전략적 리더십 KDI 국제정책대학원 이 승 주 교수

이 승 주 ( 李 勝 周 ) 현재 : - KDI 국제정책대학원 교수 학력 : - 서울대학교 경제학과 및 경영대학원 졸업 - Harvard 대학 경영학 박사 (1990) 경력 : - McKinsey & Co. 컨설턴트 (1990 – 1997) - 정부투자기관 경영평가 위원 - LG 생활건강, 한국기업평가 사외이사 저서 : - 『경영전략 실천매뉴얼』, SIGMA - 『 The McKinsey Way 』 ( 역 ), 김영사 - 『전략적 리더십』, SIGMA Tel :

Knowledge and Skills Needed for CEOs in the 21st Century Source : Columbia University Survey of 1,500 Senior Executives in 20 Countries Strategy Formulation Human Resource Management Marketing and Sales Negotiation Accounting and Finance International Economics and Polities Science and Technology Handling Media and Public Speaking Production Computer Literacy 78%

전략적 사고 (Strategic Thinking) 경쟁우위 차별화 성과개선 1. 문제의 정확한 인식 (Problem Definition) 1. 문제의 정확한 인식 (Problem Definition) 2. 객관적 분석 (Fact-based Analysis) 2. 객관적 분석 (Fact-based Analysis) 3. 발상의 전환 (Breakthrough Thinking) 4. 선택과 집중 (Focus & Discipline) 4. 선택과 집중 (Focus & Discipline)

Key Strategic Issues Key Strategic Issues Key Strategic Issues Where? Who? What? How? When? What if? 비전과 목표 Business domain & focus Target customers Key decision-makers Products / services Value proposition Business system Core competence Timing Speed Key uncertainties Contingency plan

SWOT Analysis Opportunities Threats Strengths Weaknesses Strategic Options External AnalysisInternal Analysis

Growth Across Three Horizons Business Focus Geographic Scope Capability Platform Resource Allocation Performance Measurement Horizon 1 Horizon 2 Horizon 3 Core Business New Business Future Options World-Class Company

Wal-Mart - The World’s Largest Company 2004 Sales : $256 billion Net profit : $8 billion No. of employees : 1.5 million No. of stores : U.S : 3,600 International : 1,570 Year established : 1962 Headquarter : Bentonville, Arkansas Founder : Sam Walton

Wal-Mart’s Business Model and Key Success Factors Store Location Low-Cost, Operational Excellence Merchandising/ Marketing Purchasing Distribution/ Logistics IT Systems Human Resource Management Small town, rural locations Local monopolies and regional saturation “Every Day Low Price” of nationally branded products Broad line of discounted merchandise Large scale, volume purchase Supplier partnership through EDI Hub-and-spoke distribution logistics system Cross-docking and efficient inventory replenishment Private satellite network system Detailed analysis of store-level data on a real time basis Profit sharing, employee stock ownership plan Workforce empowerment, frugality, and small-town values

Wal-Mart’s Management Information and Control Systems Wal-Mart’s strategic investments in IT and logistics infrastructure generate significant cost advantage through lower inventory costs, higher productivity and best practice sharing across stores Source: George Stalk, “Competing on Capabilities”, HBR March-April 1992

The Wal-Mart Cheer Give me a W Give me an A Give me an L Give me a Squiggly Give me an M Give me an A Give me an R Give me a T What’s that spell? Wal-Mart Who’s number one? The Customer! Always Give me a W Give me an A Give me an L Give me a Squiggly Give me an M Give me an A Give me an R Give me a T What’s that spell? Wal-Mart Who’s number one? The Customer! Always Source: Idea originally picked up by Sam Walton when he was visiting a tennis ball factory in Korea.

