内在分析(PPT 50页).ppt

1、2003 Southwestern Publishing Company,1,The Internal Environment: Resources, Capabilities andCore Competence,Michael A. Hitt R. Duane Ireland Robert E. Hoskisson,Chapter 3,2,Strategy Implementation,Chapter 11 Organizational Structure and Controls,Chapter 10 Corporate Governance,Chapter 12 Strategic L

2、eadership,Strategy Formulation,Strategic Competitiveness Above-Average Returns,Strategic Intent Strategic Mission,Chapter 2 The External Environment,Chapter 3 The Internal Environment,The Strategic Management Process,Feedback,Strategic Inputs,Strategic Actions,Strategic Outcomes,Chapter 13 Strategic

3、 Entrepreneurship,Chapter 6 Corporate- Level Strategy,Chapter 9 Cooperative Strategy,Chapter 5 Competitive Rivalry and Competitive Dynamics,Chapter 8 International Strategy,Chapter 4 Business-Level Strategy,Chapter 7 Acquisition and Restructuring Strategies,3,Sustainability of a Competitive Advantag

4、e競爭優勢之持久性,Sustainability of a competitive advantage is a function of: the rate of core-competence obsolescence due to environmental changes老化速度 the availability of substitutes for the core competence替代品 the imitability of the core competence複製,4,External and Internal Analyses,By studying the externa

5、l environment, firms identify what they might choose to do,Opportunities and threats,5,External and Internal Analyses,By studying the internal environment, firms identify what they can do,Unique resources, capabilities, and core competencies (sustainable competitive advantage),External and Internal

6、Analyses,6,Challenge of Internal Analysis,How do we effectively manage current core competencies while simultaneously developing new ones?現有與新核心能力 How do we assemble bundles of resources, capabilities and core competencies to create value for customers?組合與創造價值 How do we learn to change rapidly?迅速變革,

7、7,Three Conditions Affecting Managerial Decisions About Resources, Capabilities, and Core Competencies,Uncertainty regarding characteristics of the general and the industry environments, competitors actions, and customers preferences Complexity regarding the interrelated causes shaping a firms envir

8、onments and perceptions of the environments Intraorganizational Conflicts among people making managerial decisions and those affected by them,8,內在環境分析的關鍵問題包括：,下列三種情況，使管理者很難制定資源、能力與核心能力方面有關決策：,若能克服上述三項關鍵性問題, 將會是難得的企業能力,9,Components ofInternal Analysis,10,Resources are what a firm has to work with-its

9、 assets-including its people and the value of its brand name,Resources represent inputs into a firms production process. such as capital equipment, skills of employees, brand names, finances and talented managers,11,Tangible Resources Financial Physical Human resources Organizational,Intangible Reso

10、urces Technological Innovation Reputation,12,Capabilities become important when they are combined in unique combinations which create core competencies which have strategic value and can lead to competitive advantage,13,Capabilities are what a firm does, and represent the firms capacity or ability t

11、o integrate individual firm resources to achieve a desired objective,14,Core competencies are resources and capabilities that serve as a source of competitive advantage over rivals Core competencies distinguish a company competitively and make it distinctive McKinsey and Co. recommends using three t

12、o four competencies when framing strategic actions,15,Valuable: Capabilities that help a firm neutralize threats or exploit opportunities,16,Rare: Capabilities that are not possessed by many others,17,Costly to imitate: capabilities that other firms cannot develop easily, usually due to Unique histo

13、rical conditions Causal ambiguity Social complexity,18,Nonsubstitutable: capabilities that do not have strategic equivalents Invisible to competitors Firm specific knowledge Trust-based working relationships between managers and nonmanagerial personnel,19,Core Competence as a Strategic Capability,Th

14、e source of,Does it satisfy the criteria of sustainable competitive advantage?,Yes,No,20,Performance Implications,Valuable?,Rare?,Costly to Imitate?,Nonsubstitutable,Competitive Consequences,Performance Implications,No,No,No,No,Competitive Disadvantage,Below Average Returns,Yes,No,No,Yes/ No,Competi

15、tive Parity,Average Returns,Yes,Yes,No,Yes/ No,Temporary Com- petitive Advantage,Above Average to Average Returns,Yes,Yes,Yes,Yes,Sustainable Com- petitive Advantage,Above Average Returns,21,價值鏈分析 價值系統 確認主要價值活動 資源的利用與控制,價值活動的相對比較,資源與活動的平衡評估,確認組織的優勢與劣勢,確認核心競爭能力,22,價值系統,產業價值鏈 指上中下游企業的價值系統 分析價值系統的目的在於確

16、認上下游(供應商與購買者)之間的關係與對企業經營的影響 例如供應商的交貨能力將會影響企業的生產與交貨,23,確認主要的價值活動,價值活動的分類 基本活動/支援性活動 可以增加最終產品價值的活動 考量每項活動的成本與可能創造的利潤 考量可以改善的現有活動 活動分類- 按照不同經濟效益 按照對產品差異化的衝擊 按照對成本的衝擊,24,Service,Marketing & Sales,Outbound Logistics,Operations,Inbound Logistics,Firm Infrastructure,Human Resource Mgmt.,Technological Devel

