Management stratégique Étude de cas

Transcription

Management stratégique
Étude de cas
Rachid
RachidAlami
Alami- -Professeur
Professeuren
ensciences
sciencesde
degestion
gestion
PhD
PhD– –StStJohn’s
John’sUniversity
UniversityNew
NewYork
York&&Fudan
FudanUniversity
UniversityShangai
Shangai
Doctorate
DoctorateBusiness
BusinessAdministration–
Administration–Université
UniversitéParis
ParisDauphine
Dauphine
Master
Masteres
esSciences
Sciences
DESS
DESS: :Ingénierie
Ingénieriedes
dessystèmes
systèmes
Consultant
Consultantinternational
internationalen
enentreprise
entreprise
© R. Alami, 2009
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TIC
Exemple d’analyse stratégique
è
è
è
è
è
è
è
è
Le marché
L’organisation (capacités, chaîne de valeur..)
La concurrence (forces et faiblesses,…)
Barrières à l’entrée
Positionnement stratégique
Perspective stratégique (interne/externe)
Avantage concurrentiel (coût, compétences,…)
Les FCS
© R. Alami, 2009
TIC
LE MARCHÉ
OFFRE
Un seul offreur
Petit nombre d'offreurs
Monopsone
DEMANDE
Un seul
demandeur
(Etat pour les sociétés
de BTP)
Petit nombre
de
demandeurs
Un grand
nombre de
demandeurs
Grand nombre d'offreurs
Oligopsone
Monopole
(France Telecom
autrefois)
Oligopole
© R. Alami, 2009
Concurrence
parfaite
TIC
Table 1: Morocco PEST analysis
ECONOMIC FACTORS
POLITICAL FACTORS
è Liberal economic system
è Favourable national trade regulations
è Flexible employment laws
è Political Stability
è Court dealing with trade dispute
è Accommodate FDI policies
è Free capital transfer
è No double income tax
Threats
è Islamism and terrorism
è Frequent riots due to unemployment
è Hugh amount of bureaucracy
è Strong economic growth
è Stable exchange rates
è Low inflation rate
è Strong consumer confidence
è Low cost labor
è Unsatured market
è Competitive production costs
è Free trade zone with US and Europe (in progress)
Threats
è High level of taxation and income tax
è Dependency on climate
è Local competitors (smaller fast-foods)
è Free trade agreement that give advantages to the
detriment of competitors
SOCIOCULTURAL FACTORS
TECHOLOGICAL FACTORS
è
More
balanced
income
distribution
è Strong population growth rate
è Islam as dominant religion
è Specific diet habits (hot meal –
no pork and alcohol)
Threats
è Poor public health system
è Strong local competition for low
products’ price and weak quality
è Strong smuggling market
è High level of analphabetism
è Credit card network
è Developed infrastructures
è Good communications and transportation
networks
Threats
è Land buying process
è Availability of shopping stores
è Financial conditions
© R. Alami, 2009
TIC
Table 1: Morocco PEST analysis
SOCIOCULTURAL
FACTORS
TECHOLOGICAL
FACTORS
è
More balanced income
distribution
è Strong population growth
rate
è Islam as dominant religion
è Specific diet habits (hot
meal – no pork and alcohol)
Threats
è Poor public health system
è Strong local competition for
low products’ price and weak
quality
è Strong smuggling market
è High level of analphabetism
è Credit card network
è Developed infrastructures
è
Good communications
and transportation networks
Threats
è Land buying process
è Availability of shopping
stores
è Financial conditions
© R. Alami, 2009
TIC
Advantages franchising format
Franchisee
Franchiser
According to Preble( 1992):
1.cost sharing
2.rapid market penetration at a
relatively lower cost than establishing
one’s own distribution system
3.economies of scale
According to Alon, Welsh, Falbe
(2006):
1.Fewer financial resources required
