战略管理竞争与全球化Chapter3_Slides

Ch3-1Chapter3TheInternalEnvironment:Resources,CapabilitiesandCoreCompetenciesMichaelA.HittR.DuaneIrelandRobertE.Hoskisson©2000South-WesternCollegePublishingCh3-2Chapter2ExternalEnvironmentWhattheFirmMightDoChapter3InternalEnvironmentWhattheFirmCanDoSustainableCompetitiveAdvantageCh3-3SWOTAnalysis•Strengths•Weaknesses•Opportunities•ThreatsCh3-4ThepurposeofSWOTAnalysis•Itisaneasy-to-usetoolfordevelopinganoverviewofacompany’sstrategicsituation–Itformsabasisformatchingyourcompany’sstrategytoitssituationCh3-5Strengths•ASTRENGTHissomethingacompanyisgoodatdoingoracharacteristicthatgivesitanimportantcapability.•PossibleStrengths:–Namerecognition–Proprietarytechnology–Costadvantages–Skilledemployees–LoyalCustomersCh3-6Weaknesses•AWEAKNESSissomethingacompanylacksordoespoorly(incomparisontoothers)oraconditionthatplacesitatadisadvantage•PossibleWeaknesses:–Poormarketimage–Obsoletefacilities–Internaloperatingproblems–PoormarketingskillsCh3-7StrengthsandWeaknessformabasisforINTERNALanalysis•Byexaminingstrengths,youcandiscoveruntappedpotentialoridentifydistinctcompetenciesthathelpedyousucceedinthepast.•Byexaminingweaknesses,youcanidentifygapsinperformance,vulnerabilities,anderroneousassumptionsaboutexistingstrategies.Ch3-8Resources*Tangible*IntangibleCapabilitiesTeamsofResourcesSourcesofCoreCompetenciesCompetitiveAdvantageStrategicCompetitivenessAbove-AverageReturnsCompetitiveAdvantageGainedthroughCoreCompetenciesDiscoveringCoreCompetenciesDiscoveringCoreCompetenciesCriteriaofSustainableAdvantagesValueChainAnalysisValuableRareCostlytoImitateNonsubstitutable*****OutsourceCh3-9HowdoweassemblebundlesofResources,CapabilitiesandCoreCompetenciestocreateVALUEforcustomers?Willenvironmentalchangesmakeourcorecompetenciesobsolete?And...Aresubstitutesavailableforourcorecompetencies?Areourcorecompetencieseasilyimitated?KeyQuestionsforManagersinInternalAnalysisCh3-10Resources*Tangible*IntangibleDiscoveringCoreCompetenciesCh3-11Whatafirmhastoworkwith:itsassets,includingitspeopleandthevalueofitsbrandnameWhatafirmHas...ResourcesCh3-12Resourcesrepresentinputsintoafirm’sproductionprocess...suchascapitalequipment,skillsofemployees,brandnames,financesandtalentedmanagersWhatafirmHas...Whatafirmhastoworkwith:itsassets,includingitspeopleandthevalueofitsbrandnameResourcesCh3-13Whatafirmhastoworkwith:itsassets,includingitspeopleandthevalueofitsbrandnameResourcesrepresentinputsintoafirm’sproductionprocess...suchascapitalequipment,skillsofemployees,brandnames,financesandtalentedmanagers“SomegeniusinventedtheOreo.We’rejustlivingofftheinheritance.”F.RossJohnson,FormerPresident&CEO,RJRNabiscoWhatafirmHas...ResourcesCh3-14TangibleResourcesFinancial*Physical*HumanResources*Organizational*WhatafirmHas...Whatafirmhastoworkwith:itsassets,includingitspeopleandthevalueofitsbrandnameResourcesrepresentinputsintoafirm’sproductionprocess...suchascapitalequipment,skillsofemployees,brandnames,financesandtalentedmanagersIntangibleResourcesTechnological*Innovation*Reputation*“SomegeniusinventedtheOreo.We’rejustlivingofftheinheritance.”F.RossJohnson,FormerPresident&CEO,RJRNabiscoResourcesCh3-15Resources*Tangible*IntangibleCapabilitiesTeamsofResourcesDiscoveringCoreCompetenciesCh3-16WhatafirmDoes...Capabilitiesrepresent:thefirm’scapacityorabilitytointegrateindividualfirmresourcestoachieveadesiredobjective.CapabilitiesCh3-17WhatafirmDoes...Capabilitiesdevelopovertimeasaresultofcomplexinteractionsthattakeadvantageoftheinterrelationshipsbetweenafirm’stangibleandintangibleresourcesthatarebasedonthedevelopment,transmissionandexchangeorsharingofinformationandknowledgeascarriedoutbythefirm'semployees.Capabilitiesrepresent:thefirm’scapacityorabilitytointegrateindividualfirmresourcestoachieveadesiredobjective.CapabilitiesCh3-18WhatafirmDoes...Capabilitiesrepresent:thefirm’scapacityorabilitytointegrateindividualfirmresourcestoachieveadesiredobjective.Capabilitiesdevelopovertimeasaresultofcomplexinteractionsthattakeadvantageoftheinterrelationshipsbetweenafirm’stangibleandintangibleresourcesthatarebasedonthedevelopment,transmissionandexchangeorsharingofinformationandknowledgeascarriedoutbythefirm'semployees.Capabilitiesbecomeimportantwhentheyarecombinedinuniquecombinationswhichcreatecorecompetencieswhichhavestrategicvalueandcanleadtocompetitiveadvantage.CapabilitiesCh3-19Resources*Tangible*IntangibleCapabilitiesTeamsofResourcesDiscoveringCoreCompetenciesSourcesofCoreCompetenciesCompetitiveAdvantageDiscoveringCoreCompetenciesCh3-20WhatafirmDoes...thatisStrategicallyValuable“…aretheessenceofwhatmakesanorganizationuniqueinitsabilitytoprovidevaluetocustomers.”Leonard-Barton,Bowen,Clark,Holloway&WheelwrightMcKinsey&Co.recommendsidentifyingthreetofourcompetenciestouseinframingstrategicactions.CoreCompetenciesCh3-21Resources*Tangible*IntangibleCapabilitiesTeamsofResourcesSourcesofCoreCompetenciesCompetitiveAdvantageDiscoveringCoreCompetenciesCriteriaofSustainableAdvantagesValuableRareCostlytoImitateNonsubstitutable****DiscoveringCoreCompetencies*OutsourceCh3-22Forastrategiccapabilitytobe