力量及弱點(diǎn)評(píng)估

1、力量及弱點(diǎn)評(píng)估Learning Objectives 1.Define internal analysis. 2.Describe the relationship between organizational resources, organizational capabilities, core competencies, and distinctive organizational capabilities. 3.Explain what organizational strengths and weaknesses are. 4.Describe the primary and sup

2、port activities on the value chain.(continued on next slide)Learning Objectives 5.Explain what an internal audit is and how it can be used for an internal analysis. 6.Discuss the features of the internal environmental analysis process. 7.Describe the steps in a capabilities assessment profile. 8.Exp

3、lain the criteria that could be used to assess an organizations strengths and weaknesses. 9.Discuss why an internal analysis is important.WHAT IS AN INTERNAL ANALYSIS?Internal AnalysisIdentifies and evaluatesresources, capabilities, and core competenciesLooks at the organizationsCurrent visionMissio

4、n(s)Strategic objectivesStrategiesA Quick Review of Organizational ResourcesOrganizational Resources (assets)Financial resourcesPhysical assetsHuman resourcesIntangible resourcesStructural-cultural resourcesA Quick Review of Organizational ResourcesTheStrategicRoleofOrganizationalResourcesandOrganiz

5、ationalCapabilitiesFigure 4-2OrganizationalResourcesFinancial assetsPhysical assetsHuman resourcesIntangible assetsStructural-cultural assetsOrganizationalCapabilitiesOrganizational processes and routinesAccumulated knowledgeActual work activitiesCoreCompetenciesDistinctive OrganizationalCapabilitie

6、sCompetitive AdvantagePerformance ResultsFrom Resources to Organizational Capabilities Organizational capabilities Organizational routines and processesCapabilitiesSustainable competitive advantage Dynamic capabilitiesFrom Capabilities toDistinctive Capabilities & Core CompetenciesFigure 4-2ExcerptO

7、rganizationalCapabilitiesOrganizational Capabilities Org. capabilities come first Fundamental building block fordeveloping core competencies Organizational processes androutines to get the work doneCoreCompetenciesCore Competencies Not a source of competitive advantage Develop distinctive organizati

8、onal capabilities Improve and enhance organizational capabilities Fundamental skills and capabilities Exploitable by organization Major value-creating skills and capabilities Distinctive OrganizationalCapabilitiesDistinctiveOrganizational Capabilities Special and unique capabilities Distinguish from

9、 competitors Sustainable competitive advantage Cutperform competitionFrom Capabilities toDistinctive Capabilities & Core CompetenciesCharacteristicsofDistinctiveOrganizationalCapabilitiesFigure 4-3DistinctiveOrganizationalCapabilities Contributes toSuperior CustomerValue Can Be Usedin a Varietyof Wa

10、ys Is Difficultfor Competitorsto ImitateFrom Capabilities toDistinctive Capabilities & Core CompetenciesFigure 4-2ExcerptOrganizationalCapabilitiesOrganizational Capabilities Org. capabilities come first Fundamental building block fordeveloping core competencies Organizational processes androutines

11、to get the work doneCoreCompetenciesCore Competencies Not a source of competitive advantage Develop distinctive organizational capabilities Improve and enhance organizational capabilities Fundamental skills and capabilities Exploitable by organization Major value-creating skills and capabilities Dis

12、tinctive OrganizationalCapabilitiesDistinctiveOrganizational Capabilities Special and unique capabilities Distinguish from competitors Sustainable competitive advantage Outperform competitionThe Role of Strengths and WeaknessesStrengthsResources that an organization possessesandcapabilities that an

13、organization has developedBoth can be exploited and developed intoa sustainable competitive advantageWeaknessesResources and capabilities that are lacking or deficientPrevent an organization from developinga sustainable competitive advantageHOW TO DO AN INTERNAL ANALYSISValue Chain AnalysisCustomers

