战略管理竞争与全球化Chapter3_Slidesdhph.pptx

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1、Ch3-1Chapter 3The Internal Environment:Resources,Capabilities and Core CompetenciesMichael A.Hitt Michael A.HittMichael A.HittR.Duane Ireland R.Duane IrelandR.Duane IrelandRobert E.Hoskisson Robert E.HoskissonRobert E.Hoskisson2000 South-Western College Publishing2000 South-Western College Publishin

2、gCh3-2Chapter 2Chapter 2External EnvironmentExternal EnvironmentWhat the Firm What the Firm MightMight Do DoChapter 3Chapter 3Internal EnvironmentInternal EnvironmentWhat the Firm What the Firm CanCan Do DoSustainableCompetitiveAdvantageCh3-3SWOT Analysis Strengths Weaknesses Opportunities ThreatsCh

3、3-4The purpose of SWOT Analysis It is an easy-to-use tool for developing an overview of a companys strategic situation It forms a basis for matching your companys strategy to its situationCh3-5Strengths A STRENGTH is something a company is good at doing or a characteristic that gives it an important

4、 capability.Possible Strengths:Name recognition Proprietary technology Cost advantages Skilled employees Loyal CustomersCh3-6Weaknesses A WEAKNESS is something a company lacks or does poorly(in comparison to others)or a condition that places it at a disadvantage Possible Weaknesses:Poor market image

5、 Obsolete facilities Internal operating problems Poor marketing skillsCh3-7Strengths and Weakness form a basis for INTERNAL analysis By examining strengths,you can discover untapped potential or identify distinct competencies that helped you succeed in the past.By examining weaknesses,you can identi

6、fy gaps in performance,vulnerabilities,and erroneous assumptions about existing strategies.Ch3-8ResourcesResources*TangibleTangible*IntangibleIntangibleCapabilitiesCapabilitiesTeams of Teams of ResourcesResourcesSources ofSources ofCoreCoreCompetenciesCompetenciesCompetitiveCompetitiveAdvantageAdvan

7、tageStrategicStrategicCompetitivenessCompetitivenessAbove-AverageAbove-AverageReturnsReturnsCompetitive CompetitiveAdvantageAdvantageGained throughGained throughCore CompetenciesCore CompetenciesDiscoveringDiscoveringCoreCoreCompetenciesCompetenciesDiscovering Core Discovering Core CompetenciesCompe

8、tenciesCriteria ofSustainableAdvantagesValueChainAnalysisValuableRareCostly to ImitateNonsubstitutable*OutsourceCh3-9How do we assemble How do we assemble bundlesbundles of Resources,of Resources,Capabilities and Core Competencies to create Capabilities and Core Competencies to create VALUE for cust

9、omers?for customers?Will environmental changes make our core Will environmental changes make our core competencies obsolete?competencies obsolete?And.And.Are substitutes available for our core Are substitutes available for our core competencies?competencies?Are our core competencies easily imitated?

10、Are our core competencies easily imitated?Key Questions for ManagersKey Questions for Managersin Internal Analysisin Internal AnalysisCh3-10ResourcesResources*TangibleTangible*IntangibleIntangibleDiscovering Core Discovering Core CompetenciesCompetenciesCh3-11What a firm has to work with:its assets,

11、including its people and the value of its brand nameWhat a firm Has.ResourcesResourcesCh3-12Resources represent inputs into a firms production process.such as capital equipment,skills of employees,brand names,finances and talented managersWhat a firm Has.What a firm has to work with:What a firm has

12、to work with:its assets,including its people its assets,including its people and the value of its brand name and the value of its brand nameResourcesResourcesCh3-13What a firm has to work with:What a firm has to work with:its assets,including its people its assets,including its people and the value

13、of its brand name and the value of its brand nameResources represent inputs into a Resources represent inputs into a firms production process.firms production process.such as capital equipment,skills such as capital equipment,skills of employees,brand names,of employees,brand names,finances and tale

14、nted managers finances and talented managers“Some genius invented the Oreo.Were just“Some genius invented the Oreo.Were just living off the inheritance.”living off the inheritance.”F.Ross Johnson,F.Ross Johnson,Former President&CEO,Former President&CEO,RJR Nabisco RJR NabiscoWhat a firm Has.Resource

15、sResourcesCh3-14Tangible ResourcesTangible ResourcesFinancialFinancial*PhysicalPhysical*Human ResourcesHuman Resources*OrganizationalOrganizational*What a firm Has.What a firm has to work with:its assets,including its people and the value of its brand nameResources represent inputs into a firms prod

16、uction process.such as capital equipment,skills of employees,brand names,finances and talented managersIntangible ResourcesIntangible ResourcesTechnologicalTechnological*InnovationInnovation*ReputationReputation*“Some genius invented the Oreo.Were just living off the inheritance.”F.Ross Johnson,Form

