management 2

Charles Jaojao · 26問 · 1年前

通報

問題一覧

Environmental Scanning

1. External 2. Internal

External

1. Macro 2. Industry

Internal (profit)

1. Product 2. Resources 3. Organizational culture 4. Functional areas 5. Infastructure 6. Technology

Opportunities and Threats

External

Strengths and Weaknesses

Internal

Internal Environment Analysis tools

1. Resource-based view of the firm 2. Value Chain analysis 3. SWOT Analysis matrix

A method of analyzing and identifying a firm’s strategic advantages based on examining its distinct combination of assets, skills/capabilities and intangibles as an organization

Resource-Based View of the Firm

Premise: firms differ in fundamental ways because each firm possesses a unique “bundle” of resources – tangible / intangible assets and organizational capabilities to make use of those assets

Resource-based view of the firm

Firms can develop competencies from these resources, and if developed especially well, these become the source of the firm’s competitive advantage.

resource-based view of the firm

What makes a resource valuable?

1. Valuable 2. Rarity 3. Inimitability 4. Organization

Critical to meeting customer’s need better than that of the firm’s competitors – it is important to recognize that only resources that contributed to competitive superiority were valuable

value

Do you offer a resource that adds value for customers? Are you able to exploit an opportunity or neutralize competition with an internal capability?

Value

Value NO: You are at a _________ and need to reassess your resources and capabilities to uncover value.

competitive disadvantage

Value YES: If value is established, move on in your VRIO analysis to rarity.

value

Is the resource scarce? Do you control scarce resources or capabilities? Is it in short supply or not easily substituted for or imitated? Do you own something that’s hard to find yet in demand?

Rarity

Rarity NO: You have value but lack rarity, putting your company in a position of __________. Your resources are valuable but common, which makes competing in the marketplace more challenging (but not impossible). It’s recommended to go back one step and reassess.

competitive parity

YES: With value and rarity identified, your next hurdle is imitability.

Rarity

a resource that competitors can readily copy can only generate temporary value, it cannot generate long-term competitive advantage

Inimitability

Is it expensive to duplicate your organization’s resource or capability? Is it difficult to find an equivalent substitute to compete with your offerings?

Inimitability

Isolating Mechanisms that make resources difficult to imitate

1. physical uniqueness 2. causal ambiguity 3. Social complexity

a characteristic of resources that is developed and/or accumulated through a unique series of events.

Path dependency

resources are unique and therefore scarce because of all that has happened along the path followed in their development and/or accumulation. Competitors cannot go out and buy these resources quickly and easily; they must be built up over time in ways that are difficult to accelerate.

physical uniqueness

a characteristic of a firm’s resources that is costly to imitate because a competitor cannot determine what the resource is and/or how it can be re-created.

causal ambiguity

a characteristic of a firm’s resources that is costly to imitate because the social engineering required is beyond the capability of competitors, including interpersonal relations among managers, organizational culture, and reputation with suppliers and customers.

social complexity

If your resource has value and rarity, but is affordable or easy to copy, you have a _____________. It will require considerable effort to stay ahead of competitors and differentiate your services— go back one step and reassess.

temporary competitive advantage

YES: You offer something that’s valuable, rare, and hard to imitate—now the focus is on your organization.

inimitability

Is the firm organized to exploit the resource?

organization

Does your company have organized management systems, processes, structures, and culture to capitalize on resources and capabilities?

organization

NO: Without the internal organization and support, it will be difficult to fully realize the potential of your valuable, rare, and costly-to- imitate resources. Your company will have a _________ and will need to reassess how to attain the needed organization

unused competitive advantage

YES: our company has achieved the ultimate goal of ________ when it has successfully identified all four components of the VRIO framework.

sustained competitive advantage

is the perception of the benefits associated with a good, service or bundle of goods and services in relation to what buyers are willing to pay for them

value

is the term used to describe the cost of inputs and the value or price of outputs

value added

The difference between the cost of inputs and the value or price of outputs

Value-added

The greater the value- added, the greater the effectiveness of these operations. • Forbusinesses,the value of outputs is measured by the prices that customers are willing to pay for those goods or services.

value added

When talking about “value” we can distinguish

1. consumer perspective 2. business perspective

Consumers are willing to pay more money for the additional features, better quality, greater versatility, and higher quality standards of the sophisticated products and services offered.

