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CHAPTER 5

Internal Scanning:
Organizational
Analysis

STRATEGIC MANAGEMENT & BUSINESS POLICY


10TH EDITION
THOMAS L. WHEELEN J. DAVID HUNGER

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Structure :
Chain of
command

Culture : Beliefs,
expectation,
value

Resources :
Assets, Skills.
Competencies
Knowledge

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Resource-Based Approach to Organizational Analysis

Internal strategic factors --

–Critical strengths and weaknesses that are


likely to determine if the firm will be able to take
advantage of opportunities while avoiding
threats, thus they able to identify and develop
the resources and competencies

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Resource-Based Approach to Organizational Analysis

Resource-based Approach to organizational


analysis

•Resources – Tangible asset, human and intangible asset


•Capabilities – functional business processes
•Competency – cross functional integration/coordination
of capabilities
•Core competency – something that the company does
well.
•Distinctive competency – core competency done
better than competitors

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Core and Distinctive Competencies

VRIO Framework – (Barney) for defining


Distinctive Competencies

–Value – To the Customer/Competitive Adv.

–Rareness – Do others do it?

–Imitability – Costly to imitate?

–Organization – Can firm exploit the resource?

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Resource-Based Approach to Organizational Analysis

5- langkah Pendekatan berbasis sumber


daya untuk analisis strategi. – (Grant)

1. Identify and classify resources


2. Combine strengths into capabilities
3. Appraise profit potential of capabilities
4. Select strategy that best exploits strengths
5. Identify resource gaps invest in weaknesses

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Resource-Based Approach to Organizational Analysis

A corporation can gain access to a distinctive competency in four ways:


1.It may be an asset endowment, such as a key patent, coming from the
founding of the company. For example, Xerox grew on the basis of its
original copying patent.
2.It may be acquired from someone else. For example, Whirlpool bought
a worldwide distribution system when it purchased Philips’s appliance
division.
3.It may be shared with another business unit or alliance partner. For
example, Apple Computer worked with a design firm to create the
special appeal of its personal computers and iPods.
4.It may be carefully built and accumulated over time within the
company. For example, Honda carefully extended its expertise in small
motor manufacturing from motorcycles to autos and lawnmowers.

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Sustainability of Advantage

Sustainability of an Advantage
Durability –
Rate at which a firm’s underlying resources,
capabilities or core competencies depreciate or
become obsolete
Imitability –
Rate at which a firm’s underlying resources,
capabilities or core competencies can be
duplicated by others
–Transparency
–Transferability
–Replicability

Explicit versus Tacit Knowledge


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Continuum of Sustainability

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Business Models

Business Model
Company’s method for making money in
the current business environment.
•Who it serves?
•What it provides?
•How it makes money?
•How it differentiates itself?
•How it provides products/services?

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Business Models

Types of Business Models --


1. Customer Solutions Model – Systems Integrator
2. Profit Pyramid Model – Entry Level to High Profit
3. Multi-Component System/Installed Base Model
4. Advertising Model – Internet Crash
5. Switchboard Model – Many Buyers & Sellers
6. Time Model – 1st to Market
7. Efficiency Model – Mature Product/Low Price
8. Blockbuster Model – Proprietary Product
9. Profit Multiplier Model – Multi-Product/Spinoff
10. Entrepreneurial Model – Specialized Niche
11. De Facto Standard Model – Free Product

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Value-Chain Analysis

Value Chain
Linked set of value-creating activities
beginning with basic raw material and
ending with distributors getting final
goods into hands of customers

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Value-Chain Analysis

Typical Value Chain for


a Manufactured Product

“Center of Gravity”
(Distinctive/Core Competency)

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Corporate Value-Chain Analysis

Corporate Value Chain Analysis


1. menilai setiap product line’s value chain di setiap
aktivitas. Menentukan aktivitas tersebut bisa
menjadi kekuatan (core competencies) atau
kelemahan (core deficiencies)? Apakah ada
kekuatan/ kelebihan lain yang bisa menjadi
distinctive competencies
2. Menilai atau menguji hubungan (linkages) setiap
value chain produk seperti pemasaran dan
quality control.
3. Menilai the potential synergies antar value chains
yang berbeda unit.

