企业战略管理_第章四.pptx

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,2021/2/8,,‹#›,Chapter 4 The Internal Assessment,,Strategic Management: Concepts & Cases,11,th,Edition,Fred David,1,Chapter Outline,The Nature of an Internal Audit,The Resource-Based View (RBV)/VRIO,Integrating Strategy & Culture,2,Chapter Outline (,cont’d,),Management,Marketing,Opportunity Analysis,3,Chapter Outline (,cont’d,),Finance/Accounting,Production/Operations,Research & Development,4,Chapter Outline (,cont’d,),Management Information Systems,The Value Chian Analysis (VCA),5,,The biggest levers you’ve got to change a company are strategy, structure, and culture. If I could pick two, I’d pick strategy and culture. –,Wayne Leonard, CEO, Entergy,Internal Assessment,,Weak leadership can wreck the soundest strategy. –,Sun Zi,6,Nature of an Internal Audit,,-- Strengths,,-- Weaknesses,Functional Areas of Business,7,Internal strengths/weaknesses,External opportunities/threats,Clear statement of mission,Nature of an Internal Audit,Basis for Objectives & Strategies,8,Key Internal Forces,Functional Business Areas:,Vary by organization,Divisions have differing strengths & weaknesses,9,KeyInternalForces,DistinctiveCompetencies:,Firm’sstrengths thatcannot be easilymatched or imitated by competitors,10,KeyInternalForces,DistinctiveCompetencies:,Buildingcompetitiveadvantageinvolvestaking advantageofdistinctivecompetencies,11,KeyInternalForces,DistinctiveCompetencies:,Strategies designed to improveonafirm’sweaknessesandturntostrengths,12,InternalAudit,Informationfrom:,Management,Marketing,Finance/accounting,Production/operations,Research& Development,Management information Systems,Parallelsprocessofexternalaudit,13,InternalAudit,Involvementinperforming an internal strategic-management audit provides vehiclefor understandingnature andeffectofdecisions in other functionalbusinessareasofthe firm,14,InternalAudit,Coordination&understanding among managers fromall functionalareas,KeytoOrganizationalSuccess,15,InternalAudit,Numberand complexityincreases relative to organizationsize,Functional Relationships,16,InternalAudit,Exemplifiescomplexity of relationshipsamongfunctionalareasofthebusiness,FinancialRatioAnalysis,17,ResourceBasedView (RBV)/,VRIO framework,ApproachtoCompetitiveAdvantage,Internalresourcesare moreimportant thanexternalfactors,18,VRIO Framework,Value,Rarity,Inimitability,Organization,19,20,ApplyingtheVRIOFramework,Valuable?,Rare?,Costly to imitate?,Exploited by organisation?,Competitive implications,no,-,-,no,Competitive disadvantage,yes,no,-,,Competitive parity,yes,yes,No,,Temporary competitive advantage,yes,yes,yes,yes,Sustained competitive advantage,20,21,ApplyingtheVRIOFrameworkand organisational strengthsandweaknesses,Valuable?,Rare?,Costly to imitate?,Exploited by organisation?,Competitive implications,no,-,-,no,weakness,yes,no,-,,strength,yes,yes,No,,Strength and distinctive competence,yes,yes,yes,yes,Strength and sustainable distinctive competence,Source: BarneyandHesterly2006,,StrategicManagementandCompetitiveAdvantage Concepts,,Pearson,,NewJersey.,21,ResourceBasedView (RBV),EmpiricalIndicators,Rare,Hard to imitate,Noteasily substitutable,22,IntegratingStrategy& Culture,Pattern of behavior developedbyanorganizationasitlearns to copewithitsproblemofexternaladaptation andinternalintegration…isconsidered valid andtaughttonew