No matter how carefully designed policies, programs and projects, life is bound to be to make adjustments to the planned pre-actions and their sequence. In this regard, a special role in the implementation of the strategy taking "tricks" - perform actions not provided for in advance in the development of strategies.
Every corporation has a significant 'repertoire of tricks "- a way of actions that have proven successful in the successful resolution of past unplanned situations. Techniques are applicable to all areas of corporate management - the resolution of production problems, negotiating with difficult partners, the response to the crisis in relations with the authorities or consumers. The most fully documented and studied techniques relating to crisis management upon the occurrence of unforeseen factors (man-made disasters, accidents, etc.).
However, apart from "fire up" The repertoire techniques of each corporation are two types of "skills" - the ability to find the optimal form of response to the actions of competitors (competitive tactics) and the ability to get employees to "have fun with the songs and" follow the path preordained corporate management (methods of mobilization of personnel).
Competitive Tactics
Any corporation does not exist in a vacuum. Her actions intentionally or unintentionally affect the interests of other corporate competitors. The system of corporate relations with competitors called competitive tactics. One can distinguish between competitive tactics at the corporate level when it comes to capturing the most profitable corporations and promising areas of activity, and the tactics on the business level, where the confrontation on the market a single product.
There are three types of competitive tactics:
offensive
defensive
cooperative.
Offensive tactics - the desire to corporations (business) take the place of a competitor in the market or industry. You can select the following types of offensive tactics:
frontal attack
flank attack,
detour
environment
guerrilla war.
Frontal attack - a direct attack on the position of a competitor. With respect to the business, this means:
Competing at the price of the goods;
Competing on quality and quality of each item;
compete in all segments of the market;
simulation of all the actions of a competitor.
A classic example of a protracted mutual frontal attack is the relationship of corporations "Coca-Cola" and "PepsiCo". Each of the corporations compete for the entire line of non-alcoholic beverages, including carbonated soft drinks, juices, mineral water, etc. These relations cover all global markets. So, do not have time to corporation "Coca-Cola" to reach an agreement on the acquisition of "Multon" - the second largest juice producer in Russia, as immediately has information on the probability of buying another large producer of juices - the company "Nidan" - the corporation "PepsiCo".
In real combat the success of the frontal attack is to:
superiority of coming;
progress on the "convenient location" desirable "top", "bottom";
opportunities to take and hold enemy positions.
When applied to the business of these terms have the following meanings:
1. The upcoming corporation should have the upper hand in funding, to be ready for massive advertising campaigns, temporary work at the limit of profitability or loss.
2. The upcoming corporation should have the upper hand in the root competencies, preferably in all their components (know-how, process reliability, key relationship).
3. The upcoming corporation must have hurt production capacity to promptly take their goods (services) is released from a competitor market share. Otherwise, the field of battle after battle between two equal parties, exhausted themselves in the "encounter battle", will belong to other companies.
Flank attack is to hit one, unprotected segment of the business of a competitor. An example of a flank attack is the proposal of "Baltimore", "Drink vegetables!". Thus for the leading Russian juice company was established competition in the segment of vegetable mixtures, where the positions of juice companies traditionally weak (represented only tomato juice), and the position of the company, which specializes in sauces, strong.
Bypass - a blow away in the rear of a competitor, that is, offer such a product (service), which makes a competitor to review the structure and the importance of their technological and other skills and be specific loss when trying to guide the response. A typical example of circumvention are the services of Internet banking, which allows customers to monitor their bank accounts and perform transactions without resorting to the services of the bank branch.
Settings - it's consistent rejection of a competitor not only segments of the market, but sales systems. Thus, the mentioned corporation "Coca-Cola" and "PepsiCo" establish alliances with a network of fast-food outlets to ensure its beverages in data networks. In the 1980s. Corporation "PepsiCo" went even further by acquiring a number of fast-food chains (for example, a network of KFC), to completely cut off the "Coca-Cola" on a substantial segment of the market.
Guerrilla warfare - a way of non-systematic attack on the enemy's territory, causing damage to his communications. With respect to the business, this means the appearance of the goods in the markets in which, at first glance, is dominated rival products. Competitor have to figure out "how did they get here," spoil relations with its dealers and retail network and spend additional resources to restore the relationship. A competing products may appear at this point in another market.
Defensive tactics boil down to:
digging and mining of the approaches to their own positions;
the use of protective properties of the terrain and natural barriers;
dispersal of forces and means;
exit from the blow;
production of false targets for attacks.
