淺談能源行業(yè)內(nèi)在分析(ppt 50頁(yè)).ppt

1、2003 Southwestern Publishing Company,1,The Internal Environment: Resources, Capabilities andCore Competence,Michael A. Hitt R. Duane Ireland Robert E. Hoskisson,Chapter 3,2,Strategy Implementation,Chapter 11 Organizational Structure and Controls,Chapter 10 Corporate Governance,Chapter 12 Strategic L

2、eadership,Strategy Formulation,Strategic Competitiveness Above-Average Returns,Strategic Intent Strategic Mission,Chapter 2 The External Environment,Chapter 3 The Internal Environment,The Strategic Management Process,Feedback,Strategic Inputs,Strategic Actions,Strategic Outcomes,Chapter 13 Strategic

3、 Entrepreneurship,Chapter 6 Corporate- Level Strategy,Chapter 9 Cooperative Strategy,Chapter 5 Competitive Rivalry and Competitive Dynamics,Chapter 8 International Strategy,Chapter 4 Business-Level Strategy,Chapter 7 Acquisition and Restructuring Strategies,3,Sustainability of a Competitive Advantag

4、e競(jìng)爭(zhēng)優(yōu)勢(shì)之持久性,Sustainability of a competitive advantage is a function of: the rate of core-competence obsolescence due to environmental changes老化速度 the availability of substitutes for the core competence替代品 the imitability of the core competence複製,4,External and Internal Analyses,By studying the externa

5、l environment, firms identify what they might choose to do,Opportunities and threats,5,External and Internal Analyses,By studying the internal environment, firms identify what they can do,Unique resources, capabilities, and core competencies (sustainable competitive advantage,External and Internal A

6、nalyses,6,Challenge of Internal Analysis,How do we effectively manage current core competencies while simultaneously developing new ones?現(xiàn)有與新核心能力 How do we assemble bundles of resources, capabilities and core competencies to create value for customers?組合與創(chuàng)造價(jià)值 How do we learn to change rapidly?迅速變革,7

7、,Three Conditions Affecting Managerial Decisions About Resources, Capabilities, and Core Competencies,Uncertainty regarding characteristics of the general and the industry environments, competitors actions, and customers preferences Complexity regarding the interrelated causes shaping a firms enviro

8、nments and perceptions of the environments Intraorganizational Conflicts among people making managerial decisions and those affected by them,8,內(nèi)在環(huán)境分析的關(guān)鍵問題包括,下列三種情況，使管理者很難制定資源、能力與核心能力方面有關(guān)決策,若能克服上述三項(xiàng)關(guān)鍵性問題, 將會(huì)是難得的企業(yè)能力,9,Components ofInternal Analysis,10,Resources are what a firm has to work with-its as

9、sets-including its people and the value of its brand name,Resources represent inputs into a firms production process. such as capital equipment, skills of employees, brand names, finances and talented managers,11,Tangible Resources Financial Physical Human resources Organizational,Intangible Resourc

10、es Technological Innovation Reputation,12,Capabilities become important when they are combined in unique combinations which create core competencies which have strategic value and can lead to competitive advantage,13,Capabilities are what a firm does, and represent the firms capacity or ability to i

11、ntegrate individual firm resources to achieve a desired objective,14,Core competencies are resources and capabilities that serve as a source of competitive advantage over rivals Core competencies distinguish a company competitively and make it distinctive McKinsey and Co. recommends using three to f

12、our competencies when framing strategic actions,15,Valuable: Capabilities that help a firm neutralize threats or exploit opportunities,16,Rare: Capabilities that are not possessed by many others,17,Costly to imitate: capabilities that other firms cannot develop easily, usually due to Unique historic

13、al conditions Causal ambiguity Social complexity,18,Nonsubstitutable: capabilities that do not have strategic equivalents Invisible to competitors Firm specific knowledge Trust-based working relationships between managers and nonmanagerial personnel,19,Core Competence as a Strategic Capability,The s

14、ource of,Does it satisfy the criteria of sustainable competitive advantage,Yes,No,20,Performance Implications,Valuable,Rare,Costly to Imitate,Nonsubstitutable,Competitive Consequences,Performance Implications,No,No,No,No,Competitive Disadvantage,Below Average Returns,Yes,No,No,Yes/ No,Competitive Pa

