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1、The Internal Environment:Resources,Capabilities andCore CompetenceMichael A.HittR.Duane IrelandRobert E.HoskissonChapter3Chapter312003 Southwestern Publishing CompanyStrategy ImplementationStrategy ImplementationChapter 11Chapter 11OrganizationalOrganizationalStructure and Structure and ControlsCont
2、rolsChapter 10Chapter 10CorporateCorporateGovernanceGovernanceChapter 12Chapter 12StrategicStrategicLeadershipLeadershipStrategy FormulationStrategy FormulationStrategicStrategicCompetitivenessCompetitivenessAbove-AverageAbove-AverageReturnsReturnsStrategic IntentStrategic IntentStrategic MissionStr
3、ategic MissionChapter 2Chapter 2The ExternalThe ExternalEnvironmentEnvironmentChapter 3Chapter 3The InternalThe InternalEnvironmentEnvironmentThe Strategic Management ProcessFeedbackFeedbackStrategic InputsStrategic InputsStrategic ActionsStrategic ActionsStrategic OutcomesStrategic OutcomesChapter
4、13Chapter 13StrategicStrategicEntrepreneurshipEntrepreneurshipChapter 6Chapter 6Corporate-Corporate-Level StrategyLevel StrategyChapter 9Chapter 9CooperativeCooperativeStrategyStrategyChapter 5Chapter 5Competitive RivalryCompetitive Rivalryand Competitiveand CompetitiveDynamics Dynamics Chapter 8Cha
5、pter 8InternationalInternationalStrategyStrategyChapter 4Chapter 4Business-LevelBusiness-LevelStrategyStrategyChapter 7Chapter 7Acquisition andAcquisition andRestructuringRestructuringStrategiesStrategies2Sustainability of a Competitive Advantage競爭優勢之持久性l lSustainabilityofacompetitiveadvantageSustai
6、nabilityofacompetitiveadvantageisafunctionof:isafunctionof:therateoftherateofcore-competenceobsolescencecore-competenceobsolescencedueduetotoenvironmentalchangesenvironmentalchanges老化速度老化速度老化速度老化速度 thetheavailabilityofsubstitutesavailabilityofsubstitutesforthecoreforthecorecompetencecompetence替代品替代品
7、替代品替代品 thetheimitabilityimitabilityofthecorecompetenceofthecorecompetence複製複製複製複製3External and Internal AnalysesGeneralGeneralEnvironmentEnvironmentGeneralGeneralEnvironmentEnvironmentGeneralGeneralEnvironmentEnvironmentSocioculturalSocioculturalGlobalGlobalTechnologicalTechnologicalPolitical/LegalP
8、olitical/LegalDemographicDemographicEconomicEconomicIndustryIndustryEnvironmentEnvironmentCompetitorCompetitorEnvironmentEnvironmentBy studying the external By studying the external environment,firms identify environment,firms identify what they what they might choose to domight choose to doOpportun
9、ities and Opportunities and threatsthreats4External and Internal AnalysesBy studying the internal By studying the internal environment,firms identify environment,firms identify what they what they can docan doUnique resources,Unique resources,capabilities,and capabilities,and core competenciescore c
10、ompetencies(sustainable(sustainable competitive competitive advantage)advantage)External and Internal Analyses5Challenge of Internal Analysisl lHowdoweHowdoweeffectivelymanageeffectivelymanagecurrentcorecurrentcorecompetencieswhilecompetencieswhilesimultaneouslysimultaneouslydevelopingnewonesdevelop
11、ingnewones?現有與新核心能力現有與新核心能力現有與新核心能力現有與新核心能力l lHowdoweHowdoweassemblebundlesofassemblebundlesofresources,resources,capabilitiesandcorecompetenciestocapabilitiesandcorecompetenciestocreatevalueforcustomerscreatevalueforcustomers?組合與創造價值組合與創造價值組合與創造價值組合與創造價值l lHowdowelearntoHowdowelearntochangerapidlyc
12、hangerapidly?迅速變迅速變迅速變迅速變革革革革6Three Conditions Affecting Managerial Decisions About Resources,Capabilities,and Core Competenciesl lUncertaintyregardingcharacteristicsoftheregardingcharacteristicsofthegeneralandtheindustryenvironments,generalandtheindustryenvironments,competitorsactions,andcustomersp
