Английский язык. Практический курс для решения бизнес-задач Пусенкова Нина
17. allocation n – распределение, назначение; ассигнование; размещение
allocate v– распределять, назначать; ассигновать; размещать
18. one-size-fits-all – единый для всех, общий
19. generic a – родовой, общий, характерный для определенного рода или группы
20. fund n – фонд, финансовое средство, сумма денег
fund v – финансировать
21. strategic business unit (SBU) – стратегическая бизнес-единица
22. parent company – материнская компания
23. return n – возврат; доходность; налоговая декларация
24. entry barrier – барьер на выход в отрасль или на рынок
25. competency n – компетентность, умение, способность; компетенция
26. access n – доступ
access v – иметь доступ
accessible a – доступный
27. score n – счет, задолженность, долг; причина, основание; количество набранных очков; удача; истинные факты
score v – подсчитывать очки, вести счет; выигрывать, получать преимущество
28. sensitivity analysis – анализ чувствительности
29. core competency – основная сфера компетенции
Exercise 1. Answer the following questions.
1. What kind of product portfolio should a company have to ensure long-term value creation? 2. How can business units be categorized? 3. What are the characteristics of the Dog Business Units? 4. What is the potential future of Question Marks? 5. What are the specifics of Stars? 6. What is the function of Cash Cows in a company? 7. Why is it unadvisable to have a one-size-fits-all approach to strategy? 8. What are the limitations of the BCG matrix? 9. What is the basis of the GE/McKinsey matrix? 10. What is the aim of the portfolio analysis? 11. Why is the GE/McKinsey matrix more sophisticated than the BCG matrix? 12. What are the external factors that affect market attractiveness? 13. What are the internal factors that affect competitive strength? 14. What approach can be used to implement the portfolio analysis? 15. What are the limitations of the GE/McKinsey matrix?
Exercise 2. Analyze your own company using the BCG Matrix and the GE/McKinsey Matrix.
Exercise 3*. Fill in the blanks using terms given below.
Core Competence
The Core Competence model of Hamel and Prahalad is a……… model that starts the strategy process by thinking about the…….. strengths of an organization.
The Core Competence model states that in the long run competitiveness derives from an ability to build a…………, at…….. and more speedily than competitors. The real sources of advantage are to be found in management’s abilities to……… corporate-wide technologies and production skills into competencies, through which individual businesses can……. quickly to changing circumstances. A Core Competence can be any combination of specific, inherent, integrated and applied knowledge……. and attitudes.
Prahalad and Hamel dismiss the……….. perspective as a viable approach to corporate strategy. In their view, the……….. of the Strategic Business Unit is now clearly an anachronism. Hamel and Prahalad argue that a….. should be built around a core of shared competencies.
……….. must use and help to further develop the CCs. The corporate center should not be just another layer of accounting, but must……… by improving the strategic architecture that guides the process of……….
Three tests for identifying a Сore Сompetence
Provides potential……. to a wide variety of markets.
Makes a significant contribution to the benefits of the products as…….. by the customer.
A CC should be difficult for……… to imitate.
Building a Core Competence
A Core Competence is built through a process of continuous improvement and……… It should constitute the…….. for corporate strategy. At this level, the goal is to build………. in the design and development of a particular class of product functionality.
Once top management with the help of SBUs managers have………. an all-embracing Core Competence, it must ask businesses to find the projects and the people that are closely connected with it. Corporate auditors should……. an audit of the location, number and quality of the people related to the CC. CC carriers should be brought together frequently to…… ideas.
Source: www.valuebasedmanagement.com
Terms:
adapt, identified, focus, share, competitors, enhancement, corporate strategy, world leadership, primacy, perform, access, competence building, core, skills, portfolio, core competence, consolidate, business units, add value, perceived, lower cost, corporation
Exercise 4. Make 2 sentences with each term.
core – non-core:
– competence,
– assets,
– activities,
– business.
Exercise 5. Describe the core competence of your company.
Exercise 6. Translate into English.
