn th trng. Cc doanh nghip nn hnh ng da trn cc nng lc ct li ca n. Cc hnh ng ca Starbuck chng t lun im ny. ang tng trng nhanh chng, Starbuck quyt nh c th s dng Internet nh mt knh phn phi nhm t c s tng trng hn na. Tuy nhin, n cng nhanh chng nhn ra rng n ang thiu cc kh nng cn thit phn phi sn phm ca n qua mng mt cch thnh cng, v rng c ph c o ca n mi chnh l li th cnh tranh ch khng phi l giao hng. Vi nhn thc nh vy, Starbuck i mi s nhn mnh ca n vo cc kh nng hin ti to gi tr thng qua chui cung cp ca n. lm iu , n gim bt s nh cung cp t 65 xung cn 25 v thc hin cc hp ng di hn vi nhng ngi trng c ph nhn. Cng ty ny cng quyt nh t cc my bn c ph espresso cc n b ang cng thng. Cc my ny gip gim chi ph cho Starbuck trong khi cung cp cc dch v hon thin cho khch hng h c th nhanh chng ri khi hng ch. S dng chui cung cp v kh nng phc v theo cc cch thc cho php Starbuck tng cng li th cnh tranh v c ph v c o vi cc khch hng tn nhim n. Ngoi Starbuck, chng ta cn c th tm thy nhiu v d v khai thc cc nng lc ct li. l trng hp ca Exxon vi nng lc to s khc bit trong ngnh khai thc du m, lc du v tinh ch, trong nm 1974 chi u t qu nhiu v ngnh thit b vn phng t ng ho, l lnh vc m n khng c kh nng. N lc ny tht bi v Exxon phi bn i hot ng kinh doanh ny vo nhng nm 1980. Trng hp ca Xerox cn cho thy tm quan trng ca qu trnh to dng cc ngun lc v nng lc thng qua chin lc. Cui nhng nm 1970, th phn ca cng ty ny v my photo copy gim xung 50% v cc i th cnh tranh Nht Bn, Canon v Rikoh quan ch n cc kh nng to s khc bit ca h, trong khi Xerox th khng. Kt qu l u nhng nm 1980, Canon v Ricoh bn cc my photo copy cht lng cao, k thut vt tri vi mc gi ch xp x vi Xerox. ly li th phn mt, Xerox phi t duy li mt cch c bn v cch thc m h tin hnh kinh doanh. N thc hin mt lot cc chin lc chc nng ci thin v cht lng v thit k sn phm, trnh lng tn kho khng cn thit, gim thi gian thit k sn phm mi. Mc ch ca cc chin lc ny l pht trin cc ngun lc v nng lc trnh cho Canon v Ricoh ginh th phn khi tay Xerox. To dng cc nng lc ct li C hai cng c gip cc cng ty nhn din v to dng cc nng lc ct li. Cng c th nht bao gm bn tiu chun c th ca li th cnh tranh bn vng m cng ty c th s dng xc nh cc ngun lc v kh nng c tim nng tr thnh cc nng lc ct li hay khng. Cng c th hai

22 23

C. Bowman, 2001, " Value in the resource-based view of the firm: A contribution to the debate", Academy ofManagement Review, 26: 501502.
C. Ames, 1995, "Sales soft? Profits flat? Its time to rethink your business", Fortune, June 25, 142146.

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l phn tch chui gi tr. Cng ty c th s dng cng c ny chn ra cc nng lc to gi tr cn c duy tr, nng cp, hay pht trin v cc nng lc cn mua t bn ngoi Hnh 3-4: Nng lc ct li nh mt kh nng chin lc
Cc ngun lc: Cc u vo cho qu trnh sn xut Nng lc ct li: -Mt kh nng chin lc Kh nng c bo m cc tiu chun li th cnh tranh bn vng khng?

Ngun to ra

Cc kh nng: - tch hp mt nhm cc ngun lc

Khng

Kh nng: -Mt nhm cc ngun lc khng chin lc

Bn tiu chun ca li th cnh tranh bn vng Cc nng lc ct li phi bo m bn tiu chun ca li th cnh tranh bn vng: ng gi, him, kh bt chc, khng th thay th. Cc kh nng tim tng khng tha mn bn tiu chun ca li th cnh tranh bn vng khng phi l nng lc ct li. Nh vy, mi nng lc ct li l mt kh nng, nhng khng phi kh nng no cng tr thnh nng lc ct li. Trn phng din iu hnh, mt kh nng l mt nng lc ct li, n phi bo m "ng gi v khng th thay th nu ng trn quan im khch hng, v c o, khng th bt trc nu ng trn quan im ca cc i th"24 Ch c th t c li th cnh tranh bn vng khi cc i th cnh tranh tht bi trong cc n lc nhn bn cc li ch chin lc ca cng ty. Nh vy trong mt khong thi gian nht nh cng ty c th thu c mt li th cnh tranh bi vic s dng cc kh nng ng gi, him v kh bt chc. Khong thi gian di hay ngn ty thuc vo kh nng bt chc thnh cng ca i th. Li th cnh tranh bn vng ch khi n tha mn c bn tiu chun Bng Error! No text of specified style in document.-3: CC TIU CHUN XC NH NNG LC CT LI Tiu chun
Cc kh nng ng gi Cc kh nng him

Ni dung
- Gip cng ty ha gii cc e da v khai thc cc c hi - Khng c trong nhiu i th

24

C. H. St. John & J. S. Harrison, 1999, "Manufacturingbased relatedness, synergy, and coordination", StrategicManagement Journal, 20: 129145.

-94 Kh nng kh bt chc - V lch s: vn ha v nhn hiu ng gi, c o - Nhn qu khng r rng: cc nguyn nhn v cng dng ca mt nng lc khng r rng - Tnh phc tp x hi: cc quan h quc t, tin cy, v bn b gia cc nh qun tr, nhn vin, nh cung cp v khch hng - Khng c chin lc tng ng

Kh nng khng thay th

ng gi Cc kh nng ng gi cho php cng ty khai thc cc c hi v ha gii cc e da t mi trng bn ngoi. Bng vic khai thc mt cch hu hiu cc c hi cng ty c th to gi tr cho khch hng. i khi cc kh nng ca cng ty c th tr thnh ng gi thng qua cc sa i hon thin kh nng ca h. V d, nhng ngi duyt web vi mc ch mua sm cm thy cc trang web cung cp thng tin cha ra quyt nh mua trc tuyn. Hin nay mi ch c xp x 3% ngi duyt web quyt nh mua, v 97% cn li khng th chuyn cuc ving thm trang web thnh vic mua sm. Tuy nhin, nu cng ty bit cch sa i website ca h to gi tr cho ngi n thm trang web, gip h c y cc thng tin cho quyt nh mua, t l chuyn i ngi n thm trang web thnh ngi mua s cao hn. Trong trng hp ny, kh nng ng gi chuyn ngi n thm thnh ngi mua. Him Cc kh nng him ngha l kh nng ny khng c hoc rt t i th cnh tranh c c kh nng . Cu hi c bn cc nh qun tr nhn ra tnh him ca mt kh nng l "cc i th ca cng ty c kh nng ny khng? V bao nhiu i th c kh nng nh vy?". Cc kh nng c nhiu i th cnh tranh s khng phi l li th cnh tranh cho tt c cc i th c c n. Cc ngun lc v kh nng ng gi nhng ph bin l cc ngun lm cn bng cnh tranh.25 Kh bt chc Cc kh nng kh bt chc l nhng kh nng m cc i th khng d dng pht trin c n. C ba nguyn nhn to ra kh nng kh bt chc. Th nht, kh nng c to ra t mt iu kin lch s c o. "Nh mt qu trnh tin ha, cng ty c c cc k nng, cc kh nng v cc ngun lc duy nht i vi n, phn nh con ng pht trin c th ca h v mt lch s"26 Cc doanh nghip i khi c c cc kh nng c o bi n ng thi im, ng v tr.Mt doanh nghip c mt vn ha t chc c o v ng gi trong giai on lch s ban u ca n "c th c mt li th m i th khng th bt chc mt cch hon ho nu chng khng thnh lp trong giai on lch s "27. Bi trong giai on cc gi tr hu ch v cnh tranh th t v cc nim tin nh hng mnh m n s pht trin vn ha ca cng ty. L do th hai l s m h v quan h nhn qu gia cc kh nng ca cng ty v li th cnh tranh ca n lm cho i th kh bt chc.28 Trong trng hp ny i th kh c th hiu cch
25 26 27

JJ. B. Barney, 1995, "Looking inside for competitive advantage", Academy of Management Executive, 9(4):, 52. J.B.Barney (1999)," How a firms capabilities affect boundary decisions",Sloan management Review (40)3, 141. J. B. Barney, 1991, "Firm resources and sustained competitive advantage", Journal of Management, 17: 108 28 A.W. King & C. P. Zeithaml, 2001, Competencies and firm performance: Examining the causal ambiguity paradox, Strategic Management Journal, 22: 75 99

-95 -

thc cng ty chuyn ha kh nng thnh li th cnh tranh nh th no. Do , cc i th khng bit chc phi pht trin kh nng g v nhn din cc kh nng ra sao c th c c li th cnh tranh. L do th ba l s phc tp x hi. C th c mt vi, m thng l rt nhiu cc kh nng ca cng ty l sn phm ca cc hin tng x hi phc tp. Cc quan h quc t, lng tin, cc quan h bn b gia nhng nh qun tr vi nhau v gia nhng nh qun tr vi nhn vin, danh ting ca cng ty vi cc nh cung cp v khch hng l v d ca cc kh nng mang tnh phc tp x hi. Khng th thay th Cc kh nng khng th thay th ngha l khng c s tng ng chin lc. Hai ngun lc (hay nhm ngun lc) ca cng ty ng gi c gi l tng ng chin lc nu mi ngun lc c th khai thc mt cch ring r vn to ra cng mt chin lc"29. Ni chung cc kh nng cng kh nhn thy cng kh c th tm ra ci thay th v cng thch thc vi cc i th nu n mun bt chc chin lc to gi tr. Cc kin thc c th ca cng ty, cc mi quan h da trn s tin cy gia cc nh qun tr v nhn vin, cc quan h con ngi l nhng v d v cc kh nng kh nhn din v kh thay th. Tm li, li th cnh tranh bn vng ch c th to ra bng cc kh nng ng gi, him, kh bt chc v khng th thay th. Bng nu ra cc kt cc v hm kt hp bn tiu chun bn vng. Cc phn tch m bng ch ra gip cc nh qun tr xc nh gi tr chin lc ca cc kh nng trong cng ty. Bng Error! No text of specified style in document.-4: CC KT CC CA VIC KT HP CC TIU CHUN BN VNG
ng gi Him

D bt Khng chc thay th Khng Khng Khng C Khng Khng/c Khng/C C

K t c c Bt li cnh tranh Bnh ng

Hm thc hin Thu nhp di trung bnh Thu nhp trung bnh

Khng C C C

Khng Khng C C

Li th cnh tranh Thu nhp t trung bnh n trn tm thi trung bnh Li th cnh tranh Thu nhp trn trung bnh bn vng

3.3.2. Phn tch tnh lu bn chin ca li th cnh tranh Vn m chng ta cn gii quyt y l li th cnh tranh tn ti bao lu mt khi n c to lp? Tnh lu bn ca mt li th cnh tranh no l g khi m cc cng ty khc cng tm cch pht trin cc nng lc khc bit ginh li th cnh tranh? Cu tr li tu thuc vo ba nhn t:

29

Barney (1991), Firm resources and sustained competitive advantage,111.

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ro cn ca s bt chc, nng lc ca cc i th cnh tranh, v tnh nng ng chung ca mi trng ngnh. Ro cn bt chc Mt cng ty c li th cnh tranh s nhn c li nhun cao hn trung bnh ngnh. Li nhun ny nh mt tn hiu ti cc i th cnh tranh rng cng ty ang s hu mt s nng lc to s khc bit c gi tr cho php n to ra nng lc vt tri. Mt l t nhin, cc i th ca n s c gng nhn din v bt chc cc nng lc ca cng ty. Khi cc i th bt chc thnh cng, h c th san bng nhng li nhun vt tri ca cng ty. Cc i th s bt chc nhng nng lc khc bit ca cng ty nhanh n mc no? l cu hi quan trng, bi v tc bt chc c lin quan ti tnh lu bn vi li th cnh tranh ca cng ty. Nu nhng th khc gi khng i, i th cnh tranh bt chc cc nng lc khc bit ca cng ty cng nhanh, tnh lu bn ca li th cnh tranh cng gim v yu cu ci thin lin tc cc nng lc ngn cn bc tin ca nhng ngi bt chc l ht sc cp thit. iu quan trng cn nhn thc, l, hu nh mi nng lc ct li cui cng u b i th bt chc. Vn ch l thi gian m thi. Thi gian i th cnh tranh bt chc mt nng lc khc bit cng lu th cng c c hi cng ty to dng v th th trng mnh v danh ting vi khch hng, v th, sau cng gy kh khn cho cc i th mun tn cng. Hn na thi gian bt chc cng lu cng c c hi cho cng ty b bt chc c thi gian tng cng nng lc ca h, hoc to dng cc nng lc khc m c th gi cho n gi v th ng u so vi cc i th. Cc ro cn i vi s bt chc l yu t chnh quyt nh ca tc bt chc. Cc ro cn i vi s bt chc l nhng nhn t c th gy kh khn cho mt i th sao chp mt hay nhiu nng lc to s khc bit ca cng ty. Ro cn bt chc cng ln th cnh tranh ca cng cng bn vng cho li ty S bt chc cc ngun lc. Ni chung cc nng lc to s khc bit da trn cc ngun lc hu hnh ng gi v c o nh nh xng v thit b m cng ty ang s hu l cc nng lc d bt chc nht. Vi cc ngun lc nh vy, i th c th d dng nhn ra v c th mua sm trn th trng t do. V d, nu li th cnh tranh ca mt cng ty l do n s hu duy nht cc nh xng ch to c qui m hiu qu, cc i th cnh tranh c th dch chuyn kh nhanh thit lp cc nh xng tng t. Mc d Ford ginh c li th cnh tranh so vi General Motor vo nhng nm 1920 bng vic p dng cng ngh lp rp theo dy chuyn sn xut t, GM nhanh chng bt chc s ci tin . Hin ti, mt qu trnh tng t cng xut hin trong ngnh ch to t khi cc cng ty c gng bt chc h thng sn xut ni ting ca Toyota, h thng m to nn tng cho hu ht li th cnh tranh ca n trong nhng nm 1970 v 1980. Ngay lp tc nh my Saturn ca GM l mt c gng ti to h thng sn xut ca Toyota. Cc ngun lc v hnh c th kh bt chc hn nhiu. iu ny c bit ng i vi nhn hiu. Cc nhn hiu rt quan trng bi v n biu trng cho danh ting ca cng ty. V d trong ngnh thit b di chuyn trn mt t hng nng nhn hiu Caterppilar ng ngha vi cht lng cao, dch v hu mi v h tr vt tri. Tng t, nhn hiu St. Michael c nh bn l ln nht nc Anh Marks & Spencer v mt trong s cc cng ty sinh li nht th gii s dng biu trng

-97 -

cho qun o cht lng cao v gi hp l. Cc khch hng thng by t s a thch i vi cc sn phm ca cc cng ty nh th bi v nhn hiu l mt s bo m quan trong cho cht lng cao. Mc d cc i th cnh tranh cng thch bt chc cc nhn hiu ni ting c thit lp nhng lut php khng cho php h lm iu . Cc b quyt v cng ngh v marketing cng l nhng ngun lc quan trng. Tuy vy, khng ging nh nhn hiu, marketing chuyn bit ca cng ty v b quyt cng ngh c th tng i d b bt chc hn. S di chuyn cc chuyn gia marketing gii gia cc cng ty c th to iu kin cho s ph bin rng ri ca b quyt. V d, trong nhng nm 1970, Ford c coi l ngi lm marketing tt nht trong s ba cng ty t ln ca M. Nm 1979 n mt i nhiu cc b quyt marketing ca mnh cho Chrysler khi Lee Iacocca - ngi lm marketing thnh cng nht- gia nhp Chrysler. Iacocca sau thu nhiu ngi lm marketing cp cao ca Ford lm vic vi ng ta Chrysler. Khi qut hn na, cc chin lc marketing thnh cng tng i d b bt chc, bi v n qu hin hin vi i th cnh tranh. Do vy, Coca bt chc nhanh chng nhn hiu Diet Pepsi ca Pepsi bng cch a ra nhn hiu Diet Coke. V mt l lun cc b quyt cng ngh, h thng bn quyn tng i min dch vi bt chc. Cc bn quyn cho nh u t v sn phm mi mt s chp thun dnh quyn cho sn xut 20 nm. V d cng ty cng ngh sinh hc Immunex khm ph v c bn quyn v mt sn phm sinh hc iu tr bnh vim khp - l Enbrel. Sn phm ny c kh nng lm ngng c ch gy bnh dn n bnh vim khp, m trc y ngi ta hon ton ch iu tr bng cch lm gim triu chng ca bnh. c s ph chun FDA nm 1998, sn phm ny a ra bn vi doanh s trn 400 triu USD trong nm u tin trn th trng, v sinh ra thu nhp cho Immuex khong 2 t USD hng nm. Mc d y l mt tim nng th trng khng l, nhng bn quyn ca Immunex chn ng cc i th cnh tranh i vi sn phm Enbrel ca mnh. Tuy nhin, cng c nhiu pht minh khc khng d dng c bo v vi s bt chc bng h thng bn quyn nh i vi sn phm sinh hc. V d, trong k thut in t v my tnh, thng c th l cc bn quyn pht minh chung. Bt chc cc kh nng. Bt chc cc kh nng ca mt cng ty s kh hn bt chc cc ngun lc hu hnh v v hnh, n gin bi v kh nng ca mt cng ty, ngi bn ngoi thng l khng nhn thy c. V cc kh nng da trn cch thc ra quyt nh v cc qu trnh qun tr su trong cng ty, ngi bn ngoi rt kh cho nhn ra. V d, ngi bn ngoi kh c th nhn dng mt cch chnh xc l do ti sao 3M pht trin sn phm mi thnh cng nh vy, v ti sao Nh sn xut thp Nucor thnh cng, ti sao Cisco c th lun ng tuyn u ca th trng thit b mng. Bn cht kh nhn dng ca cc kh nng cng khng ngn chn s bt chc. Trn phng din l lun, cc i th cnh tranh vn c th hiu c cch thc vn hnh ca mt cng ty bng cch thu ngi t cng ty . Tuy nhin, cc kh nng ca mt cng ty cng him khi ch tp trung vo mt c nhn. C th khng mt c nhn no trong t chc c th nm ht tng th ca cc th tc vn hnh ni b. Trong trng hp thu ngi t cng ty thnh cng bt chc cc nng lc ch yu ca n l v ch.

-98 -

Ni tm li bi v cc ngun lc d b bt chc hn cc kh nng, cc nng lc to s khc bit da trn kh nng c o c th s bn lu hn (t b bt chc) hn l da trn c s cc ngun lc. iu dng nh c v thch hp cho vic to lp nn tng cho li th cnh tranh lu di. Nng lc ca cc i th cnh tranh Theo nghin cu ca Pankaj Ghemawat, v pha i th cnh tranh yu t quyt nh ch yu nng lc bt chc ca h i vi li th cnh tranh ca mt cng ty khc l do bn cht ca nhng cam kt chin lc trc ca i th cnh tranh. Cam kt chin lc, theo Ghemawat l s gn b ca mt cng ty vi mt cch thc tin hnh kinh doanh c th, l, s pht trin mt b cc ngun lc v nng lc v nng lc. Quan im ca Ghemawat l mt khi cng ty to ra mt cam kt chin lc, n s rt kh khn trong vic tm cch p ng vi s cnh tranh mi nu n phi t b s cam kt ny. Do , khi cc i th cnh tranh hon ton gn vi cc cam kt c thit lp lu di vi mt cch thc kinh doanh, n c th bt chc rt chm vi mt s ci tin li th cnh tranh ca cng ty. Do li th cnh tranh s tng i bn. Mt yu t khc quyt nh kh nng ca cc i th cnh tranh i ph vi li th cnh tranh ca mt cng ty l kh nng hp th- l kh nng ca mt doanh nghip c th nhn din, nh gi, ng ho, v s dng cc kin thc mi. V d, trong nhng nm 1960 v 1970, Toyota pht trin mt li th cnh tranh trn c s s ci tin h thng sn xut mm do chi ph thp (Lean Production Systems), cc i th cnh tranh nh General Motor bt chc ci tin ny rt chm, ch yu bi v h thiu nng lc hp th cn thit. General Motor l mt t chc qu quan liu v hng ni, do , n rt kh nhn din, nh gi, ng ho v s dng cc kin thc mi trn c s h thng sn xut mm do chi ph thp. Thc vy, rt lu sau General Motor nhn ra v hiu c tm quan trng ca h thng sn xut ny, cng ty vn phi gng sc vt ln ng ho v s dng kin thc hc c. Ni cch khc, tnh ni b c th gy ra kh khn cho cc i th cnh tranh p ng vi mt i th khc ang chim v th cnh tranh v sn phm mi hay qu trnh mi hay trn c s ci tin. Pha trn c hai nhn t cam kt chin lc v kh nng hp th km s hn ch kh nng ca cc i th cnh tranh bt chc li th cnh tranh ca mt i th khc, c bit khi li th cnh tranh pht sinh t ci tin sn phm hay qu trnh. y chnh l l do ti sao, khi cc ci tin nh dng li cc qui tc cnh tranh trong mt ngnh gi tr thng di tr t tay cc i th cnh tranh c n nhng doanh nghip mi ang hot ng vi m hnh kinh doanh mi. Mc nng ng ca ngnh Mt mi trng ngnh nng ng l mi trng m trong s thay i din ra nhanh chng. Trong hu ht cc ngnh nng ng c khuynh hng ci tin sn phm rt cao, v d ngnh in t tiu dng, ngnh my tnh c nhn. Tc ci tin nhanh trong cc ngnh nng ng c ngha l chu k sng ca sn phm s ngn li v li th cnh tranh c th chuyn dch rt nhanh. Mt cng ty hm nay c li th cnh tranh c th c v th th trng mnh, ngy mai c th b nh bi s ci tin ca mt i th cnh tranh. Trong ngnh my tnh c nhn, s tng ln nhanh chng v nng lc tnh ton trong hai thp k va qua nh hng ln n mc ci tin v mi trng v nh hn lon. Phn nh s lin tc ci tin, cui nhng nm 1970, u nhng nm 1980 Apple Computer c li th cnh tranh trn

-99 -

ton ngnh nh s ci tin ca n. Nm 1981, IBM chim li li th vi vic a ra chic my tnh c nhn u tin ca mnh. Tuy nhin, n gia nhng nm 1980, IBM mt li th cnh tranh vo tay nh ch to c nng lc nhn bn cao l Compaq, cng ty ny nh bi IBM trong cuc chy ua a ra my tnh da trn chp Intel 386. n lt mnh, trong nhng nm 1990 Compaq li mt li th cnh tranh vo cc cng ty nh Dell, Gateway, nhng ngi i tin phong v phng thc giao hng chi ph thp s dng Internet nh mt cng c bn hng trc tip. Tm li, tnh lu bn ca li th cnh tranh trong mt cng ty ph thuc vo ba yu t: cao ca ro cn bt chc, nng lc ca cc i th cnh tranh trong vic bt chc cc ci tin ca n, v mc nng ng chung ca ngnh. Khi ro cn bt chc thp, nng lc ca i th trn tr, v mi trng rt nng ng vi nhng ci tin lin tc theo thi gian th li th cnh tranh ca dng nh rt d b dch chuyn. Mt khc, ngay c trong nhng ngnh nh vy, mt cng ty cng c th t c li th cnh tranh lu di nu nh n c th u t to dng cc ro cn bt chc. 3.4. CHUI GI TR, V S SNG TO GI TR Chng ta c th t hi cc chc nng trong cng ty nh sn xut, marketing, R&D, dch v, h thng thng tin, qun tr vt liu, v qun tr ngun nhn lc ang gp nhng g vo qu trnh to ra gi tr. Thut ng chui gi tr ch tng coi mt cng ty l mt chui cc hot ng chuyn ho cc u vo thnh cc u ra to gi tr cho khch hng. Qu trnh chuyn ho cc u vo thnh u ra bao gm mt s hot ng chnh v cc hot ng h tr. Mi hot ng lm tng

Dch v khch hng Qun tr ngun nhn lc Thu mua trin (R&D Marketing Bn hng Cung cp ngoi Sn xut & ra bn

Chc nng h tr

Chc nng h tr

C s h tng

H thng thng tin

Cung cp ni b Chc nng chnh

thm gi tr cho sn phm. Hnh 3-5: CHUI GI TR

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3.4.1. Cc hot ng chnh Cc hot ng chnh phi thc hin vi vic thit k, to ra v giao sn phm cng nh cc hot ng marketing cc dch v hu mi v h tr. Trong chui gi tr m t Hnh 3-5, cc hot ng chnh chia lm bn hot ng: R&D, sn xut, marketing, v dch v. Nghin cu v pht trin(R&D) lin quan n vic thit k sn phm v thit k qui trnh sn xut. Mc d chng ta ngh v R&D thng lin tng n thit k sn phm vt cht v qu trnh sn xut trong cc doanh nghip ch to, song nhiu n v dch v cng thc hin R&D. V d, cc ngn hng cnh tranh vi nhau bng vic pht trin cc sn phm ti chnh mi, v cc phng thc mi a sn phm ny n khch hng. Cng vic ngn hng trc tuyn v cc th n thng minh l hai v d gn y v thnh qu ca pht trin sn phm mi trong ngnh ngn hng. Bng thit k sn phm vt tri, R&D c th tng tnh nng ca cc sn phm lm cho n thm hp dn vi khch hng. Cng vic ca R&D c th lm cho qu trnh sn xut hiu qu hn, do , h thp chi ph sn xut. Theo c hai cch, chc nng R&D trong doanh nghip u c th to ra gi tr. V d Intel to ra gi tr c bng pht trin cc b vi x l mnh hn, v bng vic gip khai ph cc qu trnh ch to hiu qu hn ( trong lin kt vi nhng ngi cung cp thit b). Sn xut lin quan n vic to ra sn phm hay dch v. Chc nng sn xut ca mt cng ty to ra gi tr bng vic thc hin cc hot ng ca n mt cch hiu qu, do h thp chi ph. Sn xut cng c th to ra gi tr bng vic thc hin cc hot ng ca n theo cch thc gn vi cht lng sn phm cao, iu ny dn n s khc bit v chi ph thp m c hai u to ra gi tr cho cng ty. Chc nng marketing v bn hng ca mt cng ty cng gip to ra gi tr tronh mt s hot ng. Thng qua nh v nhn hiu v qung co chc nng marketing c th tng gi tr m khch hng nhn thc c trong sn phm ca cng ty. Hn na cc hot ng ny gip to ra mt n tng d chu v sn phm ca cng ty trong tm tr ca khch hng, do n lm tng gi tr. V d, trong nhng nm 1980 cng ty Php Perrier lm cng vic ng thn phc thuyt phc cc khch hng M rng nc ga ng chai nh tr gi 1,5 USD/chai thch hn mc gi xp x 50 cent m mt cng thu lm, ng chai v phn phi nc. Chc nng marketing ca Perrier tng gi tr m khch hng gn cho sn phm. Marketing v bn hng cng c th to ra gi tr bng vic khm ph nhu cu khch hng v truyn thng tr li cho chc nng R&D ca cng ty n c th thit k sn phm ph hp hn vi nhu cu . Vai tr ca dch v khch hng trong mt cng ty l cung cp dch v hu mi v h tr. Chc nng ny c th to ra s nhn thc v gi tr vt tri trong tm tr khch hng bng vic gii quyt cc vn ca khch hng v h tr khch hng sau khi h mua sn phm. V d, Caterpillar nh ch to M v cc sn phm my hng nng di chuyn trn mt t, c th cung cp cc chi tit d tr n bt k ni no trn th gii trong phm vi 24 gi, do cc tiu thi gian ngng my m khch hng ca n phi chu khi my mc ca Caterpillar b hng hc. y l mt kh nng h tr cc k ng gi trong ngnh m s ngng my l rt tn km. Chnh iu ny gip

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tng gi tr m khch hng gn cho cc sn phm ca Caterpillar, v do gi m Caterpilla c th i hi cng cao hn. 3.4.2. Cc hot ng h tr Cc hot ng h tr cung cp cc u vo cho php cc hot ng chnh xy ra Chc nng qun tr vt liu (hay logistic) lm dch chuyn vt cht qua ton b chui gi tr t thu mua n sn xut v phn phi. Hiu qu gn vi hot ng ca n c th lm h thp ng k chi ph do to ra nhiu gi tr hn. Wal-mart mt nh bn l khng l ca M c cho l qun tr vt liu hiu qu nht trong ngnh bn l. Bng vic kim sot cht ch lung hng ho t cc nh cung cp qua h thng kho v n tn tay khch hng, Wal-mart trch c vic phi gi lng tn kho qu ln. H thp tn kho ngha l h thp chi ph, do to ra nhiu gi tr hn. Qun tr ngun nhn lc bo m rng cng ty c cc k nng ph hp thc hin nhim v lm tng gi tr ca mnh mt cch hiu qu. Chc nng qun tr ngun nhn lc cng thc hin cng vic nhm bo m rng con ngi c o to, hun luyn, ng vin v th lao mt cch y thc hin cc nhim v lm tng gi tr ca h. H thng thng tin dng ch (mt cch ph bin) h thng in t cho qun tr tn kho, theo di bn hng, nh gi sn phm, bn sn phm, p ng cc yu cu v dch v khch hngH thng thng tin khi kt hp vi c tnh truyn thng ca Internet ang ha hn kh nng bin i cch thc qun l c hiu qu v hu hiu cc hot ng khc nhau nhm to ra gi tr. Cisco s dng h thng thng tin trn c s Internet bin i mt cch su sc phng thc thc hin cc chc nng marketing, bn hng v dch v, thu c hiu qu ng k trong qu trnh. Wal-mart l mt v d khc v vic s dng h thng thng tin thay i ng k cch thc kinh doanh. Chc nng qun tr vt liu ca Wal-mart c th theo di hn hp sn phm v vic bn tng loi hng c th rt cht ch. Wal-mart him khi phi gi cc hnh ho khng cn dng, do lm gim chi ph, v li cng ty cng c kh nng cung cp hn hp sn phm ng n ti khch hng, do lm tng nhn thc v gi tr khch hng gn cho Wal-mart. C s h tng ca cng ty c c tnh hi khc so vi cc hot ng h tr khc. C s h tng ngha l mun ni n bi cnh din ra cc hot ng to gi tr khc. C s h tng bao gm cu trc t chc, h thng kim sot v vn ho cng ty. Bi v, trong cng ty cc nh qun tr cp cao c th dng nh hng ng k ca mnh n nhng iu ny, h cng c th xem nh l mt b phn ca c s h tng ca cng ty. Thc vy, thng qua lnh o mnh, cc nh qun tr c th nh hng mt cch c thc c s h tng ca cng ty, v qua n, thc hin tt c cc hot ng sng to gi tr khc trong cng ty. 3.4.3. Cc mc tiu an cho cc chc nng Vic t c s vt tri v hiu qu, cht lng, ci tin v p ng khch hng yu cu cc chin lc bao qut mt s cc hot ng to gi tr nht nh. Thc vy, cc mc tiu ny c th c xem nh l xuyn qua cc chc nng to gi tr khc nhau trong cng ty. t c chc nng ny yu cu mt s kt hp cho cc chc nng mt cch ng k.

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3.4.4. Khai thc ngoi lc Khai thc ngun bn ngoi (outsourcing) hay khai thc ngoi lc l vic mua sm cc hot ng to gi tr t cc nh cung cp bn ngoi. Trong cc ngnh c tnh ton cu ha cao, khuynh hng khai thc ngun bn ngoi cng tng nhanh. Trong mt s ngnh, hu nh cc cng ty u c th tm kim gi tr thng qua vic khai thc bn ngoi mt cch hu hiu. Cc ngnh nh ch to t v gn y l in t l nhng v d r rng v tnh th ny. Khai thc ngun bn ngoi c th tr nn rt hu hiu bi c rt t, nu khng mun ni l khng c cng ty no c cc ngun lc v kh nng v tt c cc hot ng ch yu cng nh h tr to gi tr. Hn na, cc hot ng khai thc ngun bn ngoi m cng ty thiu nng lc, n c th tp trung vo cc lnh vc m n c th to ra s vt tri. Cc nghin cu khc cng lu rng khai thc cc ngun bn ngoi s khng hiu qu nu khng c cc kh nng bn trong kt hp vi cc ngun bn ngoi mt cch hiu qu cng nh phi hp cc nng lc ct li. V d, Dell Computer khai thc ngoi lc hu ht cc hot ng ch to v dch v khch hng, iu ny cho php cng ty tp trung vo vic to gi tr thng qua cc kh nng phn phi trc tuyn v dch v ca n. nhn din cc hot ng h tr v ch yu khai thc t bn ngoi mt cch thch hp, bn k nng c bn cn thit i vi cc nh qun tr l: t duy chin lc, to tng, qun l cc i tc, v qun tr s thay i.30 Cc nh qun tr phi hiu rng c nn khai thc ngoi lc hay khng v khai thc nh th no to ra li th cnh tranh trong cng ty, v th h cn phi c t duy chin lc. hon thnh cc giao dch khai thc ngoi lc hu hiu, cc nh qun tr cn c tng, c th bo m rng cc nh qun tr bn trong s dng mt cch y cc li ch t cc nh cung cp bn ngoi. Cc nh qun tr phi c kh nng thy trc v cai qun mt cch thch hp mi lin h gia cng ty vi cc dch v t bn ngoi. Cui cng, khai thc t bn ngoi c th lm thay i cch thc hot ng ca cng ty, cc nh qun tr cc chng trnh ny phi c kh nng qun tr s thay i. 3.5. TI SAO CC CNG TY THT BI

30

M. Useem & J. Harder, 2000, "Leading laterally in company outsourcing", Sloan Management Review, 41(2):2536.

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Ti sao cc cng ty li mt i li th cnh tranh v hn na ti sao cc cng ty tht bi? Chng ta nh ngha mt cng ty tht bi l cng ty m t l li nhun ca n gim thp ng k so vi t l li nhun bnh qun ca cc i th cnh tranh. Mt to s cng ty c th mt i li th cnh tranh ca n nhng vn cha tht bi. N ch t mc li nhun bnh qun m thi. Tht bi hm khc lit hn. Cng ty tht bi ni chung l thu nhp thp hoc m; ni cch khc n tnh trng bt li v cnh tranh. Hnh 3-6:CC B PHN CA PHN TCH NI B

Cnh tranh chin lc Cc li th cnh tranh Khm ph Cc nng ct li Cc nng lc ct li 4 tiu chun Li th bn vng Phn tch chui gi tr l c

Cc kh nng

Cc ngun lc: Hu hnh V hnh

Khai bn ngoi

thc

Cu hi ny c bit thch hp bi v cc cng ty thnh cng nht ca th k 20 cng i khi nhn thy v th cnh tranh ca h b xu i. Cc cng ty nh IBM, General Motor, American Express, Digital Equipment, Compaq Computer tt c u cho chng ta nh nhng v d v cng vic qun tr tuyt vi, v tt c cng u phi tri qua nhng thi k hiu sut ti chnh km ci, khi y r rng h thiu li th cnh tranh. Chng ta s bn n ba l do lin quan n s tht bi l: s tr tr, cam kt vi cc chin lc trc, nghch l Icarus. 3.5.1. Tnh tr tr Tnh tr tr chnh l nhng g kh khn trong vic thay i chin lc v cu trc thch nghi vi cc iu kin cnh tranh thay i. IBM l mt v d kinh in v vn ny, Trong 30 nm, n lun c xem nh mt cng ty my tnh thnh cng nht th gii. Sau , trong mt khong thi gian ngn chng vi nm, nhng g l thnh cng ca n li chuyn thnh thm ho, vi s l ln n 5 t USD vo nm 1992, v phi cho ngh vic 100000 nhn vin. Nguyn nhn ch yu dn n kh khn ca IBM l s gim thp ng k chi ph ca cc my tnh c nng lc ln do nhng ci tin ca b vi x l. Vi s xut hin ca cc b vi x l cng sut cao chi ph thp, qu o ca th trng my tnh chuyn t my tnh ln sang my tnh nh, l cc my tnh c nhn vi

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chi ph thp. iu ny b cc hot ng kinh doanh my tnh khun kh ln s ca IBM tt li vi mt th trng suy thoi. Cho d IBM v vn c s hin din ng k trong th trng my tnh, nhng n tht bi trong vic dch chuyn t my tnh kh ln sang my tnh c nhn. Ti sao cc cng ty thy kh khn khi thch ng vi cc iu kin mi trng mi m? Mt nhn t ni bt l cc kh nng trong t chc ang gy ra s hng ni. Chng ta bit rng kh nng l cch thc m mt cng ty ra quyt nh v qun tr cc qu trnh ca n ca t chc v l ngun to ra li th cnh tranh, ngc li, cc kh nng cng kh thay i. IBM lun nhn mnh vo hip tc cht ch gia cc n v hot ng khc nhau, qu trnh ra quyt nh nhn mnh vo s ng tm nht tr ca cc n v nh mt iu kin tin quyt cho mt quyt nh tin trin.Nng lc ny l mt ngun li th cho IBM trong sut nhng nm 1970, khi s hp tc gia cc n b trn ton th gii l cn thit pht trin, ch to v bn cc my tnh kh ln. Nhng mt b my quan liu vn ng chm li l li mn dn n tht bi nhng nm 1990 khi cc t chc phi thch nghi nhanh chng vi s thay i nhanh ca mi trng. Cc kh nng kh thay i bi v s phn b quyn lc v nh hng gn cht vi vic ra quyt nh v cc qu trnh qun tr trong t chc. R rng, nhng ngi ng vai tr then cht trong qu trnh lm quyt nh s c nhiu quyn lc hn. V th s thay i ca cc kh nng thit lp trong mt t chc c ngha thay i s phn b quyn lc v nh hng hin hu, tt nhin, nhng ngi c quyn lc t ho hng vi nhng s thay i nh vy. Cc ngh thay i s khi xng nhng cuc chin quyn lc. Tnh tr tr ca t chc xut hin khi nt bm quyn lc v cn tr chnh tr gn lin vi c gng thay i cch thc ra quyt nh v qun tr cc qu trnh ca t chc. iu ny khng bao hm ngha t chc khng th thay i. Tuy nhin, v s thay i lun b cn tr bi nhng ngi cm thy s thay i ang e do h, trong nhiu trng hp thay i em n khng hong, lc cng ty c th hon ton tht bi. 3.5.2. Cam kt chin lc Ghemawat ch ra rng cc cam kt chin lc trc ca mt cng ty khng ch hn ch kh nng bt chc cc i th cnh tranh, m cn gy ra cc bt li v cnh tranh.V d, IBM u t ch yu vo lnh vc kinh doanh my tnh kh ln. Khi th trng thay i, n b sa ly v cc ngun lc ng k c chuyn mn ho cho lnh vc kinh doanh . Cng ty c nhng nh xng to ra my tnh kh ln, cc t chc nghin cu cng c chuyn mn ho tng t, cng vi mt lc lng bn chuyn v my tnh kh ln. Cc ngun lc ny khng thch hp vi lnh vc kinh doanh my tnh c nhn mi pht sinh, do , nhng kh khn ca IBM u nhng nm 1990 l khng th trnh khi. Cc cam kt vi chin lc kho chn cng ty vo mt lnh vc kinh doanh ang b thu hp. Vic t b cc ngun lc ny b hn ch bi gy ra th thch kh khn cho tt c cc bn hu quan ca t chc. 3.5.3. Nghch l Icarus Danny Miller, trong cun sch ca mnh, mc nhin cng nhn ngun gc ca tht bi cnh tranh c th c nguyn nhn t iu m ng gi l nghch l Icarus. Icarus l mt nhn vt trong thn thoi Hi lp. Icarus s dng mt cp cnh do b lm cho trn thot khi hn o, ni m Icarus ang b giam gi. Icarus bay cao mi, cao mi, gn st mt tri, v n khi chm c vo mt tri, sc nng lm chy ht lp sp ong gn hai ci cnh vi nhau, Icarus b nho v cht bin

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Aegean. Nghch l chnh l ch ti sn ln nht ca Icarus l kh nng bay th li l s vay mn. Miller ch ra rng nghch l ny cng hm vi nhiu cng ty thnh cng. Theo Miller, nhiu cng ty tr nn qu lo mt vi nhng thnh cng ban u, h cng tin hn vo nhng c gng tng t s em n cho h thnh cng trong tng lai. V th cng ty c th tr nn qu chuyn mn ho v t mn, h mt i tm nhn thc t th trng cng nh cc yu cu nn tng t c mt li th cnh tranh. Sm mun g h cng b tht bi. Miller tp hp thnh bn dng nghch l Icarus lm cc cng ty tht bi. Th nht, nghch l ca Nhng ngi lnh ngh nh Texas Instruments v Digital Equipment Corporation (DEC). Ban u, h t c thnh cng bng s xut sc v k thut. Sau , thng li cun ht h vo nhng t m k thut, mt tm nhn i vi cc thc tin th trng, kt cc l cc cng ty tr nn qu li thi. Loi th hai, nhng ngi to dng v d nh Gulf&Western v ITT. Cc cng ny thnh cng trong vic to dng cc cng ty a dng ho hp l. Sau ny, h tr nn qu say m vi s a dng ho coi nh mc ch ca mnh. S a dng ho nh vy i qu xa vi im sinh li m h c th t. Th ba, nhng ngi i u nh Wang Lab. S ham thch ban u ca h l cc ci tin rt sng gi, h tip tc tm kim nhng s ci tin sng gi, nhng kt cc ca cun tiu thuyt sn xut l nhng sn phm v dng. Cui cng, nhng ngi bn hng m Procter&gamble v Chrysler l tm gng. H tr nn v cng thuyt phc vi kh nng bn bt c g. H ch quan tm va phi ti pht trin sn phm v s xut sc trong ch to, kt qu l sinh ra mt lot cc sn phm thp km v nht nho. 3.6. DUY TR LI TH CNH TRANH Bng cch no cng ty c th trnh c cc cm by, cm d trong khi nhiu cng ty khc thnh cng. Bng cch no n c th to dng li th cnh tranh bn vng. Chng ta s khng c mt cu tr li hon chnh nu ch trong phn vit di y v vn ny. Tuy nhin, c th ch ra y mt s im c th lm. 3.6.1. Tp trung vo vic to lp cc khi li th cnh tranh Trc ht, duy tr mt li th cnh tranh cng ty cn lin tc tp trung vo bn khi li th cnh tranh chung- l hiu qu, cht lng, ci tin v p ng khch hng. V pht trin cc kh nng to s khc bit m c th tc ng ti s hiu sut vt tri trong cc lnh vc ny. Mt gi ca Miller trong nghch l Icarus l nhiu cng ty thnh cng tr nn mt cn bng khi theo ui kh nng to s khc bit ca h. DEC l mt v d, h tp trung qu vo cht lng k thut, trong khi li b b nhng iu quan trng nht l p ng khch hng. Cc cng ty khc th qun tp trung vo mt kh nng to s khc bit no . y l trng hp ca ITT, gim c iu hnh mu quyn lc Harold Geneen, tp trung vo a dng ho qun i vic l phi tp trung vo t c s xut sc v hiu qu, cht lng, s ci tin v p ng khch hng cp cc n v kinh doanh trong cng ty.

