西交大MBA战略管理讲义3

《西交大MBA战略管理讲义3》由会员分享，可在线阅读，更多相关《西交大MBA战略管理讲义3（74页珍藏版）》请在装配图网上搜索。

1、CHAPTER 3 What have we learned last time?Political/LegalEconomicTechnologicalGlobalDemographicSocioculturalIndustry EnvironmentComponents of the General EnvironmentThreat of Substitute ProductsThreat of New EntrantsThreat of New EntrantsRivalry Among Competing Firms in IndustryBargaining Power of Bu

2、yersBargaining Power of SuppliersPorters Five Forces Model of CompetitionEffects of Entry Barriers and Exit Barriers on Industry ProfitsEntry BarriersExit BarriersHighLowHighLowLow,Stable ReturnsEntry BarriersExit BarriersHighLowHighLowEffects of Entry Barriers and Exit Barriers on Industry ProfitsH

3、igh,Stable ReturnsEntry BarriersExit BarriersHighLowHighLowLow,Stable ReturnsEffects of Entry Barriers and Exit Barriers on Industry ProfitsLow,Risky ReturnsEntry BarriersExit BarriersHighLowHighLowLow,Stable ReturnsHigh,Stable ReturnsEffects of Entry Barriers and Exit Barriers on Industry ProfitsHi

4、gh,Risky ReturnsEntry BarriersExit BarriersHighLowHighLowLow,Stable ReturnsHigh,Stable ReturnsLow,Risky ReturnsEffects of Entry Barriers and Exit Barriers on Industry ProfitsConcept to NoteSWOT Analysis-What to Look ForPotential Resource Strengths Potential Resource WeaknessesPotential Company Oppor

5、tunitiesPotential External Threats Powerful strategy Strong financial condition Strong brand name image/reputation Widely recognized market leader Proprietary technology Cost advantages Strong advertising Product innovation skills Good customer service Better product qualityAlliances or JVs No clear

6、 strategic direction Obsolete facilities Weak balance sheet;excess debt Higher overall costs than rivals Missing some key skills/competencies Internal operating problems.Falling behind in R&D Too narrow product line Weak marketing skills Serving additional customer groups Expanding to new geographic

7、 areas Expanding product line Transferring skills to new products Vertical integration Acquisition of rivals Alliances or JVs to expand coverage Openings to exploit new technologies Openings to extend brand name/image Entry of potent new competitors Loss of sales to substitutes Slowing market growth

8、 Adverse shifts in exchange rates&trade policies Costly new regulations Vulnerability to business cycle Growing leverage of customers or suppliers Shift in buyer needs for product Demographic changesIdentifying Resource Strengthsand Competitive CapabilitiesA strength is something a firm does well or

9、 a characteristic that enhances its competitivenessValuable competencies or know-howValuable physical assetsValuable human assetsValuable organizational assetsValuable intangible assetsImportant competitive capabilitiesAn attribute that places a company in a position of market advantageAlliances or

10、cooperative venturesIdentifying Resource Weaknessesand Competitive DeficienciesA weakness is something a firm lacks,does poorly,or a condition placing it at a disadvantageResource weaknesses relate toDeficiencies in know-how or expertise or competenciesLack of important physical,organizational,or in

11、tangible assetsMissing capabilities in key areasIdentifying a CompanysMarket OpportunitiesThe market opportunities most relevant to a company are those offeringThe best prospects for profitable long-term growthCompetitive advantageGood match with its financial and organizational resource capabilitie

12、sIdentifying External ThreatsEmergence of cheaper/better technologiesIntroduction of better products by rivalsIntensifying competitive pressuresOnerous(烦琐/负法律责任的)regulationsA rise in interest ratesPotential of a hostile takeoverUnfavorable demographic shiftsAdverse shifts in foreign exchange ratesPo

13、litical upheaval(动荡，剧变)in a countryChapter 2External EnvironmentWhat the Firm Might DoChapter 3Internal EnvironmentWhat the Firm Can DoResources*Tangible*IntangibleCapabilitiesTeams of ResourcesSources ofCoreCompetenciesCompetitiveAdvantageStrategicCompetitivenessAbove-AverageReturnsDiscoveringCoreC

14、ompetenciesValueChainAnalysis*OutsourceValuableRareCostly to ImitateNonsubstitutable*Criteria ofSustainableAdvantagesDiscovering Core CompetenciesCompetitiveAdvantageGained throughCore CompetenciesKey Questions for Managersin Internal AnalysisConditions Affecting Managerial Decisions About Resources

15、,Capabilities and Core CompetenciesUncertaintyregarding characteristics of the general and the industry environments,competitors actions,and customers preferences.Complexityregarding the interrelated causes shaping a firms environments and perceptions of the environmentsIntraorganizational Conflicts