17、er President&CEO,RJR NabiscoResourcesResourcesCh3-15ResourcesResources*TangibleTangible*IntangibleIntangibleCapabilitiesCapabilitiesTeams of Teams of ResourcesResourcesDiscovering Core Discovering Core CompetenciesCompetenciesCh3-16What a firm Does.Capabilities represent:Capabilities represent:the f

18、irms capacity or ability to the firms capacity or ability to integrate integrate individual firm resources individual firm resources to achieve a desired to achieve a desired objective.objective.CapabilitiesCapabilitiesCh3-17What a firm Does.Capabilities develop over time as a result of Capabilities

19、 develop over time as a result of complex complex interactions interactions that take advantage of the that take advantage of the interrelationships interrelationships between a firms between a firms tangible and intangible resources tangible and intangible resources that that are based on the devel

20、opment,transmission and are based on the development,transmission and exchange or sharing of information and knowledge as exchange or sharing of information and knowledge as carried out by the firms employees.carried out by the firms employees.Capabilities represent:the firms capacity or ability to

21、integrate individual firm resources to achieve a desired objective.CapabilitiesCapabilitiesCh3-18What a firm Does.Capabilities represent:the firms capacity or ability to integrate individual firm resources to achieve a desired objective.Capabilities develop over time as a result of complex interacti

22、ons that take advantage of the interrelationships between a firms tangible and intangible resources that are based on the development,transmission and exchange or sharing of information and knowledge as carried out by the firms employees.Capabilities become important when they are combined Capabilit

23、ies become important when they are combined in in unique combinations unique combinations which create core competencies which create core competencies which havewhich have strategic value strategic value and can lead toand can lead to competitive competitive advantageadvantage.CapabilitiesCapabilit

24、iesCh3-19ResourcesResources*TangibleTangible*IntangibleIntangibleCapabilitiesCapabilitiesTeams of Teams of ResourcesResourcesDiscovering Core Discovering Core CompetenciesCompetenciesSources ofSources ofCoreCoreCompetenciesCompetenciesCompetitiveCompetitiveAdvantageAdvantageDiscoveringDiscoveringCor

25、eCoreCompetenciesCompetenciesCh3-20What a firm Does.that is Strategically Valuable“are the essence of what makes an organization unique in its ability to provide value to customers.”Leonard-Barton,Bowen,Clark,Holloway&Wheelwright Leonard-Barton,Bowen,Clark,Holloway&WheelwrightMcKinsey&Co.recommends

26、identifying three to four McKinsey&Co.recommends identifying three to four competencies to use in framing strategic petencies to use in framing strategic actions.Core CompetenciesCore CompetenciesCh3-21ResourcesResources*TangibleTangible*IntangibleIntangibleCapabilitiesCapabilitiesTeams of Teams of

27、ResourcesResourcesSources ofSources ofCoreCoreCompetenciesCompetenciesCompetitiveCompetitiveAdvantageAdvantageDiscoveringDiscoveringCoreCoreCompetenciesCompetenciesCriteria ofSustainableAdvantagesValuableRareCostly to ImitateNonsubstitutable*Discovering Core Discovering Core CompetenciesCompetencies

28、*OutsourceCh3-22For a strategic capability to be a For a strategic capability to be a Core Competency,it must be:Core Competency,it must be:Core CompetenciesCore CompetenciesValuableValuableRareRareCostly to ImitateCostly to ImitateNonsubstitutableNonsubstitutableWhat a firm Does.that is Strategical

29、ly ValuableCh3-23Core Competencies must be:NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents,such as firm-Capabilities that do not have strategic equivalents,such as firm-specific knowledge or trust-based relationshipsspecific knowledge or trust-based relationshipsW

30、hat a firm Does.that is Strategically ValuableCore CompetenciesCore CompetenciesValuableValuableRareRareCostly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily,usually due to Capabilities that other firms cannot develop easily,usually due to unique historical conditions

31、,causal ambiguity or social complexityunique historical conditions,causal ambiguity or social complexityCapabilities that are possessed by few,if any,current or potential Capabilities that are possessed by few,if any,current or potential competitorscompetitorsCapabilities that either help a firm to

32、exploit opportunities to create Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentvalue for customers or to neutralize threats in the environmentCh3-24ResourcesResources*TangibleTangible*IntangibleIntangibleCapabili

33、tiesCapabilitiesTeams of Teams of ResourcesResourcesSources ofSources ofCoreCoreCompetenciesCompetenciesCompetitiveCompetitiveAdvantageAdvantageDiscoveringDiscoveringCoreCoreCompetenciesCompetenciesValueChainAnalysis*OutsourceValuableRareCostly to ImitateNonsubstitutable*Criteria ofSustainableAdvant

