战略管理竞争与全球化Chaer-Slides

Chapter3TheInternalEnvironment:Resources,CapabilitiesandCoreCompetenciesMichaelA.HittR.DuaneIrelandRobertE.Hoskisson©2000South-WesternCollegePublishingChapter2ExternalEnvironmentWhattheFirmMightDoChapter3InternalEnvironmentWhattheFirmCanDoSustainableCompetitiveAdvantageSWOTAnalysisStrengthsWeaknessesOpportunitiesThreatsThepurposeofSWOTAnalysisItisaneasy-to-usetoolfordevelopinganoverviewofacompany’sstrategicsituationItformsabasisformatchingyourcompany’sstrategytoitssituationStrengthsASTRENGTHissomethingacompanyisgoodatdoingoracharacteristicthatgivesitanimportantcapability.PossibleStrengths:NamerecognitionProprietarytechnologyCostadvantagesSkilledemployeesLoyalCustomersWeaknessesAWEAKNESSissomethingacompanylacksordoespoorly(incomparisontoothers)oraconditionthatplacesitatadisadvantagePossibleWeaknesses:PoormarketimageObsoletefacilitiesInternaloperatingproblemsPoormarketingskillsStrengthsandWeaknessformabasisforINTERNALanalysisByexaminingstrengths,youcandiscoveruntappedpotentialoridentifydistinctcompetenciesthathelpedyousucceedinthepast.Byexaminingweaknesses,youcanidentifygapsinperformance,vulnerabilities,anderroneousassumptionsaboutexistingstrategies.Resources*Tangible*IntangibleCapabilitiesTeamsofResourcesSourcesofCoreCompetenciesCompetitiveAdvantageStrategicCompetitivenessAbove-AverageReturnsCompetitiveAdvantageGainedthroughCoreCompetenciesDiscoveringCoreCompetenciesDiscoveringCoreCompetenciesCriteriaofSustainableAdvantagesValueChainAnalysisValuableRareCostlytoImitateNonsubstitutable*****OutsourceHowdoweassemblebundlesofResources,CapabilitiesandCoreCompetenciestocreateVALUEforcustomers?Willenvironmentalchangesmakeourcorecompetenciesobsolete?And...Aresubstitutesavailableforourcorecompetencies?Areourcorecompetencieseasilyimitated?KeyQuestionsforManagersinInternalAnalysisResources*Tangible*IntangibleDiscoveringCoreCompetenciesWhatafirmhastoworkwith:itsassets,includingitspeopleandthevalueofitsbrandnameWhatafirmHas...ResourcesResourcesrepresentinputsintoafirm’sproductionprocess...suchascapitalequipment,skillsofemployees,brandnames,financesandtalentedmanagersWhatafirmHas...Whatafirmhastoworkwith:itsassets,includingitspeopleandthevalueofitsbrandnameResourcesWhatafirmhastoworkwith:itsassets,includingitspeopleandthevalueofitsbrandnameResourcesrepresentinputsintoafirm’sproductionprocess...suchascapitalequipment,skillsofemployees,brandnames,financesandtalentedmanagers“SomegeniusinventedtheOreo.We’’rejustlivingofftheinheritance.”F.RossJohnson,FormerPresident&CEO,RJRNabiscoWhatafirmHas...ResourcesTangibleResourcesFinancial*Physical*HumanResources*Organizational*WhatafirmHas...Whatafirmhastoworkwith:itsassets,includingitspeopleandthevalueofitsbrandnameResourcesrepresentinputsintoafirm’sproductionprocess...suchascapitalequipment,skillsofemployees,brandnames,financesandtalentedmanagersIntangibleResourcesTechnological*Innovation*Reputation*“SomegeniusinventedtheOreo.We’’rejustlivingofftheinheritance.”F.RossJohnson,FormerPresident&CEO,RJRNabiscoResourcesResources*Tangible*IntangibleCapabilitiesTeamsofResourcesDiscoveringCoreCompetenciesWhatafirmDoes...Capabilitiesrepresent:thefirm’scapacityorabilitytointegrateindividualfirmresourcestoachieveadesiredobjective.CapabilitiesWhatafirmDoes...Capabilitiesdevelopovertimeasaresultofcomplexinteractionsthattakeadvantageoftheinterrelationshipsbetweenafirm’stangibleandintangibleresourcesthatarebasedonthedevelopment,transmissionandexchangeorsharingofinformationandknowledgeascarriedoutbythefirm'semployees.Capabilitiesrepresent:thefirm’scapacityorabilitytointegrateindividualfirmresourcestoachieveadesiredobjective.CapabilitiesWhatafirmDoes...Capabilitiesrepresent:thefirm’scapacityorabilitytointegrateindividualfirmresourcestoachieveadesiredobjective.Capabilitiesdevelopovertimeasaresultofcomplexinteractionsthattakeadvantageoftheinterrelationshipsbetweenafirm’stangibleandintangibleresourcesthatarebasedonthedevelopment,transmissionandexchangeorsharingofinformationandknowledgeascarriedoutbythefirm'semployees.Capabilitiesbecomeimportantwhentheyarecombinedinuniquecombinationswhichcreatecorecompetencieswhichhavestrategicvalueandcanleadtocompetitiveadvantage.CapabilitiesResources*Tangible*IntangibleCapabilitiesTeamsofResourcesDiscoveringCoreCompetenciesSourcesofCoreCompetenciesCompetitiveAdvantageDiscoveringCoreCompetenciesWhatafirmDoes...thatisStrategicallyValuable“…aretheessenceofwhatmakesanorganizationuniqueinitsabilitytoprovidevaluetocustomers.””Leonard-Barton,Bowen,Clark,Holloway&WheelwrightMcKinsey&Co.recommendsidentifyingthreetofourcompetenciestouseinframingstrategicactions.CoreCompetenciesResources*Tangible*IntangibleCapabilitiesTeamsofResourcesSourcesofCoreCompetenciesCompetitiveAdvantageDiscoveringCoreCompetenciesCriteriaofSustainableAdvantagesValuableRareCostlytoImitateNonsubstitutable****DiscoveringCoreCompetencies*OutsourceForastrategiccapabilitytobeaCoreCompetency,itmustbe:CoreCompetenciesValuableRareCostlytoImitateNonsubstitutableWhatafirmDoes...thatisStrategicallyValuableCoreCompetenciesmustbe:NonsubstitutableCapabilitiesthatdonothavestrategicequivalents,suchasfirm-specificknowledgeortrust-basedrelationshipsWhatafirmDoes...thatisStrategicallyValuableCoreCompetenciesValuableRareCostlytoImitateCapabilitiesthatotherfirmscannotdevelopeasily,usuallyduetouniquehistoricalconditions,causalambiguityorsocialcomplexityCapabilitiesthatarepossessedbyfew,ifany,currentorpotentialcompetitorsCapabilitiesthateitherhelpafirmtoexploitopportunitiestocreatevalueforcustomersortoneutralizethreatsintheenvironmentResources*Tangible*IntangibleCapabilitiesTeamsofResourcesSourcesofCoreCompetenciesCompetitiveAdvantageDiscoveringCoreCompetenciesValueChainAnalysis*OutsourceValuableRareCostlytoImitateNonsubstitutable****CriteriaofSustainableAdvantagesDiscoveringCoreCompetenciesSupportActivitiesPrimaryActivitiesValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesInboundLogisticsValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesInboundLogisticsOperationsValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesInboundLogisticsOperationsOutboundLogisticsValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesInboundLogisticsOperationsOutboundLogisticsMarketing&SalesValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceProcurementValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceProcurementTechnologicalDevelopmentValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesTechnologicalDevelopmentProcurementInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceHumanResourceManagementValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesTechnologicalDevelopmentHumanResourceManagementFirmInfrastructureProcurementInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesTechnologicalDevelopmentHumanResourceManagementFirmInfrastructureProcurementInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceMARGINMARGINValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesOutsourcingTechnologicalDevelopmentHumanResourceManagementFirmInfrastructureProcurementInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceMARGINMARGINStrategicChoicetoPurchaseSomeActivitiesFromOutsideSuppliersSupportActivitiesPrimaryActivitiesTechnologicalDevelopmentHumanResourceManagementFirmInfrastructureProcurementInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceMARGINInboundLogisticsOperationsOutboundLogisticsServiceMarketing&SalesTechnologicalDevelopmentHumanResourceManagementProcurementMARGINFirmsoftenpurchaseaportionoftheirvalue-creatingactivitiesfromspecialtyexternalsupplierswhocanperformthesefunctionsmoreefficientlyOutsourcingStrategicChoicetoPurchaseSomeActivitiesFromOutsideSuppliersLetscompanyfocusonbroaderbusinessissuesbyhavingoutsideexpertshandlevariousoperationaldetailsStrategicRationalesforOutsourcingImproveBusinessFocusPermitsfirmtoredirecteffortsfromnon-coreactivitiestowardthosethatservecustomersmoreeffectivelyFreeResourcesforOtherPurposesProvideAccesstoWorld-ClassCapabilitiesAccelerateBusinessRe-EngineeringBenefitsShareRisksThespecializedresourcesofoutsourcingprovidersmakesworld-classcapabilitiesavailabletofirmsinawiderangeofapplicationsAchievesre-engineeringbenefitsmore