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Robert Grant - Strategy

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Submitted By Luchino1980
Words 1605
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Robert Grant

L'ANALISI STRATEGICA PER LE DECISIONI AZIENDALI

Fare bene: analisi swot, catena del valore, matrice BCG e matrice di Kinsey-GE Finito il 30-01-2011 by zziopippo Parte Prima capp 1-6 Linea guida: la putia della 'za Mara Nel 1960 la 'za Mara tirò fuori dal materasso i suoi risparmi e si fece la putìa di generi alimentari; così la 'za Mara diventò imprenditrice da un giorno all'altro. Detto per inciso, la putìa è ancora lì e la 'za Mara a 80 anni la dirige con mano ferrea. E non sa chi è Porter. Oggi questo è impensabile. Qualunque sia l'attività che si desidera intraprendere bisogna chiedersi: --cosa voglio produrre --quali risorse e competenze ho a disposizione --che tipo di struttura organizzativa devo dare alla mia azienda --in che casini mi sto mettendo: chi sono i miei concorrenti (analisi di settore) --che obiettivi mi propongo e come posso raggiungerli (strategia) E le cose non cambiano di molto se ho un'attività ben avviata: --le risorse e competenze che possiedo bastano o ne devo sviluppare altre --la struttura organizzativa è quella giusta o la devo cambiare --come si stanno muovendo i miei concorrenti: è il caso o no di cambiare aria visto che sono diventati troppi. I capp 1-6 analizzano tutti questi elementi: --strategia cap1 cos'è, a che serve e chi la fa --obiettivi cap2 --analisi di settore cap 3-4 chi sono i concorrenti, come contrastarli e come prevederne le mosse --risorse e competenze cap 5 quali sono, come sfruttarle efficacemente, acquisirle e svilupparle. --strutture organizzative cap 6 che tipo di struttura mi conviene utilizzare

CAP 1

IL CONCETTO DI STRATEGIA

Secondo Grant l'ingrediente principale del successo consiste nell'avere una chiara visione della linea da seguire ossia una strategia ben formulata: essa si fonda su tre elementi basilari: 1)gli obiettivi, che devono essere semplici, coerenti e a lungo termine 2)perfetta conoscenza dell'ambiente in cui si opera 3)valutazione obiettiva delle risorse disponibili A questi 3 elementi base se ne aggiunge un altro fondamentale: l'implementazione efficace ossia la messa in pratica dei 3 elementi con efficienza,tenacia e determinazione anche a costo di sacrificare altri aspetti della propria vita sociale e personale (vedi es. gen Giap,Madonna e sorelle Williams). Questi concetti generali possono essere trasferiti all'ambito aziendale; avremo quindi anche qui obiettivi e valori da proporre, risorse e competenze da valutare, perfetta conoscenza dei sistemi organizzativi: la strategia aziendale partendo da questi fattori interni permette all'azienda di misurarsi con successo con l'ambiente esterno cioè clienti, fornitori e concorrenti (vedi fig 1.2). La valutazione strategica secondo Grant ha lo scopo di analizzare i fattori interni ed esterni. In via preliminare è fondamentale la coerenza strategica cioè la strategia deve essere coerente sia con i fattori interni che con quelli esterni: ad es. aumentare le dimensioni aziendali senza avere risorse finanziarie e competenze adeguate porterà sicuramente al crollo dell'azienda. Piccola storia della strategia I concetti e le teorie della strategia hanno i loro precedenti nella strategia militare con cui condividono molti concetti comuni come la differenza tra tattica e strategia, intendendo per strategia un piano complessivo che permetta di raggiungere una posizione di vantaggio e per tattica un progetto riguardante un'azione specifica: molto semplicemente la tattica ci fa vincere una battaglia, la strategia ci fa vincere la guerra. L'evoluzione della strategia è andata a braccetto con i tempi: negli anni '50 e '60, quando le imprese cominciarono a espandersi, i manager incontrarono notevoli difficoltà a reggere la mole di lavoro che ricadeva sulle loro spalle e fu il periodo della pianificazione aziendale: in pratica, sulla scorta di previsioni economiche effettuate su punti chiave (domanda, costi e ricavi), si stabilivano priorità e quantitativi di produzione, distribuzione ottimale della produzione, cioè cosa, quanto e come produrre nei 5 anni successivi e infine si predisponeva la necessaria copertura finanziaria. Tutti si dotarono di uffici di pianificazione, finalmente si era in possesso di uno strumento scientifico in grado di aiutare il manager nel difficile compito delle scelte. Ma l'entusiasmo per la pianificazione non durò a lungo: con le crisi petrolifere degli anni '70 il mercato divenne instabile e capriccioso, altro che previsioni a 5 anni, non si era sicuri nemmeno di quello che sarebbe successo l'indomani; in questo stato di cose l'interesse per la pianificazione a lungo termine diminuì notevolmente e l'attenzione si rivolse alla concorrenza: quindi strategia era un piano d'azione che permettesse di raggiungere un vantaggio competitivo sulla concorrenza; questo vantaggio competitivo si può raggiungere puntando sulle fonti di profitto, esterne (anni '80) e interne (anni '90): l'interesse puntato sull'ambiente interno dell'azienda ( soprattutto a competenze e risorse) continua fino ad oggi. Cos'è la strategia Strategia genericamente significa elaborazione di un piano al fine di raggiungere un obiettivo prefissato: nel campo aziendale significa pianificare per assicurare la sopravvivenza o la prosperità dell'azienda o un vantaggio competitivo nei confronti della concorrenza, (se la vediamo dal punto di vista dell'obiettivo); oppure come l'organizzazione delle proprie risorse per raggiungere un obiettivo (se la prendiamo dal punto di vista delle risorse). In ogni caso la strategia comporta sempre delle scelte: 1)la scelta del dove competere, cioè la scelta del settore in cui competere, la cd strategia di gruppo (corporate strategy). 2)la scelta del come competere con la concorrenza all'interno di un determinato settore, la cd strategia di business (business strategy).