added value for the consumers

In a globalized world enterprises can only become (or remain) competitive, if they innovate and provide their customers with the value-added products and services that the market demands.

value added by business

when one improves or enhances the product or service such as adding features to it

value added

From the business perspective, every step of value addition presents a

business opportunity

is a network of facilities and processes that describes the flow of materials, finished goods, services, information and financial transactions from suppliers, through the facilities and processes that create goods and services, and those that deliver them to the customer

value chain

The whole sequence of business activities in a (sub)sector, such as providing inputs, production, processing, manufacturing, packaging, marketing, wholesale trading, exporting, distribution and retailing functions is called a

value chain

primary activities sa value chain

1. inbound logistics 2. operations 3. outbound logistics 4. marketing and sales 5. service

Support activities sa value chain

1. procurement 2. technology 3. Human resource management 4. firm infrastructure

represents the internal activities a firm engages in when transforming inputs into outputs

value chain

A linked set of value- creating activities that begin with basic raw materials coming from suppliers, moving on to a series of value- added activities involved in converting inputs into outputs

value chain

Describes a way of looking at a business as a chain of activities that transforms inputs into outputs that customers value

value chain

attempts to understand how a business creates customer value by examining the contributions of different activities within the business to that “value”

value chain analysis

takes a process point of view

Value chain analysis

It divides the business into sets of activities that occur within the business, starting with the inputs a firm receives and finishing with the firms’ products or services and after-sales services to customers

value chain analysis

To get the most out of value-chain analysis, view the concept in its broadest context, without regard to the boundaries of your own organization.

value chain analysis

That is, place your organization within a more encompassing value chain that includes your firm’s suppliers, customers, and alliance partners.

value chain analysis

Thus, in addition to thoroughly understanding how value is created within the organization, be aware of how value is created for other organizations in the overall supply chain or distribution channel.

value chain analysis

Sequential activities of the value chain that refer to the physical creation of the product or service, its sale and transfer to the buyer, and its service after sale

Primary activities

is primarily associated with receiving, storing, and distributing inputs to the product. It includes material handling, warehousing, inventory control, vehicle scheduling, and returns to suppliers.

inbound logistics

Examples of Value Creation: Inbound Logistics

• Location of distribution facilities to minimize shipping times. • Warehouse layout and designs to increase efficiency of operations for incoming materials.

activities associated with transforming inputs into the final product form, such as machining, packaging, assembly, testing, printing, and facility operations.

operations

Examples of Value Creation: Operations

• Efficient plant operations to minimize costs. • Efficient plant layout and workflow design. • Incorporation of appropriate process technology.

associated with collecting, storing, and distributing the product or service to buyers. These activities include finished goods, warehousing, material handling, delivery vehicle operation, order processing, and scheduling.

outbound logistics

Examples of Value Creation: Outbound Logistics

• Effective shipping processes to provide quick delivery and minimize damages. • Shipping of goods in large lot sizes to minimize transportation costs.

associated with purchases of products and services by end users and the inducements used to get them to make purchases. They include advertising, promotion, sales force, quoting, channel selection, channel relations, and pricing.

marketing and sales

Examples of Value Creation: Marketing and Sales

• Innovative approaches to promotion and advertising. • Proper identification of customer segments and needs.

includes all actions associated with providing service to enhance or maintain the value of the product, such as installation, repair, training, parts supply, and product adjustment.

after-sales service

Examples of Value Creation: After-sales Service

• Quick response to customer needs and emergencies. • Quality of service personnel and ongoing training.

the function of purchasing inputs used in the firm’s value chain, including raw materials, supplies, and other consumable items as well as assets such as machinery, laboratory equipment, office equipment, and buildings.

Procurement

Examples of Value Creation: Procurement

• Procurement of raw material inputs to optimize quality and speed and to minimize the associated costs. • Development of collaborative win-win relationships with suppliers. • Analysis and selection of alternative sources of inputs to minimize dependence on one supplier.

associated with the development of new knowledge that is applied to the firm’s operations.

technology development

Examples of Value Creation: Technology Development

• Effective R&D activities for process and product initiatives. • Positive collaborative relationships between R&D and other departments. • Excellent professional qualifications of personnel.

involved in the recruiting, hiring, training, development and compensation of all types of personnel.

