Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage.

Presentación del tema: "Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage."— Transcripción de la presentación:

1 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-1 Chapter 8

2 Strategic Management & Competitive Advantage – Barney & Hesterly 2 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-2 MisionObjetivos Analisis Externo Analisis Interno Decisiones estrategicas Implementacion Estrategica Ventaja competitiva El proceso de administracion estrategica Implementando diversificacion corporativa

3 Strategic Management & Competitive Advantage – Barney & Hesterly 3 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-3 Elementos de implementacion Como fluye la informacion Donde y quien toma las decisiones Como influenciar el comportamiento de la gente Como pueden los intereses de la empresa alinearse a los intereses de los empleados?

4 Strategic Management & Competitive Advantage – Barney & Hesterly 4 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-4 Necesidad de la estructura organizacional Requerimientos de procesamiento de la informacion conforma las organizaciones crecen y los requisitos de informacion aumentan, el procesamiento de la informacion aumenta y se vuelve mas complejo racionalidad limitada la estructura organizacional divide la informacion En bloques que le permiten procesarla adecuadamente. satisfacciones

5 Strategic Management & Competitive Advantage – Barney & Hesterly 5 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-5 Strategic Planning Corporate Finance Corporate R&D Corporate Marketing M-Form Structure Production Finance EngineeringAccounting Human Resources Division Sales & Marketing Senior Executive Corporate Human Resources Board of Directors

6 Strategic Management & Competitive Advantage – Barney & Hesterly 6 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-6 Relaciones de agencia Intercambio M-Form Structure Divide los requerimientos De info en bloques manejables Divide a los duenos de los administradores Los intereses enytre duenos y administradores difiere

7 Strategic Management & Competitive Advantage – Barney & Hesterly 7 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-7 Principal Agentes Monitoreo Manejo de agencia Relaciones de agencia

8 Strategic Management & Competitive Advantage – Barney & Hesterly 8 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-8 Filtro de la informacion conforme el nivel de los ejecutivos aumenta la informacion se filtra los niveles ejecutivos pueden administrar la informacion el flujo de la informacion NO debe de exceder la racionalidad limitada de los administradores el flujo de informacion debe de coincidir con la autoridad de la toma de decisiones

9 Strategic Management & Competitive Advantage – Barney & Hesterly 9 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-9 Strategic Planning Corporate Finance Corporate R&D Corporate Marketing Division General Managers Production Finance EngineeringAccounting Human Resources Division Sales & Marketing Senior Executive Corporate Human Resources

10 Strategic Management & Competitive Advantage – Barney & Hesterly 10 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-10 Shared Activity Managers ProductionFinance Engineering Division Human Resources Sales & Marketing ProductionFinance Engineering Shared Activities Cost Centers Profit Centers

11 Strategic Management & Competitive Advantage – Barney & Hesterly 11 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-11 Controles administrativos 3 elementos Evaluacion Del desempeno Distribucion Del capital Transferencia De productos intermedios

12 Strategic Management & Competitive Advantage – Barney & Hesterly 12 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-12 Politicas de compensacion Alineacion de incentivos Salary Cash Bonus Stock Grants Stock Options Alineado al desempeno Largo Plazo Corto Plazo empiricamente…teoricamente… Alineado al desempeno

13 Strategic Management & Competitive Advantage – Barney & Hesterly 13 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-13 Re-enfocamiento Una estrategia corporativa puede ser la de re- enfocarse o bien salirse del negocio a traves de descuentos por: falta de capacidades diseconomias de escala o bien, requerir fondos Venta de activos division Buy Out IPO: acciones o,

14 Strategic Management & Competitive Advantage – Barney & Hesterly 14 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-14 Summary UNa implmentacion existosa entonces requiere administracion en bloques adecuada alinear intereses de duenos y de administradores Se puede lograr a traves de Estructura organizacional Controles de gestion Programas de compensacion

15 Strategic Management & Competitive Advantage – Barney & Hesterly 15 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-15 MisionObjetivos Analisis Externo Analisis Interno Decisiones estrategicas Implementacion Estrategica Ventaja competitiva El proceso de administracion estrategica Estrategia a nivel corporativo A que negocio entrar? Integracion vertical Diversificacion Alianzas Estrategicas modo de entrada

16 Strategic Management & Competitive Advantage – Barney & Hesterly 16 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-16 Alianzas Estrategicas Strategic Alliance: Es un esfuerzo COOPERATIVO entre dos o mas organizaciones independientes para desarrollar, fabricar o vender bs y ss

17 Strategic Management & Competitive Advantage – Barney & Hesterly 17 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-17 Motivacion para las alianzas Crear valor economico para: accesar recursos y capacidades complementarios apuntalar recursos y capacidades existentes Una alianza es una forma de intercambio que: debe de producir gananacias por intercambio que den alguna ventaja absoluta o comparativa Implicacion:Escoger socios que hacen mejor las cosas que uno (complementan recursos)

18 Strategic Management & Competitive Advantage – Barney & Hesterly 18 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-18 Tres tipos de alianzas Alianzas Sin capital Contratos licencias acuerdos de proveduria y distribucion Joint Venture Alianzas con capital Cross Equity Holdings socios tienen participacion en la otra empresa Joint Equity Holdings firma Independiente Es creada

