资源共享课程：商务分析chapter4-strategic-capability24-Strategic-capability课件

1

IntroductionThe

importance

of

strategic

capability

is

the

focus

ofthis

chapter.There

are

three

key

concepts

that

underpin

thediscussion:Organizations

are

not

identical,

they

have

differentcapabilities;it

is

difficult

for

one

organization

to

obtain

or

copy

thecapabilities

of

another

andthe

competitive

advantage

achieved

by

an

organizationis

based

on

the

capabilities

that

its

rivals

don’t

have

orhave

difficult

in

obtaining.1IntroductionTheimportanceo1These

three

concepts

underlie

what

has

becomeknown

as

the

resource-based

view

of

strategy.Resource-based

view

of

strategy:

thecompetitive

advantage

and

superior

performanceof

an

organization

is

explained

by

thedistinctiveness

of

its

capabilities.Thesethreeconceptsunderlie2The

chapter

has

six

sectionsFoundations

of

strategic

capabilitiesVital

basis

of

strategic

capabilitiesCost

efficiencyWhat

sort

of

capabilities

alloworganizations

to

sustain

competitiveadvantageOrganization

knowledge

related

tocapabilitiesDifferent

ways

to

analyzecapabilitiesHow

to

develop

strategic

capabilitiesThechapterhassixsectionsFo32

Foundations

of

strategic

capabilities2Foundationsofstrategiccap4Strategic

capability

can

be

defined

as

theresources

and

competences

of

an

organizationneeded

for

it

to

survive

and

prosper.The

process

of

analyzing

and

assessing

theorganization’s

resources

and

competences

iscalled

position

audit.Strategiccapabilitycanbede5CapabilitiesforcompetitiveadvantageThresholdcapabilitiesCore

competencesUnique

resourcesTangibleIntangibleCompetencesThresholdcompetences

ResourcesThreshold

resourcesTangibleIntangible2.1

Strategic

capabilitiesand

competitive

advantageCapabilitiesforcompetitivea6ResourceTangibleIntangiblePhysical

resources,

such

as

machinesbuildingsFinancial

resources,

such

as

capital

and

cashHuman

resourcesIntellectual

capital,

e.g.

patents

and

brandsResourceTangibleIntangiblePhys7Threshold

capabilities-some

terminologiesTermStrategic

capabilityDefinitionThe

ability

toperform

at

the

levelExampleEquipment

an

athleticability

suited

to

arequired

to

survive

or

chosen

eventprosperThreshold

resourcesThe

resources

neededto

meet

customer’sminimumrequirementsA

healthy

bodyMedical

facilities

andpractitionersFood

supplementsThresholdcapabilities-somete8ThresholdcompetencesUnique

resourcesCore

competenceActivities

andprocesses

needed

tomeet

customer’sminimumrequirementsResources

that

underpincompetitive

advantageand

are

difficult

forcompetitors

to

imitateActivities

thatunderpin

competitiveadvantage

and

aredifficult

to

imitateIndividual

trainingregimesInjury

managementDiet

planningExceptional

heart

andlungsHeight

or

weightA

combination

ofdedication,

tenacity,

timeto

train,

demanding

levelof

competition

and

a

willto

winThresholdActivitiesandIndivid93

Vital

basis

of

strategic

capabilities-

Cost

efficiency3Vitalbasisofstrategiccap10Cost

efficiencyManagers

often

refer

to

the

management

of

costs

as

akey

strategic

capability.However,

for

many

organizations,

the

management

ofcosts

is

becoming

a

threshold

strategic

capability

fortwo

reasons:Everyone

is

forced

to

keep

price

as

low

as

possible;Competitive

rivalry

will

continually

drive

down

theprice.CostefficiencyManagersoften11Cost

efficiencyEconomies

of

scaleSupply

costs

ExperienceProducts/process

designSourcesofcostefficiencyCostefficiencyEconomiesof sc12Economies

of

scale

is

very

important

in

manufacturingindustry,

such

as

automobile.Supply

costs

can

be

important.

For

example,

retailerspay

a

great

deal

of

attention

to

trying

to

achieve

lowercosts

of

supply

than

their

competitorsProduct/process

design

also

influence

costs.