13、referencescompetitorsactions,andcustomerspreferencesl lComplexityregardingtheregardingtheinterrelatedcausesinterrelatedcauses shapingafirmsenvironmentsandperceptionsofshapingafirmsenvironmentsandperceptionsoftheenvironmentstheenvironmentsl lIntraorganizationalConflictsamongamongpeoplemakingmanageria
14、ldecisionsandthosepeoplemakingmanagerialdecisionsandthoseaffectedbythemaffectedbythem7內在環境分析的關鍵問題包括：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、能力與核心下列三種情況，使管理者很難制定資源、能力與核心下列三種情況，使管理者很難制定資源、能力與核心下列三種情況，使管理者很難制定資源、能力與核心能力方面有關決策：能力方面有關決策：能力方面有關決策：能力方面有關決策：不確定性不確定性不確定性不確定性:指外部環境中各因素的不確定性指外部環境中各因素的不確定性指外部環境中各因素的不確定
15、性指外部環境中各因素的不確定性複雜性複雜性複雜性複雜性:指企業因為環境因素的不確定與變化指企業因為環境因素的不確定與變化指企業因為環境因素的不確定與變化指企業因為環境因素的不確定與變化,增加決策的複雜性增加決策的複雜性增加決策的複雜性增加決策的複雜性組織內衝突組織內衝突組織內衝突組織內衝突:決策制定時意見與看法的分歧決策制定時意見與看法的分歧決策制定時意見與看法的分歧決策制定時意見與看法的分歧與衝突與衝突與衝突與衝突若能克服上述三項關鍵性問題若能克服上述三項關鍵性問題,將會是難得的企業能力將會是難得的企業能力8Components ofInternal AnalysisDiscovering
16、CoreDiscovering CoreCompetenciesCompetenciesResourcesResources TangibleTangible IntangibleIntangibleCapabilitiesCapabilitiesCoreCoreCompetenciesCompetenciesCompetitiveCompetitiveAdvantageAdvantageStrategicStrategicCompetitivenessCompetitivenessFour CriteriaFour Criteriaof Sustainableof SustainableAd
17、vantagesAdvantages ValuableValuable RareRare Costly to ImitateCostly to Imitate NonsubstitutableNonsubstitutableValueValueChainChainAnalysisAnalysis OutsourceOutsource9Discovering CoreDiscovering CoreCompetenciesCompetenciesResourcesResources TangibleTangible IntangibleIntangibleResources are what a
18、 firm has Resources are what a firm has to work with-to work with-its its assets-assets-including its people and the including its people and the value of its brand namevalue of its brand nameResources represent Resources represent inputs into inputs into a firms production processa firms production
19、 process.such as capital equipment,skills such as capital equipment,skills of employees,brand names,of employees,brand names,finances and talented managersfinances and talented managers10Discovering CoreDiscovering CoreCompetenciesCompetenciesResourcesResources TangibleTangible IntangibleIntangibleT
20、angible ResourcesTangible Resources FinancialFinancial PhysicalPhysical Human resourcesHuman resources OrganizationalOrganizationalIntangible ResourcesIntangible Resources TechnologicalTechnological InnovationInnovation ReputationReputation11Discovering CoreDiscovering CoreCompetenciesCompetenciesCa
21、pabilitiesCapabilitiesCapabilities become important when they are Capabilities become important when they are combined combined in unique combinations which create core competenciesin unique combinations which create core competencies which have strategic value and can lead to competitive which have
22、 strategic value and can lead to competitive advantageadvantage12Discovering CoreDiscovering CoreCompetenciesCompetenciesCapabilitiesCapabilitiesCapabilities are what a firm does,and represent the firms Capabilities are what a firm does,and represent the firms capacity or ability to integrate indivi
23、dual firm resources to capacity or ability to integrate individual firm resources to achieve a desired objectiveachieve a desired objective13Discovering CoreDiscovering CoreCompetenciesCompetenciesCoreCoreCompetenciesCompetenciesCore competencies are resources and capabilities that serve Core compet
24、encies are resources and capabilities that serve as a source of competitive advantage as a source of competitive advantage over rivalsover rivalsCore competencies distinguish a company competitively Core competencies distinguish a company competitively and make it distinctiveand make it distinctiveM
