Stratejik yönetim ve beton prefabrikasyon sektöründe çalışan bir işletmede uygulaması

Abstract

Bu yüksek lisans tezinde stratejik yönetim konusu ele alınmış, son dönem yaklaşımlarla güçlendirilerek genel olarak metodize edilmeye çalışılmıştır. Bu metodizasyonun uygulamaya yönelik olması ve olası problemlerin ve eksik tarafların ortaya konulması amacı ile Beton Prefabrikasyon sektöründe çalışan bir işletmede uygulama yapılmıştır. İlk bölümde, hızlı değişim çağında kendilerine yol bulmak isteyen işletmeler için stratejik yönetimin önemi anlatılmıştır. İkinci bölümde ise, stratejik yönetim teorik yanları ile ortaya konulmuştur. İlgili kavramlar tanımlanmış, faydaları, tarihçesi anlatılmıştır. Daha sonra stratejik analize geçilmiştir. Stratejiler temel olarak şirket bazında, iş bazında ve fonksiyonel bazda gruplandırılmıştır. Genel dış çevre analizleri yapılmış, daha sonra işletme bazına inilerek zayıf ve kuvvetli yanlar ortaya konmuştur. Bu bazda inceleme yaparken çeşitli fonksiyonel stratejilerden (taktikler) bahsedilmiştir. Yine bu bölümde başlıca stratejik yönetim teknikleri irdelenmiştir. Hiyerarşik olarak önce, şirket stratejileri için portföy analizleri ve türevleri, sonra, iş stratejileri için kullanılan teknikler incelenmiştir. Tekniklerden sonra uygulanabilecek çeşitli stratejiler tanıtılmıştır. Daha sonra uygulama ve kontrol aşamaları hakkında bilgi verilmiştir. Üçüncü bölümde ise, beton prefabrikasyon sektörü ve Gök Grubu hakında bilgi verilmiştir. Sektör, önce arz ve talebi belirleyen unsurlar açısından irdelenmiş, sonra dünyada ve Türkiye'deki durumu analiz edilmeye çalışılmıştır. Dördüncü bölüme gelindiğinde ise geçen iki bölümde sunulan bilgiler ışığında sentez yapılmaya çalışılmıştır. Stratejik yönetimin basamakları sırası ile Grup üzerine uygulamaya konulmuştur. Daha önce sadece tanıtılan genel dış çevre, iş çevresi ve iç analizler burada bir notlandırma sistemi ile rakamsal olarak ortaya konulmuştur. Uygulama ve kontrol mekanizmalarının kurulması ile bu bölüm tamamlanmıştır. Sonuç ve öneriler bölümünde ise, stratejik yönetimin çeşitli kaynaklarda farklı olarak ortaya basamakları uygulama sonucunda elde edilen bilgiler ışığında yeniden düzenlenmiştir. Bunun yanında Grup için genel strateji ve çeşitli pazarlama taktikleri önerilmiştir.

