Quản lý kinh doanh xây dựng CONSTRUCTION BUSINESS MANAGEMENT

Quản lý kinh doanh xây dựng CONSTRUCTION BUSINESS MANAGEMENT CHƯƠNG 1 TỔ CHỨC DOANH NGHIỆP XÂY DỰNG VÀ CÁC VẤN ĐỀ PHÁP LÝ CÁC LOẠI HÌNH DOANH NGHIỆP The legal establishment of businesses CHAPTER 2 CONSTRUCTION BUSINESS STRATEGY STRATEGIC PLANNING Key learning goals: 1. Definition and levels of strategy 2. The general strategic management process 3. Strategy analysis 4. Indentify, select, and formulate the strategies 5. Formulating business level strategy 6. Strategy implementation and monitoring 7. Six types of crisis in a business 8. The contingency plans to solve these crisis problems 9. Examples

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CONSTRUCTION

BUSINESS MANAGEMENT

PhD Thu Anh Nguyen

CHAPTER 2 CONSTRUCTION BUSINESS STRATEGY & STRATEGIC

PLANNING

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CHAPTER 2 CONSTRUCTION BUSINESS STRATEGY & STRATEGIC PLANNING

REFERENCE

1 Chapter 4, Business Organization for Construction, Chris

March, 2009, Taylor & Francis

2 Chapter 5, Construction Business Management, Nick B

Ganaway, 2006, Elservier Ltd

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Key learning goals:

1 Definition and levels of strategy

2 The general strategic management process

3 Strategy analysis

4 Indentify, select, and formulate the strategies

5 Formulating business level strategy

6 Strategy implementation and monitoring

7 Six types of crisis in a business

8 The contingency plans to solve these crisis problems

9 Examples

LEARNING GOALS

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• Strategy formerly refers to planning and managing an operation for a particular purpose such as in a war

• A business’s strategy is the pattern of decisions and

actions that are taken by the business to achieve its

goals

• A business may have a variety of goals or objectives, but for many businesses, the major goal is to improve performance so that profits increase through designing and implementing strategies

Strategy and Strategic Planning

-What is strategy?

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-What is strategy?

What is our current situation?

What do we want future situation to be?

What might inhibit us?

What actions should we take to

accomplish our objectives?

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Strategies in Brief

Source: Arit Gadiesh and James Gilbert, “Frontline Action,” Harvard Business Review, May 2001, p 74.

COMPANY STRATEGIC PRINCIPLE

industry in which we compete, or get out

competitive with the cost of automobile travel

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-What is strategy?

Strategy Planning

PROVIDES

Assessing strengths and weaknesses

Analyzing the external

environment Forecasting the future Selecting objectives and action plans

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-What is strategy?

Strategy Planning

PURPOSES

Create a strategic management mind-set

Reduce risk while improving profitability

Improve decision

making Basic for managing the

company

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(Chris March, 2009)

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Type of strategy Brief explanations Examples of such a strategy

Functional strategy Strategies of the functional level

developed to improve the efficiency of

a business operations It is also called operational strategy

Business strategy Plans a company uses to gain

competitive advantage over competitors in a market It is unlikely that a company can serve an entire market all the time Therefore a company must decide which parts of the market to aim at and how to be different from competitors.

Cost leadership strategy

Differentiation strategy

Focus strategy

Withdrawal strategy

Market penetration strategy

New product development strategy

….

Corporate strategy Strategies aimed at the long-term

development of the organization For example, a company may consider where it will be in 10 years time and how it manages to get there

Internal development strategy

Takeover and merger strategy

Strategic alliances

….

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Strategy and Strategic Planning -Strategic Planning Process

• Strategy of a business needs to be well

planned Well-planned strategy is key to

success How to plan a strategy is an

important issue to study

• Generally speaking, there are a number of common stages when a business plans a

strategy, which is illustrated in the following table:

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-Strategic Planning Process

(Nick B Ganaway, 2006)

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How to Test the Quality of Your Strategy

 Does your strategy fit with what’s going on in the

environment?

 Does your strategy exploit your key resources?

 Will competitors have difficulty keeping up with you?

 Are the elements of your strategy internally

consistent?

 Do you have enough resources to pursue this strategy?