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3.6.2. Ci thin lin tc th ch v hc hi Ch c mt iu khng thay i l th gii lun thay i. Cc ngun ca li th cnh tranh ngy hm nay c th b i th cnh tranh c nng lc bt chc nhanh chng, hoc c th b lm cho lc hu bng s ci tin ca mt i th. Trong mt mi trng nng ng v chuyn bin nhanh nh vy ch c mt cch thc cng ty c th duy tr li th cnh tranh theo thi gian l ci thin lin tc hiu qu, cht lng, v s p ng khch hng. c c iu cn phi nhn thc v tm quan trng ca vic hc hi trong t chc. Cc cng ty thnh cng nht khng phi l cc cng ty ng mi vi vng nguyt qu ca h. H l nhng cng ty lin tc tm ra cch thc ci tin hot ng ca mnh, v lin tc nng cp gi tr ca cc kh nng to s khc bit hay to ra cc kh nng mi. Cc cng ty nh General Electric v Toyota ni ting l cc t chc hc tp. iu ny c ngha l h lin tc phn tch cc qu trnh lm nn tng ca hiu qu, cht lng, s ci tin v p ng khch hng. Mc tiu ca h l hc t nhng li lm trc, v tm ra cch thc ci thin cc qu trnh theo thi gian. iu ny cho php Toyota lin tc nng cao nng sut lao ng v cht lng sn phm, trnh phi chung bc vi nhng ngi bt chc. 3.6.3. Theo di s thc hin tt nht ca ngnh v s dng vic nh chun Mt trong nhng cch tt nht pht trin cc kh nng to s khc bit thng qua s vt tri v hiu qu, cht lng, ci tin, v p ng khch hng, l, nhn din cch thc hnh tt nht trong ngnh v thch ng vi n. Ch bng cch mt cng ty c th to dng v duy tr cc ngun lc v kh nng lin kt n s xut sc v hiu qu, cht lng, ci tin, v p ng khch hng. Cn phi theo di s thc hin ca cc cng ty khc v c l cch tt nht l thng qua nh chun (benmarking). y l qu trnh t cng ty trong s so snh vi cc sn phm, s thc hin v dch v ca cc i th hiu qu nht. V d, khi Xerox gp kh khn u nhng nm 1980, n quyt nh a ra chnh sch nh chun nh l mt cng c nhn dng cch thc ci thin hiu qu vn hnh ca mnh. Xerox so snh vi L.L Bean v th tc phn phi, vi Deer &Company v vn hng my tnh trung tm, vi Procter&Gamble v marketing, v vi Florida Power &Light v qun tr cht lng ng b. u nhng nm 1990, Xerox nh chun 240 hot ng vi cc lnh vc c th so snh ca cc ty khc. Qu trnh ny c tha nhn l gip cho Xerox ci thin ng k hiu qu vn hnh ca n. 3.6.4. Vt qua s tr tr Mt l do na dn n tht bi l s thiu kh nng thch ng vi cc iu kin thay i v tnh tr tr ca t chc. Vt qua cc ro cn vi s thay i trong t chc l mt yu cu then cht duy tr mt li th cnh tranh. Nhn dng cc ro cn vi s thay i l mt bc u tin quan trng. Sau bc ny thc thi cc thay i , nhng ngi lnh o tt phi bit s dng quyn lc mt cch sng sut, thc hin cc thay i thch hp v cu trc t chc v h thng kim sot

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TM TT CHNG V N TP Mc tiu chnh ca chng ny l nhn dng cc c s ca li th cnh tranh xc nh ti sao, trong mt ngnh c cc cng ty ny thc hin tt hn cc cng ty khc. Li th cnh tranh l sn phm ca t nht mt trong cc yu t: s vt tri v hiu qu, cht lng, ci tin, v p ng khch hng. Vic t c s vt tri yu cu cng ty phi pht trin cc kh nng to s khc bit thch hp. Kh nng to s khc bit li l sn phm ca cc ngun lc v nng lc m cng ty c c. Chng ny cng xem xt vn lin quan n bn ca li th cnh tranh. bn ny c xc nh bi cao ca ro cn bt chc, nng lc ca cc i th cnh tranh trong vic bt chc cc li th ca cng ty, v mc chuyn ng ca mi trng. Cui cng tho lun v vn ti sao cc cng ty tht bi v iu g gip h trnh tht bi. Tht bi ca mt cng ty c th do cc yu t nh s tr tr, nhng cam kt vi chin lc trc, v nghch l Icarus. trnh tht bi cng ty cn c gng lin tc nng cp cc kh nng phn bit ca n ph hp vi vic thc hin tt nht trong ngnh v thc hin cc bc vt qua s tr tr. Cc im chnh ca chng ny c th tm tt nh sau: Ngun ca li th cnh tranh l s to ra gi tr vt tri. to ra gi tr vt tri mt cng ty phi c chi ph thp hn, to ra khc bit sn phm do c th yu cu mc gi cao hn, hay thc hin ng thi c hai. Bn khi to lp li th cnh tranh l : hiu qu, cht lng, ci tin, v p ng khch hng. Hiu qu vt tri cho php mt cng ty h thp chi ph; cht lng vt tri cho php n va h thp chi ph va i hi mc gi cao hn; s vt tri v phc v khch hng cho php n t mc gi cao hn; vt tri v ci tin c th dn n gi cao hn, c bit trong trng hp ci tin sn phm, hoc h thp chi ph trong trng hp ci tin qu trnh. Cc kh nng to ra khc bit l sc mnh c o ca mt cng ty. Cc kh nng to ra s khc bit ng gi cho php mt cng ty nhn mc li nhun trn mc bnh qun ngnh. Cc kh nng to s phn bit ca mt t chc pht sinh t nhng ngun lc v nng lc ca n. Cc ngun lc ch cc ti sn ti chnh, vt cht, nhn s, cng ngh, v t chc ca mt cng ty. t c mt li th cnh tranh, cc cng ty cn theo ui cc chin lc trn c s cc ngun lc v cc nng lc hin c ca mt t chc v h cng cn xy dng cc chin lc trn c s cc ngun lc v nng lc tng thm (Pht trin cc kh nng mi) bn ca li th cnh tranh ca mt cng ty ph thuc vo chiu cao ca ro cn nhp bt chc, nng lc ca i th cnh tranh, v tnh nng ng ca mi trng. Cc cng ty tht bi ni chung nhn li nhun thp hay m. C ba nhn t dng nh tc ng n s tht bi l: tnh tr tr ca t chc, bn cht ca nhng cam kt chin lc trc , v ngch l Icarus. trnh tht bi cn khng ngng tp trung vo cc khi li th cnh tranh nn tng, lin tc ci thin, nhn din v thch ng vi s thc hin tt nht trong ngnh, v chin thng s tr tr.

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CU HI N TP 1- Cc hm chnh trong chng ny v xy dng chin lc? 2- im mnh v im yu ca cng ty l g? 3- Li th cnh tranh ca cng ty l g? Th no l li th cnh tranh bn vng? 4- Nu cc khi c bn to ra li th cnh tranh? 5- Th lo l ngun lc v nng lc tim tng? Bnh lun v kin cho rng mi ngun lc ca cng ty u to ra li th cnh tranh? 6- Nu cc yu t c bn to ra tnh lu bn ca li th cnh tranh? 7- Nu hm ca phn tch chui gi tr? 8- Khai thc ngoi lc l g? Nu tm quan trng ca khai thc ngoi lc 9- Khi no mt li th cnh tranh ca mt cng ty tn ti theo thi gian? 10- iu g l quan trng hn trong gii thch s thnh cng hay tht bi ca mt cng ty, hoch nh chin lc hay may mn? 11- S hc hi c ngha chin lc nh th no? 12- Nu cc nguyn nhn dn n tr tr, v cc cch thc thot khi s tr tr?

-109 -

13- TI LIU THAM KHO 1- A.J Almanaey (2001), Strategic Analysis: An Approach to building distinctive competencies, 2st Sheffield Publishing Company 2- Alex Miller (1998). Strategic Management 3rd Ed. Irwin/McGraw-Hill 3- Charles W.L. Hill, Gareth R.Jones (2002) Strategic Management : An intergrated Aproach, 5th Ed. Houghton Mifflin. 4- Christopher A. Bartlett, Sumantra Ghoshal (1989), Managing Across Borders: The Transnationnal Solution. Harvard Business School Press, Bosston Masachusets 5- Chris Argyris, Donald A. Schn (1996), Organization Learning II: Theory, Method, and Practice, Addion-Wesley Publishing Company 6- Chistopher G. Worley, David E.Hitchin, Walter L.Ross (1996), Integrated Strategic Change: How OD Builds Competitive Advantage, Addion-Wesley Publishing Company. 7- David A.Decenzo, Stephen P.Robbins (2002), Human Resource Management, 7 th Ed. John Wiley &Sons. 8- Irene Chow, Neil Holbert, Lane Kelley, Julie Yu (1997), Business Strategy: An Asia-Pacific Focus, Prentice Hall 9- Jeffrey A.Mello (2006), Strategic Human Resource Management, 2st Thomson. South West,

10- Henry Mintzberg, James Brian Quinn, John Voyer (1995), The Strategy Process, Collegiate Ed.Prentice Hall. 11- Peter Wright, Mark J. Kroll, John Parnell (1996), Strategic Management : Concepts and Cases 3rd Ed. Prentice Hall 12- Thomas L. Wheelen, J. David Hunger (2004) Strategic Management and Business Policy 9th. Prentice Hall. 13- Thompson Strickland, (1998) Strategic Management : Concepts and Cases, 10th Ed. Irwin/McGraw-Hill 14- William C. Frederick, James E. Post, Keith Davis (1992), Business and Society: Corporate Strategy, Public Policy, Ethics, 7th Ed, McGraw-Hill,Inc

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CHNG 4 TO DNG LI TH CNH TRANH THNG QUA CC CHIN LC CHC NNG

KHI QUT T C S VT TRI V HIU QU Sn xut v hiu qu: Tnh kinh t v qui m Sn xut v hiu qu: Hiu ng hc tp Sn xut v hiu qu: ng cong kinh nghim Sn xut hiu qu: sn xut linh hot sn xut theo yu cu khch hng khi lng ln Marketing v hiu qu Qun tr vt liu, JIT v hiu qu Chin lc R&D v hiu qu Chin lc ngun nhn lc v hiu qu H thng thng tin, Internet, v hiu qu C s h tng v hiu qu T C CHT LNG VT TRI Khi nim TQM p dng TQM T C S CI TIN VT TRI T l tht bi cao trong ci tin To lp cc kh nng ci tin Tm tt: t c s ci tin vt tri T C S P NG KHCH HNG VT TRI Tp trung vo khch hng Tho mn nhu cu khch hng Tm tt: t c s p ng khch hng vt tri TM TT CHNG V CU HI N TP

- 111 -

KHI QUT Chng ta tho lun v vai tr trung tm ca hiu qu, cht lng, ci tin, v p ng khch hng trong vic to lp v duy tr mt li th cnh tranh. Bn cht ca cc khi cnh tranh ny s hin ln r hn nu, chng ta c th ch ra vai tr ca cc nh qun tr v cch thc ci thin hiu lc ca chng. Cc chin lc cp chc nng l chin lc hng n ci thin hiu lc ca cc hot ng c bn trong phm vi cng ty, nh sn xut, marketing, qun tr vt liu, nghin cu v pht trin (R&D), v ngun nhn lc. Mc d mi chin lc cc nng c th tp trung vo mt chc nng nht nh, nhng ci thin thc s hiu lc ca mt khi cnh tranh no cn c s phi hp cht ch gia cc chc nng vi nhau. Chng ny nhm mc ch gip bn s hiu r rng v cc hnh ng ca cc nh qun tr thc hin cp tc nghip nhm t c s vt tri v hiu qu, cht lng,ci tin,p ng khch hng. 4.1. T C S VT TRI V HIU QU. Mt cng ty l mt c my ang chuyn ho cc u vo thnh cc u ra. c cc u ra l hng ho v dch v cng ty phi s dng cc u vo l nhng yu t c bn ca sn xut nh lao ng, t ai, tin vn, k nng qun tr, b quyt cng nghHiu qu ca qu trnh chuyn ha c o bng s lng u ra chia cho s lng u vo. Cng ty cng hiu qu khi n s dng cng t cc u vo to ra mt n v u ra, v th, n cn phn u h thp chi ph. Ni cch khc, mt cng ty hiu qu c nng sut cao hn cc i th cnh tranh v do chi ph thp hn. 4.1.1. Sn xut v hiu qu: Tnh kinh t v qui m Tnh kinh t v qui m l vic gim gi thnh n v sn phm lin quan n sn lng ln. Mt nguyn nhn dn n tnh kinh t v qui m d thy nht l kh nng phn b chi ph c nh cho khi lng ln sn phm sn xut. Chi ph c nh l cc chi ph pht sinh sn xut mt sn phm tng ng vi mt mc sn lng; chi ph ny bao gm chi ph mua my mc thit b, chi ph thit t my mc cho mt ln sn xut, chi ph nh xng, chi ph qung co v R&D. V d, Microsoft phi chi ra gn mt t USD pht trin mt phin bn ca h iu hnh Windows WINDOWS 2000. Microsoft c th t c tnh kinh t theo qui m mt cch ng k nh phn b cc chi ph c nh lin quan n pht trin h iu hnh mi cho mt khi lng bn khng l m n k vng v h iu hnh ny (90% my tnh c nhn trn th gii s dng h iu hnh ca Microsoft). Trong trng hp ca Microsoft, tnh kinh t theo qui m y ngha, bi v chi ph tng thm (chi ph bin) sn xut ra mt bn copy Window 2000 l khng ng k (khi mt bn chnh lm xong, cc CD cha h iu hnh ch vi cent).

- 112 -

Nhiu cng ty cng ngh cao c cu trc chi ph nh vy: chi ph c nh cao nhng chi ph bin rt thp. Cc cng ty vin thng b ra hng t USD vo c s h tng to dng mng li ca h, nhng s khng tn km g chuyn dch thm mt n v thng tin i qua mng ny. Intel b ra xp x 5 t USD xy dng mt nh my mi sn xut b vi x l, nhng cng ch cn vi cent l c th sn xut ra mt con chp. Cc cng ty dc phm c th tn km n 500 triu USD to ra mt loi thuc mi v cng ch cn vi cent sn xut ra cc n v thuc tng thm. Vi tt c cc cng ty nh vy, cha kho ca tnh hiu qu v kh nng sinh li l tng doanh s nhanh chng cc chi ph c nh c th phn b cho sn lng sn xut ln v thc hin mt cch ng k tnh kinh t v qui m. Nguyn nhn khc em li tnh kinh t v qui m cho cc cng ty sn xut khi lng ln l kh nng phn cng lao ng v chuyn mn ho cao hn. Chuyn mn ho c th xem l c tc ng tch cc n nng sut, bi v n cho php ngi lao ng tch ly k nng tt hn trong vic thc hin mt cng vic c th. V d kinh in v tnh kinh t theo qui m l trng hp mu t T ca Ford. Mu xe t t T ca Ford ra i nm 1923, cng l ln u tin trn th gii sn xut t khi lng ln, Ford s dng phng php sn lp rp theo dy chuyn tn km. Bng vic a vo s dng cc k thut sn xut dy chuyn, cng ty t c phn cng lao ng su sc hn ( l vic chia nh qu trnh lp rp thnh cc cng vic nh c th lp li) v chuyn mn ho lm tng nng lao ng. Ford cng c th phn b chi ph c nh ca vic pht trin mt kiu xe t v vic thit t my mc cho mt sn lng ln. Kt qu ca tnh kinh t ny lm chi ph ch to mt chic t cng ty Ford gim t 3000 USD xung cn 900 USD (la nm 1958). Tnh kinh t qui m khng ch lin quan n cc doanh nghip ch to nh Ford v Dupont, nhiu cng ty dch v cng hng li t vic thc hin tnh kinh t ca qui m. Hnh 4-1: ng cong chi ph di hn

Chi ph

Qui m hiu qu ti thiu Khi lng

- 113 -

Hnh 4-1, ng cong gi thnh n v di hn ca mt cng ty c dng ch L. Khi sn lng vt qu qui m hiu qu ti thiu, vic gim thm chi ph s rt kh khn. Tnh km hiu qu ca qui m cng c th pht sinh khi xut hin s quan liu trong cc doanh nghip ln, lm tng chi ph qun l cng ty m khng gim gi thnh n v. 4.1.2. Sn xut v hiu qu: Hiu ng hc tp Hiu ng hc tp l s gim chi ph do hc tp, nhn thc v tri nghim trong qu trnh lm vic. V d, do thc hin cng vic vic lp i lp li, ngi lao ng hc c cch thc tt nht thc hin mt cng vic . Ni mt cch khc, nng sut lao ng tng ln theo thi gian, v gi thnh n v gim khi cc c nhn hc c cch thc thc hin cc nhim v nht nh hiu qu nht. Tng t, trong cc nh my mi cc nh qun tr cng tri nghim, hc tp, v tm ti theo thi gian tm cch vn hnh hot ng sn xut mi tt nht. V th, chi ph sn xut gim do tng nng sut lao ng v qun tr hiu qu. Hnh 4-2: HIU QU THEO QUI M V HIU NG HC TP

Qui m hiu qu Chi ph

Chi ph binh qun Hiu ng hc tp Chi ph binh qun

Sn lng

Hiu ng hc tp cng tr nn c ngha hn khi cc cng vic phc tp v cng ngh c lp i lp li, nh th c nhiu c hi hc tp hn. Ni cch khc, hiu ng hc tp s c ngha hn trong cc qu trnh lp rp vi 1000 bc cng vic phc tp so vi qu trnh lp rp ch c 100 bc cng vic gin n. Mc d hiu ng hc tp thng lin quan vi qu trnh ch to, nhng ging nh tnh kinh t v qui m, hiu ng hc tp cng rt quan trng trong nhiu ngnh dch v. V d mt nghin cu ni ting v vic hc tp trong ngnh chm sc sc kho cho thy nhng ngi cung cp dch v y t cng c kinh nghim trong mt s th tc

- 114 -

phu thut ph bin, cng c t l t vong thp. iu cho thy rng hiu ng hc tp c tc dng trong phu thut.1Cc tc gi ca nghin cu ny dng dn chng gi vic thit lp cc trung tm mi vng cung cp dch v chm sc y t chuyn mn ho cao. Cc trung tm ny s thc hin nhiu th thc phu thut c th (v d m tim), thay cho cc phng m vi s lng t vi t l t vong cao. Nghin cu ng cong chi ph trung bnh di hn ca mt cng ty (Hnh 4-2) cho thy nu tnh kinh t v qui m hm mt s di chuyn dc theo ng cong (gi s t A n B), th hiu ng hc tp li hm s dch chuyn ton b ng cong i xung (B ti C trong). ng vi mi mc sn lng, c lao ng v qun tr tr nn ngy cng hiu qu hn. Tuy nhin, nu cng vic khng qu phc tp hiu ng hc tp s bin mt sau mt khong thi gian nht nh. Thc vy, hiu ng hc vic ch thc s quan trng trong thi k u thit lp mt qu trnh mi v s ngng sau hai hay ba nm.2 Sn xut v hiu qu: ng cong kinh nghim ng cong kinh nghim ch s gim gi thnh n v mt cch h thng pht sinh sau mt chu k ca sn phm.3 Theo khi nim ng cong kinh nghim, gi thnh ch to n v sn phm ni chung s gim sau mi ln tch lu sn lng sn xut gp i (sn lng tch lu l tng sn lng sn phm sn xut). u tin mi lin h ny c quan st thy trong ngnh sn xut my bay, mi ln tch lu sn lng khung my bay ln gp i, gi thnh n v gim xung cn 80% so vi mc trc .1 Nh vy, chi ph sn xut khung my bay th t ch bng 80% so vi chic th hai, chic th tm ch tn 80% so vi chic th t, chic th 16 li bng 80% chi ph ca chic th tm, c th chi ph n v gim cn 80% sau mt ln tch lu gp i. H qu ca qu trnh ny hnh thnh mi lin h gia chi ph ch to mt n v sn phm v sn lng tch lu c biu din trong hnh 4-3. Hnh 4-3: ng cong kinh nghim

Chi ph n v

Sn lng tch lu

1 2 3

H.Luft, J.bunker, A. Enthoven, 1979, "Should Operations Be Regionized ", New Englanf Journal, 3001; pp 1364-1369 G.Hall, S. Howell, 1985, "The Experience Curve From Economist's Perspective," Strategic Management Journal 6 pp 1997-212 G.Hall, S. Howell, 1985, "The Experience Curve From Economist's Perspective," Strategic Management Journal 6

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Tnh kinh t ca qui m v hiu ng hc tp chnh l nn tng ca ng cong kinh nghim. Ni mt cch n gin, khi mt cng ty tng sn lng tch lu theo thi gian n c th thc hin c tnh kinh t v qui m (ging nh l tng khi lng) v hiu ng hc tp. Kt qu l gi thnh n v gim xung theo s tng ln ca sn lng tch lu. ngha chin lc ca ng cong kinh nghim rt r rng. N ch ra rng vi vic tng khi lng sn phm v th phn cng s em li li th v chi ph thng qua cnh tranh. Nh vy, do cng ty A trong hnh 4-3 dch chuyn nhanh hn xung phn di ca ng cong kinh nghim m c mt li th chi ph r rng so vi cng ty B. Quan nim ny c l l quan trng nht i vi nhng ngnh m qu trnh sn xut khi lng ln cc sn phm tiu chun (v d ch to chp bn dn). Nu mt cng ty mun tr nn hiu qu hn v c c li th chi ph thp, n phi c gng trt tht nhanh xung phn di ca ng cong kinh nghim. iu ny c ngha l to ra cc iu kin thun li cho tnh hiu qu v qui m trc c khi cng ty c nhu cu v theo ui mt cch tch cc s gim thp chi ph bng hiu ng hc tp. Cng ty cng c th cn phi chp nhn mt chin lc marketing c tnh tn cng, ct gim gi mt cch tch cc, nhn mnh vo cc xc tin bn hng to ra nhu cu, nh c th tch lu sn lng nhanh nht c th c. Mt khi dch chuyn nhanh chng xung pha di ca ng cong kinh nghim, bng u th vt tri v hiu qu, cng ty dng nh s c mt li th v chi ph vi cc i th cnh tranh. V d, Intel th s dng chin thut dch chuyn nhanh chng xung pha di ca ng cong kinh nghim ginh c u th chi ph so vi cc i th ca n trong sn xut b vi x l; v y cng l nguyn nhn gip Matsushita tr thnh ngi ln t th trng bng video VHF. Tuy nhin, cng ty dch chuyn xung pha di ca ng cong kinh nghim xa nht khng c t mn v li th chi ph ca mnh. Bi v, c ba l do gii thch ti sao cng ty khng nn nh vy. Th nht, hiu ng hc tp v tnh kinh t v qui m khng phi l vnh vin. Thc vy, ng cong kinh nghim c th bin mt mt im no , cng ty phi nhn ra iu . Khi iu ny xut hin, s gim gi thnh n v hn na do hiu ng hc tp hay tnh kinh t ca qui m rt kh din ra. Do , sm mun g, cc cng ty khc c th ui kp ngi dn o v chi ph. Mt khi iu ny xy ra, mt s cng ty chi ph thp c th c chi ph tng ng nhau. Trong trng hp , li th cnh tranh bn vng phi da vo cc yu t chin lc khc ngoi vic cc tiu ho chi ph sn xut trn nn cng ngh hin ti, nh p ng khch hng cht lng sn phm, hay ci tin. Th hai, li th chi ph ginh c t hiu ng kinh nghim b li thi do s pht trin cng ngh mi. V d, gi ca mt n hnh TV din ra theo m thc ca ng cong kinh nghim t khi xut hin TV cui nhng nm 1940 cho n nm 1963. Trong thi gian , gi bnh qun mt chic n hnh gim t 34 USD xung cn 8 USD (nm 1958). Vic ch to n hnh mu

A.A. Alchial, 1963, "Reability of Progress Curve in Airframe Production" Econometrica, 31 pp 679-693

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li yu cu mt cng ngh mi, v gi ca mt n hnh TV mu li nhy vt ln 51 USD vo nm 1966. ng cong kinh nghim t n xc lp li. Sau gi li gim xung cn 48 USD nm 1968, 37 USD nm 1970 v 36 USD nm 1972.1Ni tm li, s thay i cng ngh c th lm thay i cc qui tc ca tr chi, yu cu cc cng ty chi ph thp trc kia phi tng bc thit lp li li th cnh tranh ca h. Hnh 4-4: Chi ph n v sn xut ca luyn thp
Luyn tch hp Nghin nh

Chi ph bnh qun Chi ph n v

Chi ph n v

Chi ph bnh qun

Qui m ti u Sn lng

Qui m ti u Sn lng

Mt l do na trnh s t mn, l khi lng ln khng nht thit em li cho cng ty li th chi ph. Mt s cng ngh c nhng hm chi ph khc nhau. V d, ngnh luyn thp c hai phng n cng ngh khc nhau: mt cng ngh tch hp trn c s l luyn xy, cng ngh nghin nh da trn c s l h quang. Nh minh ho trong hnh 4-4 cng ngh nghin nh vi l h quang c qui m hiu qu ti thiu nh hn nhiu, trong khi cng ngh nghin trn c s luyn xi li c qui m hiu qu ti thiu rt cao. Thm ch ngay c khi hot ng vi sn lng hiu qu nht l luyn xy cng khng c li th chi ph so vi l h quang. H qu l, vic theo ui tnh kinh t ca kinh nghim vi mt cng ty s dng l luyn xy c th khng em li li th chi ph theo cch gii thch gin nv hin tng ny. Thc vy, trong phn ln cc thi k cc cng ty s dng l tch hp khng th c cc n hng a sn lng n mc vn hnh n mc ti u. V th chi ph ca n cao hn nhiu sao vi cc cng ty s dng l h quang.2Hn na, trong phn tip theo m chng ta s cp ti l trong nhiu ngnh cc cng ngh ch to linh hot a ra mt s ha hn cho php cc nh ch to nh sn xut vi mt chi ph c th so snh vi cc cng ty ln.

1 2

Anbernathy, Wayne, 1980, "Limmited of Learning Curve", Havard Business Review pp 109-119 D.F. Barnett, R.W.Crandall, 1986, Up From Ashes: The Rise of the Steel minimill tni the United State, Washington D.c Brooking Institution.

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4.1.3. Sn xut hiu qu: sn xut linh hot sn xut theo yu cu khch hng khi lng ln Ht nhn ca tnh kinh t theo qui m l tng cho rng cch tt nht t hiu qu cao v chi ph thp nh sn xut qui m ln cc sn phm tiu chun ho. Quan nim ny hm c mt s nh i gia gi thnh n v v tnh a dng ca sn xut. Sn xut cng nhiu loi sn phm trong mt nh my, hm l s phi thu nh lot sn xut v kh c th thc hin c tnh kinh t v qui m. Do , sn phm cng a dng cng gy kh khn cho cng ty trong vic nng cao hiu qu v gim chi ph. Theo logic ny, cch thc nng cao hiu qu, gim thp chi ph s hn ch tnh a dng sn phm v to ra cc sn phm tiu chun ho vi khi lng ln. Quan im nh vy v hiu qu sn xut ang b xem xt li bi s xut hin ca cc cng ngh ch to linh hot. Thut ng cng ngh ch to linh hot (flexible manufacturing technology hay thng gi l lean production) dng ch cc cng ngh sn xut c thit k (1) Gim thi gian thit t cc my mc phc tp, (2) tng mc s dng my mc thit b bng vic lp k hoch hp l, (3) Ci thin kim sot cht lng tt c cc giai on ca qu trnh ch to.1 Cc cng ngh sn xut linh hot cho php cng ty cung cp mt din rng cc loi sn phm vi mc chi ph i khi ch ngang vi sn xut khi lng ln cc sn phm tiu chun ho. Thc vy, mt nghin cu gn y ch ra rng nu lm theo cc cng ngh ch to linh hot hin nay c th tng hiu qu v gim thp chi ph so vi nhng g c th t c trong sn xut khi lng ln cc sn phm tiu chun ho, trong khi vn c th cung cp cc sn phm theo yu cu khch hng. Thut ng theo yu cu khch hng khi lng ln (Mass customization) c th dng ch kh nng cc cng ty s dng cng ngh ch to linh hot iu ho hai mc tiu m thng c cho l khng th tng thch l: chi ph thp v sn phm theo yu cu khch hng.2 Cc cng ngh ch to linh hot bin i theo tnh cht tinh vi v phc tp ca n. H thng sn xut Toyota l mt trong nhng v d ni ting v cng ngh ch to linh hot. Mc d khng thc s tinh vi, nhng n c cng nhn l lm cho Toyota tr thnh cng ty sn xut t hiu qu nht trong ngnh t ton cu. Cc bung my linh hot l cng ngh ch to linh hot ph bin khc. Mt bung my linh hot l mt nhm cc my khc nhau, mt khu vc ch bin cc vt liu chung, mt khu vc c iu hnh chung. Mi mt bung my c bn n su my c kh nng thc hin cc hot ng khc nhau. Ni chung mi bung my c dnh sn xut mt nhm cc chi tit hay sn phm. Vic thit t cc my do my tnh kim sot cho php mi bung my c th chuyn i rt nhanh sn xut cc chi tit hay sn phm khc nhau. Hiu qu ca bung my linh hot l ci thin mc s dng my mc, gim sn phm d dang. Ci thin mc s dng my mc thit b l do gim thi gian thit t my mc thit b v iu khin lung sn xut gia cc my bng my tnh, trnh tc nghn. Vic kt hp cht ch gia cc my cng lm gim sn phm d dang. Gim ph thi l nh kh nng iu khin ca my

1 2

P.Nemetz, F.Fry, 1988, "Flexible Manufacturing Organiztions for Strategy Formulation" Academy of Management Review, 13 pp 627-638 B.J. Pine II, 1997,"The Four Faces of Mass Customization" , Havard Busisness Review(1-2), pp 63-64

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tnh, tm ra cc cch thc chuyn ho cc u vo thnh u ra nhm cc tiu ho ph thi. Vi tt c cc yu t trn, trong khi cc my ng t do ch s dng 50% thi gian, nhng cng vi my mc nu trong bung my ch to linh hot c th s dng hn 80% thi gian, v nu cng sn xut mt sn phm lng ph thi t cc bung my ch bng na so vi bnh thng. Li ch v mt hiu qu ca vic thit t cng ngh ch to linh hot c th rt ln. W.L.Gore, mt cng ty s hu t nhn ch to nhiu loi sn phm khc nhau t cp my tnh cng ngh cao n cc gin khung Gore-Tex ni ting, s dng cc bung my linh hot mt s trong 46 nh my ca n. Trong cc phn xng lm cp, tc dng ca n l lm gim 50% thi gian ch to mt cp ma tnh, gim d tr 33%, gim khng gian nh xng 25%. Tng t, i vi hng Compaq mt nh ch to my tnh c nhn thay th ba trong s 16 dy chuyn lp rp ca n trong mt nh my Houston bng 21 bung my. Kt qu l lm tng 25% nng sut lao ng v chi ph chuyn i cc dy chuyn thnh bung my c thu hi sau su thng hot ng. Lexmark, mt nh sn xut my in dng cho my tnh chuyn i nh my vi 2700 cng ngh ca n Lexington thnh cc bung my mm ch to linh hot, v cng thy nng sut tng ln 25%. Bn cnh vic ci thin nng sut v gim thp chi ph, cc cng ngh ch to linh hot cng cho php cc cng ty c bit ho sn phm theo nhu cu c o ca nhng nhm khch hng nh - vi mc chi ph tng ng vi h thng sn xut khi lng ln sn phm tiu chun ho. Nh vy, cc cng ngh ch to linh hot gip cho cc cng ty t c vic phc v theo yu cu khch hng vi khi lng ln, lm tng kh nng p ng khch hng. 4.1.4. Marketing v hiu qu Chin lc marketing c th tc ng mnh m n hiu qu v cu trc chi ph ca mt doanh nghip. Qua chin lc marketing, cng ty ginh c v th nh phi tr cc hot ng nh gi, xc tin, qung co, thit k sn phm v phn phi. N c th ng vai tr ch yu lm tng hiu qu ca cng ty. Bn c th d dng nhn thy mt s bc dn n hiu qu cao hn t chin lc marketing. V d, chng ta bit v cch thc dch chuyn nhanh xung phn di ca ng cong kinh nghim ginh c u th chi ph thp c thc hin bng nh gi, qung co xc tin mt cch tn cng- tt c nhng iu l nhim v ca chc nng marketing. Cc yu t khc ca chin lc marketing c th khng r rng bng nhng khng phi l khng c tc ng ng k n hiu qu. Mt trong nhng yu t quan trng l mi lin h gia mc b i ca khch hng v chi ph n v. Mc b i ca khch hng l t l phn trm khch hng ri b cng ty n vi cc i th cnh tranh hng nm. T l b i xc nh lng trung thnh ca khch hng, m iu ny li l hm s i vi kh nng tho mn cc khch hng. Bi v, c c khch hng mi i hi mt chi ph c nh no cho vic qung co, xc tin v dng nh c mt mi lin h trc tip gia t l b i v chi ph. Cng ty cng gi khch hng lu hn, sn lng cng cao v cng c th b p cc chi ph c nh lm gim chi ph bnh qun trn doanh s. Do , h thp t l khch hng b i cho php cng ty t c nhng tit kim v chi ph mt cch ng k. Do chi ph c nh ca vic ginh c mt khch hng mi, nu phc v cho nhng khch hng m ch li vi cng ty trong thi gian ngn, ri h li n vi i th cnh tranh, c th s em li li nhun m. Tuy nhin, khch hng li vi cng ty

- 119 -

cng lu chi ph c nh ca vic ginh khch hng mi cng c phn b cho s ln mua lp li nhiu hn lm tng li nhun trn mi khch hng. Chng ta hy xem xt kinh doanh th tn dng nh mt v d ca hin tng ny.1 Nm 1990, hu ht cc cng ty th tn dng cn bnh qun 51 USD tuyn m thm mt khch hng v thit lp mt ti khon mi. Chi ph ny l do qung co cn phi tin hnh hp dn cc khch hng mi, kim tra tn dng cho mi khch hng, v c ch thit lp mt ti khon v pht hnh th. Cc chi ph c nh b ra mt ln ny c th c b p ch khi khch hng li vi cng ty t nht l hai nm. Hn na khi khch hng li n nm th hai, h c khuynh hng tng vic s dng th tn dng ca mnh lm tng thu nhp sinh ra t mi khch hng theo thi gian. Kt qu l li nhun bnh qun trn mi khch hng trong kinh doanh th tn dng tng t m 51 USD trong nm 1(y l mt khon l), n 44 USD trong nm 3 v 55 USD trong nm th 6. Mt li ch kinh t khc ca lng trung thnh bn lu l vic qung co min ph m khch hng tnh c lm cho cng ty. Cc khch hng trung thnh ni chuyn nhiu v th tn dng, v h c th tng ng k khi lng kinh doanh thng qua cc giao dch. Mt v d ng ch ca iu ny chnh l ngi bn l may mc v thc phm ln nht v sinh li nht Anh, Mark&Spencer. Thnh cng ca ca cng ty ny l to lp mt danh ting thch ng v cung cp hng ho cht lng cao vi mc gi hp l. Cng ty to ra lng trung thnh ca khch hng m khng cn phi qung co Anh chnh l mt ngun tit kim chi ph. Li nhn nh quan trng l gim t l b i, to lp lng trung thnh ca khch hng c th l ngun tit kim chi ph ln. Bi v, n dn n h thp gi thnh n v, vic h thp t l khch hng b i 5% bt c u c th tng li nhun trn mi khch hng t 25-85% tu thuc vo ngnh. V d gim 5% t l khch hng b i dn n tng li nhun trn bnh qun mi khch hng : 75% vi kinh doanh th tn dung; 50% vi ngnh mi gii bo him; 50% vi ngnh mi gii chng khon; 45% vi kinh doanh git i qun o; v 35% vi ngnh phn mm my tnh.2 Vy bng cch no mt cng ty c th gim t l khch hng b i? Cng ty c th lm iu bng cch to dng lng trung thnh nhn hiu, m iu ny yu cu cng ty phi p ng tt nhu cu khch hng ca mnh. pht trin mt chin lc gim thp t l khch hng b i, chng ta cn c mt b phn trung tm pht hin ai b i, ti sao h b i, v hnh ng cc khch hng khc khng b i v nhng l do tng t trong tng lai. thc hin bin php ny phi c h thng thng tin c th theo di c s ra i ca khch hng. 4.1.5. Qun tr vt liu, JIT v hiu qu ng gp ca qun tr vt liu nng cao hiu qu ca mt cng ty cng su sc nh sn xut v marketing. Qun tr vt liu bao gm cc hot ng cn thit a nguyn vt liu vo sn xut (bao gm chi ph mua sm cc u vo vt liu), xuyn sut qu trnh sn xut, v xuyn sut h thng phn phi n ngi tiu dng cui cng.3Tim nng ca vic gim thp chi ph

1 2

F.F.Reichheld, W.E. Sasser,1990, "Zero Defection: Quality Comes Service" Havard Business Review(10-11)pp 105-111 F.F.Reichheld, W.E. Sasser,1990, "Zero Defection: Quality Comes Service" Havard Business Review(10-11)pp 105-111 3 R.Narasimhan, J.R. Carter, 1990, "Organization, Comunication ang Coordination of International Sourcing". International Marketing Review, 7 pp 6-20

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trong qun tr vt liu rt ln. Trong cc doanh nghip ch to bnh thng, chi ph cho vt liu v vn ti chim t 50-70% thu nhp. Ch cn mt s gim nh cc chi ph ny c th c mt tc ng ng k n thu nhp. Theo mt c lng, vi mt cng ty c thu nhp khong 1 t USD, thu nhp trn vn u t 5% v chi ph vt liu chim 50% doanh s (bao gm chi ph mua sm) mun tng 15000 USD li nhun c th hoc tng 30% doanh s hoc gim 3% chi ph vt liu.1Trong mt th trng bo ho, th vic gim chi ph vt liu 3% s d dng hn nhiu so vi tng doanh s ln 30%. ci thin hiu qu ca chc nng qun tr vt liu, ni chung, cn p dng h thng tn kho ng thi hn (JIT). Trit l c bn ca JIT l tit kim chi ph lu gi tn kho bng cch lm cho vt liu n vi xng ch to ng lc n cn a vo qu trnh sn xut, ch khng n trc. Vic tit kim chi ph l do tng tc quay vng tn kho, gim chi ph tn kho nh chi ph kho v chi ph lu gi. V d, Walmart s dng h thng JIT khi phc d tr trong cc ca hng ca n ti thiu hai ln mt tun. Nhiu ca hng nhn hng tng ngy. Cn cc i th - nh Kmart hay Sear- vn b sung hng ho hai tun mt ln. So vi cc i th ny Wal Mart c th duy tr mc phc tng t ch cn u t tn vo tn kho bng so vi h, chnh l ngun tit kim chi ph rt ln. Do , quay vng tn kho nhanh hn gip Wal mart t c li th tn kho trn c s hiu qu trong ngnh bn l. Hn ch ca h thng JIT l n lm cho doanh nghip khng c d tr m. Mc d d tr m rt tn km cho vic lu tr, song n c th gip doanh nghip thot khi cn d tr cc u vo do nhng v t cc nh cung cp (V d mt s nh cng mt nh cung cp then cht). D tr m cng c th gip mt doanh nghip p ng nhanh chng vi vic s tng nhu cu. Tuy nhin cng c nhng cch thc hn ch cc nhc im ny. V d gim ri ro do vic ph thuc vo ch mt nh cung cp v mt loi u vo quan trng, c th khai thc cc u vo t nhiu nh cung cp. 4.1.6. Chin lc R&D v hiu qu Vai tr ni bt ca nghin cu v pht trin trong vic n lc t c hiu qu cao hn gm hai im. Th nht, chc nng R&D c th nng cao hiu qu nh thit k sn phm d dng ch to. Bi vic ct gim s lng cc chi tit cu to nn sn phm, R&D c th gim ng k thi gian lp rp lm dn n nng sut cao hn v chi ph thp hn. V d sau khi Texas Instrument thit k li b phn tip nhn hng ngoi cho sn phm Pentagon, cng ty thy rng n gim s chi tit t 47 xung cn 12, v s bc rp rp t 56 xung cn 13, thi gian ch to c kh gim t 757 pht/sn phm xung cn 219 pht v thi gian lp rp t 129 pht xung cn 20 pht. Kt qu l gim ng k chi ph sn xut sn phm. Tt nhin thit k ch to yu cu s kt hp cht ch gia chc nng sn xut vi chc nng R&D. Cc nhm lin chc nng bao gm nhng ngi thuc chc nng R&D v sn xut lm vic vi nhau, l cch tt nht t c s kt hp nh vy. Cc th hai m chc nng R&D c th gip t hiu qu cao hn ci tin qu trnh. Ci tin qu trnh l mt s ci tin v cch thc vn hnh cc qu trnh sn xut ci thin hiu qu. Nhng ci tin qu trnh thng l mt ngun lc chnh ca li th cnh tranh. Trong ngnh
1

