国际战略管理 The Internal Environment.ppt

Chapter 3 The Internal Environment: Resources, Capabilities and Core Competencies Chapter 3: Key Themes Value chain Analysis Primary activities: involved with a product’s physical creation, its sale and distribution to buyers, and its service after the sale. Support Activities: provide the support necessary for the primary activities to take place. Value chain : raw material --- final customer Strategic focus--- creating Value at FedEx and UPS FedEx core competence : delivery speed and reliability Threat from the global knowledge based logistics business and changes external environment. FedEx recast—--- supply-chain management system provider. Value Chain Analyses helped to make decision Outsourcing Outsourcing 74 62 74 8 8 8 50 65 65 65 65 * * Michael A. Hitt R. Duane Ireland Robert E. Hoskisson Strategy Implementation Chapter 13 Strategic Entrepreneurship Chapter 11 Organizational Structure and Controls Chapter 10 Corporate Governance Chapter 12 Strategic Leadership Strategy Formulation Strategic Management Strategic Competitiveness 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 6 Corporate- Level Strategy Chapter 9 Cooperative Strategy Chapter 5 Competitive Dynamics Chapter 8 International Strategy Chapter 4 Business-Level Strategy Chapter 7 Acquisition and Restructuring Strategies What the Firm Can Do Chapter 3 Internal Environment Resources, Capabilities and Core Competencies Chapter 2 External Environment Five Forces Analysis What the Firm Might Do SustainableCompetitiveAdvantage Tangible and intangible resources Capabilities how they are developed Preventing a firms core competencies from becoming core rigidities Outsourcing reasons for its use How the value chain is used to identify evaluate a firms resources capabilities Four criteria to determine if resources capa