Presentation

On
Strategic Human Resource
Management
by
Dr. Jamnean Joungtrakul
President and CEO, BLCI GROUP
and Senior Industry Fellow,
Graduate School of Business,
Curtin University of Technology,
Australia
3300/71, 11th Floor, Tower B,Elephant
Tower Paholyothin Road, Chompol,
Chatuchack, BKK 10900
Tel 02-937-3773 Fax 02-937-3770
Email: jamnean@blcigroup.com
Website: www.blcigroup.com 1
Food for Thought
Strategy is very important. But no one knows
what it means. Every professor in the worlds
has different version of what strategy means.
This keeps them in business but
does not help management. In answer to the
professorial question ‘What is strategy?, there
is only one universally accurate answer: ‘It
means exactly what you want it to mean to
make your own point.’ (Owen, 2002, p. 199) 2
Scope of this Presentation
Part-1: The Concept of Strategy
Part-2: Strategic Management
Part-3: Human Resource Management
Part-4: Strategic Human Resource
Management
Part-5: Case Study
Part-6: Questions and Answers
3
Part-1: The Concept of Strategy

4
The Origin of Strategy

The root of strategy can be traced

back to the golden era of the
development of classical Chinese
military strategy back in 772-221
BC.

5
The Origin of Strategy
(con’t)

The Sun Tzu Bing-Fa: The Art of War

The Sun Tzu Bing-Fa, allegedly written by the

master Sun Tzu in the fourth century BC, is the
most complete and reputable book of military
strategy that has survived to date

6
The Most Famous Quotation
from Sun Tzu
“Know your enemy, know yourself, and you
can fight a hundred battles with no danger of
defeat. When you are ignorant of the enemy
but know yourself, your chances of winning
and losing are equal. If you don’t know both
your enemy and yourself, you are bound to
perish in all battles…know the terrain, know
the weather, and your victory will be
complete.” (Chen, 1995, p. 42)
7
The Essence of Sun Tzu’s
Art of War
 The major principles of strategies;
 The importance of moral influences;
 The quality a good general should and should not
possess;
 The role of climate and terrain in determining the
situation of the battle;
 The strategy of enlarging one’s comparative strengths;
 The importance of organization and training;
 The proper usage of discipline which combines
severity and benevolence 8
The Principles of Strategies
“With careful and detailed planning, one can
win, with careless and less detailed planning,
one cannot win. How much less chance of
victory has one who does not plan at all!
From the way planning is done beforehand,
one can predict victory or defeat.” (Chen,
1995)

9
Some Critical View Points on
Strategy
“Strategy comes from the Greek word strategos,
which has its roots in military language. It refers
to a general’s grand design behind a war or a
battle.” (Noe, Hollenbeck, Gerhart and Wright,
2000, p. 42)

“Business is like a war in one respect, if its grand

strategy is correct, any number of tactical errors
can be made and yet the enterprises proves
10
successful.” (Wood, cited in Steiner, 1997, p. 5)
Some Critical View Points on
Strategy (con’t)

“Strategy is grounded in the array of

competitive moves and business approaches
management depends on to produce successful
performance (Thompson & Strickland, 1995,
p. 2)

11
Some Critical View Points on
Strategy (con’t)
“When you cut away all the jargon, this is what
strategy is all about: how you are going to do better
by being different.” (Magretta, 2002, p. 72)

“Indeed, the essence of good strategy-making is to

build a market position strong enough and an
organization capable enough to produce successful
performance despite unforeseeable events, potent
competition, and internal problems.” (Thompson &
Strickland, 1995, p. 3)
“The essence of strategy is choosing what not to do.”
(Porter, cited in Magretta, 2002, p. 71) 12
The Definition of Strategy

“Of all the concepts in management, strategy is

the one that attracts the most attention and
generates the most controversy. Almost
everyone agrees that it is important. Almost no
one agrees on what it is.” (Magretta, 2002, p.
71)

13
Some Definitions of Strategy
“Strategy is a deliberate search for a plan of
action that will develop a business’s
competitive advantage and compound it.”
(Henderson, 1991, p. 5)
“A strategy is an integrated set of choices which
identify the positioning and the competitive
advantages that beat competition on a
sustainable basis in meeting consumer needs.”
14
(Procter & Gamble)
Some Definitions of Strategy (con’t)

“A strategy is a commitment to undertake one

set of actions rather than another.” (Oster,
cited in Thompson & Strickland, 1995, p. 2)

