西交大戰(zhàn)略管理教學課件-3

1、EVALUATING COMPANY RESOURCES AND COMPETITIVE CAPABILITIESInternal Environment CHAPTER 3 牛牛文庫文檔分享What have we learned last time? 牛牛文庫文檔分享Political/LegalEconomicTechnologicalGlobalDemographicSocioculturalCompetitiveEnvironmentIndustry EnvironmentComponents of the General Environment 牛牛文庫文檔分享Threat of

2、Substitute ProductsThreat of New EntrantsThreat of New EntrantsRivalry Among Competing Firms in IndustryBargaining Power of BuyersBargaining Power of SuppliersPorters Five Forces Model of Competition 牛牛文庫文檔分享Effects of Entry Barriers and Exit Barriers on Industry ProfitsEntry BarriersExit BarriersHi

3、ghLowHighLow 牛牛文庫文檔分享Low, Stable ReturnsEntry BarriersExit BarriersHighLowHighLowEffects of Entry Barriers and Exit Barriers on Industry Profits 牛牛文庫文檔分享High, Stable ReturnsEntry BarriersExit BarriersHighLowHighLowLow, Stable ReturnsEffects of Entry Barriers and Exit Barriers on Industry Profits 牛牛文

4、庫文檔分享Low, Risky ReturnsEntry BarriersExit BarriersHighLowHighLowLow, Stable ReturnsHigh, Stable ReturnsEffects of Entry Barriers and Exit Barriers on Industry Profits 牛牛文庫文檔分享High, Risky ReturnsEntry BarriersExit BarriersHighLowHighLowLow, Stable ReturnsHigh, Stable ReturnsLow, Risky ReturnsEffects

5、of Entry Barriers and Exit Barriers on Industry Profits 牛牛文庫文檔分享Concept to NoteSustained Competitive Advantage 牛牛文庫文檔分享Sustained Competitive AdvantageOccurs when a firm develops a strategy that competitors are not simultaneously implementingProvides benefits which current and potential competitors a

6、re unable to duplicate 牛牛文庫文檔分享SWOT Analysis - What to Look ForPotential Resource Strengths Potential Resource WeaknessesPotential Company OpportunitiesPotential External Threats Powerful strategy Strong financial condition Strong brand name image/reputation Widely recognized market leader Proprieta

7、ry technology Cost advantages Strong advertising Product innovation skills Good customer service Better product qualityAlliances or JVs No clear strategic direction Obsolete facilities Weak balance sheet; excess debt Higher overall costs than rivals Missing some key skills/competencies Internal oper

8、ating problems . . . Falling behind in R&D Too narrow product line Weak marketing skills Serving additional customer groups Expanding to new geographic areas Expanding product line Transferring skills to new products Vertical integration Acquisition of rivals Alliances or JVs to expand coverage Open

9、ings to exploit new technologies Openings to extend brand name/image Entry of potent new competitors Loss of sales to substitutes Slowing market growth Adverse shifts in exchange rates & trade policies Costly new regulations Vulnerability to business cycle Growing leverage of customers or suppliers

10、Shift in buyer needs for product Demographic changes 牛牛文庫文檔分享Identifying Resource Strengthsand Competitive CapabilitiesA strength is something a firm does well or a characteristic that enhances its competitivenessValuable competencies or know-howValuable physical assetsValuable human assetsValuable

11、organizational assetsValuable intangible assetsImportant competitive capabilitiesAn attribute that places a company in a position of market advantageAlliances or cooperative ventures 牛牛文庫文檔分享Identifying Resource Weaknessesand Competitive DeficienciesA weakness is something a firm lacks, does poorly,

12、 or a condition placing it at a disadvantageResource weaknesses relate toDeficiencies in know-how or expertise or competenciesLack of important physical, organizational, or intangible assetsMissing capabilities in key areas 牛牛文庫文檔分享Identifying a CompanysMarket OpportunitiesThe market opportunities m

13、ost relevant to a company are those offeringThe best prospects for profitable long-term growthCompetitive advantageGood match with its financial and organizational resource capabilities 牛牛文庫文檔分享Identifying External ThreatsEmergence of cheaper/better technologiesIntroduction of better products by riv

14、alsIntensifying competitive pressuresOnerous(煩瑣/負法律責任的) regulationsA rise in interest ratesPotential of a hostile takeoverUnfavorable demographic shiftsAdverse shifts in foreign exchange ratesPolitical upheaval(動蕩，劇變) in a country 牛牛文庫文檔分享Chapter 2External EnvironmentWhat the Firm Might DoChapter 3I