34、agesDiscovering Core Discovering Core CompetenciesCompetenciesCh3-25SupportActivitiesPrimary ActivitiesValue Chain AnalysisValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueCh3-26SupportActivitiesPrimary ActivitiesInboundInbound LogisticsLogisticsValue Chain AnalysisValue

35、Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueCh3-27SupportActivitiesPrimary ActivitiesInbound Inbound LogisticsLogisticsOperationsOperationsValue Chain AnalysisValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueCh3-28SupportActivitiesPrimary Activi

36、tiesInbound Inbound LogisticsLogisticsOperationsOperationsOutboundOutboundLogisticsLogisticsValue Chain AnalysisValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueCh3-29SupportActivitiesPrimary ActivitiesInbound Inbound LogisticsLogisticsOperationsOperationsOutboundOutbound

37、LogisticsLogisticsMarketing Marketing&Sales&SalesValue Chain AnalysisValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueCh3-30SupportActivitiesPrimary ActivitiesInbound Inbound LogisticsLogisticsOperationsOperationsOutboundOutboundLogisticsLogisticsMarketing Marketing&Sales

38、&SalesServiceServiceValue Chain AnalysisValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueCh3-31SupportActivitiesPrimary ActivitiesInbound Inbound LogisticsLogisticsOperationsOperationsOutboundOutboundLogisticsLogisticsMarketing Marketing&Sales&SalesServiceServiceProcureme

39、ntProcurementValue Chain AnalysisValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueCh3-32SupportActivitiesPrimary ActivitiesInbound Inbound LogisticsLogisticsOperationsOperationsOutboundOutboundLogisticsLogisticsMarketing Marketing&Sales&SalesServiceServiceProcurementProcu

40、rementTechnological DevelopmentTechnological DevelopmentValue Chain AnalysisValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueCh3-33SupportActivitiesPrimary ActivitiesTechnological DevelopmentTechnological DevelopmentProcurementProcurementInbound Inbound LogisticsLogistics

41、OperationsOperationsOutboundOutboundLogisticsLogisticsMarketing Marketing&Sales&SalesServiceServiceHuman Resource ManagementHuman Resource ManagementValue Chain AnalysisValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueCh3-34SupportActivitiesPrimary ActivitiesTechnological

42、 DevelopmentTechnological DevelopmentHuman Resource ManagementHuman Resource ManagementFirm InfrastructureFirm InfrastructureProcurementProcurementInbound Inbound LogisticsLogisticsOperationsOperationsOutboundOutboundLogisticsLogisticsMarketing Marketing&Sales&SalesServiceServiceValue Chain Analysis

43、Value Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueCh3-35SupportActivitiesPrimary ActivitiesTechnological DevelopmentTechnological DevelopmentHuman Resource ManagementHuman Resource ManagementFirm InfrastructureFirm InfrastructureProcurementProcurementInbound Inbound Logist

44、icsLogisticsOperationsOperationsOutboundOutboundLogisticsLogisticsMarketing Marketing&Sales&SalesServiceServiceMARGINMARGINMARGINMARGINValue Chain AnalysisValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueCh3-36SupportActivitiesPrimary ActivitiesOutsourcingTechnological De

45、velopmentTechnological DevelopmentHuman Resource ManagementHuman Resource ManagementFirm InfrastructureFirm InfrastructureProcurementProcurementInbound Inbound LogisticsLogisticsOperationsOperationsOutboundOutboundLogisticsLogisticsMarketing Marketing&Sales&SalesServiceServiceMARGINMARGINMARGINMARGI

46、NStrategic Choice to Purchase Some Activities From Outside SuppliersCh3-37SupportActivitiesPrimary ActivitiesTechnological DevelopmentTechnological DevelopmentHuman Resource ManagementHuman Resource ManagementFirm InfrastructureFirm InfrastructureProcurementProcurementInbound Inbound LogisticsLogist

47、icsOperationsOperationsOutboundOutboundLogisticsLogisticsMarketing Marketing&Sales&SalesServiceServiceMARGINMARGINInbound Inbound Logistics LogisticsOperations OperationsOutbound OutboundLogistics LogisticsService ServiceMarketing Marketing&Sales&SalesTechnological Development Technological Developm

48、entHuman Resource Management Human Resource ManagementProcurement ProcurementMARGINMARGINFirms often purchase a portion portion of their value-creating activities from specialty external suppliers who can perform these functions more efficiently more efficientlyOutsourcingStrategic Choice to Purchas

49、e Some Activities From Outside SuppliersCh3-38Lets company focus on broader business issues by having outside Lets company focus on broader business issues by having outside experts handle various operational detailsexperts handle various operational detailsStrategic Rationales for OutsourcingImprov

50、e Business FocusImprove Business FocusPermits firm to redirect efforts from non-core activities toward those Permits firm to redirect efforts from non-core activities toward those that serve customers more effectivelythat serve customers more effectivelyFree Resources for Other PurposesFree Resource