15
Some Definitions of Strategy (con’t)
“…Strategy, in effect, is management’s game
plan for strengthening the organization’s
position, pleasing customers, and achieving
performance targets.” (Thompson & Strickland,
1995, p. 2)
“Strategy has been defined…as ‘the pattern of
decisions a firm makes.’” (Hax, cited in Kreitner,
1998, p. 196)
16
Some Definitions of Strategy (con’t)

“Corporate strategy reconciles what a company

might do in terms of opportunity, what it can do
in terms of its strength, what its management
wants it to do, and what it thinks is ethical, legal,
and moral.” (Andrews, 1991, p. 450)

17
Part-2: Strategic Management

18
The Concept of Strategic
Management Application to Business

The pioneering work on which many modern

strategy ideas rest took place at the Harvard
Business School in the early 1960s lead by
Kenneth R. Andrews and C. Roland
Christensen(Montgomery & Porter, 1991

19
The Concept of Strategic
Management Application to Business
(con’t)

The term strategy was applied to business

enterprises in the late 1970s (Magretta, 2002).

It became a full fledged management discipline

in the 1980s (Montgomery & Porter, 1991)

20
Some Definition of Strategic
Management

“Strategic management is that set of managerial

decisions and actions that determines the long-
run performance of a corporation. It includes
strategy formulation, strategy implementation,
and evaluation and control.” (Wheelen &
Hunger, 1990, p. 7)

21
Some Definition of Strategic Manageme
(con’t)

“Strategic Management is an ongoing process of

ensuring a competitively superior fit between an
organization and its changing environment.”
(Teece, 1984, cited in Kreitner, 1998)

“Strategic management = Strategic Planning +

Implementation + Control.” (Kreitner, 1998, p.
196) 22
Strategic Management Process
- Deciding what business will be in and forming
a strategic vision of where the organization
needs to be headed-in effect, infusing the
organization with a sense of purpose, providing
long-term direction, and establishing a clear
mission to be accomplished.
- Converting the strategic vision and mission into
measurable objectives and performance targets 23
Strategic Management
Process (con’t)
- Crafting the strategy to achieve the desired results
- Implementing and executing the chosen strategy
efficiently and effectively
- Evaluating performance, reviewing new developments,
and initiating corrective adjustments in long-term
direction, objectives, strategy, or implementation in
light of actual experience, changing condition, new
ideas, and new opportunities
(Thompson & Strickland, 1995, p.3) 24
 The Five Tasks of Strategic
Management
Task Task
Task Task Task
Task Task Task
1 2 3 4 5
Evaluating
Performance,
Developing a Crafting a
Implementing Reviewing New
Strategic Vision Setting Strategy to
and Executing Developments,
and Business Objectives Achieve the
the Strategy and Initiating
Mission Objectives
Corrective
Adjustment

Reviews Reviews Improve/Change Recycle to

Improve/Change
as Needed as Needed as Needed Tasks 1, 2, 3 or
as Needed
4 as Needed

25

(Thompson & Strickland, 1995, p. 4)

P&G Strategy
Deployment System

Strategy Deployment is intended to be used

by Categories to drive dramatic Business
Results. Strategy Deployment forces choice,
it forces measurement of strategy. It is
intended for Breakthrough.

26
The Seven Steps of Strategy
Deployment System
 Long Term Vision
 Develop Strategy
 Deploy Strategy
 Capability
 Do the Plans
 Review and Audit-Monthly
 Review and Audit-Quarterly
27
 Long Term Vision:
Define why we exist, where we are
headed as a Business

28
 Develop Strategy:
Develops strategy; defines the
objectives, goals, strategies,
measures. OGSM’s are the building
blocks of the system

29
 Objectives: What we are trying to achieve
(1 choice) = Words
 Goals: Howe we will measure the objective =
Numbers
 Strategies: How we will achieve the
objective/goals (1-3 choices) = Words
 Measures: How we will measure the
strategies = Numbers
30
 Deploy Strategy:
- Defines the groups responsible for delivering
the strategies/measures, and then translates to
actions/measures/accountability for execution.
- Deployment links strategies throughout the
organization and translates to what “I/we can
go do.”
- The emphasis is on what it will take to achieve
the strategy, not negotiate to a lower need.
31
 Capability:
Checks sufficiency of the plans and
capability of the organization to
deliver the plans

32
 Do the Plans:
Execute and track

33
 Review and Audit-Monthly:
- Action Planners ask, “Did we do what we
said;” they check actual vs. target, analyze
gaps, and determine adjustments.
- Reviews are the “heart” of the system,
where strategy becomes action,
accountability is established, and learning
occurs.