Forexample,

in

photocopier

market,

Canon

eroded

Xeron’sadvantage

by

designing

a

copier

that

needed

far

lessservicing.Experience.Economiesofscaleisveryimp134

Strategic

capability

and

sustainable

competitiveadvantage4Strategiccapabilityandsus14Only

strategic

capabilities

with

such

characteristics

canhelp

obtain

sustainable

competitive

advantage.Managers

often

claim

that

hypercompetitive

conditionsare

becoming

increasingly

prevalent.

So,

moreemphasis

has

to

be

placed

on

the

organization’scapability

to

change,

innovate,

to

be

flexible

and

tolearn

how

to

adapt

to

a

rapidly

changing

environment.Onlystrategiccapabilitieswi15Dynamic

capabilities

are

such

capabilities

anorganization

has

to

renew

and

recreate

its

strategiccapabilities

to

meet

the

needs

of

a

changingenvironment.Dynamiccapabilitiesaresuch16Rarity

DistinctiveValue

to

buyers

Provide

value

emphasized

by

customers

Ease

of

transferabilitySustainabilityCore

rigiditiesInimitableCore

competencesNon-substitutabilityCriteria

for

capabilitiesto

obtainsustainablecompetitive

advantageRarity DistinctiveSustainabi175

Organizational

knowledge5Organizationalknowledge18Organizational

knowledgeOrganizational

knowledge

is

the

collectiveexperience

accumulated

through

systems,routines,

and

activities

of

sharing

across

theorganizations.OrganizationalknowledgeOrgani19Two

points

should

be

highlighted

here:Explicit

and

tacit

knowledge.•••Explicit

knowledge

is

codified

and

objective

knowledgetransmitted

in

formal

systematic

ways.Tacit

knowledge

is

personal,

context

specific

andtherefore

hard

to

formalize

and

communicate.Arguably,

the

more

formal

and

systematic

the

system

ofknowledge,

the

greater

is

the

danger

of

imitation,

andtherefore

the

less

valuable

the

knowledge

becomes

incompetitive

strategy

terms.Twopointsshouldbehighlight20ManagingtheexplicitknowledgeData,InformationandKnowledge

Data,typicallyconsistsofindividualfacts,butinabusinesscontextmayincludemorecomplexitems,suchasopinions,reactions,beliefs,etal.

Information,isdatathatisorganizedinsomeusefulways.

Knowledge,tendstooriginateinthediscoveryoftrendsorpatternsininformation.Managingtheexplicitknowledg21资源共享课程：商务分析chapter4-strategic-capability24-Strategic-capability课件22Waystoacquireknowledge:EducationandtrainingExperienceofworkObservationofothersInformationexchangesuchascoachingandbrainingstormPurposeforcreatingknowledge:ComparisonwithearlierexperienceConsequences:theimplicationofinformationConnections:relationshipsbtw.ItemsConversation:discussionwithothersWaystoacquireknowledge:23KnowledgeManagement(KM)KMistheprocessbywhichorganizationsgeneratevaluefromtheirintellectualandknowledge-basedassets.Involving:DiscoveringorIdentifyingknowledgeDistributingknowledgeCaptureknowledgeUsingknowledgeSharingknowledgeMaintainingknowledgeKnowledgeManagement(KM)24Value

chain

and

value

networkBenchmarkingSWOT6Diagnosingstrategiccapability6Diagnosingstrategiccapab256.1

The

value

chainValue

chain

describes

the

activities

of

the

organizationthat

add

value

to

the

purchased

inputs.

Primaryactivities

are

involved

in

the

production

of

goods

andservices.

Support

activities

provide

necessary

assistance.Linkages

are

the

relationship

between

activities.6.1ThevaluechainValuechain26资源共享课程：商务分析chapter4-strategic-capability24-Strategic-capability课件27Primary

activities:Inbound

logistics

are

activities

concerned

withreceiving,

storing

and

distributing

inputs

to

the

productor

service.Operations

transforms

these

inputs

into

the

finalproduct

or

serviceOutbound

logistics

collect,

store

and

distribute

theproduct

to

customersMarketing

and

sales

provide

the

means

wherebycustomers

are

made

aware

of

productsService

includes

those

activities

that

enhance

ormaintain

the

value

of

a

product

or

service,

such

asinstallation,

repair,

and

training.Primaryactivities:Inboundlog28Support

activitiesProcurement.