Human Resource Management

Examples of Value Creation: Human Resource Management

• Effective recruiting, development, and retention mechanisms for employees. • Quality relations with trade unions. • Reward and incentive programs to motivate all employees.

general management, planning, finance, accounting, legal and government affairs, quality management, and information systems • activities that support the entire value chain and not individual activities.

General administration

Examples of Value Creation: General Administration

• Effective planning systems to attain overall goals and objectives. • Excellent relationships with diverse stakeholder groups. • Effective information technology to integrate value- creating activities.

is a strategy tool used to analyze internal firm activities.

Value chain analysis

Its goal is to recognize, which activities are the most valuable (i.e. are the source of cost or differentiation advantage) to the firm and which ones could be improved to provide competitive advantage.

value chain analysis

In other words, by looking into internal activities, the analysis reveals where a firm’s competitive advantages or disadvantages are.

value chain analysis

The firm that competes through _____________ will try to perform its activities better than competitors would do.

Differentiation Advantage

If it competes through cost ________ it will try to perform internal activities at lower costs than competitors would do. When a company is capable of producing goods at lower costs than the market price or to provide superior products, it earns profits.

cost advantage

There are two different approaches on how to perform the analysis, which depend on what type of competitive advantage a company wants to create (cost or differentiation advantage).

cost or differentiation advantage

This approach is used when organizations try to compete on costs and want to understand the sources of their cost advantage or disadvantage and what factors drive those costs

cost advantage

Steps in cost advantage

Step 1. Identify the firm’s primary and support activities. Step 2. Establish the relative importance of each activity in the total cost of the product. Step 3. Identify cost drivers for each activity. Step 4. Identify links between activities. Step 5. Identify opportunities for reducing cost

The firms that strive to create superior products or services use differentiation advantage approach.

Differentiation advantage

Steps in differentiation advantage

Step 1. Identify the customers’ value- creating activities. • Step 2. Evaluate the differentiation strategies for improving customer value. • Step 3. Identify the best sustainable differentiation.

A tool used in management and strategy formulation that will help identify the company’s Strengths and Weaknesses as well as their Opportunities and Threats.

SWOT analysis

Based on the assumption that an effective strategy originates from a sound “fit” between a firms internal resources (SW) and its external situation (OT)

SWOT analysis

a ______maximizes a firm’s strengths and opportunities and minimizes its weaknesses and threats

good fit

Are positive internal characteristics an organization can exploit to achieve its strategic performance goals

Strength

It is a resource or capability controlled by or available to the firm that gives it an advantage to its competitors in meeting the needs of the customers it serves.

Strength

• It arises from the resources and competencies available to the firm

Strength

• What advantages does your function have? • What do you do better than anyone else? • What unique or lowest- cost resources can you draw upon that others can't? • What do people in your market see as your strengths? • What factors mean that you "get the sale"? • What is your sector‘s /industry’s Unique Selling Proposition (USP)?

Strength

Are internal characteristics that may inhibit or restrict the organization’s performance

weaknesses

Limitations or deficiency in one or more of a firm’s resources or capabilities relative to its competitors that create a disadvantage in effectively meeting customer needs

weaknesses

• What could you improve? • What should you avoid? • What are people in your market likely to see as your weaknesses? • What factors lose you sales?

weaknesses

Are characteristics of the external environment that have the potential to help the organization achieve or exceed its strategic goals.

opportunities

A major favorable situation in a firm’s environment

opportunities

Key trends, identification of an overlooked market segment, changes in competitive circumstances, technological changes, improved buyer/supplier relationships

opportunities

• What good opportunities can you spot? • What interesting trends are you aware of? • Useful opportunities can come from such things as: • Changes in technology and markets on both a broad and narrow scale. • Changes in government policy related to your field. • Changes in social patterns, population profiles, lifestyle changes, and so on. • Local events.

opportunities

Characteristics of the external environment that may prevent the organization from achieving its strategic goals.

threats

Major unfavorable situation in a firm’s environment. They are obstacles to the firm’s current or desired position

threats

• What obstacles do you face? • What are your competitors doing? • Are quality standards or specifications for your job, products or services changing? • Is changing technology threatening your position? • Could any of your weaknesses seriously threaten your business?

threats

is based on the assumption that an effective strategy originates from a sound “fit” a good “fit” between a firms internal resources (SW) and its external situation (OT)

SWOT analysis

100

A tool to combine the internal factors with the external factors is the

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