G.Stalk, T.M Hout, 1990, Competing Again Time, New York: Free Press

- 121 -

sn xut t, li th cnh tranh ca Toyota mt phn da vo tn kho ca qu trnh ch to linh hot trong gim ng k thi gian thit t sn xut. Vic ci tin ny cho php Toyota t c hiu qu gn vi h thng ch to linh hot vt trc i th cnh tranh nhiu nm. 4.1.7. Chin lc ngun nhn lc v hiu qu Nng sut lao ng l mt trong nhng yu t quyt nh then cht cho hiu qu v cu trc chi ph ca mt doanh nghip. Nng sut lao ng cng cao, chi ph cho mt n v sn phm cng gim. Thch thc i vi chc nng qun tr ngun nhn lc trong mt cng ty l tm ra cch thc lm tng nng sut lao ng. C ba la chn c bn lm iu ny, l: hun luyn ngi lao ng, t chc lc lng lao ng thnh cc nhm t qun, ni kt gia tin cng v s thc hin. Hun luyn ngi lao ng Cc c nhn l u vo ch yu ca qu trnh sn xut. Mt cng ty s dng cc c nhn c k nng cng cao, cng hiu qu hn so vi mt cng ty s dng ngun nhn lc t c o to hun huyn. Cc c nhn c o to hun luyn s lm vic nhanh hn, chnh xc hn v cng hc nhanh hn v cc cng vic phc tp lin quan n phng php sn xut hin i so vi nhng ngi c k nng km hn. o to hun luyn s nng cp mc thnh tho ca ngi lao ng, em n cho cng ty nng sut gn vi li ch v hiu qu. Cc nhm t qun Cc nhm t qun l mt hin tng tng i mi m. Mt s cng ty s dng cch ny t gia nhng nm 1980, nhng sau n ph bin rt nhanh. S gia tng ca cc bung my ch to linh hot, trong cc cng nhn c gp thnh tng nhm, r rng khuyn khch s ph bin rng ri cc nhm t qun trong cc hng ch to. Mt nhm ni chung bao gm 5 n 15 ngi lao ng nhm hon thnh mt sn phm hon chnh hay mt nhim v hon chnh. Cc thnh vin trong nhm bit tt c cc cng vic ca nhm v lun phin t cng vic ny n cng vic khc. H qu l nhm lm cho lc lng lao ng linh hot hn. Nhm c th t in lp s nng mt ca cc cng nhn cng lm vic. Nhm cng c th thc hin cc cng vic qun tr nh lp lch trnh lm vic v cc hnh trnh cng tc, t vt liu, v yu cu thm thnh vin mi. Trch nhim ln hn cho cc thnh vin nhm v s trao quyn cho nhm c coi nh nhng ngun ng vin (trao quyn l qu trnh cho nhn vin cp thp hn quyn lm quyt nh). Con ngi thng p ng tt khi h cm thy t ch hn v c trch nhim ln hn. Thng lin quan n sn lng nhm v cc mc tiu cht lng nh l mt ng c tng thm. Hiu lc thun ca vic a ra p dng cc nhm t qun c tng kt l lm tng nng sut lao ng ln 30% v tng ng k cht lng sn phm. Hn na vic tit kim chi ph pht sinh do khng cn s dng ngi gim st, v h thp h thng qun l trc tuyn. Trong cc doanh nghip ch to, c l s kt hp hu hiu nht l cc nhm t qun v bung my ch to linh hot. C hai dng nh c thit k cho nhau. V d, sau khi a ra cng ngh ch to linh hot v hun luyn lm vic trn c s nhm t qun vo nm 1998, mt phn

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xng ca General Electric Salisbury bc Carolina tng nng sut 250% so vi cc phn xng cng sn xut sn phm tng t ca GE nm 1984. 1Mc d vy, nhm khng phi l phng thuc b bnh; trong cc doanh nghip ch to, cc nhm t qun c th khng pht huy tim nng ca n tr khi n kt hp vi cng ngh ch to linh hot. Khi qut hn, cc nhm giao cho cc thnh vin nhiu trch nhim qun tr v vic gip cho cc thnh vin i ph vi cc trch nhim ny mi thnh vin cn c hun luyn nhiu hn, m thc t nhiu cng ty qun i iu ny trong khi vi vng lao vo h thp chi ph, gy ra hu qu l nhm khng hot ng tt nh mong mun. Tr lng theo kt qu Mt trong nhng ng c ngi cng nhn lm vic v thu nhp, v th khng ngc nhin khi tin lng lin kt vi kt qu c th gip tng nng sut lao ng. Tuy nhin, vn khng ch l a ra h thng tr lng khuyn khch; m iu quan trng l phi xc nh kt qu no c thng v thng nh th no. Mt s cc cng ty hiu qu nht th gii lu rng hip tc gia nhng ngi cng nhn l cn thit nng cao nng sut, khng lin kt thnh qu c nhn vi tin lng. Thay v th h tr lng lin kt vi kt qu ca t hay nhm. V d, Nucor c xem nh mt trong nhng cng ty sn xut thp hiu qu nht th gii chia thnh cc nhm khong 30 ngi. Tin thng c th tr bng 30% lng c bn c lin kt vi kt qu ca nhm nhm nng cao nng sut lao ng v cht lng. Mi lin kt ny to ra mt sc khuyn khch mnh m cc c nhn hp tc vi cc c nhn khc theo ui cc mc tiu ca nhm; l thc ylm vic nhm. 4.1.8. H thng thng tin, Internet, v hiu qu Cng vi s ph bin nhanh chng ca my tnh, s tng trng c tnh bung n ca Internat v Intranet cc cng ty (Mng my tnh ni ni b cng ty da trn tiu chun Internet) v s ph bin ca truyn thng bng thng rng tc cao to ra t si quang n cng ngh k thut s khng dy, chc nng h thng thng tin ca doanh nghip ang dch chuyn n giai on trung tm ca cuc truy tm hiu qu hot ng.2S tc ng ca h thng thng tin vo nng sut trn phm vi rng ri v tc ng tim tng ln tt c cc hot ng khc ca doanh nghip. Dell Computer ni ting v h l ngi u tin p dng bn hng trc tuyn trong ngnh bn l my tnh c nhn, hin nay 40% my tnh ca n bn thng qua mng. Dell cng t nhiu dch v khch hng trc tuyn thay cho vic phi gi in thoi n i din bn hng. Mi tun c n 200 ngn ngi truy cp vo h thng trc tuyn ca Dell. Mi ln h truy cp vo trang Web ca Dell, h tit kim cho cng ty 15 USD chi ph bnh qun ca cuc in thoi. Nu ch 10% trong s 200 ngn ln truy cp hng tun vo trang Web phi s dng in thoi s tn km cho cng ty 15,6 triu USD mi nm.3

J.Hoerr, 1989, "The Payoff From Teamwork," Business Week, 10/7 pp56-62 T.C. Powell, A. Dent- Micallef, 1997, "Information Technology as Competitive Advantage: The Role of Human, Business, Technology Resource", Strategic Management Journal, 18 pp 375-405 3 Gate, Business @the Speed of Thought
2

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Ni chung, nhng g Dell ang lm l s dng h thng thng tin trn c s Web gim chi ph ca s tng cng quan h gia cng ty vi khch hng ca n, cng nh vi cc nh cung cp. Bng vic s dng cc chng trnh da trn nn Web t ng ho nhng tng tc vi khch hng v nh cung cp, mt cng ty c th gim ng k s ngi cn thit qun l cc tng tc ny, do lm gim thp chi ph v tng nng sut. Khuynh hng ny khng ch gii hn trong cc cng ty cng ngh cao nh Cisco v Dell. Cc ngn hng v cc cng ty dch v ti chnh cng ang nhn thy rng h c th gim chi ph bng vic chuyn cc ti khon khch hng v cc hot ng h tr ln mng. V d, chi ph bnh qun ca vic thc hin mt giao dch ti ngn hng nh chuyn tin t ti khon ny n ti khon khc khong 1,07 USD, nhng thc hin cng mt giao dch nh vy qua mng Internet ch tn 0,01 USD.1Tng t, ton b l lun ca nhng nh bn l trn c s Internet nh Amazon.com l h thng bn l c th tit kim chi ph ng k bng vic thay th h thng kho vt l vi h tr nhn s bng h thng kho o v cc qu trnh kim tra t hng t ng. Vic tit kim chi ph cng c th thc hin bng vic s dng h thng thng tin trn nn Web t ng ho nhiu hot ng ni b cng ty, do lm gim chi ph nhn s h tr. Trong nhiu nm, nhng ngi hay hoi nghi t vn v s tc ng ca h thng thng tin trn c s Web trong vic nng cao nng sut, nhng d liu v nng sut gn y M ch ra rng li ch v tng nng sut ang bt u xut hin. Trong thi k 1996-1998, mc tng nng sut bnh trong cc lnh vc phi nng nghip tng t 1% mi nm ln 2,2%. Cui nm 1998 n u nm 1999 nng sut tng 3% mt nm. Tng nng sut ln nht chnh l trong ngnh my tnh, mt iu khng h ngc nhin, khi m cc n lc ca ca cc cng ty nh Cisco v Dell trong vic p dng cc chc nng phc v v bn hng qua mng.2 4.1.9. C s h tng v hiu qu C s h tng to ra mt bi cnh trong tt c cc hot ng to gi tr khc tin hnh. Theo , c s h tng c th gip t c mc tiu hiu qu. Trc ht, c s h tng c th thc y mt cng ty cam kt vi hiu qu, khuyn khch s kt hp gia cc chc nng khc nhau trong vic theo ui hiu qu. S cam kt vi hiu qu c th c to lp thng qua cc lnh o cp cao. Nhim v ca gii lnh o l khp ni vi mt vin cnh qua nhn thc s cn thit mi chc nng ca t chc phi tp trung vo ci thin hiu qu. S l khng y nu ch ci thin hiu qu sn xut, hay marketing, hay R&D. Vic t c s vt tri v hiu qu cn mt s cam kt trn ton cng ty vi mc tiu ny, v cam kt ny ch c th c khp ni nh qun tr cp cao. Mt nhim v na ca lnh o l thc y s kt hp lin chc nng cn thit t c hiu qu vt tri. V d, vic thit k sn phm d dng cho ch to cn phi c s truyn thng gia cc nhn vin ca chc nng sn xut v R&D; vic kt hp gia h thng JIT v lp k hoch tin sn xut cn s truyn thng cht ch gia chc nng sn xut v qun tr vt liu; vic thit k cc nhm t qun thc hin cc nhim v sn xut cn s kt hp cht ch gia ngun lc nhn s v sn xut

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Gate, Business @the Speed of Thought "Work in Process", Economist, 24/7/1999

- 124 Bng 4-1: VAI TR CA CC CHC NNG TO GI TR T HIU QU V TRI

Cc chc nng sng to gi tr C s h tng (Lnh o) Sn xut Marketing Cc vai tr ch yu Cung cp mt s cam kt ton cng ty vi hiu qu Thc y s kt hp cc chc nng Ni thch hp theo ui tnh kinh t v qui m v tnh kinh t ca hc tp p dng h thng ch to linh hot Ni thch hp p dng cc chin lc tn cng dch chuyn nhanh xung pha di ca ng cong kinh nghim Hn ch t l b i ca khch hng bng vic to dng lng trung thnh p dng h thng JIT Thit k sn phm d ch to Tm cc ci tin qu trnh S dngn h thng thng tin cho cc qu trnh t ng S dng h thng thng tin gim chi ph kt hp Thit lp cc chng trnh hun luyn k nng p dng nhm t qun p dng tr lng theo kt qu

Qun tr vt liu R&D H thng thng tin Cc ngun nhn lc

Bng 4-1 tm tt vai tr ch yu m cc chc nng phi thc hin t c hiu qu vt tri. Lu rng vic t c hiu qu vt tri khng phi l iu g c th x l trn c s chc nng ny hay chc nng khc. N cn s cam kt trn ton t chc v mt kh nng m bo kt hp cht ch gia cc chc nng. Bng vic thc hin s lnh o v gy nh hng h tng, cc qun tr cp cao ng vai tr ch trong qu trnh ny. 4.2. T C CHT LNG VT TRI Cht lng vt tri em li cho cng ty hai li th. Mt l, nng cao danh ting v cht lng cho php cng ty i hi phn gi tng thm cho sn phm ca h, v hai l, vic trnh khuyt tt trong qu trnh sn xut nng cao hiu qu cho php cng ty c chi ph thp hn. Trong phn ny chng ta s xem xt cc cng c ca mt cng ty t c cht lng vt tri. Cng c chnh t c cht lng vt tri l qun tr cht lng ton b (TQM), mt trit l qun tr tp trung vo ci thin cht lng sn phm hay dch v v hng tt c cc hot ng ca cng ty hng n mc tiu ny.1 4.2.1. Khi nim TQM Khi nim v qun tr cht lng ton din ln u tin c pht trin bi mt s t vn M, bao gm H. W. Edwards Deming, Joseph Juran v V. Faigenbaum.2 Trit l c bn ca TQM, c pht trin bi Deming, da trn chui tng tc gm 5 bc sau: Ci thin cht lng ngha l gim chi ph bi v t phi lm li, t sai st hn, t chm tr hn, s dng thi gian v vt liu t hn. H qu l nng sut c ci thin

1 2

J.W. Dean, D.E. Bowen,1994, "Management Theory of Total Quality", Academy oft Mangemen Review, 19 pp 392-418 A.Gabor, 1990, The Man Who Discovery Quality (New York Penguin); P.B. Crosby,1980, Quality Is Free, (Yew York Mentor)

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Cht lng tt hn dn n th phn ln hn v cho php cng ty tng gi. Cht lng lm tng tnh sinh li ca cng ty v cho php n duy tr hot ng kinh doanh. Nh vy cng ty to ra nhiu vic lm hn Deming xc nh 14 iu nn cu thnh trong bt k chng trnh TQM no c tm tt trong Bng 4-2 (Deming lin tc thay i cc im ny theo cch m ng tin l quan trng vi vic ci thin cht lng khng ngng. y l bn nm 1990) Bng 4-2: Mi bn iu ca Deming v TQM
Mi bn iu ca Deming v TQM 1- To mt s kin nh hng n vic ci thin sn phm v dch v vi mc ch cnh tranh v li trong ngnh, to ra nhiu cng vic. 2- p dng mt trit l mi. Chng ta trong mt thi i kinh t mi. Qun tr phi thc tnh vi cc thch thc, phi nhn thy trch nhim ca h, v phi thc hin lnh o s thay i. 3- Chm dt s ph thuc vo kim tra t c cht lng. Trnh nhu cu kim tra khi lng ln bng vic to ra cht lng ngay t u 4- Mc ch ca phn thng kinh doanh l da trn c s gi, thay v cc tiu chi ph 5- Ci thin lin tc h thng sn xut v phc v, ci thin cht lng v nng sut nh lin tc gim chi ph 6- Thc hin hun luyn cc cng vic 7- Thit lp s lnh o. Mc ch s lnh o l gip con ngi, my mc v cc i tng lm tt hn. Lnh o cng vic qun tr trong s xem xt ton din cng nh lnh o i vi cc cng nhn sn xut 8- Loi b s s hi, do mi ngi s lm vic hiu qu v cng ty 9- Loi b ro cn gia cc b phn, mi ngi trong nghin cu, thit k, bn hng v sn xut phi lm vic vi nhau, d kin trc cc vn ca sn xut v trong vic s dng c th gp phi i vi sn phm hay dch v 10- Loi b cc khu hiu, li h ho, v cc mc tiu i hi lc lng lao ng khng lm ra khuyt t t v mc cht lng mi. Nhng h ho nh vy ch to ra cc quan h bt li. Mt lng ln cc nguyn nhn ca cht lng km v nng sut thp thuc v h thng v do vt qu nng lc ca lc lng lao ng 11-Trnh cc nh mc, thay th bng lnh o. Trnh qun tr bng mc tiu. Trnh qun tr bng s lng v cc mc tiu nh lng, thay th bng lnh o 12- D b cc ro cn m tng gi cp i quyn t ho v ti ngh ca ngi cng nhn. Trch nhim ca ngi gim th phi c thay i t s lng sang cht lng. Loi b ro cn trong qun tr v trong k thut ang cp i quyn t ho v ti ngh ca con ngi 13- Thit lp chng trnh gio dc mnh m v t hon thin 14-t mi ngi vo cng vic thc hin s bin i. Bin i l cng vic ca mi ngi

iu ct li l Deming c thuyt phc cc cng ty phi c mt chin lc xc nh bit rng n s i u v bng cch no. ng thuyt phc rng cng vic qun tr nn thm nhun trit l l sai st, khuyt tt v vt liu phm cht km l khng th chp nhn v cn phi trnh. Cht lng ca s gim st nn c ci thin bng cch cho php ngi gim th thi gian nhiu hn lm vic vi cng nhn v cho h nhng k nng cn thit vi cng vic. Hn na, vic qun tr nn to ra mt mi trng trong cng nhn khng phi s hi khi bo co cc vn v cc ngh ci thin. Deming cho rng nh mc cng vic khng nn ch c xc nh bng con s hay hn mc m nn bao gm mt s cc khi nim v cht lng khuyn khch sn xut sn phm khng khuyt tt. ng cng thuyt phc rng cc nh qun tr phi c trch nhim hun luyn ngi lao ng cc k nng mi theo kp nhng thay i trong cng vic v t cht lng cao hn cn s cam kt ca mi ngi vi cng ty.

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Cc doanh nghip phng Ty nhn ra tm quan trng ca khi nim TQM, v cho rng n chnh l c hi Nht bn tr thnh cng quc kinh t. u nhng nm 1980, vic thc hnh TQM ph bin nhanh chng trong cc ngnh kinh doanh phng Ty. Mc d c nhng tm gng thnh cng nhng vic p dng TQM vn cha c chp thun rng ri. Mt nghin cu ca qu ti tr cht lng M thy rng ch 20% cc cng ty M thng xuyn xem xt li kt qu ca vic thc hnh cht lng, trong khi con s ny vi cc cng ty Nht bn l 70%.1Mt nghin cu khc ca Arthur D.Lite v 500 cng ty M s dng TQM thy rng ch 36% tin tng rng TQM ang lm tng tnh cnh tranh ca h.2 Theo nghin cu, l do cn bn ca iu ny l nhiu cng ty cha hiu thu o hay cha bao qut c khi nim TQM. 4.2.2. p dng TQM Trong cc cng ty p dng thnh cng TQM, ni bt ln mt s yu cu. Chng ta s tho lun v cc yu cu ny thy cch thc tc ng ca chng n cc cng ty p dng TQM, qua lm ni bt vai tr ca nhng chc nng lin quan n tng yu cu. thin . Vai tr ca cc chc nng khc nhau c tm tt trong Bng 4-3 Bng 4-3: VAI TR CA CC CHC NNG TO GI TR T CHT LNG VT TRI
Cc chc nng sang to gi tr C s h tng (Lnh o) Cc vai tr ch yu Cung cp s lnh o v cam kt cht lng Tm cch o lng cht lng t mc tiu v to ra s khuyn khch Thu thp d liu t ngi lao ng Khuyn khch s hp tc gia cc chc nng Rt ngn hnh trnh sn xut Theo di khuyt tt n tn gc Tp trung vo khch hng Cung cp cc phn hi ca khch hng v cht lng Hp l ho cc nh cung cp Gip cc nh cung cp p dng TQM Theo di tn gc cc khuyt tt i vi nh cung cp. Thit k sn phm d ch to S dng k thng thng tin kim sot mc khuyt tt Xy dng chng trnh hun luyn TQM T chc ngi lao ng thnh cc nhm cht lng

Sn xut Marketing Qun tr vt liu

R&D H thng thng tin Ngun nhn lc

To ra s cam kt c tnh t chc vi cht lng. TQM s t c tc dng i vi vic thc hin ca mt cng ty tr khi n li ko c mi ngi trong t chc.3V d, khi Xerox thc hin chng trnh cht lng nm 1983, bc u tin l gio dc cho ton b lc lng lao ng, t qun tr cp cao tr xung v tm quan trng v s vn hnh ca TQM. Xerox thc hin iu ny bng cch thnh lp cc nhm, bt u vi nhm cp cao nht ca t chc bao gm cc gim c iu hnh. Nhm cp cao l nhm u tin c hun luyn v TQM. Mi
1 2

J.Bowles, " Is Americain Management Really Commited to Quality?", Management Review, (Winter 1981-1982), 42-46 O.Port, G.Smith,1992, "Quality", Business Week, 30/10 pp 65-75 3 J.Bowles, " Is Americain Management Really Commited to Quality?"; "The Training of Quality"

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thnh vin ca nhm ny sau c nhim v hun luyn cho mt nhm cp k tip trong h thng trc tuyn, v c nh vy lan to xung ton b t chc ti khi ton b 100000 cn b cng nhn c hun luyn v TQM. C qun tr cp cao ln chc nng ngun nhn lc ca cng ty u ng vai tr chnh trong qu trnh ny. Qun tr cp cao c trch nhim thc hin s lnh o cn thit to ra s cam kt vi mc tiu cht lng trong ton b t chc. Chc nng ngun nhn lc phi chu trch nhim hun luyn trong khp cng ty v k thut TQM. Tp trung vo khch hng Ngi ang thc hnh TQM xem vic tp trung vo khch hng nh l im khi u ca ton b trit l cht lng, thc vy, l l do tn ti.1L im tip xc ch yu vi khch hng, chc nng marketing nn ng vai tr chnh y. N cn xc nh khch hng cn g t cc sn phm hay dch v m cng ty cung cp; Cng ty hin ang cung cp cho khch hng iu g; lch gia nhng g khch hng mong mun v nhng g h ang nhn c, c th hiu l lch v cht lng. Sau cng vi cc chc nng khc ca cng ty, n cn lp mt k hoch xo b lch cht lng ny. Tm cch o lng cht lng Mt yu cu khc ca bt k mt chng trnh TQM no l to ra mt s thc o c th s dng o lng cht lng. iu ny tng i d dng trong cc cng ty ch to, bi cht lng c o lng bng cc tiu chun r rng v d s khuyt tt trn mt ngn chi tit. Nhng vi cc cng ty dch v iu ny c v nh kh khn hn nhng vi mt cht sng to h cng c th tm c cc thc o thch hp. V d mt trong nhng thc o ca cng ty Florda Power&Light s dng o lng cht lng l li c ng h trong mt thng. Mt thc o khc l tn sut v thi gian mt in . L.L. Bean, Freeport, Main, nhng ngi bn l t hng qua th s dng t l phn trm cc n hng c p ng ng n nh mt thc o cht lng ca n. Vi mt s ngn hng thc o chnh l s khch hng t b trong nm v s li bo co trn mt ngn khch hng. im ni bt qua cc v d trn l xc nh cht lng ngha l g theo cch nhn ca khch hng v tm ra mt phng php nh gi iu . Qun tr cp cao nn chu trch nhim ch yu trong vic to lp cc thc o khc nhau o lng cht lng, nhng nhng n lc ny thnh cng n phi nhn c cc d liu t nhiu chc nng khc nhau ca cng ty. Thit lp mc tiu v to ra s khuyn khch Mt khi tm ra thc o, bc tip theo l t ra mt mc tiu cht lng c tnh thch thc v to ra nhng khuyn khch cho vic t c mc tiu ny. Tr li v d ca Xerox. Khi n a ra chng trnh TQM, mc tiu ban u ca Xerox l gim s chi tit khuyt tt t 25000 trn 1 triu xung cn 1000 trn mt triu chi tit. Mt cch to ra s khuyn khch t mc tiu ny l lin kt mc tiu vi cc phn thng nh tr thm phn thng v cc c hi thng tin. Do vy, trong nhiu cng ty ang p dng nhm t qun vic tr thng cho cc thnh vin ca nhm c xc nh mt phn bi kh nng ca h t c mc tiu cht lng.

A.Gabor, 1990, The Man Who Discovery Quality (New York Penguin); P.B. Crosby,1980, Quality Is Free, (Yew York Mentor)

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Nhim v ca vic thit t mc tiu v to lp s khuyn khch l mt trong nhng nhim v then cht ca qun tr cp cao. Thu thp d liu t nhn vin Cc nhn vin c th l ngun thng tin quan trng trong vic xem xt ngun gc cht lng km. Do , cn phi thit lp mt s khun kh cho vic thu ht kin ca nhn vin c th ci thin cht lng. Cc ch cht lng - tu theo cc nhm nhn vin - thng c s dng t c mc tiu ny. Cc cng ty khc s dng nhm t qun nh mt din n tho lun v cc kin ci thin cht lng. Bt k mt din n no, vic thu thp d liu t cc nhn vin cp thp hn yu cu cc nh qun tr phi ci m tip thu v lm theo nhng s ph phn v thng tin xu t cc nhn vin. Theo Deming, mt vn trong qun tr M l thng s dng vic bp nght cc tin tc xu. Nhng ng thuyt phc rng cc nh qun tr ang cam kt vi quan nim cht lng phi nhn thc rng cc tin tc xu l m vng thng tin. Nhn ra khuyt tt v d theo chng tn gc Cc khuyt tt sn phm thng pht sinh nht trong qu trnh sn xut. TQM yu cu phi xc nh cc khuyt tt trong qu trnh lm vic, v d theo chng n tn ngun gc, tm ra nguyn nhn gy ra khuyt tt v tin hnh sa i, do vy lm cho n khng th ti din. Qun tr sn xut v qun tr vt liu ni chung chu trch nhim chnh trong nhim v ny. pht hin khuyt tt, Deming ch trng s dng cc th tc thng k xc nh s dao ng ca cht lng sn phm hay dch v. Deming coi s dao ng nh l k th ca cht lng.1Mt khi pht hin ra s dao ng cn phi ln theo n tn ngun gc v loi b. Mt k thut gip theo di mt cch hu hiu cc khuyt tt n tn gc l gim qui m l sn xut. Vi thi gian vn hnh ngn, khuyt tt s c tm ra ngay lp tc. Tip n cc khuyt tt c th c truy tm tn gc v sa i. Gim qui m l sn xut cng c ngha l khi ph phm chng may xut hin, s lng ph phm khng nhiu, do gim lng ph. Cc cng ngh ch to linh hot nu ra phn trc c th dng gim qui m m khng h pht sinh chi ph. H qu l vic p dng cc cng ngh ch to linh hot l iu quan trng ca chng trnh TQM. H thng tn kho ng thi hn (JIT) cng ng mt phn vai tr ny. Trong h thng JIT cc chi tit khuyt tt i vo trong qu trnh ch to mt cch tc thi; n khng b lu gi tn kho mt vi thng trc khi s dng. Do cc u vo khuyt tt c th nhanh chng b pht hin. Sau vn c th c truy tm ngay n ngun cung cp v sa i trc khi cc chi tit khuyt tt khc pht sinh. Trong cc h thng truyn thng, vic lu gi cc chi tit mt vi thng trc khi s dng c ngha l lu gi mt s ln cc khuyt tt c sn xut ra bi ngi cung cp trc khi n i vo qu trnh sn xut. Xy dng mi quan h vi cc nh cung cp

W.E. Deming, 1986, Out of the Crisis, Cambridge, Mass.; MIT Center for Advantadge Engineering Study)

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Mt trong nhng nguyn nhn chnh ca hng ho km cht lng, l cc chi tit b phn ca n km cht lng. gim cc sn phm khuyt tt phi lm vic vi cc nh cung cp ci thin cht lng ca cc chi tit m h cung cp. Trch nhim chnh trong lnh vc ny thuc chc nng qun tr vt liu, bi v n l chc nng tng tc vi cc nh cung cp. p dng h thng JIT vi cc nh cung cp v cho cc nh cung cp chp thun chng trnh TQM ca mnh cn tin hnh hai bc. Th nht, s lng cc nh cung cp phi gim n mc c th qun l. Th hai, cng ty phi cam kt xy dng cc mi lin h hip tc di hn vi cc nh cung cp cn li. Vic ngh cc nh cung cp u t vo h thng JIT v TQM i hi h thc hin u t ln. V d p dng hon ton h thng JIT, cng ty c th yu cu cc nh cung cp b tr li cc xng ch to ca n gn vi xng lp rp ca cng ty. Cc nh cung cp dng nh rt ngi vi cc u t nh vy tr khi h cm thy cng ty cam kt mt quan h di hn, n nh vi h. Thit k d ch to Mt sn phm cng yu cu nhiu bc lp rp cng c nhiu kh nng sinh ra li. Vic thit k sn phm cng t chi tit cng lm cho vic lp rp d dng v cng t gy ra khuyt tt. C R&D v ch to cn cng nhau thit k cc sn phm n c th ch to d dng hn. Loi b cc ro cn gia cc chc nng Vic p dng TQM cn phi c cam kt trn ton b t chc v hip tc cht ch gia cc chc nng. R&D phi hip tc vi chc nng sn xut thit k sn phm d ch to; marketing hip tc vi sn xut v chc nng R&D thc hin cc vn m marketing pht hin c t phn hi ca khch hng; qun tr ngun nhn lc phi hip tc vi tt c cc chc nng khc trong cng ty to ra cc chng trnh hun luyn thch hp iu cn nhn mnh y l cui cng trch nhim ca qun tr cp cao l phi bo m cho cc quan h hip tc pht sinh. 4.3. T C S CI TIN VT TRI Trn nhiu phng din ci tin l mt khi quan trng to ra li th cnh tranh. Vic ci tin thnh cng mt sn phm hay qu trnh s gip cho cng ty c c iu g c o m i th cnh tranh khng c. Tnh c o cho php mt cng ty i hi phn thng v gi hoc c cu trc chi ph thp hn so vi i th. Tuy nhin, cc i th cnh tranh s c gng bt chc cc ci tin thnh cng. Thng th cui cng h cng s t c, mc d cc ro cn cho s bt chc cao c th lm cho tc bt chc chm li. Do , duy tr li th cnh tranh cn cam kt lin tc vi s ci tin. Nhiu cng ty thit lp mt d liu theo di s ci tin thnh cng. Trong s cc cng ty nh vy c cc cng ty nh Dupont to ra mt lung u n cc ci tin thnh cng nh giy bng knh, nylon, cht lm lnh (c s dng trong tt c cc my iu ho khng kh), hay nh Teflon (cho khng dnh); Sony vi thnh cng ca Walkman v a compact; cng ty dc phm Merk sn xut ra 7 loi thuc mi trong nhng nm 1980; 3M p dng nng lc ct li ca mnh v bng v cht bm dnh pht trin mt lot cc sn phm mi. Intel lun dn u trong vic pht trin cc b vi x l mi ci tin cho cc my tnh c nhn.

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4.3.1. T l tht bi cao trong ci tin Mc d ci tin c th l mt ngun ca li th cnh tranh, t l tht bi trong vic ci tin sn phm mi rt cao. Mt nghin cu v pht trin sn phm 16 cng ty trong cc ngnh ho cht, dc phm, du la, v in t ch ra rng ch c khong 20% cc d n R&D cho kt qu cui cng l mt sn phm hay qu trnh thnh cng trong vic thng mi ho.1 Mt nghin cu chuyn su khc v pht trin sn phm trong ba cng ty (mt trong ho cht v hai trong dc phm) ch ra rng khong 60% cc d n R&D hon thnh v mt k thut, 30% c thng mi ho, v ch 12% t c li nhun kinh t vt chi ph u t.2Tng t, mt nghin cu ni ting ca c quan t vn ca Booz, Allen,&Hamilton ch ra rng hn 1/3 trong s 13000 sn phm cng nghip v tiu dng khng p ng c vi cc tiu chun hiu sut v chin lc v ti chnh ca cc cng ty.3Cn mt nghin cu khc li cho thy 45% cc sn phm mi a ra th trng khng p ng mc tiu sinh li.4Tm li, nhng bng chng ny cho thy rng nhiu d n R&D khng to ra sn phm thng mi, v rng t 33 n 60% cc sn phm mi a ra th trng nhng li khng to ra mt thu nhp kinh t cn thit. Mc d c nhiu l do c a ra gii thch ti sao nhiu sn phm mi tht bi trong vic to ra thu nhp kinh t nh vy, nhng nm l do c lit k ra nhiu hn c, l: S khng chc chn, thng mi ho km, nh v chin lc km, thin cn v k thut, tc trong pht trin khng m bo.5 S khng chc chn Pht trin sn phm mi l mt qu trnh vn d ri ro. N yu cu kim nh mt gi thit m cu tr li l khng th bit trc, l nhu cu th trng c cho cng ngh mi ny hay khng? Mc d nghin cu th trng tt c th lm cc tiu ho s khng chc chn v nhu cu tng lai ca cng ngh mi, nhng s khng chc chn khng th b loi b hon ton. Do , c th k vng mt mc tht bi nht nh. Chng ta nn k vng rng mc tht bi ca cc ci tin sn phm c tnh t ph s cao hn nhng ci tin tng thm. Mt ci tin c tnh t ph l kt qu ca mt s chuyn hng c bn so vi cng ngh hin ti a ra mt ci g mi cho th gii. S pht trin ca World Wide Web c th xem nh mt ci tin c tnh t ph trong cng ngh truyn thng. Cc ci tin c tnh t ph khc bao gm vic pht trin chic my photo copy u tin ca Xerox, my ghi m videocassette u tin ca AMPEX, v chic knh p trng u tin ca Bausch&Lomb. Ci tin tng thm dng ch s m rng cng ngh hin ti. V d b vi x l Pentium Pro ca Intel l mt ci tin thm bi v n da trn cu trc vi x l dng X86 ca Intel. S khng chc chn ca nhu cu tng lai v mt sn phm mi s ln hn nhiu nu sn phm l mt ci tin t ph v l mi i vi th gii. Vi sn phm ci tin thm s khng chc

E.Mansfield, 1981, "How Economist See R&D," Havard Business Review, 11-12 pp 18-106 E.Mansfield, 1981, "How Economist See R&D," Havard Business Review, 11-12 pp 18-106 3 Booz, Allen, Hamilton, 1982, "New Products Management for the 1980's" privately publiced research. 4 A.L. Page, 1991,"PDMA's New Product Development Practices Survey: Performance and Best Practices" PDMA 15th Annual International Conference, Boston, 16/10 5 S.L. Brown, K.M. Eishardt, 1995, "Product Development: Past Research, Presen Finding s, and Future Directions", Academy of Management Review, 20 pp 343-378
2

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chn s thp hn bi v n c thit k thay th cho sn phm hin c m nhu cu nhn din r rng. Do t l tht bi ca cc ci tin t ph s cao hn. Thng mi ho km L do th hai thng vin dn gii thch cho t l tht bi cao i vi vic gii thiu sn phm mi l thng mi ho km. Thng mi ho km pht sinh khi c mt nhu cu thc cht v cng ngh mi nhng cng ngh li khng thch nghi vi s cn thit ca ngi tiu dng bi cc nhn t nh thit k km hay cht lng km. V d nhiu my tnh c nhn trc y tht bi khng bn c bi v mi my tnh cn c ngi lp trnh mi s dng c. iu khin Steve Jobs Apple Computer hiu rng nu c mt cng ngh sao cho s dng my tnh d hn th s c m ra mt th trng khng l. Do nhng chic my tnh c nhn u tin c Apple a ra th trng tch hp t nhiu cch thc ci tin t ph, nhng n li mun lm cho cng ngh hin ti c th s dng c vi ngi bnh thng. S tht bi ca Apple Computer trong vic to ra mt th trng cho Newton - m Apple a ra ma h nm 1993 l s km thng mi ho ca mt cng ngh c tnh hp dn tim tng. Apple d kin mt th trng ln ti 1 t USD cho Newton, nhng doanh s ny khng th thnh hin thc bi cc phn mm ca Newton khng c th nhn c cc thng ip c vit trn tm ghi nhn thng ip ca Newton. Bt chp tht bi ny, nhiu cng ty vn tin rng c mt nhu cu thc s v loi cng ngh nh vy, vn ch l sn phm phi c kh nng thng mi tt hn. nh v chin lc km nh v chin lc km khi mt cng ty a ra sn phm mi thc s hp dn nhng doanh s ca n khng thnh hin thc bi v s nh v th trng km. nh v chin lc l xc nh s chp nhn v mt sn phm ca mt cng ty trn bn c tnh marketing chnh: Gi c, phn phi, qung co khuyn mi, v cc c tnh sn phm. Cht lng sn phm km l mt phn l do trong s tht bi ca Apple Newton xut pht t nh v chin lc km. Newton c gii thiu vi gi ban u qu cao (gn 1000 USD) m l ra nn c mt vi th nghim ngay c trong trng hp cng ngh thng mi ho y . nh v km cng c th tc ng n tht bi khi a ra sn phm a compact k thut s (DCC) gn y. DCC tr nn ti t hn v gi cao, xc tin yu, v tht bi bi cc cng ty ci tin cc sn phm cho th trng my cm tay v xe hi. S thin cn k thut Mt l do khc gii thch ti sao vic gii thiu sn phm mi tht bi l cc cng ty thng mc sai lm khi marketing mt cng ngh khng c nhu cu tiu dng y . Thin cn k thut xut hin khi mt cng ty nh gi qu cao v kh nng phi thng ca cng ngh mi v qun i vic xt xem c nhu cu v sn phm mi ny hay khng. iu ny c th l mt nhn t trong tht bi ca my tnh bn c NeXT a ra cui nhng nm 1980 (NeXT c Steve Job ngi sng lp Apple Computer tm ra). V mt cng ngh, cc my NeXT r rng l ng u vo thi ca n, vi cc phn mm v cc c tnh phn cng tin tin m hng thp k sau vn cha tch hp vo hu ht cc my tnh. Tuy nhin, s chp nhn ca ngi tiu dng rt chm, ch yu bi v s thiu cc phn mm ng dng nh bng tnh v cc chng

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trnh x l vn bn (Word) chy trn cc my . Cc nh qun tr ca NeXT qu hng say v cng ngh ca sn phm mi m b qua thc tin c bn th trng ny. Sau vi nm bn ra chm chp, NeXT rt cuc phi rt cc my tnh khi th trng. Chm chp v marketing Cui cng, cc cng ty tht bi khi h a sn phm ra th trng mt cch chm chp. thi gian gia vic pht trin ban u v marketing cui cng cng di, do lm tng chu k thi gian cng c nhiu kh nng mt i th no tn cng v ginh u th ca ngi i u.1Ni chung, nhng ngi ci tin chm chp t cp nht cc sn phm mt cch thng xuyn hn so vi nhng ngi ci tin nhanh. Do , h s thy sn phm ca h lc hu so vi ngi ci tin nhanh. Trong ngnh t General Motor phi chu ng cnh ca ngi ci tin chm. Chu k pht trin sn phm ca n khong 5 nm, trong khi Honda, Toyota v Mazda ch hai hay ba nm, i vi Ford l ba n bn nm. Bi v GM da trn cc quan nim thit k v cng ngh l 5 nm nn cc xe t h thng lc hu khi n c a ra th trng. 4.3.2. To lp cc kh nng ci tin Cc cng ty c th thc hin mt s bc to lp mt kh nng ci tin v trnh tht bi. Ba bc dng nh quan trng nht l: (1)to cc k nng nghin cu c bn v ng dng; (2) Pht trin mt qu trnh la chn v pht trin d n tt; (3) Kt hp cc chc nng khc nhau trong cng ty thng qua nhm pht trin sn phm lin chc nng, trong chng mc no cc qu trnh pht trin song song. To lp cc k nng nghin cu c bn v ng dng. Vic to lp cc k nng nghin cu c bn v ng dng yu cu s dng cc nh khoa hc nghin cu, cc k s v thit lp mi trng lm vic thc y s sng to. Mt s cc cng ty hng u c gng t c iu ny bng cch thit lp cc vin nghin cu kiu trng i hc, ni m cc nh khoa hc v cc k s c th ginh thi gian lm vic vi cc d n nghin cu ca mnh, hn na vi cc d n lin quan trc tip vi cc nghin cu m cng ty ang tin hnh. V d, Hewlette- Packard cc phng th nghim m sut ngy m cho cc k s. Hewlette-Packard cn khuyn khch cc nh nghin cu ca n dnh 10% thi gian ca cng ty nghin cu cc tng ca h v khng pht h nu tht bi. Tng t, 3M c quy tc 15% , cho php cc nh nghin cu dnh 15% cng vic nghin cu hng tun cho bt k ch no h mun nghin cu min l c tim nng ng gp cho cng ty. Kt qu ni ting ca chnh sch ny l cc phiu dn mu vng. tng v sn phm ny do mong mun ca mt nh nghin cu mun ly ra cc lu t cun thnh ca ca ng. Cc phiu dn mu vng gi y l mt lnh vc kinh doanh ca 3M vi thu nhp khong 300 triu USD. La chn v qun tr d n. Qun tr d n l qun tr ton b qu trnh ci tin, t khi pht sinh cc tng ban u qua sut qu trnh pht trin n sn phm cui cng v em bn. Qun tr d n gm ba k nng quan trng: k nng khuyn khch pht sinh tng nhiu nht c th c; k nng la chn trong cc d n khc nhau giai on u ca s pht trin, do ha hn nhn c s ti tr v gim bt tn km ca s tht bi; k nng cc tiu ho thi

