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Outcomes from External Environmental Analysis By studying the external environment, firms identify what they might choose to do. However, the external environment is always uncertain and complex. What can firms do? Internal Environmental Analyses By studying the internal environment, firms determine what they can do. Resources Capabilities Core competences Competitive advantages Resources→capabilities→core competencies →competitive advantages →strategic competence (as shown as in Fig 5-1) (分析企业内部环境时应采用global mind-set!) Resources Resources, a basic concept in economics, are inputs into a firm’s production process, such as capital equipment, patents, etc. Resources alone do not yield a competitive advantage. A competitive advantage is actually created through the unique bundling of several resources. Classification of Resources Tangible resources Financial resources, organizational resources, physical resources, technological resources Intangible resources Human resources, innovation resources, reputational resources 表5-1 有形资源 Sources:I.B.Barney,1991,Firm resources and sustained competitive advantage. Journal of Management,17,10. 表5-2 无形资源 Sources:Adapted from R.Hall,1992. The strategic analysis of intangible resources, Strategic Management Journal, 13:136-139; R.M.Grant,1991, Contemparary Strategy Analusis, Cambridge, U.K: Blackwell Business,101-104. Capabilities Capabilities enable the firm to create and exploit external opportunities and develop sustained advantages. Capabilities are often developed in specific functional areas (e.g., manufacturing, RD, marketing) or in a part of a functional area (e.g., advertising) Core competencies Core competencies are resources and capabilities that serve as a sources of competitive advantage for a firm over its rivals. Not all of a firm’s resources and capabilities can serve as a source of competitive advantage. A manager should be “judged on his a
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