2.Raw materials can be produced
internally
3.Less susceptibility to political,
economic and cultural risks
4.Franchises are more familiar with
local laws, culture, business norms
and practices
According to Preble 1992:
1.ability to start a business at a low
cost with a proven standardized
product or service
2.support received from the
franchiser for the brand concept
© R. Alami, 2009
TIC
Reasons Companies Expand Abroad
EXTERNAL
FACTOR
Authors
INTERNAL
FACTOR
Authors
Inquiries by
potential
franchisees
Walker
(1989)
Possession of
expertise and knowhow to transfer
Alon and McKee
(1999)
Domestic market
saturation Lower
risks
Minimal financial
investment
Aydin and
Kacker
(1990)
Ample domestic
experience
Welch (1988)
Expanding middle
class
Unsaturated
markets
friendly business
law
(Alon,
2006)
Desire to expand
and increase profits
© R. Alami, 2009
Agrawal and
Ramaswami
(1992)
TIC
La transformation de l’organisation dans le temps
Simple
Structure
Functional
Structure
Multidivisional
Structure
Matrix
Structure
Network
Structure
Size of Organization
Large
Coordination and
Control Problems
Small
Young
Age of Organization
© R. Alami, 2009
Maturity
TIC
Les entreprises étudiées
McDonald’s
Subway
Year
founded:
1955
1965
Year began
franchising:
1955
1974
International
expansion:
1967
1984
Year entered
Morocco
1999
2000
How entered
Morocco
Joint venture
Master
franchise
Presence in
other
countries
120
72
© R. Alami, 2009
TIC
LA MATRICE BCG – Boston Consulting Group
+
Rentabilité
+
20%
Croissance
du segment 10%
d'activité
Vedette
Dilemme
Bonne rentabilité
Rentabilité faible
Besoins financiers forts
Besoins financiers forts
Vache à lait
0%
Poids mort
Rentabilité élevée
Rentabilité faible
Besoins financiers
faibles
Besoins financiers
faibles
10
Besoins
financiers
1
PDM relative
© R. Alami, 2009
0
TIC
L'ENVIRONNEMENT CONCURRENTIEL
Entrants
potentiels
Pouvoirs
publics
Menace
des
entrants
potentiels
Fournisseurs
Pouvoir de
négociation
des
fournisseurs
Intensité
concurrentielle
Pouvoir de
négociation
des clients
Menace des
produits ou
services
substituables
Produits de
substitution
© R. Alami, 2009
Clients/distribu
teurs
TIC
Le diagnostic stratégique
Organisation
INTERNE
EXTERNE
Entreprise
Environnement
Forces / Faiblesses
Opportunités / Menaces
Ressources / Compétences
Situation de l’environnement
Capacités stratégiques
de l’entreprise
Attractivité stratégique
de l’environnement
Orientation stratégique
© R. Alami, 2009
TIC
Les outils du diagnostic stratégique
Externe
Attractivité de
l’environnement
Interne
Capacités
stratégiques de
l’entreprise
Interne et
Externe
Business
Corporate
Domaine d’activité stratégique
Ensemble de l’entreprise
Demande, offre, groupes
stratégiques, intensité
concurrentielle
PESTE : Politique,
Econo,Social,
technologique, Écologique
Chaîne de la valeur
Plate-forme stratégique
Ressources et compétences –
Fonctions et processus
Facteurs clés de succès
Matrice de portefeuille
d’activités
© R. Alami, 2009
TIC
Le diagnostic stratégique externe du DAS
La demande
L’offre
Diagnostic
externe
L’intensité
concurrentielle
Les groupes
stratégiques
© R. Alami, 2009
© R. Alami, 2009
TIC
TIC
Les facteurs clés de succès
Critères de
succès dans le
secteur
Evaluation de la maîtrise des FCS
Très faible ………………………………………………………Très fort
• Localisation
• Qualité/prix
• Cadre
• Accueil
• Rapidité
Entreprise
Marché
© R. Alami, 2009
VISIBLE
CRITERIA
From
consumer
point of view
What
McDonald’s
has done and
proposed?
What Subway has
done and
proposed?
What are
Moroccan
consumers
willing to pay
for?
TIC
