Beruflich Dokumente
Kultur Dokumente
Organizational Analysis
(1) A Resource-Based Approach to Organizational Analysis
1. Scanning and analyzing the external environment for opportunities and
threats is not enough to provide an organization a competitive advantage.
2. Analysts must also look within the corporation itself to identify the
Internal Strategic Factors “those critical strengths and weaknesses that are
likely to determine if the firm will be able to take advantage of opportunities
and avoid threats”.
3. this internal scanning is often referred to as Organizational Analysis
“Concerned with identifying and developing an organization’s resources”
4. a resource is “ an asset, competency, process, skill, or knowledge
controlled by the corporation” .
5.
a resource is a strength if
1
8. Evaluate the importance of these resources to find out if they are internal
strategic factors. This can be done by comparing measures of these resources
with measures of:-
a) The company’s past performance
b) The company’s key competitors
c) The industry as whole
To the extent that a resource is significantly different form the firm’s own
past, its key competitors, the industry average, the resource is likely to be
strategic factor and should be considered in strategic decisions.
2
1. Durability: the rate at which a firm’s underlying resources and
capabilities (core competencies) depreciate or become obsolete. As
new technology can make a company’s core competency obsolete or
irrelevant.
2. Imitability: the rate at which a firm’s underlying resources and
capabilities (core competencies) can be duplicated by others. To the
extent that a firm’s distinctive competency gives it competitive
advantage in the marketplace, competitors will do what they can to
learn and imitate that set of capabilities.
Competitors’
Efforts May Range
From
Reverse engineering
“taking apart a
competitor’s product Hiring employees Outright patent
in order to find out from the competitor infringement
how it works”
3
Explicit Knowledge Tacit Knowledge
Knowledge that can be easily Knowledge that is not easy
articulated and communicated. communicated because it is deeply
This is the type of knowledge that rooted in employee experience or in
competitive intelligence activities a corporation’s culture.
can quickly identify and It is more valuable and lead to a
communicate. sustainable competitive advantage
than explicit knowledge, because it
is much harder for competitors to
imitate.
The knowledge may be complex
and combined with other types of
knowledge in an unclear fashion that
even management cannot explain the
competency.
4
3. Very few corporations include a product’s entire value chain.
(1-2) industry value chain analysis
1. The value chains of most industries can be split into two segments:
upstream and downstream halves.
2. In the petroleum industry, upstream refers to oil exploration, drilling,
and moving crude oil to the refinery, and downstream refers to refining oil
plus the transporting and marketing of gasoline and refined oil to
distributors and gas station retailers.
3. In analyzing the complete value chain of a product, it is noticeable that
even if a firm operates up and down the entire industry chain, it usually has
an area of primary expertise where its primary activities lie.
4. a company’s center or gravity “ the part of the chain that is most
important to the company and the point where its greatest expertise and
capabilities lie- its core competencies “.
5. A company center of gravity is usually the point which the company
started. After a firm successfully establish itself at this point by obtaining a
competitive advantage, one of its strategic moves is to move forward of
backward along the value chain in order to reduce costs, guarantee access
to key raw materials or to guarantee distribution. This is called vertical
integration.
5
3. Each of a company’s product lines has its own distinctive value chain.
Because most corporations make several different products or services, an
internal analysis of the firm involves analyzing a series of different value
chains.
4. Corporate value chain analysis involves the following three steps:
Examine each product line’s value chain in terms of the various
activities involved in producing that product or service. Which activities
can be considered strengths (core competencies) or weaknesses (core
deficiencies)? Do any of the strengths provide competitive advantage
and could be labeled as core competencies?
Examine the “linkages” within each product line value chain. Linkages
“the connection between the way one value activity is performed and
the cost of performance of another activity.
Examine the potential synergy among value chains of different product
line or business units. Economies of scope “ result when the value
chains of two separate products or services share activities such as
the same marketing channels of manufacturing facilities”
6
(1-3) basic organizational structures
Management tends to find some synergy among divisional activities through the use of
committees and horizontal linkages.
7
(5) conglomerate structure
Appropriate for large corporations with many product lines in several unrelated
industries.
A variant of the divisional structure, the conglomerate structure (holding company) is
an assemblage of legally independent firms under one corporate umbrella but
controlled through the subsidiaries’ board of directors.
The unrelated nature of the subsidiaries prevents any attempt at gaining synergy among
them.
8
consistent behavior over time culture.