The

processes

that

occur

in

many

parts

ofthe

organization

for

acquiring

the

various

resourceinputs

to

the

primary

activities.Technology

development.Human

resource

management.Infrastructure.

The

formal

system

of

planning,

finance,quality

control,

information

management,

and

thestructures

and

routines

that

are

part

of

an

organization’sculture.SupportactivitiesProcurement.29Linkages

connect

the

activities

of

the

valuechain.(1)Activities

in

the

value

chain

affect

one

another(2)Linkages

require

co-ordinationLinkagesconnecttheactivitie30Steps

in

Value

Chain

AnalysisValue

chain

analysis

can

be

broken

down

into

athree

sequential

steps:Break

down

a

market/organization

into

its

keyactivities

under

each

of

the

major

headings

in

themodel;Assess

the

potential

for

adding

value

via

costadvantage

or

differentiation,

or

identify

currentactivities

where

a

business

appears

to

be

at

acompetitive

disadvantage;Determine

strategies

built

around

focusing

on

activitieswhere

competitive

advantage

can

be

sustainedStepsinValueChainAnalysisV31Further

analysis

of

value

chainThe

firm's

margin

or

profit

then

depends

on

itseffectiveness

in

performing

these

activitiesefficiently,

so

that

the

amount

that

the

customer

iswilling

to

pay

for

the

products

exceeds

the

cost

ofthe

activities

in

the

value

chain.

It

is

in

theseactivities

that

a

firm

has

theopportunity

togenerate

superior

value.

A

competitive

advantagemay

be

achieved

by

reconfiguring

the

value

chainto

provide

lower

cost

or

better

differentiation.Furtheranalysisofvaluechai32The

value

network

is

the

set

ofinter-organizational

links

and

relationships

thatare

necessary

to

create

product

or

service.An

organization

needs

to

be

clear

about

whatactivities

it

ought

to

undertake

itself

and

which

itshould

not

and

,

perhaps,

should

outsource.6.2

Value

networkThevaluenetworkistheseto33Organization’s

value

chain

Suppliervalue

chain

Channelvalue

chain

Customervalue

chainOrganization’s Supplier Channe34Managers

should

understand

the

bases

of

theirorganization’s

strategic

capabilities

in

relation

tothe

wider

value

network.

Four

key

issues

are:(1)Which

activities

are

centrally

important

to

anorganization’s

strategic

capability

and

which

lesscentral?(2)Where

are

the

profit

pools?

Profit

pools

refer

to

thedifferent

levels

of

profit

available

at

different

parts

ofthe

value

network.

For

example,

software

has

beenmore

profitable

than

hardware

in

computer

industry.(3)The

make

or

buy

decision

for

a

particular

activity

orcomponentManagersshouldunderstandthe35Partnering.

Who

might

be

the

best

partner

in

theparts

of

value

network?

A

partner

or

supplier?Partnering.Whomightbetheb36Core

competence

is

the

basis

for

the

company

to

createvalue

in

a

way

that

the

competitors

can’t

imitate.Non-

core

activities

should

be

out-sourced

so

that

thecompany

can

concentrate

on

the

core

activities.Value

network

joins

the

value

chain

of

an

organizationto

those

of

the

suppliers

and

customers.Vertical

integrationGood

relationship

may

promote

the

innovation

andcreation

of

knowledge.6.3

Summary

of

value

chain

and

value

networkCorecompetenceisthebasisf37Benchmarking

is

the

establishment

of

targets

andcomparator

that

permit

relative

levels

of

performance

tobe

identified.There

are

different

approaches

to

benchmarking:•••Historical

benchmarkingIndustry/sector

benchmarking-comparative

performanceof

other

organizations

in

the

same

industry.Best-in

class

benchmarking.

