文档介绍：战略管理(4) Strategic Management Part II Strategy formulation Internal Analysis
赵雁海博士 Dr. Yanhai ZHAO
2011-2月/7月Feburay/July
兰州大学管理学院School of Management, Lanzhou University
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Part II Strategy formulation 第二部分战略形成
2. Internal analysis
Internal resources
Internal capabilities
petences
Methods
企业内部资源分析
企业能力分析
企业核心能力分析
企业内部环境分析的方法
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兰州大学管理学院School of Management, Lanzhou University
Resources, Capabilities, petencies
Overview:
Importance of understanding anization
Value: Definition and importance
Tangible vs intangible resources
Capabilities: Definition and development
petencies: Criteria
Value Chain Analysis
Outsourcing: Definition and “why?”
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兰州大学管理学院School of Management, Lanzhou University
Analyzing the anization
Context of Internal Analysis
‘Global mind-set’
Ability to study an internal environment in ways that do not depend on the assumptions of a single country, culture, or context
Analyze firm’s portfolio of resources and bundle heterogeneous resources and capabilities
Understand how to leverage these bundles
anization's petencies creates and sustains petitive advantage
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兰州大学管理学院School of Management, Lanzhou University
Components of Internal Analysis Leading petitive Advantage and petitiveness
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兰州大学管理学院School of Management, Lanzhou University
Context of Internal Analysis
Creating Value
Develop petencies that lead petitive advantage
Value: measured by a product's performance characteristics and by its attributes for which customers are willing to pay
The Challenge of Analyzing the anization
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兰州大学管理学院School of Management, Lanzhou University
The Challenge of Analyzing the IO
Strategic decisions are non-routine, have ethical implications and influence anization’s above-average returns
Involves identifying, developing, deploying and protecting firms’ resources, capabilities and petencies
Managers face uncertainty on many fronts --
Proprietary technologies
Changes in economic and political trends, societal values and