西交大MBA戰(zhàn)略管理講義三

西交大MBA戰(zhàn)略管理講義三Whathavewelearnedlasttime?Political/LegalEconomicTechnologicalGlobalDemographicSocioculturalCompetitiveEnvironmentIndustryEnvironmentComponentsoftheGeneralEnvironmentThreatofSubstituteProductsThreatofNewEntrantsThreatofNewEntrantsRivalryAmongCompetingFirmsinIndustryBargainingPowerofBuyersBargainingPowerofSuppliersPorter’sFiveForcesModelofCompetitionEffectsofEntryBarriersandExitBarriersonIndustryProfitsEntryBarriersExitBarriersHighLowHighLowLow,StableReturnsEntryBarriersExitBarriersHighLowHighLowEffectsofEntryBarriersandExitBarriersonIndustryProfitsHigh,StableReturnsEntryBarriersExitBarriersHighLowHighLowLow,StableReturnsEffectsofEntryBarriersandExitBarriersonIndustryProfitsLow,RiskyReturnsEntryBarriersExitBarriersHighLowHighLowLow,StableReturnsHigh,StableReturnsEffectsofEntryBarriersandExitBarriersonIndustryProfitsHigh,RiskyReturnsEntryBarriersExitBarriersHighLowHighLowLow,StableReturnsHigh,StableReturnsLow,RiskyReturnsEffectsofEntryBarriersandExitBarriersonIndustryProfitsConcepttoNoteSustainedCompetitiveAdvantageSustainedCompetitiveAdvantageOccurswhenafirmdevelopsastrategythatcompetitorsarenotsimultaneouslyimplementingProvidesbenefitswhichcurrentandpotentialcompetitorsareunabletoduplicateSWOTAnalysis--WhattoLookForPotentialResourceStrengthsPotentialResourceWeaknessesPotentialCompanyOpportunitiesPotentialExternalThreats

PowerfulstrategyStrongfinancialconditionStrongbrandnameimage/reputationWidelyrecognizedmarketleaderProprietarytechnologyCostadvantagesStrongadvertisingProductinnovationskillsGoodcustomerserviceBetterproductqualityAlliancesorJVs

NoclearstrategicdirectionObsoletefacilitiesWeakbalancesheet;excessdebtHigheroverallcoststhanrivalsMissingsomekeyskills/competencies

Internaloperatingproblems...FallingbehindinR&DToonarrowproductlineWeakmarketingskills

ServingadditionalcustomergroupsExpandingtonewgeographicareasExpandingproductlineTransferringskillstonewproductsVerticalintegrationAcquisitionofrivalsAlliancesorJVstoexpandcoverageOpeningstoexploitnewtechnologiesOpeningstoextendbrandname/image

EntryofpotentnewcompetitorsLossofsalestosubstitutesSlowingmarketgrowthAdverseshiftsinexchangerates&tradepoliciesCostlynewregulationsVulnerabilitytobusinesscycleGrowingleverageofcustomersorsuppliersShiftinbuyerneedsforproductDemographicchangesIdentifyingResourceStrengths

andCompetitiveCapabilitiesAstrengthissomethingafirmdoeswelloracharacteristicthatenhancesitscompetitivenessValuablecompetenciesorknow-howValuablephysicalassetsValuablehumanassetsValuableorganizationalassetsValuableintangibleassetsImportantcompetitivecapabilitiesAnattributethatplacesacompanyin

apositionofmarketadvantageAlliancesorcooperativeventuresIdentifyingResourceWeaknesses

andCompetitiveDeficienciesAweaknessissomethingafirmlacks,doespoorly,oraconditionplacingitatadisadvantageResourceweaknessesrelatetoDeficienciesinknow-howorexpertiseorcompetenciesLackofimportantphysical,organizational,orintangibleassetsMissingcapabilitiesinkeyareasIdentifyingaCompany’s

