力量及弱点评估.ppt

1、StrategicManagementinAction,4,AssessingStrengthsandWeaknesses:DoingAnInternalAnalysis,LearningObjectives,1.Defineinternalanalysis.,2.Describetherelationshipbetweenorganizationalresources,organizationalcapabilities,corecompetencies,anddistinctiveorganizationalcapabilities.3.Explainwhatorganizationals

2、trengthsandweaknessesare.4.Describetheprimaryandsupportactivitiesonthevaluechain.,(continuedonnextslide),LearningObjectives,5.Explainwhataninternalauditisandhowitcanbeusedforaninternalanalysis.,6.Discussthefeaturesoftheinternalenvironmentalanalysisprocess.7.Describethestepsinacapabilitiesassessmentp

3、rofile.8.Explainthecriteriathatcouldbeusedtoassessanorganizationsstrengthsandweaknesses.9.Discusswhyaninternalanalysisisimportant.,WHATISANINTERNALANALYSIS?,InternalAnalysisIdentifiesandevaluatesresources,capabilities,andcorecompetenciesLooksattheorganizations,CurrentvisionMission(s)Strategicobjecti

4、vesStrategies,AQuickReviewofOrganizationalResources,OrganizationalResources(assets),FinancialresourcesPhysicalassetsHumanresourcesIntangibleresourcesStructural-culturalresources,AQuickReviewofOrganizationalResources,TheStrategicRoleofOrganizationalResourcesandOrganizationalCapabilitiesFigure4-2,Orga

5、nizationalResources,FinancialassetsPhysicalassetsHumanresourcesIntangibleassetsStructural-culturalassets,OrganizationalCapabilities,OrganizationalprocessesandroutinesAccumulatedknowledgeActualworkactivities,CoreCompetencies,DistinctiveOrganizationalCapabilities,CompetitiveAdvantage,PerformanceResult

6、s,FromResourcestoOrganizationalCapabilities,OrganizationalcapabilitiesOrganizationalroutinesandprocessesCapabilitiesSustainablecompetitiveadvantageDynamiccapabilities,FromCapabilitiestoDistinctiveCapabilities&CoreCompetencies,Figure4-2Excerpt,OrganizationalCapabilities,OrganizationalCapabilitiesOrg.

7、capabilitiescomefirstFundamentalbuildingblockfordevelopingcorecompetenciesOrganizationalprocessesandroutinestogettheworkdone,CoreCompetencies,CoreCompetenciesNotasourceofcompetitiveadvantageDevelopdistinctiveorganizationalcapabilitiesImproveandenhanceorganizationalcapabilitiesFundamentalskillsandcap

8、abilitiesExploitablebyorganizationMajorvalue-creatingskillsandcapabilities,DistinctiveOrganizationalCapabilities,DistinctiveOrganizationalCapabilitiesSpecialanduniquecapabilitiesDistinguishfromcompetitorsSustainablecompetitiveadvantageCutperformcompetition,FromCapabilitiestoDistinctiveCapabilities&C

9、oreCompetencies,CharacteristicsofDistinctiveOrganizationalCapabilitiesFigure4-3,DistinctiveOrganizationalCapabilities,ContributestoSuperiorCustomerValue,CanBeUsedinaVarietyofWays,IsDifficultforCompetitorstoImitate,FromCapabilitiestoDistinctiveCapabilities&CoreCompetencies,Figure4-2Excerpt,Organizati

10、onalCapabilities,OrganizationalCapabilitiesOrg.capabilitiescomefirstFundamentalbuildingblockfordevelopingcorecompetenciesOrganizationalprocessesandroutinestogettheworkdone,CoreCompetencies,CoreCompetenciesNotasourceofcompetitiveadvantageDevelopdistinctiveorganizationalcapabilitiesImproveandenhanceor

11、ganizationalcapabilitiesFundamentalskillsandcapabilitiesExploitablebyorganizationMajorvalue-creatingskillsandcapabilities,DistinctiveOrganizationalCapabilities,DistinctiveOrganizationalCapabilitiesSpecialanduniquecapabilitiesDistinguishfromcompetitorsSustainablecompetitiveadvantageOutperformcompetit

12、ion,TheRoleofStrengthsandWeaknesses,Strengths,Resourcesthatanorganizationpossessesandcapabilitiesthatanorganizationhasdeveloped,Bothcanbeexploitedanddevelopedintoasustainablecompetitiveadvantage,Weaknesses,Resourcesandcapabilitiesthatarelackingordeficient,Preventanorganizationfromdevelopingasustaina