15、rity,Average Returns,Yes,Yes,No,Yes/ No,Temporary Com- petitive Advantage,Above Average to Average Returns,Yes,Yes,Yes,Yes,Sustainable Com- petitive Advantage,Above Average Returns,21,價(jià)值鏈分析 價(jià)值系統(tǒng) 確認(rèn)主要價(jià)值活動(dòng) 資源的利用與控制,價(jià)值活動(dòng)的相對(duì)比較,資源與活動(dòng)的平衡評(píng)估,確認(rèn)組織的優(yōu)勢(shì)與劣勢(shì),確認(rèn)核心競(jìng)爭(zhēng)能力,22,價(jià)值系統(tǒng),產(chǎn)業(yè)價(jià)值鏈 指上中下游企業(yè)的價(jià)值系統(tǒng) 分析價(jià)值系統(tǒng)的目的在於確認(rèn)上下游(供應(yīng)

16、商與購(gòu)買者)之間的關(guān)係與對(duì)企業(yè)經(jīng)營(yíng)的影響 例如供應(yīng)商的交貨能力將會(huì)影響企業(yè)的生產(chǎn)與交貨,23,確認(rèn)主要的價(jià)值活動(dòng),價(jià)值活動(dòng)的分類 基本活動(dòng)/支援性活動(dòng) 可以增加最終產(chǎn)品價(jià)值的活動(dòng) 考量每項(xiàng)活動(dòng)的成本與可能創(chuàng)造的利潤(rùn) 考量可以改善的現(xiàn)有活動(dòng) 活動(dòng)分類- 按照不同經(jīng)濟(jì)效益 按照對(duì)產(chǎn)品差異化的衝擊 按照對(duì)成本的衝擊,24,Service,Marketing & Sales,Outbound Logistics,Operations,Inbound Logistics,Firm Infrastructure,Human Resource Mgmt,Technological Development,P

17、rocurement,Margin,Margin,Primary Activities,Support Activities,The Basic Value Chain,25,資源的利用與管制,如何利用與管制有限資源,以降低成本與增加產(chǎn)品在顧客心目中的價(jià)值 檢討每一項(xiàng)活動(dòng)的成本效率是否合理 檢討對(duì)顧客的效果是否合理 方法 與企業(yè)過去績(jī)效相比 與產(chǎn)業(yè)或其他企業(yè)比較 分析企業(yè)的資源分配與擁有能力是否平衡,26,價(jià)值活動(dòng)的相對(duì)比較,與企業(yè)的過去情況比較 了解企業(yè)的經(jīng)營(yíng)有哪些重要變化 與產(chǎn)業(yè)一般狀況比較 和產(chǎn)業(yè)平均相比以了解可以改善之處 向最好的做法學(xué)習(xí) 以企業(yè)標(biāo)竿為學(xué)習(xí)對(duì)象迎頭趕上與領(lǐng)先,27,成本

18、效率分析,成本效率改善的根源 產(chǎn)品/流程設(shè)計(jì) 經(jīng)濟(jì)規(guī)模 學(xué)習(xí)曲線與經(jīng)驗(yàn)曲線 供應(yīng)成本 成本/費(fèi)用控制,28,有效性分析,分析企業(yè)所提供的產(chǎn)品能夠符合顧客的需求的程度 市場(chǎng)區(qū)隔與有效性分析 品質(zhì)水準(zhǔn) 設(shè)計(jì),品管能力與產(chǎn)品定位 商品特性 研發(fā)與資訊搜集能力 品牌喜好 溝通,廣告,促銷活動(dòng),品牌印象管理 價(jià)格敏感度 與顧客溝通能力立即價(jià)格定位 服務(wù)期望 服務(wù)表現(xiàn),員工素養(yǎng)與管理 交貨要求 與供應(yīng)商關(guān)係庫(kù)存水準(zhǔn)與存貨管理 關(guān)係,信用與其他 溝通能力財(cái)務(wù)狀況與地點(diǎn),29,資源管制,好的資源需要有好的管理制度才能發(fā)揮最大效益 建築物與廠房 安全與維護(hù) 機(jī)器設(shè)備 生產(chǎn)管制與維修保養(yǎng)制度 財(cái)務(wù) 成本制度,預(yù)算

19、制度與投資評(píng)估制度 原物料與零件 供應(yīng)商管理,庫(kù)存管理與採(cǎi)購(gòu)規(guī)劃 產(chǎn)品 成品庫(kù)存管理,品質(zhì)管制 交貨管理,顧客服務(wù)管理 人力資源 關(guān)鍵人員管制,領(lǐng)導(dǎo),員工績(jī)效管理,勞工關(guān)係 無形資產(chǎn) 品牌商譽(yù)管理,組織文化管理,管理制度研究 資源管制目標(biāo)因策略而異 只管制關(guān)鍵性項(xiàng)目 管制需要有充分資訊為基礎(chǔ) 在企業(yè)價(jià)值鏈以外的的管制項(xiàng)目,30,企業(yè)價(jià)值鏈以外的的管制項(xiàng)目,以垂直整合伸展控制觸角 以考核供應(yīng)商的績(jī)效的方式影響其他企業(yè)的價(jià)值活動(dòng) 以全面品管觀念與供應(yīng)商及顧客合作發(fā)展產(chǎn)品與工作流程 提供訓(xùn)練獎(jiǎng)勵(lì)激勵(lì)上下游企業(yè)改善價(jià)值活動(dòng),31,彈性分析,企業(yè)資源的彈性與可調(diào)整性 企業(yè)資源因應(yīng)外在環(huán)境變化能迅速調(diào)整應(yīng)

