西交大MBA戰(zhàn)略管理講義3

1、CHAPTER 3 What have we learned last time?Political/LegalEconomicTechnologicalGlobalDemographicSocioculturalIndustry EnvironmentComponents of the General EnvironmentThreat of Substitute ProductsThreat of New EntrantsThreat of New EntrantsRivalry Among Competing Firms in IndustryBargaining Power of Bu

2、yersBargaining Power of SuppliersPorters Five Forces Model of CompetitionEffects of Entry Barriers and Exit Barriers on Industry ProfitsEntry BarriersExit BarriersHighLowHighLowLow, Stable ReturnsEntry BarriersExit BarriersHighLowHighLowEffects of Entry Barriers and Exit Barriers on Industry Profits

3、High, Stable ReturnsEntry BarriersExit BarriersHighLowHighLowLow, Stable ReturnsEffects of Entry Barriers and Exit Barriers on Industry ProfitsLow, Risky ReturnsEntry BarriersExit BarriersHighLowHighLowLow, Stable ReturnsHigh, Stable ReturnsEffects of Entry Barriers and Exit Barriers on Industry Pro

4、fitsHigh, Risky ReturnsEntry BarriersExit BarriersHighLowHighLowLow, Stable ReturnsHigh, Stable ReturnsLow, Risky ReturnsEffects of Entry Barriers and Exit Barriers on Industry ProfitsConcept to NoteSWOT Analysis - What to Look ForPotential Resource Strengths Potential Resource WeaknessesPotential C

5、ompany OpportunitiesPotential External Threats Powerful strategy Strong financial condition Strong brand name image/reputation Widely recognized market leader Proprietary technology Cost advantages Strong advertising Product innovation skills Good customer service Better product qualityAlliances or

6、JVs No clear strategic direction Obsolete facilities Weak balance sheet; excess debt Higher overall costs than rivals Missing some key skills/competencies Internal operating problems . . . Falling behind in R&D Too narrow product line Weak marketing skills Serving additional customer groups Expa

7、nding to new geographic areas Expanding product line Transferring skills to new products Vertical integration Acquisition of rivals Alliances or JVs to expand coverage Openings to exploit new technologies Openings to extend brand name/image Entry of potent new competitors Loss of sales to substitute

8、s Slowing market growth Adverse shifts in exchange rates & trade policies Costly new regulations Vulnerability to business cycle Growing leverage of customers or suppliers Shift in buyer needs for product Demographic changesIdentifying Resource Strengthsand Competitive CapabilitiesA strength is

9、something a firm does well or a characteristic that enhances its competitivenessValuable competencies or know-howValuable physical assetsValuable human assetsValuable organizational assetsValuable intangible assetsImportant competitive capabilitiesAn attribute that places a company in a position of

10、market advantageAlliances or cooperative venturesIdentifying Resource Weaknessesand Competitive DeficienciesA weakness is something a firm lacks, does poorly, or a condition placing it at a disadvantageResource weaknesses relate toDeficiencies in know-how or expertise or competenciesLack of importan

11、t physical, organizational, or intangible assetsMissing capabilities in key areasIdentifying a CompanysMarket OpportunitiesThe market opportunities most relevant to a company are those offeringThe best prospects for profitable long-term growthCompetitive advantageGood match with its financial and or

12、ganizational resource capabilitiesIdentifying External ThreatsEmergence of cheaper/better technologiesIntroduction of better products by rivalsIntensifying competitive pressuresOnerous(煩瑣/負法律責(zé)任的) regulationsA rise in interest ratesPotential of a hostile takeoverUnfavorable demographic shiftsAdverse

13、shifts in foreign exchange ratesPolitical upheaval(動蕩，劇變) in a countryChapter 2External EnvironmentWhat the Firm Might DoChapter 3Internal EnvironmentWhat the Firm Can DoResources* Tangible* IntangibleCapabilitiesTeams of ResourcesSources ofCoreCompetenciesCompetitiveAdvantageStrategicCompetitivenes

14、sAbove-AverageReturnsDiscoveringCoreCompetenciesValueChainAnalysis* OutsourceValuableRareCostly to ImitateNonsubstitutable*Criteria ofSustainableAdvantagesDiscovering Core CompetenciesCompetitiveAdvantageGained throughCore CompetenciesKey Questions for Managersin Internal AnalysisConditions Affectin

15、g Managerial Decisions About Resources, Capabilities and Core CompetenciesUncertaintyregarding characteristics of the general and the industry environments, competitors actions, and customers preferences. Complexityregarding the interrelated causes shaping a firms environments and perceptions of the

16、 environmentsIntraorganizational Conflictsamong people making managerial decisions and those affected by themResources* Tangible* IntangibleDiscovering Core CompetenciesResourcesResourcesResourcesTangible ResourcesFinancial*Physical*Human Resources*Organizational*What a firm Has.What a firm has to w

17、ork with:its assets, including its people 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*ResourcesResources* T

18、angible* IntangibleCapabilitiesTeams of ResourcesDiscovering Core CompetenciesWhat a firm Does.CapabilitiesWhat a firm Does.Capabilities develop over time as a result of complex interactions that take advantage of the interrelationships between a firms tangible and intangible resources that are base

19、d 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 integrate individual firm resources to achieve a desired objective.CapabilitiesWhat a firm Does.Capabilities represent

20、: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 advantage of the interrelationships between a firms tangible and intangible resources that are based on the development, t