16、among people making managerial decisions and those affected by themResources*Tangible*IntangibleDiscovering Core CompetenciesResourcesResourcesResourcesTangible ResourcesFinancial*Physical*Human Resources*Organizational*What a firm Has.What a firm has to work with:its assets,including its people and

17、 the value of its brand nameResources represent inputs into a firms production process.such as capital equipment,skills of employees,brand names,finances and talented managersIntangible ResourcesTechnological*Innovation*Reputation*ResourcesResources*Tangible*IntangibleCapabilitiesTeams of ResourcesD

18、iscovering Core CompetenciesWhat a firm Does.CapabilitiesWhat a firm Does.Capabilities develop over time as a result of complex interactions that take advantage of the interrelationships between a firms tangible and intangible resources that are based on the development,transmission and exchange or

19、sharing of information and knowledge as carried out by the firms employees.Capabilities represent:the firms capacity or ability to integrate individual firm resources to achieve a desired objective.CapabilitiesWhat a firm Does.Capabilities represent:the firms capacity or ability to integrate individ

20、ual firm resources to achieve a desired objective.Capabilities develop over time as a result of complex interactions that take advantage of the interrelationships between a firms tangible and intangible resources that are based on the development,transmission and exchange or sharing of information a

21、nd knowledge as carried out by the firms employees.CapabilitiesResources*Tangible*IntangibleCapabilitiesTeams of ResourcesDiscovering Core CompetenciesSources ofCoreCompetenciesCompetitiveAdvantageDiscoveringCoreCompetenciesWhat a firm Does.that is Strategically ValuableCore CompetenciesResources*Ta

22、ngible*IntangibleCapabilitiesTeams of ResourcesSources ofCoreCompetenciesCompetitiveAdvantageDiscoveringCoreCompetenciesCriteria ofSustainableAdvantagesValuableRareCostly to ImitateNonsubstitutable*Discovering Core Competencies*OutsourceCore CompetenciesValuableRareCostly to ImitateNonsubstitutableW

23、hat a firm Does.that is Strategically ValuableValuableRareCostly to ImitateCapabilities that other firms cannot develop easily,usually due to unique historical conditions,causal ambiguity or social complexityCapabilities that are not possessed by many othersCapabilities that help a firm neutralize(抵

24、制)threats or exploit opportunitiesCore CompetenciesWhat a firm Does.that is Strategically ValuableWhat Criteria Make CoreCompetencies Costly to Imitate?Unique Historical ConditionsCausal AmbiguitySocial ComplexityThis occurs when competitors are unable to detect how a firm uses its competencies as a

25、 foundation for competitive advantageOccurs when the firms capabilities are the result of complex social phenomena,such as interpersonal relationships,trust and friendships among managers or a firms reputation with suppliers and customersAn unusual evolutionary pattern of growth may contribute to th

26、e development of competencies in a manner that is unique to those particular circumstancesCore Competencies must be:NonsubstitutableCapabilities that do not have strategic equivalents,such as firm-specific knowledge or trust-based relationshipsWhat a firm Does.that is Strategically ValuableCore Comp

27、etenciesValuableRareCostly to ImitateCapabilities that other firms cannot develop easily,usually due to unique historical conditions,causal ambiguity or social complexityCapabilities that are possessed by few,if any,current or potential competitorsCapabilities that either help a firm to exploit oppo

28、rtunities to create value for customers or to neutralize threats in the environmentCore CompetenciesResources*Tangible*IntangibleCapabilitiesTeams of ResourcesSources ofCoreCompetenciesCompetitiveAdvantageDiscoveringCoreCompetenciesValueChainAnalysis*OutsourceValuableRareCostly to ImitateNonsubstitu

29、table*Criteria ofSustainableAdvantagesDiscovering Core CompetenciesThe Value Chain ConceptIdentifies the separate activities and business processes performed to design,produce,market,deliver,and support a product/serviceConsists of two types of activitiesPrimary activities Support activitiesSupportA

30、ctivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueSupportActivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueSupportActivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Cap

31、abilities That Can Add ValueSupportActivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueSupportActivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueSupportActivitiesPrimary ActivitiesValue Chain A

32、nalysisIdentifying Resources and Capabilities That Can Add ValueSupportActivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueSupportActivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueSupportActiv

33、itiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueSupportActivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabilities That Can Add ValueSupportActivitiesPrimary ActivitiesValue Chain AnalysisIdentifying Resources and Capabil