20、付的能力 資源所需彈性程度與環(huán)境不確定性的正向關(guān)係 資源彈性與成本之間的正向關(guān)係,32,Outsourcing,Outsourcing is the purchase of some or all of a value-creating activity from an external supplier Usually this is because the specialty supplier can provide these functions more efficiently,33,Strategic Rationales for Outsourcing,Improve Busine

21、ss Focus lets company focus on broader business issues by having outside experts handle various operational details Provide Access to World-Class Capabilities the specialized resources of outsourcing providers makes world-class capabilities available to firms in a wide range of applications,34,Strat

22、egic Rationales for Outsourcing,Accelerate Business Re-Engineering Benefits achieves re-engineering benefits more quickly by having outsiders-who have already achieved world-class standards-take over process Share Risks reduces investment requirements and makes firm more flexible, dynamic and better

23、 able to adapt to changing opportunities,35,Strategic Rationales for Outsourcing,Free Resources for Other Purposes permits firm to redirect efforts from non-core activities toward those that serve customers more effectively,36,Outsourcing Issues,Greatest Value outsource only to firms possessing a co

24、re competence in terms of performing the primary or support activity being outsourced Evaluating Resources and Capabilities dont outsource activities in which the firm itself can create and capture value Environmental Threats and Ongoing Tasks do not outsource primary and support activities that are

25、 used to neutralize environmental threats or complete necessary ongoing organizational tasks,37,Outsourcing Issues,Nonstrategic Team of Resources do not outsource capabilities that are critical to their success, even though the capabilities are not actual sources of competitive advantage Firms Knowl

26、edge Base do not outsource activities that stimulate the development of new capabilities and competencies,38,Core Competencies: Cautions and Reminders,Never take for granted that core competencies will continue to provide a source of competitive advantage All core competencies have the potential to

27、become core rigidities Core rigidities are former core competencies that now generate inertia and stifle innovation,39,競(jìng)爭(zhēng)優(yōu)勢(shì)的基礎(chǔ),較佳的品質(zhì),較佳的創(chuàng)新,較佳的效率,較佳的顧客回應(yīng),競(jìng)爭(zhēng)優(yōu)勢(shì),40,效率/品質(zhì)/創(chuàng)新/顧客回應(yīng)與成本/價(jià)格的關(guān)係,品質(zhì),創(chuàng)新,效率,顧客回應(yīng),低成本,高價(jià)格,41,策略與資源/能力的關(guān)係,資源與能力,策略,形成,建立,42,競(jìng)爭(zhēng)優(yōu)勢(shì)的持久性,模仿障礙,資源的模仿 能力的模仿,競(jìng)爭(zhēng)者的能力,產(chǎn)業(yè)的動(dòng)盪程度,創(chuàng)新速度 產(chǎn)品生命週期短,原來的策略承諾 資源與能力的發(fā)展,43,避免失敗與維持競(jìng)爭(zhēng)優(yōu)勢(shì),以競(jìng)爭(zhēng)優(yōu)勢(shì)基石為焦點(diǎn),進(jìn)行標(biāo)竿學(xué)習(xí),克服慣性,44,跨功能目標(biāo)與價(jià)值鏈的關(guān)係,基礎(chǔ)建設(shè),人力資源,研究與發(fā)展,物料管理,生產(chǎn)與作業(yè),行銷,價(jià)值鏈,跨功能目標(biāo),效率,品質(zhì),創(chuàng)新,顧客回應(yīng),45,基礎(chǔ)設(shè)施 組織對(duì)效率的承諾 促進(jìn)功能部門間合作的機(jī)能 生產(chǎn)與作業(yè) 追求經(jīng)驗(yàn)曲線的成本經(jīng)濟(jì)效益 採(cǎi)行彈性製造系統(tǒng) 行銷 追求經(jīng)驗(yàn)曲線的行銷成本低點(diǎn) 提昇顧客忠誠(chéng)(避免顧客背離,物料管理 執(zhí)行零庫(kù)存系統(tǒng) 研究與發(fā)展 設(shè)計(jì)容易製造的產(chǎn)品 尋求製程的創(chuàng)新 人力資源 以訓(xùn)練提昇員工技能 執(zhí)行自我管理小組(授權(quán)賦