In this master's thesis, strategic management issue has been investigated. It has been aimed to methodize the strategic decision flow by improving the issue with the latest managerial approaches. In order to face it applicable and view the deficiencies and problems, an application has been made. A company concentrated in prefabricated concrete parts has been selected as the case. In the first chapter the importance of strategic management is emphasized. The velocity of technological change has highly increased especially in the last quarter of the 20 century. This increment hardens the decision-making process in almost every business. Today's managers most important capability is guiding his company (or department) in the bad storms, by admitting this strong wind of change. Estimating how the future will affect the community, precautions should be prepared, or, in order to maximize the beneficiary, required conditions should be provided. The real successful managers are the converters disadvantages to advantages. In order to make easier the management process, there must be some predetermined basic philosophy or direction. "Strategy" notion is at this point. Unificating with the other functions (planing, organizing, coodinating, motivating, control) of management and the change in evironment, "Strategic Management" is a method of finding the rigth way. Ignoring daily, detailed, short-term problems, it is the work of improving the vision of the community. Every operational decision in a company has to face to basic objectives. Giving a direction to the firm in the blurred future is vital. On the other hand, this objective should not be considered to be so rigid, future can even create changes in it. Appropriate organizational structure and organizational culture are also in the study of strategic management. Customer oriented management based "Total Quality Management" gives very important clues in the determination of the strategies. A Japan oriented Hoshin Planing Technique emphasizes that some quality objectives should be stated as well as other operational ones. Strategic management is a process of finding out the satisfactional equilibrium of all stakeholders (consumers, customers, workers, stockholders, suppliers, subcontractors and whole society) as well as the estimation of the future. XI The firms, which do not consider strategic management approach, are highly concentrated in the productivity. Productivity is vital for a firm, but it is tougth to be the only saver in crisis times. It can not be denied to be one of basic policy of company in the whole activities. In this approach, managers want to use the sources as efficient as they can. But in the strategic management approach they first state some targets, then find out the required sources. In other words, sources are determined depending on aims, aims are not set depending on sources. In the second chapter strategic management theory is stated. After definitions of concerned notions (like vision, mission, tactic, objective, policy, plan, program, budget, process, procedure, scenario), the improvement history has been told. In the strategic analysis, environmental and internal scrutiny analyses have been generally stated. In the base of the environmental analysis, it is desired to find opportunities and threatens of the future. On the other hand strength and weaknesses are exposed in the internal scrutiny. Some operational tactics and policies (like marketing, finance, production, human resources, research and development, supply) have also been stated here. These analysis are limited at this point, because more detailed ones are going to be practiced in Chapter 4. In an other part of Chapter 2, strategic management techniques have been described. Strategies have been classified into two main groups: due to hierarchical levels (corporate, business and tactical) and due to the functions (like developing, stable developing, possession, decreasing investments, elimination, etc.). Hierarchically, portfolio analysis and its derivatives (like Boston Information Group, strategic grouping, GE Analysis, Hofer Analysis) have been explained at the corporate level. In the business strategy techniques, product life cycle, learning curves, Profit Impact of Marketing Strategies Analysis, Porter's Five Forces Model, De Bono's Sur Petition Approach have been stated. Functional strategies (tactics) have been told before. In the last part of Chapter 2, some knowledge about application and installing control mechanisms (like budgets and responsibility centers) has been given. In the third chapter, prefabricated concrete sector and Gök Group has been introduced. The demand components (price of commodity, price of substitution commodities, price of complementary commodity, population of consumers, incomes of consumers and preferences) and supply components (price of commodity, factor prices, technology, energy and communication) analysis have been made in order to determine the economic value of the sector. The existing position of sector in the world and in Turkey has also been told here. Concentration and HHI Ratio analysis are made for measuring the existing competition. In the fourth chapter, a synthesis between last two chapters has been made. The steps of strategic management have been applied to the Group. The hierarchical classification performed the skeleton of the methodology. The following steps have been considered: Corporate Strategies - General environmental surveillance xu - Determination of vision - Determination of mission (a common one among vertical integrated SBU) and quality policy - Definition of Strategic Business Units (SBU) - Horizontal and vertical integration - Corporate philosophy - Portfolio analysis - Life cycle of every SBU - The design of long and medium-term strategies - Objectives at corporate level - Resource distribution - Budgeting - Installation managerial substructure Business Strategies - Mission of the business - Strategic state and position determination matrix analysis - Business environment analysis - Internal scrutiny - Strategic customers - Determination of strategy alternatives and selection of the most appropriate one - Objectives at business level Functional Strategies Functional and departmental action plans and objectives in the way of predetermined strategies Application Applying due to the calendar Strategic Control Determining the success of reaching to objectives, changing conditions At the beginning, corporate strategies have been studied. General environmental analysis has been done to make future estimation and determine the trends of the world and Turkey. A numerous analysis had been done at this point in order to determine the strategic gap between the existing conditions and desired (or expected) positions in five years' time. In this study general environmental factors are taught to be: 1. Technological 2. Social-cultural 3. Economic 4. Laws and political 5. Natural Each factor has been parted into subfactors. These subfactors have been evaluated between 1 (very disadvantageous for the company) to 5 (very advantageous for the company). This evaluation is made for both, now and future. The averages of Xlll subfactors show the value for the main factor, and, the difference between the average of now and future shows the strategic gap. In the light of the preceding analysis, the vision of the corporation, containing definition of Strategic Business Units (three SBU for the Group), integration and philosophy, is stated. Then pre-explained portfolio analysis is applied for the Group. Product life curve of every SBU is drawn and criticized and long and medium-term strategies are designed. Main objectives are determined at corporate level. Then resource distribution and budgeting is made due to the objectives of each SBU. Installing managerial substructure strategic management at corporate level is finished. At first, the mission of one SBU (Gök Construction and Trade Co.) is determined in the business level (but may be stated in corporate level). A lower level analysis, strategic state and position determination matrix has been done as an other approach to the case. Then business environment factors have been analyzed: 1. Characteristics of the product 2. Market and consumers 3. Rivalry 4. Suppliers market 5. Other business environment factors 6. Market entry barriers 7. Barriers of leaving the market Porter's five forces model is also applied here. Then internal scrutiny analysis have been analyzed: 1. Organization system 2. Marketing 3. Production 4. Finance and accounting 5. Research and development 6. Human resources 7. Synergy 8. Management 9. Control The aim is again the strategic gap between now and future. This numerical analysis shows how much to do for each factor as explained before. After these analysis is in turn of determination of strategic customers, which will reach the Firm to its strategic objectives, evaluating them in the aspects of importance, providing income and profitability. Different strategy alternatives are determined and the most appropriate one is selected. Determining objectives finishes business level strategic management. Functional and departmental action plans and objectives are described in the way of predetermined strategies. A strategic management calendar is formed for the practice. Strategic control is related to the success of reaching to objectives, viewing the changing conditions. Hierarchically, the concerning workers should control objectives. XIV In the fifth chapter, conclusions and suggestions have been given. The preceding (general environmental, business environmental and internal scrutiny) analysis are criticized again and in five years' time the most changing environmental factors are technology and economy, then laws and political. In business environmentally the most important result is the worse rivalry, but leaving the market has been tought to be easier. In the internal scrutiny the firm has much to do in the research and development. Then, have to improve the control mechanisms. New finance and accounting and marketing techniques will also be applied in the future. Suggestions are made in three headings: - A method for strategic management (In the literature there are many different ways of approach. They have been synthesized in the light of the information gathered in the case study) - A unified engineering and construction strategy suggestion (about project improving and management) - Marketing tactics for the Firm The thesis is finished by the general evaluations related to the issue.