25、cKinsey and Co.recommends using McKinsey and Co.recommends using three to four three to four competencies when framing strategic actionscompetencies when framing strategic actions14Four CriteriaFour Criteriaof Sustainableof SustainableAdvantagesAdvantages ValuableValuable RareRare Costly to ImitateC
26、ostly to Imitate NonsubstitutableNonsubstitutableDiscovering CoreDiscovering CoreCompetenciesCompetenciesValuable:Capabilities that help a firm Valuable:Capabilities that help a firm neutralize threatsneutralize threats or or exploit opportunitiesexploit opportunities15Four CriteriaFour Criteriaof S
27、ustainableof SustainableAdvantagesAdvantages ValuableValuable RareRare Costly to ImitateCostly to Imitate NonsubstitutableNonsubstitutableDiscovering CoreDiscovering CoreCompetenciesCompetenciesRare:Capabilities that are not possessed by many othersRare:Capabilities that are not possessed by many ot
28、hers16Four CriteriaFour Criteriaof Sustainableof SustainableAdvantagesAdvantages ValuableValuable RareRare Costly to ImitateCostly to Imitate NonsubstitutableNonsubstitutableDiscovering CoreDiscovering CoreCompetenciesCompetenciesCostly to imitate:capabilities that other firms cannot Costly to imita
29、te:capabilities that other firms cannot develop easily,usually due todevelop easily,usually due to Unique historical conditionsUnique historical conditions Causal ambiguityCausal ambiguity Social complexitySocial complexity17Four CriteriaFour Criteriaof Sustainableof SustainableAdvantagesAdvantages
30、ValuableValuable RareRare Costly to ImitateCostly to Imitate NonsubstitutableNonsubstitutableDiscovering CoreDiscovering CoreCompetenciesCompetenciesNonsubstitutable:capabilities that do not have strategic Nonsubstitutable:capabilities that do not have strategic equivalentsequivalents Invisible to c
31、ompetitorsInvisible to competitors Firm specific knowledgeFirm specific knowledge Trust-based working relationships between managers Trust-based working relationships between managers and nonmanagerial personneland nonmanagerial personnel18Core Competence as a Strategic CapabilityResourcesResources
32、Inputs to a firms Inputs to a firms production processproduction processCapabilityCapability A nonstrategicA nonstrategicteam or resourceteam or resourceCore CompetenceCore Competence A strategicA strategiccapabilitycapabilityThe source ofThe source ofDoes it satisfy the Does it satisfy the criteria
33、 of sustainable criteria of sustainable competitive competitive advantage?advantage?YesYesNoNoCapabilityCapability An integration of aAn integration of ateam of resourcesteam of resources19Performance ImplicationsValuable?Valuable?Rare?Rare?Costly to Imitate?Costly to Imitate?NonsubstitutableNonsubs
34、titutableCompetitiveCompetitiveConsequencesConsequencesPerformancePerformanceImplicationsImplicationsNoNoNoNoNoNoNoNoCompetitiveCompetitiveDisadvantageDisadvantageBelow AverageBelow AverageReturnsReturnsYesYesNoNoNoNoYes/Yes/NoNoCompetitiveCompetitiveParityParityAverage ReturnsAverage ReturnsYesYesY
35、esYesNoNoYes/Yes/NoNoTemporary Com-Temporary Com-petitive Advantagepetitive AdvantageAbove Average to Above Average to Average ReturnsAverage ReturnsYesYesYesYesYesYesYesYesSustainable Com-Sustainable Com-petitive Advantagepetitive AdvantageAbove Average Above Average ReturnsReturns20價值鏈分析價值系統確認主要價值
36、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21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22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23ServiceServiceMarketing&SalesMarketing&SalesOutbound LogisticsOutb
37、ound LogisticsOperationsOperationsInbound LogisticsInbound LogisticsFirm InfrastructureFirm InfrastructureHuman Resource Mgmt.Human Resource Mgmt.Technological DevelopmentTechnological DevelopmentProcurementProcurementMarginMarginPrimary ActivitiesPrimary ActivitiesSupport ActivitiesSupport Activiti