For

example,

a

police

forcewishing

to

improve

the

way

in

which

it

responded

toemergency

telephone

calls

studied

call

centre

operationsin

the

banking

and

IT

sectors.6.4

BenchmarkingBenchmarkingistheestablishm38Benchmarking

also

has

dangers

too:Measurement

distortion.

Benchmarking

can

lead

to

asituation

where

you

get

what

you

measure

and

this

maynot

be

what

is

intended

strategically.

It

can

therefore,result

in

unintended

or

dysfunctional

behavior.Surface

comparisons.

For

example,

it

may

demonstratethat

one

organization

is

poorer

at

customer

service

thananother

but

not

show

the

underlying

reasons.

However,if

well

directed

it

could

encourage

managers

to

seek

outthese

reasons

and

hence

understand

how

competencescould

be

improved.Benchmarkingalsohasdangers39Outputs:theproductportfolioThreeaspectsofproduct1.ProductclassProductform3.BrandOutputs:theproductportfolio40Outputs:theproductportfolioProductlifecycleOutputs:theproductportfolio41NewproductandinnovationInnovationProductinnovationwouldbeanimportantsourceofstrategicadvantageforthefollowingreason:1.Reputaion2.CustomerloyaltyandHighswitchingcost3.LearningCurve4.Industrybarrier5.Priceskimming6.LegalprotectionNewproductandinnovationInno42NewproductandinnovationInnovationDisadvantageforinnovation:GainingregulatoryapprovalwhererequiredUncertaindemandHighlevelofR&DcostLowercostimitatorsCostofintroductionNewproductandinnovationInno43NewproductandinnovationNewProductStrategiesLeaderstrategyFollowerstrategyNewproductandinnovationNew44NewproductandinnovationR&DProductresearchisbasedoncreatingnewproductsanddevelopingexistingone,inotherwords,theorganization’soffertothemarket.Processresearchisbasedonimprovingthewayinwhichthoseproductsorservicearemadeordeliveredortheefficiencywithwhichtheyaremadeordelivered.NewproductandinnovationR&D45SWOT.

The

key

‘strategic

messages’

from

boththe

business

environment

and

this

chapter

can

besummarized

in

the

form

of

an

analysis

ofstrengths,

weaknesses,

opportunities

and

threats.6.5

SWOTSWOT.Thekey‘strategicmessa46

Weaknesses

Lackofexperience

Lackofmoney

ThreatsTheimitationofcompetitorsHighbargainingpowerofcustomers

StrengthsSkilled

peopleBrandIP

Opportunities

Low

customer

satisfaction

Technology

obsolescence

Good

relationship

with

suppliers Weaknesses Strengths47资源共享课程：商务分析chapter4-strategic-capability24-Strategic-capability课件487

Managing

strategic

capability7Managingstrategiccapabilit49Managing

strategic

capabilityThe

previous

section

considers

how

to

diagnosethe

strategic

capabilities.

This

section

isconcerned

with

what

managers

might

do

tomanage

and

improve

the

strategic

capability

oftheir

organization.ManagingstrategiccapabilityT50Limitations

in

managing

strategic

capabilitiesThe

most

valuable

base

of

strategic

capability

may

lie

inaspects

of

the

organization

that

are

difficult

to

discernor

be

specific.The

problem

is

how

to

manage

that

which

it

is

not

easyto

understand.Limitationsinmanagingstrate51ImprovingstrategiccapabilityCompetencescanbeextendedNon-essentialactivitiescanceaseBasepracticecanbeextendedActivitiescanbeaddedandexistingonesimprovedActivitiescanbere-structuredWeaknesscanberemediedExternalcapabilitycanbeintroducedImprovingstrategiccapability521

