拉籌伯大學(xué)戰(zhàn)略管理第1頁(yè)/共36頁(yè)Chapter3Theinternalenvironment:Resources,capabilitiesandcorecompetencies第2頁(yè)/共36頁(yè)Knowledgeobjectives1 explaintheneedforfirmstostudyandunderstandtheinternalenvironment2 definevalueanddiscussitsimportance3 describethedifferencesbetweentangibleandintangibleresources4 definecapabilitiesanddiscusshowtheyaredeveloped第3頁(yè)/共36頁(yè)Knowledgeobjectives5 describefourcriteriausedtodeterminewhetherresourcesandcapabilitiesarecorecompetencies6 explainhowvaluechainanalysisisusedtoidentifyandevaluateresourcesandcapabilities7 defineoutsourcinganddiscussthereasons

foritsuse.第4頁(yè)/共36頁(yè)ThecontextofinternalenvironmentSustainablecompetitiveadvantagecanbeachieved:whenafirmhastheabilitytoundertakevalue-creatingactivitieswhenafirmuseitsuniqueresources,capabilitiestocreatenewcorecompetenciesthesustainabilityofacompetitiveadvantage

isafunctionofthreefactors:managingportfolioresourcesleveragingthefirm’suniqueresourcesandcapabilitiestocreatestrategiccompetitivenessensuringaglobalmindset.第5頁(yè)/共36頁(yè)Componentsofinternalanalysis第6頁(yè)/共36頁(yè)CreatingvalueDefinitionvalueismeasuredbyaproduct’sperformancecharacteristicsandbyitsattributesvalueisintheformofgoodsorservicesforwhichcustomersarewillingtopayitneedstobeprovidedbycompetingfirmscreatingvalueforcustomersisthesourceofabove-averagereturns.第7頁(yè)/共36頁(yè)Creatingvalue(cont.)Definition(cont.)afirm’sabilitytobundleandleverageitsresourcesandcapabilitiesisthesourceofabove-averagereturnsafirm’scompetenciesincreatingvaluecandrivetheselectionofstrategies.第8頁(yè)/共36頁(yè)ThechallengeofinternalanalysisManagers’strategicdecisionsaboutresources,capabilitiesandcorecompetenciesarenon-routineandhaveethicalandcompetitiveimplications.Managersmusthave:courageself-confidenceintegritythecapacitytodealwithuncertaintyandcomplexitywillingnesstoholdthemselvesandotherpeopleaccountablefortheirwork.第9頁(yè)/共36頁(yè)Thechallengeofinternalanalysis(cont.)Managersshouldhavetheintangibleknowledgetofaceuncertaintyintermsof:newproprietarytechnologiesrapidlychangingeconomicandpoliticaltrendstransformationinsocialvaluesshiftsincustomerdemands.第10頁(yè)/共36頁(yè)Conditionsaffectingstrategicmanagerialdecisions第11頁(yè)/共36頁(yè)Tangibleresources第12頁(yè)/共36頁(yè)Intangibleresources第13頁(yè)/共36頁(yè)Resources,capabilitiesandcorecompetenciesResourcesareinputsintoafirm’sproductionprocessarethesourceofafirm’scapabilitycoveraspectrumofindividual,socialandorganisationalphenomena.Typically,resourcesalonedonotyieldacompetitiveadvantage.Competitiveadvantageiscreatedthroughtheuniquebundlingofresources.第14頁(yè)/共36頁(yè)Resources,capabilitiesandcorecompetencies(cont.)Capabilitiesarethefirm’scapacitytodeployresourcesthathavebeenpurposelyintegratedtoachieveadesiredendstateareoftenbasedondeveloping,carryingandexchanginginformationandknowledgethroughthefirm’shumancapitalareoftendevelopedinspecificfunctionalareas,suchasR&Dandmarketing.第15頁(yè)/共36頁(yè)Resources,capabilitiesandcorecompetencies(cont.)Corecompetenciesarecapabilitiesthatserveasasourceofcompetitiveadvantageforafirmoveritsrivalsdistinguishthefirmcompetitivelyandgiveitauniqueidentityemergeovertimethroughanorganisationalprocessofaccumulatingandlearninghowtodeploydifferentresourcesandcapabilities.第16頁(yè)/共36頁(yè)BuildingcorecompetenciesEverycorecompetencyisacapability,butnoteverycapabilityisacorecompetency.Acapabilitybecomesacorecompetencyonlywhenitis:valuableandnon-substitutableforcustomers

andunique(rare)andinimitable(costly-to-imitate)forcompetitors.第17頁(yè)/共36頁(yè)Thefourcriteriaofsustainablecompetitiveadvantage第18頁(yè)/共36頁(yè)Outcomesfromcombinationsofthecriteriaforsustainablecompetitiveadvantage第19頁(yè)/共36頁(yè)ValuechainanalysisValuechainanalysisallowsthefirmtounderstandthepartsofitsoperationsthatcreatevalueandthosethatdonot.Ithelpsmanagerstounderstandafirm’scostposition.Thevaluechainissegmentedintoprimaryandsupportactivities.第20頁(yè)/共36頁(yè)Valuechainanalysis(cont.)Primaryactivitiesareinvolvedwithaproduct’sphysicalcreation,