Что могут и чего не могут управленческие модели
Вопрос о месте управленческих моделей в организации процесса стратегического планирования и их полезности в обеспечении эффективного функционирования компании до сих пор не закрыт. Причем споры о целесообразности использования любых таких моделей неизменно скатываются в одну и ту же плоскость. Широкая часть делового сообщества считает их неотъемлемой частью управления своим бизнесом. Другая, не менее многочисленная, уверяет, что данный инструментарий, завернутый в «громкие слова», – ловкий ход консультантов по рекламированию своей деятельности и выставлению напоказ своих профессиональных навыков. Кто из них прав, судить трудно, скорее всего истина, как всегда, лежит где-то посередине. Так что же необходимо знать и учитывать при использовании данного класса моделей?
Управленческие модели – это упрощенная картина деловой бизнес-среды.
Любая управленческая модель учитывает лишь те элементы окружающего мира, которые оказывают непосредственное влияние на функционирование конкретной отрасли либо компании, т. е. являются значимыми при решении конкретной задачи. Теми элементами, которые не значимы, в моделях, как правило, пренебрегают. Кроме того, исходя из соображений экономии операционных и аппаратных ресурсов определенному лимитированию подлежит и количество включаемых в нее входных параметров. К примеру, в Бостонской матрице анализируются доли, занимаемые компанией в определенных сегментах рынка, по отношению к рыночным долям конкурентов. При этом анализу подлежат только имеющиеся на рынке продукты и услуги, учет возможности анализа появления новых продуктов или услуг не предусматривается. Аналогично модель БКГ не позволяет анализировать возможные в будущем действия тех или иных участников рынка.
Вывод: нельзя принимать решения, базирующиеся на анализе работы только одной модели.
Каждая управленческая модель несет в себе черты «своей» экономической эпохи. В структуре любой модели, как правило, еще на стадии ее разработки, закладываются определенные предположения, касающиеся экономических условий (как текущих, так и будущих), в рамках которых будет протекать деятельность организации. Смена привычного делового климата, хотя далеко не всегда приводящая к изменению валидности выходных результатов, тем не менее ставит под вопрос степень адекватности данных результатов в новых экономических условиях.
Так, сегодня любой отдельный стартап может внести принципиально существенные коррективы в условия функционирования целого ряда отраслей (в качестве примера можно привести тот же Amazon.com), вследствие чего вполне естественно, что происходящие изменения в определенной мере ограничивают возможности адекватного использования многих «старых» моделей.
В результате, несмотря на сохранение общих принципов решения задач, таких как, например, удержание старых и привлечение новых клиентов путем низкой цены или высокого качества продукции, рассмотренных в рамках обобщенной теории Портера, далеко не означает, что данная модель полностью учитывает особенности именно сегодняшних реалий. Новые технологии и концепции продвижения аналогичной продукции/услуг в кратчайший промежуток времени могут кардинально нарушить позиции ценового лидера. Аналогично организация, специализирующаяся на отдельном виде товара, может быстро утратить свои конкурентные преимущества в случае копирования конкурентами ее продуктовой линейки и сервисного обслуживания.
Вывод: никогда не следует слепо использовать модели, руководствуясь лишь успешностью их применения в прошлом.
(Продолжение см. в уроке 10)
Источник: 20.09.2005, www.franklin-grant.ru
Lesson 10
Strategic Management Analysis
Read and translate the text and learn terms from the Essential Vocabulary.
SWOT Analysis
A scan of the internal and external environment is an important part of the strategic planning process. Environmental factors internal to the firm usually can be classified as strengths (S) or weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats (T). Such an analysis of the strategic environment is referred to as a SWOT analysis.
The SWOT analysis provides information that is helpful in matching the firm’s resources and capabilities to the competitive environment in which it operates. As such, it is instrumental in strategy formulation and selection.
SWOT Analysis Framework
Strengths. A firm’s strengths are its resources and capabilities that can be used as a basis for developing a competitive advantage. Examples of such strengths include:
– patents or certain expertise;
– strong brand names;
– good reputation among customers;
– cost advantages from proprietary know-how;
– exclusive access to high grade natural resources;
– favorable access to distribution networks.
