Chapter 2 Waging War ()

1Chapter 4 Disposition of the Army ( Jn xng) UBMM1011 Sun Zis Art of War and Business Strategies

ChaptersDetailed Assessment and Planning () Waging War () Strategic Attack () Disposition of the Army ( Jn xng) Forces () Weaknesses and Strengths () Military Maneuvers () Variations and Adaptability () Movement and Development of Troops () Terrain () The Nine Battlegrounds () Attacking with Fire () Intelligence and Espionage () 2

UBMM1011 Sun Zi's Art of War and Business StrategiesChapter 4 & 52Chapter 4: Disposition of the Army ()Outline:Introduction Invincible in defenceNeed to attack to win2 important principles in defence and offenceHallmark for great strategies5 stages of evaluation processBusiness application: IntroductionWar as expounded by Sun Zi in the first 3 chapters of his treatise, was something to be avoided at all cost.To ensure that it would not happen, each nation state has it own responsibility too.Thus Sun Zi began chapter 4 on the Disposition of the army ( Jn xng) with a very practical recommendation :54.1 Sun Zi said: Those who were skilful in warfare ensured that they WOULD NOT BE DEFEATED, and then WAITED for opportunities to defeat the enemy

(The need to build an invincible defence as a deterrent against any overly ambitious enemy)

UBMM1011 Sun Zi's Art of War and Business StrategiesChapter 4 & 55 Invincible in DefenceDoctrine of relative superiority (according to Sunzi) 5:1 attack the enemy, 2:1 divide himThe invulnerability to attack by enemy will greatly enhanced if a strong defence force is in placeNo enemy will dare contemplate taking on such strong defenceBy ensuring that one is not vulnerable, it is then possible to look for opportunities to defeat the enemy

Foundation for conventional military doctrine the best offence is a strong defenseNeed to attack to win4.2The ability to prevent defeat depends on oneself, while the opportunity for victory depends on the enemy.4.3Those who are skillful in warfare can ensure that they will not be defeated by the enemy, but will not be able to ensure victory over the enemy.

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Strong defence will ensure that one will not be defeated by enemy but cannot guarantee victory over the enemyTo defeat the enemy, there is a need to attackTo defence or attack will depend on the relative superiority of forces and resources of your enemyUBMM1011 Sun Zi's Art of War and Business StrategiesChapter 4 & 572 important principles on defence and offenceSecrecy in defenceCreativity in offenceThe is to assured security as well as be certain of victoryAble to create the element of surprise and unpredictability4.9 the adept in defence is able to conceal his forces in the most secretive ways and places on earth.4.10 the adept person at offence is able to deploy his troops in ways that are beyond the imagination of anyone.Hallmarks of a Great StrategistCapable of doing extraordinary things:- Picking enemies who are easily conquered, extremely vulnerable.- Very careful in planning, only adopts measures and strategies that ensure victory.- Skillful in exploiting any momentum created as a result of his skill in deploying his force.Remain relatively unknown, not known for his wisdom, reputation, courage and valor.Has high moral code and a great disciplinarian - role model for his troops9UBMM1011 Sun Zi's Art of War and Business StrategiesChapter 4 & 595 Stages of Evaluation ProcessNow in warfare, evaluation must be made as follows to determine the chance for victory: 1st, The degree of difficulty (of the military campaign) based on the terrain2nd, Assessing the scope of military operation based on the estimation on the degree of difficulty.3rd, calculation of own forces (to be committed to the military campaign) based on assessment of military operation).4th, comparison are evaluated against your enemy based on calculation of your own forces5th, Based on the comparisons of forces from both sides, the chances for victory can be established10UBMM1011 Sun Zi's Art of War and Business StrategiesChapter 4 & 510SummaryDispositions of army explains:the importance of defending existing positions until you can advance them,how you must recognize opportunities, not try to create themA great general in warfare will ensures that he creates a disposition in such a way that it ensures victories

4.35 the person adept at warfare is able to command and direct his troops to fight like the accumulated gush water that plunges down mercilessly from thousands feet high. Such is the disposition of a powerful and victorious army11

UBMM1011 Sun Zi's Art of War and Business StrategiesChapter 4 & 51112Business Application"The difference between failure and success is doing a thing nearly right and doing a thing exactly right." -Edward Simmons

