竞争策略管理(ppt 50页).ppt

2003SouthwesternPublishingCompany,1,TheInternalEnvironment:Resources,CapabilitiesandCoreCompetence,MichaelA.HittR.DuaneIrelandRobertE.Hoskisson,Chapter3,2,StrategyImplementation,Chapter11OrganizationalStructureandControls,Chapter10CorporateGovernance,Chapter12StrategicLeadership,StrategyFormulation,StrategicCompetitivenessAbove-AverageReturns,StrategicIntentStrategicMission,Chapter2TheExternalEnvironment,Chapter3TheInternalEnvironment,TheStrategicManagementProcess,Feedback,StrategicInputs,StrategicActions,StrategicOutcomes,Chapter13StrategicEntrepreneurship,Chapter6Corporate-LevelStrategy,Chapter9CooperativeStrategy,Chapter5CompetitiveRivalryandCompetitiveDynamics,Chapter8InternationalStrategy,Chapter4Business-LevelStrategy,Chapter7AcquisitionandRestructuringStrategies,3,SustainabilityofaCompetitiveAdvantage競爭優勢之持久性,Sustainabilityofacompetitiveadvantageisafunctionof:therateofcore-competenceobsolescenceduetoenvironmentalchanges老化速度theavailabilityofsubstitutesforthecorecompetence替代品theimitabilityofthecorecompetence複製,4,ExternalandInternalAnalyses,Bystudyingtheexternalenvironment,firmsidentifywhattheymightchoosetodo,Opportunitiesandthreats,5,ExternalandInternalAnalyses,Bystudyingtheinternalenvironment,firmsidentifywhattheycando,Uniqueresources,capabilities,andcorecompetencies(sustainablecompetitiveadvantage),ExternalandInternalAnalyses,6,ChallengeofInternalAnalysis,Howdoweeffectivelymanagecurrentcorecompetencieswhilesimultaneouslydevelopingnewones?現有與新核心能力Howdoweassemblebundlesofresources,capabilitiesandcorecompetenciestocreatevalueforcustomers?組合與創造價值Howdowelearntochangerapidly?迅速變革,7,ThreeConditionsAffectingManagerialDecisionsAboutResources,Capabilities,andCoreCompetencies,Uncertaintyregardingcharacteristicsofthegeneralandtheindustryenvironments,competitorsactions,andcustomerspreferencesComplexityregardingtheinterrelatedcausesshapingafirmsenvironmentsandperceptionsoftheenvironmentsIntraorganizationalConflictsamongpeoplemakingmanagerialdecisionsandthoseaffectedbythem,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,ComponentsofInternalAnalysis,10,Resourcesarewhatafirmhastoworkwith-itsassets-includingitspeopleandthevalueofitsbrandname,Resourcesrepresentinputsintoafirmsproductionprocess.suchascapitalequipment,skillsofemployees,brandnames,financesandtalentedmanagers,11,TangibleResourcesFinancialPhysicalHumanresourcesOrganizational,IntangibleResourcesTechnologicalInnovationReputation,12,Capabilitiesbecomeimportantwhentheyarecombinedinuniquecombinationswhichcreatecorecompetencieswhichhavestrategicvalueandcanleadtocompetitiveadvantage,13,Capabilitiesarewhatafirmdoes,andrepresentthefirmscapacityorabilitytointegrateindividualfirmresourcestoachieveadesiredobjective,14,CorecompetenciesareresourcesandcapabilitiesthatserveasasourceofcompetitiveadvantageoverrivalsCorecompetenciesdistinguishacompanycompetitivelyandmakeitdistinctiveMcKinseyandCo.recommendsusingthreetofourcompetencieswhenframingstrategicactions,15,Valuable:Capabilitiesthathelpafirmneutralizethreatsorexploitopportunities,16,Rare:Capabilitiesthatarenotpossessedbymanyothers,17,Costlytoimitate:capabilitiesthatotherfirmscannotdevelopeasily,usuallyduetoUniquehistoricalconditionsCausalambiguitySocialcomplexity,18,Nonsubstitutable:capabilitiesthatdonothavestrategicequivalentsInvisibletocompetitorsFirmspecificknowledgeTrust-basedworkingrelationshipsbetweenmanagersandnonmanagerialpersonnel,19,CoreCompetenceasaStrategicCapability,Thesourceof,Doesitsatisfythecriteriaofsustainablecompetitiveadvantage?,Yes,No,20,PerformanceImplications,Valuable?,Rare?,CostlytoImitate?,Nonsubstitutable,CompetitiveConsequences,PerformanceImplications,No,No,No,No,CompetitiveDisadvantage,BelowAverageReturns,Yes,No,No,Yes/No,CompetitiveParity,AverageReturns,Yes,Yes,No,Yes/No,TemporaryCom-petitiveAdvantage,AboveAveragetoAverageReturns,Yes,Yes,Yes,Yes,SustainableCom-petitiveAdvantage,AboveAverageReturns,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,OutboundLogistics,Operations,InboundLogistics,FirmInfrastructure,HumanResourceMgmt.,TechnologicalDevelopment,Procurement,Margin,Margin,PrimaryActivities,SupportActivities,TheBasicValueChain,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,Outsourcingisthepurchaseofsomeorallofavalue-creatingactivityfromanexternalsupplierUsuallythisisbecausethespecialtysuppliercanprovidethesefunctionsmoreefficiently,33,StrategicRationalesforOutsourcing,ImproveBusinessFocusletscompanyfocusonbroaderbusinessissuesbyhavingoutsideexpertshandlevariousoperationaldetailsProvideAccesstoWorld-ClassCapabilitiesthespecializedresourcesofoutsourcingprovidersmakesworld-classcapabilitiesavailabletofirmsinawiderangeofapplications,34,StrategicRationalesforOutsourcing,AccelerateBusinessRe-EngineeringBenefitsachievesre-engineeringbenefitsmorequicklybyhavingoutsiders-whohavealreadyachievedworld-classstandards-takeoverprocessShareRisksreducesinvestmentrequirementsandmakesfirmmoreflexible,dynamicandbetterabletoadapttochangingopportunities,35,StrategicRationalesforOutsourcing,FreeResourcesforOtherPurposespermitsfirmtoredirecteffortsfromnon-coreactivitiestowardthosethatservecustomersmoreeffectively,36,OutsourcingIssues,GreatestValueoutsourceonlytofirmspossessingacorecompetenceintermsofperformingtheprimaryorsupportactivitybeingoutsourcedEvaluatingResourcesandCapabilitiesdontoutsourceactivitiesinwhichthefirmitselfcancreateandcapturevalueEnvironmentalThreatsandOngoingTasksdonotoutsourceprimaryandsupportactivitiesthatareusedtoneutralizeenvironmentalthreatsorcompletenecessaryongoingorganizationaltasks,37,OutsourcingIssues,NonstrategicTeamofResourcesdonotoutsourcecapabilitiesthatarecriticaltotheirsuccess,eventhoughthecapabilitiesarenotactualsourcesofcompetitiveadvantageFirmsKnowledgeBasedonotoutsourceactivitiesthatstimulatethedevelopmentofnewcapabilitiesandcompetencies,38,CoreCompetencies:CautionsandReminders,NevertakeforgrantedthatcorecompetencieswillcontinuetoprovideasourceofcompetitiveadvantageAllcorecompetencieshavethepotentialtobecomecorerigiditiesCorerigiditiesareformercorecompetenciesthatnowgenerateinertiaandstifleinnovation,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(授權賦能)採行績效基礎薪酬制度,企業功能與效率的提昇,46,企業功能與品質提