通信行业内在分析报告.pptx

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,*,The Internal Environment:Resources,Capabilities andCore Competence,Michael A.Hitt,R.Duane Ireland,Robert E.Hoskisson,Chapter 3,1,Southwestern Publishing Company,第1页,Strategy Implementation,Chapter 11,Organizational,Structure and,Controls,Chapter 10,Corporate,Governance,Chapter 12,Strategic,Leadership,Strategy Formulation,Strategic,Competitiveness,Above-Average,Returns,Strategic Intent,Strategic Mission,Chapter 2,The External,Environment,Chapter 3,The Internal,Environment,The Strategic Management Process,Feedback,Strategic Inputs,Strategic Actions,Strategic Outcomes,Chapter 13,Strategic,Entrepreneurship,Chapter 6,Corporate-,Level Strategy,Chapter 9,Cooperative,Strategy,Chapter 5,Competitive Rivalry,and Competitive,Dynamics,Chapter 8,International,Strategy,Chapter 4,Business-Level,Strategy,Chapter 7,Acquisition and,Restructuring,Strategies,2,第2页,Sustainability of a Competitive Advantage,競爭優勢之持久性,Sustainability of a competitive advantage is a function of:,the rate of,core-competence obsolescence,due to,environmental changes,老化速度,the,availability of substitutes,for the core competence,替换品,the,imitability,of the core competence,複製,3,第3页,External,and Internal Analyses,General,Environment,General,Environment,General,Environment,Sociocultural,Global,Technological,Political/Legal,Demographic,Economic,Industry,Environment,Competitor,Environment,By studying the external environment,firms identify what they,might choose to do,Opportunities and threats,4,第4页,External,and Internal Analyses,The Firm,By studying the internal environment,firms identify what they,can do,Unique resources,capabilities,and core competencies,(sustainable competitive advantage),External and,Internal,Analyses,5,第5页,Challenge of Internal Analysis,How do we,effectively manage,current core competencies while,simultaneously developing new ones,?,現有與新关键能力,How do we,assemble bundles of,resources,capabilities and core competencies to,create value for customers,?,組合與創造價值,How do we learn to,change rapidly,?,快速變革,6,第6页,Three Conditions Affecting Managerial Decisions About Resources,Capabilities,and Core Competencies,Uncertainty,regarding characteristics of the general and the industry environments,competitors actions,and customers preferences,Complexity,regarding the,interrelated causes,shaping a firms environments and perceptions of the environments,Intraorganizational Conflicts,among people making managerial decisions and those affected by them,7,第7页,內在環境分析關鍵問題包含：,以下三種情況，使管理者很難制订資源、能力與关键能力方面有關決策：,不確定性,:,指外部環境中各原因不確定性,複雜性,:,指企業因為環境原因不確定與變化,增加決策複雜性,組織內衝突,:,決策制订時意見與看法分歧與衝突,若能克服上述三項關鍵性問題,將會是難得企業能力,8,第8页,Components ofInternal Analysis,Discovering Core,Competencies,Resources,Tangible,Intangible,Capabilities,Core,Competencies,Competitive,Advantage,Strategic,Competitiveness,Four Criteria,of Sustainable,Advantages,Valuable,Rare,Costly to Imitate,Nonsubstitutable,Value,Chain,Analysis,Outsource,9,第9页,Discovering Core,Competencies,Resources,Tangible,Intangible,Resources are what a firm has to work with-,its,assets-including its people and the value of its brand name,Resources represent,inputs into a firms production process,.such as capital equipment,skills of employees,brand names,finances and talented managers,10,第10页,Discovering Core,Competencies,Resources,Tangible,Intangible,Tangible Resources,Financial,Physical,Human resources,Organizational,Intangible Resources,Technological,Innovation,Reputation,11,第11页,Discovering Core,Competencies,Capabilities,Capabilities become important when they are,combined in unique combinations which create core competencies,which have strategic value and can lead to competitive advantage,12,第12页,Discovering