21、ransmission and exchange or sharing of information and knowledge as carried out by the firms employees.CapabilitiesResources* Tangible* IntangibleCapabilitiesTeams of ResourcesDiscovering Core CompetenciesSources ofCoreCompetenciesCompetitiveAdvantageDiscoveringCoreCompetenciesWhat a firm Does.that

22、is Strategically ValuableCore CompetenciesResources* Tangible* IntangibleCapabilitiesTeams of ResourcesSources ofCoreCompetenciesCompetitiveAdvantageDiscoveringCoreCompetenciesCriteria ofSustainableAdvantagesValuableRareCostly to ImitateNonsubstitutable*Discovering Core Competencies* OutsourceCore C

23、ompetenciesValuableRareCostly to ImitateNonsubstitutableWhat a firm Does.that is Strategically ValuableValuableRareCostly to ImitateCapabilities that other firms cannot develop easily, usually due to unique historical conditions, causal ambiguity or social complexityCapabilities that are not possess

24、ed by many othersCapabilities that help a firm neutralize(抵制) threats or exploit opportunitiesCore CompetenciesWhat a firm Does.that is Strategically ValuableWhat Criteria Make CoreCompetencies Costly to Imitate?Unique Historical ConditionsCausal AmbiguitySocial ComplexityThis occurs when competitor

25、s 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 customers

26、An unusual evolutionary pattern of growth may contribute to the development of competencies in a manner that is unique to those particular circumstancesCore Competencies must be:NonsubstitutableCapabilities that do not have strategic equivalents, such as firm-specific knowledge or trust-based relati

27、onshipsWhat a firm Does.that is Strategically ValuableCore CompetenciesValuableRareCostly to ImitateCapabilities that other firms cannot develop easily, usually due to unique historical conditions, causal ambiguity or social complexityCapabilities that are possessed by few, if any, current or potent

28、ial competitorsCapabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environmentCore CompetenciesResources* Tangible* IntangibleCapabilitiesTeams of ResourcesSources ofCoreCompetenciesCompetitiveAdvantageDiscoveringCoreCompetencie

29、sValueChainAnalysis* OutsourceValuableRareCostly to ImitateNonsubstitutable*Criteria ofSustainableAdvantagesDiscovering Core CompetenciesThe Value Chain ConceptIdentifies the separate activities and business processes performed to design, produce, market, deliver, and support a product / serviceCons

30、ists of two types of activitiesPrimary activities Support activitiesSupportActivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueSupportActivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueSupportA

31、ctivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueSupportActivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueSupportActivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Cap

32、abilities That Can Add ValueSupportActivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueSupportActivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueSupportActivitiesPrimary ActivitiesValue Chain A

33、nalysisIdentifying Resources and Capabilities That Can Add ValueSupportActivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueSupportActivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueSupportActiv

34、itiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueExample: Key Value Chain ActivitiesTimber farmingLoggingPulp millsPapermakingPrinting & publishingPULP & PAPER INDUSTRYExample: Key Value Chain ActivitiesParts & components manufactureAsse

35、mblyWholesale distributionRetail salesHOME APPLIANCE INDUSTRYExample: Key Value Chain ActivitiesProcessing of basic ingredientsSyrup(果汁果汁) manufactureBottling and can fillingWholesale distributionRetailingSOFT DRINK INDUSTRYKrogerExample: Key Value Chain ActivitiesProgrammingDisk loadingMarketingDis

36、tributionCOMPUTER SOFTWARE INDUSTRYSupportActivitiesPrimary ActivitiesStrategic Choice to Purchase Some Activities From Outside SuppliersSupportActivitiesPrimary ActivitiesFirms often purchase a of their value-creating activities from specialty external suppliers who can perform these functionsStrat

37、egic Choice to Purchase Some Activities From Outside SuppliersLets company focus on broader business issues by having outside experts handle various operational detailsImprove Business FocusPermits firm to redirect efforts from non-core activities toward those that serve customers more effectivelyFr

38、ee 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 benefits more qu

39、ickly 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 The Value Chain SystemUpstreamValue ChainsA Companys OwnValue ChainDownstreamValue Chain

40、sActivities, Costs, &Margins ofForwardChannelAllies &StrategicPartnersInternallyPerformedActivities, Costs, &MarginsActivities, Costs, &Margins ofSuppliersBuyer/UserValueChainsValue Chains are part of a Total Value SystemPerform valuable activities that the firms activitiesValue Chai

41、ns are part of a Total Value SystemUpstream ValuePerform valuable activities that complement the firms activitiesValue Chains are part of a Total Value SystemUpstream ValuePerform valuable activities that complement the firms activitiesEach firm must eventually find a way to become a part of some bu

42、yers value chainValue Chains are part of a Total Value SystemSupplier Value ChainFirm Value ChainChannel Value ChainUpstream ValuePerform valuable activities that complement the firms activitiesBuyer Value ChainEach firm must eventually find a way to become a part of some buyers value chainUltimate

43、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: History Strategy Success at ImplementationValue Chains are part of a Total Value SystemCore Competencies-Cautions and

44、RemindersNever take for granted that core competencies will continue to provide a source of competitive advantageAll core competencies have the potential to become Core RigiditiesCore Rigidities are former core competencies that sow the seeds of organizational inertia (慣性) and prevent the firm from responding appropriately to changes in the external environmentStrategic myopia (近視） and inflexibility can strangle (扼死） the firms ability to grow and adapt to environmental change or competitive threatsResources