13、blecompetitiveadvantage,HOWTODOANINTERNALANALYSIS,ValueChainAnalysisCustomersdemandvaluefromthegoodsandservicestheyobtainCustomerValue,ProductisuniqueanddifferentProductislowpricedQuickresponsetospecificordistinctivecustomerneedsValueChainSystematicwayofexaminingorganizationsfunctionalactivities,How

14、welltheseactivitiescreatecustomervalueOrganizationsstrengthsandweaknessesintheseareas,ValueChainAnalysis,PrimaryandSupportActivitiesintheValueChainFigure4-4,MARGIN,MARGIN,SupportActivities,Procurement,TechnologicalDevelopment,HumanResourceManagement,FirmInfrastructure,PrimaryActivities,InboundLogist

15、ics,Operations,OutboundLogistics,MarketingandSales,Service,ValueChainAnalysis,AssessingthePRIMARYActivitiesintheValueChain(fromTable4-1),InboundLogistics,MaterialscontrolsystemInventorycontrolsystemRawmaterialhandlingandwarehousing,Operations,EquipmentcomparisontocompetitorsPlantlayoutProductioncont

16、rolsystemLevelofautomationinproductionprocesses,ValueChainAnalysis,AssessingthePRIMARYActivitiesintheValueChain(continued)(fromTable4-1),OutboundLogistics,TimelinessandefficiencyoffinishedproductsdeliveryWarehousingoffinishedproducts,MarketingandSales,MarketingresearchSalespromotionsandadvertisingAl

17、ternativedistributionchannelsCompetencyandmotivationofsalesforceOrganizationsimageofqualityOrganizationsreputationBrandloyaltyofcustomersDominationofvariousmarketsegments,ValueChainAnalysis,AssessingthePRIMARYActivitiesintheValueChain(continued)(fromTable4-1),CustomerService,Customerinputforproducti

18、mprovementsHandlingofcustomercomplaintsWarrantyandguaranteepoliciesEmployeetrainingincustomereducation&serviceissuesReplacementpartsandservices,ValueChainAnalysis,AssessingtheSUPPORTActivitiesintheValueChain(fromTable4-2),Procurement,AlternatesourcesforobtainingneededresourcesTimelinessofresourcespr

19、ocurementProcurementoflargecapitalexpenditureresourcesLease-versus-purchasedecisionsLong-termrelationshipswithreliablesuppliers,TechnologicalDevelopment,R&DactivitiesinproductandprocessinnovationsRelationshipbetweenR&DandotherdepartmentsMeetingdeadlinesintechnologicaldevelopmentactivitiesQualityofla

20、bsandotherresearchfacilitiesQualificationsoflabtechniciansandscientistsCreativityandinnovationinorganizationalculture,ValueChainAnalysis,AssessingtheSUPPORTActivitiesintheValueChain(continued)(fromTable4-2),HumanResourceManagement,Recruiting,selecting,orienting,andtrainingemployeesEmployeepromotionp

21、oliciesRewardsystemstomotivateandchallengeemployeesAbsenteeismandturnoverUnion-organizationrelationsEmployeeparticipationinprofessionalorganizationsEmployeemotivation,jobcommitment,andsatisfaction,ValueChainAnalysis,AssessingtheSUPPORTActivitiesintheValueChain(continued)(fromTable4-2),FirmInfrastruc

22、ture,IdentificationofexternalopportunitiesandthreatsAccomplishinggoalswithstrategicplanningsystemCoordinationandintegrationofvaluechainactivitiesLow-costcapitalexpenditures&workingcapitalfundsISsupportforstrategicandoperationaldecisionsRelationshipswithstakeholdersPublicimageasaresponsiblecorporatec

23、itizen,UsinganInternalAudit,AninternalauditthoroughlyassessesanorganizationsvariousinternalfunctionalareasSixPrimaryFunctionalAreas,Productions-OperationsMarketingResearchandDevelopmentFinancialandAccountingManagement(includingHRM)InformationSystems,UsinganInternalEnvironmentalAnalysisProcess,Intern

24、alEnvironmentalAnalysisProcessFigure4-5,Step1,Surveying,Step2,Categorizing,Step3,Investigating,Step4,Evaluating,CapabilitiesAssessmentProfile,ResemblesInternalEnvironmentalAnalysisProcess,Similarity:Focusesondeeperevaluationoforganizationsstrengths&weaknessesDifference:FocusesonlyonanorganizationscapabilitiesComplexAnalysisofCapabilitiesNotaseasilyidentifiableasorganizationalfunctionsHardforcompetitorstoimitateTwo-PhasedCapabilityAssessmentPhaseI:IdentifydistinctivecapabilitiesPhaseII:Developandleveragethesedistinctivecapabilities,CapabilitiesAssessmentProfile,IdentifyingDistinctiveOrga