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1、1,The Internal Environment: Resources, Capabilities andCore Competence,Chapter 3,2,Strategy Implementation,Chapter 11 Organizational Structure and Controls,Chapter 10 Corporate Governance,Chapter 12 Strategic Leadership,Strategy Formulation,Strategic Competitiveness Above-Average Returns,Strategic I
2、ntent 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 Entrepreneurship,Chapter 6 Corporate- Level Strategy,Chapter 9 Cooperative Strategy,Chapt
3、er 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 Advantage競爭優勢之持久性,Sustainability of a competitive advantage is a function of: the rate of core-com
4、petence 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 external environment, firms identify what they might choose to do,Opportunities and threats,5,Ext
5、ernal 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 Analyses,6,Challenge of Internal Analysis,How do we effectively manage current core compet
6、encies 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,Three Conditions Affecting Managerial Decisions About Resources, Capabilities, and Core
7、Competencies,Uncertainty regarding characteristics of the general and the industry environments, competitors actions, and customers preferences Complexity regarding the interrelated causes shaping a firms environments and perceptions of the environments Intraorganizational Conflicts among people mak
8、ing 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 assets-including its people and the value of its brand name,Resources represent inputs in
9、to 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 Resources Technological Innovation Reputation,12,Capabilities become important when they are c
10、ombined 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 to integrate individual firm resources to achieve a desired objective,14,Core competencies
11、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 to four competencies when framing strategic actions,15,Valuable: Capabilities that help a f
12、irm 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 historical conditions Causal ambiguity Social complexity,18,Nonsubstitutable: capabilities that
13、 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,The source of,Does it satisfy the criteria of sustainable competitive advantage?,Yes,No,20,P
14、erformance 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,Competitive Parity,Average Returns,Yes,Yes,No,Yes/ No,Temporary Com- petitive Advantage,Above Ave
15、rage 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
16、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 Development,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