15、nternal EnvironmentWhat the Firm Can DoSustainableCompetitiveAdvantage 牛牛文庫文檔分享Resources*Tangible*IntangibleCapabilitiesTeams of ResourcesSources ofCoreCompetenciesCompetitiveAdvantageStrategicCompetitivenessAbove-AverageReturnsDiscoveringCoreCompetenciesValueChainAnalysis* OutsourceValuableRareCost

16、ly to ImitateNonsubstitutable*Criteria ofSustainableAdvantagesDiscovering Core CompetenciesCompetitiveAdvantageGained throughCore Competencies 牛牛文庫文檔分享How do we assemble bundles of Resources, Capabilities and Core Competencies to create VALUE for customers?Will environmental changes make our core co

17、mpetencies obsolete?And.Are substitutes available for our core competencies?Are our core competencies easily imitated?Key Questions for Managersin Internal Analysis 牛牛文庫文檔分享Conditions Affecting Managerial Decisions About Resources, Capabilities and Core CompetenciesUncertaintyregarding characteristi

18、cs of the general and the industry environments, competitors actions, and customers preferences. Complexityregarding the interrelated causes shaping a firms environments and perceptions of the environmentsIntraorganizational Conflictsamong people making managerial decisions and those affected by the

19、m 牛牛文庫文檔分享Resources*Tangible*IntangibleDiscovering Core Competencies 牛牛文庫文檔分享What a firm has to work with:its assets, including its people and the value of its brand nameWhat a firm Has.Resources 牛牛文庫文檔分享Resources represent inputs into a firms production process.such as capital equipment, skills of

20、employees, brand names, finances and talented managersWhat a firm Has.What a firm has to work with:its assets, including its people and the value of its brand nameResources 牛牛文庫文檔分享What a firm has to work with:its assets, including its people and the value of its brand nameResources represent inputs

21、 into a firms production process.such as capital equipment, skills of employees, brand names, finances and talented managersWhat a firm Has.Resources 牛牛文庫文檔分享Tangible ResourcesFinancial*Physical*Human Resources*Organizational*What a firm Has.What a firm has to work with:its assets, including its peo

22、ple and the value of its brand nameResources represent inputs into a firms production process.such as capital equipment, skills of employees, brand names, finances and talented managersIntangible ResourcesTechnological*Innovation*Reputation*Resources 牛牛文庫文檔分享Resources*Tangible*IntangibleCapabilities

23、Teams of ResourcesDiscovering Core Competencies 牛牛文庫文檔分享What a firm Does.Capabilities represent:the firms capacity or ability to integrate individual firm resources to achieve a desired objective.Capabilities 牛牛文庫文檔分享What a firm Does.Capabilities develop over time as a result of complex interactions

24、 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 represent:the firms capacity or ability to integrat

25、e individual firm resources to achieve a desired objective.Capabilities 牛牛文庫文檔分享What 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 interactions that take adv

26、antage 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 in unique combinations wh

27、ich create core competencies which have strategic value and can lead to competitive advantage.Capabilities 牛牛文庫文檔分享Resources*Tangible*IntangibleCapabilitiesTeams of ResourcesDiscovering Core CompetenciesSources ofCoreCompetenciesCompetitiveAdvantageDiscoveringCoreCompetencies 牛牛文庫文檔分享What a firm Doe

28、s.that is Strategically Valuable“are the essence of what makes an organization unique in its ability to provide value to customers.”McKinsey & Co. recommends identifying three to four competencies to use in framing strategic actions.Core Competencies 牛牛文庫文檔分享Resources*Tangible*IntangibleCapabilities

29、Teams of ResourcesSources ofCoreCompetenciesCompetitiveAdvantageDiscoveringCoreCompetenciesCriteria ofSustainableAdvantagesValuableRareCostly to ImitateNonsubstitutable*Discovering Core Competencies* Outsource 牛牛文庫文檔分享For a strategic capability to be a Core Competency, it must be:Core CompetenciesVa

30、luableRareCostly to ImitateNonsubstitutableWhat a firm Does.that is Strategically Valuable 牛牛文庫文檔分享ValuableRareCostly to ImitateCapabilities that other firms cannot develop easily, usually due to unique historical conditions, causal ambiguity or social complexityCapabilities that are not possessed b

31、y many othersCapabilities that help a firm neutralize(抵制) threats or exploit opportunitiesCore CompetenciesWhat a firm Does.that is Strategically Valuable 牛牛文庫文檔分享What Criteria Make CoreCompetencies Costly to Imitate?Unique Historical ConditionsCausal AmbiguitySocial ComplexityThis occurs when compe

32、titors are unable to detect how a firm uses its competencies as a foundation for competitive advantageOccurs when the firms capabilities are the result of complex social phenomena, such as interpersonal relationships, trust and friendships among managers or a firms reputation with suppliers and cust

