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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

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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?

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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

Kt cc 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 lc

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?

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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