G.Stalk, T.M Hout, 1990, Competing Again Time, New York: Free Press

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gian a ra th trng. Khi nim v phu pht trin c din t trong hnh 4-5 , tm tt nhng yu cu ca vic to lp cc k nng ny.1 Nh trnh by trong hnh 4- 5, phu pht trin chia lm ba giai on. Mc tiu trong giai on 1 l m rng ng khuyn khch pht sinh tht nhiu cc tng. cui giai on ny cng ty nn thu ht d liu t tt c cc chc nng cng nh t khch hng, cc i th cnh tranh v nh cung cp. cng 1 ca phu thu hp li. y cc tng c nhng nhm lin chc nng ca cc nh qun tr, nhng ngi m khng tham gia trong vic pht trin cc nim ban u. Cc nim c khuynh hng tin trin s chuyn sang giai on 2 ca phu, y s vch ra cc chi tit ca d n ngh. Lu rng cng 1 khng phi l im nh gi tip tc hay khng. Trong s tuyn chn ny, cc tng c th c quay li phu pht trin hn na sau nh gi li. Hnh 4-5 Phu pht trin sn phm

Giai on 1 Ny sinh tng

Giai on 2: Tinh chnh

Giai on 3: Thc thi

Th trng

Trong giai on 2, ni chung ch din ra t mt n hai thng, d liu v thng tin pht trin giai on 1 c a vo mt mu cho php cc qun tr c kinh nghim nh gi d n trong s cc d n cnh tranh. Thng thng, y yu cu pht trin mt k hoch d n cn thn, hon thnh vi nhng chi tit v th trng mc tiu ra, th phn c th t c, thu nhp mong mun, chi ph pht trin, chi ph sn xut, cc s kin then cht, im la chn ln k tip l cng 2, chnh l im nh gi tip tc hay khng. Cc qun tr c kinh nghim c mi n duyt li cc d n khc nhau ang c a ra xem xt. Nhim v ca h l chn ra cc d n c th thnh cng v c ngha nht vi trin vng chin lc, theo cc mc tiu di hn ca cng ty. Mc tiu quan trng hn c giai on ny l chn cc d n m nu thnh cng s gip duy tr hay to dng li th cnh tranh cho cng ty. Mt mc tiu lin quan l m bo rng cng ty khng dn tri ngun vn v nhn lc khan him ca mnh cho qu nhiu d n m nn tp trung ngun lc vo cc d n m c kh nng thnh cng v thu nhp
1

Clark and Wheelwright, Managing New Product ang Process Developement

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tim tng hp dn nht. Bt k d n no c la chn vt qua giai on ny u c ti tr v phn b nhn s vi mong mun n s c a ra th trng. Trong giai on 3 cc ngh pht trin d n c thc hin bi nhm pht trin sn phm lin chc nng. Kt hp lin chc nng S kt hp lin chc nng cht ch gia R&D, sn xut, marketing c th gip cng ty bo m rng: Vic pht trin sn phm c dn hng bi nhu cu khch hnh. Cc sn phm mi c thit k d ch to. Chi ph pht trin c kim sot. Thi gian a ra th trng ngn nht. Vic kt hp cht ch gia R&D vi marketing l cn thit bo m rng cc d n pht trin sn phm c dn hng bi nhu cu khch hng. Cc khch hng ca cng ty c th l mt trong nhng ngun gc ch yu ca cc tng sn phm mi. Vic nhn ra nhu cu khch hng c bit l cc nhu cu khng c p ng c th to ra mt bi cnh trong cc ci tin sn phm c th thc hin thnh cng. Trong khi tip xc vi khch hng, chc nng marketing c th cung cp cc thng tin c gi tr trn quan im ny. Hn na, vic kt hp cht ch chc nng R&D vi marketing l iu ch yu nu mt sn phm mi thng mi ho thnh cng. Khng c s kt hp gia hai chc nng ny cng ty c th gp ri ro pht trin cc sn phm khng c nhu cu hay nhu cu qu thp. Trng hp Techsonic Industries chng t li ch ca vic kt hp R&D vi marketing. Cng ty Alabama ny ch to cc my d tm su l cc thit b nh c v o su ca nc di thuyn v theo di con mi. Techsonic thot khi mt chui tht bi chn sn phm mi khi h quyt nh thc hin cc cuc phng vn khp t nc vi ngi nh c xc nh nhu cu. N khm ph ra nhu cu cha c p ng v my thm d su vi kh nng c th c trong nh sng mt tri, v Techsonic pht trin sn phm . Mt nm sau my d tm su 250 USD a ra th trng, doanh s ca Techsonic tng ln gp ba t n 80 triu USD v th phn ca n tng ln mnh m ti 40%.1 S kt hp R&D v sn xut c th gip mt cng ty bo m rng cc sn phm c thit k c lu vi cc yu cu ch to, c th gim chi ph ch to v cc khuyt tt. S kt hp nh vy cng c th gim chi ph pht trin, v a sn phm ra th trng nhanh chng. Nu mt sn phm mi thit k khng lu n cc nng lc ch to, c th s gp kh khn trong vic ch to vi cng ngh ch to cho. Trong trng hp , n phi c thit k li, v c chi ph pht trin ln thi gian a sn phm ra th trng c th tng ng k. V d, vic thay i thit k trong khi hoch nh sn phm c th tng chi ph pht trin sn phm ln 50% v ko di thm 25% thi gian a sn phm ra th trng.2Hn na, nhiu ci tin sn phm c tnh t ph cn mt qu trnh cng ngh mi ch to ra chng. iu lm cho s kt hp

1 2

P.Sellers, "Getting Customers to Love You", Fortune, 13/3/1989, pp 38-42 O.Port, 1992, "Moving Past the Assembly Line", Business Week. Special Issue: Reinventing America, pp 177-180

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gia R&D vi sn xut cng tr nn quan trng hn, bi v vic cc tiu ho thi gian a ra th trng v chi ph pht trin yu cu pht trin ng thi c sn phm mi ln qu trnh cng ngh mi.1 Cc nhm pht trin sn phm. Mt trong nhng cch tt nht t c s kt hp lin chc nng l thit lp nhm pht trin sn phm lin chc nng. Cc nhm ny bao gm i din ca chc nng R&D, marketing v sn xut. Mc tiu ca nhm l thc hin mt d n pht trin sn phm t nim ban u n gii thiu ra th trng. Cc c tnh dng nh c bit quan trng cho nhm pht trin sn phm l n c th hot ng hiu qu v p ng c tt c cc s kin then cht ca qu trnh pht trin hay khng.2 Trc ht, nhm phi c dn dt bi mt ngi qun tr d n c trng lng, thng l ngi c a v cao trong t chc v c sc mnh ln quyn lc tm c cc ngun lc nhn s v ti chnh m nhm cn thit. Ngi lnh o c trng lng ny nn dng ch yu nu khng phi l ton b cho d n. Ngi lnh o l ngi tin tng vo d n, l mt qun qun ca d n, v thnh tho trong vic kt hp cc vin cnh ca cc chc nng khc nhau v gip cho cc c nhn t nhng chc nng khc nhau lm vic vi nhau v mc ch chung. Hn na, ngi lnh o cng c th hnh ng nh mt lut s ca nhm vi qun tr cp cao. Th hai, nhm nn c ti thiu mt thnh vin t mi chc nng ch yu. Cc thnh vin ca nhm cn c kh nng ng gp kinh nghim chc nng, c v tr cao trong chc nng ca h v sn lng chia s trch nhim vi kt qu ca nhm, v c kh nng t s ng h tch cc v mt chc nng sang mt bn. Ni chung, thch hp hn l cc thnh vin nhm dnh 100% cho d n trong sut thi gian m h tp trung vo d n v khng tip tc cc cng vic chc nng ca h. Th ba, cc thnh vin cng t vo v tr mt cch t nhin to ra cm gic thn thin v thc y giao tip. Th t, nhm nn c k hoch r rng, cc mc ch r rng, c bit l vi cc mc pht trin ch yu v ngn sch pht trin. Nhm nn c nhng khuyn khch t cc mc tiu ny, v d nh thng khi t c cc mc ch yu. Th nm, mi nhm cn pht trin mt qu trnh giao tip v gii quyt cc xung t. V d nhm pht trin sn phm ca Quantum Corporation mt cng ty sn xut a cho my tnh c nhn California, thit lp mt qui tc l tt c cc quyt nh chnh cn xy dng v vic gii quyt xung t phi tin hnh hp vo chiu th hai mi tun. Qui tc n gin ny gip cho nhm p ng cc mc tiu pht trin ca n. Qu trnh pht trin song song. Mt trong nhng cch thc m nhm pht trin sn phm c th rt ngn thi gian pht trin sn phm v a ra th trng l s dng qu trnh pht trin song song mt phn. Mt vn l qu trnh pht trin sn phm khng c xem xt v cc vn ch to. ng ch nht l, do thit k c bn ca sn phm c hon thnh trc khi thit k mt qu trnh cng ngh ch to v sn xut qui m thng mi, khng c h thng

1 2

G.P.Pisano, S.C. Wheelwright, 1995, "The New Logic of High Tech R&D," Havard Business Review 9- 10 pp93-95 K.B. Clark, T. Fujimoto, 1990, "The Power of Produc Integrity", Havard Business Review, 11-12 pp 107-118

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cnh bo sm biu th kh nng ch to. Hu qu l cng ty c th khng to ra sn phm vi cch thc hiu qu-chi ph v phi gi tr li cho giai on thit k sn phm. iu lm cho thi gian ko di ra khi sn phm b gi i gi li gia cc giai on. Trong qu trnh pht trin song song mt phn cc giai on pht trin chng ln nhau v d cng vic bt u pht trin qu trnh sn xut trc khi giai on thit k hon thnh. Bng vic gim chi ph v thi gian thit k sn phm, mt chng trnh nh vy gim ng k thi gian pht trin sn phm v a n ra th trng. Nhng g pht sinh sau khi Intel pht trin b vi x l 386 nm 1986 chng t iu ny. Mt s cc cng ty bao gm c IBM v Compaq chy ua tr thnh ngi u tin a ra my tnh c nhn trn c s b vi x l 386. Compaq tn cng IBM trong 6 thng v ginh c th phn ch yu trong th trng my tnh cng sut cao. Cch thc c bn m Compaq tin hnh l s dng nhm lin chc nng v qu trnh song song mt phn pht trin sn phm. Nhm bao gm cc k s (R&D) cc nh marketing, sn xut v ti chnh. Mi chc nng lm vic song song hn l theo trnh t. Trong khi cc k s ang thit k sn phm, ngi sn xut cng ang thit t nh xng my mc, ngi lm marketing ang lm vic vi knh phn phi v hoch nh chin dch marketing, v ngi lm chc nng ti chnh ang lm vic ti tr cho d n. 4.3.3. Tm tt: t c s ci tin vt tri Vai tr ch yu ca cc chc nng trong vic t c s ci tin vt tri c tm tt trong Bng 4-4. Hai im chnh cn c c bit lu . Th nht, ngi qun tr cp cao phi chu trch nhim chnh trong vic bao qut ton b qu trnh pht trin. iu ny i hi c vic qun tr pht trin v vic thc y s kt hp gia cc chc nng. Th hai, trong khi R&D ng vai tr trung tm ca qu trnh ci tin, tnh hiu lc ca R&D trong pht trin cc sn phm v qu trnh mi ph thuc vo kh nng ca n trong vic kt hp vi chc nng sn xut v marketing. Bng 4-4: VAI TR CA CC CHC NNG TRONG VIC T CI TIN VT TRI
Cc chc nng to gi tr C s h tng (Lnh o) Sn xut Marketing Qun tr vt liu R&D Ngun nhn lc Vai tr chnh Qun tr ton b qu trnh (V d qun tr hot ng pht trin) Thc y hip tc lin chc nng Hp tc vi R&D trong vic thit k sn phm d ch to Lm vic vi R&D pht trin cc ci tin qu trnh Cung cp cc thng tin th trng cho R&D. Lamg vic vi R&D pht trin sn phm mi Khng c trch nhim chnh Pht trin cc qu trnh v sn phm mi Hip tc vi chc nng khc c bit l marketing v ch to trong qu trnh pht trin Thu cc nh khoa hc v k s gii

4.4. T C S P NG KHCH HNG VT TRI p ng khch hng vt tri ngha l phi cho khch hng nhng g m h mun, ng lc h mun vi iu kin l kh nng sinh li lu di ca cng ty khng b tn thng khi thc hin iu . Cng ty cng p ng c nhu cu khch hng n cng c th lm ch c s trung

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thnh nhn hiu. Sau , s trung thnh nhn hiu su sc c th cho php cng ty i hi mc gi tng thm cho sn phm hoc cho php cng ty bn c nhiu hng ho v dch v hn cho khch hng. D sao, mt cng ty p ng nhu cu khch hng n s c mt li th cnh tranh. t c s p khch hng vt tri chnh l cho khch hng mt gi tr v tin bc, tng bc ci thin hiu qu qu trnh sn xut ca cng ty v cht lng ca cc u ra nn gn cht vi mc ch ny. Hn na, vic cho khch hng nhng g h mun c th cn phi pht trin cc sn phm mi vi cc c tnh mi. Ni mt cch khc, t c hiu qu, cht lng v s ci tin vt tri l tt c cc b phn t c s p ng khch hng vt tri. C hai iu tin quyt khc t c mc ch ny. Th nht, l tp trung vo cc khch hng ca cng ty v nhu cu ca h. Th hai, tm cch tho mn nhu cu ca h tt hn. 4.4.1. Tp trung vo khch hng Mt cng ty khng th p ng nhu cu ca khch hng tr khi n bit r nhng g m h cn. Do , bc u tin ca vic to ra s p ng khch hng vt tri l ng vin ton cng ty tp trung vo khch hng. Bin php t mc tiu ny l biu th bng s lnh o, nh hng thi ca nhn vin v s dng cc c ch a khch hng ti cng ty. Lnh o. Tp trung vo khch hng phi bt u cp cao ca t chc. S cam kt p ng khch hng vt tri em n nhng s thay i xuyn sut ton b cng ty iu m ch c th lm c thng qua s lnh o mnh m. Mt bn bo co s mnh trong t khch hng ln hng u l cch gi mt thng ip r rng ti nhn vin v s tp trung mong mun. Mt con ng khc l bng chnh hnh ng ca lnh o cp cao. V d, Tom Monaghan, ngi sng lp ra Dominos Pizza gn gi vi khch hng bng cch hng tun n thm nhiu ca hng nht c th c, t mnh thc hin mt ln giao hng, v thng xuyn n Pizza cuat Domino. Thi ca nhn vin. t c s tp trung vo khch hng mt cch vt tri yu cu ton b nhn vin phi xem khch hng nh tiu im cho cc hot ng ca h. Ch c s lnh o khng th cha t n mc tiu ny. Ton b nhn vin phi c hun luyn tp trung vo khch hng, bt k chc nng ca h l marketing, sn xut, R&D hay k ton. Mc tiu nn c t ra l lm cho nhn vin suy ngh bng chnh suy ngh ca khch hng v t t h vo a v ca khch hng. Vi cch , nhn vin mi c th nhn ra cc thc tt hn ci thin cht lng kinh nghim ca khch hng vi cng ty. cng c cho nhng iu , h thng khuyn khch ca cng ty nn thng cho nhn vin v s tho mn cho khch hng. V d, qun tr cp cao ca h thng khch sn Four Seasons lun hnh din v s tp trung vo khch hng ca h, khi ni n cu chuyn v Roy Dyment, mt ngi gc ca Toronto, sao lng qun khng mang chic cp ca khch ra xe taxi cho ng ta. Ngi gc ca gi in cho ng khch, l mt lut s Washington D.C. v bit rng ng ang cc k cn chic cp cho bui hp bui sng. Dyment ln my bay i Washington a li chic cp- khng cn phi c s ng ca ng ch mnh. Chng nhng khng pht Dyment v mi lm mc phi v v vic khng hi kin qun tr trc khi i Washington m Four Seasons cn p li bng cch ghi tn ca Dyment vo danh sch nhng ngi nhn

- 138 vin ca nm.1Hnh ng ny a mt thng ip mnh m ti cc nhn vin ca Four Season v tm quan trong ca tho mn khch hng. a khch hng n vi cng ty. Hiu bit v khch hng l mt cch t c s p ng khch hng vt tri. Hiu bit v khch hng khng ch yu cu nhn vin suy ngh nh chnh khch hng m cn yu cu h phi lng nghe nhiu nht nhng g m khch hng ni v a h n vi cng ty. Vic a khch hng n vi cng ty khng phi mang tnh vt l m l trong s nh gi ca khch hng bng vic thu thp cc phn hi t khch hng v hng ho v dch v ca cng ty v xy dng h thng thng tin truyn cc phn hi ny n ngi c lin quan. V d, trng hp ngi bn l qun o qua th t hng Lands End. Thng qua danh mc ca n v nhng ngi nhn in thoi dch v khch hng, Lands End thu thp nhng kin t khch hng v cht lng qun o v loi hng m h mun Lands End cung cp. Qu thc, s thc gic ca khch hng nhc nh cng ty dch chuyn n phn on qun o. Lands End thng cung cp thit b cho thuyn bum thng qua cc danh mc th t hng. Tuy vy, cng ty li nhn c rt nhiu yu cu ca khch hng v qun o d ngoi trong khi p ng cc n hng bng vic m rng danh mc tho mn nhu cu. Lp tc qun o tr thnh ngnh kinh doanh chnh v Lands End gim dn cc thit b thuyn bum. Hin nay, cng ty vn ch nhiu n cc yu cu ca khch hng. Mi thng mt bn d liu t my tnh v cc yu cu v bnh lun ca khch hng c gi v cho cc nh qun tr. Cc phn hi ny gip cng ty iu chnh cc hng ho bn ra ca n. Thc vy, cc mt hng mi mua vo bn ra p ng vi yu cu khch hng.2 4.4.2. Tho mn nhu cu khch hng Mt khi t c vic tp trung vo khch hng, nhim v tip theo l tho mn cc nhu cu khch hng xc nh c. Nh ch ra, hiu qu, cht lng, ci tin tt thy quyt nh tho mn cc nhu cu ny. Ngoi ra, cc cng ty cung cp mc tho mn cao hn khi h cc bit ho sn phm nhiu nht c th c theo cc yu cu ca khch hng c bit v khi h rt ngn thi gian p ng cc nhu cu khch hng. Phc v theo yu cu khch hng l bin i cc c tnh ca hng ho v dch v p ng cc yu cu c o ca cc nhm khch hng hay trong nhng trng hp cc oan, c hiu nh phc v theo yu cu tng khch hng. Ngi ta thng ngh rng phc v theo yu cu khch hng pht sinh chi ph. Tuy nhin, nh ch ra phn u chng ny, cc cng ngh sn xut linh hot lm cho n c th sn xut cng nhiu loi sn phm hn trc m khng lm tng chi ph. Cc cng ty c th c bit ho cc sn phm ca h nhiu hn h tng lm cch y 15 nm. c bit khi cc cng ngh sn xut linh hot lin kt vi h thng thng tin da trn cng ngh Web. V d, ngi bn l nh Amazon.com s dng cc cng ngh trn c s Web pht trin mt trang ch cho cc ca hng ca h phc v nhu cu ca mi c nhn. Khi cc khch hng truy cp vo Amazon.com, h c mt danh mc gii thiu cc cun sch hay nhc cho vic mua bn da trn mt phn tch nhng g m h mua trc .

1 2

P.Sellers, "Getting Customers to Love You", Fortune, 13/3/1989, pp 38-42 Caminiti, "A mail Oder Romance"

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Khuynh hng phc v theo yu cu khch hng to ra s phn ho nhiu th trng, c bit l th trng khch hng thnh nhng khe h nh hn. V d u nhng nm 1980, khi Honda ln t th trng xe my Nht bn vn rt phn mnh. Ngi gi v tr th hai, Yamaha quyt nh theo sau ngi dn u Honda. Nm 1981, n thng bo m mt nh my mi, c th a Yamaha tr thnh ngi ch to xe my ln nht th gii nu hot ng ht cng sut. Honda p tr bng vic m rng mt hng sn phm ca mnh v y nhanh tc gii thiu sn phm mi. Ti bc khi u ca cuc chin v xe my c th coi nh vyHonda c 60 loi xe my trong mt hng sn phm ca n. Tm thng sau, Honda tng nhanh s mt hng ca mnh ln n 113 mu, c bit ho cc sn phm n cc k h th trng nh. Honda c kh nng t c iu ny m khng phi chu chi ph ng k, bi v n l mt nh ch to linh hot. S trn ngp ca cc mu Honda theo yu cu khch hng y Yamaha khi nhiu th trng, ngn chn ng k cuc tn cng ca n vo Honda.1 Thi gian p ng. Cung cp cho khch hng nhng g h cn khi h mun, yu cu tc p ng nhu cu ca khch hng. ginh c li th cnh tranh cng ty phi thng xuyn p ng cc yu cu khch hng tht nhanh, d cho giao dch l vic giao hng ca mt hng ch to gia dng, vic x l mt yu cu vay n ngn hng, cc ph tng thay th cho mt xe t h hng, hoc ch thanh ton trong mt siu th. Chng ta ang sng trong mt x hi chuyn ng nhanh chng, ni m thi gian l mt hng ho c gi tr. Cc cng ty tho mn nhu cu khch hng nhanh chng s to lp c s trung thnh nhn hiu v t mt gi cao hn v cc sn phm v dch v. Tng tc cho php cng ty i hi mc gi cao hn. Khe h ca ngnh a th nhanh bng my bay da trn quan im cho rng khch hng sn lng thanh ton cao hn mt cch ng k cho cc th nhanh qua m, so vi th thng. Mt v d khc v s p ng nhanh l trng hp ca Caterpillar, nh ch to my di chuyn hng nng di chuyn trn mt t c th giao cc ph tng thay th n bt k im no trn tri t ch trong vng 24 gi. Bi v s c dng my vi cc thit b xy dng hng nng s rt tn km, kh nng ca Caterpillar p ng nhanh vi nhng h hng my mc thit b l mt iu quan trng ct yu i vi khch hng ca cng ty. Kt qu l, nhiu khch hng duy tr s trung thnh vi Caterpillar bt chp s cnh tranh mnh lin ca Komasu ca Nht bn. Ni chung, gim thi gian p ng cn phi lm sao cho (1) chc nng marketing truyn thng nhanh chng cc yu cu ca khch hng ti sn xut, (2) cc chc nng sn xut v qun tr vt liu c th iu chnh nhanh chng k hoch tin sn xut trong vic p ng cc nhu cu cha d kin ca khch hng, v (3) h thng thng tin c th gip chc nng sn xut v marketing trong qu trnh ny. 4.4.3. Tm tt: t c s p ng khch hng vt tri Bng 5.5 tm lc cc bc, cc chc nng khc nhau cn phi thc hin nu cng ty mun t c s p ng khch hng vt tri. Mc d, marketing ng vai tr quyt nh gip mt cng ty t c mc tiu ny, ch yu l do n tip xc trc tip vi khch hng, Bng 4-5 ch ra rng cc chc nng khc cng c vai tr quan trng thc hin mc tiu . Hn na,
1

G.Stalk, T.M Hout, 1990, Competing Again Time, New York: Free Press

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ging nh t c s vt tri v hiu qu, cht lng v ci tin, vic t c s p ng khch hng vt tri yu cu cc qun tr cp cao phi lnh o sao cho c th to lp mt s nh hng khch hng trong cng ty. Bng 4-5: VAI TR CA CC CHC NNG TRONG VIC P NG KHCH HNG VT TRI
Cc chc nng to gi tr C s h tng (lnh o) Sn xut Marketing Qun tr vt liu R&D H thng Thng tin Ngun nhn lc Vai tr ch yu 1- Thng qua lnh o bng nu gng, to ra mt s cam kt v p ng khch hng trn ton cng ty t c s cc bit ho bng h thng sn xut linh hot. t c s p ng nhanh thng qua ch to linh hot Hiu bit khch hng Truyn t cc phn hi ca khch hng vi cc chc nng thch hp Pht trin h thng hu cn c kh nng p ng nhanh cho cc nhu cu khng d kin trc a khch hng vo qu trnh pht trin sn phm S dng cong ngh Web tng s p ng khch hng Pht trin cc chng trnh hun luyn nhn vin ngh nh khch hng

TM TT CHNG V CU HI N TP Trong chng ny, chng ta tho lun v vai tr ca cc chin lc chc nng trong vic t c hiu qu, cht lng, s ci tin v p ng khch hng. N xem xt mt cch chi tit cc bc khc nhau dn n mc tiu ny, gm cc im chnh sau: Mt cng ty c th tng hiu qu thng qua vic khai thc tnh kinh t ca qui m v hiu ng hc tp, p dng cc cng ngh ch to linh hot, p dng h thng ng thi hn, a chc nng R&D thit k sn phm d ch to, nng cp k nng ca nhn vin thng qua hun luyn, nhm t qun, v gn vic tr lng bng vi kt qu, to ra s cam kt n hiu qu trn ton cng ty thng qua s lnh o mnh m, v thit k cu trc thc y hip tc gia cc chc nng theo ui mc tiu hiu qu. Cht lng vt tri c th gip cho cng ty k c chi ph thp ln s khc bit sn phm ca n v yu cu mc gi cao hn. t c cht lng vt tri yu cu ton cng ty phi cam kt vi cht lng v tp trung mt cch r rng vo khch hng. N cng yu cu c cc thc o o lng mc tiu cht lng v khuyn khch nhn mnh vo cht lng; d liu t nhn vin v cch thc ci thin cht lng; phng php lun theo v s theo di khuyt tt n tt gc v sa cha cc vn to ra khuyt tt; hip tc vi ngi cung cp duy tr vic p dng TQM; cc sn phm c thit k d ch to; hip tc cht ch gia cc chc nng. T l tht bi ca vic gii thiu cc sn phm mi rt cao do cc nhn t nh s khng chc chn, thng mi ho km, chin lc nh v km, s thin cn k thut, v s chm chp a sn phm ra th trng. t c s vt tri v ci tin, cng ty phi to ra cc k nng nghin cu c bn v ng dng; thit k hp l qu trnh qun tr pht trin; v t c s kt hp cht ch cc chc

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nng khc nhau ca cng ty, ch yu thng qua vic p dng cc nhm pht trin sn phm lin chc nng v qu trnh pht trin song song mt phn. t c s p ng khch hng vt tri thng yu cu cng ty t c hiu qu, cht lng, s ci tin. p ng khch hng vt tri c th t c nu mt cng ty cung cp cho khch hng ci m h mun ng lc cn thit. N phi m bo mt s tp trung cao vo khch hng, iu m c th t c thng qua s lnh o v hun luyn nhn vin ngh nh khch hng; a khch hng n cng ty bng cch nghin cu th trng vt tri; c bit ho sn phm vi cc nhu cu c o ca cc khch hng hay nhm khch hng c bit; p ng nhanh nhu cu khch hng. CU HI N TP 1- Bn khi c bn to lp li th cnh tranh lin quan vi nhau nh th no? 2- Nu cch khai thc tnh kinh t v qui m, hiu ng hc tp trong vic to dng li th cnh tranh? 3- Trnh by l gic ca sn xut linh hot theo yu cu khch hng vi khi lng ln? 4- Trnh by kh nng to dng li th hiu qu t cc hot ng marketing 5- Nu kh nng tc ng ca qun tr vt liu n hiu qu 6- Vai tr ca qun tr cp cao trong vic gip cho cng ty t c s vt tri v hiu qu, cht lng, ci tin, v p ng khch hng? 7- Trong di hn, vic p dng TQM cho cng ty mt li th cnh tranh hay n ch yu cu t c s bnh ng vi cc i th cnh tranh? 8- Trn ngha no m ci tin c gi l khi n nht quan trong nht to lp li th cnh tranh

- 142 -

TI LIU THAM KHO 1- Alex Miller (1998). Strategic Management 3rd Ed. Irwin/McGraw-Hill 2- Charles W.L. Hill, Gareth R.Jones (2002) Strategic Management : An intergrated Aproach, 5th Ed. Houghton Mifflin. 3- Chistopher G. Worley, David E.Hitchin, Walter L.Ross (1996), Integrated Strategic Change: How OD Builds Competitive Advantage, Addion-Wesley Publishing Company. 4- Douglas C.Montgomery (1997), Introduction to Statistical Quality Control, 3rd Ed. John Wiley& Son 5- Irene Chow, Neil Holbert, Lane Kelley, Julie Yu (1997), Business Strategy: An Asia-Pacific Focus, Prentice Hall 6- Henry Mintzberg, James Brian Quinn, John Voyer (1995), The Strategy Process, Collegiate Ed.Prentice Hall. 7- Michiel R.Leeder, Harold E. Feason (1997), Purchasing & Supply Management, 11th Ed. Irwwin/McGraw-Hill 8- Norman Gaither (1996), Production and Operation Management, 7th Ed. Thomson 9- Peter Wright, Mark J. Kroll, John Parnell (1996), Strategic Management : Concepts and Cases 3rd Ed. Prentice Hall 10- Thomas L. Wheelen, J. David Hunger (2004) Strategic Management and Business Policy 9th. Prentice Hall. 11- William C. Frederick, James E. Post, Keith Davis (1992), Business and Society: Corporate Strategy, Public Policy, Ethics, 7th Ed, McGraw-Hill,Inc

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CHNG 5. CHIN LC CP KINH DOANH

CHIN LC CP KINH DOANH CHIN LC CP N V KINH DOANH L G? Nhu cu khch hng v s khc bit ha sn phm Cc nhm khch hng v phn on th trng Kh nng khc bit ha CHN LA CHIN LC KINH DOANH CHUNG Cc l trnh to dng li th cnh tranh Chin lc dn o chi ph Cc chin lc to s khc bit Dn o chi ph v s khc bit Chin lc tp trung NHM CHIN LC V CHIN LC KINH DOANH LA CHN MT CHIN LC U T CP N V KINH DOANH. V th cnh tranh Hiu ng chu k sng Chn la mt chin lc u t TM TT V CU HI

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KHI QUT Mc ch ca chng ny l xem xt cc chin lc cp n v kinh doanh m cng ty c th s dng khai thc cc li th cnh tranh v cnh tranh hiu qu trong mt ngnh. n cui chng ny bn c th nhn din v phn bit cc loi chin lc cp n v kinh doanh chnh m cc nh qun tr chin lc c th pht trin to ra cho cng ty mnh cc li th cnh tranh so vi cc i th khc 5.1. CHIN LC CP N V KINH DOANH L G? Chin lc cp n v kinh doanh l tng th cc cam kt v hnh ng gip doanh nghip ginh li th cnh tranh bng cch khai thc cc nng lc ct li ca h vo nhng th trng sn phm c th.1 Ch c cc doanh nghip lin tc nng cp cc li th cnh tranh ca mnh theo thi gian mi c kh nng t c nhng thnh cng lu di vi chin lc cp n v kinh doanh.2 Vn c bn m mi doanh nghip cn gii quyt khi la chn chin lc kinh doanh, l: h s cung cp cho khch hng sn phm hay dch v no; cch thc to ra cc sn phm v dch v y; v lm cch no a cc sn phm v dch v n cho khch hng.3 Do vy, chin lc cp n v kinh doanh phn nh nim tin ca doanh nghip v a im v cch thc m n c th ginh c li th cnh tranh so vi cc i th cnh tranh ca mnh.4 iu ct yu ca chin lc kinh doanh l "la chn thc hin cc hnh ng mt cch to s khc bit hay l thc hin cc hot ng khc hn so vi i th"5 Khch hng l nn tng cho s thnh cng ca cc chin lc lc kinh doanh. Theo li ca mt tng gim c: "Khi bn lm cho mi ngi tp trung vo khch hng, iu c mt tc ng rt ng k".6 Trn thc t, nhiu tc gi cn tin rng mt chin lc kinh doanh hu hiu phi cho thy kh nng ca doanh nghip trong vic "... to dng v duy tr cc mi lin h vi nhng con ngi tt nht cho mc ch cc i ho gi tr sng to ra, k c bn trong (cc thnh vin trong doanh nghip), ln bn ngoi (khch hng)"7. Do vy, cc doanh nghip thnh cng cn phi ngh n cc nhn vin ca h - nhng con ngi ang sng to ra sn phm c gi tr cho khch hngv khch hng - nhng ngi sn lng tr gi cho cc sn phm . Theo lun im ca Derek F. Abells v qu trnh ra quyt nh, xy dng chin lc cp n v kinh doanh phi bao gm ba yu t, l: (1) nhu cu khch hng, hay iu g c tho mn (What), (2) cc nhm khch hng hay ai c tho mn (Who), v (3) cc kh nng khc bit ha hay cch thc m nhu cu khch hng c tho mn (How).8 Ba yu t quyt nh ny xc nh cch thc m mt cng ty s cnh tranh trong mt hot ng kinh doanh hay mt ngnh.

1 P. Rindova & C. J. Fombrun, (1999), "Constructing competitive advantage: The role of firm-constitute interactions", Strategic Management Journal, 20: 691 710 2 G. Hamel (2000), Leading the Revolution, Boston: Harvard Business School Press,71 3 C. A. De Kluyver (2000), Strategic Thinking, Upper Saddle River, NJ: Prentice-Hall, 7 4 S. F. Slater & E. M. Olsen (2000), "Strategy type and performance: The influence of sales force management", Strategic Management Journal, 21: 813829; 5 M. E. Porter (1996), "What is strategy?" Harvard Business Review, 74(6): 6178. 6 B. Saporito, 1993, "How to revive a fading firm", Fortune,March 22, 80. 7 B. Lowendahl & O. Revang (1998), "Challenges to existing strategy theory in a postindustrial society", Strategic Management Journal, 19: 755773. 8 D.F. Abell (1980), Defining the Business: The Starting Point of Strategic Planning, Engglewood Cliffs, N.J.: Prentice Hall, 169

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5.1.1. Nhu cu khch hng v s khc bit ha sn phm Cc nh qun tr cp cao ng vai tr quan trng trong vic c gng lng nghe, nhn thc v thu hiu nhu cu ca khch hng. Kh nng nhn thc v thu hiu ca cc nh qun tr xut pht t vic lng nghe v nghin cu khch hng nh hng rt ln n cc quyt nh v sn phm, cng ngh, v knh phn phi. Nhu cu khch hng l nhng mong mun, s cn thit hay khao kht m c th s c tho mn bng cc c tnh ca sn phm hay dch v. V d, s khao kht ca mt ngi v ci g c v ngt c th c tho mn bng mt hp kem Ben&Jerrys, mt thanh Snicker, hay mt tha ng. S khc bit ha sn phm l qu trnh to mt li th bng vic thit k sn phm hng ho hay dch v - tho mn nhu cu khch hng. Tt c cc cng ty phi to s khc bit cho cc sn phm ca h sao cho c th hp dn c khch hng v t nht l tho mn nhu cu. Nhiu cng ty lm cho sn phm ca h s khc bit ng k so vi cc cng ty khc v s khc bit ny gip cho h c c mt u th cnh tranh sc nt. Trn thc t, cng c nhiu cng ty cung cp cho khch hng sn phm gi thp ch khng phi l mt s khc bit ln v sn phm. Cn cc cng ty khc li c tm ra s c o no cho sn phm ca mnh, v th h c gng tho mn nhu cu khch hng theo cch thc m cc sn phm khc khng th c c. S c o c th lin quan n cc c tnh vt l ca sn phm nh cht lng hay tin cy, song cng c th l s hp dn no vi nhu cu tm l ca khch hng, nh uy tn a v.1Do , mt xe t Nht bn c th to ra khc bit bi danh ting v tin cy, cn mt chic Corvette hay mt chic Porscher c th khc bit ha bng kh nng tho mn nhu cu ca khch hng v a v. 5.1.2. Cc nhm khch hng v phn on th trng Quyt nh rt cn bn mi cng ty lin quan n chin lc cp n v kinh doanh, l quyt nh v th trng mc tiu hng s phc v ca mnh vo . c c quyt nh nh vy cc cng ty phi chia khch hng thnh tng nhm da trn cc khc bit v nhu cu ca h. Qu trnh c gi l qu trnh phn on th trng. Phn on th trng l cch thc m cng ty phn nhm cc khch hng da vo nhng s khc bit quan trng v nhu cu v s thch ca h, tm ra mt li th cnh tranh.2 Trong qu trnh phn on th trng cc khch hng c nhu cu tng t nhau c nhm thnh nhng nhm ring. Hu ht, cc c tnh c th phn bit ca t chc v con ngi s c dng vo trong qu trnh phn on. V d, General Motor gp nhm cc khch hng ca n theo lng tin m h mun v c th dng mua t, v vi mi nhm n to ra nhng chic xe khc nhau, thnh mt ph sn phm t chic Metro GEO gi thp n Cadillac Seville gi cao. Ni chung, cc cng ty c th s dng ba la chn chin lc hng n cc phn on th trng.3Th nht, chn phc v cho cc khch hng bnh thng, nh th khng nht thit phi nhn bit s khc bit nhu cu gia cc nhm. Th hai, phc v a ng ngha l phn on th trng ca n thnh cc phn on khc nhau v pht trin nhng sn phm thch ng vi nhu
1 2

R.Kotler, (1984)Marketing Management, 5th ed, Engglewood Cliffs, N.J.: Prentice Hall D.F. Abell (1980), Defining the Business: The Starting Point of Strategic Planning, Engglewood Cliffs, N.J.: Prentice Hall, 8 3 M.E.Porter (1985), Competitive Advantage: Creating and Sustainabling Superior Perfomance, New York: Freepress

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cu ca mi phn on. V d, trong nhng nm gn y Sony cung cp 24 loi Ti vi mu 19 inch khc nhau, mi loi hng n mt phn on th trng khc nhau. Th ba, phc v tp trung, ngha l cng ty c th chn nhn thc rng th trng b phn on nhng ch tp trung vo phc v mt phn on, hay mt khe h nh Mercedes Benz theo ui khe h th trng xe t xa x. Ti sao mi cng ty li cn phi chn ra nhng phc hp sn phm/th trng v to ra cc sn phm ph hp vi phn on th trng hn l to ra mt sn phm cho ton b th trng? Cu tr li l vic quyt nh cung cp nhiu sn phm cho nhiu khe h th trng cho php cng ty tho mn nhu cu khch hng tt hn. Do vy, nhu cu ca khch hng v sn phm ca cng ty tng ln v sn sinh ra nhiu thu nhp hn so vi trng hp cng ty ch cung cp mt sn phm cho ton b th trng.1Tuy nhin, i khi do bn cht ca sn phm hay bn cht ca ngnh khng cho php khc bit ha nhiu, chng hn trng hp ca ngnh ho cht v xi mng khi lng ln.2 Cc ngnh ny to ra t c hi ginh c li th cnh tranh thng qua vic khc bit ha v sn phm v phn on th trng, bi v kh c th phc v nhu cu ca cc khch hng v cc nhm khch hng theo nhng cch thc khc nhau. Trong trng hp , gi li l tiu chun chnh cho khch hng nh gi sn phm, v li th cnh tranh lin quan vi mi cng ty l hiu qu vt tri v c th cung cp sn phm vi gi thp nht. Cc cng ty nn chn ra cc khch hng mc tiu, cc th trng mc tiu v da trn cc nng lc ct li, cng nh c hi t mi trng, xy dng chin lc kinh doanh cung cp gi tr n cc khch hng mc tiu, tho mn tt nht nhu cu khch hng. 5.1.3. Kh nng khc bit ha Vn th ba trong chin lc cp n v kinh doanh l quyt nh theo ui cc kh nng to s khc bit tho mn nhu cu cc khch hng v cc nhm khch hng.3Chng ta bit rng, c bn cch ginh li th cnh tranh, l: vt tri v hiu qu, cht lng, ci tin v p ng khch hng. Trong vic hnh thnh cc phng n chin lc kinh doanh, cng ty phi quyt nh cch thc t chc v kt hp cc kh nng to s khc bit ca n ginh c li th cnh tranh. 5.2. CHN LA CHIN LC KINH DOANH CHUNG 5.2.1. Cc l trnh to dng li th cnh tranh Cc chin lc cnh tranh phi da trn cc ngun li th cnh tranh thnh cng. Mi cng ty u c th t to dng cho mnh mt li th cnh tranh, nu n thc hin cc bc i hp l cho php ginh c v tr hng u trong vic hp dn khch hng so vi cc i th cnh tranh. Cc bc i hay l trnh m mi cng ty thc hin c th khc nhau, v d to ra cht lng sn phm cao nht, cung cp dch v khch hng tt nht, sn xut vi mc chi ph thp nht, tp trung cc ngun lc vo cc phn on th trng, hoc cc khe h trong th trng ngnh. D cng ty chn

1 L.W. Philips, D.R. Chang, D.R.Buzzell (1983), "Product Quality, Cost Position, and Business Performance: A Test of Some Hypotheses", Journa lof Marketing, 47, 26-43 2 M. E. Porter, (1980), Competitive Strateg: Techniques for Analyzing Industries and Competitors , New York: Free Press, 45 3 D.F. Abell (1980), Defining the Business: The Starting Point of Strategic Planning, Engglewood Cliffs, N.J.: Prentice Hall, 15