38、esThe BasicValue Chain24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25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領先26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27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
39、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28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 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
40、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29企業價值鏈以外的的管制項目1.以垂直整合伸展控制觸角2.以考核供應商的績效的方式影響其他企業的價值活動3.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4.提供訓練獎勵激勵上下游企業改善價值活動30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31MarginMarginMarginMarginPrimary ActivitiesPrimary ActivitiesSupport Activ
41、itiesSupport ActivitiesOutsourcingOutsourcing is the Outsourcing is the purchase of some or purchase of some or all of a value-all of a value-creating activity creating activity from an external from an external suppliersupplierUsually this is Usually this is because the specialty because the specia
42、lty supplier can provide supplier can provide these functions more these functions more efficientlyefficientlyServiceServiceMarketing&SalesMarketing&SalesOutbound LogisticsOutbound LogisticsOperationsOperationsInbound LogisticsInbound LogisticsFirm InfrastructureFirm InfrastructureHuman Resource Mgm
43、t.Human Resource Mgmt.Technological DevelopmentTechnological DevelopmentProcurementProcurement32Strategic Rationales for Outsourcingl lImproveBusinessFocusImproveBusinessFocus letscompanyfocusonbroaderbusinessletscompanyfocusonbroaderbusinessissuesbyhavingoutsideexpertshandleissuesbyhavingoutsideexp
44、ertshandlevariousoperationaldetailsvariousoperationaldetailsl lProvideAccesstoWorld-ClassProvideAccesstoWorld-ClassCapabilitiesCapabilities thespecializedresourcesofoutsourcingthespecializedresourcesofoutsourcingprovidersmakesworld-classcapabilitiesprovidersmakesworld-classcapabilitiesavailabletofir
45、msinawiderangeofavailabletofirmsinawiderangeofapplicationsapplications33Strategic Rationales for Outsourcingl lAccelerateBusinessRe-EngineeringAccelerateBusinessRe-EngineeringBenefitsBenefits achievesre-engineeringbenefitsmorequicklyachievesre-engineeringbenefitsmorequicklybyhavingoutsiders-whohavea
46、lreadybyhavingoutsiders-whohavealreadyachievedworld-classstandards-takeoverachievedworld-classstandards-takeoverprocessprocessl lShareRisksShareRisks reducesinvestmentrequirementsandmakesreducesinvestmentrequirementsandmakesfirmmoreflexible,dynamicandbetterabletofirmmoreflexible,dynamicandbetterable
47、toadapttochangingopportunitiesadapttochangingopportunities34Strategic Rationales for Outsourcingl lFreeResourcesforOtherPurposesFreeResourcesforOtherPurposes permitsfirmtoredirecteffortsfromnon-corepermitsfirmtoredirecteffortsfromnon-coreactivitiestowardthosethatservecustomersactivitiestowardthoseth
48、atservecustomersmoreeffectivelymoreeffectively35Outsourcing Issuesl lGreatestValueGreatestValue outsourceonlytofirmspossessingacoreoutsourceonlytofirmspossessingacorecompetenceintermsofperformingtheprimarycompetenceintermsofperformingtheprimaryorsupportactivitybeingoutsourcedorsupportactivitybeingou
49、tsourcedl lEvaluatingResourcesandCapabilitiesEvaluatingResourcesandCapabilities dontoutsourceactivitiesinwhichthefirmitselfdontoutsourceactivitiesinwhichthefirmitselfcancreateandcapturevaluecancreateandcapturevaluel lEnvironmentalThreatsandOngoingTasksEnvironmentalThreatsandOngoingTasks donotoutsour
50、ceprimaryandsupportactivitiesdonotoutsourceprimaryandsupportactivitiesthatareusedtoneutralizeenvironmentalthatareusedtoneutralizeenvironmentalthreatsorcompletenecessaryongoingthreatsorcompletenecessaryongoingorganizationaltasksorganizationaltasks36Outsourcing Issuesl lNonstrategicTeamofResourcesNons