西交大MBA战略管理讲义

• Expanding to new geographic areas
• Expanding product line
• Transferring skills to new products
• Vertical integration
• Acquisition of rivals
• Alliances or JVs to expand coverage
• Provides benefits which current and potential competitors are unable to duplicate
SWOT Analysis -- What to Look For
Potential Resource Strengths
• Powerful strategy • Strong financial condition • Strong brand name image/reputation • Widely recognized market leader • Proprietary technology • Cost advantages • Strong advertising • Product innovation skills • Good customer service • Better product quality •Alliances or JVs
Exit Barriers
Low
High
Low
Entry Barriers
High
Low, Stable Returns
Effects of Entry Barriers and Exit Barriers on Industry Profits
Exit Barriers
Low
High
Low
Entry Barriers
Economic
Demographic
Political/ Legal
Industry Environment Competitive Environment
Technological
Sociocultural Global
Porter’s Five Forces Model of Competition
CHAPTER 3
EVALUATING COMPANY RESOURCES AND COMPETITIVE
CAPABILITIES Internal Environment
• What have we learned last time?
Components of the General Environment
* Outsource
Key Questions for Managers in Internal Analysis
How do we assemble bundles of Resources, Capabilities and Core Competencies to create
VALUE for customers?
Chapter 2
External Environment
What the Firm Might Do
Chapter 3
Internal Environment
What the Firm Can Do
Sustainable Competitive Advantage
Discovering Core Competencies
Conditions Affecting Managerial Decisions About Resources, Capabilities and Core Competencies
• Resource weaknesses relate to
– Deficiencies in know-how or expertise or competencies
– Lack of important physical, organizational, or intangible assets
Potential Resource Weaknesses
• No clear strategic direction
• Obsolete facilities
• Weak balance sheet; excess debt
• Higher overall costs than rivals
• Missing some key skills/competencies
Above-Average Returns
Capabilities
Teams of Resources
Criteria of Sustainable Advantages
Value Chain Analysis
Resources
* Tangible * Intangible
* Valuable * Rare * Costly to Imitate * Nonsubstitutable
a position of market advantage – Alliances or cooperative ventures
Identifying Resource Weaknesses and Competitive Deficiencies
• A weakness is something a firm lacks, does poorly, or a condition placing it at a disadvantage
And... Will environmental changes make our core competencies obsolete?
Are substitutes available for our cor core competencies easily imitated?
Competitive Advantage
Gained through Core Competencies
Core Competencies
Sources of Competitive Advantage
Discovering
Core Competencies
Strategic Competitiveness
High, Stable Returns
Low, Risky Returns
High, Risky Returns
Concept to Note
• Sustained Competitive Advantage
Sustained Competitive
Advantage
• Occurs when a firm develops a strategy that competitors are not simultaneously implementing
• Emergence of cheaper/better technologies • Introduction of better products by rivals • Intensifying competitive pressures • Onerous(烦琐/负法律责任的) regulations • A rise in interest rates • Potential of a hostile takeover • Unfavorable demographic shifts • Adverse shifts in foreign exchange rates • Political upheaval(动荡，剧变) in a country
Effects of Entry Barriers and Exit Barriers on Industry Profits
Exit Barriers
Low
High
Low
Entry Barriers
High
Effects of Entry Barriers and Exit Barriers on Industry Profits
– Valuable competencies or know-how – Valuable physical assets – Valuable human assets – Valuable organizational assets – Valuable intangible assets – Important competitive capabilities – An attribute that places a company in
– The best prospects for profitable long-term growth
– Competitive advantage
– Good match with its financial and organizational resource capabilities
Identifying External Threats
• Openings to exploit new technologies
• Openings to extend brand name/image
Potential External Threats
• Entry of potent new competitors
• Loss of sales to substitutes
• Slowing market growth
• Adverse shifts in exchange rates & trade policies
• Costly new regulations
• Vulnerability to business cycle