拉筹伯大学战略管理.pptxVIP

拉筹伯大学战略管理第1页/共36页 Chapter 3The internal environment: Resources, capabilities and core competencies第2页/共36页 Knowledge objectives1 explain the need for firms to study and understand the internal environment2 define value and discuss its importance3 describe the differences between tangible and intangible resources4 define capabilities and discuss how they are developed第3页/共36页 Knowledge objectives5 describe four criteria used to determine whether resources and capabilities are core competencies 6 explain how value chain analysis is used to identify and evaluate resources and capabilities7 define outsourcing and discuss the reasons for its use.第4页/共36页 The context of internal environmentSustainable competitive advantage can be achieved:when a firm has the ability to undertake value-creating activitieswhen a firm use its unique resources, capabilities to create new core competenciesthe sustainability of a competitive advantage is a function of three factors:managing portfolio resourcesleveraging the firm’s unique resources and capabilities to create strategic competitivenessensuring a global mindset.第5页/共36页 Components of internal analysis第6页/共36页 Creating valueDefinitionvalue is measured by a product’s performance characteristics and by its attributesvalue is in the form of goods or services for which customers are willing to payit needs to be provided by competing firmscreating value for customers is the source of above-average returns.第7页/共36页 Creating value (cont.)Definition (cont.)a firm’s ability to bundle and leverage its resources and capabilities is the source of above-average returnsa firm’s competencies in creating value can drive the selection of strategies.第8页/共36页 The challenge of internal analysisManagers’ strategic decisions about resources, capabilities and core competencies are non-routine and have ethical and competitive implications.Managers must have:courageself-confidenceintegritythe capacity to deal with uncertainty and complexitywillingness to