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con ng no to li th cnh tranh, iu ct yu l phi khch hng cm nhn c gi tr vt tri so vi nhng g m i th cung cp. Cc doanh nghip s c gng mt cch kin nh to dng li th cnh tranh thng qua mt chui v hn cc chin lc. Chin lc cnh tranh c thit k nhm khai thc chui gi tr v cc sc mnh khc to ra li th cnh tranh. Nh vy, mi cng ty s c gng to dng cho mnh cc chin lc c th ph hp vi cc phn tch sc mnh v im yu bn trong, gi tr m n c th cung cp, mi trng bn ngoi v nhu cu khch hng. Mc d c rt nhiu chin lc cnh tranh khc nhau, song mt cch khi qut c ba cch tip cn c bn to dng li th cnh tranh, l: (1) chin lc dn o chi ph; (2) chin lc to s khc bit; (3) cc chin lc tp trung. Ngi ta gi ba kiu chin lc cnh tranh ny l ba chin lc chung, bi l, chng bao hm tt c cc hot ng kinh doanh hay ngnh bt k ch to, dch v hay phi li nhun. Mi chin lc trong cc chin lc chung nh mt kt qu la chn mt cch nht qun ca cng ty v sn phm, th trng, v cc kh nng to s khc bit cc la chn ny cng nh hng ln nhau. Bng 5-1 tm lc cc la chn thch hp cho tng chin lc trong s cc ba chin lc chung ny.
To s khc bit sn phm Phn on th trng Nng lc to s khc bit Dn o chi ph Thp (ch yu bng gi) Thp (Th trng khi lng ln Ch to v qun tr vt liu To s khc bit Cao (ch yu bng s c o Cao (nhiu phn on th trng) Nghin cu v pht trin, bn hng v marketing Tp trung Thp ti cao (Gi hay c o Thp (mt hay mt vi phn on Bt k kh nng lc to s khc bit no

5.2.2. Chin lc dn o chi ph Chin lc dn o chi ph l tng th cc hnh ng nhm cung cp cc sn phm hay dch v c cc c tnh c khch hng chp nhn vi chi ph thp nht trong mi quan h vi tt c cc i th cnh tranh.1 Ni cch khc, chin lc dn o chi ph da trn kh nng ca doanh nghip cung cp sn phm hay dch v vi mc chi ph thp hn i th cnh tranh. Mc ch ca ngi ang theo ui chin lc dn o chi ph l lm tt hn cc i th cnh tranh, sao cho chi ph sn xut v cung cp mi sn phm hay dch v m n c th lm u vi thp hn i th. Hm ca ngi theo ui chin lc dn o cho ph l ginh c mt li th chi ph ng k so vi cc i th khc, cui cng chuyn thnh cc cng c hp dn khch hng ginh th phn ln hn. Vi s thnh cng ca chin lc ny, ngi dn o chi ph s c c hai li th cnh tranh: Th nht, ngi dn o chi ph c th i hi mc gi thp hn so vi i th cnh tranh m vn c c cng mc li nhun, bi v chi ph ca n thp hn. Nu cc cng ty trong ngnh cng i hi mt mc gi tng t cho sn phm ca h, ngi dn o chi ph vn c li nhun cao hn cc i th cnh tranh. Th hai, ngi dn o s c th tr vng hn so vi cc i th cnh tranh, khi s cc i th trong ngnh tng v buc cc cng ty cnh tranh gi, bi n c chi ph thp hn.
1

M. E. Porter, 1980, Competitive Strategy, New York: Free Press, 35-40

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V c hai l do ny, nhng ngi dn o chi ph dng nh c li nhun cao hn bnh qun. Bng cch no mt cng ty c th tr thnh ngi dn o chi ph? N t c v th ny bng cch la chn sn phm, th trng hay kh nng to s khc bit m n to ra ginh c li th cnh tranh chi ph thp (Bng 5-1) Cc la chn chin lc. Ngi dn o chi ph chn mc to s khc bit sn phm thp. Bi v, to s khc bit thng rt tn km, nu cng ty b cc ngun lc ca mnh lm ra sn phm c o th chi ph c th s tng ln.1Ngi dn o nn chi ph gi sao cho mc to s khc bit khng thp qu nhiu so vi ngi to s khc bit (cng ty m b ngun lc ca mnh pht trin sn phm), song mc ny h li c th c c li th chi ph thp.2 Ngi dn o chi ph khng c gng tr thnh ngi dn o ngnh bng cch to s khc bit; h ch cho n khi cc khch hng c mong mun mt c tnh hay dch v, ri mi cung cp c tnh hay dch v . V d, mt ngi dn o chi ph khng a m thanh stereo vo trong chic ti vi. Rt cc, h ch thm m thanh stereo khi quan st thy khch hng thc s cn n iu ny. Ngi dn o chi ph cng thng t n cc phn on th trng khc nhau v nh v sn phm ca mnh li cun cc khch hng bnh thng. L do chnh khin ngi dn o chi ph s dng phng n ny bi v vic pht trin mt tuyn sn phm p ng nhu cu ca cc phn on th trng khc nhau l mt cch lm tn km. Mt ngi dn o chi ph thng ch phn on th trng mt cch hn ch. D l khch hng c th khng hon ton tho mn v sn phm, nhng iu quan trng l cng ty thng i hi mc gi thp hn so vi cc i th ang c hp dn khch hng bng cc sn phm c o, cht lng cao, v cng ty dng nh c l khi gi c vn cn hp dn vi phn on th trng ny. Nu pht trin cc kh nng to s khc bit, mc tiu quan trng hn ht ca ngi dn o chi ph phi l tng hiu qu ca mnh v h thp chi ph so vi i th cnh tranh. S pht trin cc kh nng phn bit trong qun tr vt liu v ch to l trung tm t c mc tiu ny. Cc cng ty ang theo ui mt chin lc chi ph thp c th c gng dch chuyn tht nhanh xung pha di ca ng cong kinh nghim do h c th h thp chi ph ca h. t c v th v chi ph thp, cc cng ty c th phi pht trin cc k nng ch to linh hot v p dng k thut qun tr vt liu hiu qu. Do , cc chc nng qun tr vt liu v ch to l trung tm ch ca mt cng ty ang theo ui chin lc dn o chi ph; cc chc nng khc cn nh hng kh nng to s khc bit ca n p ng yu cu ca qun tr vt liu v ch to.3V d, chc nng bn hng c th pht trin nng lc ca mnh ginh c tp hp ln v n nh cc n hng ca khch hng. iu ny, cho php b phn ch to ko di thi gian vn hnh sn xut v nh th t c tnh kinh t v qui m v gim chi ph. Chc nng qun tr ngun nhn lc c th tp trung vo vic to lp cc chng trnh hun luyn v h thng th lao sao cho c th h thp chi ph bng vic nng cao nng sut lao ng. Chc nng nghin cu pht trin c th chuyn mn ho hng vo hon thin qu trnh, h thp chi ph ch to.
1 2

M.E.Porter (1985), Competitive Advantage: Creating and Sustainabling Superior Perfomance, New York: Freepress, 37 M.E.Porter (1985), Competitive Advantage: Creating and Sustainabling Superior Perfomance, New York: Freepress, 13-14 3 D.Miller (1986),"Configuration of Strategy and Structure: Towards a Synthesis", Strategics Management Journal, 7/1986, 217-231

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Nhiu nh dn o chi ph hng ton b cc la chn chin lc v sn phm, th trng hay cc kh nng to s khc bit vt ra tng ng chi ph nhm duy tr li th cnh tranh ca h. Cng ty H.J. Heinz l mt tm gng u t khc v ngi dn o chi ph. Bi v u v rau ng hp khng cho php hng chnh lch nhiu, li nhun c c ch l nh bn c khi lng ln hp. Do , Heinz i c nhng bc tin di c gng gim chi ph - thm ch ch 1/20 cent mi hp- chnh iu ny dn n s tit kim ln do li nhun s ln hn trong di hn. Trong phn thc thi chin lc, chng ta cng s hiu thm v ngun gc khc ca tit kim chi ph trong vic theo ui dn o chi ph, khi thit k thit k cu trc t chc p ng vi chin lc ny. Bi v cu trc l ngun gc chnh ca chi ph cng ty. Mt chin lc chi ph thp thng hm v s kim sot sn xut cht ch v s dng nghim ngt cc ngn sch kim sot qu trnh sn xut. Cc li th ca chin lc dn o chi ph. Li th ca mi chin lc chung tt nht nn c bn lun theo m hnh nm lc lng cnh tranh ca Porter.1Bi chin lc kinh doanh ca cng ty cn phi xoay chuyn cc lc lng to ra li th cho mnh. Vi cc i th cnh tranh trong ngnh. Ngi dn o chi ph c mt v th chi ph ng gi phng th trc cc i th cnh tranh. Cc i th cnh tranh rt s phi cnh tranh vi ngi dn o chi ph bng gi, bi h c li th hn hn v chi ph, nn.2 Thay v phi cnh tranh gi, cc i th thng n trnh bng mt s cng c to s khc bit. Tuy nhin, ngay c khi cc i th cnh tranh thch thc doanh nghip phi cnh tranh trn c s gi, doanh nghip theo ang theo ui chin lc dn o chi ph vn c th thu c mc li nhun ti thiu sau khi cc i th cnh tranh ca n b thit hi ng k qua cnh tranh.3 Vi nng lc thng lng ca nh cung cp Ngi dn o chi ph vi li th ch ph thp cng c ngha l h s t b tc ng bi s tng gi cc u vo so vi cc i th cnh tranh trong trng hp c cc nh cung cp y quyn lc. V d, gn y Emerson Electric Co. c t l li nhun rng bin 9%, mt con s m "cao hn nhiu so vi trung bnh ngnh,"4. Hn na, theo k vng ca cc nh phn tch, bin li nhun ca cng ty vn tip tc gia tng khi n ngy cng tng nng sut v h thp chi ph hn na (do chi ph lao ng trong vng thp)5 Bn ngh g v kh nng ca n khi phi i din vi cc nh cung cp c quyn nng thng lng cao? Vi bin li nhun cao tng i so vi i th cnh tranh, ngi dn o chi ph c kh nng d dng hp th c s tng gi t pha nh cung cp. Khi ngnh phi i mt vi s tng chi ph t cc nh cung cp, ch c ngi dn o chi ph mi c kh nng tr gi cao hn m vn duy tr c mc sinh li trung bnh v trn trung bnh. Cui cng, ngi dn o chi ph c sc mnh c

1 2 3

M.E.Porter (1985), Competitive Advantage: Creating and Sustainabling Superior Perfomance, New York: Freepress, 44-46 L. K. Johnson, 2003, "Dueling pricing strategies", The McKinsey Quarterly, 44(3): 1011. M. E. Porter, (1980), Competitive Strateg: Techniques for Analyzing Industries and Competitors , New York: Free Press, 36. 4 Lubove, It aint broke, 57 5 P. M. Seligman, 1997, Emerson Electric, Value Line, 24/10, 1007.

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th thc p cc nh cung cp gim gi v lin tc gim bin li nhun ca h. Hn na, bi ngi dn o chi ph thng c mt th phn ln, h s thc hin mua sm khi lng tng i ln qua lm tng nng lc thng lng vi cc nh cung cp Wal-Mart s dng nng lc thng lng ca n vi cc nh cung cp (c c li ch bi Wal-Mart mua khi lng ln t nhiu nh cung cp) h thp gi mua. Nhng tit kim ny sau li c chuyn v pha khch hng di dng gi thp, v lm tng sc mnh ca Wal-Mart so vi cc i th thiu nng lc khai thc gi thp t nh cung cp.1 Vi nng lc thng lng ca khch hng Nhng khch hng c quyn lc mnh c th thc p ngi dn o chi ph gim gi, nhng d sao gi cng khng th gim xung n mc m ngi cnh tranh c hiu qu k tip c th thu c li nhun trung bnh. Mc d, nhng ngi mua y quyn lc c th p ngi dn o chi ph gim gi xung di mc ny, nhng h s khng lm nh th. Bi v, nu gi vn h n mc cho i th cnh tranh c hiu qu k tip khng t c li nhun bnh qun, h ri khi th trng, li ngi dn o chi ph v th mnh hn. By gi, khch hng mt i quyn nng ca h, gi li tng v trong ngnh ch cn li ngi dn o chi ph, khng c i th cnh tranh. Vi s thay th sn phm Trong s so snh vi cc i th, ngi dn o chi ph c v th hp dn hn trn phng din s thay th sn phm. Khi phi i mt vi kh nng thay th sn phm, ngi dn o chi ph c tnh linh hot cao hn i th. Nu c sn phm thay th bt u i vo th trng ngi dn o chi ph s gim gi ca mnh cnh tranh vi nhng sn phm ny v duy tr th phn. Vi nhng ngi nhp cuc Cui cng li th chi ph ca ngi dn o thit lp mt ro cn nhp cuc, v cc cng ty khc khng th thm nhp ngnh v thch ng vi chi ph v gi ca ngi dn o. Do ngi dn o chi ph tng i an ton chng no m duy tr li th chi ph v gi vn l iu then cht i vi mt s ln ngi mua. Bt li ca chin lc dn o chi ph Cc bt li ch yu ca ngi dn o chi ph gn nh n nu trong kh nng ca cc i th cnh tranh ang tm cch sn xut vi mc chi ph thp hn v tn cng ngi dn o chi ph chnh cuc chi ca mnh. V d, thay i cng ngh lm cho tnh kinh t ca ng cong kinh nghim b lc hu, cc cng ty mi c th p dng cc cng ngh mi chi ph thp hn cho h mt li th cnh tranh chi ph so vi ngi dn o chi ph. Cc i th cnh tranh cng c th ginh c li th cnh tranh t tit kim chi ph lao ng. Cc nh cnh tranh trong th gii th ba c chi ph lao ng rt thp; v d chi ph tin lng M c th gp 600% so vi Malaixia, Trung quc hay M hy c. Nhiu cng ty M hin nay coi vic lp rp sn phm ca h nc ngoi nh l mt phn ca chin lc chi ph thp ca h; nhiu cng ty b thc p phi lm nh vy n gin l cnh tranh.

J. Collins, 2003, Bigger, better, faster, Fast Company, 6/2003, 7478.

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Kh nng nhng i th cnh tranh bt chc mt cch d dng cc phng php ca ngi dn o chi ph l mt e do vi chin lc dn o chi ph. V d, kh nng ca cc nh ch to nhn bn IBM sn xut cc sn phm c th tng thch IBM vi mc chi ph tng t IBM (nhng tt nhin bn vi gi thp hn nhiu) l nhn t chnh tc ng n nhng kh khn ca IBM. Cui cng, chin lc dn o chi ph tim n mt ri ro, l khi ngi dn o chi ph chuyn tm vo gim chi ph sn xut, h c th mt i s nhn nhn v nhng thay i s thch ca khch hng. H c th lm nhng quyt nh gim chi ph nhng li tc ng trm trng n nhu cu v sn phm. V d Joseph Schlitz Brewing h thp cht lng thnh phn bia ca n, thay th ng cc cht lng thp gim chi ph. Khch hng ngay lp tc nhn ra, v kt qu l nhu cu v sn phm gim trm trng. Nh lu , ngi dn o chi ph khng th t b vic to s khc bit sn phm, ngay c sn phm chi ph thp, nh trong trng hp ng h Timex, khng th c cht lng qu thp so vi cc ng h t tin hn do Seiko sn xut, chnh sch gi thp l thnh cng. 5.2.3. Cc chin lc to s khc bit Mc tiu ca chin lc chung to s khc bit l t c li th cnh tranh ca cng ty bng cch to ra cc sn phm (hng ho hay dch v) m c khch hng nhn thy l c o v mt vi c tnh quan trng. Cng ty to s khc bit c tho mn nhu cu khch hng theo cch thc m cc i th cnh tranh khng th lm vi nh s i hi mc gi tng thm (mt mc gi ng k trn mc trung bnh ngnh). Kh nng to ra thu nhp bng cch yu cu mt mc gi tng thm (hn l vic gim chi ph nh trong trng hp ngi dn o chi ph) cho php nhng ngi to s khc bit lm tt hn cc i th cnh tranh ca n v ginh c li nhun trn mc trung bnh ngnh. Mc gi tng thm ca ngi to s khc bit v thc cht thng cao hn mc gi m ngi dn o chi ph i hi, v khch hng sn lng tr cho iu bi h tin vo cht lng c khc bit ha ca sn phm l c gi tr phn bit. Do sn phm c nh gi trn c s nhng g m th trng s chu ng.1 Bi vy, t Mercedes Benz M t hn nhiu so vi Chu u, v y n cho mt hnh nh v a v cao hn. Tng t, mt chic BMW khng phi sn xut tn km hn nhiu so vi mt chic Honda nhng gi ca n li c xc nh bi nhng g m khch hng cho rng uy th ca vic s hu mt chic BMW c ci g ng gi. Cng vy, vi ng h Rolex khng phi v cn nhiu chi ph hn sn xut ra n, thm ch thit k ca n nhiu nm nay khng thay i, v hm lng vng ca n cng ch biu hin phn no. Tuy nhin, cc khch hng mua Rolex, bi cht lng c o m h cm nhn c trong n: l kh nng th hin a v ca ngi eo. Trong ngnh Stereo, ci tn Bang&Olufsen ca an mch l ni bt; trong ngnh qu: l Tiffany; trong ngnh my bay: Learjet. Tt c cc sn phm ny yu cu mt mc gi tng thm bi cht lng khc bit ca chng Cc la chn chin lc. Nh trong Bng 5-1 ch ra, mt ngi to s khc bit chn mt mc khc bit ha cao ginh li th cnh tranh. S khc bit ha v sn phm c th t c bng ba cch: cht lng,

C.W. Hofer, D.Schenddel (1978), Strategy Formulation: Analytical Concepts, St Paul, Minn. West

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s ci tin v p ng khch hng. V d Procter&Gamble tuyn b rng cht lng sn phm ca n rt cao v rng x phng Ivory c ti 99,44% tinh khit. Maytag nhn mnh tin cy k lc sa cha tt nht bt k my git no trn th trng. IBM qung co cht lng dch v ca n c cung cp bng lc lng bn hng c hun luyn tt. Ci tin l cc k quan trng vi cc sn phm phc tp, vi sn phm nh th cc c tnh mi l ngun gc ca khc bit ha , nhiu ngi tr gi tng thm cho cc sn phm ci tin v mi nh cc my tnh, loa m thanh ni, hay xe t ti tn. Khi khc bit ha nh vo p ng khch hng, cng ty nn cung cp dch v sau bn v sa cha sn phm ton din. y l mt cn nhc quan trng cho cc sn phm phc tp nh xe t v cc thit b gia dng m thng b h hng mt cch nh k. Cc cng ty nh Maytag, Dell computer, BMW m dng nh tt c u tuyt vi trong vic p ng khch hng. Trong cc t chc dch v, cht lng dch v cng c nh hng rt quan trng. Ti sao Neiman Marcus, Norstrom, v Federal Express li c th i hi gi cao nh vy? H cung cp mt mc phc v cao mt cch khc thng. Tng t i vi cc hng lut s, hay k ton nhn mnh vo cc loi dch v trong hot ng ca h i vi khch hng: l kin thc, tnh chuyn nghip, v danh ting. Cui cng, mt sn phm hp dn i vi khch hng c th tr thnh mt ngun gy ra s khc bit. S hp dn c th l thanh th hay a v nh vi BMW hay ng h Rolex; lng yu nc nh vi Chevrolet; an ton cho ngi nh v gia nh nh Prudential Insurance; hay gi tr v tin bc nh vi Sear v JC Penny. Khc bit ha cng c th l p ng vi cc nhm tui v nhm kinh t x hi. Thc vy, c s ca khc bit ha l v tn. Cng ty theo ui chin lc khc bit ha phi c gng lm cho n khc bit bng nhiu cch thc c th c. Cng t s tng t vi cc i th cng ty cng c bo v trc s cnh tranh v cng m rng s hp dn th trng cho cng ty. Do , BMW khng ch cung cp mt uy th, n cn cung cp s tinh vi v k thut, xa x, tin cy, cng nh dch v sa cha tuyt vi mc d rt t. Tt c cc c s ca khc bit ha ny gip tng doanh s. Ni chung, ngi khc bit ha cn ch trng vic phn on th trng ca n thnh nhiu khe h. i khi cng ty cung cp tng sn phm cho mi khe h th trng v quyt nh tr thnh mt ngi khc bit rng ri. Cng ty cng c th ch chn phc v nhng khe h m n c li th khc bit ring. V d Sony sn xut 24 mu ti vi, p ng tt c cc khe h t gi trung bnh n cao. Tuy nhin, mu thp nht ca n cng lun t gi cao hn cc i th cnh tranh khong 100USD, nh l mt yu t gi tng thm. Cui cng, trong vic la chn kh nng khc bit ha cng ty theo ui, cng ty to khc bit cn tp trung vo nhng chc nng t chc m c th l ngun cho li th khc bit ca n. S khc bit da trn kh nng ci tin v cng ngh ph thuc vo chc nng R&D. Cc c gng ci thin vic phc v khch hng ph thuc vo cht lng ca chc nng bn hng. Tuy nhin, s tp trung vo chc nng nht nh khng c ngha l vic kim sot chi ph l khng quan trng vi ngi khc bit ha . Ngi khc bit ha khng mun tng chi ph khng cn thit v phi c gng gi chi ph mc gn vi chi ph ca ngi dn o chi ph. Bi v vic pht trin

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kh nng khc bit ha c th to ra li th khc bit rt tn km, ngi khc bit ha thng c chi ph cao hn chi ph ca ngi dn o. Cng ty to khc bit phi kim sot tt c cc chi ph pht hin yu t no khng thc s tc ng ti li th khc bit ha ca n, ch c nh vy mi c th lm cho gi ca sn phm khng vt qu nhng g m cc khch hng sn lng tr. Li nhun s ln hn nh vic kim sot chi ph v cc i ho thu nhp, do n phi ch n kim sot chi ph mc d khng phi l cc tiu ho n mc lm mt i ngun gy ra s khc bit.1 Cc li th v bt li. Chng ta cng xem xt cc li th ca chin lc to khc bit trong bi cnh ca m hnh nm lc lng cnh tranh. S khc bit bo m cho cng ty chng li cc i th cnh tranh tu theo mc trung thnh ca khch hng vi nhn hiu sn phm ca cng ty. S trung thnh nhn hiu l mt ti sn rt ng gi bo v cng ty v mi mt. V d, cng ty to khc bit s khng cm thy kh khn vi nh cung cp quyn lc bi v chin lc ca h hng ti vic i hi mc gi cao hn ch khng phi hng v chi ph sn xut. Nh vy ngi to khc bit c th chu ng c vic tng phn no gi u vo hn l nhng ngi dn o chi ph. Nhng ngi to khc bit dng nh khng cm thy c vn vi ngi mua, bi h cung cp cho ngi mua mt sn phm c o. Ch c n mi c th cung cp sn phm v vy n cn c lng trung thnh nhn hiu. Nhng ngi to khc bit c th chuyn s tng gi v pha khch hng, bi v khch hng sn lng tr mc gi tng thm. S khc bit v trung thnh nhn hiu cng to nn mt ro cn vi cc cng ty khc c thm nhp ngnh. Cc cng ty mi b buc phi pht trin kh nng khc bit ha c th cnh tranh v lm vic th rt tt km. Cui cng, s e do ca cc sn phm thay th tu thuc kh nng p ng vi nhu cu ca khch hng m cc sn phm ca i th cnh tranh so vi cc sn phm ca ngi to khc bit v ph v lng trung thnh nhn hiu ca khch hng. iu ny c th xy ra khi nhng nh ch to IBM nhn bn chim ly mt phn ln th trng my tnh gia nh, mi ngi vn mun c chic my tnh IBM v mc d xung quanh h vn sn c nhiu loi IBM nhn bn. Vn l phn gi tng thm c th i hi cho s c o l bao nhiu trc khi khch hng mun chuyn i sn phm? Cc vn chnh vi mt chin lc to khc bit l phi tp trung vo kh nng di hn ca cng ty duy tr tnh c o c th nhn thy c trong mt ca khch hng. Cc i th cnh tranh vn ng nhanh bt chc v sao chp mt cch thnh cng nhng ngi to khc bit. iu ny xy ra trong nhiu ngnh nh my tnh t v in t dn dng. Bn quyn v cc u th ca ngi i tin phong (li th c mt u tin trong th trng dch v v sn phm) rt cc cng ch ko di n khi cht lng sn phm tng th ca tt c cc i th cnh tranh nng ln v s trung thnh nhn hiu gim xung.

W.K. Hall (1980), "Survival Strategies in Hostile Environment", Havard Bisiness Review, 58/1980, 75-80

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Do , mt chin lc to khc bit yu cu cng ty phi bit pht trin li th cnh tranh bng cch hnh thnh cc la chn v sn phm, th th trng v kh nng khc bit m c th h tr ln nhau v cng nhau lm tng gi tr ca mt hng ho hay dch v trong mt ca khch hng. Khi mt sn phm c s c o trong mt khch hng, ngi to khc bit c th i hi gi tng thm. Tuy nhin bt li ca chin lc to khc bit l nu cc i th c th bt chc d dng sn phm hay nhng g m ngi to khc bit lm th h kh c th duy tr mc gi tng thm. Khi s khc bit xut pht t thit k hay nhng c tnh vt l ca sn phm, nhng ngi to khc bit c ri ro ln hn v d b bt chc hn. Theo thi gian cc sn phm nh my ghi video cassete hay my m thanh ni tr nn nhng sn phm thng thng bi nhng iu quan trng ca s khc bit gim xung lc khch hng dn tr nn nhy cm v gi. Khi s khc bit bt ngun t cht lng ca s phc v hay tin cy hoc t mt ngun v hnh no nh l s bo m giao hng nhanh ca Federal Express hoc uy th ca Rolex, cng ty s c bo m nhiu hn. Kh c th bt chc cc yu t v hnh v ngi to khc bit c th thu hi li ch ca chin lc ny mt cch lu di. Lu l tt c nhng ngi to khc bit u phi theo di ngi bt chc v thn trng nhn thy rng h khng i hi mc gi tng thm vt qu s chu ng ca th trng. 5.2.4. Dn o chi ph v s khc bit Gn y, s thay i trong cng ngh sn xut v c bit l s pht trin ca cc cng ngh ch to linh hot lm gim s tng phn gia cc chin lc dn o chi ph v chin lc to khc bit. Vi s pht trin ca cng ngh, cc cng ty thy rng n c th d dng c c li ch ca c hai chin lc. Nguyn do l cc cng ngh sn xut mm do cho php cc cng ty theo ui chin lc khc bit vi chi ph thp: l cc cng ty c th kt hp c hai chin lc chung ny. Theo cch ngh truyn thng, s khc bit ch c th t c mc chi ph cao bi s cn thit phi sn xut cc sn phm cho cc phn on th trng khc nhau c ngha l cng ty phi gim thi gian vn hnh lot sn xut lm cho chi ph ln cao. Hn na, cc cng ty to khc bit c th phi chu chi ph marketing cao hn i vi ngi dn o chi ph, bi v n ang phi phi phc v nhiu phn on th trng. Kt qu l nhng ngi to khc bit c chi ph cao hn nhng ngi dn o chi ph, v h c th sn xut nhng lot qui m ln cc sn phm tiu chun ho. Tuy nhin, ch to linh hot c th cho php mt mt cng ty theo ui s khc bit to ra nhiu loi sn phm mc chi ph snh vi ngi dn o chi ph. Vic s dng cc Robot v cc bung my ch to mm do gim chi ph thit t li dy chuyn sn xut v cc chi ph lin quan n vic sn xut l nh. Qu thc, mt nhn t thc y khuynh hng hin nay ang hng v marketing cc khe h v cc phn on th trng trong nhiu ngnh hng tiu dng nh in thoi di ng, my tnh, cc thit b in l vic gim ng k chi ph ca s khc bit bng ch to mm do. Mt cch thc khc ngi sn xut khc bit c th thc hin mt cch ng k tnh kinh t ca qui m l vic tiu chun ho nhiu chi tit b phn s c s dng trong sn phm cui cng. V d, nm 1990 Chrysler bt u cung cp hn 20 mu xe khc nhau v a n cc phn on khc nhau ca th trng t. Tuy nhin, mc d vi nhng hnh thc biu hin khc nhau, tt c

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20 mu xe u ch da trn ba nn tng c bn khc nhau. Hn na, hu ht cc xe t s dng cc chi tit tng t nhau bao gm trc xe, cc chi tit li, gim xc, v hp iu khin. Kt qu l Chrysler c th thc hin tnh kinh t ca qui m trong ch to v mua sm khi lng ln cc chi tit tiu chun. Cc cng ty c th gim c chi ph sn xut v chi ph marketing nu n gii hn s mu sn phm trong ph sn phm ca n bng vic cung cp cc gi nh ca cc tuy chn hn l khch hng t chn ra chnh xc tu chn h cn. iu ny ngy cng tr thnh ph bin trong ngnh ch to t, v d kt hp mt gi v t hng r tin, mt gi v cc t xa x, hay gi cc t th thao hp dn cc phn on th trng chnh. Hnh thnh tng gi nh vy s cho mt s h thp chi ph ch to mt cch ng k bi kh nng ko di sn xut cc gi khc nhau. ng thi, cng ty c kh nng tp trung cc n lc qung co marketing trn cc phn on th trng c th, do cc chi ph ny cng gim xung. iu cho php cng ty li c th c c s gim thp chi ph v khc bit cng lc. H thng tn kho ng thi hn (JIT) cng vy, n c th gip gim chi ph cng nh ci thin cht lng v tin cy cho sn phm ca cng ty. Li ch ny l iu quan trng cc cng ty to khc bit ly cht lng v tin cy lm thnh phn chnh to nn s hp cho sn phm ca h. V d nh Rolls-Royce i hi khng bao gi c s c h hng. H thng kim sot cht lng c ci thin s nng cao danh ting cho mt cng ty v y cng l mc tiu chnh ca cc chng trnh TQM. ginh ly li th v sn phm mi, v pht trin marketing, mt s cng ty ang xoay x thu hi li lc t vic khai thc mt cch ng thi cc chin lc dn o chi ph v to khc bit. Bi v, vi chin lc , h c th i hi mt mc gi tng thm cho sn phm ca mnh trong s so snh vi gi m nhng ngi thun tu dn o v chi ph i hi, v h cng c chi ph thp hn ngi dn o thun tu bng s khc bit. H ang ang ginh c s bnh ng v li nhun c th cao hn cc cng ty ang theo ui ch mt chin lc chung. V th, chin lc kt hp l mt chin lc c li, v cc cng ty nn dch chuyn mt cch nhanh chng ginh c cc li th ca sn phm mi, qun tr vt liu v cc k thut marketing. Qu thc, cc cng ty M phi ginh ly li th ca h nu h mun ginh li mt li th cnh tranh, v cc cng ty Nht bn i tin phong trong nhiu ca s pht trin mi ny. iu ny gii thch ti sao cc cng ty nh Toyota v Sony hin c kh nng sinh li cao hn nhiu so vi cc i tc M ca h l General Motor v Zenith. 5.2.5. Chin lc tp trung Chin lc tp trung l chin lc cnh tranh chung th ba. S khc bit ch yu vi hai chin lc trn l n hng trc tip vo phc v nhu cu ca nhm hay phn on khch hng hn ch. Mt chin lc tp trung s hng vo khe h th trng c th m c th xc nh v phng din a l, loi khch hng, hay bi phn on ca tuyn sn phm.1V d, mt khe h v mt a l c th c xc nh theo vng hoc thm ch theo v tr. Vic chn mt khe h bi mt loi khch hng c th l phc v ch cho ngi rt giu, ngi rt tr tui, hay ngi rt thch phiu lu. Tp trung vo ch mt phn on sn phm ca tuyn sn phm chng hn nh vic tp trung ch vo
1

M.E.Porter (1985), Competitive Advantage: Creating and Sustainabling Superior Perfomance, New York: Freepress, 46

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thc phm rau qu, hay ch vi t rt nhanh, mt kiu thit k qun o, hay knh mt. Trong khi theo ui chin lc tp trung cng ty phi c gng bng cch no thc hin chuyn mn ho. Mt khi chn mt phn on th trng, cng ty theo ui mt chin lc tp trung s dng cch tip cn khc bit ha, hoc l cch tip cn chi ph thp. Hnh 6-1 ch ra hai s khc bit ny ca chin lc tp trung v so snh n vi chin lc thun tu theo ui chin lc phn bit hay dn o chi ph. V c bn, mt cng ty tp trung l mt ngi to khc bit c chuyn mn ho hoc l mt nh dn o chi ph. Nu mt cng ty s dng cch tip cn dn o chi ph mt cch tp trung n s cnh tranh vi ngi dn o chi ph trong cc phn on th trng ngi ny b bt li. V d trong g x a phng hay xi mng, ngi tp trung c chi ph vn ti thp hn so vi cc cng ty quc gia ang dn o chi ph. Ngi tp trung cng c th c li th chi ph bi v n ang sn xut cc sn phm phc tp hoc theo yu cu khch hng, ch t n khng th vay mn mt cch d dng tnh kinh t v qui m trong sn xut v do , t to ra li th v ng cong kinh nghim. Bng mt chin lc tp trung cng ty s tp trung vo cc sn phm theo khch hng vi khi lng nh, m n c li th chi ph v li th trng tiu chun ho vi khi lng ln cho ngi dn o v chi ph. Nu cng ty s dng cch tip cn to khc bit, th n s s dng ton b cc cch thc khc bit ha i vi mt ngi cnh tranh khc bit. im gy ra cnh tranh vi nhng ngi khc bit ha ch trn mt hay mt vi phn on th trng. V d, Porsche, mt cng ty tp trung cnh tranh vi General Motor trong phn on t th thao ca th trng t, ch khng phi trn tt c cc phn on. Cc cng ty tp trung dng nh pht trin mt cch thnh cng v cht lng sn phm bi v nhng hiu bit su sc ca h v mt nhm nh khch hng hay vng. Hn na, s tp trung vo mt phm vi nh ca cc sn phm i khi cho php mt ngi tp trung pht trin s ci tin nhanh hn mt nh phn bit rng ri c th lm. Tuy th, nhng ngi tp trung khng c gng phc v tt c cc th trng, bi v lm nh vy s cnh tranh i u trc tip vi cc nh phn bit rng ri. Thay v iu , ngi tp trung thng hng vo to dng th phn trn ch mt phn on, nu thnh cng n c th bt u phc v ngy cng nhiu cc phn on, o gt dn cc li th ca ngi khc bit ha . S xut hin ca cc cng ty phn mm nh c th c li th cnh tranh trn cc khe h th trng chuyn mn ho trong th trng linh kin, l mt cch thc m cc cng ty ginh li th cnh tranh. Cc la chn chin lc. Bng 5-1 ch ra cc la chn chin lc v kh nng phn bit, sn phm, th trng c th m cc nh cnh tranh tp trung c th la chn. S khc bit c th cao hay thp bi v cng ty c th theo ui chi ph thp hay phn bit. i vi cc nhm khch hng, mt cng ty tp trung chn mt khe h c th cnh tranh trong hn l hnh ng trn ton b th trng nh mt nh dn o chi ph lm hay tho mn mt s ln cc khe h nh ngi khc bit ha rng ri tin hnh. Mt cng ty tp trung c th theo ui bt k mt kh nng khc bit ha no bi v n c th theo ui bt k loi phn bit hay li th chi ph no. Nh vy, n c th tm ra mt li th chi ph v pht trin mt hiu qu vt tri trong vic ch to chi ph thp ca vng. Hoc phng n khc, n cng c th pht trin cc k nng vt tri p ng khch hng, nh vo kh nng ca

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n trong vic phc v nhu cu ca cc khch hng trong vng theo cch thc m cc cng ty khc bit ha tm quc gia thy rng s rt tn km nu lm nh vy. C nhiu con ng mt ngi tp trung c th pht trin mt li th cnh tranh gii thch ti sao c nhiu cng ty nh so vi cc cng ty ln nh vy. Mt cng ty nh c th c c hi ng k pht trin khe h ca mnh v cnh tranh thnh cng vi cc cng ty dn o chi ph hay to khc bit, m do c khuynh hng ln ln. Chin lc tp trung to c hi cho ch doanh nghip tm thy v sau khai thc l hng trong th trng bng vic pht trin mt sn phm ci tin m khch hng khng th khng dng.1 Nhiu cng ty ln bt u bng chin lc tp trung v tt nhin, sau bng cch ny hay cch khc c th bnh trng mua li cc cng ty tp trung khc. V d, Saatchi&Saatchi DFS Compton mt cng ty chuyn marketing tng trng bi vic mua li nhiu cng ty cng l cc chuyn gia marketing trn th trng ca mnh, nh Hay Asociates l mt cng ty t vn qun tr Cc li th v bt li. Li th ca mt cng ty tp trung xut pht t cc ngun gy ra s khc bit ca n - hiu qu, cht lng, s ci tin v p ng khch hng. Cng ty phi t bo v trc cc i th sao cho c th lin tc cung cp cc sn phm hay dch v cn i th ca n th khng th lm nh vy. Kh nng ny cng gip cho ngi theo chin lc tp trung c quyn lc vi ngi mua, bi v h khng th nhn nhng th nh vy t bt k ai khc. Tuy nhin, vi cc nh cung cp c sc mnh, cng ty tp trung vo th bt li, bi v khi lng mua ca n rt nh, lc sc mnh thuc v nh cung cp. Mc d vy, trong chng mc nht nh nhng ngi mua trung thnh ca cng ty s sn lng chp nhn s dch chuyn chi ph tng thm u vo sang gi, bt li ny v th khng phi iu g ng k. Nhng ngi nhp cuc tim tng phi vt qua lng trung thnh ca khch hng c ngi theo chin lc tp trung to dng. Pht trin lng trung thnh ca khch hng cng l cch m ngi theo chin lc tp trung lm gim nh e do t sn phm thay th. S bo v ny trc nm lc lng cnh tranh cho php ngi theo chin lc tp trung nhn c thu nhp trn vn u t ca h vt trn trung bnh. Li th khc ca chin lc tp trung l do cng ty ngay st vi khch hng ca n v p ng nhng thay i nhu cu ca h. So vi mt ngi phn bit rng ri ngi theo chin lc tp trung khng phi qun l nhiu phn on th trng. Ngi tp trung sn xut khi lng nh nn chi ph sn xut ca n thng cao hn chi ph sn xut ca cc cng ty c chi ph thp. Chi ph cao hn c th lm gim hn kh nng sinh li khi mt ngi tp trung b buc phi u t mnh vo vic pht trin mt kh nng khc bit ha, v d nh ci tin sn phm tn km- cnh tranh vi cc cng ty khc bit. Tuy nhin, cng cn phi nhc li mt ln na rng cc h thng ch to mm do ang m ra cc c hi mi cho cc cng ty tp trung bi v vi cc h thng nh vy vn hnh sn xut ngn cng vn c th c chi ph thp hn. Cng ngy, cc cng ty chuyn mn ho nh cng c kh nng cnh tranh vi cc cng ty ln trong cc phn on th trng c th, bi v nhng bt li v chi ph gim nhiu.