33、omersExample:Disney created Mickey Mouse at a time when animated motion pictures were newAn unusual evolutionary pattern of growth may contribute to the development of competencies in a manner that is unique to those particular circumstances 牛牛文庫文檔分享Core Competencies must be:NonsubstitutableCapabili

34、ties that do not have strategic equivalents, such as firm-specific knowledge or trust-based relationshipsWhat a firm Does.that is Strategically ValuableCore CompetenciesValuableRareCostly to ImitateCapabilities that other firms cannot develop easily, usually due to unique historical conditions, caus

35、al ambiguity or social complexityCapabilities that are possessed by few, if any, current or potential competitorsCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment 牛牛文庫文檔分享Core CompetenciesResourcesInputs to a firms

36、 production processCore CompetenceA strategic capabilityThe source ofCapabilityIntegration of a team of resourcesDoes the capability satisfy the criteria of sustainable competitive advantage?YESNOCapabilityA nonstrategic team of resources 牛牛文庫文檔分享ValuableRareCostly to ImitateNonsub-stitutableCompeti

37、tive ConsequencesPerformance ImplicationsNONONONOCompetitiveDisadvantageBelow AverageReturnsYESNONOYES/NOCompetitiveParityAverageReturnsYESNOYES/NOYESTemporaryCompetitiveAdvantageAver./Above AverageReturnsAboveAverageReturnsYESYESYESYESSustainableCompetitiveAdvantageOutcomes from Combinations of the

38、 Criteria for Sustainable Competitive Advantage 牛牛文庫文檔分享Resources*Tangible*IntangibleCapabilitiesTeams of ResourcesSources ofCoreCompetenciesCompetitiveAdvantageDiscoveringCoreCompetenciesValueChainAnalysis* OutsourceValuableRareCostly to ImitateNonsubstitutable*Criteria ofSustainableAdvantagesDisco

39、vering Core Competencies 牛牛文庫文檔分享The Value Chain ConceptIdentifies the separate activities and business processes performed to design, produce, market, deliver, and support a product / serviceConsists of two types of activitiesPrimary activities Support activities 牛牛文庫文檔分享SupportActivitiesPrimary Ac

40、tivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add Value 牛牛文庫文檔分享SupportActivitiesPrimary ActivitiesInbound LogisticsValue Chain AnalysisIdentifying Resources and Capabilities That Can Add Value 牛牛文庫文檔分享SupportActivitiesPrimary ActivitiesInbound LogisticsOperationsValue

41、Chain AnalysisIdentifying Resources and Capabilities That Can Add Value 牛牛文庫文檔分享SupportActivitiesPrimary ActivitiesInbound LogisticsOperationsOutboundLogisticsValue Chain AnalysisIdentifying Resources and Capabilities That Can Add Value 牛牛文庫文檔分享SupportActivitiesPrimary ActivitiesInbound LogisticsOpe

42、rationsOutboundLogisticsMarketing & SalesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add Value 牛牛文庫文檔分享SupportActivitiesPrimary ActivitiesInbound LogisticsOperationsOutboundLogisticsMarketing & SalesServiceValue Chain AnalysisIdentifying Resources and Capabilities That Can Ad

43、d Value 牛牛文庫文檔分享SupportActivitiesPrimary ActivitiesInbound LogisticsOperationsOutboundLogisticsMarketing & SalesServiceAdministrative ProcurementValue Chain AnalysisIdentifying Resources and Capabilities That Can Add Value 牛牛文庫文檔分享SupportActivitiesPrimary ActivitiesInbound LogisticsOperationsOutboun

44、dLogisticsMarketing & SalesService Administrative ProcurementTechnological DevelopmentValue Chain AnalysisIdentifying Resources and Capabilities That Can Add Value 牛牛文庫文檔分享SupportActivitiesPrimary ActivitiesTechnological DevelopmentAdministrative ProcurementInbound LogisticsOperationsOutboundLogisti

45、csMarketing & SalesServiceHuman Resource ManagementValue Chain AnalysisIdentifying Resources and Capabilities That Can Add Value 牛牛文庫文檔分享SupportActivitiesPrimary ActivitiesTechnological DevelopmentHuman Resource ManagementFirm Infrastructure Administrative ProcurementInbound LogisticsOperationsOutbo

46、undLogisticsMarketing & SalesServiceValue Chain AnalysisIdentifying Resources and Capabilities That Can Add Value 牛牛文庫文檔分享SupportActivitiesPrimary ActivitiesTechnological DevelopmentHuman Resource ManagementFirm Infrastructure Administrative ProcurementInbound LogisticsOperationsOutboundLogisticsMar

