STRAMA - Lesson 3 | 暗記メーカー

STRAMA - Lesson 3

31問 • 1年前

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are firm-specific strengths that allow a company to differentiate its products from those offered by rivals, and/or achieve substantially lower costs than its rivals.

Distinctive Competencies

Distinctive competencies arise from two complementary sources.

resources and capabilities

It refers to the assets of a company

Resources

refers to a company’s resource-coordinating skills and productive use. These skills reside in an organization’s rules, routines, and procedures, that is, the style or manner through which it makes decisions and manages its internal processes to achieve organizational objectives.

Capabilities

company’s resources can be divided into two types:

tangible and intangible resources

are physical entities, such as land, buildings, manufacturing plants, equipment, inventory, and money.

tangible resources

are nonphysical entities that are created by managers and other employees, such as brand names, the reputation of the company, the knowledge that employees have gained through experience, and the intellectual property of the company, including patents, copyrights, and trademarks.

intangible resources

are more likely to lead to a sustainable competitive advantage if they are rare, in the sense that competitors do not possess them, and difficult for rivals to imitate; that is, if there are barriers to imitation.

valuable resources

It refers to a company’s resource-coordinating skills and productive use. These skills reside in an organization’s rules, routines, and procedures, that is, the style or manner through which it makes decisions and manages its internal processes to achieve organizational objectives.

capabilities

refers to the idea that a company is a chain of activities that transforms inputs into outputs that customers value. The transformation process involves both primary activities and support activities that add value to the product.

Value chain

include the design, creation, and delivery of the product, the product’s marketing, and its support and after-sales service.

primary activities

The primary activities are broken down into four functions:

1. Research and Development, 2. Production, 3. Marketing and Sales, 4. Customer Service.

refers to the design of products and production processes. Although we think of R&D as being associated with the design of physical products and production processes in manufacturing enterprises, many service companies also undertake R&D.

R&D

It refers to the creation process of a good or service. For physical products, this generally means manufacturing. For services such as banking or retail operations, “production” typically takes place while the service is delivered to the customer, as when a bank makes a loan to a customer. By performing its activities efficiently, the production function of a company helps to lower its cost structure.

Production

Through brand positioning and advertising, the marketing function can increase the value that customers perceive to be contained in a company’s product (and thus the utility they attribute to the product).

Marketing Sales

The role of the service function of an enterprise is to provide aftersales service and support. This function can create superior utility by solving customer problems and supporting customers after they have purchased the product.

Customer Service

The support activities of the value chain provide inputs that allow the primary activities to take place. These activities are broken down into four functions:

1. Materials Management (or logistics), 2. Human Resources, 3. Information Systems, 4. Company Infrastructure

t controls the transmission of physical materials through the value chain, from procurement through production and into distribution. The efficiency with which this is carried out can significantly lower cost, thereby creating more profit.

Materials Management (Logistics)

There are numerous ways in which the human resource function can help an enterprise to create more value. This function ensures that the company has the right combination of skilled people to perform its value creation activities effectively. It is also the job of the human resource function to ensure that people are adequately trained, motivated, and compensated to perform their value creation tasks. If the human resources are functioning well, employee productivity rises (which lowers costs) and customer service improves (which raises utility), thereby enabling the company to create more value.

Human Resources

provide inputs that allow the primary activities to take place.

support activity

Primarily, the electronic systems for managing inventory, tracking sales, pricing products, selling products, dealing with customer service inquiries, and so on. Information systems, when coupled with the communications features of the Internet, are holding out the promise of being able to improve the efficiency and effectiveness with which a company manages its other value creation activities.

Information System

The companywide context within which all the other value creation activities take place: the organizational structure, control systems, and company culture. Because top management can exert considerable influence upon shaping these aspects of a company, top management should also be viewed as part of the infrastructure of a company. Indeed, through strong leadership, top management can shape the infrastructure of a company and, through that, the performance of all other value creation activities that take place within it.

Company Infrastructuri

argument states that companies find it difficult to change their strategies and structures to adapt to changing competitive conditions.

inertia

not only limit its ability to imitate rivals but may also cause competitive disadvantage.

prior strategic commitments

Danny Miller has postulated that the roots of competitive failure can be found in what he termed the

The Icarus Paradox

is a figure in Greek mythology who used a pair of wings, made for him by his father, to escape from an island where he was being held prisoner. He flew so well that he climbed higher and higher, ever closer to the sun, until the heat of the sun melted the wax that held his wings together, and he plunged to his death in the Aegean Sea.s a figure in Greek mythology who used a pair of wings, made for him by his father, to escape from an island where he was being held prisoner. He flew so well that he climbed higher and higher, ever closer to the sun, until the heat of the sun melted the wax that held his wings together, and he plunged to his death in the Aegean Sea.

Icarus Paradox

has postulated that the roots of competitive failure can be found in what he termed the “Icarus paradox.”

Danny miller

is a figure in Greek mythology who used a pair of wings, made for him by his father, to escape from an island where he was being held prisoner.

Icarus

is that his greatest asset, his ability to fly, caused his demise

paradox

refers to an industry just beginning to develop

embryonic industries

provide inputs that allow the primary activities to take place.

support activities

Multi lesson 4

rhyzza sanpedro · 46問 · 3年前

Multi lesson 4