Core,Competencies,Capabilities,Capabilities are what a firm does,and represent the firms,capacity or ability to integrate individual firm resources to achieve a desired objective,13,第13页,Discovering Core,Competencies,Core,Competencies,Core competencies are resources and capabilities that serve,as a source of competitive advantage,over rivals,Core competencies distinguish a company competitively and make it distinctive,McKinsey and Co.recommends using,three to four competencies when framing strategic actions,14,第14页,Four Criteria,of Sustainable,Advantages,Valuable,Rare,Costly to Imitate,Nonsubstitutable,Discovering Core,Competencies,Valuable:Capabilities that help a firm,neutralize threats,or,exploit opportunities,15,第15页,Four Criteria,of Sustainable,Advantages,Valuable,Rare,Costly to Imitate,Nonsubstitutable,Discovering Core,Competencies,Rare:Capabilities that are not possessed by many others,16,第16页,Four Criteria,of Sustainable,Advantages,Valuable,Rare,Costly to Imitate,Nonsubstitutable,Discovering Core,Competencies,Costly to imitate:capabilities that other firms cannot develop easily,usually due to,Unique historical conditions,Causal ambiguity,Social complexity,17,第17页,Four Criteria,of Sustainable,Advantages,Valuable,Rare,Costly to Imitate,Nonsubstitutable,Discovering Core,Competencies,Nonsubstitutable:capabilities that do not have strategic equivalents,Invisible to competitors,Firm specific knowledge,Trust-based working relationships between managers and nonmanagerial personnel,18,第18页,Core Competence as a Strategic Capability,Resources,Inputs to a firms,production process,Capability,A nonstrategic,team or resource,Core Competence,A strategic,capability,The source of,Does it satisfy the criteria of sustainable competitive advantage?,Yes,No,Capability,An integration of a,team of resources,19,第19页,Performance Implications,Valuable?,Rare?,Costly to Imitate?,Nonsubstitutable,Competitive,Consequences,Performance,Implications,No,No,No,No,Competitive,Disadvantage,Below Average,Returns,Yes,No,No,Yes/,No,Competitive,Parity,Average Returns,Yes,Yes,No,Yes/,No,Temporary Com-,petitive Advantage,Above Average to Average Returns,Yes,Yes,Yes,Yes,Sustainable Com-,petitive Advantage,Above Average Returns,20,第20页,價值鏈分析,價值系統,確認主要價值活動,資源利用與控制,價值活動相對比較,資源與活動平衡評估,確認組織優勢與劣勢,確認关键競爭能力,21,第21页,價值系統,產業價值鏈,指上中下游企業價值系統,分析價值系統目标在於確認上下游(供應商與購買者)之間關係與對企業經營影響,比如供應商交貨能力將會影響企業生產與交貨,22,第22页,確認主要價值活動,價值活動分類,基本活動/支援性活動,能够增加最終產品價值活動,考量每項活動成本與可能創造利潤,考量能够改进現有活動,活動分類-,按照不一样經濟效益,按照對產品差異化衝擊,按照對成本衝擊,23,第23页,Service,Marketing&Sales,Outbound Logistics,Operations,Inbound Logistics,Firm Infrastructure,Human Resource Mgmt.,Technological Development,Procurement,Margin,Margin,Primary Activities,Support Activities,The Basic,Value Chain,24,第24页,資源利用與管制,怎样利用與管制有限資源,以降低成本與增加產品在顧客心目中價值,檢討每一項活動成本效率是否合理,檢討對顧客效果是否合理,方法,與企業過去績效相比,與產業或其它企業比較,分析企業資源分配與擁有能力是否平衡,25,第25页,價值活動相對比較,與企業過去情況比較,了解企業經營有哪些主要變化,與產業普通狀況比較,和產業平均相比以了解能够改进之處,向最好做法學習,以企業標竿為學習對象迎頭趕上與領先,26,第26页,成本效率分析,成本效率改进根源,產品/流程設計,經濟規模,學習曲線與經驗曲線,供應成本,成本/費用控制,27,第27页,有效性分析,分析企業所提供產品能夠符合顧客需求程度,市場區隔與有效性分析,品質水準 設計,品管能力與產品定位,商品特征 研發與資訊搜集能力,品牌喜好 溝通,廣告,促銷活動,品牌印象管理,價格敏感度 與顧客溝通能力马上價格定位,服務期望 服務表現,員工素養與管理,交貨要求 與供應商關係庫存水準與存貨管理,關係,信用與其它 溝通能力財務狀況與地點,28,第28页,資源管制,好資源需要有好管理制度才能發揮最大效益,建築物與廠房 安全與維護,機器設備 生產管制與維修保養制度,財務 成本制度,預算制度與投資評估制度,原物料與零件 供應商管理,庫存管理與採購規劃,產品 成品庫存管理,品質管制 交貨管理,顧客服務管理,人力資源 關鍵人員管制,領導,員工績效管理,勞工關係,無形資產 品牌商譽管理,組織文化管理,管理制度研究,資源管制目標因策略而異,只管制關鍵性項目,管制需要有充分資訊為基礎,在企業價值鏈以外管制項目,29,第29页,企業價值鏈以外管制項目,以垂直整合伸展控制觸角,以考评供應商績效方式影響其它企業價值活動,以全方面品管觀念與供應商及顧客合作發展產品與工作流程,提供訓練獎勵激勵上下游企業改进價值活動,30,第30页,彈性分析,企業資源彈性與可調整性,企業資源因應外在環境變化能快速調整應付能力,資源所需彈性程度與環境不確定性正向關係,資源彈性與成本之間正向關係,31,第31页,Margin,Margin,Primary Activities,Support Activities,Outsourcing,Outsourcing is the,purchase of some or all of