 Can your strategy be implemented?

(Michael Crandall, The University of Washington)

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Stage 1 Vision and Mission

• A vision statement tells people

– Where we want to go

– What we want to become

– What we want to accomplish

– Why it is important

• And a mission expresses the organization’s:

– Purpose - the needs we exist to address

– Business - what are we doing to address these

– Values - what principles or beliefs guide our work

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Stage 1 Examples of Mission Statements

APEX ELEVATOR

To provide a high-reliability, error-free method for moving people and products

up, down, and sideways within a building.

UNITED TELEPHONE CORPORATION OF DADE

To provide information services in local-exchange and exchange-access markets within its franchised area, as well as cellular phone and paging services.

JOSEPHSON DRUG COMPANY, INC.

To provide people with longer lives and higher-quality lives by applying research efforts to develop new or improved drugs and health-care products.

GRAY COMPUTER, INC.

To transform how educators work by providing innovative and easy-to-use

multimedia-based computer systems.

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Stage 1 Vision and Mission in

Construction

• Speculative housing and/or general and civil

engineering contracting or a particular part that is active in generating work?

• Is the company concerned with providing a

quality service or product?

• Does the company want a zero accident culture?

• Does the company wish to move to being known

as ‘an environmentally friendly’ business?

• Does the company wish to minimize the time

spent making good faults after handover?

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• Many companies lose their way when their

mission objectives are unclear or wrong

• There are well-known examples in the retail

trade

• The railway business in the USA had a problem because they saw their business as being the railway business rather than transporting

people and products.

Stage 1 Vision and Mission in

Construction

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Stage 1 Vision and Mission in Construction

VISION

engineering, construction, and

PM company.

see us as integral to their

• Ethics Uncompromising integrity, honesty, and fairness are at the heart of our company.

• Excellence We set high standards, advanced technology , improve

teamwork, and trust

• Safety Zero accidents

• Sustainability

(Nguồn http://www.bechtel.com/vision_values.html)

Bechtel - the world's No 1 choice for engineering,

construction, and project management

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(http://www.cofico.com.vn/vi/gia-tri-cot-loi.html)

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(http://www.cofico.com.vn/vi/tam-nhin.html)

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Stage 2 Environment Analysis

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Economic Environment

Interest

Rates

Exchange Rates

Inflation Rates

Economic Growth

Government Budget

Affect the customers’ ability to

purchase and cost

Đôla mạnh gây áp lực lên doanh nghiệp châu Á – Access 24/3/2015

len-doanh-nghiep-chau-a-3131538.html

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http://kinhdoanh.vnexpress.net/tin-tuc/ebank/ngan-hang/dola-manh-gay-ap-luc-Stage 2 Environment Analysis

Demographic Environment

Age

Distri-bution

Ethnic Composition

Regional Changes in population growth

Employment

Rates

Education Levels

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Political/Legal Environment

Political Forces

Government BudgetAffect markets and cost

of doing business

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Technical Environment

Technological changes and trends

Impact construction operations/management

Cell phone – Electronic documents – Web-based

collaboration

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Sociocultural Environment

Cultural

Values Attitudes Behaviors Opinions

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• Customer Analysis

– Identifying the major customers

– What is the forecast future demand?

– Who will have leverage in the market – Customer of Construction firm?

– Who are the firm’s largest customers?

– What changes in customer-purchasing motivation? – Value-based or Cost-based?

– What service characteristics will be the most

important?

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• Subcontractor Analysis

– Assessing the future availability of financially sound quality

– Who will have leverage in the market –

Subcontractors or general contractors?

– What is the relationship?

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• Supplier Analysis

– Evaluating the future availability of reliable

suppliers – Quality products at competitive prices – Who will have the leverage – Buyer or Sellers?

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• Competitor Analysis

– Assessing the threat of new entrants.

– Assessing future capacity of current competitors.

– Who they are and what services they offer?

– Are the competitors growing by increasing their

market share? What is the source of their advantage? – What new services offered? How customers

responding?

– What is the cost of entering the market? Means of entry?

