第四章企业内部环境分析
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Resources, capabilities/competencies，core competencies analysis
Activities - Value Chain
Operation & Products Logistics Marketing R&D Finance Culture & Structure
services for quality and reliability
Objective measures of
The reputation of the firm with suppliers (
comparative product
component suppliers, banks and financiers,
Margin is the difference between total value and the collective cost of performing the value activities
Henan agricultural university zheng
Ch 4 -9
Value chain
Primary Activities
Linkages with distributors Downstream linkages
Ch 4 -8
Value chain
In competitive terms, value is the amount buyers are willing to pay for what a firm provides them
Value activities
Primary activities : the activities involved in the physical creation of the product and its sale and transfer to the buyer as well as after-sale assistance
Core competence
Core competencies are the collective learning of the organization, especially how to co-ordinate diverse production skills and integrate multiple streams of technologies. Three tests to identify core competence
Employees Training Intelligence, knowledge, skills, abilities Loyalty
Employee number and
turnover Level of skills and
capabilities required
Staffing levels Ch 4 -6
Henan agricultural university zheng
Ch 4 -11
Value chain -- Primary activities
Operations- activities associated with transforming inputs into the final product form, such as machining, assembly, testing, facility operations
Development
Procurement
Margin
Inbound logistics
Operations
Outbound logistics
Marketing & sales
Service
Margin
Linkages with suppliers Upstream linkages
Henan agricultural university zheng
The Learning Curve
The Internal Factor Evaluation (IFE) Matrix
Henan agricultural university zheng
Ch 4 -2
The nature of internal audit
Internal Analysis
Ch 4 -4
The Resource-Based View (RBV)
Resources and competences
A resource is an asset employed in the activities of the firm.
A competence is an attribute or collection of attributes possessed by all or most of the firms in an industry.
The value chain displays total value, and consists of value activities and margin
Value activities are the physically and technologically distinct activities a firm performs
Support activities support the primary activities
Henan agricultural university zheng
Ch 4 -10
Value chain -- Primary activities
Inbound logistics– activities associated with receiving, storing, and disseminating inputs to the product, such as material handling, warehousing, inventory control, vehicle scheduling
Henan agricultural university zheng
Ch 4 -13
Value chain -- Primary activities
Marketing and sales– activities associated with providing a means by which buyers can purchase the product and inducing them to do so, such as advertising, promotion, sales force, quoting, channel selection, channel relations, and pricing
Henan agricultural university zheng
By Prahalad and Hamel (1990)
Ch 4 -7
Value chain
Support Activities
Firm
Infrastructure
Human
Resource
Management Technology
Comparative analysis
Henan agricultural university zheng
Ch 4 -3
Nature of an Internal Audit
Functional Areas of Business -- Strengths -- Weaknesses
Henan agricultural university zheng
performance
employees and potential employees) with
Surveys of corporate
governments and with the community
reputation
Human Resources
Human
Resources
Henan agricultural university zheng
assets Scale of plants Flexibility of fixed assets
Technolol property Resources for innovation : research facilities, technical and scientific employees
Henan agricultural university zheng
Ch 4 -12
Value chain -- Primary activities
Outbound logistics- activities associated with collecting, storing, and physically distributing the product to buyers, such as finished goods warehousing, material handling, delivery vehicle operation, order processing
Reputation with customers through ownership of
Brand recognition
brands and trademarks; established relationships with Brand equity
customers; the reputation of the firm’s products and Percent of repeat buying
Ch 4 -5
Resources
Tangible Resources
Financial Resources
Physical Resources
Relevant Characteristics
The firm’s borrowing capacity and its internal funds generation determine its resilience and capacity for investment
Number and significance of patents
Revenue from licensing patents and copyrights
R&D staff as a percent of total employment
Intangible Resources
Reputation
Reserves of raw materials
Key Indicators
Debt/equity ration Operating cash flow/free
cash flow Credit rating
Return on tangible assets Market values of fixed
Chapter 4 The Internal Assessment
Henan agricultural university zheng
Ch 4 -1
Chapter Outline
The Nature of an Internal Audit The Resource-Based View (RBV)
Without such attributes a firm cannot survive. Competences develop from resources and embody skills,
technology etc.
