拉籌伯大學戰(zhàn)略管理3課件3

1、Chapter 3The internal environment: Resources, capabilities and core competenciesCopyright 2011 Cengage Learning Pty LimitedKnowledge objectives1 explain the need for firms to study and understand the internal environment2 define value and discuss its importance3 describe the differences between tang

2、ible and intangible resources4 define capabilities and discuss how they are developedCopyright 2011 Cengage Learning Pty LimitedKnowledge objectives5 describe four criteria used to determine whether resources and capabilities are core competencies 6 explain how value chain analysis is used to identi

3、fy and evaluate resources and capabilities7 define outsourcing and discuss the reasons for its use.Copyright 2011 Cengage Learning Pty LimitedThe context of internal environment Sustainable competitive advantage can be achieved: when a firm has the ability to undertake value-creating activities when

4、 a firm use its unique resources, capabilities to create new core competencies the sustainability of a competitive advantage is a function of three factors: managing portfolio resources leveraging the firms unique resources and capabilities to create strategic competitiveness ensuring a global minds

5、et.Copyright 2011 Cengage Learning Pty LimitedComponents of internal analysisCopyright 2011 Cengage Learning Pty LimitedCreating value Definition value is measured by a products performance characteristics and by its attributes value is in the form of goods or services for which customers are willin

6、g to pay it needs to be provided by competing firms creating value for customers is the source of above-average returns.Copyright 2011 Cengage Learning Pty LimitedCreating value (cont.) Definition (cont.) a firms ability to bundle and leverage its resources and capabilities is the source of above-av

7、erage returns a firms competencies in creating value can drive the selection of strategies.Copyright 2011 Cengage Learning Pty LimitedThe challenge of internal analysis Managers strategic decisions about resources, capabilities and core competencies are non-routine and have ethical and competitive i

8、mplications. Managers must have: courage self-confidence integrity the capacity to deal with uncertainty and complexity willingness to hold themselves and other people accountable for their work.Copyright 2011 Cengage Learning Pty LimitedThe challenge of internal analysis (cont.) Managers should hav

9、e the intangible knowledge to face uncertainty in terms of: new proprietary technologies rapidly changing economic and political trends transformation in social values shifts in customer demands.Copyright 2011 Cengage Learning Pty LimitedConditions affecting strategic managerial decisionsCopyright 2

10、011 Cengage Learning Pty LimitedTangible resourcesCopyright 2011 Cengage Learning Pty LimitedIntangible resourcesCopyright 2011 Cengage Learning Pty LimitedResources, capabilities and core competencies Resources are inputs into a firms production process are the source of a firms capability cover a

11、spectrum of individual, social and organisational phenomena. Typically, resources alone do not yield a competitive advantage. Competitive advantage is created through the unique bundling of resources.Copyright 2011 Cengage Learning Pty LimitedResources, capabilities and core competencies (cont.) Cap

12、abilities are the firms capacity to deploy resources that have been purposely integrated to achieve a desired end state are often based on developing, carrying and exchanging information and knowledge through the firms human capital are often developed in specific functional areas, such as R&D a

13、nd marketing.Copyright 2011 Cengage Learning Pty LimitedResources, capabilities and core competencies (cont.) Core competencies are capabilities that serve as a source of competitive advantage for a firm over its rivals distinguish the firm competitively and give it a unique identity emerge over tim

14、e through an organisational process of accumulating and learning how to deploy different resources and capabilities.Copyright 2011 Cengage Learning Pty LimitedBuilding core competencies Every core competency is a capability, but not every capability is a core competency. A capability becomes a core

15、competency only when it is: valuable and non-substitutable for customersand unique (rare) and inimitable (costly-to-imitate) for competitors.Copyright 2011 Cengage Learning Pty LimitedThe four criteria of sustainable competitive advantageCopyright 2011 Cengage Learning Pty LimitedOutcomes from combi

16、nations of the criteria for sustainable competitive advantageCopyright 2011 Cengage Learning Pty LimitedValue chain analysis Value chain analysis allows the firm to understand the parts of its operations that create value and those that do not. It helps managers to understand a firms cost position.