Concentration StrategyEntrench the product so as to resist all attacks; view the market from a high level, rapidly moving into new market opportunities as you see them. By doing this, you can protect the company while gaining market share.Vertical growth achieved by taking over a function previously provided by supplier or a distributorsHorizontal growth expanding products into other geographic locations and/or increasing the range of products and services it offer to current markets13There are two parts to this approach Focus on defending your market share against all comers. Look for ways to so entrench your product and technology with customers that they will resist all competing solutions. The classic examples of this approach are IBM (mainframes in the 1960s), Microsoft (operating systems and applications in the 1990s), and Apple (digital music in the 2000s).

Looking for additional opportunities. New market segments and niches open up on a regular basis, and its often a while before anyone notices. Keep thinking of new ways to apply existing technology, or new technologies that can be developed to coincide with the opening of a future market. IBM pretty much failed at this and Microsoft now appears to be failing as well; time will tell whether Apple can avoid their mistakes.14Poor evaluation!!!Underestimate!!!Evaluation StrategiesExample: Bad/Poor Evaluation???Initially, in 1987, Blue Arrow acquired Manpower (a company which is twice Blue Arrows size) which was then the World's largest temporary employment agency, for the price of $1.3bn.In 1987, Blue Arrow was at the centre of a financial scandal when employees ofNational Westminster Bank's investment arm, County NatWest, covered up a failed issue of 873m of new stock (intended to finance the takeover ofManpower Inc.). in 1994 the Company was acquired by Corporate Services Group for 47.8m.15

In ancient time, those adept in warfare gained victories by conquering those enemies that are easily conquered. ~Sun ZiUBMM1011 Sun Zi's Art of War and Business StrategiesChapter 4 & 515Evaluation StrategiesEither company plans for M&A, JV, penetrating new foreign market, or introducing new product in the market, company need to evaluate its strategies. Bad strategy supported by good tactics can be a fast route to failure.Success requires a balance of strategy and tactics.

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UBMM1011 Sun Zi's Art of War and Business StrategiesChapter 4 & 51617Tools for business evaluationSecrecy in Business18The Colonel's own handwritten recipe is tucked away in a safe equipped with two combination locks at KFC headquarters, with portions locked away in safe deposit boxes at undisclosed locations as backup. Only 2 company executives at any time have access to it. it uses multiple suppliers who produce and blend the ingredients but know only a part of the entire contents.

UBMM1011 Sun Zi's Art of War and Business StrategiesChapter 4 & 518"We fortified the ceiling and the floor around here with concrete bricks two feet thick," Dietl said. "We put in motion sensors also CCTV that's hooked up to security downstairs. They have 24/7 armed guys downstairs, so in the amount of 30 seconds you'll have somebody up here. Once in here, you have to have two people with two keys and two different PIN numbers, and that's what you have to have. This safe is bolted down and there is no way anybody can get in here unauthorized without us knowing about it."19

Apple Steeped inCulture of Secrecy Secrecy at Apple is not just the prevailing communications strategy; it is baked into the corporate culture. Employees working on top-secret projects:must pass through a maze of security doorsswiping their badges again and again and finally enter a numeric code to reach their officeswork spaces are typically monitored by security camerasEmployees working in critical product-testing rooms:must cover up devices with black cloaks when they are working on themturn on a red warning light when devices are unmasked so that everyone knows to be extra-careful.20UBMM1011 Sun Zi's Art of War and Business StrategiesChapter 4 & 520http://www.itbusinessedge.com/cm/community/news/bam/blog/apple-steeped-in-culture-of-secrecy/?cs=33578

Apple Steeped inCulture of Secrecy I was at the iPod launch, said Edward Eigerman, who spent 4 years as a systems engineer at Apple and now runs his own technology consulting firm. No one that I worked with saw that (iPod) coming.Mr. Eigerman was fired from Apple in 2005 when he was implicated in an incident in which a co-worker leaked a preview of some new software to a business customer as a favor. He said Apple routinely tries to find and fire leakers.21UBMM1011 Sun Zi's Art of War and Business StrategiesChapter 4 & 521http://www.itbusinessedge.com/cm/community/news/bam/blog/apple-steeped-in-culture-of-secrecy/?cs=3357822-- The End --