34
 Review and Audit-Quarterly:
- Management and Action Planners ask “Is it
working, what is needed, what is learned, how
to maintain the improvement.”
- Quarterly Reviews are the “test” for leadership’s
behaviour that creates focus, commitment, and a
learning environment or lack of focus and
compliance, or a fear environment.

35
Strategy Deployment Flow Chart
LONG TERM VISION “Defines Winning”
Purpose & Vision & Values Corp. OGSM

DEVELOP STRATEGY “What Are We

Gather Data Category OGSM Going For?”
“How Will We Get IT?”

DEPLOY STRATEGY
“How Are We Going
Function OGSM Action Plans Linkages to Organize”

no CAPABLE? “Can We Do the Plan?”

yes
DO THE PLANS “Just Do It”

REVIEW & ADJUST MONTHLY “Did We Do What

We Said We’d Do?”

REVIEW & ADJUST QUARTERLY/ANNUALLY 36

“Is It Working”
Part-3: Human Resource
Management

37
What is Human Resource
Management?
Human Resource Management is a distinctive
approach to employment management which
seeks to achieve competitive advantage
through the strategic deployment of a highly
committed and capable workforce, using an
integrated array of cultural, structural and
personnel techniques (Storey, 1995, p. 5)

38
The Major Component of
HRM-Beliefs and Assumptions
- That it is the human resource which gives
competitive advantage
- That the aim should be not more compliance
with rules, but employee commitment
- That therefore employees should be very
carefully selected and developed

39
The Major Component of
HRM-Strategic Qualities
- Because of the above factors, HR decisions
are of strategic importance
- Top management involvement is necessary
- HR policies should be integrated into the
business strategy-stemming from it and
even contributing to it

40
The Major Component of HRM-
Critical Role of Managers
- Because HR practice is critical to core activities of
the business, it is too important to be left to
personnel specialists alone

- Line managers need to be closely involved both at

deliverers and drivers of the HR policies

- Much greater attention is paid to the management of

managers themselves
41
The Major Component of
HRM-Key Levers
- Managing culture is more important than
managing procedures and systems
“Just Do It”
- Integrated action on selection, communication,
training, reward and development
- Restructuring and job design to allow devolved
responsibility and empowerment (Storey, 1995,
p.6) 42
Human Resource Management vs.
Personnel Management-Similarities
- Both emphasise the importance of integrating
personnel/HRM practice with organizational goals
- Both vest personnel/HRM practice firmly in line
management
- Both, in the main, stress the importance of individuals
developing their abilities fully for their own personal
satisfaction to make their ‘best contribution’ to
organizational success
- Both identify placing the ‘right’ people into the ‘right’
jobs as an important means of integrating
personnel/HRM practice with organizational goals,
including individual development (Legge, 1995)
43
HRM vs. PM- Differences
- HRM focuses on employees as resources which, like
other resources, need to be used efficiently
- Employees are viewed as a key resource, which
employers actively pursuing employee commitment to
corporate goals and values.
-Only through a systematic sets of policies on recruitment,
rewards for performance, staff appraisal, training and
development, and effective communication, it is argued,
can commitment and excellence be achieved

44
HRM vs. PM- Differences
(con’t)

- HRM assumes that personnel management is the

responsibility of all line managers rather than of
personnel specialists
- There is a preference for individual management
communication with employees, rather than relying
on collective forms of information exchange
through trade unions
- HRM assumes a neo-unitary model of employee
relations, in contrast with the pluralist model
underpinning traditional personnel management
(Farnham, 1997)
45
Differences and Similarities between PM and HRM
Selected Dominant models of the personnel function
characteristics Paternalist welfare model Professional personnel HRM model
model

Orientation Welfare, moral and humanistOccupational, service and Managerial, market and HR
manpower control utilisation
Paternalist
Ideology Person management Collectivist Individualist
Role of personal System management Resource
management Administrative
Relationship with line Advisory/executive Strategic
management Human relations
Generic activity relations Industrial relations Employee
Workers
Status of workforce Social Employees Professionals
Contract with workers Legal Psychological
Marginal
Role of unions Adversarial Collaborationist/absent
Slow
Change Moderate Continuous
Protected
Market position Stable Competitive
Cost containment of labour
Attitude to workforce Cost-effectiveness of Investment in human
workforce resources

46

Source: Farnham, 1990

Criticism of HRM

- Old wine in new bottles?