members,OrganizationalCulture,23,IntegratingStrategy& Culture,OrganizationalCulture,Resistanttochange,Mayrepresent:,Strength,Weakness,24,Cultural,Products,Values,Legends,Beliefs,Heroes,Rites,Symbols,Rituals,Myths,IntegratingStrategy&Culture,25,IntegratingStrategy&Culture,OrganizationalCultureCanInhibitStrategicManagement,Missexternalchangesduetostronglyheldbeliefs,Naturaltendencyto,“,“holdthecourse,”,”evenduringtimesofstrategicchange,26,,,Tosuccessfullycompeteinworldmarkets,U.S.managersmustobtainabetterknowledgeofhistorical,cultural,andreligiousforcesthatmotivateanddrivepeopleinothercountries.,27,28,Management,FunctionsofManagement,Planning,Organizing,Motivating,Staffing,Controlling,29,Management,Planning,StageWhenMostImportant,Function,StrategyFormulation,Organizing,StrategyImplementation,Motivating,StrategyImplementation,Staffing,Controlling,StrategyImplementation,StrategyEvaluation,30,Management,Planning,Beginningofmanagementprocess,Bridgebetweenpresent&future,Improveslikelihoodofattainingdesiredresults,31,Planning,Forecasting,,Establishingobjectives,,Devisingstrategies,,Developingpolicies,,Settinggoals,Management,32,Management,Organizing,Achievescoordinatedeffort,Definestask&authorityrelationships,Departmentalization,Delegationofauthority,33,Organizing,Organizationaldesign,Jobspecialization,Jobdescriptions,Jobspecifications,Spanofcontrol,Unityofcommand,Coordination,Jobdesign,Jobanalysis,Management,34,Management,Motivating,Influencingtoaccomplishspecificobjectives,Communication,–,–majorcomponent,35,Motivating,Leadership,Communication,Workgroups,Jobenrichment,Jobsatisfaction,Needsfulfillment,Organizationalchange,Morale,Management,36,Management,Staffing,Personnelmanagement,Humanresourcesmanagement,37,Staffing,Wage&salaryadmin.,Employeebenefits,Interviewing,Hiring,Discharging,Training,Managementdevelopment,AffirmativeAction,EEO,Laborrelations,,Management,38,Management,Controlling,Establishingperformancestandards,Ensureactualoperationsconformtoplannedoperations,Takingcorrectiveactions,39,Controlling,Quality,Financial,Sales,Inventory,Expense,Analysisofvariance,Rewards,Sanctions,,Management,40,ManagementAuditChecklist,Doesthefirmusestrategicmanagementconcepts?,Areobjectives/goalsmeasurable?Wellcommunicated?,Domanagersatalllevelsplaneffectively?,41,ManagementAuditChecklist,Domanagersdelegatewell?,Istheorganization’sstructureappropriate?,Arejobdescriptionsclear?,Arejobspecifications clear?,Is employeemorale high?,,42,Management AuditChecklist,Is employeeabsenteeismlow?,Is employeeturnoverlow?,Arethereward mechanisms effective?,Aretheorganization,’,’s control mechanisms effective?,43,Marketing,CustomerNeeds/WantsforProducts/Services,Defining,Anticipating,Creating,Fulfilling,44,Marketing,Marketing Functions,Customeranalysis,Sellingproducts/services,Product& service planning,Pricing,Distribution,Marketing research,Opportunityanalysis,45,CustomerAnalysis,Customersurveys,Consumerinformation,Market positioning strategies,Customerprofiles,Market segmentationstrategies,,Marketing,46,Advertising,Sales,Promotion,Publicity,Sales forcemanagement,Customerrelations,Dealer relations,,Marketing,,SellingProducts/Services,,47,Testmarketing,Brand positioning,Devisingwarrantees,Packaging,Productfeatures/options,Productstyle,Quality,,Marketing,,PlanningProduct/Service,,48,Forwardintegration,Discounts,Credit terms,Condition ofsale,Markups,Costs,Unitpricing,,Marketing,,Pricing,,49,Warehousing,Channels,Coverage,Retail sitelocations,Sales territories,Inventory levels,Transportation,,Marketing,,Distribution,,50,Datacollection,Datainput,Dataanalysis,Supportbusinessfunctions,,Marketing,,Marketing Research,,51,Assessing costs,,Assessing benefits,,Assessing risks,,Cost/benefit/risk analysis,,Marketing,,OpportunityAnalysis,,52,Marketing,OpportunityAnalysis,Aremarketssegmented effectively?,Is the organizationpositioned wellamong competitors?,Hasthefirm,’,’s market sharebeenincreasing?,Arethedistributionchannels reliable &cost effective?,Is the salesforce effective?,53,Marketing,OpportunityAnalysis,Doesthefirm conduct marketresearch?,Areproductquality& customer service good?,Arethefirm,’,’s products/servicespricedappropriately?,Doesthefirm have effectivepromotion,advertising,& publicitystrategies?,54,Marketing,OpportunityAnalysis,Arethemarketing planning &budgeting effective?,Do the firm’s marketingmanagershave