03

Planning

1.

2.
1
2 Action-oriented
3
3. Planning and Plan

Planning
/

Plan
/

NOTE Planning is everything; plans are nothing!

4.
1
2
3
4

1. Primary

2. Rationality

3. Timing
4. Continuity

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Glueck
1.
2.
3.
4.

1.
2.
3.
4.

Myths of Planning

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Concept
MissionDream; Vision
/

Planning bridges the gap from where we are to where we want to go.

NOTE 1~6 1~8

Mission
1. Business Boundary
2.
3.
Aaker
1.
2.Levitt
3.Ansoff
4.
5.
6. Distinctive Assets and Capability
NOTE Levitt Aaker Market Myopia

VS

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NOTE Peter Drunker

1WhoTarget Market
2WhatNeeds, Desire, Demand
3How Capability, Resources, Activities

NOTE IPOF
Input

Process

Output

CASE

80

80

7-eleven

7-elenven Break-even Point

AM-PM

1. Strategic Intent
2. Deep-pocket

GoalObjective

EconomicSocial Goal

Societal Responsibility

Quantitative, Measurable,
Concrete
NOTEGoal VS Objective
Goal
Operationally
Elaborating

Objective

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EXGoal
Goal

1.
2.
3.
Objective

Environmental Scanning
1. Task Environment
2. General Environment

1. Forecasting

Premise Planning
EX
Concept
Environment

Scanning

Information
Planning

Premise of Planning

Plans

2. Strategic Factors
(1) Opportunity
(2) Threat

1. Resources
2. Structure
3. Culture

1.
1 Strength
2 Weakness
2. Core Competencies Proholad & Hamel
1 Assets
2 Capability

Distinctive
Specific
Ambiguous
5

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Concept

NOTE1Step3+Step4 SWOT
NOTE2 Organizational Riche Robbins

Riche

Strength
Opportunity

Alternative 1
Alternative 2
~
Alternative N

Niche

Where do we want to go?

Where we are?

decision making
Alternative 1

Alternative
Alternative N
Criterion1~m

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Concept
PLAN DO

Feasibility

1.
2. Deviation

Replanning

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Mission
Goal Objective
Strategy Policy

H
M

Programs
Budget

Procedures
Schedules
Rules

Strategy
Means

Resources Allocation
Policy
Guideline
NOTE
EX
EX VS.
EX
Programs

NOTE

ConceptAmazon.com Vs. Traditional Book Stores

Strategy

B to C
Direct Business Model

books, customers

Programs
8

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Budget

Concept
Our President

3
3000
3
Programs

Action1
Action2
Action3

Money1
Money2
Money3
Budgets

Procedures

EXStandard Operating ProcedureSOP

Schedules
Time Table

EX Goal? Objective?
Or Activitygoal

NOTE
Stated Goal
Actual Goal

Rules

EX
NOTE
-Means-end ChainHerbert A. Simon

H
M
L

Ends H

Means H Ends M

Means M

Means L

Ends L

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System Boundary
Subsystem

Concept
System Boundary
Mission

Central Purpose

Mission

Drucker

Kask & Resenzweig

1.Level
H

L
2. Scope
1 Integrated Planning EX
2 Functional Planning EX
3 Project EX
Concept
GM

Business Function
Operational Function

function GM

3. Time

10

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NOTE

4. Repeativeness
YES
EX
NO
EX
Robbins:
1.
1 Strategic Planning
2 Operational Planning
2.
1 Long-range
2 Short-range
3. VS.
1 Specific
2 Directional

- Planning and Controlling ; Anthony

Planning System

Controlling System

Conglomerate

DO

H
M
L

11

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Integrated Planning ; Steiner

Information

SWOT

NOTE1
1.
2.
3.
NOTE2
Planning Premises

1 Internal Consistency
Concept
Planning Premises

HRM

Base on
POM

12

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Scanning

Information

Planning

PLAN

DO

SEE

NOTE Time Span; Thompson

Lead Time

Payback Period

Time Span

Environmental Factors

EX Xerox the document company

1980 Paperless Office
1980

13

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Strategic Planning
Strategy
1.

2.Glueck
Holistic
overall
Integrative
3.
1
2

3
4
Glueck

Strategy Management

1.

1.

2.

2.

3.

Strategy VS. Non-strategy

1.
Michael Potter
2.

3.
do the right things
Resources Allocation
4. Proactive Reactive
5. Competitive Advantage

14

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Concept
Strength
Strategy
Advantage
Strategy2

6.Long-term Commitment
Concept
SR

LR

7. functional Strategy
Concept
1Marketinghigh or low Price It depends on Strategy
2Manufacturingmake or buyIt depends on Strategy
3HR Selecting External or Internal It depends on Strategy

8. Strategy Intent; Hamel Strategy Implementation

NOTE1
Approach I

Outside-in

VS
VS.
VS.