Degree of
importance
for Moroccan
consumer
Main
ingredient
based
Products
Hallal meat and
chicken, fish,
bread, cheese,
salad, fries
Hallal meat and
chicken, breads,
cheese, salad,
cheeps
HALLAL MEAL
– FRIES SPICY
6
Product
characteristi
c
Fat meal and
fried ingredients
Healthy menu –
Fresh meal with
low fat and not
fried
Healthy menu
2
Adaptation to
local tastes
Mc Arabia – Mc
Ftour (Special
Ramadan meal)
No adaptation at all
Foreign products
but aligned with
religion and
tastes
5
Time lining
up and
preparation
5 min
4 min
Not willing to
wait
5
Meal
temperature
Hot temperature
Warm temperature
HOT meal
6
Prices (small
combo)
5$
6$
4$
5
© R. Alami, 2009
TIC
Store format
Standard store,
Mc Drive, space
game, huge
outdoor space,
large number of
seats –
Playground
Terrace- Large
parking stand
Standard store to
be able to operate
from a small base,
one hundred
square meters,
minimal seating,
no space game
Large space with
playground game
for children,
Eating at store Parking
6
Operations
Cocking in the
store
Simplicity - No
cocking in the
store – Sandwich
gets prepared in
the presence of
customer
No preference
2
Localisation
Main streets
and shopping
area centre –
Beach, train
stations,
business area –
No parking – Far
from shopping
centre – No
playground
Respectable area
– Cross activities
(shopping,
cinema,
entertainment...)
6
© R. Alami, 2009
INVISIBLE
CRITERIA
From consumer
point of view
Franchisee
relationship
Training (Number
and time of
training,
preparation,
manual)
Marketing
strategy
TIC
McDonald’s
franchising
approach
Subway
franchising
approach
Theory - what
authors have stated
about general
approach
Deep
relationship and
mutual trust
I couldn’t get
information
(franchisee is
gone)
Better relationship
are good, better
chance you have to
succeed
Organizes
frequently
training for
employees
Training was
organized once
before opening
the store
Crucial factor
TV commercials Waiting until the Think global, Act local
and
brand being
Billboard when
recognized
they started
before
launching
running
business
AD campaign
© R. Alami, 2009
Franchisee’s
previous
experience
in franchise
TIC
45 Years of
experience before
coming to Morocco
26 Years of
experience
before coming
to Morocco
The more experience
you have, the best
you will succeed
5%
8%
Nothing is mentioned
by authors
Local
partner’s
competence
s
Big advantage got
by having a
prestigious partner
Franchisee
with few years
of experience
You partner must
have experience in
franchising
Origin of
ingredients
(yogurt,
cheeps,
logistics, …)
Some ingredients
are imported
(bread,
I couldn’t get
information
Nothing is mentioned
by authors
Royalties
© R. Alami, 2009
Errors made by Subway in Morocco
1.Poor selection of master franchiser
2.Lack of knowledge of business rules
3.Keep products as they are without any
adaptation to local tastes
4.Inadequate training for operating a chain of
restaurants
5.High prices and royalties comparing to what
they offer
6.Assuming that foods brought from US will work
in Morocco
7.Lack of knowledge of food tradition
8.Lack of local market expertise from inadequate
pre- market research
9.Underestimating business processes and
bureaucracy
10.Difficulties to find the right localization at the
right price
© R. Alami, 2009
TIC
TIC
Analyse PESTE
Analyse de l’environnement (PESTE)
Environnement politique
Environnement social
Environnement économique
Environnement technologique
© R. Alami, 2009

Management stratégique Étude de cas

Transcription

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