企业战略管理英文PPT第四章.ppt 31页

0TheInternalEnvironment:Resources,Capabilities,andCoreCompetenciesChapterFour©2006byNelson,adivisionofThomsonCanadaLimited.1©2006byNelson,adivisionofThomsonCanadaLimited. TheStrategicManagementProcessChapter5:Bus.-LevelStrategyChapter6:CompetitiveDynamicsChapter7:Corp.-LevelStrategyChapter8:Acquisition&RestructuringChapter9:InternationalStrategyChapter10:CooperativeStrategyStrategyFormulationChapter11:CorporateGovernanceCh.12:Org.Structure&ControlsChapter13:StrategicLeadershipChapter14:Org.Renewal&InnovationStrategyImplementationStrategicActionsChapter3:TheExternalEnvironmentChapter4:TheInternalEnvironmentStrategicCompetitivenessStrategicMission&StrategicIntentStrategicObjectives&InputsChapter1:StrategicManagementStrategicCompetitivenessCh.2:Strat.Mgmt.&PerformanceChapter3:TheExternalEnvironmentChapter3:TheExternalEnvironmentChapter4:TheInternalEnvironment2©2006byNelson,adivisionofThomsonCanadaLimited. TheInternalEnvironment:Resources,CapabilitiesandCoreCompetenciesKnowledgeObjectives:Explaintheneedforfirmstostudy&understandtheirinternalenvironment.Definevalue&discussitsimportance.Learnhowtangible&intangibleresourcesdiffer.Definecapabilities&discusshowtheyaredeveloped.Describefourcriteriausedtodeterminewhetherresources&capabilitiesarecorecompetencies.Explainhowvaluechainanalysisisusedtoidentifyandevaluateresourcesandcapabilities.Defineoutsourcing&discussthereasonsforitsuse.Discusstheimportanceofpreventingcorecompetenciesfrombecomingcorerigidities.3©2006byNelson,adivisionofThomsonCanadaLimited. Canada’smostAdmiredCompanies2003TopTen2002TopTen2001TopTen1.RBCFinancial1.RBCFinancial1.BombardierInc.2.WestJet2.BombardierInc.2.RBCFinancial3.BCEInc.3.BCEInc.3.BCEInc.4.LoblawCompanies4.MagnaInternational4.Nortel5.BombardierInc.5.LoblawCompanies5.TorontoDominionBank6.ResearchinMotion6.Dofasco6.ResearchinMotion7.BankofNovaScotia7.WestJet7.LoblawCompanies8.EnCanaCorporation8.ResearchinMotion8.MagnaInternational9.BMOFinancial9.TDCanadaTrust9.PowerCorporation10.MagnaInternational10.IBMCanada10.CanadianImperialBank4©2006byNelson,adivisionofThomsonCanadaLimited. TheResource-BasedmodelofAboveAverageReturnsCapabilitiesevolveandmustbemanageddynamicallyinpursuitofabove-averagereturns.Firmsacquiredifferentresourcesanddevelopuniquecapabilities.Theseresourcesmaynotbemobileacrossfirmsandthatthedifferencesinresourcesarethebasisofcompetitiveadvantage.5©2006byNelson,adivisionofThomsonCanadaLimited. TheResource-BasedmodelofAboveAverageReturnsTheresourcebasedviewsuggeststhatafirm’suniqueresourcesandcapabilitiesprovidethebasisforastrategy.6©2006byNelson,adivisionofThomsonCanadaLimited. TheResource-BasedModelofSuperiorReturnsActionrequired:Identifyfirmresources.Studystrengths&weaknessesrelativetorivals.ResourcesInputstoafirm’sproductionprocess.an*7©2006byNelson,adivisionofThomsonCanadaLimited. TheResource-BasedModelofSuperiorReturnsActionrequired:Determinewhatfirmcapabilitiesallowittodobetterthanrivals.ResourcesInputstoafirm’sproductionprocess.CapabilityCapacityforintegratedsetofresourcestointegrativelyperformataskoractivity.an*8©2006byNelson,adivisionofThomsonCanadaLimited. TheResource-BasedModelofSuperiorReturnsActionrequired:Determinehowfirm’sresources&capabilitiesmaycreatecompetitiveadvantage.ResourcesInputstoafirm’sproductionprocess.CapabilityCapacityforanintegratedsetofresourcestointegrativelyperformataskoractivity.CompetitiveAdvantageAbilityofafirmtooutperformitsrivalsan*9©2006byNelson,adivisionofThomsonCanadaLimited. TheResource-BasedModelofSuperiorReturnsActionrequired:Locateanattractiveindustry.ResourcesInputstoafirm’sproductionprocess.CapabilityCapacityforanintegratedsetofresourcestointegrativelyperformataskoractivity.CompetitiveAdvantageAbilityofafirmtooutperformitsrivalsAnAttractiveIndustryLocationofanindustrywithopportunitiesthatcanbeexploitedbyfirm’sresources&capabilitiesan*10©2006byNelson,adivisionofThomsonCanadaLimited. TheResource-BasedModelofSuperiorReturnsActionrequired:Selectstrategythatbestexploitsres.&capabilitiesrelativetoopportunitiesinenvironments.ResourcesInputstoafirm’sproductionprocess.CapabilityCapacityforanintegratedsetofresourcestointegrativelyperformataskoractivity.CompetitiveAdvantageAbilityofafirmtooutperformitsrivalsAnAttractiveIndustryLocationofanind.withopportunitiesthatcanbeexploitedbyfirm’sresources&capabilitiesStrategyFormulationandImplementationStrategicactionstakentoearnabove-averagereturnsan*11©2006byNelson,adivisionofThomsonCanadaLimited. TheResource-BasedModelofSuperiorReturnsResourcesInputstoafirm’sproductionprocess.CapabilityCapacityforanintegratedsetofresourcestointegrativelyperformataskoractivity.CompetitiveAdvantageAbilityofafirmtooutperformitsrivalsAnAttractiveIndustryLocationofanind.withopportunitiesthatcanbeexploitedbyfirm’sresources&capabilitiesActionrequired:Maintainselectedstrat.inordertooutperformindustryrivals.StrategyFormulationandImplementationStrategicactionstakentoearnabove-averagereturnsSuperiorReturnsEarningofabove-averagereturnsan*12©2006byNelson,adivisionofThomsonCanadaLimited. CriteriaofSustainableAdvantagesValueChainAnalysisValuableRareCostlytoImitateOrganizedtobeexploited****Outsource*DiscoveringCoreCompetenciesResources*Tangible*IntangibleCapabilitiesTeamsofResourcesCoreCompetenciesDiscoveringCoreCompetenciesCompetitiveAdvantageStrategicCompetitivenessResources*Tangible*Intangible13©2006byNelson,adivisionofThomsonCanadaLimited. ValueValueismeasuredbyaproduct’sperformancecharacteristicsandit’sattributesforwhichclientsarewillingtopay.Corecompetenciesincombinationwithproduct-marketpositionsarethefirmsmostimportantsourcesofcompetitiveadvantageandshoulddriveit’sselectionofstrategies.14©2006byNelson,adivisionofThomsonCanadaLimited. regardingcharacteristicsofthegeneral&theindustryenvironments,competitor’sactions,andcustomer’spreferencesregardingtheinterrelatedcausesshapingafirm’senvironmentsandperceptionsoftheenvironmentsamongpeoplemakingmanagerialdecisions&thoseaffectedbythemUncertaintyComplexityIntraorganizationalConflictsConditionsAffectingMgmt.DecisionsAboutResources,Capabilities&CoreCompetencies15©2006byNelson,adivisionofThomsonCanadaLimited. Resources,Capabilities&CoreCompetenciesFinancialResourcesOrganizationalResourcesPhysicalResourcesTechnologicalResourcesThefirm’sborrowingcapacityThefirm’sabilitytogenerateinternalfundsSophistication&locationofafirm’splant&equipmentAccesstorawmaterialsStockoftechnology,suchaspatents,trademarks,copyrights,&tradesecretsAfirm’sformalreportingstructure&formalplanning,controlling&coordinatingsystemsTangibleResourcesResources*Tangible*Intangible16©2006byNelson,adivisionofThomsonCanadaLimited. Resources,Capabilities&CoreCompetenciesHumanResourcesInnovationResourcesReputationalResourcesKnowledgeTrustManagerialcapabilitiesOrganizationalroutinesBrandnameReputationwithCustomerandSuppliersPerceptionsofproductquality,durabilityandreliabilityIdeasScientificcapabilitiesCapacitytoInnovateResources*Tangible*IntangibleIntangibleResources17©2006byNelson,adivisionofThomsonCanadaLimited. Resources,Capabilities&CoreCompetenciesFunctionalAreasSupplyChainDist.HumanRes.Mgmt.CapabilitiesEffectiveprocurementtechniquesEffectivelogisticsmgmt.techniquesMotivate,empower,retainemployeesExamplesStarbucksWal-MartRoyalBankInfo.SystemsMarketingManagementEffective/efficientinventorycontrolviapoint-of-purchasedatacollectionEffectivepromoofbrand-nameproductEffectiveCustomerServiceAbilitytoenvisionthefutureofclothingEffectiveorganizationalstructureEffectivecultureWal-MartGilIetteMcKinseyNordstromGap,Inc.WestJetResources*Tangible*IntangibleCapabilitiesTeamsofResources18©2006byNelson,adivisionofThomsonCanadaLimited. Resources,Capabilities&CoreCompetenciesFunctionalAreasManufacturingCapabilitiesDesign&productionskillsyieldingreliableproductsProduct&designqualityProductionoftechnologicallysophisticatedautomobileenginesProduct&componentminiaturizationExamplesKomatsuGap,Inc.MazdaSonyResources*Tangible*IntangibleCapabilitiesTeamsofResourcesResearchandDevelopmentExceptionaltechnologicalcapabilityDevelopmentofsophisticatedelevatorcontrolsolutionsRapidtransformationoftechnologyintonewproductsandprocessesKnowledgeofsilver-halidematerialsCorningMotionControlNucorSteelKodak19©2006byNelson,adivisionofThomsonCanadaLimited. Acorecompetencyisacapabilitythatis:OrganizedtobeExploitedThefirmmustbeorganizedappropriatelytoobtainfullbenefitsoftheresourcesinordertorealizeacompetitiveadvantage.RarePossessedbyfew,ifany,currentandpotentialcompetitors.ValuableAllowsafirmtoneutralizethreatsorexploitopportunitiesinitsexternalenvironment.CostlytoImitateWhenotherfirmseithercannotobtainthemormustobtainthematamuchhighercost.$*CapabilitiesTeamsofResourcesCoreCompetencies20©2006byNelson,adivisionofThomsonCanadaLimited. AnunusualevolutionarypatternofgrowthmaycontributetothedevelopmentofcompetenciesinamannerthatisuniquetothoseparticularcircumstancesUniqueHistoricalConditionsCausalAmbiguityWhencompetitorsareunabletodetecthowafirmusesitscompetenciesasafoundationforcompetitiveadvantageSocialcomplexityWhenafirm’scapabilitiesarearesultofcomplexsocialphenomena,likeinterpersonalrelationships,trust&friendshipsamongmanagersorafirm’sreputationwithsuppliers&customers$ForExample:BombardiercreatedtheSkidoowhenSnowmobileswerenewWhatMakesCoreCompetenciesCostlytoImitate?* Organizedtobeexploitedmeansthat:OrganizationalstructuresandcontrolsystemsthatallowafirmtotakeadvantageofitsresourcesAppropriatestructuretosupportcapabilityAppropriatecontrolsystemstosupportcapabilityAppropriaterewardsystemstosupportcapabilityWhatMakesCoreCompetenciesOrganizedtobeexploited*** CoreCompetenciesResourcesInputstoafirm’sproductionprocessCoreCompetenceAstrategiccapabilityThesourceofDoesthecapabilitysatisfythecriteriaofsustainablecompetitiveadvantage?YESNOCapabilityAnon-strategicteamofresourcesCapabilityIntegrationofateamofresources23©2006byNelson,adivisionofThomsonCanadaLimited. YESNOYESYESTemporaryCompetitiveAdvantageAvg./AboveAverageReturnsYESNONOYESCompetitiveParityAverageReturnsNONONONOBelowAverageReturnsCompetitiveDisadvantageAboveAverageReturnsYESYESYESSustainableCompetitiveAdvantageYESValuableRareCostlytoImitateOrg.tobeExploitedCompetitiveConsequencesPerformanceImplicationsValuableTheVRIOFramework24©2006byNelson,adivisionofThomsonCanadaLimited. SupportActivitiesPrimaryActivitiesInboundLogisticsOperationsOutboundLogisticsMarketing&SalesProcurementTechnologicalDevelopmentHumanResourceManagementFirmInfrastructureServiceMARGINMARGINValueChainAnalysis25©2006byNelson,adivisionofThomsonCanadaLimited. PrimaryActivitiesOutsourcingStrategicchoicetopurchasesomeactivitiesfromoutsidesuppliersSupportActivitiesInboundLogisticsOperationsOutboundLogisticsMarketing&SalesProcurementTechnologicalDevelopmentHumanResourceManagementFirmInfrastructureServiceMARGINMARGINFirmsoftenbuyaportionoftheirvalue-creatingactivitiesfromspecialtyexternalsupplierswhocanperformthesefunctionsmoreefficiently.26©2006byNelson,adivisionofThomsonCanadaLimited. OutsourcingStrategicchoicetopurchasesomeactivitiesfromoutsidesuppliersSupportActivitiesInboundLogisticsOperationsOutboundLogisticsMarketing&SalesProcurementTechnologicalDevelopmentHumanResourceManagementFirmInfrastructureServiceMARGINMARGINInboundLogisticsOperationsOutboundLogisticsServiceMarketing&SalesTechnologicalDevelopmentHumanResourceManagementProcurementFirmsoftenbuyaportionoftheirvalue-creatingactivitiesfromspecialtyexternalsupplierswhocanperformthesefunctionsmoreefficiently.27©2006byNelson,adivisionofThomsonCanadaLimited. ProvidesAccesstoWorld-ClassCapabilitiesOutsourcingprovidersspecializedresourcesmakeworld-classcapabilitiesavailabletofirmsinawiderangeofapplicationsLetscompanyfocusonbroaderbusinessissuesbyhavingoutsideexpertshandlevariousoperationaldetailsImprovesBusinessFocusAcceleratesBusinessRe-EngineeringBenefitsOutsiders(whoalreadyhaveworld-classstandards)takeovertheprocessandgainre-engineeringbenefitsmorequicklyStrategicRationalesforOutsourcing SharesRisksReducesinvestmentrequirements&makesfirmmoreflexible,dynamicandbetterabletoadapttochangingopportunitiesPermitsfirmtoredirecteffortsfromnon-coreactivitiestowardthosethatservecustomersmoreeffectivelyFreesResourcesforOtherPurposesStrategicRationalesforOutsourcing Nevertakeforgrantedthatcorecompetencieswillcontinuetoprovideasourceofcompetitiveadvantage.AllcorecompetencieshavethepotentialtobecomeCoreRigidities.CoreRigiditiesTheyareformercorecompetenciesthatsowtheseedsoforganizationalinertia.Preventthefirmfromrespondingappropriatelytochangesintheexternalenvironment.CoreCompetencies--CautionsandReminders30©2006byNelson,adivisionofThomsonCanadaLimited. TheStrategicManagementProcessChapter5:Bus.-LevelStrategyChapter6:CompetitiveDynamicsChapter7:Corp.-LevelStrategyChapter8:Acquisition&RestructuringChapter9:InternationalStrategyChapter10:CooperativeStrategyStrategyFormulationChapter11:CorporateGovernanceCh.12:Org.Structure&ControlsChapter13:StrategicLeadershipChapter14:Org.Renewal&InnovationStrategyImplementationStrategicActionsChapter3:TheExternalEnvironmentStrategicCompetitivenessStrategicMission&StrategicIntentStrategicObjectives&InputsChapter1:StrategicManagementStrategicCompetitivenessCh.2:Strat.Mgmt.&PerformanceChapter3:TheExternalEnvironmentChapter3:TheExternalEnvironmentChapter4:TheInternalEnvironmentChapter4:TheInternalEnvironment31©2006byNelson,adivisionofThomsonCanadaLimited.