47、keting & SalesServiceMARGINMARGINValue Chain AnalysisIdentifying Resources and Capabilities That Can Add Value 牛牛文庫文檔分享Example: Key Value Chain ActivitiesTimber farmingLoggingPulp millsPapermakingPrinting & publishingPULP & PAPER INDUSTRY 牛牛文庫文檔分享Example: Key Value Chain ActivitiesParts & components

48、 manufactureAssemblyWholesale distributionRetail salesHOME APPLIANCE INDUSTRY 牛牛文庫文檔分享Example: Key Value Chain ActivitiesProcessing of basic ingredientsSyrup(果汁) manufactureBottling and can fillingWholesale distributionRetailingSOFT DRINK INDUSTRYKroger 牛牛文庫文檔分享Example: Key Value Chain ActivitiesPro

49、grammingDisk loadingMarketingDistributionCOMPUTER SOFTWARE INDUSTRY 牛牛文庫文檔分享SupportActivitiesPrimary ActivitiesOutsourcingTechnological DevelopmentHuman Resource ManagementFirm InfrastructureAdministrative ProcurementInbound LogisticsOperationsOutboundLogisticsMarketing & SalesServiceMARGINMARGINStr

50、ategic Choice to Purchase Some Activities From Outside Suppliers 牛牛文庫文檔分享SupportActivitiesPrimary ActivitiesTechnological DevelopmentHuman Resource ManagementFirm InfrastructureProcurementInbound LogisticsOperationsOutboundLogisticsMarketing & SalesServiceMARGINInbound LogisticsOperationsOutboundLog

51、isticsServiceMarketing & SalesTechnological DevelopmentHuman Resource ManagementAd ProcurementMARGINFirms often purchase a portion of their value-creating activities from specialty external suppliers who can perform these functions more efficientlyOutsourcingStrategic Choice to Purchase Some Activit

52、ies From Outside Suppliers 牛牛文庫文檔分享Lets company focus on broader business issues by having outside experts handle various operational detailsStrategic Rationales for OutsourcingImprove Business FocusPermits firm to redirect efforts from non-core activities toward those that serve customers more effe

53、ctivelyFree Resources for Other PurposesProvide Access to World-Class CapabilitiesAccelerate Business Re-Engineering BenefitsShare RisksThe specialized resources of outsourcing providers makes world-class capabilities available to firms in a wide range of applications Achieves re-engineering benefit

54、s more quickly by having outsiders-who have already achieved world-class standards-take over processReduces investment requirements and makes firm more flexible, dynamic and better able to adapt to changing opportunities 牛牛文庫文檔分享The Value Chain SystemUpstreamValue ChainsA Companys OwnValue ChainDown

55、streamValue ChainsActivities, Costs, &Margins ofForwardChannelAllies &StrategicPartnersInternallyPerformedActivities, Costs, &MarginsActivities, Costs, &Margins ofSuppliersBuyer/UserValueChains 牛牛文庫文檔分享To capitalize on the usefulness of the Value Chain concept.it is important to recognize that. 牛牛文庫

56、文檔分享Value Chains are part of a Total Value SystemSupplier Value ChainFirm Value ChainChannel Value ChainBuyer Value Chain 牛牛文庫文檔分享Firm Value ChainChannel Value ChainBuyer Value ChainSupplier Value ChainUpstream ValuePerform valuable activities that complement the firms activitiesValue Chains are par

57、t of a Total Value System 牛牛文庫文檔分享Supplier Value ChainFirm Value ChainBuyer Value ChainUpstream ValuePerform valuable activities that complement the firms activitiesChannel Value ChainEach firm must eventually find a way to become a part of some buyers value chainValue Chains are part of a Total Val

58、ue System 牛牛文庫文檔分享Supplier Value ChainFirm Value ChainChannel Value ChainUpstream ValuePerform valuable activities that complement the firms activitiesBuyer Value ChainUltimate basis for differentiation is the ability to play a role in a buyers value chainThis creates VALUE!Each firm must eventually

59、 find a way to become a part of some buyers value chainValue Chains are part of a Total Value System 牛牛文庫文檔分享Supplier Value ChainFirm Value ChainChannel Value ChainUpstream ValuePerform valuable activities that complement the firms activitiesBuyer Value ChainEach firm must eventually find a way to b

60、ecome a part of some buyers value chainUltimate basis for differentiation is the ability to play a role in a buyers value chainThis creates VALUE!Value chains vary for firms in an industry, reflecting each firms unique qualities:HistoryStrategySuccess at ImplementationValue Chains are part of a Tota