內(nèi)容文本案例ch04internal petencies,and competitive advantage

1、Copyright 2001 Houghton Mifflin Company. All rights reserved.Chapter 4Internal Analysis: Resources, Capabilities, Competencies, and Competitive AdvantageStrategicCharles W. L. HillManagementGareth R. JonesFifth EditionPowerPoint Presentation by Charlie CookAn Integrated ApproachCopyright 2001 Hought

2、on Mifflin Company. All rights reserved.4-2Competitive Advantage: Value Creation, Low Cost, and DifferentiationCompetitive advantage is a firms ability to outperform its competitors (earn higher profits).The source of competitive advantage is value creation for customers.Sustained competitive advant

3、age comes from maintaining higher profits than competitors over long periods of time.Copyright 2001 Houghton Mifflin Company. All rights reserved.4-3FIGURE 4.1Return on Capital Employed for Selected U.S. Department Stores, 1989-1998Source: Data from Value Line Investment SurveyCopyright 2001 Houghto

4、n Mifflin Company. All rights reserved.4-4FIGURE 4.2Value CreationCopyright 2001 Houghton Mifflin Company. All rights reserved.4-5FIGURE 4.3Generic Building Blocks of Competitive AdvantageCopyright 2001 Houghton Mifflin Company. All rights reserved.4-6FIGURE 4.4The Impact of Quality on ProfitsCopyri

5、ght 2001 Houghton Mifflin Company. All rights reserved.4-7FIGURE 4.5The Impact of Efficiency, Quality, Innovation, and Customer Responsiveness on Unit Costs and PricesCopyright 2001 Houghton Mifflin Company. All rights reserved.4-8FIGURE 4.6The Value ChainCopyright 2001 Houghton Mifflin Company. All

6、 rights reserved.4-9FIGURE 4.7Distinctive Competencies, Resources, and CapabilitiesThe roots of competitive advantage:Copyright 2001 Houghton Mifflin Company. All rights reserved.4-10Strategic Resources and CapabilitiesTangibleLandBuildingsPlant EquipmentIntangibleBrand namesReputationPatentsTechnol

7、ogical or marketing know-howCopyright 2001 Houghton Mifflin Company. All rights reserved.4-11Distinctive CompetenciesSkills in effectively coordinating and managing resources for productive use.Unique resources and capabilities, orCommon resources and unique capabilities.Copyright 2001 Houghton Miff

8、lin Company. All rights reserved.4-12FIGURE 4.8Strategy and Competitive AdvantageThe relationship between strategies and resources and capabilities:Copyright 2001 Houghton Mifflin Company. All rights reserved.4-13The Durability of Competitive AdvantageBarriers to imitationSpeed of imitation by compe

9、titors in reducing advantageImitation by acquiring similar resourcesImitation of capabilities (more difficult)Limits on competitorsPrior strategic commitmentsAbsorptive capacity for changeIndustry dynamismThe rapid innovation shortens product life cycles.Copyright 2001 Houghton Mifflin Company. All rights reserved.4-14Why Do Companies Fail?What went wrong?InertiaPrior strategic commitmentsThe Icarus paradoxAvoiding failure and sustaining competitive advantage:Focus on the