MarketOpportunitiesThe

marketopportunitiesmostrelevanttoacompanyarethoseofferingThebestprospectsforprofitablelong-termgrowthCompetitiveadvantageGoodmatchwithitsfinancialandorganizationalresourcecapabilitiesIdentifyingExternalThreatsEmergenceofcheaper/bettertechnologiesIntroductionofbetterproductsbyrivalsIntensifyingcompetitivepressuresOnerous(煩瑣/負法律責(zé)任的)regulationsAriseininterestratesPotentialofahostiletakeoverUnfavorabledemographicshiftsAdverseshiftsinforeignexchangeratesPoliticalupheaval(動蕩，劇變)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,skillsofemployees,brandnames,financesandtalentedmanagersWhatafirmHas...Whatafirmhastoworkwith:itsassets,includingitspeopleandthevalueofitsbrandnameResourcesWhatafirmhastoworkwith:itsassets,includingitspeopleandthevalueofitsbrandnameResourcesrepresentinputsintoafirm’sproductionprocess...suchascapitalequipment,skillsofemployees,brandnames,financesandtalentedmanagersWhatafirmHas...ResourcesTangibleResourcesFinancial*Physical*HumanResources*Organizational*WhatafirmHas...Whatafirmhastoworkwith:itsassets,includingitspeopleandthevalueofitsbrandnameResourcesrepresentinputsintoafirm’sproductionprocess...suchascapitalequipment,skillsofemployees,brandnames,financesandtalentedmanagersIntangibleResourcesTechnological*Innovation*Reputation*ResourcesResources*Tangible*IntangibleCapabilitiesTeamsofResourcesDiscoveringCoreCompetenciesWhatafirmDoes...Capabilitiesrepresent:thefirm’scapacityorabilitytointegrateindividualfirmresourcestoachieveadesiredobjective.CapabilitiesWhatafirmDoes...Capabilitiesdevelopovertimeasaresultofcomplexinteractionsthattakeadvantageoftheinterrelationshipsbetweenafirm’stangibleandintangibleresourcesthatarebasedonthedevelopment,transmissionandexchangeorsharingofinformationandknowledgeascarriedoutbythefirm'semployees.Capabilitiesrepresent:thefirm’scapacityorabilitytointegrateindividualfirmresourcestoachieveadesiredobjective.CapabilitiesWhatafirmDoes...Capabilitiesrepresent:thefirm’scapacityorabilitytointegrateindividualfirmresourcestoachieveadesiredobjective.Capabilitiesdevelopovertimeasaresultofcomplexinteractionsthattakeadvantageoftheinterrelationshipsbetweenafirm’stangibleandintangibleresourcesthatarebasedonthedevelopment,transmissionandexchangeorsharingofinformationandknowledgeascarriedoutbythefirm'semployees.Capabilitiesbecomeimportantwhentheyarecombinedinuniquecombinationswhichcreatecorecompetencieswhichhavestrategicvalueandcanleadtocompetitiveadvantage.CapabilitiesResources*Tangible*IntangibleCapabilitiesTeamsofResourcesDiscoveringCoreCompetenciesSourcesofCoreCompetenciesCompetitiveAdvantageDiscoveringCoreCompetenciesWhatafirmDoes...thatisStrategicallyValuable“…aretheessenceofwhatmakesanorganizationuniqueinitsabilitytoprovidevaluetocustomers.”McKinsey&Co.recommendsidentifyingthreetofourcompetenciestouseinframingstrategicactions.CoreCompetenciesResources*Tangible*IntangibleCapabilitiesTeamsofResourcesSourcesofCoreCompetenciesCompetitiveAdvantageDiscoveringCoreCompetenciesCriteriaofSustainableAdvantagesValuableRareCostlytoImitateNonsubstitutable****DiscoveringCoreCompetencies*OutsourceForastrategiccapabilitytobeaCoreCompetency,itmustbe:CoreCompetenciesValuableRareCostlytoImitateNonsubstitutableWhatafirmDoes...thatisStrategicallyValuableValuableRareCostlytoImitateCapabilitiesthatotherfirmscannotdevelopeasily,usuallyduetouniquehistoricalconditions,causalambiguityorsocialcomplexityCapabilitiesthatarenotpossessedbymanyothersCapabilitiesthathelpafirmneutralize(抵制)