- Is it a case of the ‘emperor’s new clothes?
- HRM equates to ‘Human Resource
Manipulator’?
- HRM against or avoid trade union?

47
My Own Professional Opinion
- I see it as a development of management
- I agree with Legge (1995, p. 75)
“[HRM is], in theory, a more central strategic
management task than personnel management in that
it is experienced by managers, as the most valued
company resource to be managed; it concerns them in
the achievement of business gaols and it expresses
senior management’s preferred organizational
values”.
48
An Organization with a
Strong Commitment to HRM
- The firm competes on the basis of product quality and
differentiation as well as price

- Human resource considerations weigh heavily in corporate

strategic decision making and governance processes.
Employee interests are represented through the voice of
the human resource staff professionals and/or employee
representatives consult and participate with senior
executives in decision that affect human resource policies
and employee interests. In either case, employees are
treated as legitimate stakeholders in the corporation

49
An Organization with a
Strong Commitment to HRM (con’t)
- Investments in new hardware or physical technology are
combined with the investments in human resources and
changes in organizational practices required to realise the
full potential benefits of these investments
- The firm sustains a high level of investment in training,
skill development and education, and personnel practices
are designed to capture and utilise these skills fully
- Compensation and reward systems are internally
equitable, competitive and linked to the long-term
performance of the firm
50
An Organization with a Strong
Commitment to HRM
(con’t)
- Employment continuity and security is an important
priority and value to be considered in all corporate
decisions and policies
- Workplace relations encourage flexibility in the
organization of work, empowerment of employees to
solve problems, and high levels of trust among
workers, supervisors and managers
- Worker rights to representation are acknowledged and
respected. Union or other employee representatives
are treated as joint partners in designing and
overseeing innovations in labour and human resource
51
practices (Beaumont, 1995, p.40)
Part-4: Strategic Human
Resource Management

52
Strategic Human Resource
Management (SHRM):

A pattern of planned human resource

deployments and activities intended
to enable an organization to achieve
its goals (Noe, Hollenbeck, Gerhart &
Wright, 2001, p.611)

53
Strategic Human Resource:

The process of linking HR practices to business

strategy. Strategic HR is owned, directed, and used by
line managers to make HR strategies happen. Line
managers invest in the HR function through strategic
HR. Strategic HR creates a process for moving from
business strategy to organizational capability to HR
practice. HR planning often describes the processes
whereby business strategies results in HR actions.
Strategic HR serves stakeholders of the business
(investors, customers, and employees) who want the
business deliver results (Ulrich, 1997, pp.189-190) 54
 The Process of Strategic
Human Resource Management
Strategy Formulation Strategy Implementation

External Analysis Human Resources Practices

Opportunities Threat Recruitment Job Analysis
Training Job Design
Performance Selection
Management Development
Labor Pay Structure
Relations Incentives
Mission Goals Strategic Human Firm
Employee Benefits
Choice Resource Performance
Relations
Needs Productivity
Skills Quality
Behaviors Human Human Profitability
Culture Resource Resource
Capability Actions
Skills Behaviors
Internal Results
Abilities
Analysis (Productivity,
Knowledge
Strengths Absenteeism,
Weaknesses Turnover)
Emergent 55
Strategies
(Noe, Hollenbeck, Gerhart & Wright, 2001, p.22)
Human Resource Strategy
Formulation:

The process of deciding on a strategic direction

by defining a company’s mission and goals, its
external opportunities and threats, and its
internal strengths and weaknesses (Noe,
Hollenbeck, Gerhart & Wright, 2001, p.611)

56
Human Resource Strategy:

-HR strategy refers to building an agenda for

the HR function.
-HR strategy creates a purpose and focus for
the HR function.
-HR strategy serves HR professionals who
want to add value to their business, and it
defines the mission, vision, and priorities
of the HR function (Ulrich, 1997, p. 190)
57
 The Process of Human Resource
Strategy Formulation
External
Analysis
Opportunities
Threats

Mission Goals Strategic

Choice

Internal
Analysis
Strengths
Weaknesses

58

(Noe, Hollenbeck, Gerhart & Wright, 2001, p.24)