Henan agricultural university zheng
Physical resources constrain the firm’s set of production possibilities and impact its cost position
The size, location, technical sophistication and flexibility of plant and equipment
Add greater customer value
Equip a business with ability to enter and successfully compete in several markets
Be difficult for competitors to imitate
Activities - Value Chain
Operation & Products Logistics Marketing R&D Finance Culture & Structure
services for quality and reliability
Objective measures of
The reputation of the firm with suppliers (
comparative product
component suppliers, banks and financiers,
Margin is the difference between total value and the collective cost of performing the value activities
Henan agricultural university zheng
Ch 4 -9
Value chain
Primary Activities
Linkages with distributors Downstream linkages
Ch 4 -8
Value chain
In competitive terms, value is the amount buyers are willing to pay for what a firm provides them
Value activities
Primary activities : the activities involved in the physical creation of the product and its sale and transfer to the buyer as well as after-sale assistance
Core competence
Core competencies are the collective learning of the organization, especially how to co-ordinate diverse production skills and integrate multiple streams of technologies. Three tests to identify core competence
Employees Training Intelligence, knowledge, skills, abilities Loyalty
Employee number and
turnover Level of skills and
capabilities required
Staffing levels Ch 4 -6
Henan agricultural university zheng
Ch 4 -11
Value chain -- Primary activities
Operations- activities associated with transforming inputs into the final product form, such as machining, assembly, testing, facility operations
Development
Procurement
Margin
Inbound logistics
Operations
Outbound logistics
Marketing & sales
Service
Margin
Linkages with suppliers Upstream linkages
Henan agricultural university zheng
The Learning Curve
The Internal Factor Evaluation (IFE) Matrix
Henan agricultural university zheng
Ch 4 -2
The nature of internal audit
Internal Analysis
Ch 4 -4
The Resource-Based View (RBV)
Resources and competences
A resource is an asset employed in the activities of the firm.
A competence is an attribute or collection of attributes possessed by all or most of the firms in an industry.
The value chain displays total value, and consists of value activities and margin
Value activities are the physically and technologically distinct activities a firm performs
Support activities support the primary activities
Henan agricultural university zheng
Ch 4 -10
Value chain -- Primary activities
Inbound logistics– activities associated with receiving, storing, and disseminating inputs to the product, such as material handling, warehousing, inventory control, vehicle scheduling
Henan agricultural university zheng
Ch 4 -13
Value chain -- Primary activities
Marketing and sales– activities associated with providing a means by which buyers can purchase the product and inducing them to do so, such as advertising, promotion, sales force, quoting, channel selection, channel relations, and pricing
Henan agricultural university zheng
By Prahalad and Hamel (1990)
Ch 4 -7
Value chain
Support Activities
Firm
Infrastructure
Human
Resource
Management Technology
Comparative analysis
Henan agricultural university zheng
Ch 4 -3
Nature of an Internal Audit
Functional Areas of Business -- Strengths -- Weaknesses
Henan agricultural university zheng
performance
employees and potential employees) with
Surveys of corporate
governments and with the community
reputation
Human Resources
Human
Resources
Henan agricultural university zheng
assets Scale of plants Flexibility of fixed assets
Technolol property Resources for innovation : research facilities, technical and scientific employees
Henan agricultural university zheng
Ch 4 -12
Value chain -- Primary activities
Outbound logistics- activities associated with collecting, storing, and physically distributing the product to buyers, such as finished goods warehousing, material handling, delivery vehicle operation, order processing
Reputation with customers through ownership of
Brand recognition
brands and trademarks; established relationships with Brand equity
customers; the reputation of the firm’s products and Percent of repeat buying
Ch 4 -5
Resources
Tangible Resources
Financial Resources
Physical Resources
Relevant Characteristics
The firm’s borrowing capacity and its internal funds generation determine its resilience and capacity for investment
Number and significance of patents
Revenue from licensing patents and copyrights
R&D staff as a percent of total employment
Intangible Resources
Reputation
Reserves of raw materials
Key Indicators
Debt/equity ration Operating cash flow/free
cash flow Credit rating
Return on tangible assets Market values of fixed
Chapter 4 The Internal Assessment
Henan agricultural university zheng
Ch 4 -1
Chapter Outline
The Nature of an Internal Audit The Resource-Based View (RBV)
Without such attributes a firm cannot survive. Competences develop from resources and embody skills,
technology etc.
Henan agricultural university zheng
Physical resources constrain the firm’s set of production possibilities and impact its cost position
The size, location, technical sophistication and flexibility of plant and equipment
Add greater customer value
Equip a business with ability to enter and successfully compete in several markets
Be difficult for competitors to imitate