内部扫描：组织分析.ppt

Resource-Based View 1984年，沃纳菲尔德：资源基础观 企业的战略优势建立在所拥有的一系列特殊资源及其使用之上。 What is the relevance of the resource-based view of the firm to strategic management ? Core competences (capabilities) are the things that can do exceedingly well. 哈默和普拉哈拉德（1990）：核心能力是“组织中的累积性学识，特别是关于如何协调不同生产技能和有机结合多种技术流派的知识”。 When these capabilities are superior to those of competitors, they are often called distinctive competencies. 美国麦肯希咨询公司：企业核心能力是某一组织内一系列互补的技能和知识的组合，它具有使一项或多项关键业务达到行业一流水平的能力。 核心能力包含两个部分： 技术方面的核心能力 管理方面的核心能力：管理思想、管理理念、战略管理、各职能管理特色、企业文化等。 企业核心能力的特征 增值性和效益性 领先性和独特性 不可模仿性 动态性 Evaluating Key Resources(2) Valuable Rare Costly-to-imitate nonsubstitutable A resource is a strength if it provides a company with a competitive advantage. It is something the firm does or has the potential to do particularly well relative to the ability of existing or potential competitors A resource is a weakness if it is something the corporation does poorly or doesn’t have the capacity to do although its competitors have that capacity. How do resources determine competitive advantage WHAT DETERMINES THE SUSTAINABILITY OF AN ADVANTAGE ? Two basic characteristics determine the sustainability of a firm’s distinctive competencies: durability and imitability VALUE CHAIN A value chain is a linked set of value-creating activities beginning with basic raw materials coming from suppliers, to a series of value-added activities involved in producing and marketing a product or service, and ending with distributors getting the final goods into the hands of the ultimate consumer. INDUSTRY VALUE CHAIN The value chains of most industries can be split into two segments, upstream and downstream halves.(P73,example) In analyzing the complete value chain of a product, note that even if a firm operates up and down the entire industry chain, it usually has an area of primary expertise where its primary activities lie. 产业价值链 A company’ center of gravity is the part