搜索
EVALUATINGCOMPANYRESOURCESANDCOMPETITIVECAPABILITIESInternalEnvironmentCHAPTER3•Whathavewelearnedlasttime?Political/LegalEconomicTechnologicalGlobalDemographicSocioculturalCompetitiveEnvironmentIndustryEnvironmentComponentsoftheGeneralEnvironmentThreatofSubstituteProductsThreatofNewEntrantsThreatofNewEntrantsRivalryAmongCompetingFirmsinIndustryBargainingPowerofBuyersBargainingPowerofSuppliersPorter’sFiveForcesModelofCompetitionEffectsofEntryBarriersandExitBarriersonIndustryProfitsEntryBarriersExitBarriersHighLowHighLowLow,StableReturnsEntryBarriersExitBarriersHighLowHighLowEffectsofEntryBarriersandExitBarriersonIndustryProfitsHigh,StableReturnsEntryBarriersExitBarriersHighLowHighLowLow,StableReturnsEffectsofEntryBarriersandExitBarriersonIndustryProfitsLow,RiskyReturnsEntryBarriersExitBarriersHighLowHighLowLow,StableReturnsHigh,StableReturnsEffectsofEntryBarriersandExitBarriersonIndustryProfitsHigh,RiskyReturnsEntryBarriersExitBarriersHighLowHighLowLow,StableReturnsHigh,StableReturnsLow,RiskyReturnsEffectsofEntryBarriersandExitBarriersonIndustryProfitsConcepttoNote•SustainedCompetitiveAdvantageSustainedCompetitiveAdvantage•Occurswhenafirmdevelopsastrategythatcompetitorsarenotsimultaneouslyimplementing•ProvidesbenefitswhichcurrentandpotentialcompetitorsareunabletoduplicateSWOTAnalysis--WhattoLookForPotentialResourceStrengthsPotentialResourceWeaknessesPotentialCompanyOpportunitiesPotentialExternalThreats•Powerfulstrategy•Strongfinancialcondition•Strongbrandnameimage/reputation•Widelyrecognizedmarketleader•Proprietarytechnology•Costadvantages•Strongadvertising•Productinnovationskills•Goodcustomerservice•Betterproductquality•AlliancesorJVs•Noclearstrategicdirection•Obsoletefacilities•Weakbalancesheet;excessdebt•Higheroverallcoststhanrivals•Missingsomekeyskills/competencies•Internaloperatingproblems...•FallingbehindinR&D•Toonarrowproductline•Weakmarketingskills•Servingadditionalcustomergroups•Expandingtonewgeographicareas•Expandingproductline•Transferringskillstonewproducts•Verticalintegration•Acquisitionofrivals•AlliancesorJVstoexpandcoverage•Openingstoexploitnewtechnologies•Openingstoextendbrandname/image•Entryofpotentnewcompetitors•Lossofsalestosubstitutes•Slowingmarketgrowth•Adverseshiftsinexchangerates&tradepolicies•Costlynewregulations•Vulnerabilitytobusinesscycle•Growingleverageofcustomersorsuppliers•Shiftinbuyerneedsforproduct•DemographicchangesIdentifyingResourceStrengthsandCompetitiveCapabilities•Astrengthissomethingafirmdoeswelloracharacteristicthatenhancesitscompetitiveness–Valuablecompetenciesorknow-how–Valuablephysicalassets–Valuablehumanassets–Valuableorganizationalassets–Valuableintangibleassets–Importantcompetitivecapabilities–Anattributethatplacesacompanyinapositionofmarketadvantage–AlliancesorcooperativeventuresIdentifyingResourceWeaknessesandCompetitiveDeficiencies•Aweaknessissomethingafirmlacks,doespoorly,oraconditionplacingitatadisadvantage•Resourceweaknessesrelateto–Deficienciesinknow-howorexpertiseorcompetencies–Lackofimportantphysical,organizational,orintangibleassets–MissingcapabilitiesinkeyareasIdentifyingaCompany’sMarketOpportunities•Themarketopportunitiesmostrelevanttoacompanyarethoseoffering–Thebestprospectsforprofitablelong-termgrowth–Competitiveadvantage–GoodmatchwithitsfinancialandorganizationalresourcecapabilitiesIdentifyingExternalThreats•Emergenceofcheaper/bettertechnologies•Introductionofbetterproductsbyrivals•Intensifyingcompetitivepressures•Onerous(烦琐/负法律责任的)regulations•Ariseininterestrates•Potentialofahostiletakeover•Unfavorabledemographicshifts•Adverseshiftsinforeignexchangerates•Politicalupheaval(动荡，剧变)inacountryChapter2ExternalEnvironmentWhattheFirmMightDoChapter3InternalEnvironmentWhattheFirmCanDoSustainableCompetitiveAdvantageResources*Tangible*IntangibleCapabilitiesTeamsofResourcesSourcesofCoreCompetenciesCompetitiveAdvantageStrategicCompetitivenessAbove-AverageReturnsDiscoveringCoreCompetenciesValueChainAnalysis*OutsourceValuableRareCostlytoImitateNonsubstitutable****CriteriaofSustainableAdvantagesDiscoveringCoreCompetenciesCompetitiveAdvantageGainedthroughCoreCompetenciesHowdoweassemblebundlesofResources,CapabilitiesandCoreCompetenciestocreateVALUEforcustomers?Willenvironmentalchangesmakeourcorecompetenciesobsolete?And...Aresubstitutesavailableforourcorecompetencies?Areourcorecompetencieseasilyimitated?KeyQuestionsforManagersinInternalAnalysisConditionsAffectingManagerialDecisionsAboutResources,CapabilitiesandCoreCompetenciesUncertaintyregardingcharacteristicsofthegeneralandtheindustryenvironments,competitor’sactions,andcustomer’spreferences.Complexityregardingtheinterrelatedcausesshapingafirm’senvironmentsandperceptionsoftheenvironmentsIntraorganizationalConflictsamongpeoplemakingmanagerialdecisionsandthoseaffectedbythemResources*Tangible*IntangibleDiscoveringCoreCompetenciesWhatafirmhastoworkwith:itsassets,includingitspeopleandthevalueofitsbrandnameWhatafirmHas...ResourcesResourcesrepresentinputsintoafirm’sproductionprocess...suchascapitalequipment,skillsofemploye