Weaknesses. The absence of certain strengths may be viewed as a weakness. For example, each of the following may be considered weaknesses:
– lack of patent protection;
– a weak brand name;
– poor reputation among customers;
– high cost structure;
– lack of access to the best natural resources;
– lack of access to key distribution channels.
In some cases, a weakness may be the flip side of a strength. Take the case in which a firm has a large amount of manufacturing capacity. While this capacity may be considered a strength that competitors do not share, it also may be considered a weakness if the large investment in manufacturing capacity prevents the firm from reacting quickly to changes in the strategic environment.
Opportunities. The external environmental analysis may reveal certain new opportunities for profit and growth. Examples of such opportunities include:
– an unfulfilled customer need;
– arrival of new technologies;
– loosening of regulations;
– removal of international trade barriers.
Threats. Changes in the external environment also may present threats to the firm. Examples of such threats include:
– shift in consumer tastes away from the firm’s products;
– emergence of substitute products;
– new regulations;
– increased trade barriers.
The SWOT Matrix
A firm should not necessarily pursue the most lucrative opportunities. Rather, it may have a better chance at developing a competitive edge by identifying a fit between the firm’s strengths and upcoming opportunities. In some cases, the firm can overcome a weakness in order to prepare itself to pursue a compelling opportunity.
To develop strategies that take into account SWOT profile, a matrix of these factors can be constructed.
SWOT Matrix
– S-O strategies pursue opportunities that are a good fit to the company’s strengths.
– W-O strategies overcome weaknesses to pursue opportunities.
– S-T strategies identify ways that the firm can use its strengths to reduce its vulnerability to external threats.
– W-T strategies establish a defensive plan to prevent the firm’s weaknesses from making it highly susceptible to external threats.
Source: www.quickmba.com
The Value Chain
To analyze the specific activities through which firms can create a competitive advantage, it is useful to model the firm as a chain of value-creating activities. Michael Porter identified a set of interrelated generic activities common to a wide range of firms. The resulting model is known as the value chain:
Primary Value Chain Activities
Inbound logistics > Operations > Outbound logistics > Marketing & Sales > Service
The goal of these activities is to create value that exceeds the cost of providing the product or service, thus generating a profit margin.
– Inbound logistics include the receiving, warehousing, and inventory control of input materials.
– Operations are the value-creating activities that transform the inputs into the final product.
– Outbound logistics are the activities required to get the finished product to the customer, including warehousing, order fulfillment, etc.
– Marketing & Sales are those activities associated with getting buyers to purchase the product, including channel selection, advertising, pricing, etc.
– Service activities are those that maintain and enhance the product’s value including customer support, after-sale services, etc.
Primary activities may be vital in developing a competitive advantage. For example, logistics activities are critical for a provider of distribution services, and service activities may be the key focus for a firm offering on-site maintenance contracts for office equipment. These five categories are generic and include specific activities that vary by industry.
Support Activities
The primary value chain activities described above are facilitated by support activities. Porter identified four generic categories of support activities, the details of which are industry-specific:
– Procurement – the function of purchasing the raw materials and other inputs used in the value-creating activities.
– Technology Development – includes R&D, process automation, and other technology development used to support the value-chain activities.
– Human Resource Management – the activities associated with recruiting, development and compensation of employees.
– Firm Infrastructure – includes activities such as finance, legal, quality management, etc.
Support activities are often viewed as «overhead», but some firms successfully have used them to develop a competitive advantage, for example, to develop a cost advantage through innovative management of information systems.
Value-Chain Analysis
In order to better understand the activities for a competitive advantage, one can begin with the generic value chain and then identify the relevant firm-specific activities. Process flows can be mapped, and these flows used to isolate the individual value-creating activities.
Once the discrete activities are defined, linkages between activities should be identified. A linkage exists if the performance or cost of one activity affects that of another. Competitive advantage may be obtained by optimizing and coordinating linked activities.