19 Strategic Management & Competitive Advantage – Barney & Hesterly 19 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-19 Como las alianzas estrategicas generan valor Mejoran las operaciones actualesCrean el entorno competitivo Facilitan la entrada y salida Creacion valor

20 Strategic Management & Competitive Advantage – Barney & Hesterly 20 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-20 Como generan valor Mejoran las operaciones actuales Explotan economias de escala Aprender de los socios Comparten riesgos

21 Strategic Management & Competitive Advantage – Barney & Hesterly 21 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-21 Construyendo el entorno competitivo Facilitan estandares de tecnologia Facilitan la coalicion tacita Como generan valor

22 Strategic Management & Competitive Advantage – Barney & Hesterly 22 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-22 Facilitan la entrada y salida Entrada en nuevas industrias Salida de industrias Manejo de incertidumbre Entrada en mercados regionales Como generan valor

23 Strategic Management & Competitive Advantage – Barney & Hesterly 23 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-23 Retos de las alianzas estrategicas Tres formas de perder valor Seleccion adversa Moral Hazard Holdup Mala rep. de entradas Proveer menor valor al prometido Explotar las transacciones Especificas de socios

24 Strategic Management & Competitive Advantage – Barney & Hesterly 24 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-24 La ventaja competitiva es sostenible Substitutos de las Alianzas estrategicas Desarrollo Interno Fusiones y adquisiciones Si: no hay socios inversion especifica Es muy cara baja incertidumbre de una inversion si: no hay asuntos de monopolios firmas se pueden integrar facilmente valor de las firmas Combinadas baja incertidumbre de una inversion

25 Strategic Management & Competitive Advantage – Barney & Hesterly 25 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-25 Organizacion de las alianzas estrategicas Formas de gobierno Conrtratos explicitos Inversiones de capital Joint Ventures Formales incrementa costos Por fraude apoya en el entendimiento resuleve conflictos alinea intereses alinea intereses a partir de invertir en el socio efectos directosefectos indirectos

26 Strategic Management & Competitive Advantage – Barney & Hesterly 26 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-26 Confianza Reputacion Informal reduce fraude futuro permite explotar oportunidades Organizacion de las alianzas estrategicas Formas de gobierno

27 Strategic Management & Competitive Advantage – Barney & Hesterly 27 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-27 Resumen crear alianzas que produciran valor por el intercambio de recursos complementarios. identificar fuentes de creación de valor evaluar la posibilidad de valor en la creación y distribución adaptar respuestas de gobierno corporativo que generen y distribuyan ese valor Los administradores de alianzas requieren:

28 Strategic Management & Competitive Advantage – Barney & Hesterly 28 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-28 Resumen Las alianzas generan ventajas competitivas si: los recursos complementarios cumplen con VRIO las respuestas de gobierno corporativo cumplen con VRIO El gran reto en las alianzas estrategicas es el de maximizar el intercambio a la vez que se minimizan las amenazas por fraude

29 Strategic Management & Competitive Advantage – Barney & Hesterly 29 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-29 MisionObjetivos Analisis Externo Analisis Interno Decisiones estrategicas Implementacion Estrategica Ventaja competitiva El proceso de administracion estrategica Estrategia a nivel corporativo A que negocio entrar? Integracion vertical Diversificacion Alianzas Estrategicas Fusiones y adquisiciones modo de entrada

30 Strategic Management & Competitive Advantage – Barney & Hesterly 30 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-30 MissionObjectives External Analysis Internal Analysis Strategic Choice Strategy Implementation Competitive Advantage The Strategic Management Process Corporate Level Strategy Which Businesses to Enter? Vertical Integration Diversification Strategic Alliances Mode of Entry? Mergers & Acquisitions

31 Strategic Management & Competitive Advantage – Barney & Hesterly 31 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-31 Fusiones y adquisiciones FusionesAdquisiciones dos firmas se combinan Con bases similares una firma compra a la otra no son lo mismo, una fusión es más amigable

32 Strategic Management & Competitive Advantage – Barney & Hesterly 32 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-32 las acciones originales se retiran y dan lugar a una nueva emision generalmente domina el nombre de una el que adquiere tiene mayoría en acciones puede ser amigable u hostil FusionesAdquisiciones Fusiones y adquisiciones usualmente se da por una oferta una de las firmas domina

33 Strategic Management & Competitive Advantage – Barney & Hesterly 33 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-33 F&A y su valor Lógica No relacionadas No hay expectativas de generar valor aunque se puede generar algun valor a través de algunas eficiencias o de inversiones en capital Relacionadas por la generación de economias de escala y o alcance o transferencias y complementariedad

34 Strategic Management & Competitive Advantage – Barney & Hesterly 34 Organizing to Implement Corporate Diversification Copyright © 2006 Pearson Prentice Hall. All rights reserved. Strategic Management & Competitive Advantage - Barney & Hesterly 8-34 F & A Tipos Categorías Vertical Horizontal Extensión de pdctos Extensión de mkts Conglomerade » proveedores y clientes » competidores » pdctos complementarios » mkts complementarios » todo lo demás Relacionadas No relacionadas