战略管理英文课件 (5)

Low
High
Low
Entry Barriers
High
Low, Stable Returns
High, Stable Returns
Low, Risky Returns
High, Risky Returns
Concept to Note
SWOT Analysis -- What to Look For
High
Effects of Entry Barriers and Exit Barriers on Industry Profits
Exit Barriers
Low
High
Low
Entry Barriers
High
Low, Stable Returns
Effects of Entry Barriers and Exit Barriers on Industry Profits
• Slowing market growth
• Adverse shifts in exchange rates & trade policies
• Costly new regulations
• Vulnerability to business cycle
• Growing leverage of customers or suppliers
Capabilities
Teams of Resources
Criteria of Sustainable Advantages
Value Chain Analysis
Resources
* Tangible * Intangible
* Valuable
* Rare * Costly to Imitate * Nonsubstitutable
Intraorganizational Conflicts
among people making managerial decisions and those affected by them
Discovering Core Competencies
Resources
* Tangible * Intangible
Low
High
Low
Entry Barriers
High
Low, Stable Returns
High, Stable Returns
Low, Risky Returns
Effects of Entry Barriers and Exit Barriers on Industry Profits
Exit Barriers
• Emergence of cheaper/better technologies • Introduction of better products by rivals • Intensifying competitive pressures • Onerous(烦琐/负法律责任的) regulations • A rise in interest rates • Potential of a hostile takeover • Unfavorable demographic shifts • Adverse shifts in foreign exchange rates • Political upheaval(动荡，剧变) in a country
Global
Porter’s Five Forces Model of Competition
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Bargaining Power of Suppliers
Rivalry Among Competing Firms
in Industry
• Expanding to new geographic areas
• Expanding product line
• Transferring skills to new products
• Vertical integration
• Acquisition of rivals
• Alliances or JVs to expand coverage
Exit Barriers
Low
High
Low
Entry Barriers
High
Low, Stable Returns
High, Stable Returns
Effects of Entry Barriers and Exit Barriers on Industry Profits
Exit Barriers
• Internal operating problems . . .
• Falling behind in R&D
• Too narrow product line
• Weak marketing skills
Potential Company Opportunities
• Serving additional customer groups
Chapter 2
External Environment
What the Firm Might Do
Chapter 3
Internal Environment
What the Firm Can Do
Discovering Core Competencies
Competitive Advantage
• What have we learned last time?
Components of the General Environment
Economic
Demographic
Industry Environment
Sociocultural
Political/ Legal
Technological
• No clear strategic direction
• Obsolete facilities
• Weak balance sheet; excess debt
• Higher overall costs than rivals
• Missing some key skills/competencies
• Shift in buyer needs for product
• Demographic changes
Identifying Resource Strengths and Competitive Capabilities
• A strength is something a firm does well or a characteristic that enhances its competitiveness
Resources
Resources
Resources
Resources
Tangible Resources
* Financial * Physical * Human Resources * Organizational
Intangible Resources
* Technological * Innovation * Reputation
Uncertainty
regarding characteristics of the general and the industry environments, competitor’s actions, and customer’s preferences.
Complexity
regarding the interrelated causes shaping a firm’s environments and perceptions of the environments
* Outsource
Key Questions for Managers in Internal Analysis
Conditions Affecting Managerial Decisions About Resources, Capabilities and Core Competencies
Potential Resource Strengths
• Powerful strategy
• Strong financial condition
• Strong brand name image/reputation
• Widely recognized market leader
• Proprietary technology
• Openings to exploit new technologies
• Openings to extend brand name/image
Potential External Threats
• Entry of potent new competitors
• Loss of sales to substitutes
– Valuable competencies or know-how – Valuable physical assets – Valuable human assets – Valuable organizational assets – Valuable intangible assets – Important competitive capabilities – An attribute that places a company in
What a firm Has...
What a firm has to work with: its assets, including its people and the value of its brand name
– The best prospects for profitable long-term growth
– Competitive advantage
– Good match with its financial and organizational resource capabilities
Identifying External Threats
• Resource weaknesses relate to
– Deficiencies in know-how or expertise or competencies
– Lack of important physical, organizational, or intangible assets
a position of market advantage – Alliances or cooperative ventures
Identifying Resource Weaknesses and Competitive Deficiencies
• A weakness is something a firm lacks, does poorly, or a condition placing it at a disadvantage
– Missing capabilities in key areas
Identifying a Company’s Market Opportunities
• The market opportunities most relevant to a company are those offering
• Cost advantages
• Strong advertising
• Product innovation skills
• Good customer service
• Better product quality
•Alliances or JVs
Potential Resource Weaknesses
Gained through Core Competencies
Core Competencies
Sources of Competitive Advantage
Discovering Core
CompetBiblioteka nciesStrategic Competitiveness
Above-Average Returns
Bargaining Power of Buyers
Threat of Substitute Products
Effects of Entry Barriers and Exit Barriers on Industry Profits
Exit Barriers
Low
High
Low
Entry Barriers