P.F. Drucker (1954), The Practice of Management, New York: Harper

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Vn th hai, l, cc khe h ca ngi tp trung c th t ngt bin mt do s thay i cng ngh hay s thay i s thch ca khch hng. Khng ging nh ngi phn bit rng ri, ngi tp trung khng th dch chuyn mt cch d dng ti cc khe h mi chnh bi s tp trung cc ngun lc v nng lc cnh tranh ca n vo mt hay mt vi khe h. V d ngi sn xut qun o m tp trung mnh vo nhng ngi a kim loi nng s thy kh khn khi phi chuyn sang cc phn on khc nu kim loi nng mt i tnh hp dn ca n, v mt nh hng c sn M hi c s thy n kh khn khi phi chuyn sang cc mn n Trung quc nu khu v ca khch hng thay i. S bin mt ca nhiu khe h th trng l l do nhiu cng ty nh tht bi. 5.2.6. Tnh th mc kt Mi chin lc chung yu cu cng ty phi kin nh vi cc la chn v sn phm, th trng hay kh nng khc bit thit lp mt li th cnh tranh. Ni cch khc, cng ty phi t n s mt s ph hp gia ba b phn cu thnh ca chin lc cp n v kinh doanh. Do , v d mt cng ty chi ph thp khng th c gng phn on th trng mc cao hn v cung cp mt phm vi rng ri cc sn phm nh cc cng ty phn bit bi v lm nh vy s chi ph sn xut tng qu ln v cng ty s nh mt li th chi ph ca n. Tng t, mt cng ty khc bit ha vi mt nng lc v ci tin m c gng gim chi ph ca n trong nghin cu v pht trin, hoc mt cng ty c nng lc trong vic p ng khch hng thng qua cc dch v sau khi bn m li i tm kim s tit kim trong lc lng bn ca n gim chi ph h s gp kh khn bi v h s t nh mt li th cnh tranh khi nng lc khc bit ca n bin mt. H ang ri vo th mc kt. La chn thnh cng mt chin lc cp kinh doanh c ngha l tp trung cao n tt c cc yu t ca k hoch cnh tranh. Nhiu cng ty v b qua hay v sai lm, m khng tin hnh vic hoch nh mt cch cn thit cho thnh cng trong chin lc la chn ca h. Cc cng ty vo tnh th nh vy nh vy gi l tnh th mc kt hay sa ly bi v h lm cc chn la v sn phm, th trng m h khng ginh c hay duy tr c mt li th cnh tranh.1Kt qu l, h khng c chin lc cp kinh doanh chc chn, kinh nghim thc hin di trung bnh v tr nn ti t khi ngnh cnh tranh gay gt. Mt vi cng ty b mc kt c th bt u tin hnh bng vic theo ui mt trong ba chin lc nhng h sai lm trong cc quyt nh phn b ngun lc, hay l gp phi mt k th l s thay i mi trng. Rt d b mt s kim sot vi mt chin lc chung tr khi cc nh qun tr lun theo st hot ng kinh doanh v mi trng iu chnh thng xuyn cc chn la sn phm, th trng ph hp vi cc iu kin thay i trong ngnh. Trng hp kh ph bin l khi mt ngi tp trung b mc kt bi h qu c tin v bt u hnh ng nh mt nh phn bit rng ri. People Epress hng hng khng bin mt l mt v d v tnh th ny. Khi u t mt hng hng khng vn ti chuyn mn ho phc v cho mt khe h th trng hp: i li gi thp b bin pha ng. Trong khi theo ui chin lc tp trung da trn s dn o chi ph ny, n rt thnh cng, nhng khi n c bnh trng sang cc vng khc v bt u mua li cc hng hng khng khc ginh c mt s ln my bay, n b mt khe h ca mnh. People Express tr thnh mt hng vn ti trong mt th trng cnh tranh ngy cng gay gt, trong mi trng n khng c li th cnh tranh c bit i vi cc hng vn ti trn
1

M.E.Porter (1985), Competitive Advantage: Creating and Sustainabling Superior Perfomance, New York: Freepress, 44-46

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ton quc. Kt qu l People Express gp phi cc kh khn ti chnh ri b Texas Air nut chng v b sp nhp vo Continental Airline. Tri li, hng hng khng Southwest Airline, mt cng ty tp trung chi ph thp lin tc tp trung vo chin lc ny v tng trng thnh cng. Ngi khc bit ha cng vy, h c th b tht bi trn th trng, kt thc trong th mc kt nu cc nh cnh tranh tn cng vo cc th trng ca h vi cc sn phm chuyn mn ho hoc chi ph thp hn lm mn i tnh sc bn cnh tranh ca h. iu ny xy ra vi IBM trong th trng my tnh kh ln khi th trng my tnh c nhn tr nn mnh m hn v c th lm cng vic ca cc my tnh kh ln t tin. Phong tro hng ti cc h thng ch to mm do ngy cng tng lm trm trng hn cc vn ca nhng ngi dn o chi ph v khc bit. Nhiu cng ty ln s tr nn b kt tr khi n thc hin cc u t cn thit theo ui ng thi c hai chin lc ny. Khng c cng ty no c an ton bi s hn lon ca cnh tranh, v mi cng ty phi khng ngng tm ra v khai thc cc li th cnh tranh khi n pht sinh v bo v cc li th sn c. Tm li, vic qun tr thnh cng mt chin lc cnh tranh chung i hi cc nh qun tr chin lc ch hai vn chnh. Trc ht, h cn phi bo m rng cc quyt nh v sn phm, th trng, cc kh nng khc bit ha m h ra phi nh hng v mt chin lc cnh tranh c th. Th hai, h cn phi theo di mi trng do vy h c th gn cc ngun li th cnh tranh ca mnh vi nhng thay i v c hi cng nh e do 5.3. NHM CHIN LC V CHIN LC KINH DOANH Cc cng ty trong mt ngnh c th theo ui nhiu loi chin lc kinh doanh khc nhau m s khc bit gia chng lin quan n cc nhn t nh s la chn v phn on th trng phc v, cht lng sn phm, dn o v cng ngh, phc v khch hng, chnh sch nh gi, v chnh sch qung co. Nh th, trong hu ht cc ngnh s pht sinh cc nhm chin lc, trong cc cng ty s theo ui cc chin lc chung tng t nhau. V d, tt c cc cng ty trong ngnh theo ui chin lc gi thp to thnh mt nhm chin lc chung; tt c cc cng ty c theo ui mt chin lc phn bit rng ri to thnh nhm chin lc khc, v tt c cc cng ty theo ui chin lc tp trung phn bit, hay tp trung chi ph thp hnh thnh cc nhm chin lc khc. Khi nim v nhm chin lc c mt s ng i vi chin lc kinh doanh. Th nht, cc i th cnh tranh trc tip ca cng ty l cc i th theo ui cng mt chin lc trong nhm chin lc ca n. Ngi tiu dng c th nhn thy cc sn phm ca cc cng ty trong nhm l nhng sn phm thay th cho nhau. Nh vy, e do chnh i vi kh nng sinh li ca mt cng ty c th pht sinh ch yu trong nhm chin lc ca mnh, khng nht thit l t cc cng ty khc trong ngnh ang theo ui cc chin lc chung khc nhau. Nhm cnh tranh chnh ca Toyota gm c Honda, Ford v GM ch khng phi t Rolls-Royce. Th hai, cc nhm chin lc khc nhau c th c mt v tr khc nhau tng ng vi mi mt lc lng trong s nm lc lng cnh tranh ca Porter, bi v nh tho lun, nm lc lng tc ng n cng ty theo nhng cch thc khc nhau. Ni cch khc, ri ro nhp cuc mi bi nhng ngi cnh tranh tim tng, v mc ganh ua gia cc cng ty trong mt nhm, nng lc thng

- 160 -

lng ca ngi mua, nng lc thng lng ca nh cung cp v lc cnh tranh t cc sn phm thay th c th hon ton bin i v cng gia cc nhm chin lc trong cng mt ngnh. Chng ta bit rng cc ro cn di ng l nhng nhn t gy ra s cn tr i vi vic dch chuyn ca cc cng ty trong nhm mt ngnh. Cc ro cn di ng tng i cao xc nh cch thc cc cng ty trong mt nhm c th cnh tranh thnh cng vi cc cng ty thuc nhm khc. V d, mt nhm chin lc khc bit ha cng c th theo ui chin lc chi ph thp ri t c chin lc khc bit/chi ph thp hay khng? V l lun, n mc no cc cng ty trong mt nhm c th pht trin hay ginh c cc ngun lc ti chnh v chc nng cn thit hoc h thp chi ph ca h hn na hoc dn thn vo cc hot ng R&D, ri h c kh nng cnh tranh thnh cng vi cc cng ty trong nhm khc. Trn thc t, cn phi theo ui ng thi mt chin lc khc bit ha/chi ph l ng lc ch yu ng sau ln sng cc hot ng lin doanh lin kt lan nhanh khp cc cng ty dc phm ln nhng nm 1990. V d cng ty M UpJohn lin doanh vi cng ty Thu in Pharmacia theo ui mt chin lc khc bit ha/chi ph tng th. Do , bn nhm chin lc trong ngnh dc phm ang thay i ng k khi cc nhm phi u tranh tn ti trong ngnh dc phm ton cu ang hp nht nhanh chng. Cho n hin nay, Pfizer, Merck v Eli Lilly vn ang theo ui chin lc khc bit ha thun tu, nhng cc cng ty lin doanh khc ang dch chuyn nhanh chng t nh v li nh mt nh khc bit ha v chi ph. LA CHN MT CHIN LC U T CP N V KINH DOANH. Chng ta v ang tho lun v chin lc cp n v kinh doanh di dng cc la chn v kh nng khc bit ha, sn phm, th trng ginh li th cnh tranh. Tuy nhin cn c mt la chn th hai cng tin hnh cp n v kinh doanh, l la chn kiu ca chin lc u t theo ui vic h tr cc chin lc cnh tranh. Chin lc u t thit lp gi tr v kiu ca cc ngun lc nhn s, chc nng, v ti chnh phi c u t ginh li th cnh tranh. Cc chin lc cnh tranh chung cung cp cc li th cnh tranh. Nhng n i hi phi tn km pht trin v duy tr. Mt chin lc ng thi dn o v chi ph v khc bit ha tn km nht bi v n yu cu cng ty khng ch u t cc ngun lc vo cc chc nng nh R&D, bn hng, v marketing pht trin nng lc khc bit ha m cn phi u t vo cc chc nng nh ch to, qun tr vt liu tm cch gim chi ph. Sau l chin lc khc bit ha v sau l chin lc dn o chi ph. Vi chin lc dn o chi ph ngi ta ch cn t chi ph duy tr mt khi u t ban u vo nh xng ch to v my mc thit b. Dn o v chi ph khng cn nhng nghin cu v pht trin hoc nhng n lc marketing phc tp nh i vi chin lc khc bit ha. Chin lc tp trung l r nht bi v n cn t ngun lc hn phc v ch mt phn on so vi vic phi phc v mt th trng tng th. Trong khi quyt nh mt chin lc u t, cng ty phi nh gi thu nhp tim nng t vic u t vo mt chin lc cnh tranh chung so vi chi ph b ra. Theo cch ny, n c th xc nh xem kh nng sinh li ca mt chin lc no c theo ui hay khng v kh nng sinh li s thay i nh th no khi s cnh tranh trong ngnh thay i. Hai nhn t c bn la chn mt chin l sc mnh thuc v v th tng i ca cng ty so vi cc i th cnh tranh trong ngnh v giai on trong chu k sng ca ngnh m cng ty ang cnh tranh.

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5.3.1. V th cnh tranh Hai c im c th s dng xc nh sc mnh ca v th cnh tranh tng i cho mt cng ty. Th nht, th phn ca mt cng ty cng ln, v th cnh tranh cng mnh v thu nhp tim tng t cc u t tng lai cng cao. Th phn ln cung cp tnh kinh t ca ng cong kinh nghim v ch ra rng cng ty c c s trung thnh nhn hiu. Mt trong nhng l do chnh ca ln sng lin kt lin doanh xy ra trong ngnh dc phm l s lin kt gia hai hay nhiu cng ty to ra mt nn tng th trng cng ln, nh th s c th phc v khch hng cng hiu qu ch bi mt lc lng bn ton cu hn l bng hai lc lng bn ton cu nh trc. Do , th phn ln gip mt t chc h thp chi ph trn phm vi ton cu cng nh quc gia. Th hai, l tnh c o, sc mnh v s lng cc kh nng khc bit ha. V th cnh tranh tng i ca mt cng ty s mnh v thu nhp t chin lc chung s tng ln mt khi cc kinh nghim nghin cu v pht trin, cc k nng marketing v ch to, kin thc v nhng phn on khch hng c th v vn tn nhn hiu hay danh ting c o rt kh bt chc. C gng to dng cc nng lc khc bit ha mi v ci thin cc nng lc hin c l l do ch yu ca s lin doanh gia cc cng ty dc phm. V d, Ciba-Geigy v Sandoz hai cng ty dc khng l ca Thu in gn y lin kt li bi v h ang pht trin cc loi thuc b sung iu tr mt ph rng cc bnh ly nhim. Bng vic gp chung cc k nng v kh nng ca h, h to ra mt cng ty dc phm ln th hai th gii v h hi vng s dng cc kh nng khc bit ha ca h trong s kt hp cnh tranh i u vi cc cng ty M nh Pfizer v Merk. Mt cch khi qut, cc cng ty vi th phn ln nht v cc kh nng khc bit ha mnh nht vo v th tt to dng v duy tr li th cnh tranh ca h. Mt kh nng khc bit ha c o dn n s tng nhu cu v sn phm ca cng ty v nh mt h qu thu nhp t th phn ln hn cng ty c nhiu ngun lc hn u t cho pht trin kh nng khc bit ha ca mnh. Hai c im ny b sung ln nhau v gii thch ti sao mt s cng ty tr nn ngy cng mnh theo thi gian. Cc cng ty c th phn nh hn v t c tim nng pht trin mt tim nng khc bit ha trong v th cnh tranh km hn nhiu.1 5.3.2. Hiu ng chu k sng Nhn t th hai nh hng n tnh hp dn u t ca mt chin lc chung l giai on trong chu k sng ca ngnh. Mi giai on trong chu k sng ca ngnh i cng vi mt mi trng ngnh c th, th hin cc c hi v e do khc nhau. Do , mi giai on c ng khc nhau v vic u t cc ngun lc cn thit ginh c li th cnh tranh. Cnh tranh mnh nht trong giai on t bin ca chu k sng v t quan trng trong giai on pht sinh. Cc ri ro ca vic theo ui mt chin lc thay i theo thi gian. S khc nhau v ri ro gii thch v sao thu nhp tim tng t vic u t vo mt chin lc cnh tranh ph thuc vo cc giai on ca chu k sng.

C.W. Hofer, D.Schenddel (1978), Strategy Formulation: Analytical Concepts, St Paul, Minn. West, 75-77

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5.3.3. Chn la mt chin lc u t Bng 5-2 tm lc mi quan h gia cc giai on ca chu k sng, v th cnh tranh, v chin lc u t cp n v kinh doanh.
Cc giai on ca chu k sng ca ngnh Pht sinh Tng trng t bin Bo ho Suy thoi V th cnh tranh mnh To lp th phn Tng trng Tng th phn Gi v duy tr hoc li nhun Tp trung th trng hay thu hoch (gim ti sn) V th cnh tranh yu To lp th phn Tp trung th trng Tp trung th trng hoc thu hoch hoc thanh l Thu hoch hay thanh l/loi b Chuyn hng, thanh l, hay lo i b

a. Chin lc trong giai on pht sinh.

Trong giai on pht sinh, tt c cc cng ty, mnh cng nh yu, u nhn mnh vo pht trin mt kh nng khc bit ha v mt chnh sch sn phm, th trng. Trong giai on ny, nhu cu u t ln bi v cng ty phi thit lp c li th cnh tranh. Nhiu cng ty thiu kinh nghim trong ngnh ang tm kim cc ngun lc pht trin kh nng khc bit ha. Do , chin lc u t cp n v kinh doanh l mt chin lc to dng th phn. Mc ch l to dng th phn bng vic thit lp mt li th cnh tranh c o v n nh nhm li cun khch hng nhng ngi m cha c nhn thc v cc sn phm ca cng ty. Cc cng ty cn mt lng ln vn u t thit lp cc nng lc R&D v cc nng lc phc v. H khng th sn sinh ra lng vn ny nhiu t ni b. Do , s thnh cng ca cng ty ph thuc vo kh nng biu th mt s c o hp dn cc nh u t bn ngoi, hay cc nh t bn mo him. Nu cng ty ginh c cc ngun lc pht trin mt kh nng khc bit ha, n s t n v th cnh tranh tng i mnh hn. Nu n tht bi, ch c mt la chn l ri khi ngnh. Thc t, cc cng ty v th cnh tranh yu tt c cc giai on ca chu k c th la chn ri khi ngnh chn ng s l l ca h. b. Cc chin lc tng trng Nhim v t ra cho cng ty giai on tng trng l cng c v th v to nn tng cn thit cho s sng cn n giai on t bin. Do , chin lc u t thch hp l chin lc tng trng. Mc ch l duy tr v th cnh tranh tng i trong mt th trngtng trng nhanh chng, nu c th nng cao v th ca cng ty ni mt cch khc l tng trng cng vi th trng ang tng trng mnh. Tuy nhin cc cng ty khc ang thm nhp vo ngnh v ang c ui kp nhng ngi ci tin trong ngnh. Do , nhng ngi i u cn cc ln sng lin tip dng chy vn duy tr xung lng sinh ra bi thnh cng ca h trong giai on pht sinh. V d, cc nh cnh tranh khc bit cn c khi lng ln nghin cu pht trin bo v s dn u v cng ngh, v nhng ngi dn o chi ph cn u t vo my mc ti tn v cc my tnh ginh c tnh kinh t ca ng cong kinh nghim mi. Tt c u t ny rt tn km. Giai on tng trng cng l khong thi gian m cc cng ty c gng cng c cc khe h th trng hin ti v thm nhp vo cc khe m mi c th tng th phn ca h. Vic tng mc phn on th trng tr thnh mt ngi khc bit ha cng rt tn km. Cng ty phi u t

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ngun lc pht trin nng lc bn hng v marketing mi. Do , giai on tng trng, cc cng ty cn iu chnh chin lc cnh tranh ca h v ra cc quyt nh u t cp kinh doanh bo m li th tng i v cc chin lc khc bit, chi ph thp hay tp trung, cn c vo nhu cu ti chnh v v th cnh tranh tng i. V d, nu mt cng ty ang ni ln nh nh dn o chi ph, mt s cng ty khc c th quyt nh cnh tranh i u vi n v gia nhp nhm chin lc ny, trong khi cc cng ty khc c th s khng lm nh vy. Qu thc, h s theo ui mt chin lc s dng cch tip cn khc bit ha hay tp trung v cc ngun lc s c u t pht trin cc nng lc c o. Do , cc nhm chin lc bt u pht trin trong ngnh khi mi cng ty c tm kim cch tt nht u t cc ngun lc khan him ca mnh nhm cc i ho li th cnh tranh ca h. Cc cng ty phi b ra nhiu tin ca ch theo kp s tng trng ca th trng, v vic tm cc ngun lc tng thm pht trin cc k nng v nng lc mi l nhim v kh khn vi cc nh qun tr chin lc. Do , cc cng ty v th cnh tranh yu trong giai on ny thng hng n chin lc tp trung th trng cng c v th ca h. H tm cch chuyn mn ho v c th s dng mt chin lc tp trung ri dch chuyn n nhm chin lc tp trung gim nhu cu u t ca h. Nu rt yu, h c th chn ri khi ngnh v bn r cho mt nh cnh tranh mnh hn.

c. Cc chin lc t bin.
Trong giai on t bin, nhu cu bt u tng chm, v cnh tranh v gi hay cc c tnh sn phm tr nn gay gt. Cc cng ty vo v th cnh tranh mnh cn cc ngun lc u t vo chin lc tng th phn nhm li ko khch hng t cc cng ty yu trong th trng. Ni cch khc, cc cng ty c gng duy tr v tng th phn tr khi cnh tranh qu d di. Cch thc m cc cng ty u t ngun lc ca h tu thuc vo chin chung ca h. Vi ngi dn o chi ph, bi v cc cuc chin tranh gi c c th xut hin, u t vo kim sot chi ph l iu ct yu nu h mun sng st trong giai on t bin, v h phi lm tt c nhng g c th gim chi ph. Cc i th cnh tranh khc bit ha c v th cnh tranh mnh la chn cch tin ln v tr thnh ngi khc bit ha rng ri. u t ca h dng nh l nh hng vo marketing, v h phi pht trin mt mng li dch v hu mi tinh vi. H cng m rng phm vi sn phm ph hp vi phm vi nhu cu khch hng. Cc i th cnh tranh khc bit ha vo v th yu gim gnh nng u t ca h rt lui sang mt chin lc tp trung- chin lc tp trung th trng - chuyn mn ho vo khe h hay sn phm c th. Cc cng ty yu tn ti trong ngnh quay li vi mt chin lc thu hoch hay chin lc thanh l.

d. Cc chin lc bo ho.
Trong giai on bo ho, cu trc nhm chin lc tng i n nh hin ra trong ngnh, v cc cng ty bit cch thc phn ng ca cc i th cnh tranh vi cc dch chuyn cnh tranh ca h nh th no. Ti giai on ny, cc cng ty cn thu hoch nhng phn thng t u t trc trong vic pht trin mt chin lc chung. n by gi, li nhun c ti u t vo kinh doanh, v li tc tr nn nh i. Cc nh u t trong cc cng ty mnh nhn c phn

- 164 -

thng ca h thng qua s nh gi v gi tr c phiu ca h, bi v cng ty ti u t hu ht vn ca n duy tr v tng th phn. Khi th trng tng trng chm trong giai on bo ho, chin lc u t ca mt cng ty tu thuc vo mc cnh tranh trong ngnh v ngun li th cnh tranh ca cng ty. Trong mi trng cnh tranh cao, do cc thay i v k thut pht sinh, hoc ro cn nhp cuc thp, cc cng ty cn phi bo v v th cnh tranh ca mnh. Ngi qun tr chin lc cn tip tc u t mnh m duy tr li th cnh tranh ca cng ty. K c cc cng ty chi ph thp v cc cng ty khc bit ha p dng chin lc gi v duy tr h tr cc chin lc chung ca h. H chi cc ngun lc pht trin kh nng khc bit ha vi nh duy tr nhng ngi dn o th trng. V d, cc cng ty khc bit c th u t vo dch v hu mi ci thin v cc cng ty chi ph thp c th u t vo cc cng ngh sn xut mi nht nh ngi my. Tuy nhin, chnh giai on ny, cc cng ty nhn thy h phi bt u theo ui c hai chin lc chi ph thp v khc bit ha nu h mun t bo v trc cc i th cnh tranh hung hng (c trong nc v nc ngoi) ang tm kim bt k c hi hoc cc im yu m h nhn thc c chim ly s lnh o trong ngnh. Ngi khc bit ha ly li th v th mnh ca h pht trin cc h thng sn xut mm do nhm gim chi ph sn xut ca mnh. Ngi dn o chi ph th dch chuyn n vic bt u khc bit ha cc sn phm ca h m rng th phn bng vic phc v nhiu phn on th trng hn. V d Gallo dch chuyn t phn on ru thng v bt u sang ru cao cp v ru p lnh ginh li th cnh tranh chi ph ca n. Nm 1996, nhn hiu sn phm cao cp ca Gallo, Falling Leaf, bn chy M. Tuy nhin, v mt lch s, c nhiu cng ty cm thy c bo v khi s cnh tranh trong ngnh giai on bo ho. Do , h quyt nh khai thc li th cnh tranh ca mnh cam kt y nht vi chin lc li nhun. Cng ty ang theo ui chin lc ny c gng cc i ho thu nhp hin ti t cc khon u t trc y. Ni chung, n ti u t mt phn t hn ci thin cc ngun lc chc nng v tng thu nhp ca c ng. Chin lc li nhun ch lm vic tt vi iu kin l cc lc lng cnh tranh duy tr tng i n nh, do cng ty c th gi bin li nhun pht trin bi chin lc cnh tranh. Tuy th, n phi c cnh bo v cc e do t mi trng v phi cn thn ko tr thnh t mn khng nhy bn vi s thay i mi trng. Nhng ngi dn o th trng thng mt cnh gic trong vic qun tr mi trng, h khng thu o c s cnh tranh. Do vy, General Motor cm thy an ton trc cc nh ch to t nc ngoi cho n khi cc thay i v gi du do mt cuc khng hong. Kodak mt cng ty tng thu li nhun trong mt thi gian di v sc mnh ca n trong x l phim, chm chp trong vic p li cc e do t k thut nh in t. Mt nghch l l cc cng ty thnh cng nht thng tht bi trong s cm nhn nhng thay i ca th trng.

e. Chin lc suy thoi.

Giai on suy thoi trong chu k sng ca ngnh bt u khi nhu cu v sn phm ca ngnh bt u suy gim. C nhiu l do cho s suy gim, bao gm cnh tranh nc ngoi v s nh mt nng lc khc bit ha ca cng ty khi cc i th cnh tranh thm nhp vi cc cng ngh mi v hiu qu hn. Nh vy, cng ty phi quyt nh chin lc u t no c s dng i ph vi

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tnh th mi trong ngnh ca n. Bng 5-2 lit k cc chin lc m cc cng ty c th dng n khi v th cnh tranh ca h gim xung.1 Cc chin lc ban u m cc cng ty c th s dng l chin lc tp trung th trng v gim ti sn.2Vi mt chin lc tp trung th trng, cng ty c gng cng c cc la chn sn phm v th trng ca h. N hn ch phm vi cc sn phm ca mnh v ra khi cc khe h bin, trong mt c gng b tr li cc ngun lc hiu qu hn v ci thin v th cnh tranh cho cng ty. Vic gim cc nhm khch hng c phc v cng c th cho php mt cng ty theo ui chin lc tp trung tn ti trong giai on suy gim. Nh ch ra trn, cc cng ty yu trong giai on tng trng c khuynh hng s dng chin lc ny. l nhng g m International Harvester lm khi nhu cu v my nng nghip duy gim. Hin nay n ch sn xut cc my ko trung bnh vi tn gi Navista. Chin lc gim ti sn i hi mt cng ty hn ch hay gim u t ca n vo n v kinh doanh v rt vn u t nhiu nht c th c. Cch tip cn ny i khi c gi l chin lc thu hoch bi v cng ty s ra khi ngnh khi n thu hoch tt c cc thu nhp c th c. N gim n mc ti thiu cc ti sn m n s dng trong kinh doanh v thi u t vi mc tiu li nhun tc thi.3Mt khc, chin lc tp trung th trng ni chung ch nh rng cng ty ang c gng chuyn hng kinh doanh ca n do c th tn ti trong di hn. Cc cng ty chi ph thp dng nh theo ui chin lc thu hoch n gin bi v th phn nh hn ngha l chi ph cao hn, v h khng th dch chuyn sang chin lc tp trung. Tri li nhng ngi khc bit ha c mt li th cnh tranh trong giai on ny nu n c th dch chuyn n chin lc tp trung. giai on bt k ca chu k sng, cc cng ty c v th cnh tranh yu c th p dng cc chin lc chuyn hng.4Cc vn m cng ty phi tr li l h c sn cc ngun lc c th pht trin mt chin lc kinh doanh cnh tranh trong ngnh hay khng v chi ph l bao nhiu. Nu cng ty b mc kt n phi nh gi chi ph u t pht trin mt chin lc khc bit ha hay chi ph thp. C l khi cng ty theo ui chin lc chi ph thp khng hnh thnh cc la chn ng n th trng, sn phm, hay cng ty to khc bit mc sai lm v cc c hi khe h th trng cn phi b tr li cc ngun lc v thay i chin lc ca n. i khi s nh mt kh nng cnh tranh ca cng ty l do vic thc thi chin lc km. Nu vy, cng ty phi ngh n vic thay i cu trc v h thng kim sot hn l thay i chin lc ca mnh. V d, Dan Schendel nh nghin cu qun tr xut chng, thy rng 74% tnh th chuyn hng m ng v cc ng s ca ng nghin cu l do s thc thi chin lc km hiu lc. S ph hp v cu trc chin lc cp kinh doanh rt quan trng xc nh sc mnh cnh tranh.5 Nu cng ty quyt nh chuyn hng chin lc l khng th c hoc l do cnh tranh hoc l do chu k sng. Th c hai phng n u t cn li l thanh l hay ct b. Nh cc thut ng gi , cng ty dch chuyn ri ngnh hoc bng thanh l cc ti sn ca n hoc l bn ton b hot
1 2 3

K.R. Harrigan (1980),"Strategy Formulation in Declining Industries", Academy of Management Review, 5/1980, 599-604 C.W. Hofer, D.Schenddel (1978), Strategy Formulation: Analytical Concepts, St Paul, Minn. West, 169-172 L.R. Feldman (1979), A.L. Page, "Harvesting: The Misunderstood Market Exit Strategy", Journal of Business Strategy, 4/1985,79-85 4 C.W. Hofer (1980), "Tournaround Strategies", Journal of Business Strategy, 1/1980, 19-31 5 C.W. Hofer, D.Schenddel (1978), Strategy Formulation: Analytical Concepts, St Paul, Minn. West, 172

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ng kinh doanh. C hai c xem nh cc dng cui cng ca chin lc thu hoch, bi v cng ty ang tm cch ly li nhiu nht c th c t u t ca n vo kinh doanh. Tuy nhin, thng thng n ch c th ri ngnh vi mt s l v ly v nhng b i nng n. nh thi im l rt quan trng, bi cng ty cm gic s cn thit phi ct b cng sm n cng ly li c nhiu ti sn hn. C nhiu cu chuyn v cc cng ty mua cc cng ty yu hay suy thoi, ngh rng h c th xoay chuyn c chng, sau nhn thy sai lm ca h khi nhng vic mua li mi tr nn lm kit qu cc ngun lc ca h. Thng thng cc cng ty b mua li mt li th cnh tranh ca n, v chi ph vc dy rt ln. Tuy nhin cng c cc thnh cng ngon mc nh i vi Lee Iacocca, gn vo chin lc chi ph thp Chrysler m gip to ra thnh cng ca n trong nhng nm 1990. TM TT V CU HI Mc ch ca chng ny l tho lun v cc nhn t cn c xem xt khi cng ty phi pht trin mt chin lc cp kinh doanh cho php cng ty cnh tranh hiu qu trn th trng. To lp mt chin lc kinh doanh l nm bt cc c hi v e do trong mi trng v sc mnh, im yu cc nng lc v kh nng ct li ca cng ty bng vic hnh thnh cc chn la v sn phm. Th trng, v kh nng khc bit ha cng nh trong vic u t cn thit theo ui cc chn la. Tt c cc cng ty, t cc hot ng ch mt ngi n cc n v kinh doanh ca mt cng ty ln phi pht trin mt chin lc kinh doanh nu h mun cnh tranh mt cch hiu qu v cc i kh nng sinh li di hn. Cc im chnh trong chng ny gm: Chin lc cp kinh doanh ch cch thc m cc nh qun chin lc lp ra mt k hoch hnh ng s dng cc ngun lc v cc nng lc khc bit ha ca cng ty ginh li th cnh tranh so vi cc i th trong th trng. Tm im ca s pht trin mt chin lc cnh tranh chung l cc la chn lin quan n s phn bit sn phm, phn on th trng, v kh nng khc bit ha. S kt hp ca ba la chn ny to ra dng c th ca chin lc kinh doanh chung c cng ty s dng. Ba chin lc cnh tranh chung thun tu l chin lc dn o chi ph, khc bit, v tp trung. Mi chin lc c nhng li th v bt li ring. Cng ty phi qun tr mt cch nht qun chin lc ca mnh, nu khng khng cng ty s ri v tnh trng b mc gia. Ngy cng pht trin trong cng ngh ch to cho php cc cng ty theo ui c hai chin lc dn o chi ph v chin lc khc bit ha v do ng thi nhn c li ch kinh t ca c hai chin lc. S pht trin cng ngh cng cho php cc doanh nghip nh cnh tranh vi cc cng ty ln t chn mt cch bnh ng vo cc phn on th trng c th v do tng s cc cng ty theo ui chin lc tp trung. Cc cng ty cng c th s dng hai dng chin lc tp trung: l chin lc chi ph thp tp trung, v chin lc khc bit tp trung. Bi v cc nhm chin lc khc nhau c xc nh bi cc c hi v e do khc nhau, n c th dnh cho cng ty chuyn chuyn i nhm chin lc. Tnh kh thi ca ca vic lm nh vy l do chiu cao ca cc ro cn di ng. La chn th hai i vi cng ty l chin lc u t h tr cho chin lc cnh tranh. S la chn chin lc u t ph thuc vo hai nhn t chnh: th nht l sc mnh v th cnh tranh ca cng ty trong ngnh, th hai l giai on trong chu k sng ca ngnh. Cc loi chin lc u t chnh l to dng th phn, tng trng, tng th phn, gi v duy tr, li nhun, tp trung th trng, gim ti sn, thu hoch, chuyn hng, thanh l v loi b.

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CU HI THO LUN 1- Chin lc cp kinh doanh l g? 2- Nu mi quan h gia khch hng v chin lc cp n v kinh doanh trn phng din Khch hng (ai), sn phm (g) cch thc ( nh th no) v nu tm quan trong ca quan h ny? 3- Ti sao mi chin lc chung li cn mt b khc nhau v cc la chn v sn phm, th trng, v kh nng khc bit ha? Cho v d v hai cng ty trong (a) ngnh my tnh, v (b) ngnh t m theo ui cc chin lc cnh tranh khc nhau. 4- Nu s khc bit gia cc chin lc chung? 5- Nu v th tng i ca tng chin lc chung vi cc lc lng cnh tranh trong m hnh ca Porter? 6- Bng cch no cc cng ty c th theo ui chin lc tp trung, chin lc khc bit ha hay chin lc dn o chi ph tr nn b mc kt. V bng nhng cch no n c th ginh li v th cnh tranh ca mnh? 7- Trong chu k sng ca ngnh, cc la chn chin lc u t no c th hnh thnh (a) do ngi khc bit ha trong v th cnh tranh mnh, v (b) do ngi khc bit ha c v th cnh tranh yu? 8- Pht trin cng ngh tc ng nh th no n cc chin lc m mt cng ty trong ngnh theo ui. Trong tng lai n s pht trin th no? 9- Ti sao mt cng ty trong nhm chin lc li kh khn trong vic thay i sang nhm chin lc khc

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TI LIU THAM KHO 1- A.J Almanaey (2001), Strategic Analysis: An Approach to building distinctive competencies, 2st Sheffield Publishing Company 2- Alex Miller (1998). Strategic Management 3rd Ed. Irwin/McGraw-Hill 3- Charles W.L. Hill, Gareth R.Jones (2002) Strategic Management : An intergrated Aproach, 5th Ed. Houghton Mifflin. 4- Chistopher G. Worley, David E.Hitchin, Walter L.Ross (1996), Integrated Strategic Change: How OD Builds Competitive Advantage, Addion-Wesley Publishing Company. 5- Irene Chow, Neil Holbert, Lane Kelley, Julie Yu (1997), Business Strategy: An Asia-Pacific Focus, Prentice Hall 6- Henry Mintzberg, James Brian Quinn, John Voyer (1995), The Strategy Process, Collegiate Ed.Prentice Hall. 7- Peter Wright, Mark J. Kroll, John Parnell (1996), Strategic Management : Concepts and Cases 3rd Ed. Prentice Hall 8- Thomas L. Wheelen, J. David Hunger (2004) Strategic Management and Business Policy 9th. Prentice Hall. 9- Thompson Strickland, (1998) Strategic Management : Concepts and Cases, 10th Ed. Irwin/McGraw-Hill 10- William C. Frederick, James E. Post, Keith Davis (1992), Business and Society: Corporate Strategy, Public Policy, Ethics, 7th Ed, McGraw-Hill,Inc

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CHNG 6. CHIN LC CNG TY: HI NHP DC, A DNG HO CC CHIN LC LIN MINH
CHNG 6. CHIN LC CNG TY: HI NHP DC, A DNG HO CC CHIN LC LIN MINH KHI QUT Tp trung vo mt lnh vc kinh doanh n l Hi nhp dc To gi tr thng qua hi nhp dc Bt li ca hi nhp dc Chi ph qun l v cc hn ch ca hi nhp dc CC PHNG N HI NHP DC Cc hp ng ngn hn v u gi cnh tranh Cc lin minh chin lc v hp ng di hn Thit lp cc mi lin h hp tc di hn Khai thc ngun bn ngoi chin lc v cng ty o. A DNG HA To gi tr thng qua a dng ha Chi ph qun l v gii hn ca a dng ho Tht bi ca a dng ho a dng ho lin quan v khng lin quan CC LIN MINH CHIN LC

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KHI QUT Chin lc cp cng ty ch yu nhm tm kim lnh vc kinh doanh m cng ty c th tham gia cc i ha kh nng sinh li di hn. Mi cng ty c th c nhiu la chn v lnh vc kinh doanh tham gia cnh tranh. Tt nhin, iu c ngha l n c th chn ch tp trung vo mt lnh vc kinh doanh; hoc c th a dng vo mt s lnh vc kinh doanh khc nhau; v trong chui gi tr n cng c th hi nhp dc ngc chiu t sn xut cc u vo cho mnh hay xui chiu pht tn cc u ra. Nu cng ty chn a dng ho vt ra khi mt ngnh n l v vn hnh kinh doanh trong nhiu ngnh, ngha l n phi s dng chin lc a dng ho cp cng ty. Chin lc a dng ho cp cng ty cho php s dng cc nng lc ct li ca n theo ui cc c hi t mi trng bn ngoi.1 c bit, trong trng hp s hi t gia cc ngnh ny ang to ra mt c hi cn phi s dng n chin lc a dng ho. Cc chin lc a dng ho ang ng vai tr quan trng trong cc cng ty ln.2 Trong cng ty a dng ho s tn ti hai cp chin lc tch bch, l: chin lc kinh doanh (hay chin lc cnh tranh) v chin lc cng ty (cp ton cng ty). Mi n v kinh doanh trong cng ty a dng ho chn mt chin lc kinh doanh nh l cch thc cnh tranh ca n trong mt th trng - sn phm nht nh. Chin lc cp cng ty tr li hai cu hi then cht, l, (1)cng ty gm cc hot ng kinh doanh no v (2) cng ty s qun l cc hot ng kinh doanh ra sao. Nh vy, chin lc cp cng ty xc nh cc hnh ng m cng ty thc hin nhm ginh li th cnh tranh bng cch la chn, qun tr mt nhm cc hot ng kinh doanh khc nhau cnh tranh trong mt s ngnh v th trng sn phm. Trong mi trng cnh tranh ton cu hin nay, cc nh qun tr cp cao nn xem cng ty ca h nh l mt t hp cc nng lc ct li, khi h la chn cc n v kinh doanh mi v quyt nh cch thc qun tr chng. V mt l lun, v thc tin chin lc cp cng ty c th gip cng ty to ra thu nhp trn trung bnh bng vic sng to gi tr tng thm. Gi tr ca mt chin lc cp cng ty c xc nh bi mc sinh li ca t hp cc n v kinh doanh di s qun l ca cng ty so vi vic chng c th tn ti trong cc hnh thc s hu khc.3 Ngha l, chin lc cng ty hu hiu lm cho tng th cc n v kinh doanh c c thu nhp tng hp vt qu nhng g m n c th lm nu khng c chin lc, n gp phn lm tng kh nng cnh tranh chin lc ca cng ty, v em li cho cng ty thu nhp trn trung bnh.4

W. P.Wan & R. E. Hoskisson, 2003, Home country environments, corporate diversification strategies and firm performance, Academy of Management Journal, 46: 2745; 2 E. H. Bowman & C. E. Helfat, 2001, Does corporate strategy matter? Strategic Management Journal, 22: 123 3 A. Campbell, M. Goold, & M. Alexander, 1995, Corporate strategy:The question for parenting advantage, Harvard Business Review, 73(2): 120132. 4 M. Goold & A. Campbell, 2002,Parenting in complex structures, Long Range Planning, 35(3): 219243; J. B. Barney, 2002, Gaining and Sustaining Competitive Advantage, 2nd ed.,Upper Saddle River, NJ: Prentice-Hal

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Chin lc a dng ho sn phm cp cng ty quan tm n phm vi cc ngnh, cc th trng h s tham gia cnh tranh, chng hn, cch thc m cc nh qun tr mua, to lp v bn cc n v kinh doanh khc nhau lm cho cc k nng v sc mnh ca cng ty ph hp vi cc c hi hin hu. Vi hi vng a dng ho thnh cng gip lm gim s bin ng kh nng sinh li ca cng ty nh thu nhp to ra cc n v kinh doanh khc nhau. Do cc chi ph lin quan n pht trin v kim sot khi a dng ho, nn mt cch l tng, t hp cc n v kinh doanh phi lm cn bng cc chi ph v li ch ca a dng ho. V d, ngy cng nhiu cc cng ty ca " nn kinh t truyn thng" a dng ho vo cc lnh vc kinh doanh Internet v thng mi in t vi mong mun pht trin mt t hp cn i thch hp. a dng ho i hi phi c cc chin lc cp cng ty hay chin lc a doanh. Cc chin lc a doanh thng gn cng ty vi nhiu mi trng ngnh v th trng sn phm khc nhau, v i hi cc cu trc t chc c o. L gc ang thnh hnh v a dng ho gi ra cho doanh nghip nn a dng vo cc th thng mi khi d tha ngun lc, kh nng, v nng lc ct li lm tng cng dng sng to gi tr. Kh nng thnh cng chin lc s tng ln khi cc nh qun tr cp cng ty xc nhn rng cng ty d tha cc ngun lc, kh nng v nng lc ct li sng to gi tr trc khi la chn v n lc thc hin chin lc cp cng ty.5 6.1. Tp trung vo mt lnh vc kinh doanh n l Vi nhiu cng ty, h li nh ra rng chin lc thch hp nht vi mnh li khng phi l mt chin lc hi nhp hay a dng ha. Thnh cng i vi h l ch tp trung cnh tranh mnh m trong phm vi mt lnh vc kinh doanh n l (mt ngnh hay th trng n l). V d McDonalds tp trung vo lnh vc thc n nhanh, Coca-Cola tp trung vo nc gii kht, Sear tp trung vo bch ha bn l. iu th v l c Coca-cola v Sear cng c mt thi theo ui cc chin lc a dng ha. Coca-Cola trc kia s hu Columbia Pictures v mt hot ng kinh doanh ch bin ru; Sear th s hu Allstate Insurance, Caldwell Banker (mt hot ng kinh doanh bt ng sn), v Dean Witter (mt doanh nghip dch v ti chnh). Tuy nhin, h sm nhn ra rng a dng ha gy ra lng ph ch khng gip h to gi tr, cui cng, h buc phi loi b bt cc hot ng kinh doanh ca mnh, quay li tp trung vo mt hot ng n l. u im ca chin lc tp trung vo mt lnh vc kinh doanh l gip cng ty c th tp trung cc ngun lc vt cht, cng ngh, ti chnh, qun tr v cc nng lc cnh tranh ca mnh cnh tranh thng li trn mt lnh vc. Chin lc ny c th rt quan trng trong cc ngnh tng trng nhanh, bi cng ty cn tp trung mnh cc ngun lc, cng l ni s em li nhun di hn rt cao, nu thit lp v duy tr c li th cnh tranh mnh m. Khng ch c cc cng ty tng trng nhanh c li nh tp trung cc ngun lc v nng lc ca mnh vo mt hot ng kinh doanh. Mt s cng ty a dng ha hot ng trong cc ngnh bo ha, h c th cm thy ngun lc khan him ca mnh b dn tri qu mng cho nhiu hot ng, v gim hiu sut l hu qu kh trnh khi. a dng ha ca Sear sang cc dch v ti chnh v

