《企业战略管理英文第四章.pptVIP

The Strategic Management Process The Internal Environment: Resources, Capabilities and Core Competencies Knowledge Objectives: Explain the need for firms to study understand their internal environment. Define value discuss its importance. Learn how tangible intangible resources differ. Define capabilities discuss how they are developed. Describe four criteria used to determine whether resources capabilities are core competencies. Explain how value chain analysis is used to identify and evaluate resources and capabilities. Define outsourcing discuss the reasons for its use. Discuss the importance of preventing core competencies from becoming core rigidities. Canada’s most Admired Companies The Resource-Based model of Above Average Returns Capabilities evolve and must be managed dynamically in pursuit of above-average returns. Firms acquire different resources and develop unique capabilities. These resources may not be mobile across firms and that the differences in resources are the basis of competitive advantage. The Resource-Based model of Above Average Returns The resource based view suggests that a firm’s unique resources and capabilities provide the basis for a strategy. The Resource-Based Model of Superior Returns The Resource-Based Model of Superior Returns The Resource-Based Model of Superior Returns The Resource-Based Model of Superior Returns The Resource-Based Model of Superior Returns The Resource-Based Model of Superior Returns Value Value is measured by a product’s performance characteristics and it’s attributes for which clients are willing to pay. Core competencies in combination with product-market positions are the firms most important sources of competitive advantage and should drive it’s selection of strategies. Resources, Capabilities Core Competencies Financial Resources Organizational Resources Physical Resources Technological Resources The firm’s borrowing capacity The firm’s