With regard to the business of these categories have the following content.
Digging and mining artificial means higher costs for the competitor at the exit to a certain segment of the market. For example, advertising agencies can be linked by special contracts that exclude advertising competing products and competitors have to "buy out" such contracts, offsetting penalties advertising agencies. Another technique digging - the creation of special programs for the promotion of loyal customers. Competitor must in this case "outbid" consumers, compensating them full loss on the extinguishment of participation in such programs.
The use of the protective properties of the terrain and natural barriers in the business means the maximum use of the favorable political and macroeconomic factors. For example, after the devaluation of the ruble in 1998, many Russian markets have become "impassable" for imported goods. In addition, there may be monopolizing the means of transport and storage in certain areas to prevent the physical possibility of delivery of the goods of competitors. A great opportunity, especially for imported goods, has the use of government for setting tariff and non-tariff barriers, import quotas, "voluntary import restrictions," special rules of certification and labeling, advertising and presentation of trademarks in the national language, etc.
Dispersal of forces and means of the use of means in the business in one segment of the market of complementary brands or gain a small share in all segments of the market. This allows you to maneuver forces in repelling the competitive attack and go from the most endangered segments and product categories to more peaceful.
The output from the blow means changing the range and the key markets of the corporation. For example, after the release of the operating system «Windows 95 'convenience and ease of use for the average user almost equal to the characteristics of the computer operating system" Mac. " The company «Apple», producing computers 'Macintosh', focused on professional publishing programs. When were comparable publishing software compatible with the operating system Windows, company «Apple» was to produce not only handy computers and workstations with avant-garde design of the cabinet color. Further development of the «Apple» was the creation of the player iPod, which is extremely difficult to simulate using the operating system «Windows».
Statement of decoys - classic method of defense. There are of particular importance false designation of management's intentions regarding plans for launching new products, entering new markets, etc. Such actions can serve to misinform the competition, forcing them to spend time and money on the way out to unattractive market segments.
Cooperative tactics - third type of relations with competitors, where the interests of business to go to make less or more or a long-term cooperation for the joint offensive against a particularly large markets, or for the joint protection of particularly dangerous competitors. Typically, such tactics subordinated to the interests of a few businesses. The main art cooperative tactics - the establishment of a partnership in the field while continuing to generic competition in the market. Thus, the corporation "Toyota" is a direct competitor of the corporation "General Motors", taking the place of the corporation "Chrysler" as number 3 in the North American market. At the same time, "Toyota" shares one plant in California with the corporation "General Motors." Absolutely identical cars off the assembly line of the plant, part of which is labeled as "Toyota", and the rest - GM.
Receptions "mobilize personnel"
The implementation of any strategy means in practice the implementation of new, previously not operate, both individual and collective. Accordingly, for the successful completion of these steps, you must:
Learning sustainable and effective implementation of new ways of working.
"Unlearning", ie elimination of the practice and the "institutional memory" of old, have been ineffective ways of working.
Carrying methods of learning and "unlearning" is possible on the basis of a variety of techniques:
learning by doing «action learning» in the workplace;
use methods of the "mentoring";
internships in other firms and visually examine new methods of work;
special programs training (coaching, training, seminars, etc.).
No less important than formal training in skills is the creation of the motives and conditions for the use of new methods and forms of work. This includes:
development of new priorities of the actions and standards of their performance;
the development and implementation of a new personnel evaluation system, which is based on the number and quality of new forms of work;
introduction of a new system of incentives designed to maintain the effectiveness of personnel evaluation parameters.
Practical tools
We pointed out that the general logic of the strategy fits into the sequence of the four kinds of "action groups":
policy;
program;
projects;
receptions.
In practice, depending on the hostile environment (intensity of competition) and the predictability of the environment (the probability of occurrence of events, the probability of which is not only impossible to calculate, but the distribution function of which is unknown), the order of execution of actions to implement the strategy changes.
At high hostility and uncertainty surrounding the main instrument of the strategy are the tricks and short-term projects. With an increase in the number of projects implemented in the corporation, even short-term, there is a need in their ordering. It was then developed corporate policies that define the scope of the formulation of projects. With regard to the comprehensive strategic programs, it is likely to occur when they do not make any, nor to implement - too quickly changing competitive situation of the corporation.
Neither review is not able to display the diversity of situations in which it may be the modern corporation. Nevertheless, a number of general principles listed here, the strategy used almost universally.
References
For preparation of this work were used materials from the site http://www.elitarium.ru/
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