T. J. Waite, 2002, "Stick to the coreor go for more?" Harvard Business Review, 80(2): 3141.

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bt ng sn l mt bng chng v vic lm phn tn s ch ca cc nh qun tr cp cao khi hot ng kinh doanh bn l vn l ct li ca n, chnh iu ny lm gim kh nng sinh li trong hot ng bn l. Cn vi Coca-Cola phi vn hnh mt hot ng kinh doanh gii tr nh Columbia Pictures cng lm phn tn s quan tm ca cc nh qun tr cp cao khi lnh vc kinh doanh ct li l nc gii kht. Trong nhng trng hp nh vy vic ct gim bt cc hot ng tp trung vo hot ng ct li l cch lm khn ngoan. Li th khc ca vic tp trung vo mt hot ng kinh doanh n l, l, cng ty s gn cht hn vo cng vic ca mnh. Ngha l cng ty nn hng vo lm iu m bn thn n hiu bit tt nht. iu gip cng ty trnh c sai lm khi a dng ha vo cc ngnh m n t hiu bit v ni m cc ngun lc v nng lc ca n t c gi tr. V d, nm 1991, cng ty in t tiu dng Matsushita mua li nhm nhc v phim MCA ca M. Tuy nhin, cc nh qun tr c kinh nghim ca Masushita nhn thc ngay rng h bit rt t v c lnh vc kinh doanh nhc ln phim. Nhng c gng vng v ca Matsushita xy dng chin lc hng dn cho cc nh qun tr cp cao ca MCA tr nn quan liu xa ri thc t. Mt s cc nh qun tr ca MCA ri khi cng ty; mt s khc li gn nh l ni lon, b qua nhng c gng can thip vo vn hnh MCA ca nhng iu hnh ngi Nht. iu ny chng t rng s rt nguy him nu chng ta trong mt lnh vc kinh doanh m mt trong nhng yu t thnh cng l ti sn con ngi. Matsushita ngay lp tc t thy rng h ang c gng sa cha cc vn qun tr trong mt ngnh kinh doanh m h thiu hiu bit. Nm 1995, n loi b MCA, tha nhn h tng mc phi mt li lm t gi. (theo bo co ca Matsushita n b l 2 t USD). Tuy nhin, vic tp trung vo ch mt ngnh kinh doanh cng c nhng bt li. Thc t cho thy, trong chng mc no , hi nhp dc l cn thit to gi tr v thit lp mt li th cnh tranh lin quan n hot ng kinh doanh ct li. Hn na, cc cng ty ch tp trung vo mt hot ng kinh doanh n l c th b mt cc c hi to gi tr v sinh ra li nhun cao hn nh a cc ngun lc v nng lc ca cng ty sang cc hot ng khc. 6.2. Hi nhp dc Chin lc hi nhp dc ngha l cng ty ang sn xut cc u vo cho chnh mnh (Hi nhp v pha sau, hay ngc chiu) hoc pht tn cc u ra ca chnh mnh (hi nhp v trc hay xui chiu). Mt cng ty thp m cung cp cho nhu cu qung st ca n t ngun qung st ca chnh cng ty l minh ha cho s hi nhp dc ngc chiu. Hnh 6-1, ch ra bn giai on chnh trong chui sn xut t nguyn liu n vt liu v ngi tiu dng. Nu mt cng ty c hot ng c bn giai on lp rp, hi nhp ngc chiu ngha l n dch chuyn n hot ng ch to trung gian v sn xut nguyn vt liu. Hi nhp xui chiu c ngha l dch chuyn n hot ng phn phi. Trong mi giai on ca chui l mt bc gia tng gi tr vo sn phm. iu c ngha l mi cng ty mt giai on ly sn phm c sn xut giai on trc v chuyn ha n theo nhng cch thc nht nh lm tng gi tr ri sau chuyn n cc cng ty giai on sau trong chui v sau rt l n ngi tiu dng cui cng. Hnh 6-1: Chui cung cp in hnh

- 174 -

Nguyn liu

Nh

ch

t o

Lp rp

Phn ph i

Ng i

tiu

dng

trung gian

cu i cng

Chng hy xem xt chui sn xut trong ngnh my tnh c nhn, c minh ha trong hnh 6-2. Trong ngnh ny, cc cng ty cung cp nguyn vt liu bao gm gm c bit, ha cht v kim loi nh Kyocera ca Nht, cng ty sn xut cht nn gm (ceramic) cho cc bn dn. Cc cng ty ny bn cc u ra ca mnh cho cc nh ch to sn phm trung gian. Cc nh ch to trung gian bao gm Seagate, v Micron Technology, chuyn ha cc vt liu gm, ha cht v kim loi m h mua v thnh cc chi tit, b phn cho my tnh cc nhn nh cc b vi x l, chp b nh, hay cc a cng. Trong qu trnh , h gia tng gi tr vo cc nguyn vt liu m h mua sm. Cc b phn ny sau c bn ti cc cng ty lp rp nh Apple, Dell, Compaq, h s dng cc b phn v chuyn thnh cc my tnh c nhn, - l qu trnh cc nh lp rp gia tng gi tr vo cc chi tit b phn h mua v. Phn ln cc my tnh hon chnh sau c bn cho cc nh phn phi nh Office Max v Computer World hoc ti cc nh bn l bn cho cc khch hng cui cng. Cc nh phn phi cng gia tng gi tr vo sn phm bng cch lm cho n c th s dng i vi khch hng v bng vic cung cp cc dch v h tr. Nh vy, gi tr c gia tng ti mi giai on trong chui t nguyn vt liu n khch hng. Theo cch ny, hi nhp dc chnh l cch m cc cng ty chn cnh tranh trong cc giai on ca chui t nguyn vt liu n khch hng. Vi ngnh my tnh c nhn, hu ht cc cng ty khng hi nhp vo cc giai on lin tip. Tuy nhin, cng c mt s ngoi l. Intel hot ng trong c hai giai on ch to trung gian v giai on lp rp ca ngnh. N chnh l mt cng ty hi nhp dc, bi n khng ch sn xut cc b vi x l v cc con chp cho my tnh c nhn m cn lp rp cc my tnh c nhn cho cc cng ty di tha thun ch to thit b nguyn gc (OEM Original Equipment Manafacturer) cho cng ty xui chiu t nhn hiu cho n l Intel PC. Bn cnh hi nhp xui chiu v ngc chiu, cng c th phn bit gia hi nhp ton b v hi nhp hnh chp (xem hnh 6-3). Mt cng ty hi nhp hon ton khi n pht tn ton b u ra ca qua cc hot ng n s hu. Hi nhp hnh chp khi cng ty mua t cc nh cung cp c lp thm vo vi vic cung cp ca chnh cng ty, hay khi n pht tn cc u ra ca mnh ti cc u mi c lp thm vo vi cc u mi ca chnh cng ty. Li th ca hi nhp hnh chp so vi hi nhp hon ton c tho lun phn sau. Hnh 6-2: Chui sn xut trong ngnh my tnh c nhn

- 175 -

Nguyn liu

Nh ch to trung gian V d : In tel Seagate Micron Technology

Lp rp

Phn ph i

Ng i

tiu

dng

cu i cng V d : Aple Compaq Dell V d : Computer World Office Max

V d : Dow Chemical Union Carbide Kyocera

Bn cnh hi nhp xui chiu v ngc chiu, cng c th phn bit gia hi nhp ton b v hi nhp hnh chp (xem hnh 6-3). Mt cng ty hi nhp hon ton khi n pht tn ton b u ra ca qua cc hot ng n s hu. Hi nhp hnh chp khi cng ty mua t cc nh cung cp c lp thm vo vi vic cung cp ca chnh cng ty, hay khi n pht tn cc u ra ca mnh ti cc u mi c lp thm vo vi cc u mi ca chnh cng ty. Li th ca hi nhp hnh chp so vi hi nhp hon ton c tho lun phn sau. Hnh 6-3: Hi nhp hnh chp

Nh cung c p

Khch hng

Nh cp

cung

Khch hng

6.2.1. To gi tr thng qua hi nhp dc Mt cng ty theo ui hi nhp dc thng xut pht t mong mun tng cng v th cnh tranh ca hot ng kinh doanh nguyn thy hay ct li. L do cng ty theo ui chin lc hi nhp l: (1) Cho php cng ty to lp cc ro cn vi cc i th cnh tranh mi,

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(2) Thc y u t vo cc ti sn chuyn mn ha nng cao hiu qu, (3) Bo v cht lng, (4) Lm cho vic lp k hoch c ci thin. To lp cc ro cn nhp cuc S dng chin lc hi nhp dc ngc chiu kim sot cc ngun u vo ch yu hay hi nhp dc xui chiu kim sot cc knh phn phi, cng ty c th to ra cc ro cn nhp cuc i vi cc i th mi vo ngnh ca n. Chin lc hi nhp vi mc thch hp s gii hn s cnh tranh trong ngnh, do cho php cng ty i hi mc gi cao hn v to ra li nhun ln hn so vi cc iu kin khc. hiu c lun c ny chng ta xem xt mt v d ni ting t nhng nm 1930 v chin lc nh vy. Vo lc by gi, Alcoa v Alcan ang dn u ngnh luyn nhm thng mi. Nhm vn c pht sinh t qung b xt. Mc d b xt l mt qung c hm lng nhm thp n khng c ngha thng mi trong vic khai thc v luyn nhm. Trong nhng nm1930, mi ch pht hin c mt lng ln trm tch b xt c hm lng nhm m bo luyn nhm thng mi. Trm tch ny o Ca ri b thuc Jamaica. Alcoa v Alcan hi nhp dc ngc chiu v mua quyn s hu lp trm tch ny. Hnh ng to ra mt ro cn thm nhp vo ngnh nhm. Cc i th cnh tranh tim tng b ngn cn bi h khng c cch no c c qung b xt cht lng cao, tt c thuc quyn s hu ca Alcoa v Alcan. Nu buc phi s dng b xt cht lng thp, cc i th t thy rng nu thm nhp ngnh s chu bt li v chi ph. Tnh th ny tip tc duy tr cho n nhng nm 1950 khi ngi ta tm ra trm tch b xt cht lng cao mi Australia v Indonesia. Trong nhng nm 1970 v 1980, trong ngnh my tnh c nhn, IBM v Digital Equipment cng theo ui chin lc hi nhp dc tng t nh vy. Cc cng ty ny ch to cc b phn chnh ca my tnh nh b vi x l, chp nh, thit k v lp rp my tnh, sn xut phn mm chy trn my tnh, bn sn phm cui cng trc tip n ngi s dng. Ban u tnh hp l ca chin lc ny ch nhiu b phn then cht v phn mm s dng trong my tnh cha ng yu t c quyn. Cc cng ty ny lp lun rng bng vic to ra cng ngh c quyn h c th hn ch s tip cn ca i th do to ra nhng ro cn nhp cuc. Do , khi IBM a ra h thng my tnh c nhn PS/2 gia nhng nm 1980, n thng bo rng cc b cu thnh c tch hp cng ngh c quyn c sn xut bi IBM. Chin lc ny vn hnh tt t nhng nm 1960 n u nhng nm 1980, sau n tht bi, c bit trong ngnh my tnh c nhn v phn on my ch. Vo u nhng nm 1990, nhng ngi thc hin km nht trong ngnh my tnh, li chnh l nhng cng ty theo ui chin lc hi nhp dc nh IBM v Digital Equipment. Ti sao nh vy. iu ny c gii thch bng vic p dng cc tiu chun m v phn cng v phn mm my tnh lm v hiu ho cc li th ca cc cng ty my tnh ang hi nhp dc rng ri. Hn na, cc cng ty my tnh c nhn nh Dell v Compaq thy rng h c th c th nhanh chng gi bn quyn k thut v lm ging ht cc

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chi tit c tnh c quyn m cc cng ty nh IBM tng lm v th l h nhanh chng ph v ro cn nhp cuc ny. Thc y u t vo cc ti sn chuyn mn ha Mt ti sn chuyn mn ha l ti sn c thit k thc hin mt nhim v c th v gi tr ca n s gim ng k nu s dng vo cc nhim v khc. Ti sn chuyn mn ha c th l mt chi tit my c s dng rt chuyn bit, hoc c th l mt b quyt, k nng m mt cng ty hay mt c nhn c c thng qua hun luyn v tri nghim. Cc cng ty (v cc c nhn) u t vo ti sn chuyn mn ha, bi v, iu cho php h h thp chi ph ca s sng to gi tr v/hoc to ra s khc bit r rng hn gia sn phm ca h v ca i th cnh tranh, do , d dng nh gi cao hn. Mi cng ty u t vo thit b chuyn mn ha v n mun h thp chi ph ch to, tng cht lng hoc n c th u t vo pht trin kin thc cng ngh chuyn mn ha cao nh pht trin sn phm tt hn i th. Do vy, chuyn mn ha c th l c s t c li th cnh tranh cp n v kinh doanh. Mt khc, nhng cng ty nh vy c th gp kh khn khi phi thuyt phc cc cng ty khc cc giai on k tip trong chui sn xut t nguyn vt liu n ngi tiu dng u t cc ti sn chuyn mn ha. thc hin tnh kinh t lin quan vi cc u t nh vy, cng ty phi hi nhp dc vo cc giai on k cn v t mnh u t. V d, chng ta hy tng tng Ford pht trin b ch ha kh mi c thit k c o cht lng cao, hiu sut cao. B ch ha kh lm tng hiu qu nhin liu, t s gip to s khc bit gia t ca Ford v cc i th, v Ford c c mt li th cnh tranh. Ford phi quyt nh c c quyn v b ch ha kh (hi nhp dc) hay hp ng ch to vi mt nh cung cp c lp (mua t bn ngoi). Vic ch to cc b ch ha kh ny yu cu u t ln vo cc thit b m ch s dng cho mc tiu ny. Do tnh c o ca thit k, thit b khng th s dng ch to loi ch ha kh khc ca Ford hay ca bt k hng sn xut t no khc. Nh vy, u t vo thit b ny chnh l u t vo cc ti sn chuyn mn ha. Mt nh cung cp c lp no m Ford yu cu u t vo ti sn nh vy c th lp lun rng nu n lm theo yu cu n s tr nn ph thuc vo Ford, bi v ch c Ford l khch hng s dng cc u ra ca thit b ny. Nh cung cp cm nhn rng tnh th ny, h t t Ford vo a v c quyn lc v thng lng v lo ngi Ford c th s dng tnh th ny chn p gim gi cho cc b ch ha kh. Ri ro khin nh cung cp khng mun u t vo thit b chuyn mn ha. Ngc li, chnh Ford cng cm thy s s ph thuc qu mc. N c th lp lun rng vic k hp ng sn xut cc b ch ha kh vi mt nh cung cp c lp khin n phi ph thuc vo nh cung cp v mt loi u vo c ngha sng cn. Do cc thit b chuyn mn ha sn xut b ch ha kh, Ford s khng th d dng chuyn vic t hng ti cc nh cung cp khc, n gin l v h khng c cc thit b . Ford nhn thy hnh nh iu ny ang lm tng thm kh nng thng lng cho nh cung cp v lo ngi rng nh cung cp c th s dng sc mnh thng lng y yu cu gi cao hn.

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S ph thuc ln nhau do u t vo ti sn chuyn mn ha, khin Ford s hp ng vi bn ngoi cn nh cung cp li s thc hin cc u t nh vy. Thc cht ca vn chnh l s thiu tin tng. C Ford ln nh cung cp u khng hon ton tin tng vo s trung thc trong tr chi ny. S thiu tin tng sinh ra t ri ro v s b tc, l vic ginh li th bi mt bn i tc kinh doanh sau khi vic u t vo cc ti sn chuyn mn ha c thc hin. V ri ro ny, Ford c th cho rng con ng an ton nht c cc b ch ha kh ny l phi t mnh ch to. T v d trn thy rng t c mt li th cnh tranh nh u t vo mt ti sn chuyn mn ha ri trao i vi cc cng ty khc, ri ro b tc l mt s cn tr v khng th thc hin u t. Trong cc trng hp nh vy, tim nng cnh tranh c c t chuyn mn ha s bin mt. phng s bin mt , cc cng ty s hi nhp dc theo cc giai on lin tip trong chui gi tr. Bo v cht lng sn phm Hi nhp dc cn c l do l bo v cht lng. Hi nhp dc cho php cng ty tr thnh mt ngi ng vai tr to khc bit trong ngnh kinh doanh ct li. Ngnh sn xut chui l mt minh ha cho vn ny. V mt lch s, cc cng ty nhp khu chui M phi i mt vi s bin i cht lng chui nhp t chu M khi th qu chn khi th cha chn. gii quyt vn ny, cc cng ty thc phm ca M, nh General Food, hi nhp dc ngc chiu c th kim sot cc ngun cung. Kt qu l h c th phn phi chui theo tiu chun cht lng vo thi im tiu dng ti u. Nh cht lng ca nhn hiu ny, ngi tiu dng c th sn lng tr gi cao hn. Nh vy, vic hi nhp dc ngc chiu n lm ch cc vn cy, cc cng ty chui to lp s tin tng ca khch hng, cho php h i hi gi cao hn. Tng t nh trng hp McDonalds, khi n quyt nh m nh hng u tin Mat xc va. Ban u McDonalds gp rt nhiu bt li, khi mun phc v n ung vi cht lng tng ng cc ni khc, v th, n phi hi nhp dc v pha cc ngun cung m bo cung ng cho cc nhu cu ca mnh. Cht lng c chua v tht sn xut Nga qu thp. Nh vy, bo v cht lng sn phm ca mnh, McDonalds lp cc trang tri sn xut b sa, tri chn nui, cc vn rau ca mnh cng nh cc xng ch bin thc phm Nga. iu tng t cng xy ra i vi hi nhp dc xui chiu. Vic s hu cc im bn trong knh phn phi l cn thit nu cn cc tiu chun cho dch v hu mi v cc sn phm phc tp cn c bo tr. V d, trong nhng nm 1920 Kodak s hu cc im bn l phn phi cc thit b nh. Cng ty cm thy rng cc ca hng lp ra c cc k nng cn thit bn v phc v cc thit b nh ca n. Tuy nhin, nhng nm 1930 Kodak quyt nh rng n khng cn s hu cc ca hng bn l ca n na bi v cc ca hng khc bt u cung cp s phn phi v phc v m bo cho sn phm Kodak. Sau cng ty t b vic bn l. Ci thin vic lp k hoch

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i khi ngi ta lp lun rng li th ca chin lc hi nhp dc l s thun li hn trong hoch nh, vi vic kt hp cht ch cc qu trnh lin tip nhau. V d, vo nhng nm 1920 Ford gt hi nhiu thnh cng bng vic kt hp cht ch v hoch nh vi hi nhp ngc chiu. Vic giao hng cho Ford phi hp n mc sao cho qung st c giao cho cc xng luyn thp ca Ford vng H ln c chuyn ti cc khun ng c ch trong vng 24 gi. Nh vy, Ford gim thp mt cch ng k chi ph ca n nh trnh phi gi lng tn kho qu ln. Cht lng lp k hoch tin s nng ln nh hi nhp dc c th cho php cng ty p ng tt hn vi cc thay i nhu cu t ngt, hay c th a sn phm ca n ra th trng nhanh hn. Mt tnh hung trong ngnh sn xut b vi x l u nhng nm 1990 chng t iu ny. Lc by gi, nhu cu v b vi x l ang mc cao cha tng thy, v hu ht cc nh my sn xut b x l u s dng ht cng sut. Lc , mt s cng ty ch to b vi x l chuyn mn ha vic thit k chp ri hp ng ch to vi bn ngoi gp phi s bt li v chin lc. V d, nm 1991 Chips & Technologies thit k thnh cng dng vi x l Intel 386, Chips&Tecnologies gi dng chp ny ti Texas Instruments (TI) ch to. N phi ch n 14 tun TI c th lp k hoch sn xut. Ch trong mt thi gian ngn, gi ca b x l 386 gim xung t 112 USD xung cn 50 USD. Khi TI sn xut ra dng Intel386, Chips&Tecnologies n mt i th phn tt nht. Phi chng nu Chips&Tecnologies hi nhp dc n ch to n khng b mt i c hi ln nh vy. 6.2.2. Bt li ca hi nhp dc Hi nhp dc cng c nhng bt li ca n. ng k nht bao gm: (1) bt li v chi ph, (2) bt li pht sinh khi cng ngh ang thay i nhanh, v (3) bt li khi nhu cu khng d kin c. Cc bt li ny hm rng li ch ca hi nhp dc khng phi lun r rng nh nguyn thy ca n. Cc bt li v chi ph Mc d hi nhp dc thng ha hn li th v chi ph sn xut, song chnh hi nhp dc cng c th pht sinh chi ph nu cng ty phi cam kt mua sm cc u vo t nhng nh cung cp do chnh cng ty s hu, trong khi gi mua t cc ngun bn ngoi li thp hn. V d, trong nhng nm 1990s General Motors t lm 68% cc chi tit, nhiu hn bt k cc nh sn xut t khc (Chrysler l 30%, Toyota l 28%). Chin lc hi nhp dc ny lm cho GM tr thnh nh sn xut c chi ph cao nht trong s cc cng ty sn xut t ln trn th gii. Nm 1992, GM phi tr lng v phc li cho cng nhn trong cc xng t M ca n l 34,6 USD mt gi thc hin nhng cng vic m i th ca n thc hin bi vic mua t nh cung cp c lp khng c kin kt vi gi ch bng mt na. Nh vy hi nhp dc c th c bt li chi ph khi cc ngun cung do cng ty s hu c chi ph vn hnh cao hn so vi cc ngun cung c lp. Cc ngun cung m cng ty s hu c th c chi ph vn hnh cao so vi cc nh cung cp c lp, bi v cc nh cung cp do cng ty s hu thy rng h lun c th bn cc u ra ca h cho cc

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b phn khc ca cng ty. Khng cn phi cnh tranh nhn cc n hng, lm cho h t tp trung vo vic h thp chi ph vn hnh. Qu thc, cc nh qun tr b phn cung cp c th li vo kh nng chuyn dch chi ph n cc b phn khc ca cng ty, thng qua gi cao hn, h khng h mun tm cch h thp chi ph. Nh vy, thiu tnh ci tin c th lm pht sinh chi ph vn hnh. Tuy nhin, vn c th l t nghim trng hn, nu cng ty dng chin lc hi nhp hnh chp hn l hi nhp hon ton, bi v cn phi c cnh tranh vi cc nh cung cp c lp mi c th lm gim chi ph ca cc nh cung cp do cng ty s hu. Thay i cng ngh Khi cng ngh thay i nhanh c th t cng ty vo nhng nguy him lin quan n cng ngh lc hu. Hy xem xt mt nh ch to radio nhng nm 1950 hi nhp ngc chiu v mua li nh my sn xut bng in t. Vo nhng nm 1960 khi m bn dn thay th n in t - mt b phn chnh trong radio, cng ty ny thy rng n b gn vi mt hot ng kinh doanh b li thi v cng ngh. Vic chuyn sang bn dn cng ng ngha vi vic b i cc u t vo ngnh n in t. Do , cng ty khng sn lng chuyn sang bn dn, vn s dng n in t trong radio ca mnh. Cn lc cc i th cnh tranh khng lin kt rnh rang c th chuyn nhanh sang cng ngh mi. Chnh bi cng ty kh kh vi sn phm li thi ca mnh, n nhanh chng b mt th phn. Nh vy, hi nhp dc c th ngn cn kh nng ca mt cng ty trong vic thay i cc nh cung cp hay h thng phn phi ca n p ng cc thay i cng ngh. Nhu cu khng chc chn Hi nhp dc cng c th c ri ro trong iu kin nhu cu khng th d kin hay khng n nh. Khi nhu cu n nh, c th qun tr tng i d vi mc hi nhp cao hn. Nhu cu n nh cho php hoch nh tin v phi hp tt hn cc lung sn xut gia cc hot ng khc nhau. Nhng khi cc iu kin nhu cu khng n nh hay khng d kin c, s rt kh t c s phi hp cht ch gia cc hot ng hi nhp. Vn y l cn i nng lc gia cc giai on ca mt qu trnh. V d, mt nh ch to t c th hi nhp dc ngc chiu bng vic mua li mt nh cung cp b ch ha kh c nng lc p ng nhu cu ca mnh. Tuy nhin, nu nhu cu v t gim ng k, nh ch to t s cm thy mnh b gn vi mt hot ng kinh doanh vn hnh vi mc huy ng cng sut thp. R rng, y l iu khng kinh t. Nh ch to t c th trnh iu ny bng vic tip tc mua b ch ha kh trong th trng m hn l t mnh sn xut chng. Nu cc iu kin nhu cu khng d kin trc, hi nhp hnh chp c th hi t ri ro hn l hi nhp hon ton. Khi mt cng ty ch hi nhp mt phn trong tng s nhu cu u vo t cc nh cung cp do chnh mnh s hu, vo lc nhu cu xung thp n c th gi ngun cung cp ca mnh vn hnh y bng vic t hng dnh ring cho chng. 6.2.3. Chi ph qun l v cc hn ch ca hi nhp dc Chng ta bit rng hi nhp dc c th to ra gi tr, song n c cng c hn ch ng k do thiu ng c thc y i vi cc nh cung cp do cng ty s hu khin h gim chi ph vn hnh ca h, thiu mm do chin lc khi cng ngh thay i, hoc nhu cu khng chc chn. Cng vi cc dng chi ph ny cn c chi ph qun l pht sinh do hi nhp dc. Chi ph qun l l chi ph vn

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hnh t chc. Chi ph ny ny sinh t s km hiu lc ca b my qun l. Chi ph qun l t ra mt gii hn v mc hi nhp dc m cng ty c th theo ui mt cch hiu qu; n gi rng hi nhp dc ch c ngha vi cng ty khi m gi tr sng to ra bi chin lc nh vy ln hn chi ph qun l lin quan n vic bnh trng phm vi ca t chc ti cc hot ng tng thm ngc chiu hay xui chiu. Ni chung, khng phi lc no hi nhp dc cng c tim nng to ra gi tr. Mc d hi nhp dc v nguyn thy c th c tc ng thun li, gi tr sng to ra bi s hi nhp n cc lnh vc xa hn na so vi hot ng kinh doanh ct li ca cng ty s dn dn t n mc bin. Cng n gn mc gi tr sng to bin ca hi nhp dc, chi ph qun l lin quan n vic bnh trng phm vi cng tr thnh gnh nng trn cc gi tr mi sng to ra. Khi tnh th ny xut hin, c th cng ty t n mt gii hn i vi hi nhp dc. Tuy nhin, iu rt c ngha v mt t duy l vic theo ui chin lc hi nhp dc hnh chp c th l cch gim chi ph qun l hi nhp hn l hi nhp hon ton. Nguyn do l hi nhp hnh chp c kh nng to ra ng c cc nh cung cp cng ty s hu gim chi ph vn hnh v gip cng ty tng kh nng p ng vi cc iu kin nhu cu bin i. Khi n gim bt tnh km hiu lc ca t chc do chi ph qun l. 6.3. CC PHNG N HI NHP DC Cc li th lin quan n hi nhp dc lm ny sinh cu hi liu c th thu hi c li ch ca hi nhp dc hay khng, nu khng phi b ra chi ph qun l lin quan. Cc li ch ca hi nhp dc c th thu c thng qua cc hot ng cung cp t cc cng ty khc hay khng? C rt nhiu phng n p ng cc cu hi ny. Trong mt s tnh th nht nh, cc cng ty c th hng nhng li ch lin quan n hi nhp, m khng nht thit phi gnh chu tt c cc chi ph qun l, nu h gia nhp vo cc mi lin h hp tc lu di vi cc thnh vin kinh doanh ca h. Cc mi lin h lu di nh vy thng c coi l cc lin minh chin lc. Ngc li, ni chung cc cng ty khng th hng li ca hi nhp dc nu nh h tham gia cc hp ng ngn hn vi cc i tc kinh doanh ca h. hiu ti sao li nh vy, trc ht, chng ta xem xt v cc vn lin quan n cc hp ng ngn hn. Sau , chng ta s c bit quan tm n cc lin minh chin lc v cc hp ng di hn nh l cc phng n ca hi nhp dc v qua bn n cc cch thc to lp cc mi lin h lu di vi cc i tc kinh doanh ca h. 6.3.1. Cc hp ng ngn hn v u gi cnh tranh Mt hp ng ngn hn l mt hp ng kt thc trong phm vi mt nm. Nhiu cng ty tng s dng cc hp ng ngn hn mua cc u vo hay bn cc u ra ca mnh. Cc cng ty ch to xe t s dng chin lc u gi cnh tranh thng lng gi cho chi tit c sn xut t mt s nh cung cp khc nhau l mt v d c in v hp ng ngn hn. V d cng ty GM thng t chc u gi t mt s cc cng ty khc nhau sn xut mt chi tit no v hp ng mt nm s thc hin vi cng ty no c chi ph thp nht. Cui mi nm, hp ng li c

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a ra nh gi cnh tranh. Nh vy, khng c g bo m rng cng ty ginh c hp ng trong nm nay li c th gi c trong nm sau. Li ch ca hp ng ngn hn l thc p cc nh cung cp lun gi gi ca h thp mc thp nht. Nhng iu ny ng ngha vi vic khng c cam kt di hn no gia cng ty vi cc nh cung cp c bit. iu ny gy hu qu l lm cho cc nh cung cp do d trong vic u t vo cc ti sn chuyn mn ha cn thit ci tin thit k v nng cao cht lng cc chi tit, hay ci thin vic lp k hoch tin phi hp vi cng ty. Thc vy, do khng c mt bo m no v vic tip tc duy tr quan h cung cp cho cng ty trong nm sau, nh cung cp s t chi thc hin cc u t vo ti sn chuyn mn ha. Cn cng ty li c th phi hi nhp ngc chiu c c cc li ch ca chuyn mn ha. Ni cch khc, do thiu cc cam kt di hn vi nh cung cp u vo, chin lc hp ng ngn hn v u gi cnh tranh s gy kh khn cho cng ty trong vic hng li t hi nhp dc. iu c th s khng thnh vn nu s hp tc cht ch gia cng ty v cc nh cung cp l khng cn thit to iu kin cho vic u t vo cc ti sn chuyn mn ha, ci thin vic lp k hoch tin v cht lng. Trong cc trng hp nh vy, u gi cnh tranh c th l ti u. Tuy nhin, khi nhu cu ny l bc thit, th chin lc u gi cnh tranh s l mt hn ch nghim trng. iu ng quan tm l c nhng du hiu cho thy GM t t mnh vo mt th bt li trong cnh tranh khi h chp thun quan im u gi cnh tranh gia cc nh cung cp. Nm 1992, cng ty ny yu cu cc nh cung cp chi tit phi gim gi ca h 10%, khng quan tm n cc tha thun nh gi trc . Trong thc t GM hy b cc hp ng hin c v c thc p chp thun chnh sch ca n bng vic e da gt b nhng nh cung cp khng ng vi vic gim gi. Mc d hnh ng nh vy c th c li trong ngn hn, nhng li pht sinh cc chi ph di hn nh: mt i s tin tng ln nhau v c s th ch gia cng ty v cc nh cung cp. Theo mt s bo co, mt vi cng ty tuyn b ct gim vic nghin cu v cc chi tit ca GM trong tng lai. H cng biu l thi u tin ph bin cc tng mi vi Chrysler hay Ford, hay c hai t c cch tip cn hp tc, tin n cc quan h lu di vi cc nh cung cp. 6.3.2. Cc lin minh chin lc v hp ng di hn Cc hp ng di hn l cc mi lin h hp tc lu di gia hai cng ty. Cc tha thun nh vy thng c cng b nh l cc lin minh chin lc. c trng ca cc tha thun ny l mt cng ty ng cung cp cho cng ty khc v cng ty khc ng lin tc mua t nh cung cp ; c hai cng cam kt tm cch thc h thp chi ph hoc nng cao cht lng u vo cho qu trnh sng to gi tr ca cc cng ty pha di ca chui. Nu iu t c, mi lin h n nh nh vy cho php cc cng ty tham gia lin minh chia s gi tr c th to ra do hi nhp dc trong khi li trnh c nhiu chi ph qun l lin quan n vic phi s hu mt giai on k tip trong chui sn xut t nguyn vt liu n ngi tiu dng. Do , cc hp ng di hn c th thay th cho hi nhp dc.

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Cc mi lin h hp tc m nhiu cng ty sn xut t Nht bn thc hin vi cc nh cung cp chi tit ca n (H thng keiretsu) minh ha cho thnh cng ca hp ng di hn. Nhng mi lin h nh vy c th ko di n hng thp k. Trong iu kin , cc cng ty sn xut t cng vi cc nh cung cp ca mnh lun c gng tm ra cch thc mi to gi tr gia tng, v d p dng h thng tn kho JIT, hay hp tc thit k cc chi tit-b phn nhm ci thin cht lng, h thp chi ph. Nh l mt b phn ca qu trnh ny, cc nh cung cp sn sng u t mnh vo cc ti sn chuyn mn ha phc v tt hn nhu cu ca cc cng ty t. Nh vy, nhng ngi sn xut t Nht bn c c kh nng hng li ch ca hi nhp dc m khng h phi chu cc chi ph qun l lin quan. Cc nh cung cp chi tit- b phn cng c li trong cc mi lin h di hn nh vy, h tng trng cng vi cng ty, h cung cp v chia s cc thnh cng ca cng ty. Ngc li vi cc i th Nht bn, cc cng ty sn xut t M v mt lch s h thch theo ui s hi nhp chnh thc. Theo mt s nghin cu, vic tng chi ph qun l do hi nhp dc rng ri hn lm cho cc cng ty nh GM v Ford vo th bt li tng i so vi cc i th cnh tranh Nht bn. Hn na, khi cc cng ty t ca M quyt nh khng hi nhp dc, h cng khng nht thit tham gia vo cc mi lin h di hn vi cc nh cung cp chi tit c lp. Thay vo , h li s dng v th p o ca mnh theo ui chin lc u gi cnh tranh tn cng, kch thch cho cc nh cung cp chi tit c lp cnh tranh ln nhau. Hin nay, t duy ny dng nh cng ang dn dn thay i. 6.3.3. Thit lp cc mi lin h hp tc di hn Do s thiu tin tng v lo ngi b nh tr khi phi u t vo cc ti sn chuyn mn ha phc v cng ty khc, cc cng ty nn lm nh th no t c cc lin minh chin lc lu di n nh vi cc cng ty khc? Cc cng ty nh Toyota lm th no pht trin cc mi lin h lu di vi cc nh cung cp ca n? Mi cng ty c th thc hin mt s bc i c th m bo rng cc mi lin h di hn c th hot ng v gim bt cc nguy c ngi tham gia tht ha trong cc tha thun. V pha cng ty u t cc ti sn chuyn mn ha, t trong nhng bc i quan trng l yu cu i tc ca n c mt con tin. Ni cch khc l thit lp mt cam kt tin cy v c hai pha to dng mi lin h lu di. Dng con tin Dng con tin c ngha l mt s bo m rng i tc gi cam kt ca mnh. Mi lin h hp tc gia Boeing v Northrop minh ha cho tnh th ny. Northrop l nh thu ph ch yu cho lnh vc my bay thng mi ca Boeing, cung cp rt nhiu loi chi tit, b phn cho my bay Being 747 v 767. phc v cho nhu cu c th ca Boeing, Northrop u t ng k vo cc ti sn chuyn mn ha. V mt l lun, do cc chi ph tim n lin quan n cc khon u t nh vy, Northrop b ph thuc vo Boeing, v Boeing vo v th c th bi c vi cc tha thun trc v c th s dng e da chuyn vic t hng n cc nh cung cp khc nh mt sc p lm gim gi. Tuy nhin, trn thc t, Boeing khng lm nh vy bi v chnh n cng l mt nh cung cp ch yu cho lnh vc v kh phng th ca Northrop, cung cp nhiu chi tit cho my bay

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nm bom Steath. Boeing cng phi u t ng k vo cc ti sn chuyn mn ha phc v cho nhu cu ca Northrop. Nh vy, hai cng ty ny ang vo th ph thuc ln nhau. Boeing khng bi c vi bt k tha thun gi no vi Northrop, bi n bit rng Northrop cng c th p tr tng t. Mi cng ty gi mt con tin m c th s dng bo m chng li s bi c n phng ca bn kia trong cc tha thun gi. Cc cam kt tin cy Mt cam kt tin cy l mt li ha c kh nng tin tng h tr cho vic pht trin mt mi lin h di hn gia cc cng ty. hiu c khi nim cam kt c kh nng tin tng chng ta hy xem xt mi lin h gia General Electric (GE) v IBM. GE l mt trong nhng nh cung cp chnh v cc chip bn dn cho IBM, rt nhiu con chp c chuyn bit ha theo yu cu ca IBM. p ng nhu cu c th ca IBM, GE phi u t ng k vo cc ti sn chuyn mn ha, cc ti sn ny t c gi tr vi cc nhu cu khc. Hu qu l GE ph thuc vo IBM v phi i mt vi ri ro IBM c th s dng li th ny i hi h thp gi. V l lun, IBM c th d phng nhu cu ca n v e da chuyn ti nh cung cp khc. Tuy nhin, GE gim ri ro ny bng cch buc IBM tham gia mt cam kt mua cc con chp ca GE trong 10 nm. Hn na, IBM ng chia s chi ph pht trin cc con chp chuyn bit, do gim chi ph u t ca GE vo cc ti sn chuyn mn ha. Nh vy, bng vic t cam kt mt cch cng khai vi mt hp ng di hn v t mt khon tin vo pht trin cc con chp chuyn bit ha, IBM v c bn to ra mt cam kt ng tin cy mua sm lin tc cc con chp ca GE. Duy tr cc nguyn tc th trng Khi cng ty tham gia vo mi lin h di hn n c th b ph thuc vo i tc km hiu qu. Bi trong quan h ny, i tc khng phi cnh tranh vi cc t chc khc trn th trng v lnh vc kinh doanh ca cng ty, i tc c th thiu ng c thc y hiu qu chi ph. Do , khi cng ty tham gia vo mi lin h hp tc di hn n nn ch p dng s nguyn tc th trng vi i tc ca mnh. Cng ty gi cng lc hai th sc mnh. Th nht, cc hp ng di hn cng phi nh k thng lng li, ni chung l khong nh k bn hay 5 nm. Nh vy, i tc bit rng nu h thc hin cc cam kt khng y , cng ty c th t chi tip tc duy tr hp ng. Th hai, s dng chnh sch khai thc ngun song song, l trng hp cng ty tham gia vo mt hp ng vi hai nh cung cp v cng mt chi tit (V d nh Toyota lm). Cch ny cho php cng ty c mt hng ro chng li s ngang ngnh c th c mi nh cung cp, mi bn cng nhn thc rng nu khng chiu theo s tha thun, cng ty kia c th chuyn ton b hot ng kinh doanh sang i tc khc. iu e da ny t khi r rng, bi v iu s i ngc li tinh thn ca vic to dng mi lin h lu di. Song nhn thc v vic khai thc ngun song song l a mt yu t ca nguyn tc th trng vo mi lin h, ra hiu cho cc nh cung cp hiu rng nu cn thit, h c th b thay th lp tc. Tm li, bng vic thit lp cc cam kt c th tin cy hay bng vic gi cc con tin, cc cng ty c kh nng s dng nhng hp ng di hn ginh c nhiu gi tr tng ng vi hi nhp dc,

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m khng phi chu cc chi ph qun l ca vic hi nhp dc chnh thc. Qua y, cng lu rng h thng JIT ngy cng tr nn quan trng nh l mt cch thc gim chi ph v nng cao cht lng lm tng sc p thc y cc cng ty tham gia vo cc tha thun di hn trong nhiu ngnh. Cc tha thun ny c th ngy cng ph bin trong tng lai. Tuy nhin, khi mt tha thun nh vy khng th thc hin c cng ty c th phi vin n mt s hi nhp dc chnh thc. 6.3.4. Khai thc ngun bn ngoi chin lc v cng ty o. i lp vi hi nhp dc l khai thc ngun sng to gi tr t bn ngoi gm cc nh thu ph. Trong nhng nm gn y, r rng c mt s dch chuyn cc hot ng khng ct li ca nhiu doanh nghip n ra bn ngoi. Qu trnh ny thng bt u khi cng ty nhn ra u l cc hot ng sng to gi tr ang lm nn tng li th cnh tranh ca mnh (kh nng gy khc bit hay cc nng lc ct li). tng chung trong tnh th nh vy l s gi cc hot ng to gi tr ct li ny trong cng ty. Sau , cc hot ng cn li s c xem xt xem c th c cc nh cung cp thc mt cch hu hiu v hiu qu nhng hot ng ny hn so vi cng ty hay khng. Nu c th, cc hot ng ny s c a n cc nh cung cp. Mi quan h gia cng ty v cc nh cung cp thng c xy dng nh cc mi lin h hp ng di hn, mc d trong mt s trng hp c th da trn c s u gi cnh tranh. Thut ng cng ty o dng m t cc cng ty theo ui vic khai thc cc ngun ngoi lc chin lc. Trong nhng nm gn y, Xerox da nhiu vo khai thc ngun ngoi lc chin lc. Cng ty xc nh nng lc gy khc bit ca n lin quan n thit k v ch to h thng my ph t copy. gim chi ph thc hin cc hot ng khng ct li, Xerox a ra cho cc cng ty khc thc hin nhiu hot ng. V d, Xerox c cc hp n ng 3,2 triu USD vi Electronic Data System (EDS) trong cc hp ng EDS vn hnh tt c mng vin thng v my tnh ni b ca Xerox. Nh mt b phn cu thnh ca mi lin h ny, 1700 nhn vin ca Xerox chuyn sang EDS. Bi v, mi lin h ny gn EDSvi vic u t ng k vo cc ti sn chuyn mn ha , Xerox lm cho n tr thnh mt lin minh hp tc di hn. V d khc l trng hp ca NIKE, hng ch to giy th thao ln nht th gii, a ra bn ngoi tt c cc hot ng ch to cho cc i tc Chu , trong khi gi li nng lc ct li v marketing v thit k sn phm trong cc doanh nghip ca n. Khai thc ngun ngoi lc chin lc c mt s li th. Th nht, nh a cc hot ng khng ct li ra bn ngoi cho cc nh cung cp ang thc hin cc hot ng c th ny hiu qu hn, cng ty c th gim chi ph cho mnh. Th hai, bng vic khai thc cc hot ng sng to gi tr ct li ca nh cung cp c nng lc gy khc bit v mt hot ng c th, cng ty c th to ra kh nng gy khc bit tt hn sn phm cui cng ca mnh. Tin chc rng, mt khi cng ty khng b vng bn bi cc nh cung cp ni b, n c th chuyn i d dng cc hot ng sng to gi tr khng ct li gia cc nh cung cp thch ng mt cch d dng. Tuy nhin, cng cn phi nhn thc mt cch y nhng bt li ca vic khai thc cc ngun ngoi lc chin lc. Khi khai thc ngun ngoi lc v mt hot ng, cng ty c th mt i c kh

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nng hc tp t hot ng v c hi chuyn n thnh mt kh nng gy khc bit mi. Sau , c cng ty c th gp ri ro l s thiu vng chc nng no d dn cng ty vo th bt li chin lc, c bit l khi chc nng tr thnh c tnh cnh tranh quan trng trn th trng. Mt tai hi na l khi lm dng cc ngun ngoi cng ty c th tr nn qu ph thuc vo mt nh cung cp no . Trong di hn, iu ny c th lm cng ty b tn thng nu s thc hin ca nh cung cp tr nn xu i, hay khi nh cung cp s dng nng lc ca h yu cu cng ty mc gi cao hn. Mt iu khc lin quan, l s hng hi s dng chin lc khai thc ngun ngoi lc, cng ty c th i qu xa n mc khai thc c cc hot ng sng to gi tr l trng tm cho vic duy tr cc li th cnh tranh cho mnh. Lm nh vy, h c th mt i kh nng kim sot s pht trin ca mt nng lc trong tng lai, v dn n hu qu suy gim hiu sut. iu ny khng c ngha l khng nn theo ui chin lc khai thc ngoi lc, m hm c bn l nhc nh cho cc nh qun tr nn xem xt cn thn thit hn ca chin lc ny trc khi theo ui n. 6.4. A DNG HA La chn ln th ba vi mt cng ty khi n chn la cc lnh vc kinh doanh ca mnh cnh tranh l a dng ha. C nhiu l do cng ty chn chin lc a dng ho. Ni chung, chin lc a dng ho thng hng ti mc tiu gia tng gi tr. Chin lc a dng ho thnh cng s to ra gi tr cho cng ty nh vic to ra nhng iu kin cho php cc n v kinh doanh ca cng ty p dng cc chin lc cp kinh doanh lm tng thu nhp gim chi ph. Chin lc a dng ho cng cn xut pht t l do lm tng sc mnh th trng tng i so vi i th. Nh chng ta bit, iu ny thng thng gn vi hi nhp dc. Cng c nhiu l do khc s dng a dng ho m c th khng gn vi mc tiu tng gi tr. Trn thc t a dng ho, cng c th c cc hiu ng khng r rng lm tng chi ph, gim thu nhp v gi tr ca doanh nghip. Cc l do ny bao gm c a dng ho tng sc mnh cnh tranh ca cng ty v theo cch lm gim sc mnh ca i th, (nh lm gim li th ca hng khc bng vic mua li cc im phn phi tng t), a dng ho cng l m rng phm vi ca t hp cc n v kinh doanh, phn no gim bt ri ro. Bi v a dng ho c th lm tng qui m ca cng ty v theo lm tng th lao cho cc nh qun tr, nn n cng tr thnh ng lc bn trong ca cc nh qun tr. n mt mc no n c th c tc dng lm trung ho hay c th lm gim gi tr. C hai loi a dng ha ch yu, l a dng ha lin quan v a dng ha khng lin quan. a dng ha lin quan l vic a dng ha vo hot ng kinh doanh mi m c lin quan vi hot ng hay cc hot ng kinh doanh hin ti, bng s tng ng mt hay nhiu b phn trong chui gi tr ca mi hot ng. Thng thng, cc lin kt ny da trn s tng ng v ch to, marketing, hay cng ngh. Vic a dng ha ca Philip Morris vo ngnh bia vi s mua li Miller Brewing l mt v d v a dng ha lin quan, bi v c s tng ng v marketing gia kinh doanh bia v thuc l (c hai l kinh doanh sn phm tiu dng trong thnh cng da vo cc k nng nh v nhn hiu). a dng ha khng lin quan l a dng ha vo lnh vc kinh doanh mi, m khng c lin quan r rng vi bt k cc lnh vc kinh doanh hin c.