threatsorexploitopportunitiesCoreCompetenciesWhatafirmDoes...thatisStrategicallyValuableWhatCriteriaMakeCoreCompetenciesCostlytoImitate?UniqueHistoricalConditionsCausalAmbiguitySocialComplexityThisoccurswhencompetitorsareunabletodetecthowafirmusesitscompetenciesasafoundationforcompetitiveadvantageOccurswhenthefirm’scapabilitiesaretheresultofcomplexsocialphenomena,suchasinterpersonalrelationships,trustandfriendshipsamongmanagersorafirm’sreputationwithsuppliersandcustomersExle:DisneycreatedMickeyMouseatatimewhenanimatedmotionpictureswerenewAnunusualevolutionarypatternofgrowthmaycontributetothedevelopmentofcompetenciesinamannerthatisuniquetothoseparticularcircumstancesCoreCompetenciesmustbe:NonsubstitutableCapabilitiesthatdonothavestrategicequivalents,suchasfirm-specificknowledgeortrust-basedrelationshipsWhatafirmDoes...thatisStrategicallyValuableCoreCompetenciesValuableRareCostlytoImitateCapabilitiesthatotherfirmscannotdevelopeasily,usuallyduetouniquehistoricalconditions,causalambiguityorsocialcomplexityCapabilitiesthatarepossessedbyfew,ifany,currentorpotentialcompetitorsCapabilitiesthateitherhelpafirmtoexploitopportunitiestocreatevalueforcustomersortoneutralizethreatsintheenvironmentCoreCompetenciesResourcesInputstoafirm’sproductionprocessCoreCompetenceAstrategiccapabilityThesourceofCapabilityIntegrationofateamofresourcesDoesthecapabilitysatisfythecriteriaofsustainablecompetitiveadvantage?YESNOCapabilityAnonstrategicteamofresourcesValuableRareCostlytoImitateNonsub-stitutableCompetitiveConsequencesPerformanceImplicationsNONONONOCompetitiveDisadvantageBelowAverageReturnsYESNONOYES/NOCompetitiveParityAverageReturnsYESNOYES/NOYESTemporaryCompetitiveAdvantageAver./AboveAverageReturnsAboveAverageReturnsYESYESYESYESSustainableCompetitiveAdvantageOutcomesfromCombinationsoftheCriteriaforSustainableCompetitiveAdvantageResources*Tangible*IntangibleCapabilitiesTeamsofResourcesSourcesofCoreCompetenciesCompetitiveAdvantageDiscoveringCoreCompetenciesValueChainAnalysis*OutsourceValuableRareCostlytoImitateNonsubstitutable****CriteriaofSustainableAdvantagesDiscoveringCoreCompetenciesTheValueChainConceptIdentifiestheseparateactivitiesandbusinessprocessesperformedtodesign,produce,market,deliver,

