SUN TZU &

HIS CONTRIBUTIONS TO ENTREPRENEURSHIP

MA. ELSIE M. DIMAANO,MDAGSB MBAH 10 B

WHO WAS SUN TZU

• born in 544BC in Qi of ancient China

• Family was a member of the Shi class, an ancient class of aristocrats

• a Chinese military general, strategist and philosopher serving under King Helü of Wu

• believed to be the author of The Art of War, an influential ancient Chinese book on military strategy and the foundation of strategy for the military and business

KING OF WU’S TEST

• train 180 concubines into soldiers

• ordered the execution of the king's two favored concubines, to the king's protests after they giggled and did not follow Sun Tzu’s command when the latter reiterated the command for the 2nd time

• He explained that if the general's soldiers understood their commands but did not obey, it was the fault of the officers

• Sun Tzu also said that, once a general was appointed, it was his duty to carry out his mission, even if the king protested

• aware of the costs of further frivolity, performed their maneuvers flawlessly

THE ART OF WAR

• one of the most widely read military treatises written during the so-called Warring States of ancient China

• presents a philosophy for managing conflicts and winning battles

• interpreted in the context of  Taoist thought and practice

HOW POWERFUL IS THE BOOKTHE ART OF WAR

Qin Shi Huang (emperor of a unified China) General  Vo Nguyen Giap

HOW POWERFUL IS THE BOOKTHE ART OF WAR

THE 13 CHAPTERS OF THE ART OF WAR

CHAPTER Lionel Giles (1910)

I Laying Plans

II Waging War

III Attack by Stratagem

IV Tactical Dispositions

V Energy

VI Weak Points and Strong

VII Maneuvering

VIII Variation of Tactics

IX The Army on the March

X Terrain

XI The Nine Situations

XII The Attack by Fire

XIII The Use of Spies

PARALLELISM

WAR• dynamic, fast-paced,

and requires an effective and efficient use of scarce resources

ENTREPRENEURSHIP• dynamic, fast-paced,

and requires an effective and efficient use of scarce resources

SUN TZU (Ch 1)

ENTREP

Mission, GoalMoral Law = WAYBelieving what you are doing is right

& worth fighting for

Heaven = Season = Weather

Ground = Earth = Terrain in the scene of action

General = Commander

Law = Doctrine = Method & Discipline

Guiding Principle

Outside Forces/ Variables: Market, Fashion,

Economy

Constants: geography, roads, etc

Leadership

Organization, Control, Work ethic, Time management

(Culture, Policies, Methods)

PARALLELISM

EXTERNAL FORCES

INTERNAL FORCES

EXTERNAL FORCES

INTERNAL FORCES

LEADER LEADER

CURRENT SITUATION

WITHIN YOUR CONTROL

KEY CONCEPTSFundamental Factors Governing War

o Only go to battle when you will win.

Always look to advance your position

The External Forces

The Internal Forces

The Leader

LESSONSFROM

SUN TZU

LEADERSHIP

TRAITS OF A LEADER

CHAPTER 1

• Knowledge /Wisdom• Sincerity• Benevolence (Ch 10)

• Strictness / Discipline (Ch 9)

• Courage: must be able to face dangers

TRAITS OF A LEADER

• Right character

• Work to make nation stronger and put its needs before his own

•Make the right decisionWeigh situationKnow current sate

COMPETENCIES OF A LEADER

• Know when to fight and when not to Strike only when

situations assure victory

• When he sees opportunity, acts swiftly and decisively

COMPETENCIES OF A LEADER

• Lead by example

• Motivate troops / men

• Share soldier’s / employees trials

• Provide clear directions

SUN TZU DANGEROUS ENTREP FAULTS OF THE GENERAL (Ch 8)

Recklessness (lack of thought & empathy)

Recklessness leading to

destruction

Cowardice leads to capture

Hasty Temper (provoked by insults)

Delicacy of honor (sensitive to

shame)

Over solitude for his mean exposes him to worry &

trouble

Cowardice = “analysis from desk” (hypothesis;

assumptions)