 Types of Human Resource Strategy
Formulation Process
Approaches to Merging Strategic and HR Planning
Afterthought/“Add-on” Integration Isolated
The focus is on business The focus is on a synthesis of The focus is on HR practices
planning, with HR practices business and HR planning. and how the HR function can
considered as an add value to line business.
afterthought.
Line managers own the HR Line managers and HR HR professionals work on the
discussions, with tangential professionals work as plan and present it to line
involvement of HR partners to ensure that an managers.
professionals. Integrated HR planning
process occurs.
The outcome is a summary of The outcome is a plan that The outcome is an agenda for
HR practices required to highlights HR practices that HR function, including
accomplish business plans. are priorities for priority HR practices
accomplishing business
results. 59

Ulrich (1997, p.59)

 Motorola Human Resource
Strategic Formulation Process
- Identify the organizational unit and organize the
workshop
- Prioritize the trends in the business environment
- Specify the sources of competitive advantage and the
measurements for each source of competitive advantage
- Define the desired cultural capabilities together with the
behavioural expressions of these cultural capabilities
- Identify the HR practices that will have greatest influence
on creating and sustaining the desired culture
- Develop an overall implementation plan
60

Ulrich & Brockbank (2005, pp.152-153)

 Human Resource Strategy
Implementation:

The process of devising structure and

allocating resources to enact the
strategy a company has chosen

61

(Noe, Hollenbeck, Gerhart & Wright, 2001, p.611)

 Human Resource Organization

-It is the process of diagnosing and improving an

HR function to deliver HR services.
-It creates a process that ensures HR strategies
happen and, like HR strategy, it serves HR
professionals in adding values to their business.
-HR organizations are investments by HR
executives in HR professionals

62

Ulrich (1997, p.190)

 Human Resource Strategy
Implementation Process:
HR Practices
Recruitment Job Analysis
Training Job Design
Performance Selection
Management Development
Labor Pay Structure
Relations Incentives
Employee Benefits
Firm
Strategic Human Relation
Performance
Choice Resource Productivity
Needs Quality
Skills Profitability
Behaviors Human Human
Culture Resource Resource
Capability Actions
Skills Behaviors
Abilities Results
Knowledge (Productivity,
Absenteeism,
Turnover)
63
Emergent Strategies

(Noe, Hollenbeck, Gerhart & Wright, 2001, p.53)

 The Case of Amoco Corporation
Revised People Strategies Driven by Amoco Strategic Framework and
Organizational Capabilities Required to Execute Business Strategies

External and • New competitors (foreign national oils, well-heeled independents)

Internal • Weakened demand
Environment • Loss of oligopolistic control
• Fewer “good
opportunities”
• Decisions need to be faster and closer to the material
• Poor recent financial performance
• Limited funds for reinvestment
• Declining
productivity
• Domestically focused businesses
• Centralized decision making
• Strong technical skills

Operating Strategy • Build better customer relationships

• Better manage response to supply/demand cycles
• Manage costs through cost 64
reduction and reengineering •
Increase investment outside North America
Ulrich (1997, p.225)
 The Case of Amoco Corporation
(con’t)
Organizational • Rapid consensus-building and decision-marking
Capabilities • Effective negotiation and deal-making
• Investment/divestment opportunities
identification • Rapid deployment
of resources •
Rapid development of appropriate products and services
• Relentless focus on costs
• Understand cost/value
relationships •
Create/sustain relationships • Integrate/manage cultural diversity
• Understand/anticipate customer requirements

People Strategies Strategy 1: Improve Amoco’s organizational capability to act quickly

and decisively (speed and agility).
Strategy 2: Build and deploy critical people competencies
(competence).
Strategy 3: Increase the return on investment in people (cost
effectiveness). 65

Ulrich (1997, p.225)

 Human Resource Strategy
Evaluation and Control
- The last part of the strategic management model is
the evaluation of performance and the control of
work activities
- Control follows planning. It ensures that corporation
is achieving what it set out to accomplish
- Just as planning involves the setting of objectives
along with the strategies and programmes necessary
to accomplish them, the control process compares
performance with desired results and provides the
feedback necessary for the management to evaluate
results and take corrective action, as needed
66

Wheelen & Hunger (1990, p. 280)