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6.4.1. To gi tr thng qua a dng ha Hu ht cc cng ty tnh n a dng ha ngay khi xut hin cc ngun lc ti chnh di tha so vi ngun lc cn thit duy tr li th cnh tranh trong hot ng kinh doanh ban u hay ct li ca h. iu ng quan tm l s phi u t cc ngun lc d tha ny nh th no to ra gi tr. Cc cng ty a dng ha c th to gi tr bng ba cch: (1) Thng qua qun tr ni b vt tri, (2) bng vic chuyn giao cc nng lc gia cc hot ng kinh doanh, (3) bng vic thc hin tnh kinh t v phm vi. Qun tr ni b vt tri Thut ng qun tr ni b ch cch thc m cc nh qun tr cp cao ca mt cng ti qun tr cc n v ph thuc v cc c nhn trong t chc. Trong cng ty a dng ha, cc nh qun tr cp cao phi thc hin qun tr phi mt cch hu hiu lc cng vic qun tr kinh doanh. a dng ha c th to gi tr khi cc gim c cp cao ca cng ty qun tr cc n v kinh doanh khc nhau trong t chc tt hn so vi trng hp cc hot ng ny thc hin cc cng ty c lp. l iu khng d thc hin. Tuy nhin, cc qun tr cp cao phi bng cch no pht trin cc k nng qun tr kinh doanh v thc y cho u no ca cc n v kinh doanh ny thc hin hiu sut vt tri. Xem xt cc cng ty thnh cng trong vic to gi tr thng qua qun tr ni b vt tri nhn thy c mt s c im chung. Th nht l, khuynh hng xp cc n v kinh doanh ca cng ty vo cc b phn c lp. V d, Tyco c cc b phn cho nhng sn phm y t dng mt ln, h thng an ton, v lnh vc kinh doanh cc chi tit in t. Th hai l, khuynh hng qun l phi tp trung cc b phn c lp. Cc nh qun tr cp cao khng b gn vi cc hot ng hng ngy mi b phn, m h ch t ra cc mc tiu ti chnh rt thch thc cho mi b phn, nh gi k lng v mt chin lc ca cc nh qun tr trong mi b phn t c cc mc tiu ra, gim st hiu sut tng b phn, thc y cc nh qun tr quan tm n hiu sut ny. Th ba l, cc c ch gim st v kim sot ni b ny lin kt vi h thng tr lng khuyn khch ly tin, thng cng cho nhn s ca b phn v vic t hay vt cc mc tiu hiu sut. Mc d chin lc ny c v nh tng i d theo ui, nhng trong thc t n cn cc qun tr cp cao rt gii thc hin iu . Mt bin th ca cch tip cn ny l chin lc ti cu trc hay mua li, da trn c s gi nh rng mt cng ty vi h thng qun tr ni b vt tri c th to gi tr bng vic mua li cc doanh nghip khng hiu qu, qun tr km v ci thin hiu qu ca chng. Chin lc ny c th xem nh a dng ha bi v cng ty b mua li khng phi trong cng ngnh vi cng ty mua li. Hiu qu ca cng ty b mua li c th ci thin theo nhiu cch khc nhau. Trc ht, cng ty mua li thng thay nhm qun tr cp cao ca cng ty b mua li bng mt nhm qun tr vin tch cc hn. Sau , nhm qun tr mi gi bn tt c cc ti sn khng sn xut nh my bay cho qun tr, vn phng cng ty xa x, v tinh gim b my qun l. H cng c ng vin thm nhp vo hot ng kinh doanh mua li tm ra cc cch thc ci thin hiu qu, cht lng, s ci tin v p ng khch hng. Hn na, ng vin nhm qun tr cp cao mi v cc nhn vin khc

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ca n v b mua li thc hin cc hot ng nh vy, vic tng lng ca h nn gn vi ci thin hiu sut ca n v. Cng ty mua li nn thit lp cc mc tiu hiu sut cho cng ty b mua li sao cho n phi ci thin ng k v hiu qu hot ng. Cng ty cng gi cho nhm qun tr cp cao mi nhn thc rng nu khng ci thin hiu sut ph hp vi cc mc tiu ny trong mt khong thi gian nh h c th mt vic. Cng ty mua li thit lp h thng lng thng nh mt ng c thc y cc nh qun tr mi ca cng ty b mua li tm kim cc cch thc ci thin hiu qu ca n v mnh. Chuyn giao cc nng lc Chin lc a dng ha ca cc cng ty thng da trn c s chuyn giao cc nng lc tm ra cc n v kinh doanh mi lin quan n hot ng kinh doanh hin c theo mt hay nhiu chc nng sng to gi tr - V d, qun tr vt liu, qun tr marketing, ch to v nghin cu pht trin. H mun to ra gi tr nh vo cc k nng gy khc bit trong mt hay nhiu chc nng sng to gi tr ci thin v th cnh tranh ca n v kinh doanh mi. H c th dng phng n mua li mt cng ty trong mt lnh vc kinh doanh khc nu tin rng mt s k nng ca cng ty b mua li ny c th ci thin hiu qu ca cc hot ng sng to gi tr hin ti. Nu thnh cng, s chuyn giao nng lc nh vy c th gim thp chi ph ca vic to gi tr trong mt hay nhiu n v kinh doanh ca cng ty hay cho php mt hay nhiu n v kinh doanh ny thc hin cc chc nng sng to gi nh s gy khc bit v gi tng thm. Vic chuyn giao cc k nng marketing ca Philip Morris ti Miller Brewing, c l l mt trong cc v d kinh in v cch thc to gi tr qua chuyn giao cc nng lc. Nh vo cc k nng nh v nhn hiu v marketing, Philip Morris i tin phong trong vic tung ra Miller Lite, mt sn phm m c coi l nh ngha li ngnh bia v chuyn Miller t v tr th su n v tr th hai trong th trng. vn hnh mt chin lc nh vy, cc nng lc ang c chuyn giao phi bao gm cc hot ng quan trng i vi vic thit lp mt li th cnh tranh. Thng thng, tt c cc cng ty nh vy cho rng c mt s tng ng no l to gi tr. Vic GM mua li Hughes Aircraft n gin ch bi v cc nh ch to t ang i vo lnh vc in t, cn Hughes th tng lin quan n lnh vc ny. C l, y l hnh ng in r v c lng qu mc tnh tng ng gia cc n v kinh doanh. n nay, vic mua li tht bi, vic ny khng h em li bt k li ch mong mun no cho GM, v th cnh tranh ca n khng h ci thin. Trong k nguyn cng ngh, c mt nhm cc cng ty to ra nng lc n by nh mt phong cch sng. Nhm ny bao gm, 3M, Hewlett Packard, Canon, v Thermo Electron (c m t trong tnh hung kt thc). Mi cng ty trong s ny, pht trin mt b k nng nht nh (cc nng lc) m sau h gy tc ng n by n cc sn phm mi trong lnh vc a dng ho. V d Canon khi u nh mt nh ch to my nh, thnh cng trong th trng ny Canon pht trin cc k nng v c kh chnh xc, quang hc v vi in t. Kt qu l Canon nh b k nng ny sn xut mt ph sn phm rng hng n cc th thng khc nhau, bao gm my

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fax, my in laser, my scan v photo copy. y gi tr pht sinh bi vic vn dng cc k nng c pht trin h tr mt c hi kinh doanh ri li vn dng ti mt c hi khc. Tnh kinh t v phm vi Vic chia s cc ngun lc nh nh xng ch to, cc knh phn phi, cc chin dch qung co, v chi ph R&D cho hai hay nhiu hn cc n v kinh doanh s ginh c u th tnh kinh t ca phm vi. Mi n v kinh doanh tham gia chia s ngun lc s phi u t t hn vo chc nng c chia s. V d chi ph qung co ca General Electric, bn hng v cc dch v h tr khc cho cc thit b in t ca n thp bi v chi ph ny c phn b cho mt ph rng cc sn phm. Tng t, mt trong nhng ng c ng sau cuc sp nhp nm 1998 gia Citicorp v Travelers thnh Citigroup l n s cho php Travelers bn cc sn phm bo him v cc dch v ti chnh thng qua mng li ngn hng bn l ca Citicorp. Mt khc, s sp nhp cn gip c nhm s dng tt hn ti sn hin c- l mng li ngn hng bn l. Nm c s lin quan gia tnh kinh t ca phm vi v tnh kinh t ca qui m l mt iu quan trng. V d, bng vic to ra cc b phn cho hot ng lp rp ca hai hot ng kinh doanh ring bit, mt nh my ch to cc b phn c th hot ng vi mc huy ng nng lc sn xut cao hn, do vic thc hin tnh kinh t v qui m gp phn thm vo tnh kinh t v phm vi. Nh vy, mt chin lc a dng ho da vo tnh kinh t ca phm vi c th gip mt cng ty t ti v th chi ph thp trong mi n v kinh doanh ca cng ty. Do , a dng ho thc hin tnh kinh t v phm vi c th l cch thc thch hp h tr chin lc chung cp n v kinh doanh v dn o chi ph. Tuy nhin, ging nh s chuyn giao v nng lc, a dng ho nhm vo tnh kinh t v phm vi ch c th t c khi gia mt hay nhiu n v kinh doanh c nhng s tng t ng k v cc chc nng to gi tr ca cc hot ng mi v hin ti trong cng ty. Hn na, cc nh qun tr cn nhn thc rng chi ph qun l cho nhng phi hp cn thit t c tnh kinh t v phm vi trong mt cng ty thng vt nhng g m chin lc ny c th em li. V vy, ch nn theo ui chin lc ny khi s chia s c th sinh ra mt li th cnh tranh ng k trong mt hay nhiu n v kinh doanh ca cng ty. Cc hot n v kinh doanh giy v bng v sinh ca Procto&Gamble l mt v d tt nht v vic thc hin tnh kinh t ca phm vi. Cc hot ng kinh doanh ny chia s chi ph cho vic thu mua nguyn vt liu (nh giy) v pht trin cng ngh cng nh sn phm mi. Hn na, s lin kt cc lc lng bn cho c hai sn phm ny trong cc siu th, vn chuyn c hai dng sn phm ny chung trong mt h thng phn phi. S chia s ngun lc ny cho c hai n v kinh doanh mt li th chi ph cho php h c chi ph thp hn cc i th a dng ho km hn. 6.4.2. Chi ph qun l v gii hn ca a dng ho Trong khi s a dng ho c th to ra gi tr cho mt cng ty, song cng c nhiu kin tri ngc nhau. V d, bng mt nghin cu v a dng ho ca 33 cng ty ln ca M trong thi k 15 nm, Michael Porter quan st thy cc cng ty phi r b nhiu n v m h tng mua li a dng ho hn l s n v m h ang gi li. ng kt lun rng cc chin lc a dng

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ho ca hu ht cc cng ty tiu hao nhiu gi tr hn so vi phn gi tr n to ra. Ni chung, mt s ln cc nghin cu cng i n cng kt lun cho rng m rng a dng ho c khuynh hng lm gim i hn l ci thin kh nng sinh li ca cng ty. Chi ph qun l vt qu gi tr m chin lc a dng ho to ra l mt nguyn nhn khin chin lc ny tht bi trn phng din thc hin mc tiu tng gi tr l do. Mc chi ph qun l l mt hm s ca hai nhn t: S lng cc n v trong danh mc n v kinh doanh ca cng ty; v mc phi hp gia cc n v khc nhau trong cng ty thc hin gi tr t chin lc a dng ho. S lng cc n v kinh doanh. S lng cc n v kinh doanh trong danh mc ca mt cng ty cng ln cng gy kh khn cho cc nh qun tr cng ty nm c tnh phc tp ca mi n v kinh doanh. n gin l bi v cc nh qun tr khng c thi gian x l tt c cc thng tin cn thit tc ng n k hoch chin lc ca mi n v kinh doanh. Vn ny bt u pht sinh General Electric vo nm 1970. Khi m gim c iu hnh Reg Jones lu : Ti c gng xem xt mi bn k hoch mt cch chi tit nht. C gng ny ly i v s thi gian v t mt gnh nng khng khip ln vai gim c iu hnh. Sau ti nhn ra rng d cho ti c lm vic chm ch nh th no i na ti cng khng th hiu bit mt cch su sc k hoch ca hn bn chc n v kinh doanh l t ca cng ty. Qu ti thng tin trong cc cng ty a dng ho rng ri c th a qun tr cp cng ty n cc quyt nh phn phi ngun lc ch da trn cc phn tch hi ht v v th ca mi n v kinh doanh. V d, mt n v kinh doanh ha hn li khng c cp vn u t, trong khi cc n v kinh doanh khc li nhn qu nhiu so vi kh nng ti u t mt cch c li cho hot ng ca n. Hn na, s thiu hiu bit v cc hot ng ca qun tr cp cng ty c th tng c hi cc nh qun tr cp n v kinh doanh la di cc nh qun tr cp cng ty. V d, cc nh qun tr cp n v kinh doanh c th li thc hin yu km cho cc iu kin cnh tranh kh khn, ngay c khi thc cht l do qun tr yu km. Nh vy, s qu ti thng tin gy ra s km hiu qu ng k trong cc cng ty a dng ho rng ri, n l tiu tan cc gi tr do a dng ho to ra. S km hiu qu th hin qua vic ngun ngn qu trong phm vi cng ty v tht bi trong vic qun tr cng ty, tht bi trong vic khuyn khch v tng thng cc hnh vi tch cc tm kim li nhun ca cc nh qun tr cp n v kinh doanh. S km hiu qu pht sinh t qu ti thng tin c th xem nh mt b phn ca chi ph qun l trong m rng a dng ho. Tt nhin, cc chi ph ny c th gim n mc c th kim sot nu mt cng ty gii hn phm vi a dng ho ca n. Kt hp gia cc n v kinh doanh. C vic chuyn giao cc nng lc gy khc bit v vic t c tnh kinh t v phm vi i hi s phi hp cht ch gia cc n v kinh doanh. C ch qun l cn thit cho s phi hp ny gy ra chi ph qun l.

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Tuy nhin, vn s trm trng hn nu chi ph qun l tng ng k li do cng ty thiu kh nng nhn din nhng ng gp li nhun ring ca mi n v kinh doanh, trong khi n li ang chia s ngun lc vi cc n v kinh doanh khc trong n lc nhm t c tnh kinh t v phm vi. Hnh 6-4: S dng chung b phn Marketing & bn hng

Cng ty m

Sn phm ni tr

Marketing& Bn hng

Thc phm ng gi

Khch hng

Hy xem xt mt cng ty c hai n v kinh doanh - mt n v sn xut sn phm ni tr (nh nc ra chn v x phng git), mt n v khc th sn xut thc phm ng gi. Sn phm ca c hai n v kinh doanh u phn phi qua siu th. h thp chi ph ca vic sng to gi tr, cng ty m quyt nh gp chung cc chc nng marketing v bn hng ca mi n v kinh doanh. Vic gp chung cho php cc n v kinh doanh chia s chi ph ca cng mt lc lng bn (mt lc lng bn c th bn c sn phm ca c hai n v) v nhn c s tit kim chi ph t vic s dng chung cng mt h thng phn phi vt cht. Cu trc t chc cn thit t c iu ny c th tng t nh m t trong hnh 6-4. Cng ty c t chc thnh ba b phn: b phn sn phm ni tr, b phn thc phm ng gi, v b phn marketing. Mc d, s sp t nh vy c th to gi tr, song n cng c th pht sinh cc vn v kim sot v lm tng chi ph qun l. V d, nu s thc hin b phn sn phm ni tr bt u suy gim, vic xc nh xem ai s phi chu trch nhim, - ngi qun tr b phn sn phm ni tr hay thc phm ng gi- l mt cng vic kh khn. Thc vy, mi b phn c th s tha cho b phn kia v vic thc hin yu km: B phn sn phm ni tr li cho cc chnh sch marketing ca b phn marketing, ngc li, b phn marketing li li cho b phn sn xut sn phm ni tr lm ra cht lng sn phm km, chi ph cao. Mc d nhng vn i loi nh th ny c th gii quyt nu qun tr cng ty kim ton mt cch trc tip cc hot ng ca c hai b phn sn xut, nhng lm nh vy li tn km c v thi gian ln cc n lc qun tr. By gi bn hy tng tng tnh th trong cng ty ang c to ra gi tr bng vic chia s cc ngun lc R&D, ch to v marketing cho 10 n v kinh doanh ch khng phi l ch c hai. R rng, cc vn trch nhim c th tr nn ht sc ti t. Qu thc, iu s tr nn su sc n cc mc mi n lc gn trch nhim u ch gy ra s qu ti thng tin nghim trng trong cho qun tr cng ty. Khi iu ny xut hin, qun tr cng ty s mt i s kim sot cng ty mt cch

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c hiu lc. Nu trch nhim khng th ch ra, hu qu m cng ty gnh chu c th l do cc quyt nh phn b ngun lc yu km, do s yu km t chc cp cao v cp qun tr cng ty thiu kh nng khuyn khch cc hnh vi tch cc tm kim li nhun nhng nh qun tr cp n v kinh doanh. Ton b s km hiu qu ny c th c xem nh mt b phn chi ph qun l ca a dng ho thc hin tnh kinh t ca phm vi. Cc gii hn ca a dng ho a dng ho c th to gi tr cho mt cng ty, song iu ny cng khng th trnh khi cc chi ph qun l. Trong trng hp hi nhp dc, s tn ti ca chi ph qun l t ra mt gii hn v mc a dng ho m cng ty c th theo ui. Chin lc a dng ho ca mt cng ty ch c ngha khi gi tr m n to ra ln hn chi ph qun l phi hp cc hot ng kinh doanh do s bnh trng phm vi ca t chc . Mt ln na nhc li rng s lng cc n v kinh doanh trong cng ty cng ln cng yu cu s phi hp cc gia chng v cng tng chi ph qun l. V th mt cng ty c hai mi n v kinh doanh, tt c cc n v ny phi c chia s ngun lc s pht sinh chi ph qun l ln hn so vi cng ty ch c mi n v v khng c n v no phi chia s cc ngun lc. Hm ca mi lin h ny qu r rng. c bit, s cc n v kinh doanh trong danh mc ca cng ty cng ln cng yu cu s phi hp gia chng v cng nhiu kh nng gi tr to ra bi a dng ho khng theo kp cc chi ph pht sinh bi chin lc ny. Khi iu ny xut hin, ngha l cng ty t n mt gii hn kh nng sinh li ca phm vi a dng ho. Tuy nhin, nhiu cng ty vn c tip tc a dng ho vt qu gii hn ny v hiu sut ca h gim xung. gii quyt vn ny cc cng ty nh vy phi gim phm vi ca n bng cch ct gim bt. 6.4.3. Tht bi ca a dng ho a dng ho gp phi khng t tht bi trong vic lm tng gi tr. Thc t cho thy nhiu cng ty sai lm ngay trong mc tiu ca a dng ho. iu ny c bit ng i vi nh a dng ho nhm pha trn ri ro hay t mc tng trng cao hn, hai l do thng c cc nh qun tr vin dn cho a dng ho. L l bin h cho mc ch pha trn ri ro l a dng ho s c tc dng pha trn cc dng thu nhp c tng quan khng hon ton to ra mt dng thu nhp n nh. Ngi ta cho rng khi b tr ri ro, th dng thu nhp s n nh hn, gim ri ro ro v n v chnh l quan tm ti thng ca ngi ch doanh nghip. Tuy nhin nhn thc gin n nh vy b qua hai nhn t. Th nht, cc c ng c th d dng trnh ri ro vn c trong vic gi chng khon c bit bng vic a dng danh mc chng khon ca h, v h c th lm nh vy vi chi ph thp hn nhiu so vi cng ty. Vy th, khng phi v quan tm ti thng ca ti thng ca c ng, m cng ty phi c gng a dng ho ri phi gnh chu hiu sut s dng cc ngun lc km ci. Th hai, nghin cu su v ch ny cho thy rng a dng ho khng phi l cch thc rt hiu qu b tr ri ro. Chu k kinh doanh ca cc ngnh khc nhau khng phi l iu c th d dng tin on, trong bt k trng hp no tc

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ng ca chng n li nhun thng t quan trng hn l s suy sp ca nn kinh t, m chnh iu ny li tc ng mt cch ng lot ln cc ngnh. L do th hai ca a dng ho l tng trng cao hn, y khng phi l mt chin lc cht ch bi v bn thn s tng trng khng nht thit bao hm s to gi tr. Tng trng nn xt mt tc dng ph m khng phi l mc tiu ca mt chin lc a dng ho. Tuy nhin, i khi cc cng ty a dng ho ch v l do tng trng. 6.4.4. a dng ho lin quan v khng lin quan Mt vn quan trng m cng ty phi gii quyt l a dng ho vo mt lnh vc kinh doanh hon ton mi hay cc n v kinh doanh c lin quan vi cc n v kinh doanh hin c bi tnh tng ng ca chui gi tr. C s khc bit gia a dng ho lin quan v khng lin quan. Theo nh ngha, cng ty a dng ho lin quan c th to gi tr bi vic chia s cc ngun lc v chuyn giao cc nng lc gia nhng n v kinh doanh. N c th thc hin trong mt vi qu trnh ti cu trc. Ngc li, v khng c tnh tng ng gia chui gi tr ca cc hot ng kinh doanh khng lin quan, mt cng ty a dng ho khng lin quan khng th to gi tr bng cch chia s cc ngun lc hay chuyn giao nng lc. a dng ho khng lin quan c th to gi tr ch bi vic theo ui mt chin lc mua li v ti cu trc. Trong so snh vi a dng ho khng lin quan, a dng ho lin quan c nhiu cch to gi tr hn, nn dng chin lc ny thng c u tin hn. Hn na, vi a dng ho lin quan, cc cng ty ang dch chuyn vo nhng lnh vc m cc nh qun tr ca h c t nhiu s hiu bit, nn chin lc ny cng thng c xem l t ri ro hn. Nhng l l ny c th gii thch cho hin tng hu ht cc cng ty a dng ho thuc v dng a dng ho lin quan. Nhiu nghin cu cho thy cc cng ty a dng ho lin quan thng c mc sinh li bin cao hn so vi cc cng ty a dng ho khng lin quan. C th gii thch nh th no khi cc cng ty a dng ho lin quan li c li hn so vi a dng ho khng lin quan. Cu tr li tht n gin. Chi ph qun l pht sinh do s lng cc n v kinh doanh trong danh mc ca cng ty v phm vi kt hp cn thit gia cc n v kinh doanh khc nhau thc hin gi tr t chin lc a dng ho. Mt cng ty a dng ho khng lin quan khng nht thit phi phi hp gia cc n v kinh doanh, nh vy n ch phi i ph vi chi ph qun l pht sinh t s lng cc n v kinh doanh trong danh mc. Ngc li, trong cng ty a dng ho lin quan cn phi t c s phi hp gia cc n v kinh doanh khi n thc hin gi tr thng qua chia s ngun lc v chuyn giao cc k nng. Do , cc cng ty a dng ho lin quan phi i ph vi chi ph pht sinh c t s cc n v trong danh mc v s kt hp cc n v. Nh vy, mc d ng l cc cng ty a dng ho lin quan c th c nhiu cch to gi tr hn so vi cc cng ty a dng ho khng lin quan nhng h phi chu chi ph qun l cao hn lm vic . Cc chi ph cao hn ny c th ly bt i t li ch cao hn m n mi to ra, lm cho chin lc khng sinh li hn so vi chin lc a dng ho khng lin quan. Bng 7-1 lit k cc ngun to gi tr Bng 6-1 So snh cc a dng ho lin quan v khng lin quan

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Chin lc a dng ho lin quan a dng ho khng lin quan

Cch thc to gi tr Ti cu trc Chuyn giao cc k nng Ti cu trc

Ngun pht sinh chi ph S lng n v kinh doanh Tnh kinh t ca phm vi S lng cc n v kinh doanh

Nh vy, lm th no cng ty chn gia chin lc a dng ho lin quan v khng lin quan? iu ty thuc vo vic so snh gia gi tr tng thm tng ng v chi ph qun l lin quan vi mi chin lc. Trong vic so snh ny, nn lu rng cc c hi to gi tr t a dng ho lin quan l mt hm s ca vic m rng tnh tng ng gia cc k nng cn thit cnh tranh trong hot ng kinh doanh ct li v cc k nng cn thit cnh tranh trong cc lnh vc thng mi v cng nghip khc. Nu cc k nng ca cng ty c chuyn mn ho n mc lm cho n kh ng dng ra bn ngoi lnh vc kinh doanh ct li, n s c rt t c hi a dng ho lin quan . V d, do tnh tng ng gia sn xut thp v cc hot ng thng mi cng nghip khc rt t, hu ht cc cng ty thp a dng ho vo cc ngnh khng lin quan. Vy, khi no th cc cng ty vt ra bn ngoi lnh vc kinh doanh ct li? Cu tr li l, khi cc cng ty c cc k nng chuyn mn ho thp, h c th tm c nhiu hn cc c hi a dng ho lin quan bn ngoi hot ng ct li. V d, cc cng ty ho cht (nh Dow Chemical v Dupont) v cc cng ty c in (nh General Electric). Do , cc c hi h to gi tr thng qua a dng ho lin quan nhiu hn. Nh vy, mt cch ph bin cc cng ty hng vo a dng ho lin quan khi (1)cc k nng ct li ca cng ty l thch hp vi mt phm vi rng ri cc tnh th thng mi cng nghip khc nhau v (2) chi ph qun l ca vic thc thi khng vt qu gi tr c th c to ra nh chia s ngun lc v chuyn giao k nng. iu kin th hai ch c kh nng tin hnh cho cc cng ty a dng ho mc va phi. a dng ho lin quan mc cao, chi ph qun l c th s ly i gi tr c to ra nh a dng ho v lc chin lc c th khng c li. Cng theo logic , cng ty tp trung vo a dng ho khng lin quan khi (1) cc k nng hot ng ct li ca cng ty c chuyn mn ho cao v t c ng dng ra ngoi chc nng ct li ca cng ty; (2) qun tr cp cao ca cng ty c kinh nghim trong vic mua v xoay chuyn cc n v kinh doanh yu km; v (3) chi ph qun l ca vic thc thi khng vt qu gi tr c to ra bi vic theo ui mt chin lc ti cu trc. Tuy nhin, iu kin th ba khng thch hp vi cc cng ty a dng ho cao . Nh vy, khng c vn g khi cng ty theo ui chin lc a dng ho lin quan hay khng lin quan, s tn ti ca chi ph qun l cho thy c nhng hn ch thc t i v mc a dng ho mt cch c li. 6.5. CC LIN MINH CHIN LC a dng ho c th khng c li ch yu l do chi ph qun l lin quan n vic thc thi chin lc. V th, c mt cch thc hin gi tr lin quan n a dng ho, m khng cn phi chu cng mc chi ph qun l, l tham gia vo mt lin minh chin lc vi mt cng ty khc khi s mt lin doanh mi.

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Trong bi cnh ny, cc lin minh chin lc ch yu l nhng tho thun gia hai hay nhiu cng ty chia s ri ro, chi ph, v li ch lin quan n vic pht trin cc c hi kinh doanh mi. Nhiu lin minh chin lc c to lp nh l cc lin doanh chnh thc trong mi bn chim mt phn vn gp. Cc lin minh khc c to lp theo cch ca mt hp ng di hn gia cc cng ty trong h chp nhn thc hin cc hot ng lin kt m cc bn cng c li. Cc tho thun lm vic vi nhau hay cc d n lin doanh R&D thng theo hnh thc ny. Cc lin minh chin lc l mt la chn c th chp nhn khi mt cng ty mun to gi tr bng vic chuyn giao cc nng lc hay chia s ngun lc gia cc n v kinh doanh a dng ho thc hin tnh kinh t ca phm vi. Cc lin minh to ra cho cng ty mt khun kh c th chia s cc ngun lc cn thit thit lp mt n v kinh doanh mi. Cc lin minh chin lc c th l phng n cho php cc cng ty trao i cc k nng b sung to ra mt lot cc sn phm mi. V d, xem xt lin minh gia United Technologies v Dow Chemical to ra cc chi tit composite trn c s plastic cho ngnh hng khng. United Technologies trong ngnh ny (n ang sn xut cc my bay trc thng Sikorsky), v Dow Chemical c nhng k nng pht trin v ch to cc composite plastic. Lin minh cn n United Technologies n ng gp cc k nng hng khng tin tin ca n v Dow Chemical c cc k nng pht trin v ch to composite to ra mt lin doanh trong mi bn gp 50% vn. Lin doanh thc hin nhim v pht trin, ch to, v marketing mt ph sn phm composite mi trong ngnh hng khng. Thng qua lin minh, c hai cng ty u tham gia vo lnh vc mi. Tm li, h c th c li lin quan ti a dng ho lin quan m khng cn phi kt hp cc hot ng mt cch chnh thc hoc mt mnh gnh chu chi ph cng nh ri ro pht trin sn phm mi. Chi ph qun l gim khng phi Dow Chemical cng khng phi bi United Technologies m rng t chc ca mnh v c hai cng ty u khng phi kt hp cc vic chuyn giao k nng ni b. ng hn, do vic hp nht, lin doanh c th hot ng nh mt cng ty c lp v c Dow v United Tecnologies u nhn c tin di hnh thc c tc. Tt nhin, cng c nhng s khng hi lng trong nhng lin minh nh vy. V li nhun phi b chia s vi cc i tc tham gia, trong khi a dng ho hon ton mt cng ty c gi ton b li nhun. Vn khc na l khi mt cng ty tham gia vo mt lin minh n phi chp nhn ri ro c th cc mt cc b quyt vi cc i tc lin minh, m sau ny, trong tng lai h c th s dng cc b quyt nh th cnh tranh trc tip vi cng ty. V d nhn c cc kinh nghim t Dow Chemical v composite, United Technologies c th hu b lin minh v t sn xut cc vt liu c bn ny. Tuy vy, ri ro cng c th gim nu Dow c mt cam kt tin cy t United Technologies. Bng vic tham gia vo mt lin doanh, ch khng phi l mt lin minh cht ch. United Technologies phi a ra mt cam kt nh vy bi v n phi u t mt lng ng k vn. Do , nu United Technologies c gng t sn xut vt liu nha composite n phi cnh tranh trc tip vi chnh mnh.
TM TT CHNG

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Mc ch ca chng ny l xem xt cc chin lc cp cng ty khc nhau m cng ty theo ui cc i ho gi tr ca mnh. Ni dung chnh ca chng ny gm c Cc chin lc cng ty lm tng gi tr cho cng ty, cho php n hay mt hoc nhiu n v kinh doanh thc hin mt hay nhiu chc tng to gi tr mc chi ph thp hoc bng cch to ra s khc bit yu cu mc gi cao hn. Tp trung vo mt lnh vc kinh doanh lm cho cng ty c th hng ton b cc ngun lc qun tr, vn, cng ngh v cc kh nng vo cnh tranh thnh cng ch trn mt lnh vc. n cng m bo rng gn b vo vic thc hin iu m h c th lm tt nht. Cng ty tp trung vo mt lnh vc kinh doanh c th b mt c hi tng gi tr thng qua hi nhp dc v/hoc a dng ho. Hi nhp dc c th cho php mt cng ty t c mt li th cnh tranh bng vic gip to ra cc ro cn nhp cuc, thc y u t vo cc ti sn chuyn mn ho, bo v cht lng sn phm, v gip ci thin vic hoch nh gia cc gia on ring r trong chui gi tr. Bt li ca hi nhp dc bao gm cc bt li chi ph khi cc ngun cung cp ni b ca cng ty c chi ph cao, v thiu tnh mm do khi cng ngh ang thay i nhanh hoc khi nhu cu khng chc chn. Tham gia vo mt hp ng di hn c th cho php cng ty th c nhiu li ch lin quan vi hi nhp dc m khng cn phi chu cng mc chi ph qun l. Tuy nhin, trnh ri ro lin quan n vic cng ty b qu l thuc vo cc i tc ca n, mt cng ty tham gia vo hp ng di hn cn tm c mt cam kt tin cy t pha i tc ca n hay thit lp mt tnh th khng ch ln nhau. Khai thc ngun bn ngoi c tnh chin lc i vi cc hot ng to gi tr khng phi ct li c th cho php mt cng ty h thp chi ph ca n, to ra s khc bit v sn phm tt hn, s dng tt hn cc ngun lc khan him, p ng nhanh chng vi cc iu kin th trng ang thay i. Tuy nhin, khai thc ngun bn ngoi c tnh chin lc c th c tc ng bt li nu cng ty khai thc bn ngoi cc hot ng to gi tr quan trng hoc nu n tr nn qu l thuc vo cc nh cung cp ch yu cung cp cc hot ng ny. a dng ho c th to gi tr thng qua vic theo ui mt chin lc ti cu trc, chuyn giao nng lc v thc hin tnh kinh t v phm vi. Chi ph qun l ca a dng ho l mt hm s ca ca s lng cc n v kinh doanh c lp trong cng ty v phm vi kt hp gia cc n v kinh doanh ny. a dng ho ho vi ng c chia s ri ro hay c c tng trng cao hn thng ko theo s suy gim v gi tr. a dng ho lin quan thng s dng hn so vi a dng ho khng lin quan bi v n cho php cng ty cam kt hn na vo cc hot ng to gi tr v gim ri ro. Nu cc k nng ca cng ty

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l khng th chuyn giao th cng ty li khng c la chn no khc ngoi vic theo ui mt chin lc a dng ho khng lin quan. Cc lin minh chin lc c th cho php cng ty thu c nhiu li ch hn so vi a dng ho lin quan n khng cn phi chu cng mc chi ph qun l. Tuy nhin khi tham gia vo mt lin minh cng ty c th phi chu ri ro cc b quyt ca mnh ri vo tay i tc. C th cc tiu ho ri ro ny nu cng ty c c mt cam kt tin cy t pha i tc. CU HI THO LUN 1- Ti sao mt cng ty li tp trung kinh doanh ca mnh vo mt lnh vc n l? 2- Trnh by cc li ch, bt li v chi ph ca hi nhp dc? 3- Nu cc phng n hi nhp dc? Trnh by cc u nhc im v iu kin ng dng ca mi phng n? 4- Trnh by li ch, bt li v cc chi ph ca a dng ha lin quan v khng lin quan? 5- ngha ca cc lin minh chin lc? Nhng vn cn ch trong cc lin minh l g? 6- Vi cc cng ty nh General Motor v Ford ti sao trong qu kh h li rt c li khi hi nhp ngc chiu n cc nh my ch to chi tit b phn. Ti sao hin nay c hai cng ty ny u mua t bn ngoi nhiu hn? 7- Trong nhng iu kin no vic tp trung vo mt lnh vc kinh doanh ph hp vi mc tiu cc i ho gi tr c ng? Ti sao? 8- General Motor hi nhp dc trong nhng nm 1920, a dng ho trong nhng nm 1930, v bnh trng ra nc ngoi trong nhng nm 1950. Gii thch nhng s pht trin ny theo hng s sinh li ca chin lc. Theo bn, ti sao hi nhp dc l chin lc u tin m mt cng ty tp trung vo mt lnh vc kinh doanh theo ui. 9- Cc hot ng sng to gi tr no cng ty nn khai thc t nh cung cp c lp. Ri ro no lin quan n vic khai thc cc hot ng ny 10- Khi no mt cng ty nn chn chin lc a dng ho lin quan, khi no th chn chin lc a dng ho khng lin quan? Tho lun iu ny trong ngnh ch to in t v ngnh ng tu vin dng?

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TI LIU THAM KHO 1- Alex Miller (1998). Strategic Management 3rd Ed. Irwin/McGraw-Hill 2- Charles W.L. Hill, Gareth R.Jones (2002) Strategic Management : An intergrated Aproach, 5th Ed. Houghton Mifflin. 3- Chistopher G. Worley, David E.Hitchin, Walter L.Ross (1996), Integrated Strategic Change: How OD Builds Competitive Advantage, Addion-Wesley Publishing Company. 4- Irene Chow, Neil Holbert, Lane Kelley, Julie Yu (1997), Business Strategy: An Asia-Pacific Focus, Prentice Hall 5- Gregory G.Dess, G.T Lumpkin, Marilyn L.Taylor (2004), Strategic Management, Irwwin/McGraw-Hill 6- Henry Mintzberg, James Brian Quinn, John Voyer (1995), The Strategy Process, Collegiate Ed.Prentice Hall. 7- Michiel R.Leeder, Harold E. Feason (1997), Purchasing & Supply Management, 11th Ed. Irwwin/McGraw-Hill 8- Peter Wright, Mark J. Kroll, John Parnell (1996), Strategic Management : Concepts and Cases 3rd Ed. Prentice Hall 9- Thomas L. Wheelen, J. David Hunger (2004) Strategic Management and Business Policy 9th. Prentice Hall. 10- William C. Frederick, James E. Post, Keith Davis (1992), Business and Society: Corporate Strategy, Public Policy, Ethics, 7th Ed, McGraw-Hill,Inc