14、 demand value from the goods and services they obtainCustomer ValueProduct is unique and differentProduct is low pricedQuick response to specific or distinctive customer needsValue ChainSystematic way of examining organizations functional activitiesHow well these activities create customer valueOrga

15、nizations strengths and weaknesses in these areasValue Chain AnalysisPrimaryandSupportActivitiesin theValueChainFigure 4-4MARGINMARGINSupportActivitiesProcurementTechnological DevelopmentHuman Resource ManagementFirm InfrastructurePrimary ActivitiesInbound LogisticsOperationsOutbound LogisticsMarket

16、ing and SalesServiceValue Chain AnalysisAssessing the PRIMARY Activities in the Value Chain ( from Table 4-1)Inbound LogisticsMaterials control systemInventory control systemRaw material handling and warehousingOperationsEquipment comparison to competitorsPlant layoutProduction control systemLevel o

17、f automation in production processesValue Chain AnalysisAssessing the PRIMARY Activities in the Value Chain (continued) ( from Table 4-1)Outbound LogisticsTimeliness and efficiency of finished products deliveryWarehousing of finished productsMarketing and SalesMarketing researchSales promotions and

18、advertisingAlternative distribution channelsCompetency and motivation of sales forceOrganizations image of qualityOrganizations reputationBrand loyalty of customersDomination of various market segmentsValue Chain AnalysisAssessing the PRIMARY Activities in the Value Chain (continued) ( from Table 4-

19、1)Customer ServiceCustomer input for product improvementsHandling of customer complaintsWarranty and guarantee policiesEmployee training in customer education & service issuesReplacement parts and servicesValue Chain AnalysisAssessing the SUPPORT Activities in the Value Chain ( from Table 4-2)Procur

20、ementAlternate sources for obtaining needed resourcesTimeliness of resources procurementProcurement of large capital expenditure resourcesLease-versus-purchase decisionsLong-term relationships with reliable suppliersTechnological DevelopmentR&D activities in product and process innovationsRelationsh

21、ip between R&D and other departmentsMeeting deadlines in technological development activitiesQuality of labs and other research facilitiesQualifications of lab technicians and scientistsCreativity and innovation in organizational cultureValue Chain AnalysisAssessing the SUPPORT Activities in the Val

22、ue Chain (continued) ( from Table 4-2)Human Resource ManagementRecruiting, selecting, orienting, and training employeesEmployee promotion policiesReward systems to motivate and challenge employeesAbsenteeism and turnoverUnion-organization relationsEmployee participation in professional organizations

23、Employee motivation, job commitment, and satisfactionValue Chain AnalysisAssessing the SUPPORT Activities in the Value Chain (continued) ( from Table 4-2)Firm InfrastructureIdentification of external opportunities and threatsAccomplishing goals with strategic planning systemCoordination and integrat

24、ion of value chain activitiesLow-cost capital expenditures & working capital fundsIS support for strategic and operational decisionsRelationships with stakeholdersPublic image as a responsible corporate citizenUsing an Internal AuditAn internal audit thoroughly assessesan organizations various inter

25、nal functional areasSix Primary Functional AreasProductions-OperationsMarketingResearch and DevelopmentFinancial and AccountingManagement (including HRM)Information SystemsUsing anInternal Environmental Analysis ProcessInternalEnvironmentalAnalysisProcessFigure 4-5Step 1SurveyingStep 2CategorizingSt

26、ep 3InvestigatingStep 4EvaluatingCapabilities Assessment ProfileResembles Internal Environmental Analysis ProcessSimilarity: Focuses on deeper evaluation of organizations strengths & weaknessesDifference:Focuses only on an organizations capabilitiesComplex Analysis of CapabilitiesNot as easily identifiable as organizational functionsHard for competitors to imitateTwo-Phased Capability AssessmentPhase I: Identify distinctive capabilitiesPhase II: Develop and leverage these distinctive capabilitiesCapabilities Assessment ProfileIdentifyingDistinc