17、The value chain is segmented into primary and support activities.Copyright 2011 Cengage Learning Pty LimitedValue chain analysis (cont.) Primary activities are involved with a products physical creation, its sale and distribution to buyers, and its service after sale. Support activities provide the

18、support necessary for the primary activities to take place.Copyright 2011 Cengage Learning Pty LimitedThe basic value chainCopyright 2011 Cengage Learning Pty LimitedThe value-creating potential of primary activities Inbound logistics activities, such as materials handling, warehousing and inventory

19、 control, used to receive, store and disseminate inputs to a product. Operations activities necessary to convert the inputs provided by inbound logistics into final product form machining, packaging, assembly and equipment maintenance are examples of operations activities.Copyright 2011 Cengage Lear

20、ning Pty LimitedThe value-creating potential of primary activities (cont.) Outbound logistics activities involved with collecting, storing and physically distributing the final product to customers examples of these activities include finished-goods warehousing, materials handling and order processi

21、ng.Copyright 2011 Cengage Learning Pty LimitedThe value-creating potential of primary activities (cont.) Marketing and sales activities completed to provide means through which customers can purchase products and to induce them to do so to market and sell products effectively, firms develop advertis

22、ing and promotional campaigns, select appropriate distribution channels, and select, develop and support their sales force.Copyright 2011 Cengage Learning Pty LimitedThe value-creating potential of primary activities (cont.) Service activities designed to enhance or maintain a products value firms e

23、ngage in a range of service-related activities, including installation, repair, training and adjustment. Each activity should be examined relative to competitors abilities. Accordingly, firms rate each activity as superior, equivalent or inferior.Copyright 2011 Cengage Learning Pty LimitedExamining

24、the value-creating potential of support activities Procurement activities needed to purchase the inputs to produce a firms products. Technological development activities performed to improve a firms product and the processes technological development takes many forms, such as process equipment, basi

25、c research and product design, and servicing procedures.Copyright 2011 Cengage Learning Pty LimitedThe value-creating potential of support activities Human resource management activities involved with recruiting, hiring, training, developing and compensating personnel. Firm infrastructure activities

26、 such as general management, planning, finance, accounting, legal support and governmental relations, which are required to support the work of the entire value chain through its infrastructure, the firm consistently identifies external opportunities and threats, assesses resources and capabilities,

27、 and supports core competencies.Copyright 2011 Cengage Learning Pty LimitedOutsourcing Outsourcing is the purchase of a value-creating activity from an external supplier. A firm cannot possess the resources and capabilities it requires to achieve competitive superiority. By outsourcing non-core func

28、tions a firm can concentrate on those areas in which it can create value specialty suppliers can perform outsourced capabilities more efficiently.Copyright 2011 Cengage Learning Pty LimitedReasons for outsourcing The main reason for outsourcing is that few firms possess the resources and capabilitie

29、s to achieve competitive superiority in all primary and support activities. When outsourcing, a firm seeks the greatest value from another firm. Preferably the supplier has core competency in the primary or support activities outsourced.Copyright 2011 Cengage Learning Pty LimitedReasons for outsourc

30、ing (cont.) Outsourcing can provide access to world-class capabilities and accelerate business re-engineering benefits. Outsourcing may improve the business focus, share risks, increase flexibility and free resources for use in the firms core activities.Copyright 2011 Cengage Learning Pty LimitedOpe

31、rationsMarketing and SalesFirm InfrastructureInbound LogisticsServiceOutbound LogisticsHuman Resource ManagementTechnological DevelopmentProcurementOutsourced activityOutsourcing decisionsA firm may outsource all or only part of one or more primary and/or support activities.Copyright 2011 Cengage Le

32、arning Pty LimitedOutsourcing issues Firms must be careful not to outsource: activities with which they can create and capture value capabilities that are critical to their success (e.g., some of their non-strategic teams of resources) in ways that damage the firms integrated knowledge base in ways that unintentionally damage the firms potential to continuously