1. Strategic Management @ 2013Wai chamornmarn01 Introduction

2. Strategic Management @ 2013Class 2013 3. Strategic Management @ 2013 4. Strategic Management @ 2013 5. Strategic Management @ 2013Strategic management01 Introduction 02 Future AnalysisCase Studies : AEC 2025 ;Thailand 2025, Myanmar 2025,Laos2025, Vietnam 202503 Strategic Management04 Stakeholder Analysis/Business Ecosystem 05 Value Analysis/ Strategic AllianceCase Studies: Business ecosystem in Agrifood Industry( RiceMaize, Rubber , Chicken) and. Manufacturing( Automobile,Electronics and Computer)06 Industry Analysis07 Business Model 08 Dynamic CapabilityCase Studies: Ikea ,Toyota, Monsanto, CP 09 Corporate Strategy10 Competitive Strategy 11 Global StrategyCase Studies: Strategy Synthesis( Thai Company in SET) 12 Innovation Strategy 6. Strategic Management @ 2013If you is going to get A (class) , Seeking Logic, 7. Strategic Management @ 2013Professor Kaneko talking aboutOsmoregulation of Fish The eels that are bred at theuniversityDiagnosing disease damageat the Plant ClinicProfessor Segawa giving a talk in front of thedisplay of dye-sensitized solar cellsAssistant Professor Lee explaininghow real-time wireless worksMeasuring radiation levels using aGeiger-Mller tube 8. Strategic Management @ 2013Problem Solving 9. Strategic Management @ 2013Multidimensional Thinking His pattern indicates two-dimensional thinking.-Capt. Spock (Star Trek II,The Wrath of Khan) The Blind Men and the Elephant (Untermeyer, 1963). 10. Strategic Management @ 2013Dialectical Thinking Yin and Yang are opposites, both of which could not exist without the other.The idea is that everywhere in nature opposites must coexist harmoniously. 11. Strategic Management @ 2013Quantum ThinkingA or B EnergyEnergyEnergyFalseDualityParticle/WavePoint ofObservationMultiple views ofrealityAll isenergy intransition 12. Strategic Management @ 2013 ChineseStrategic Thinking 13. Strategic Management @ 2013 14. Strategic Management @ 2013 15. Strategic Management @ 2013 WesternStrategic Thinking 16. Strategic Management @ 2013Strategic Thinking 17. Strategic Management @ 201326{ } (LiedtkaINTELLIGENTOPPORTUNISMHYPOTHESISDRIVENINTENTFOCUSSYSTEMSPERSPECTIVETHINKINGIN TIMESTRATEGICTHINKINGLiedtka Model 18. Strategic Management @ 2013Strategic Thinking: Can it be Taught? 19. Strategic Management @ 2013Strategic Questions 20. The essence of strategy is synthesis rather than analysis 21. Strategic Management @ 201330 of 58ProblemHypothesisFactsAnalysisSolution 22. Strategic Management @ 2013Can You Say What Your Strategy Is?by David J. Collis and Michael G. Rukstad 23. Strategic Management @ 2013Industry DriverImpact New entrants New/substituteproducts New markets M&A activity Shifting businessmodels andeconomics Technology Regulation Consumer DispositionHIGHLOWLOW HIGHEnvironment Driver ImpactStatic IndustrySlow Incremental ChangeTransforming IndustrySteady Evolutionary ChangeDynamic IndustryRapid Discontinuous ChangeScenarioEnvisioningTraditional StrategyDevelopmentBudgetaryPlanningIdeal StrategyDevelopmentScenario Envisioning Supplement 24. Strategic Management @ 2013