策略管理Chapter3(1)ppt课件

1、The Internal Environment: Resources, Capabilities andCore CompetenceMichael A. HittR. Duane IrelandRobert E. HoskissonChapter 3Strategy ImplementationChapter 11OrganizationalStructure and ControlsChapter 10CorporateGovernanceChapter 12StrategicLeadershipStrategy FormulationStrategicCompetitivenessAb

2、ove-AverageReturnsStrategic IntentStrategic MissionChapter 2The ExternalEnvironmentChapter 3The InternalEnvironmentThe Strategic Management ProcessFeedbackStrategic InputsStrategic ActionsStrategic OutcomesChapter 13StrategicEntrepreneurshipChapter 6Corporate-Level StrategyChapter 9CooperativeStrate

3、gyChapter 5Competitive Rivalryand CompetitiveDynamics Chapter 8InternationalStrategyChapter 4Business-LevelStrategyChapter 7Acquisition andRestructuringStrategiesSustainability of a Competitive Advantage競爭優勢之耐久性Sustainability of a competitive advantage is a function of:the rate of core-competence ob

4、solescence due to environmental changes老化速度the availability of substitutes for the core competence替代品the imitability of the core competence複製External and Internal AnalysesGeneralEnvironmentGeneralEnvironmentGeneralEnvironmentSocioculturalGlobalTechnologicalPolitical/LegalDemographicEconomicIndustryE

5、nvironmentCompetitorEnvironmentBy studying the external environment, firms identify what they might choose to doOpportunities and threatsExternal and Internal AnalysesThe FirmBy studying the internal environment, firms identify what they can doUnique resources, capabilities, and core competencies(su

6、stainable competitive advantage)External and Internal AnalysesChallenge of Internal AnalysisHow do we effectively manage current core competencies while simultaneously developing new ones?現有與新中心才干How do we assemble bundles of resources, capabilities and core competencies to create value for customer

7、s?組合與創造價值How do we learn to change rapidly?迅速變革Three Conditions Affecting Managerial Decisions About Resources, Capabilities, and Core CompetenciesUncertainty regarding characteristics of the general and the industry environments, competitors actions, and customers preferencesComplexity regarding th

8、e interrelated causes shaping a firms environments and perceptions of the environmentsIntraorganizational Conflicts among people making managerial decisions and those affected by them內在環境分析的關鍵問題包括：以下三種情況，使管理者很難制定資源、才干與中心才干方面有關決策：不確定性:指外部環境中各要素的不確定性複雜性:指企業因為環境要素的不確定與變化,添加決策的複雜性組織內衝突:決策制定時意見與看法的分歧與衝突假

9、设能抑制上述三項關鍵性問題,將會是難得的企業才干Components ofInternal AnalysisDiscovering CoreCompetenciesResourcesTangibleIntangibleCapabilitiesCoreCompetenciesCompetitiveAdvantageStrategicCompetitivenessFour Criteriaof SustainableAdvantagesValuableRareCostly to ImitateNonsubstitutableValueChainAnalysisOutsourceDiscoverin

10、g CoreCompetenciesResourcesTangibleIntangibleResources are what a firm has to work with-its assets-including its people and the value of its brand nameResources represent inputs into a firms production process. such as capital equipment, skills of employees, brand names, finances and talented manage

11、rsDiscovering CoreCompetenciesResourcesTangibleIntangibleTangible ResourcesFinancialPhysicalHuman resourcesOrganizationalIntangible ResourcesTechnologicalInnovationReputationDiscovering CoreCompetenciesCapabilitiesCapabilities become important when they are combined in unique combinations which crea

12、te core competencies which have strategic value and can lead to competitive advantageDiscovering CoreCompetenciesCapabilitiesCapabilities are what a firm does, and represent the firms capacity or ability to integrate individual firm resources to achieve a desired objectiveDiscovering CoreCompetencie

13、sCoreCompetenciesCore competencies are resources and capabilities that serve as a source of competitive advantage over rivalsCore competencies distinguish a company competitively and make it distinctiveMcKinsey and Co. recommends using three to four competencies when framing strategic actionsFour Cr

14、iteriaof SustainableAdvantagesValuableRareCostly to ImitateNonsubstitutableDiscovering CoreCompetenciesValuable: Capabilities that help a firm neutralize threats or exploit opportunitiesFour Criteriaof SustainableAdvantagesValuableRareCostly to ImitateNonsubstitutableDiscovering CoreCompetenciesRare

15、: Capabilities that are not possessed by many othersFour Criteriaof SustainableAdvantagesValuableRareCostly to ImitateNonsubstitutableDiscovering CoreCompetenciesCostly to imitate: capabilities that other firms cannot develop easily, usually due toUnique historical conditionsCausal ambiguitySocial c

16、omplexityFour Criteriaof SustainableAdvantagesValuableRareCostly to ImitateNonsubstitutableDiscovering CoreCompetenciesNonsubstitutable: capabilities that do not have strategic equivalentsInvisible to competitorsFirm specific knowledgeTrust-based working relationships between managers and nonmanager

17、ial personnelCore Competence as a Strategic CapabilityResourcesInputs to a firms production processCapabilityA nonstrategicteam or resourceCore CompetenceA strategiccapabilityThe source ofDoes it satisfy the criteria of sustainable competitive advantage?YesNoCapabilityAn integration of ateam of reso

18、urcesPerformance ImplicationsValuable?Rare?Costly to Imitate?NonsubstitutableCompetitiveConsequencesPerformanceImplicationsNoNoNoNoCompetitiveDisadvantageBelow AverageReturnsYesNoNoYes/NoCompetitiveParityAverage ReturnsYesYesNoYes/NoTemporary Com-petitive AdvantageAbove Average to Average ReturnsYes

