全球战略管理PPT课件

1 LeveragingResourcesandCapabilities 3 GSM 2 Outline UnderstandingresourcesandcapabilitiesResources capabilities andthevaluechainTheVRIOframeworkDebatesandextensionsThesavvystrategist 3 Acknowledgement ThefollowingslidesarebasedonPowerPointslides copyrightDeng 2009 andOriginalslidespreparedbytheLecturer 4 LearningOutcomes AttheendofthissessionStudentsshouldhaveanunderstandingof HowtoconductanEnvironmentalanalysisusingSWOTandtoundertakeaValueChainAnalysis 5 ZARABREAKSINDUSTRYRULES Zara parentInditex oneofthehottestfashionchainsFoundedin1975Headquarters SpainGlobalBusiness Europe Asia N AmericaSinceinitialpublicofferingin2001TripledsalesandprofitsDoublednumbersofstoresforits8brands Zaracontributes2 3oftotalsales 6 ZARABREAKSINDUSTRYRULES 2008totalstores 3 100in64countries3newestcountries China Serbia TunisiaZaraoccupiesclassylocations 7 ZARABREAKSINDUSTRYRULES GAP 16bnsales11 marginsAround6000itemsannuallyEverythingthesame3 4 ofsalesonadvertising ZARA Inditex 12bnsales16 5 margins20000itemsannuallyManydifferent lookdifferent0 3 ofsalesonadvertising 8 ZARABREAKSINDUSTRYRULES R 1 AvoidstoresrunningoutofitemsZara Occasionalrunoutscontributetoan urgetobuy NewitemsarrivetwiceaweekBuynowormissoutLondonshoppersvisitZara17timesayear 4timesmorefrequentlythanaverage 9 ZARABREAKSINDUSTRYRULES R 2 LotsofAdvertisingZara Highstoretrafficreducesneedforadvertising 10 ZARABREAKSINDUSTRYRULES R 3 OutsourceZara Mostproductionisin houseandinSpainExtraresponsivesupplychain15daystoin storedelivery v2months MostitemssoldatfullpriceDiscountsat15 v40 11 ZARABREAKSINDUSTRYRULES WhyhasZarabeensosuccessfulinsuchacrowdedindustry Zarahasdistinctivecompetencies certainresourcesandcapabilitieswithinthecompanythatarenotcommontoindustryrivals aresource basedviewofstrategy 12 VIEWSOFSTRATEGY RESOURCE BASEDVIEWOFSTRATEGYFocusesthefirmontheINTERNALENVIRONMENTINDUSTRYBASEDVIEWOFSTRATEGYFocusesthefirmontheEXTERNALENVIRONMENT 13 SWOTorOTSWANALYSIS ExternalOPPORTUNITIES ExternalTHREATS InternalSTRENGTHS InternalWEAKNESSES O T S WorS W O T INDUSTRYBASED RESOURCEBASED 14 ResourcesandCapabilities TangibleResourcesandcapabilitiesthatareobservableandeasilyquantifiedBroadlyorganizedinfourcategories FinancialPhysicalTechnologicalOrganizational 15 ResourcesandCapabilities IntangibleResourcesandcapabilitiesnoteasilyobservedordifficult orimpossible toquantifyExamplesinclude HumanInnovationReputationalSeeTable3 1 p 65forexamples 16 TheValueChain ValueChainThefunctionalactivitieswithinthefirmthatcreatevalueinthegoodsandservicesproduced 17 TheValueChain ComponentsoftheValueChainPrimaryactivitiesAredirectlyassociatedwiththedevelopment production anddistributionofgoodsandservicesSupportactivitiesAssistintheaccomplishmentofprimaryactivities 18 Porter sValueChainAnalysis CORE BUSINESS ACTIVITIES SUPPORT Strategy Marketing Finance etc ACTIVITIES Whichcore supportactivitiesdoyoukeepinhouse Whichonesdoyoucontractout formalliances acquire Wheredoyoudevelopcapabilitiesandresources 19 TheValueChain Figure3 1 PanelA Anexampleofvaluechainwithfirmboundaries 20 TheValueChain Figure3 1cont d PanelB Anexampleofvaluechainwithsomeoutsourcing 21 In housevOutsourcing Domesticin houseactivity Domesticoutsourcing Establishsubsidiariestodoin houseworkinforeignlocations Internationaloutsourcing 22 TheVRIOFramework VALUERARITYIMITABILITYORGANIZATIONAL VRIOFRAMEWORK 23 TheVRIOFramework FourfundamentalquestionsofVRIOValue dotheresourcesandcapabilitiesaddvalue Necessaryforacompetitiveadvantage 24 TheVRIOFramework FourfundamentalquestionsofVRIORarity howrarearethevaluableresourcesandcapabilities Valuable butcommonparity notadvantageValuableandrarecanleadtotemporaryadvantageIfeveryonehasit youcannotmakemoneyfromit 25 TheVRIOFramework ImitabilityEasiertoimitatetangibleresources capabilitiesthanintangibleonesTwowaystoimitate directduplicationandsubstitutionDirectduplication mostdifficultSubstitution lesschallenging butnoteasy 26 TheVRIOFramework ImitabilityWhyisimitationsodifficult HardtoacquireinashorttimewhatcompetitorshavedevelopedoveralongtimeEventsearlierintimeaffectfutureeventsDifficulttoidentifycausaldeterminantsofperformanceValuable rare butimitableresources capabilities temporaryadvantageOnlyvaluable rareandhard to imitateresources capabilities sustainedcompetitiveadvantage 27 TheVRIOFramework OrganizationHowisafirmorganizedtodevelopandleveragethefullpotentialofitsresourcesandcapabilities UsingcomplementaryassetseffectivelyManagingsocialcomplexityeffectivelyInvisiblerelationshipscanaddvalue makeimitationmoredifficult 28 DebatesandExtensions Firm versusIndustry SpecificDeterminantsofPerformance BothviewsarecomplementarytoeachotherStaticResourcesversusDynamicCapabilities 29 DebatesandExtensions Theresource basedview incorporatingdynamiccapabilitiesTacitknowledge Learningbeforedoing versus learningbydoing SimplerulestoguidebehavioranddecisionsDevelopnewresources capabilitiesLessbundledresources capabilities 30 TheSavvyStrategist Developingresources capabilitiesthatarevaluable rare hard to imitate andembeddedinorganizationalstructuresandsystemscanhelpfirmsachievesuccessfulperformance 31 TheSavvyStrategist LessonsfromtheVRIOframeworkTaskforstrategists buildfirmstrengthsbyidentifying developing andleveragingresources capabilitiesImitationisnotlikelytobeasuccessfulstrategySustainedcompetitiveadvantagewillnotlastforeverFirmsshouldtrytodevelop strategicforesight 32 TheSavvyStrategist cont d Fourfundamentalquestions ResourceBasedViewsWhydofirmsdiffer ResourceheterogeneityHowdofirmsbehave TakeadvantageofstrengthsandovercomeweaknessesWhatdeterminesthescopeofthefirm HowafirmperformsrelativetorivalsWhatdeterminestheinternationalsuccessandfailureoffirms Firm specificresources capabilitiesandabitofluck 33 MakeorBuyintheMotorV I MAKE In house Productionrequireshighlevelof