机会威胁与外部环境分析.ppt

第五章 优势、劣势与内部环境分析 霍国庆教授 （中国科学院研究生院管理学院） leohuo@gscas.ac.cn Fortune’s most admired companies Fortune’s most admired companies Fortune’s most admired companies Outcomes from external-internal analysis Critical problems of internal analysis How do we effectively manage current core competencies while simultaneously developing new ones? How do we assemble bundles of resources, capabilities and core competencies to create value for customers? How do we learn to change rapidly? Components of internal analysis 资 源 Tangible Resources Financial · The firm’s borrowing capacity · The firm’s ability to generate internal funds Physical · Sophistication and location of a firm’s plant and equipment · Access to raw materials Technological · Stock of technology, such as patents, trademarks, copyrights, and trade secrets Organizational ·The firm’s formal reporting structure and its formal planning, controlling, and coordinating systems 资 源 Intangible Resources Human Resource · Knowledge · Trust · Managerial capabilities · Organizational routines Innovation · Ideas · Scientific capabilities · Capacity to innovate Reputation · Reputation with customers · Brand name · Perceptions of product quality, durability, and reliability · Reputation with supplies Resource Inimitability Key resources of a firm Key resources of a firm Key resources of a firm Key resources of a firm Key resources of a firm Key resources of a firm 能 力 Capabilities emerge over time through complex interactions among tangible and intangible resources. The foundation of many capabilities lies in the skills and knowledge of a firm’s employees and, often, their functional expertise. 能 力 能力术语 核心能力 Core competencies are resources and capabilities that serve as a source of competitive advantage over rivals Core competencies distinguish a company competitively and make it distinctive McKinsey and Co. recommends using three to four competencies when framing strategic acti