Chi formula la strategia Mintzberg distingue: 1)la strategia deliberata, concepita dal gruppo dirigente di vertice 2)la strategia emergente, il modo come i manager interpretano e adattano la strategia deliberata 3)la strategia realizzata, rappresenta la parte della strategia deliberata che viene effettivamente a realizzarsi (circa il 10-30% della strategia deliberata) Su questa distinzione si fondano 2 correnti di pensiero: --la scuola razionalista ritiene che sia + importante la strategia deliberata --la scuola della strategia emergente, o dell'apprendimento, ritiene invece che la strategia deliberata deve “apprendere”, deve confrontarsi e adattarsi alle circostanze esterne: più l'ambiente esterno è imprevedibile e instabile, maggiore sarà il ruolo della strategia emergente Nella maggior parte delle aziende, la formulazione delle strategie nasce da una combinazione tra strategie deliberate che scendono dall'alto (top-down) e strategie emergenti che provengono dal basso (bottom-up): così la direzione generale stabilisce le linee guida mission, vision e budget; i dirigenti di divisione hanno completa libertà di adattare e sperimentare. A che serve la strategia 1)come supporto alle decisioni: essa semplifica l'assunzione delle decisioni e porta a decisioni migliori sia perchè consente di mettere in comune le conoscenze di diverse persone sia perchè facilita l'applicazione di strumenti analitici. 2)come strumento di coordinamento perchè implica il coinvolgimento di tutti i membri dell'organizzazione 3)come obiettivo perchè esprime ciò che l'azienda diventerà in futuro e questo rappresenta una fonte di motivazione per i suoi membri e + l'obiettivo è ambizioso + forte sarà la motivazione a fare sempre meglio.

CAP 2

OBIETTIVI VALORI RISULTATI

Riassumendo: 1)L'impresa si pone degli obiettivi 2)per raggiungere gli obiettivi deve elaborare una strategia 3)per elaborare una strategia corretta deve “guardare”: ---dentro: valutare le proprie risorse e la propria struttura organizzativa ---fuori: verso l'ambiente in generale e, in particolare verso il settore in cui opera. La strategia non è altro che organizzare le risorse interne per raggiungere gli obiettivi, misurandosi con i fattori esterni che possono costituire opportunità od ostacoli per il conseguimento degli obiettivi. Prima di elaborare la strategia corretta occorre dunque un'analisi accurata di tutti questi fattori: --fattori interni: obiettivi, risorse e struttura organizzativa --fattori esterni: clienti, fornitori e concorrenza (che fanno parte del settore) In questo capitolo esamineremo il primo di questi fattori: obiettivi e valori Obiettivi (ossia massimizzare i profitti) L'impresa con la sua attività crea un valore economico in 2 modi: ---con il commercio: spaziale (compro un bene in un paese dove costa meno e lo rivendo in un paese dove costa di più) o temporale (compro ad es un'azione oggi per rivenderla domani quando aumenterà di valore) ---con la produzione cioè la trasformazione di un input (una materia prima) in un output (un prodotto) che vale + dell'input: dalla vendita dell'output ottengo un ricavo dal quale tolgo le spese fatte per l'input: quello che mi resta è il cd valore aggiunto: a chi va il valore aggiunto? Il valore aggiunto va ad una folta schiera di “elementi”: ai lavoratori (salari), ai finanziatori (interessi), al governo (tasse), ai proprietari azionisti (profitti). Il valore aggiunto va quindi a soddisfare un insieme di gruppi ciascuno dei quali porta il suo interesse: sono i portatori di interesse i cd stakeholders: abbiamo già parlato del problema se il management deve privilegiare uno stakeholder piuttosto che un altro e abbiamo rilevato come in Europa e in Giappone prevale il principio dell'equilibrio tra i vari stakeholders, mentre negli USA e in Gran Bretagna prevale lo shareholder capitalism cioè si privilegiano gli azionisti; in linea di massima useremo quest'ultimo approccio cioè la preferenza agli azionisti. Quindi il concetto centrale è questo: le imprese operano nell'interesse dei proprietari cercando di massimizzare i profitti nel lungo termine . Che cos'è il profitto e come si misura. Visto che dobbiamo privilegiare gli azionisti, è opportuno considerare il profitto dal loro punto di vista: agli azionisti interessano 2 cose: il dividendo e il valore delle azioni possedute, per cui possiamo considerare il profitto sotto due aspetti: 1)Come quella parte dell'eccedenza ricavi-costi che spetta ai proprietari dell'impresa: si parla in tal caso di reddito economico o rendita economica. Il metodo + diffuso per misurarlo è l' Economic Value Added EVA che è il reddito operativo al netto delle imposte meno il costo medio ponderato del capitale. Se l'EVA è >0 vuol dire che l'azienda sta creando ricchezza; se

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