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Corporation’s Value Chain

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Scanning Functional Resources & Capabilities

Basic Organizational Structures --

1. Simple structure – few products/small firm


2. Functional structure – functional specialists /
medium-sized firm
3. Divisional structure – many product lines/ lare
corporation
4. Strategic business units (SBU’s). a modification
of the divisional structure
5. Conglomerate structure (Holding Co.). many
product lines in several unrelated industries

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Scanning Functional Resources & Capabilities

Strategic business units (SBU’s)


1. a unique mission.
2. identifiable competitors
3. an external market focus
4. control of it’s business functions

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Basic Organizational Structures

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Corporate Culture

Corporate Culture
Collection of beliefs, expectations, and
values learned and shared by a
corporation’s members and transmitted
from one generation of employees to
another (identity)

Attributes
•Intensity – degree of acceptance
•Integration – shared values

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Corporate Culture

Functions of Corporate Culture


1. Convey a sense of identity for employees
2. Generate employee commitment to the organization
3. Adds to the stability of the organization social
system
4. Serves as a frame of reference for employees to
make sense of organizational activities and as a
guide for behavior

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Strategic Marketing Issues

Strategic Marketing Issues


–Market Position & Segmentation
–Marketing Mix
–Product Life Cycle
–Brand & Corporate Reputation

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Strategic Marketing Issues

Marketing Mix Variables


Product Place Promotion Price
Quality Channels Advertising List
Features Coverage Personal Selling Discount
Options Locations Sales promotion Allowances
Style Inventory Publicity Payment Period
Brand Name Transportation Credit Terms
Packaging
Sizes
Services
Waranties

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Product Life Cycle

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Strategic Marketing Issues

Top 10 Brands for 2004


1 Coca-Cola
2 Microsoft
3 IBM
4 GE
5 Intel
6 Disney
7 McDonalds
8 Nokia
9 Toyota
10 Marlboro

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Strategic Financial Issues

–Financial leverage
Ratio of total debt to total assets
–Capital budgeting
Analysis and ranking of investments in fixed
assets based on a hurdle rate

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Strategic Research & Development Issues

–R&D Intensity
Spending as a % of sales

–Technological Competence
Ability to develop and innovate

–Technology Transfer
Ability to move products from research
to the market

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Strategic Research & Development Issues

R & D Mix
Basic
theoretical research leading to patents and
publication
Product
marketing, product, packaging development focused
on sales and profit increase
Engineering/Process
Engineering, concentrating on quality control, and the
development of design specifications and improved
production equipment.

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Technological Discontinuity

Technological Discontinuity

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Strategic Operations Issues

Manufacturing Systems
– Intermittent
• High variable costs
• Profit/unit is low above break-even
• Can operate at relatively low production rates
– Continuous (Automated/Assembly Lines)
• High fixed cost/Small labor force
• Breakeven is relatively high
• Profitability is at higher levels of production

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Strategic Human Resource Management Issues

1) autonomous (self-
managing) work teams
HRM – their own work
2) cross-functional work
teams
–Increasing use of teams 3) Virtual teams

–Union relations (1) introducing


–Temporary workers participative problem
solving,
–Quality of work life (2) restructuring work,
(3) introducing
–Human diversity innovative reward
systems, and
(4) improving the work
environment.

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Strategic Information Systems Issues

Information Systems Impact of Corporate Performance


1) Impact on performance
1. Automation of back office systems (1970’s - Mainframes)
2. Automate the individual’s tasks (1980’s - PC)
3. Enhance key business functions (1990’s - Business Process
Software)
4. Create a competitive advantage (2000’s)
Internet/Intranet/Extranets)
2) Supply Chain Management
is the forming of networks for sourcing raw materials,
manufacturing products or creating services, storing and
distributing the goods, and delivering them to customers and
consumers

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Internal Factor Analysis Summary Table

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Tugas Individu
• level resource of sustainability memiliki 3
level, carilah perusahaan yang
menggunakan atau berada di salah satu .
berada di level tsb. Jelaskan strategi
• Carilah kasus dan jelaskan yang terkait –
– Strategi keuangan
– Strategi pemasaran
– Strategy R&D

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