Approach II

Inside-out

EX7-eleven

EX

CASEStarbucks
Strategy
1.
2.
3.
NOTE2
1 Organizational Design
2 Functional Strategy

15

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Aakeror

deviation

Gap Analysis

Surprises
1.Thrusts
2.
Potential

1.
Environmental Scanning
2.
Strategic Issue Management
3.
Scenarios Analysis
4.
Contingency Planning
5.
Strategic Flexibility
6.
Organizational Slack

1.

Igor
Ansoff
2.
Concept
1 Budget Controlling(1900~1950)
Sales
St+1=St

---

Periodic

deviation
correct

1900

20

30

Time

2 Long-range planning(1950~1960)
Sales

Projection

S=S1960-S1955
Resources1960-Resources1955=Gap
1900

50

55

60

Time

*ProjectionForecasting

16

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CASE 6~7 4~5

New Market
New Product
New Technology
3 Strategic Planning
Sales

(1960~1970)

E1

E= EventStrategic Thrusts
Strategic
Potential
**E1 Thrusts
**E2Opportunity

E2

1900

50

60

70

Time

4 Strategic Management (1970~1980)

E3

Sales
E1

E1E2Predictable
E3E4Unpredictable
Strategic
Surprises

E4

E2

1900

50

60

70

Time

NOTE Strategic Surprises

A
B Strategic Issue Management

C Scenarios Analysis

D Contingency Planning
Alternative
17

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E Strategic Flexibility
SAlternative*

Situation-Specific
Non-Situation Specific

F Organizational Slack(Cyert & March)

Resources

1.
2.

Deployed

Surprises

Hierarchy of Strategies ; Andrew

Concept
Corporate Strategy
Core Business Strategy
Functional Strategy
1. Corporate Strategy Portfolio Strategy
1 Conglomerate
Maximize Synergism among business units
2
A
B
C
D
E Return Of Investment ROE
3
A Stability
B Growth
C Retrenchment

18

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4BCG Boston Consulting Group Matrix

Question Mark

Dog

Star

Cash Cow

Business Unit
A- ? Question Mark:

1. Divest retrenchment Strategy

2. Invest Growth Strategy
B-Star :

Cash Cow
C-Cash Cow:
Stability Harvest Strategy
D-Dog:

NOTE1
BCG SWOT
SW ~ Strength; WeaknessOT~ Opportunity; Threat
1 Competitiveness SW
2 Attractiveness OT
NOTE2
BCG 1980
1

Competitive Advantage

19

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EX EX

CA

EX EX

CA

2. Business Strategy Competitive Strategy

1

Concept

SBU

SBU

SBU

SBU

Business Function

NOTE
Strategic Business Unit; SBU
1

Profit Center
5

2
1

3

4

Preemptive

20

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3
A Generic Competitive Strategy
1 Cost Leadership

2 Differentiation

Concept Differentiation
Uniqueness

Differentiation

B Focus
Concept
Local Advantage
Focus

Niche

Goble Advantage

NOTE
1985 Generic Competitive Strategy

C Adaptive Strategy Miles& Snow 1978

1 Defender

2 Prospector

3 Analyzer
1
2

4 Reactor

3. Function Strategy
A
B
21

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C
D VS VS
VS VS
E

Management by Objective; MBO

1954 Peter Drucker The Practice of Management

Odione
Planning
(Participative)

1.

2.

MBO
Controlling
(Self Control)
Robbins

1.

2.

Plan

Do

Self Control

1.
2.
Concept SMART
Specific
Measurable
Attainable
Realistic
Relevant
Time
Traceable
3.
4.
22

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MBO
1.ISSUEMBO
2.
MBO
Performance
1. 2.
2MBO

MBO

CASE
1999
2000MBO

Clinical
Trail

Product
Presentation

Education

MBO

Action Plans (Time Management)

Self Assessment

23

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Robbins

1. Strategic
2. Operational

1.
2.

Commitment Period

1.
2.
Concept

1.
Positive and Decreasing

80/20
24

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2. Sophisticated Comprehensive

3. Moderator

1.
2.
3. making Decision
4.
5.The Conflict of Lines & Staff
Manager
Staff
Lines

Planning

Conflict
VS
VS

25

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03

oriented

a.

...,...

Continuity

n.

;;

Boundary

n.

1. ,[(+between)]2. ,

Myopia

n.

1. 2.

Intent

n.

1. ,[+to-v]2. ,

Quantitative

a.

;;

Concrete

a.

,;;

Elaborate

v.

Premise

n.

,;

Competency

n.

=competence ,,
,

Distinctive
Riche

n.

Feasibility

n.

Consistency

n.

;;;

Holistic

n.

Implementation

n.

1. ; 2.

Thrusts

n.

,;[

Strategic

a.

=strategical ;

Scenarios

n.

;;

Deploy

v.

Portfolio

n.

1. ,;[C]
2. ;[C][U]
3. (),[
4. ()[C]
5. ()[C]

Retrenchment

n.

Preemptive

n.

1. ; 2.

Differentiation

n.

1. ; 2.

Prospector

n.

Sophisticated

a.

,,

Moderator

n.

;(). ;

26

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