The value chain also is useful in outsourcing decisions. Understanding the linkages between activities can lead to more optimal make-or-buy decisions that can result in either a cost advantage or a differentiating advantage.
The Value System
The firm’s value chain links to the value chain of upstream suppliers and downstream buyers. The result is a larger stream of activities known as the value system. The development of a competitive advantage depends not only on the firm-specific value chain, but also on the value system of which the firm is a part.
Source: www.quickmba.com
PEST Analysis
A PEST Analysis is an analysis of the external macro-environment that affects all firms. PEST is an acronym for the Political, Economic, Social and Technological factors of the external macro-environment. Such external factors are usually beyond the firm’s control and sometimes present themselves as threats. For this reason, some say that «pest» is an appropriate term for these factors. However, changes in the external environment also create new opportunities and the letters sometimes are rearranged to construct the more optimistic term of STEP analysis.
Many macro-environmental factors are country-specific and a PEST analysis will need to be performed for all countries of interest.
Political Analysis
–Political stability
–Risk of military invasion
–Risk of nationalization
–Legal framework for contract enforcement
–Intellectual property protection
–Trade regulations & tariffs
–Favored trading partners
–Anti-trust laws
–Pricing regulations
–Taxation system – tax rates and incentives
–Wage legislation – minimum wage and overtime
–Work week
–Mandatory employee benefits
–Industrial safety regulations
–Product labeling requirements
Economic Analysis
–Type of economic system in countries of operation
–Government intervention in the free market
–Comparative advantages of host country
–Exchange rates and stability of host country currency
–Efficiency of financial markets
–Infrastructure quality
–Skill level of workforce
–Labor costs
–Business cycle stage (e.g. prosperity, recession, recovery)
–Economic growth rate
–Disposable income
–Unemployment rate
–Inflation rate
–Interest rates
Social Analysis
–Demographics
–Class structure
–Education
–Culture (gender roles, etc.)
–Entrepreneurial spirit
–Attitudes (health, environmental consciousness, etc.)
–Leisure interests
Technological Analysis
–Recent technological developments
–Technology’s impact on product offering
–Impact on cost structure
–Impact on value chain structure
–Rate of technological diffusion
The number of macro-environmental factors is virtually unlimited. In practice, the firm must prioritize and monitor those factors that influence the industry. Even so, it may be difficult to forecast future trends with an acceptable level of accuracy. In this regard, the firm may turn to scenario planning techniques to deal with high level of uncertainty in important macro-environmental variables.
Source: www.netmba.com
Essential Vocabulary
1. SWOT Analysis – анализ сильных и слабых сторон, возможностей и угроз
2. expertise n – специальные знания, компетентность, эрудиция; экспертиза
3. proprietor n – собственник, владелец
proprietary a – собственнический, составляющий собственность
4. know-how n – ноу-хау
5. high-grade a – высокого уровня, высокого качества
6. shift n – смена, часы работы; сдвиг, перемещение; средство
shift v – сдвигаться, перемещаться; менять, изменять; убирать
7. substitution n – замена, замещение, субституция
substitute v – заменять
substitute a – взаимозаменяемый, субститут
8. profile n – профиль, очертание; краткий очерк, краткое описание
9. value chain – цепочка ценности
10. logistics n – логистика, материально-техническое снабжение
11. warehouse n – склад
12. after-sale services – послепродажное обслуживание
13.specific a – специфический, удельный, особый, характерный; конкретный, определенный
14. support activities – вспомогательная деятельность
15. procurement n – закупки, приобретение, материально-техническое обеспечение; контракт на поставку
procure v – доставать, добывать, приобретать, закупать, снабжать
16. raw materials – сырье
17. Human Resource Management (HRM) – управление трудовыми ресурсами
18. recruitment n – набор кадров, комплектование личным составом
recruiter n – агент по набору кадров
recruit v – набирать кадры
19. overheads n – накладные расходы
20.discrete а– прерывистый, дискретный, разрозненный; оторванный, отвлеченный
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