拉籌伯大學戰(zhàn)略管理3通用通用課件3

1、Chapter 3The internal environment: Resources, capabilities and core competenciesCopyright 2011 Cengage Learning Pty LimitedKnowledge objectives1explain the need for firms to study and understand the internal environment2define value and discuss its importance3describe the differences between tangibl

2、e and intangible resources4define capabilities and discuss how they are developedCopyright 2011 Cengage Learning Pty LimitedKnowledge objectives5describe four criteria used to determine whether resources and capabilities are core competencies 6explain how value chain analysis is used to identify and

3、 evaluate resources and capabilities7define outsourcing and discuss the reasons for its use.Copyright 2011 Cengage Learning Pty LimitedThe context of internal environmentSustainable competitive advantage can be achieved:when a firm has the ability to undertake value-creating activitieswhen a firm us

4、e its unique resources, capabilities to create new core competenciesthe sustainability of a competitive advantage is a function of three factors:managing portfolio resourcesleveraging the firms unique resources and capabilities to create strategic competitivenessensuring a global mindset.Copyright 2

5、011 Cengage Learning Pty LimitedComponents of internal analysisCopyright 2011 Cengage Learning Pty LimitedCreating valueDefinitionvalue is measured by a products performance characteristics and by its attributesvalue is in the form of goods or services for which customers are willing to payit needs

6、to be provided by competing firmscreating value for customers is the source of above-average returns.Copyright 2011 Cengage Learning Pty LimitedCreating value (cont.)Definition (cont.)a firms ability to bundle and leverage its resources and capabilities is the source of above-average returnsa firms

7、competencies in creating value can drive the selection of strategies.Copyright 2011 Cengage Learning Pty LimitedThe challenge of internal analysisManagers strategic decisions about resources, capabilities and core competencies are non-routine and have ethical and competitive implications.Managers mu

8、st have:courageself-confidenceintegritythe capacity to deal with uncertainty and complexitywillingness to hold themselves and other people accountable for their work.Copyright 2011 Cengage Learning Pty LimitedThe challenge of internal analysis (cont.)Managers should have the intangible knowledge to

9、face uncertainty in terms of:new proprietary technologiesrapidly changing economic and political trendstransformation in social valuesshifts in customer demands.Copyright 2011 Cengage Learning Pty LimitedConditions affecting strategic managerial decisionsCopyright 2011 Cengage Learning Pty LimitedTa

10、ngible resourcesCopyright 2011 Cengage Learning Pty LimitedIntangible resourcesCopyright 2011 Cengage Learning Pty LimitedResources, capabilities and core competenciesResourcesare inputs into a firms production processare the source of a firms capabilitycover a spectrum of individual, social and org

11、anisational phenomena.Typically, resources alone do not yield a competitive advantage. Competitive advantage is created through the unique bundling of resources.Copyright 2011 Cengage Learning Pty LimitedResources, capabilities and core competencies (cont.)Capabilitiesare the firms capacity to deplo

12、y resources that have been purposely integrated to achieve a desired end stateare often based on developing, carrying and exchanging information and knowledge through the firms human capitalare often developed in specific functional areas, such as R&D and marketing.Copyright 2011 Cengage Learning Pt

13、y LimitedResources, capabilities and core competencies (cont.)Core competenciesare capabilities that serve as a source of competitive advantage for a firm over its rivalsdistinguish the firm competitively and give it a unique identityemerge over time through an organisational process of accumulating

14、 and learning how to deploy different resources and capabilities.Copyright 2011 Cengage Learning Pty LimitedBuilding core competenciesEvery core competency is a capability, but not every capability is a core competency.A capability becomes a core competency only when it is:valuable and non-substitut

15、able for customersandunique (rare) and inimitable (costly-to-imitate) for competitors.Copyright 2011 Cengage Learning Pty LimitedThe four criteria of sustainable competitive advantageCopyright 2011 Cengage Learning Pty LimitedOutcomes from combinations of the criteria for sustainable competitive adv

16、antageCopyright 2011 Cengage Learning Pty LimitedValue chain analysisValue chain analysis allows the firm to understand the parts of its operations that create value and those that do not.It helps managers to understand a firms cost position.The value chain is segmented into primary and support acti

17、vities.Copyright 2011 Cengage Learning Pty LimitedValue chain analysis (cont.)Primary activitiesare involved with a products physical creation, its sale and distribution to buyers, and its service after sale.Support activitiesprovide the support necessary for the primary activities to take place.Cop

18、yright 2011 Cengage Learning Pty LimitedThe basic value chainCopyright 2011 Cengage Learning Pty LimitedThe value-creating potential of primary activitiesInbound logisticsactivities, such as materials handling, warehousing and inventory control, used to receive, store and disseminate inputs to a pro

19、duct.Operationsactivities necessary to convert the inputs provided by inbound logistics into final product form machining, packaging, assembly and equipment maintenance are examples of operations activities.Copyright 2011 Cengage Learning Pty LimitedThe value-creating potential of primary activities

20、 (cont.)Outbound logisticsactivities involved with collecting, storing and physically distributing the final product to customers examples of these activities include finished-goods warehousing, materials handling and order processing.Copyright 2011 Cengage Learning Pty LimitedThe value-creating pot

21、ential of primary activities (cont.)Marketing and salesactivities completed to provide means through which customers can purchase products and to induce them to do so to market and sell products effectively, firms develop advertising and promotional campaigns, select appropriate distribution channel

22、s, and select, develop and support their sales force.Copyright 2011 Cengage Learning Pty LimitedThe value-creating potential of primary activities (cont.)Serviceactivities designed to enhance or maintain a products value firms engage in a range of service-related activities, including installation,

23、repair, training and adjustment.Each activity should be examined relative to competitors abilities. Accordingly, firms rate each activity as superior, equivalent or inferior.Copyright 2011 Cengage Learning Pty LimitedExamining the value-creating potential of support activitiesProcurementactivities n

24、eeded to purchase the inputs to produce a firms products. Technological developmentactivities performed to improve a firms product and the processestechnological development takes many forms, such as process equipment, basic research and product design, and servicing procedures.Copyright 2011 Cengag

25、e Learning Pty LimitedThe value-creating potential of support activitiesHuman resource managementactivities involved with recruiting, hiring, training, developing and compensating personnel.Firm infrastructureactivities such as general management, planning, finance, accounting, legal support and gov

26、ernmental relations, which are required to support the work of the entire value chain through its infrastructure, the firm consistently identifies external opportunities and threats, assesses resources and capabilities, and supports core competencies.Copyright 2011 Cengage Learning Pty LimitedOutsou

27、rcingOutsourcing is the purchase of a value-creating activity from an external supplier.A firm cannot possess the resources and capabilities it requires to achieve competitive superiority. By outsourcing non-core functionsa firm can concentrate on those areas in which it can create valuespecialty su

28、ppliers can perform outsourced capabilities more efficiently.Copyright 2011 Cengage Learning Pty LimitedReasons for outsourcingThe main reason for outsourcing is that few firms possess the resources and capabilities to achieve competitive superiority in all primary and support activities.When outsou

29、rcing, a firm seeks the greatest value from another firm. Preferably the supplier has core competency in the primary or support activities outsourced.Copyright 2011 Cengage Learning Pty LimitedReasons for outsourcing (cont.)Outsourcing can provide access to world-class capabilities and accelerate business re-engineering benefits