Hasty Temper (rejection of critique which exposes chinks in the

armor)

Delicacy of honor (afraid to ask because of shyness or

embarrassment

Over-solitude (too much attention to detail; analysis

paralysis)

PARALLELISM

IN BATTLE&

IN BUSINESS

WINNING WHOLE (Ch 3)

• Philosophy of winning without fighting

• Succeed with your resources and your objective intact– winning with the least

damage and swiftest resolution; did not advocate sacrificing lives or exhausting treasury

– Capture your market! in such a way that your market is not destroyed in the process

market that are underserved

avoid a price war: leaves the market drained of profits

AVOID STRENGTHS & ATTACK WEAKNESSES

• How to find the best path to the goal

• Focus on the competition’s weaknesses / vulnerabilities which maximize our gains while minimizing the use of resources hence increasing profit

An army may be likened to water. Just as water avoids heights and always flows downhill, an army will always avoid the enemy’s strengths and attack him where he is weak. And like water whose flow is adapted to the nature and form of the ground, an army will have to adapt to the nature and situation of the enemy. And just as water has no immutable form, in battle there are no immutable conditions. He who achieves victory by adapting his tactics to the situation of the enemy can be divine. Sun Tzu (Ch 7)

INDIRECT METHODS OF FIGHTING TO SECURE VICTORY

Indirect tactics, efficiently applied,…unending as the flow of rivers and streams…

There are not more than five musical notes, yet the combinations of these five give rise to more melodies than can ever be heard

Sun

Tzu (Ch 5)

We cannot enter into alliances until we are acquainted with the designs of our neighbors

Sun Tzu (Ch 7)

By building strong alliances, moves of

competitors can be limited

SHAPING THE ENEMY

SUN TZU• Whoever is first in the field

and awaits the coming of the enemy, will be fresh for the fight; whoever is second in the field and has to hasten to battle will arrive exhausted. 

• Therefore the clever combatant imposes his will on the enemy, but does not allow the enemy's will to be imposed on him …

• Hold the enemy’s fate in your hands (Chap 6)

ENTREPRENEURSHIP• This refers to taking control

of the situation or market place / PTM and the ability to change the rules of the contest and making the opponents conform to your desires and actions

By controlling strategic points in the industry, you will be able to call the tune to which your competitors dance (Jose Lontoc)

TREATMENT OF THE ENEMY

(Ch 2)• Captured soldiers should

be kindly treated and kept• Use conquered foe to

augment one’s own strength

(Ch 11)• For the men of Wu and the

men of Yueh are enemies; yet if they are crossing a river in the same boat and are caught by a storm, they will come to each other's assistance just as the left hand helps the right

THE INTERNAL FORCES

FOREKNOWLEDGE (Ch 13)

• deep understanding of the enemy, his capabilities and environment (Ch 3, 9)

• sound information

• proactive elicitation

• Spies (Ch 13)

• Develop a network that can provide information and establish a method of processing information

BENCHMARKING (Ch 6)

• Carefully compare the opposing army with your own, so that you may know where strength is superabundant and where it is deficient.

FLEXIBILITY (Ch 6)

• Do not repeat the tactics which have gained you one victory, but let your methods be regulated by the infinite variety of circumstances

• the soldier works out his victory in relation to the foe whom he is facing

DECEPTION

APPLICATIONS TO OTHER FIELDS

APPLICATIONS TO OTHER FIELDS

IN A NUTSHELL

Sun Tzu gave us timeless , relevant, and simplified principles of

STRATEGIC THINKING which can be applied in the various facets of our lives. Whether it is business or our

personal life, we have to think strategically and tactically as we

plan and maneuver forward.

REFERENCES

• http://www.sonshi.com/why_nj.html• http://en.wikipedia.org/wiki/Sun_Tzu• http://en.wikipedia.org/wiki/

The_Art_of_War• http://www.artofwarsuntzu.com• http://www.fightingarts.com/reading/article.php?id=500• http://history.cultural-china.com/en/

37H8481H13122.html

• http://www.learntheartofwar.com/• http://www.joenewbert.com• Images from the net