andsupportaproduct/serviceConsistsoftwotypesofactivitiesPrimaryactivities

SupportactivitiesSupportActivitiesPrimaryActivitiesValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesInboundLogisticsValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesInboundLogisticsOperationsValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesInboundLogisticsOperationsOutboundLogisticsValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesInboundLogisticsOperationsOutboundLogisticsMarketing&SalesValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceAdministrativeProcurementValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceAdministrativeProcurementTechnologicalDevelopmentValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesTechnologicalDevelopmentAdministrativeProcurementInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceHumanResourceManagementValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesTechnologicalDevelopmentHumanResourceManagementFirmInfrastructureAdministrativeProcurementInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueSupportActivitiesPrimaryActivitiesTechnologicalDevelopmentHumanResourceManagementFirmInfrastructureAdministrativeProcurementInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceMARGINMARGINValueChainAnalysisIdentifyingResourcesandCapabilitiesThatCanAddValueExle:KeyValueChainActivitiesTimberfarmingLoggingPulpmillsPapermakingPrinting&publishingPULP&PAPERINDUSTRYExle:KeyValueChainActivitiesParts&componentsmanufactureAssemblyWholesaledistributionRetailsalesHOMEAPPLIANCEINDUSTRYExle:KeyValueChainActivitiesProcessingofbasicingredientsSyrup(果汁)manufactureBottlingandcanfillingWholesaledistributionRetailingSOFTDRINKINDUSTRYKrogerExle:KeyValueChainActivitiesProgrammingDiskloadingMarketingDistributionCOMPUTERSOFTWAREINDUSTRYSupportActivitiesPrimaryActivitiesOutsourcingTechnologicalDevelopmentHumanResourceManagementFirmInfrastructureAdministrativeProcurementInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceMARGINMARGINStrategicChoicetoPurchaseSomeActivitiesFromOutsideSuppliersSupportActivitiesPrimaryActivitiesTechnologicalDevelopmentHumanResourceManagementFirmInfrastructureProcurementInboundLogisticsOperationsOutboundLogisticsMarketing&SalesServiceMARGINInboundLogisticsOperationsOutboundLogisticsServiceMarketing&SalesTechnologicalDevelopmentHumanResourceManagementAdProcurementMARGINFirmsoftenpurchaseaportionoftheirvalue-creatingactivitiesfromspecialtyexternalsupplierswhocanperformthesefunctionsmoreefficientlyOutsourcingStrategicChoicetoPurchaseSomeActivitiesFromOutsideSuppliersLetscompanyfocusonbroaderbusinessissuesbyhavingoutsideexpertshandlevariousoperationaldetailsStrategicRationalesforOutsourcingImproveBusinessFocusPermitsfirmtoredirecteffortsfromnon-coreactivitiestowardthosethatservecustomersmoreeffectivelyFreeResourcesforOtherPurposesProvideAccesstoWorld-ClassCapabilitiesAccelerateBusinessRe-EngineeringBenefitsShareRisksThespecializedresourcesofoutsourcingprovidersmakesworld-classcapabilitiesavailabletofirmsinawiderangeofapplicationsAchievesre-engineeringbenefitsmorequicklybyhavingoutsiders--whohavealreadyachievedworld-classstandards--takeoverprocessReducesinvestmentrequirementsandmakesfirmmoreflexible,dynamicandbetterabletoadapttochangingopportunitiesTheValueChainSystemUpstreamValueChainsACompany’sOwnValueChainDownstreamValueChainsActivities,Costs,&MarginsofForwardChannelAllies&StrategicPartnersInternallyPerformedActivities,Costs,&MarginsActivities,Costs,&MarginsofSuppliersBuyer/UserValueChainsTocapitalizeontheusefulnessoftheValueChain

concept...itisimportanttorecognizethat...ValueChainsarepartofa

TotalValueSystemSupplierValueChainFirmValueChainChannelValueChainBuyerValueChainFirmValueChainChannelValueChainBuyerValueChainSupplierValueChainUpstreamValuePerformvaluableactivitiesthatcomplementthefirm’sactivitiesValueChainsarepartofa

TotalValueSystemSupplierValueChainFirmValueChainBuyerValueChainUpstreamValuePerformvaluableactivitiesthatcomplementthefirm’sactivitiesChannelValueChainEachfirmmusteventuallyfindawaytobecomeapartofsomebuyer’svaluechainValueChainsarepartofa

TotalValueSystemSupplierValueChainFirmValueChainChannelValueChainUpstreamValuePerformvaluableactivitiesthatcomplementthefirm’sactivitiesBuyerValueChainUltimatebasisfordifferentiationistheabilitytoplayaroleinabuyer’svaluechainThiscreatesVALUE!!Eachfirmmusteventuallyfindawaytobecomeapartofsomebuyer’svaluechainValueChainsarepartofa

TotalValueSystemSupplierValueChainFirmValueChainChannelValueChainUpstreamValuePerformvaluableactivitiesthatcomplementthefirm’sactivitiesBuyerValueChainEachfirmmusteventuallyfindawaytobecomeapartofsomebuyer’svaluechainUltimatebasisfordifferentiationistheabilitytoplayaroleinabuyer’svaluechainThiscreatesVALUE!!Valuechainsvaryforfirmsinanindustry,reflectingeachfirm’suniquequalities:HistoryStrategySuccessatImplementationValueChainsarepartofa

TotalValueSystemCoreCompetencies--CautionsandRemindersNevertakeforgrantedthatcorecompetencieswillcontinuetoprovideasourceofcompetitiveadvantageAllcorecompetencieshavethepotentialtobecomeCoreRigiditiesCoreRigiditiesareformercorecompetenciesthatsowtheseedsoforganizationalinertia(慣性)andpreventthefirmfromrespondingappropriatelytochangesintheexternalenvironmentStrategicmyopia(近視）

andinflexibilitycanstrangle(扼死）

thefirm’sabilitytogrowandadapttoenvironmentalchangeorcompetitivethreatsResources*Tangible*IntangibleCapabilitiesTeamsofResourcesSourceso