adequate experience and training?,55,Finance/Accounting,Determiningfinancial strengths& weaknesseskeytostrategyformation,56,Finance/Accounting,Finance/Accounting Functions,Investment decision(Capitalbudgeting),Financing decision,Dividenddecision,57,Firm,’,’s ability to meet its short-term obligations,,,Ratios,,Currentratio,Quick (or acid test)ratio,,Basic FinancialRatios,,Liquidity Ratios,,58,Extent of debt financing,,,Ratios,,Debt-to-total assets,Debt-to-equity,Long-term debt-to-equity,Times-interest earned,,Basic FinancialRatios,,LeverageRatios,,59,,Effective use offirm’sresources,,Ratios,,Inventory-turnover,Fixed assetsturnover,Total assetsturnover,Accountsreceivableturnover,Averagecollection period,,Basic FinancialRatios,,ActivityRatios,,60,,Effectiveness shownby returns on sales& investment,,Ratios,,Gross profitmargin,Operating profitmargin,Netprofit margin,Return on totalassets (ROA),,Basic FinancialRatios,,Profitability Ratios,,61,,Effectiveness shownby returns on sales& investment,,Ratios,,Return on stockholders equity (ROE),Earningspershare,Price-earnings ratio,,Basic FinancialRatios,,Profitability Ratios(cont’d),62,,Firm,’,’s ability to maintain economicposition,,Ratios,,Sales,Netincome,Earningspershare,Dividends per share,,Basic FinancialRatios,,Growth Ratios,,63,Finance/Accounting Audit,Where isthefirm strong/weak asindicated by financialratio analysis?,Canthefirmraise short-term capital asneeded?,Canthefirmraise long-termcapitalasneeded through debtand/or equity?,64,Finance/Accounting Audit,Doesthefirm have sufficient working capital?,Arecapitalbudgeting procedureseffective?,Aredividendpayoutpoliciesreasonable?,Arethefirm,’,’s financialmanagers experienced &welltrained?,65,Finance/Accounting Audit,Effective FinancialAnalysisRequires:,Analysisofhowtheratios havechangedovertime,Howtheratios compare to industry norms,Howtheratios compare withkeycompetitors,66,Production/Operations,Production/Operations Functions,Process,Capacity,Inventory,Workforce,Quality,67,Facilitydesign,Technology selection,Facilitylayout,Processflowanalysis,Facilitylocation,Linebalancing,Process control,,Production/Operations,,Process,,68,Forecasting,Facilitiesplanning,Aggregateplanning,Scheduling,Capacity planning,Queuing analysis,,Production/Operations,,Capacity,,69,Raw materials,Workin process,Finished goods,Materialshandling,,Production/Operations,,Inventory,,70,Job design,Workmeasurement,Job enrichment,Workstandards,Motivationtechniques,,Production/Operations,,Workforce,,71,Quality control,Sampling,Testing,Quality assurance,CostControl,,Production/Operations,,Quality,,72,Production/Operations Audit,Are suppliers of materials, parts,etc.reliable and reasonable?,Are facilities,equipment& machinery ingoodcondition?,Are inventory-control policiesandprocedureseffective?,73,Production/Operations Audit,Are quality-controlpolicies &procedures effective?,Are facilities,resources, andmarkets strategically located?,Doesthe firm have technological competencies?,74,Research &Development,Research &Development Functions,Development ofnew products,before,competitors,Improvingproduct quality,Improvingmanufacturing processes to reduce costs,75,Financingas many projects aspossible,Use percent-of-salesmethod,Budgetingrelative to competitorsHow many successfulnew products are needed,,Research &Development,,R&D Budgets,,76,Research &Development Audit,Are the R&D facilities adequate?,If R&D isoutsourced, isit cost effective?,Are the R&D personnel well qualified?,Are R&D resources allocated effectively?,77,Research &Development Audit,Are MIS and computersystems adequate?,Is communication betweenR&D &other organizational units effective?,Are present productstechnologically competitive?,78,ManagementInformation Systems,Purpose,Improve performanceof anenterprise byimprovingthe quality ofmanagerialdecisions.,79,ManagementInformation