Sam Walton - The Cheerleader

Sam Walton’s 10 Rules for Building a Business Rule 1 : COMMIT to your business. Believe in it more than anybody else Rule 2 : SHARE your profits with all your associates, and treat them as partners Rule 3 : MOTIVATE your partners. Money and ownership alone aren’t enough. Rule 4 : COMMUNICATE everything you possibly can to your partners. Rule 5 : APPRECIATE everything your associates do for the business Rule 6 : CELEBRATE your success. Find some humor in your failures. Have fun. Rule 7 : LISTEN to everyone in your company. Rule 8 : EXCEED your customers’ expectations. If you do, they will come back over and over Rule 9 : CONTROL your expenses better than your competitors. Rule 10 : SWIM upstream. Go the other way. Ignore the conventional wisdom Rule 1 : COMMIT to your business. Believe in it more than anybody else Rule 2 : SHARE your profits with all your associates, and treat them as partners Rule 3 : MOTIVATE your partners. Money and ownership alone aren’t enough. Rule 4 : COMMUNICATE everything you possibly can to your partners. Rule 5 : APPRECIATE everything your associates do for the business Rule 6 : CELEBRATE your success. Find some humor in your failures. Have fun. Rule 7 : LISTEN to everyone in your company. Rule 8 : EXCEED your customers’ expectations. If you do, they will come back over and over Rule 9 : CONTROL your expenses better than your competitors. Rule 10 : SWIM upstream. Go the other way. Ignore the conventional wisdom Source: Sam Walton, Sam Walton: Made in America, Bantam Books, 1993

Performance of Different Types of Competitive Advantage Stuck in the Middle Focused, Differentiated Firms Cost Leadership Firms Market Share Return on Investment High Low High Source : M.Porter, Competitive Strategy.

Starbucks - A Coffee Experience Company Profile 2004 Sales : $5.3 billion No. of Stores - U.S : 6,888 - International : 2,783 Year established : 1971 Headquarter : Seattle, Washington Founder : Howard Schultz

Key Elements of Starbucks Coffee Experience “ It is our goal to offer more than just a great cup of coffee – we want to offer a memorable experience” “ Starbucks works to fill souls, not bellies” High-quality premium coffee Variety of interesting blends Personal, knowledgeable service Attractive store design & location A community gathering spot Coffee aroma & background music Consistent, upscale retail image Starbucks brand and logo Starbucks Coffee Experienc e Starbucks Coffee Experienc e

Starbucks Business System Strict quality control throughout the value chain to deliver a distinctive coffee experience Retail Sales Distribution Roasting and Blending Roasting and Blending Sourcing Strict quality control in the selection of suppliers and beans Maintain direct relationship with exporters, by-passing wholesalers Diversified sourcing portfolio to hedge risk -50% Latin America -35% Pacific Rim -15% East Africa State-of-the-art roasting plants with computerized facilities Highly skilled roasters developing proprietary roasting curves Coffee vacuum- sealed in one-way valve bags to ensure freshness Fully integrated supply chain operation Very accurate forecasting and distribution models Strong inventory turns and best transportation rates in the industry Direct ownership of retail stores to ensure quality on every aspect of coffee delivery High quality coffee served by knowledgeable staff Consistent, upscale retail image and store design A community gathering place offering a coffee- related experience

From Commodity to Total Customer Experience “ Coffee is no longer a commodity but a differentiated offering assessed in terms of its quality, convenience, social ambience, and possibilities for self-expression” Commodity Product Service Experience Price Premium Value-Added Commodity Product Service Experience

The Virtuous Cycle of Customer Satisfaction Investment in Human Resources Fewer Customer Defections High Profits and Growth Shareholder Satisfaction Investment to Enhance Productivity Employee Satisfaction Dedicated Work Force Superior Products or Service Customer Satisfaction Source : J. Deschamps, Product Juggernauts, 1995.

Key Elements of Strategic Innovation Mind-Set Innovation Mind-Set Innovation Product/Technology Innovation Product/Technology Innovation Business Model Innovation Business Model Innovation Value Innovation Value Innovation

The Attacker’s Strategic Options Source : P. Kotler, Marketing Management, ATTACKER DEFENDER (4)Bypass Attack (3)Flank Attack (1)Frontal Attack (2)Encirclement Attack (5)Guerrilla Attack

Sources of Strategic Insights New Perspective Strategic Insights New Voices New Passion New Conversations New Experiments

Tiger Woods - A Leader?

2. Passion ( 열정 ) 3. Innovation ( 혁신 ) 1. Focus ( 집중 ) 4. Execution ( 실행 ) The Strategic Leadership Diamond

T h a n k y o u