公司资源与竞争性战略.ppt

EVALUATING COMPANY RESOURCES AND COMPETITIVE CAPABILITIES Internal Environment;;Political/Legal;Threat of Substitute Products;Effects of Entry Barriers and Exit Barriers on Industry Profits;Low, Stable Returns;High, Stable Returns;Low, Risky Returns;High, Risky Returns;Concept to Note;Sustained Competitive Advantage;SWOT Analysis -- What to Look For;Identifying Resource Strengthsand Competitive Capabilities;Identifying Resource Weaknessesand Competitive Deficiencies;Identifying a Company’sMarket Opportunities;Identifying External Threats;Chapter 2;Resources;How do we assemble bundles of Resources, Capabilities and Core Competencies to create VALUE for customers? ;Conditions Affecting Managerial Decisions About Resources, Capabilities and Core Competencies;Resources;What a firm has to work with:;Resources represent inputs into a firm’s production process...;What a firm has to work with:;Tangible Resources;Resources;What a firm Does...;What a firm Does...;What a firm Does...;Resources;What a firm Does...;Resources;For a strategic capability to be a Core Competency, it must be:;Valuable;What Criteria Make Core Competencies Costly to Imitate?;Core Competencies must be:;Core Competencies;Valuable;Resources;The Value Chain Concept;Support Activities;Support Activities;Support Activities;Support Activities;Support Activities;Support Activities;Support Activities;Support Activities;Support Activities;Support Activities;Support Activities;Example: Key Value Chain Activities;Example: Key Value Chain Activities;Example: Key Value Chain Activities;Example: Key Value Chain Activities;Support Activities;Support Activities;Lets company focus on broader business issues by having outside experts handle various operational details;The Value Chain System;To capitalize on the usefulness of the Value Chain concept...;Value Chains are part of a Total Value System;Firm Value Chain;Supplier Value Chain;Supplier Value Chain;Supplier Value Chain;Core