战略管理Chapter3

Components of Internal Analysis Leading to Competitive Advantage and Strategic Competitiveness
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
• Involves identifying, developing, deploying and protecting firms‟ resources, capabilities and core competencies
– Managers face uncertainty on many fronts -• Proprietary technologies • Changes in economic and political trends, societal values and shifts in customer demands • Environment – increases complexity
Analyzing the Internal Organization (IO)
• Context of Internal Analysis
– „Global mind-set‟
(Cont‟d)
• Ability to study an internal environment in ways that do not depend on the assumptions of a single country, culture, or context
– Intraorganizational conflict
• Due to decisions about core competencies and how to nurture them
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in bilities
• Advertising • Point of sale promotion • Apple stores
• Potential negatives going forward
– Steve Jobs (health issues) – Top management talent lured away by other firms
• Creating Value • The Challenge of Analyzing the IO
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 3: The Internal Organization: Resources, Capabilities, Core Competencies and Competitive Advantages
• Overview: Eight content areas
– Importance of understanding internal organization – Value: Definition and importance – Tangible vs intangible resources – Capabilities: Definition and development – Core competencies: Criteria – Value Chain Analysis – Outsourcing: Definition and “why?” – Internal organization assessment and strategic decisions
– Analyze firm‟s portfolio of resources and bundle heterogeneous resources and capabilities
• Understand how to leverage these bundles
– An organization's core competencies creates and sustains its competitive advantage
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Conditions Affecting Managerial Decisions About Resources, Capabilities, and Core Competencies
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Analyzing the Internal Organization (IO)
• Context of Internal Analysis • Creating Value • The Challenge of Analyzing the IO
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Analyzing the Internal Organization (IO)
• Context of Internal Analysis • Creating Value • The Challenge of Analyzing the IO
(Cont‟d)
– Strategic decisions are non-routine, have ethical implications and influence the organization‟s aboveaverage returns
Innovation in Action: Apple
• Record sales in midst of 2008 global recession
– Attributed to capabilities in innovation across all product lines
• Laptops • iPhone • iPod (Shuffle)
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 3: The Internal Organization: Resources, Capabilities, Core Competencies and Competitive Advantages
The Strategic Management Process
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 3: The Internal Organization: Resources, Capabilities, Core Competencies and Competitive Advantages
• Overview: Eight content areas
– Importance of understanding internal organization – Value: Definition and importance – Tangible vs intangible resources – Capabilities: Definition and development – Core competencies: Criteria – Value Chain Analysis – Outsourcing: Definition and “why?” – Internal organization assessment and strategic decisions
• The Challenge of Analyzing the IO
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Analyzing the Internal Organization (IO)
• Context of Internal Analysis • Creating Value
(Cont‟d)
– Develop core competencies that lead to competitive advantage – Value: measured by a product's performance characteristics and by its attributes for which customers are willing to pay
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Management of Strategy: Concepts and Cases 9e
Part I: Strategic Management Inputs Chapter 3: The Internal Organization: Resources, Capabilities, Core Competencies and Competitive Advantages