西交大的战略管理课件3详解.PPT

* * * * * 67 * * 68 * 69 * 70 * 71 * 72 * 73 * 78 * 79 * 80 * 81 * 83 * 79 * * * * * 17 * 18 * 19 * 21 * 23 * 24 * 25 * 26 * 27 * 31 * 33 * 34 * 37 * 41 * 42 * 42 * 46 * 48 * * * * * * * * * * * * * * Supplier Value Chain Firm Value Chain Buyer Value Chain Upstream Value Perform valuable activities that complement the firm’s activities Channel Value Chain Each firm must eventually find a way to become a part of some buyer’s value chain Value Chains are part of a Total Value System Supplier Value Chain Firm Value Chain Channel Value Chain Upstream Value Perform valuable activities that complement the firm’s activities Buyer Value Chain Ultimate basis for differentiation is the ability to play a role in a buyer’s value chain This creates VALUE!! Each firm must eventually find a way to become a part of some buyer’s value chain Value Chains are part of a Total Value System Supplier Value Chain Firm Value Chain Channel Value Chain Upstream Value Perform valuable activities that complement the firm’s activities Buyer Value Chain Each firm must eventually find a way to become a part of some buyer’s value chain Ultimate basis for differentiation is the ability to play a role in a buyer’s value chain This creates VALUE!! Value chains vary for firms in an industry, reflecting each firm’s unique qualities: History Strategy Success at Implementation Value Chains are part of a Total Value System Core Competencies--Cautions and Reminders Never take for granted that core competencies will continue to provide a source of competitive advantage All core competencies have the potential to become Core Rigidities Core Rigidities are former core competencies that sow the seeds of organizational inertia (惯性) and prevent the firm from responding appropriately to changes in the external environment Strategic myopia (近视） and inflexibility can strangle (扼死） the firm’s ability to grow and adapt to environmental change or competitive threats Resources * Tangible * Intangible Capabilities Teams