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Strategy and Strategic Planning-Strategic Planning for CrisisTypes of crisis and their causes

Types of crises for a company Possible causes for the crisis

Financial crises

Lack of working capital to pay its debt

Lack of money to pay salary

Unable to collect large amount of money owed to the business… Production crises

Breakdown of machines

Fire damages to the stock of raw materials

Failure to deliver products or goods to the buyer on time

Inferior quality products produced … Human resources crises

Employee strike

High level of staff turnover

Poor staff motivation … Environmental crises

Waste affecting the local residents’ life

Noise affecting the people around

Operations in the factory leading to the pollution of air and water in the local area…

Legal crises

Faulty or dangerous products breaking the law

A child’s toy causing harm to children

Food causing health problems … Image crises

Many of the above problems may affect the image of a business Customers may lose their confidence for the product And sales may be seriously affected…

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Table 5-4 Contingency plans for solving the crisis problems

Types of crises Possible contingency plans

Financial crises

Set aside contingency funds for liquidity problems

Sell some assets to raise funds

Borrow bank loans or overdraft

Obtain government assistance Production crises

Let some of the work done by other machines

Ask other producers to help produce

Rearrange the time of production, such as overnight working

Use flexible workforce or production methods

HR crises

planning effective consultation for strikes

change reward systems to motivate people

use flexible workforce

communicate well with employees Image crises

Act quickly when faced with the problem of image

Withdraw the faulty products immediately

Promote the fact that the problem has been found and will be solved soon.

Spend some money for improving the damaged environment or compensating those who have suffered

- Strategic Planning for Crisis

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Stage 3 Strategy Analysis

1 SWOT analysis

2 PEST analysis

3 Porter’s five forces analysis

4 Four corner’s analysis

5 Value chain analysis

6 Early warning system

7 War gaming

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3.1 SWOT

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3.1 SWOT

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3.1 SWOT

(

http://www.strategicmanagementinsight.com/products/swot-analyses/apple-swot-analysis-2014.html Accessed June 20 2014)

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Evaluating the position,

potential and direction for a business

Useful to complete a PEST analysis before completing a SWOT analysis

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3.2 PEST/PESTLE

• Political: local, national and international political

developments – how will they affect the organisation and

in what way/s?

• Economic: what are the main economic issues – both

nationally and internationally – that might affect the

organisation?

• Social: what are the developing social trends that may impact on how the organisation operates and what will they mean for future planning?

• Technological: changing technology can impact on

competitive advantage very quickly!

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• Economic conditions - highest influence

• The economic downturn (2008) increased sales of its beverages (laid off from jobs, …).

-Economic

• Greatly impact

• non-alcoholic - differences of cultures

• Communicate its image as a global brand

Social

(http://pestleanalysis.com/examples-of-pestle-analysis/

Accessed June 24 2014)

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3.2 PEST/PESTLE

(http://pestleanalysis.com/examples-of-pestle-analysis/

Accessed June 24 2014)

• Social media explosion

• Stay ahead of all the developments - the youth of today utilizes technology - to keep on increasing brand recall and brand engagement.

Techno-logical

• Many legal implications upon the beverage industry.

• India case, Pepsi was accused of using contaminated water, water flowing into the Pepsi factory that was located nearby an industrial estate, costing the

company many billions of dollars.

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3.3 Porter’s five forces

Source: Reprinted with the permission of The Free Press, a division of Simon & Schuster from Competitive Strategy: Techniques for Analyzing Industries and Competitors by Michael E Porter

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SUPPLIERS:

The number of suppliers of

each essential input

The uniqueness of their

product or service

The relative size and

strength of the supplier

The cost of switching from

one supplier to another

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POTENTIAL ENTRANTS:

Profitable markets attract

new entrants

Unless incumbents have

strong and durable barriers to

entry, for example, patents,

economies of scale, capital

requirements or government

policies, then profitability will

decline to a competitive rate

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Source: Reprinted with the permission of The Free Press, a division of Simon & Schuster from

Competitive Strategy: Techniques for Analyzing Industries and Competitors by Michael E Porter

Competitive rivalry:

The key driver is the number and capability of competitors

Many competitors will reduce market

attractiveness

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Close substitute products

exist, it increases the

likelihood of customers

switching

This reduces both the

power of suppliers and the

attractiveness of the market

Threat of substitution

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