34、ities That Can Add ValueExample:Key Value Chain ActivitiesTimber farmingLoggingPulp millsPapermakingPrinting&publishingPULP&PAPER INDUSTRYExample:Key Value Chain ActivitiesParts&components manufactureAssemblyWholesale distributionRetail salesHOME APPLIANCE INDUSTRYExample:Key Value Chain ActivitiesP

35、rocessing of basic ingredientsSyrup(果汁果汁)manufactureBottling and can fillingWholesale distributionRetailingSOFT DRINK INDUSTRYKrogerExample:Key Value Chain ActivitiesProgrammingDisk loadingMarketingDistributionCOMPUTER SOFTWARE INDUSTRYSupportActivitiesPrimary ActivitiesStrategic Choice to Purchase

36、Some Activities From Outside SuppliersSupportActivitiesPrimary ActivitiesFirms often purchase a of their value-creating activities from specialty external suppliers who can perform these functionsStrategic Choice to Purchase Some Activities From Outside SuppliersLets company focus on broader busines

37、s issues by having outside experts handle various operational detailsImprove Business FocusPermits firm to redirect efforts from non-core activities toward those that serve customers more effectivelyFree Resources for Other PurposesProvide Access to World-Class CapabilitiesAccelerate Business Re-Eng

38、ineering BenefitsShare RisksThe specialized resources of outsourcing providers makes world-class capabilities available to firms in a wide range of applications Achieves re-engineering benefits more quickly by having outsiders-who have already achieved world-class standards-take over processReduces

39、investment requirements and makes firm more flexible,dynamic and better able to adapt to changing opportunities The Value Chain SystemUpstreamValue ChainsA Companys OwnValue ChainDownstreamValue ChainsActivities,Costs,&Margins ofForwardChannelAllies&StrategicPartnersInternallyPerformedActivities,Cos

40、ts,&MarginsActivities,Costs,&Margins ofSuppliersBuyer/UserValueChainsValue Chains are part of a Total Value SystemPerform valuable activities that the firms activitiesValue Chains are part of a Total Value SystemUpstream ValuePerform valuable activities that complement the firms activitiesValue Chai

41、ns are part of a Total Value SystemUpstream ValuePerform valuable activities that complement the firms activitiesEach firm must eventually find a way to become a part of some buyers value chainValue Chains are part of a Total Value SystemSupplier Value ChainFirm Value ChainChannel Value ChainUpstrea

42、m ValuePerform valuable activities that complement the firms activitiesBuyer Value ChainEach firm must eventually find a way to become a part of some buyers value chainUltimate basis for differentiation is the ability to play a role in a buyers value chainThis creates VALUE!Value chains vary for fir

43、ms in an industry,reflecting each firms unique qualities:History Strategy Success at ImplementationValue Chains are part of a Total Value SystemCore Competencies-Cautions and RemindersNever take for granted that core competencies will continue to provide a source of competitive advantageAll core com

44、petencies have the potential to become Core RigiditiesCore Rigidities are former core competencies that sow the seeds of organizational inertia(惯性)and prevent the firm from responding appropriately to changes in the external environmentStrategic myopia(近视）and inflexibility can strangle(扼死）the firms

45、ability to grow and adapt to environmental change or competitive threatsResources*Tangible*IntangibleCapabilitiesTeams of ResourcesSources ofCoreCompetenciesCompetitiveAdvantageStrategicCompetitivenessAbove-AverageReturnsDiscoveringCoreCompetenciesValueChainAnalysis*OutsourceValuableRareCostly to Im

46、itateNonsubstitutable*Criteria ofSustainableAdvantagesDiscovering Core CompetenciesChapter 2ExternalEnvironmentChapter 3InternalEnvironmentStrategic MissionChapter 2ExternalEnvironmentChapter 3InternalEnvironmentResources*Tangible*IntangibleCapabilitiesTeams of ResourcesSources ofCoreCompetenciesCom

47、petitiveAdvantageStrategicCompetitivenessAbove-AverageReturnsDiscoveringCoreCompetenciesValueChainAnalysis*OutsourceValuableRareCostly to ImitateNonsubstitutable*Criteria ofSustainableAdvantagesDiscovering Core CompetenciesCompetitiveAdvantageGained throughCore CompetenciesFrom Value Chain Analysist

48、o Competitive AdvantageA company can create competitive advantage by managing its value chain so as toIntegrate the knowledge and skills of employees in competitively valuable waysLeverage economies of learning/experienceCoordinate related activities in ways that build valuable capabilitiesBuild dom

49、inating expertise in avalue chain activity critical to customer satisfaction ormarket successFrom Value Chain Analysisto Competitive AdvantageThe strategy-making lesson of value chain analysis:Sustainable competitive advantage can be created by(1)managing value chain activities better than rivals and(2)developing distinctive capabilities to serve customers!