P&G Do and Review
Monthly Model:
“Do what we said we would do”
“Did we do it, is it working?”
Step 1: Are we doing what we said we would do; if not
why? If yes, look at targets vs. actual results
Step 2: Do analysis to determine major cause for gap
vs. target
Step 3: Make adjustments, if needed
Step 4: Make requests on decisions/resources needed
Step 5: Summarize learning
67
P&G Review and Adjust
Quarterly Model:
Is it working?
Step 1: Review OGSM
Step 2: Overview Action Plan and
Rationale
Step 3: Review Plan vs. Results
Step 4: Review Summary of Causes and
Adjustment
68
 HR Performance
Driver Measures (Sample)
Access to business information to Extent to which HR is helping to
facilitate decision making develop necessary leadership
Adherence by the workforce to core competencies
values, such as cost consciousness Extent to which HR does a thorough
Average change in performance-appraisal job of pre-acquisition soft-asset
rating over time due diligence
Change in employee mind-set Extent to which HR leadership is
Climate surveys involved early in selection of
Consistency and clarity of messages from potential acquisition candidates
top management and from HR Extent to which HR measurement
Customer complaints/praise systems are seen as credible
Customer satisfaction with hiring process Extent to which information is
Degree of financial literacy among communicated effectively to
employee employees
Etc.
69

Becker, Huselid and Ulrich, 2001, p. 71

Part-5: Case Study

70
แนวทางการทำากรณี ศึกษา

 แนะนำากรณี ศก
ึ ษา
 แบ่งกล่ม
่ ทำากรณี ศึกษา
 นำาเสนอผลการทำากรณี
ศึกษาของกล่่ม
 วิทยากรนำาเสนอผลการทำา 71
 กรณี ศก
ึ ษา
บริษท
ั ไทยอ่ตสาหกรรม
พลาสติก จำากัด
ข้อมูลทัว
่ ไป
• เริม
่ แรกจดทะเบียนเป็นห้างห้น
่ ส่วนจำากัด ปี
2520
• เป็นบริษท
ั ทีถ
่ อ
ื ห้่นโดยคนไทย 100%
• ประกอบกิจการด้านการผลิตบรรจ่ภณ ั ฑ์
พลาสติกสำาหรับสินค้าอ่ปโภคบริโภค
• การบริหารงานเริม
่ แรกเป็นในลักษณะครอบครัว
• ปี 2523 บริษท
ั ขยายกำาลังการผลิต และย้ายทีต
่ ง
ั้
72
โรงงาน และจดทะเบียนเป็น
• บริษทั ขยายตลาดไปยังต่างประเทศแถบ
เอเชีย ย่โรป และอเมริกา
• ปรับเปลีย
่ นรูปแบบการบริหารจัดการไปสู่
ความเป็นสากลมากขึ้น
• ปี 2537 เพิม
่ ท่นจดทะเบียนเป็น 50 ล้าน
บาท และต่อมาเพิม ่ เป็น 70 ล้าน
บาทใน ปั จจ่บัน
• ปี 2543 บริษท
ั ขยายพื้นทีก
่ ารผลิตเป็น
แบบระบบ “Clean-Room”
(Millennium Plant) ด้วยเทคโนโลยี 73

ระดับสูง และห้องตรวจสอบทีท ่ น
ั สมัย
วิสย
ั ทัศน์ขององค์กร

• เป็นองค์กรชัน ้ นำาด้านการพัฒนา
ออกแบบ และผลิตบรรจ่ภัณฑ์พลาสติก
สำาหรับเครื่องสำาอาง อาหาร และยาใน
ระดับโลก
• ม่่งเน้นสร้างค่ณค่าความสำาเร็จร่วมกับ
ลูกค้าและบ่คคลกรขององค์กร
• มีกรรมวิธีเทคโนโลยีการผลิตร่วมกับการ
บริหารจัดการทีม ่ ป
ี ระสิทธิภาพ 74

ด้วยต้นท่นทีเ่ หมาะสม
เป้ าหมาย

• ่ ยอดขายไม่ต่ ำากว่า 20 % และมี

เพิม
สัดส่วนในกาส่งออกไม่นอ ้ ยกว่า 3 ใน
4 ของสินค้าทัง
้ หมด
• พัฒนาเทคโนโลยีทางการผลิตอย่างต่อ
เนื่ อง รวมถึงระบบสารสนเทศทีม ่ ี
ประสิทธิภาพเพื่อเพิม ่ ขีดความสามารถ
ทางการแข่งขันในตลาดโลก
• รักษาและขยายฐานลูกคาให้ครอบคล่ม
ทัว
่ โลก ภายใต้มาตรฐานค่ณภาพ
75
Part-6: Questions and Answers

76