17、opment,Procurement,Margin,Margin,Primary Activities,Support Activities,The Basic Value Chain,25,資源的利用與管制,如何利用與管制有限資源,以降低成本與增加產品在顧客心目中的價值 檢討每一項活動的成本效率是否合理 檢討對顧客的效果是否合理 方法 與企業過去績效相比 與產業或其他企業比較 分析企業的資源分配與擁有能力是否平衡,26,價值活動的相對比較,與企業的過去情況比較 了解企業的經營有哪些重要變化 與產業一般狀況比較 和產業平均相比以了解可以改善之處 向最好的做法學習 以企業標竿為學習對象迎頭趕上與

18、領先,27,成本效率分析,成本效率改善的根源 產品/流程設計 經濟規模 學習曲線與經驗曲線 供應成本 成本/費用控制,28,有效性分析,分析企業所提供的產品能夠符合顧客的需求的程度 市場區隔與有效性分析 品質水準 設計,品管能力與產品定位 商品特性 研發與資訊搜集能力 品牌喜好 溝通,廣告,促銷活動,品牌印象管理 價格敏感度 與顧客溝通能力立即價格定位 服務期望 服務表現,員工素養與管理 交貨要求 與供應商關係庫存水準與存貨管理 關係,信用與其他 溝通能力財務狀況與地點,29,資源管制,好的資源需要有好的管理制度才能發揮最大效益 建築物與廠房 安全與維護 機器設備 生產管制與維修保養制度 財務

19、 成本制度,預算制度與投資評估制度 原物料與零件 供應商管理,庫存管理與採購規劃 產品 成品庫存管理,品質管制 交貨管理,顧客服務管理 人力資源 關鍵人員管制,領導,員工績效管理,勞工關係 無形資產 品牌商譽管理,組織文化管理,管理制度研究 資源管制目標因策略而異 只管制關鍵性項目 管制需要有充分資訊為基礎 在企業價值鏈以外的的管制項目,30,企業價值鏈以外的的管制項目,以垂直整合伸展控制觸角 以考核供應商的績效的方式影響其他企業的價值活動 以全面品管觀念與供應商及顧客合作發展產品與工作流程 提供訓練獎勵激勵上下游企業改善價值活動,31,彈性分析,企業資源的彈性與可調整性 企業資源因應外在環境

20、變化能迅速調整應付的能力 資源所需彈性程度與環境不確定性的正向關係 資源彈性與成本之間的正向關係,32,Outsourcing,Outsourcing is the purchase of some or all of a value-creating activity from an external supplier Usually this is because the specialty supplier can provide these functions more efficiently,33,Strategic Rationales for Outsourcing,Improv

21、e Business Focus lets company focus on broader business issues by having outside experts handle various operational details Provide Access to World-Class Capabilities the specialized resources of outsourcing providers makes world-class capabilities available to firms in a wide range of applications,

22、34,Strategic Rationales for Outsourcing,Accelerate Business Re-Engineering Benefits achieves re-engineering benefits more quickly by having outsiders-who have already achieved world-class standards-take over process Share Risks reduces investment requirements and makes firm more flexible, dynamic an

23、d better able to adapt to changing opportunities,35,Strategic Rationales for Outsourcing,Free Resources for Other Purposes permits firm to redirect efforts from non-core activities toward those that serve customers more effectively,36,Outsourcing Issues,Greatest Value outsource only to firms possess

24、ing a core competence in terms of performing the primary or support activity being outsourced Evaluating Resources and Capabilities dont outsource activities in which the firm itself can create and capture value Environmental Threats and Ongoing Tasks do not outsource primary and support activities

25、that are used to neutralize environmental threats or complete necessary ongoing organizational tasks,37,Outsourcing Issues,Nonstrategic Team of Resources do not outsource capabilities that are critical to their success, even though the capabilities are not actual sources of competitive advantage Fir

26、ms Knowledge Base do not outsource activities that stimulate the development of new capabilities and competencies,38,Core Competencies: Cautions and Reminders,Never take for granted that core competencies will continue to provide a source of competitive advantage All core competencies have the poten

27、tial to become core rigidities Core rigidities are former core competencies that now generate inertia and stifle innovation,39,競爭優勢的基礎,較佳的品質,較佳的創新,較佳的效率,較佳的顧客回應,競爭優勢,40,效率/品質/創新/顧客回應與成本/價格的關係,品質,創新,效率,顧客回應,低成本,高價格,41,策略與資源/能力的關係,資源與能力,策略,形成,建立,42,競爭優勢的持久性,模仿障礙,資源的模仿 能力的模仿,競爭者的能力,產業的動盪程度,創新速度 產品生命週期短,原來的策略承諾 資源與能力的發展,43,避免失敗與維持競爭優勢,以競爭優勢基石為焦點,進行標竿學習,克服慣性,44,跨功能目標與價值鏈的關係,基礎建設,人力資源,研究與發展,物料管理,生產與作業,行銷,價值鏈,跨功能目標,效率,品質,創新,顧客回應,45,基礎設施 組織對效率的承諾 促進功能部門間合作的機能 生產與作業 追求經驗曲線的成本經濟效益 採行彈性製造系統 行銷 追求經驗曲線的行銷成本低點 提昇顧客忠誠(避免顧客背離),物料管理 執行零庫存系統 研究與發展 設計容易製造的產品 尋求製程的創新 人力資源 以訓練提昇員工技能 執行自我管理小組(授權賦