Systems,Information Systems,CIO/CTO,Security,User-friendly,E-commerce,80,ManagementInformation SystemsAudit,Do managers usetheinformation system to make decisions?,Is there aCIOor Director ofInformation Systemsposition in thefirm?,Is data updatedregularly?,81,ManagementInformation SystemsAudit,Do managers from allfunctional areas contribute inputto the information system?,Are thereeffectivepasswordsfor entryintothe firm’sinformation system?,Are strategistsof the firm familiar with theinformation systemsof rivalfirms?,82,ManagementInformation SystemsAudit,Is the information systemuser-friendly?,Do all users understand the competitiveadvantagesthatinformation can provide?,Are computer training workshops providedforusers?,Is the firm’s systembeing improved?,83,84,ValueChain,Valuechain,isalinkedsetofvalue-creatingactivitiesbeginningwithbasicrawmaterialscomingfromsuppliers,movingontoaseriesofvalue-addedactivitiesinvolvedinproducingandmarketingaproductorservice,andendingwithdistributorsgettingthefinalgoodsintothehandsoftheultimateconsumer.,,Industryvaluechain(e.g.Theseatransportindustryvaluechain),Corporatevaluechain,,84,85,UsingValueChainAnalysis(VCA)toIdentifyInternalResourcesandCapabilities,Porterarguesthatthebusinessofafirmcanbestbedescribedasavaluechain,inwhichtotalrevenuesminustotalcostsofallactivitiesundertakentodevelopandmarketaproductorserviceyieldsvalue.,,Thiscancreateafirm,’,’scompetitiveadvantage,85,CorporateValueChainAnalysis,VCAreferstotheprocesswherebyafirmdeterminesthecostsassociatedwithorganisationalactivitiesfrompurchasingrawmaterialstomanufacturingproductstomarketingthoseproducts.,,VCAaimstoidentifywherelowcostadvantageordisadvantagesexistanywherealongthevaluechainfromrawmaterialtocustomerserviceactivities.,,VCAcanenableafirmtobetteridentifyitsownstrengthsandweaknesses,especiallycomparedtocompetitors’valuechainanalysesandtheirowndataexaminedovertime.,,86,86,87,CorporateValueChain,,Valuecreatingofprimaryandsupportactivities.,Source:Wheelen&Hunger(2004).,87,88,CorporateValueChain:primaryactivities,Inboundlogistics,Operations,Outboundlogistics,Marketingandsales,service,88,89,Source: Barneyand Hesterly (2006).,89,90,ValueChainSupportingactivities:,,,Procurement,Technologydevelopment,Humanresourcemanagement,General administration,,90,91,ValueChain Supporting activities:,General administration,Supports the entirevaluechain rather than individualactivities, e.g.,General Management,planning,Finance/accounting,Legal,Quality management,Managementinformation Systems,,91,92,Applyvalue chain toservice organisation.,Retailer,Airline,Shipping,,Illustratevalue-adding activitiesin the serviceindustry(e.g.maritime,travel ),92,93,,93,94,,Source: Delfman, Baum, Auerbach & Albers(2005),,strategicmanagementin air line industry, p.232.,94,95,96,Key Terms& Concepts,For Review(Chapter4),Activity Ratios,Cost/Benefit Analysis,Capital Budgeting,Cultural Products,Communication,Distinctive Competencies,Controlling,Distribution,97,Key Terms& Concepts,For Review(Chapter4),Dividend Decision,Functionsof Finance/Accounting,EmpiricalIndicators,Functionsof Management,FinancialRatioAnalysis,Functionsof Marketing,FinancingDecision,Functionsof Production/Operations,98,Key Terms& Concepts,For Review(Chapter4),Growth Ratios,InvestmentDecision,HumanResourceManagement,Leverage Ratios,Internal Audit,LiquidityRatios,Internal FactorEvaluation(IFE) Matrix,ManagementInformationSystems,99,Key Terms& Concepts,For Review(Chapter4),Motivating,PersonnelManagement,Opportunity Analysis,Planning,OrganizationalCulture,Pricing,Organizing,Product &Service,Planning,100,Key Terms& Concepts,For Review(Chapter4),Production/OperationsFunctions,Selling,Profitability Ratios,Staffing,Research &Development,Synergy,Resource BasedView(RBV),TestMarketing,101,Key Terms& Concepts,For Review(Chapter4),ValueChain Analysis(VCA),102,。