19、YesYesYesSustainable Com-petitive AdvantageAbove Average Returns價值鏈分析價值系統確認主要價值活動資源的利用與控制價值活動的相對比較資源與活動的平衡評估確認組織的優勢與劣勢確認中心競爭才干價值系統產業價值鏈指上中下游企業的價值系統分析價值系統的目的在於確認上下游(供應商與購買者)之間的關係與對企業經營的影響例如供應商的交貨才干將會影響企業的生產與交貨確認主要的價值活動價值活動的分類根本活動/援助性活動可以添加最終產品價值的活動考量每項活動的本钱與能够創造的利潤考量可以改善的現有活動活動分類-按照不同經濟效益按照對產品差異化的衝擊按

20、照對本钱的衝擊ServiceMarketing & SalesOutbound LogisticsOperationsInbound LogisticsFirm InfrastructureHuman Resource Mgmt.Technological DevelopmentProcurementMarginMarginPrimary ActivitiesSupport ActivitiesThe BasicValue Chain資源的利用與控制如何利用與控制有限資源,以降低本钱與添加產品在顧客心目中的價值檢討每一項活動的本钱效率能否合理檢討對顧客的效果能否合理方法與企業過去績效相比與產業

21、或其他企業比較分析企業的資源分配與擁有才干能否平衡價值活動的相對比較與企業的過去情況比較了解企業的經營有哪些重要變化與產業普通狀況比較和產業平均相比以了解可以改善之處向最好的做法學習以企業標竿為學習對象迎頭趕上與領先本钱效率分析本钱效率改善的根源產品/流程設計經濟規模學習曲線與經驗曲線供應本钱本钱/費用控制有效性分析分析企業所提供的產品能夠符合顧客的需求的程度市場區隔與有效性分析品質水準 設計,品管才干與產品定位商品特性 研發與資訊搜集才干品牌喜好 溝通,廣告,促銷活動,品牌印象管理價格敏感度 與顧客溝通才干立刻價格定位服務期望 服務表現,員工素養與管理交貨要求 與供應商關係庫存水準與存貨管理

22、關係,信誉與其他 溝通才干財務狀況與地點資源控制好的資源需求有好的管理制度才干發揮最大效益建築物與廠房 平安與維護機器設備 生產控制與維修保養制度財務 本钱制度,預算制度與投資評估制度原物料與零件 供應商管理,庫存管理與採購規劃產品 废品庫存管理,品質控制 交貨管理,顧客服務管理人力資源 關鍵人員控制,領導,員工績效管理,勞工關係無形資產 品牌商譽管理,組織文化管理,管理制度研讨 資源控制目標因战略而異虽然制關鍵性項目控制需求有充分資訊為基礎在企業價值鏈以外的的控制項目企業價值鏈以外的的控制項目以垂直整合伸展控制觸角以考核供應商的績效的方式影響其他企業的價值活動以全面品管觀念與供應商及顧客协作

23、發展產品與任务流程提供訓練獎勵激勵上下游企業改善價值活動彈性分析企業資源的彈性與可調整性企業資源因應外在環境變化能迅速調整應付的才干資源所需彈性程度與環境不確定性的正向關係資源彈性與本钱之間的正向關係MarginMarginPrimary ActivitiesSupport ActivitiesOutsourcingOutsourcing is the purchase of some or all of a value-creating activity from an external supplierUsually this is because the specialty suppli

24、er can provide these functions more efficientlyServiceMarketing & SalesOutbound LogisticsOperationsInbound LogisticsFirm InfrastructureHuman Resource Mgmt.Technological DevelopmentProcurementStrategic Rationales for OutsourcingImprove Business Focuslets company focus on broader business issues by ha

25、ving outside experts handle various operational detailsProvide Access to World-Class Capabilitiesthe specialized resources of outsourcing providers makes world-class capabilities available to firms in a wide range of applicationsStrategic Rationales for OutsourcingAccelerate Business Re-Engineering

26、Benefitsachieves re-engineering benefits more quickly by having outsiders-who have already achieved world-class standards-take over processShare Risksreduces investment requirements and makes firm more flexible, dynamic and better able to adapt to changing opportunitiesStrategic Rationales for Outso

27、urcingFree Resources for Other Purposespermits firm to redirect efforts from non-core activities toward those that serve customers more effectivelyOutsourcing IssuesGreatest Valueoutsource only to firms possessing a core competence in terms of performing the primary or support activity being outsour

28、cedEvaluating Resources and Capabilitiesdont outsource activities in which the firm itself can create and capture valueEnvironmental Threats and Ongoing Tasksdo not outsource primary and support activities that are used to neutralize environmental threats or complete necessary ongoing organizational

29、 tasksOutsourcing IssuesNonstrategic Team of Resourcesdo not outsource capabilities that are critical to their success, even though the capabilities are not actual sources of competitive advantageFirms Knowledge Basedo not outsource activities that stimulate the development of new capabilities and c

30、ompetenciesCore Competencies: Cautions and RemindersNever take for granted that core competencies will continue to provide a source of competitive advantageAll core competencies have the potential to become core rigiditiesCore rigidities are former core competencies that now generate inertia and stifle innovation競爭優勢的基礎較佳的品質較佳的創新較佳的效率較佳的顧客回應競爭優勢效率/品質/創新/顧客回應與本钱/價格的關係品質創新效率顧客回應低本钱高價格战略與資源/才干的關係資源與才干战略构成建立競爭優勢的耐久性模拟障礙資源的模拟才干的模拟競爭者的才干產業的動盪程度創新速度產品生命週期短原來的战略承諾資源與才干的發展防止失敗與維持競爭優勢以競爭優勢基石為焦點進行標竿學習抑制慣性跨功能目標與價值鏈的關係基礎建設人力資源