资源本位和核心竞争力.pptVIP

資源本位與核心競爭力 義守大學企管系四年級B班 策略管理 Lecture 3 2009.10.07 Topics 資源與內部環境分析 資源、能力與核心競爭力 價值鏈分析 Outsourcing Discussions SCA and Internal Environment Why internal environment analysis is a source of SCA? What they can do What they might choose to do Firm as a bundle of heterogeneous resources, capabilities, and core competencies The possible kinds of resources The dynamic nature of resources, competencies SCA and Value Definition of Value Customer view：顧客願意為此產品或服務付出多少錢 A possible source of above-average return Consistency Predictability Value and the activity in the value chain Value and the synergy in the value chain Possible Constraint for Internal Environment Analysis Uncertainty Predictable Complexity Degree of Heterogeneous Information 若是訊息來源愈多樣化，表示該訊息複雜化程度愈高 Intra-organizational Conflicts The nature of a specific department Power between the different departments The organizational structure design Resource Tangible Financial Organizational Physical Technological Intangible Human capital Innovation capital Reputation Brand Social Capital: Established on the inter-personnel relationship Strategic Value of Resource How to link resource with SCA? How resources develops to capabilities? Case of Microsoft 財務資源與研發資源的充分運用 Using the stable cash flows of specific products to support the huge financial input in RD activities The Pharmaceutical companies finance the new star-up firms in biotechnology industry by investing the huge profit in drugs Resource Continuum Analysis More Specialized Resource Competing in a Narrower Range Sharing resource rather than transferring Value moving from financial to operating control The more specialized the resources, and the more the need for sharing, the larger the corporate office should be 資源連續帶案例（1） Sharp 核心資源具有高度專屬性：光電技術 事業經營範圍有限：電視與影像系列、通訊與音響系列、家電用品、資訊類產品、電子組件… 組織：企業總部擁有1,500位員工，以便得以廣泛利用開發完成的新技術 新技術具共享特性 採取功能單位式的協調整合，而非產品事業部 管控制度偏重於人員運作表現，而非財務表現 各事業單位透過協力合作與集中投資，使資源帶來的利益極大化 資源連續帶案例（2） Tyco 核心資源具有高度一般性（財務控管與管理架構） 事業群分佈廣泛：消防設備、水流