IntroductionThe

importance

of

strategic

capability

is

the

focus

ofthis

chapter.There

are

three

key

concepts

that

underpin

thediscussion:Organizations

are

not

identical,

they

have

differentcapabilities;it

is

difficult

for

one

organization

to

obtain

or

copy

thecapabilities

of

another

andthe

competitive

advantage

achieved

by

an

organizationis

based

on

the

capabilities

that

its

rivals

don’t

have

orhave

difficult

in

obtaining.1IntroductionTheimportanceo53These

three

concepts

underlie

what

has

becomeknown

as

the

resource-based

view

of

strategy.Resource-based

view

of

strategy:

thecompetitive

advantage

and

superior

performanceof

an

organization

is

explained

by

thedistinctiveness

of

its

capabilities.Thesethreeconceptsunderlie54The

chapter

has

six

sectionsFoundations

of

strategic

capabilitiesVital

basis

of

strategic

capabilitiesCost

efficiencyWhat

sort

of

capabilities

alloworganizations

to

sustain

competitiveadvantageOrganization

knowledge

related

tocapabilitiesDifferent

ways

to

analyzecapabilitiesHow

to

develop

strategic

capabilitiesThechapterhassixsectionsFo552

Foundations

of

strategic

capabilities2Foundationsofstrategiccap56Strategic

capability

can

be

defined

as

theresources

and

competences

of

an

organizationneeded

for

it

to

survive

and

prosper.The

process

of

analyzing

and

assessing

theorganization’s

resources

and

competences

iscalled

position

audit.Strategiccapabilitycanbede57CapabilitiesforcompetitiveadvantageThresholdcapabilitiesCore

competencesUnique

resourcesTangibleIntangibleCompetencesThresholdcompetences

ResourcesThreshold

resourcesTangibleIntangible2.1

Strategic

capabilitiesand

competitive

advantageCapabilitiesforcompetitivea58ResourceTangibleIntangiblePhysical

resources,

such

as

machinesbuildingsFinancial

resources,

such

as

capital

and

cashHuman

resourcesIntellectual

capital,

e.g.

patents

and

brandsResourceTangibleIntangiblePhys59Threshold

capabilities-some

terminologiesTermStrategic

capabilityDefinitionThe

ability

toperform

at

the

levelExampleEquipment

an

athleticability

suited

to

arequired

to

survive

or

chosen

eventprosperThreshold

resourcesThe

resources

neededto

meet

customer’sminimumrequirementsA

healthy

bodyMedical

facilities

andpractitionersFood

supplementsThresholdcapabilities-somete60ThresholdcompetencesUnique

resourcesCore

competenceActivities

andprocesses

needed

tomeet

customer’sminimumrequirementsResources

that

underpincompetitive

advantageand

are

difficult

forcompetitors

to

imitateActivities

thatunderpin

competitiveadvantage

and

aredifficult

to

imitateIndividual

trainingregimesInjury

managementDiet

planningExceptional

heart

andlungsHeight

or

weightA

combination

ofdedication,

tenacity,

timeto

train,

demanding

levelof

competition

and

a

willto

winThresholdActivitiesandIndivid613

Vital

basis

of

strategic

capabilities-

Cost

efficiency3Vitalbasisofstrategiccap62Cost

efficiencyManagers

often

refer

to

the

management

of

costs

as

akey

strategic

capability.However,

for

many

organizations,

the

management

ofcosts

is

becoming

a

threshold

strategic

capability

fortwo

reasons:Everyone

is

forced

to

keep

price

as

low

as

possible;Competitive

rivalry

will

continually

drive

down

theprice.CostefficiencyManagersoften63Cost

efficiencyEconomies

of

scaleSupply

costs

ExperienceProducts/process

designSourcesofcostefficiencyCostefficiencyEconomiesof sc64Economies

of

scale

is

very

important

in

manufacturingindustry,

such

as

automobile.Supply

costs

can

be

important.

For

example,

retailerspay

a

great

deal

of

attention

to

trying

to

achieve

lowercosts

of

supply

than

their

competitorsProduct/process

design

also

influence

costs.

Forexample,

in

photocopier

market,

Canon

eroded

Xeron’sadvantage

by

designing

a

copier

that

needed

far

lessservicing.Experience.Economiesofscaleisveryimp654

Strategic

capability

and

sustainable

competitiveadvantage4Strategiccapabilityandsus66Only

strategic

capabilities

with

such

characteristics

canhelp

obtain

sustainable

competitive

advantage.Managers

often

claim

that

hypercompetitive

conditionsare

becoming

increasingly

prevalent.

