II. 컨설팅분석기법 1. 전략적사고 2. 현황분석 3. 환경분석 4. 경쟁전략수립
문제해결접근방법 Problem-Solving Approach to Strategy Analysis Main Issue 신규시장 A 에진입하기위해 10 억을투자하여솔루션 B 를도입할필요가있는가? Sub-Issues 시장 A 가얼마나매력적인가? 솔루션 B 의효과가얼마나매력적인가? 회사의성장전략과일치하는가? Required Analysis 시장규모및성장률예측 산업구조및경쟁분석 고객분석 솔루션 B 의기능성분석 솔루션 B 의시장영향력 선진사례분석 자사비전및전략분석 ROI 분석 / 현금유동성분석 조직및사업포트폴리오분석
문제해결을위한분석기법 Analytic Tools and Frameworks for Strategy Development Tools and Frameworks External Analysis Forces at Work 산업구조 시장세분화 고객분석 경쟁분석 기술예측 Scenario planning Internal Analysis 수익 / 현금유동성분석 손익분기 / 민감도분석 비즈니스시스템 / 가치사슬 벤치마킹 핵심역량 조직진단 포트폴리오분석
전략수립모형 합리적분석모형 사명과목표 외부분석 전략적선택 내부분석 의도한전략 실행
전략수립모형 학습모형 사명과목표 외부분석 내부분석 전략적선택 사후형성전략 조직의하부계층
전략적사고의특징 Key Elements of Strategic Thinking Strategic Thinking = Analysis + Intuition Strategic thinking is based on fact-based, logical analysis Strategic thinking challenges conventional wisdom and strives for breakthrough ideas and insights Strategic thinking is action and performance-oriented Strategic thinking is a habit of mind that can be developed through constant practice and application 출처 : Kenichi Ohmae, The Mind of the Strategist, 1982.
전략적의사결정 Key Strategic Issues Where to Compete How to Compete 산업군 제품 고객 유통 지역 When to Compete 가치사슬 정보시스템 업무프로세스 핵심역량 시장진입 / 철수시점 과제우선순위도출 시행시기결정
전략적의사결정의수준 Types of Strategy 전략수립 Corporate Strategy Business Strategy Functional Strategy 기업이상과현실과의차이 현실의파악 환경분석 현황분석 분석기법 Forces at Work 산업구조 BCG SWOT Scenario planning 등
전략패러다임 Multiple Strategy Paradigms Strategy as Organizational Process Business Policy Framework Industry Analysis and Competitive Strategy Networks and Business Ecosystem Strategy Core Competence and Resource-Based Theory Value-Based Management Strategy as Portfolio of Options Game Theory
전략계획의실행주기 Formal Strategic Planning Cycle Hierarchical Level Stages Objective Setting Strategic Programming Budgeting Corporate Level 1 3 5 7 Business Unit 2 4 6 Major Tasks : 1 2 3 4 5 6 7 Formulation of General guidelines Formulation of broad strategic action programs Consolidation of action programs Generation, evaluation, and selection of strategic programs Consolidation of strategic programs Development of tactical programs and budgets Consolidation of budgets 출처 : P. Lorange, Strategic Planning Systems, 1997
전략수립과정 Strategy Development Process External Analysis 거시환경 산업매력도 제품 / 시장세분화 Strategy Formulation Strategy Implementation Strategy Evaluation 전략대안제시 세부실행계획 정보시스템평가 Internal Analysis 전략대안평가 전략대안선택 예산편성 업무성과평가 피드백및수정 조직성과 조직구조 / 업무프로세스 정보시스템 조직역량및자원
전략대안의도출 Generating Strategic Options Where to Compete Broad-based market Leaders Brand Scope Leadership Platform Companies Computer Industry Integrated solution companies Narrow Scope Hot box or niche product companies Geographically focused marketing companies Application solution companies Product -Oriented Strategies Market/Solution Oriented Strategies 출처 : R. Bohin, Challenges for the Computer Industry in the 1990s, The McKinsey Quarterly How to Compete
전략대안의평가 Evaluating Strategic Options 재무적인효과 단기 (1-2 년 ) 장기 (3-5 년 ) 조직역량 실행의용이성 자원 경쟁반응 가망위험요소 기술변화 전반적인평가 Option 1 : 급진적성장전략 H L L L M L L Option 2 : 현상유지 M M M L H L M Option 3 : 단기이익극대화 L H M H H M H 각대안들의구체적인항목에서등급 ( 또는 ) 점수를책정하고구성항목의총합을전반적인평가의지표로결정함
SWOT Analysis SWOT(Strength Weakness Opportunities Threats) External Analysis Internal Analysis Opportunities Strengths Threats Weaknesses Strategic Options
SWOT Analysis SWOT (Strength Weakness Opportunities Threats) External Analysis Internal Analysis Opportunities Strengths Threats Weaknesses Strategic Options
SWOT Analysis SWOT (Strength Weakness Opportunities Threats) External Analysis Internal Analysis Opportunities Strengths Threats Weaknesses Strategic Options
SWOT Analysis SWOT 분석의예 ( 직업선택 ) 과거의직장경력 장기를포함한학력 기술적지식 리더십, 대화능력, 팀웍, 어학능력 윤리성이나낙관적성격을포함한개성 좋은인맥 전문기관의유대관계 Strength 무경험 학점이나비인기학과전공 목표의식결여 전문지식부족 부족한리더십, 대화술, 팀웍 부족한직업써치기술 도덕성결여나감정적인성격 Weakness 선택한분야의긍정적경향 Opportunity 기술의발달과글로벌리제이션으로인한직업의수요증가 선택분야에서의진급기회 전문성향상의기회 직업의독창성 지리적위치 강한유대관계형성의기회 Threat 우수한능력, 경험을지닌동료와의경쟁 더나은직업써치기술을지닌사람과의경쟁 평판이더좋은대학출신자들과의경쟁 선택한분야에서의제한적인진급 선택한분야의전문적개발의미흡 자신과같은전공자나학위수여자의미취업율
3C Analysis 3C- The Strategic Triangle Customer Value Value Competitor Competitive advantage Company The heart of Strategy is to create superior value to Customers - Ken Ohamae - 출처 : K. Ohmae, Getting Back to Strategy, Harvard Business Review, 1988.