itssaleanddistributiontobuyers,anditsserviceaftersale.Supportactivitiesprovidethesupportnecessaryfortheprimaryactivitiestotakeplace.第21頁(yè)/共36頁(yè)Thebasicvaluechain第22頁(yè)/共36頁(yè)Thevalue-creatingpotentialofprimaryactivitiesInboundlogisticsactivities,suchasmaterialshandling,warehousingandinventorycontrol,usedtoreceive,storeanddisseminateinputstoaproduct.Operationsactivitiesnecessarytoconverttheinputsprovidedbyinboundlogisticsintofinalproductformmachining,packaging,assemblyandequipmentmaintenanceareexamplesofoperationsactivities.第23頁(yè)/共36頁(yè)Thevalue-creatingpotentialofprimaryactivities(cont.)Outboundlogisticsactivitiesinvolvedwithcollecting,storingandphysicallydistributingthefinalproducttocustomersexamplesoftheseactivitiesincludefinished-goodswarehousing,materialshandlingandorderprocessing.第24頁(yè)/共36頁(yè)Thevalue-creatingpotentialofprimaryactivities(cont.)Marketingandsalesactivitiescompletedtoprovidemeansthroughwhichcustomerscanpurchaseproductsandtoinducethemtodosotomarketandsellproductseffectively,firmsdevelopadvertisingandpromotionalcampaigns,selectappropriatedistributionchannels,andselect,developandsupporttheirsalesforce.第25頁(yè)/共36頁(yè)Thevalue-creatingpotentialofprimaryactivities(cont.)Serviceactivitiesdesignedtoenhanceormaintainaproduct’svaluefirmsengageinarangeofservice-relatedactivities,includinginstallation,repair,trainingandadjustment.Eachactivityshouldbeexaminedrelativetocompetitors’abilities.Accordingly,firmsrateeachactivityassuperior,equivalentorinferior.第26頁(yè)/共36頁(yè)Examiningthevalue-creatingpotentialofsupportactivitiesProcurement activitiesneededtopurchasetheinputstoproduceafirm’sproducts.

Technologicaldevelopmentactivitiesperformedtoimproveafirm’sproductandtheprocessestechnologicaldevelopmenttakesmanyforms,suchasprocessequipment,basicresearchandproductdesign,andservicingprocedures.第27頁(yè)/共36頁(yè)Thevalue-creatingpotentialofsupportactivitiesHumanresourcemanagementactivitiesinvolvedwithrecruiting,hiring,training,developingandcompensatingpersonnel.Firminfrastructureactivitiessuchasgeneralmanagement,planning,finance,accounting,legalsupportandgovernmentalrelations,whicharerequiredtosupporttheworkoftheentirevaluechainthroughitsinfrastructure,thefirmconsistentlyidentifiesexternalopportunitiesandthreats,assessesresourcesandcapabilities,andsupportscorecompetencies.第28頁(yè)/共36頁(yè)OutsourcingOutsourcingisthepurchaseofavalue-creatingactivityfromanexternalsupplier.Afirmcannotpossesstheresourcesandcapabilitiesitrequirestoachievecompetitivesuperiority.Byoutsourcingnon-corefunctionsafirmcanconcentrateonthoseareasinwhichitcancreatevaluespecialtysupplierscanperformoutsourcedcapabilitiesmoreefficiently.第29頁(yè)/共36頁(yè)ReasonsforoutsourcingThemainreasonforoutsourcingisthatfewfirmspossesstheresourcesandcapabilitiestoachievecompetitivesuperiorityinallprimaryandsupportactivities.Whenoutsourcing,afirmseeksthegreatestvaluefromanotherfirm.Preferablythesupplierhascorecompetencyintheprimaryorsupportactivitiesoutsourced.第30頁(yè)/共36頁(yè)Reasonsforoutsourcing(cont.)Outsourcingcanprovideaccesstoworld-

classcapabilitiesandacceleratebusiness

re-engineeringbenefits.Outsourcingmayimprovethebusinessfocus,sharerisks,increaseflexibilityandfreeresourcesforuseinthefirm’scoreactivities.第31頁(yè)/共36頁(yè)OperationsMarketingandSalesFirmInfrastructureInboundLogisticsServiceOutboundLogisticsHumanResourceManagementTechnologicalDevelopmentProcurementOutsourcedactivityOutsourcingdecisions

Afirmmayoutsourcealloronlypartofoneormoreprimaryand/orsupportactivities.第32頁(yè)/共36頁(yè)OutsourcingissuesFirmsmustbecarefulnottooutsource:activitieswithwhichtheycancreateandcapturevaluecapabilitiesthatarecriticaltotheirsuccess(e.g.,someoftheirnon-strategicteamsofresources)inwaysthatdamagethefirm’sintegratedknowledgebaseinwaysthatunintentionallydamagethefirm’spotentialtocontinuouslyevaluateitskeyassumptio