So,

moreemphasis

has

to

be

placed

on

the

organization’scapability

to

change,

innovate,

to

be

flexible

and

tolearn

how

to

adapt

to

a

rapidly

changing

environment.Onlystrategiccapabilitieswi67Dynamic

capabilities

are

such

capabilities

anorganization

has

to

renew

and

recreate

its

strategiccapabilities

to

meet

the

needs

of

a

changingenvironment.Dynamiccapabilitiesaresuch68Rarity

DistinctiveValue

to

buyers

Provide

value

emphasized

by

customers

Ease

of

transferabilitySustainabilityCore

rigiditiesInimitableCore

competencesNon-substitutabilityCriteria

for

capabilitiesto

obtainsustainablecompetitive

advantageRarity DistinctiveSustainabi695

Organizational

knowledge5Organizationalknowledge70Organizational

knowledgeOrganizational

knowledge

is

the

collectiveexperience

accumulated

through

systems,routines,

and

activities

of

sharing

across

theorganizations.OrganizationalknowledgeOrgani71Two

points

should

be

highlighted

here:Explicit

and

tacit

knowledge.•••Explicit

knowledge

is

codified

and

objective

knowledgetransmitted

in

formal

systematic

ways.Tacit

knowledge

is

personal,

context

specific

andtherefore

hard

to

formalize

and

communicate.Arguably,

the

more

formal

and

systematic

the

system

ofknowledge,

the

greater

is

the

danger

of

imitation,

andtherefore

the

less

valuable

the

knowledge

becomes

incompetitive

strategy

terms.Twopointsshouldbehighlight72ManagingtheexplicitknowledgeData,InformationandKnowledge

Data,typicallyconsistsofindividualfacts,butinabusinesscontextmayincludemorecomplexitems,suchasopinions,reactions,beliefs,etal.

Information,isdatathatisorganizedinsomeusefulways.

Knowledge,tendstooriginateinthediscoveryoftrendsorpatternsininformation.Managingtheexplicitknowledg73资源共享课程：商务分析chapter4-strategic-capability24-Strategic-capability课件74Waystoacquireknowledge:EducationandtrainingExperienceofworkObservationofothersInformationexchangesuchascoachingandbrainingstormPurposeforcreatingknowledge:ComparisonwithearlierexperienceConsequences:theimplicationofinformationConnections:relationshipsbtw.ItemsConversation:discussionwithothersWaystoacquireknowledge:75KnowledgeManagement(KM)KMistheprocessbywhichorganizationsgeneratevaluefromtheirintellectualandknowledge-basedassets.Involving:DiscoveringorIdentifyingknowledgeDistributingknowledgeCaptureknowledgeUsingknowledgeSharingknowledgeMaintainingknowledgeKnowledgeManagement(KM)76Value

chain

and

value

networkBenchmarkingSWOT6Diagnosingstrategiccapability6Diagnosingstrategiccapab776.1

The

value

chainValue

chain

describes

the

activities

of

the

organizationthat

add

value

to

the

purchased

inputs.

Primaryactivities

are

involved

in

the

production

of

goods

andservices.

Support

activities

provide

necessary

assistance.Linkages

are

the

relationship

between

activities.6.1ThevaluechainValuechain78资源共享课程：商务分析chapter4-strategic-capability24-Strategic-capability课件79Primary

activities:Inbound

logistics

are

activities

concerned

withreceiving,

storing

and

distributing

inputs

to

the

productor

service.Operations

transforms

these

inputs

into

the

finalproduct

or

serviceOutbound

logistics

collect,

store

and

distribute

theproduct

to

customersMarketing

and

sales

provide

the

means

wherebycustomers

are

made

aware

of

productsService

includes

those

activities

that

enhance

ormaintain

the

value

of

a

product

or

service,

such

asinstallation,

repair,

and

training.Primaryactivities:Inboundlog80Support

activitiesProcurement.

The

processes

that

occur

in

many

parts

ofthe

organization

for

acquiring

the

various

resourceinputs

to

the

primary

activities.Technology

development.Human

resource

management.Infrastructure.

The

formal

system

of

planning,

finance,quality

control,

information

management,

and

thestructures

and

routines

that

are

part

of

an

organization’sculture.SupportactivitiesP