a value-creating activity from an external supplier,Usually this is because the specialty supplier can provide these functions more,efficiently,Service,Marketing&Sales,Outbound Logistics,Operations,Inbound Logistics,Firm Infrastructure,Human Resource Mgmt.,Technological Development,Procurement,32,第32页,Strategic Rationales for Outsourcing,Improve Business Focus,lets company focus on broader business issues by having outside experts handle various operational details,Provide Access to World-Class Capabilities,the specialized resources of outsourcing providers makes world-class capabilities available to firms in a wide range of applications,33,第33页,Strategic Rationales for Outsourcing,Accelerate Business Re-Engineering Benefits,achieves re-engineering benefits more quickly by having outsiders-who have already achieved world-class standards-take over process,Share Risks,reduces investment requirements and makes firm more flexible,dynamic and better able to adapt to changing opportunities,34,第34页,Strategic Rationales for Outsourcing,Free Resources for Other Purposes,permits firm to redirect efforts from non-core activities toward those that serve customers more effectively,35,第35页,Outsourcing Issues,Greatest Value,outsource only to firms possessing a core competence in terms of performing the primary or support activity being outsourced,Evaluating Resources and Capabilities,dont outsource activities in which the firm itself can create and capture value,Environmental Threats and Ongoing Tasks,do not outsource primary and support activities that are used to neutralize environmental threats or complete necessary ongoing organizational tasks,36,第36页,Outsourcing Issues,Nonstrategic Team of Resources,do not outsource capabilities that are critical to their success,even though the capabilities are not actual sources of competitive advantage,Firms Knowledge Base,do not outsource activities that stimulate the development of new capabilities and competencies,37,第37页,Core Competencies:Cautions and Reminders,Never take for granted that core competencies will continue to provide a source of competitive advantage,All core competencies have the potential to become,core rigidities,Core rigidities are former core competencies that now generate,inertia,and,stifle innovation,38,第38页,競爭優勢基礎,較佳品質,較佳創新,較佳效率,較佳顧客回應,競爭優勢,39,第39页,效率,/品質/創新/顧客回應與成本/價格關係,品質,創新,效率,顧客回應,低成本,高價格,40,第40页,策略與資源,/能力關係,資源與能力,策略,形成,建立,41,第41页,競爭優勢持久性,模仿障礙,資源模仿,能力模仿,競爭者能力,產業動盪程度,創新速度,產品生命週期短,原來策略承諾,資源與能力發展,42,第42页,防止失敗與維持競爭優勢,以競爭優勢基石為焦點,進行標竿學習,克服慣性,43,第43页,跨功效目標與價值鏈關係,基礎建設,人力資源,研究與發展,物料管理,生產與作業,行銷,價值鏈,跨功效目標,效率,品質,創新,顧客回應,44,第44页,基礎設施,組織對效率承諾,促進功效部門間合作機能,生產與作業,追求經驗曲線成本經濟效益,採行彈性製造系統,行銷,追求經驗曲線行銷成本低點,提昇顧客忠誠,(防止顧客背離),物料管理,執行零庫存系統,研究與發展,設計轻易製造產品,尋求製程創新,人力資源,以訓練提昇員工技能,執行自我管理小組,(授權賦能),採行績效基礎薪酬制度,企業功效與效率提昇,45,第45页,企業功效與品質提昇,基礎設施,高階管理者對品質承諾,(全方面品管),確定品質衡量方法與指標,設定品質目標與獎勵誘因,尋求員工意見,鼓勵各功效間合作機能,生產與作業,縮短生產線,追蹤瑕疵根源,行銷,提供顧客品質回饋,以顧客為焦點,物料管理,與供應商建立良好關係,追蹤供應商瑕疵來源,協助供應商提昇品質,(全方面品管),研究與發展,設計轻易製造產品,人力資源,提供全方面品管訓練課程,由員工組成品管小組,46,第46页,企業功效與創新,基礎設施,發展有效研發專案管理制度,推動跨功效合作,(團隊績效薪酬,),生產與作業,與研發合作設計轻易製造產品,與研發共同創新製程,行銷,提供市場資訊給研發部門,物料管理,無主要任務,研究與發展,發展新產品與改进製程,在研發過程中與行銷,/製造等部門合作,人力資源,延聘優秀研發人才,激勵創新,47,第47页,企業功效與顧客回應,基礎設施,高階管理者對顧客回應承諾,生產與作業,執行彈性製造以達成大量客製化,以彈性製造系統提昇回應速度,物料管理,發展後勤系統以回應預料外顧客需求,研究與發展,納顧客於產品發展程序,人力資源,以訓練課程,使員工建立顧客意識,48,第48页,內部原因評估矩陣,Internal factors evaluation matrix，IFE,評估企業各功效領域優勢與劣勢，與評估各功效領域間關係,步驟一：列出10-20各內部環境分析後關鍵成功原因，原因包含優勢與劣勢，先列優勢，再列劣勢,步驟二：根據主要性為每一個原因設定權數，,最高為1.0代表十分主要原因，最低為0.0代表非常不主要；全部原因權數加總為1.0,步驟三：根據企業表現，為每一項原因評定分數；企業表現好原因為優勢，最高給4；企業表現不佳原因，屬劣勢，最差給1,49,第49页,內部原因評估矩陣,步驟四：計算各原因加權分數,(,權數,評分,),步驟五：加總全部原因加權分數，最高為4，最低為1，中數為2.5；加權總分在2.5以上者表示企業含有內部優勢地位，否則居劣勢地位,一些原因同時為企業優勢與劣勢時，應該分別在優勢列內及劣勢列內出現，亦即要出現二次,先分別做出各事業,IFE,矩陣，接下來再整合,50,第50页,