Beruflich Dokumente
Kultur Dokumente
Robert E. Hoskisson
Michael A. Hitt
R. Duane Ireland
Chapter 3 Chapter 4
Strategic Strategic Intent
The External The Internal
Analysis Strategic Mission
Environment Organization
Chapter 5 Chapter 6
Chapter 7
Business-Level Competitive Rivalry and
Creating Strategy Competitive Dynamics
Corporate-Level Strategy
Competitive
Advantage Chapter 8
Chapter 9 Chapter 10
Acquisition and
International Strategy Cooperative Strategy
Restructuring Strategies
Monitoring
And Creating Chapter 11 Chapter 12
Entrepreneurial Corporate Governance Strategic Entrepreneurship
2
Opportunities
Discussion Questions
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Here 1. What different perspectives are
gained from external compared to
internal analyses of the firm?
Click
Here 2. What is the difference between
tangible and intangible resources?
What is the difference between
resources and capabilities?
Click
Here 3. What are the criteria to determine
core competence? What is
sustainable competitive advantage?
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Here More discussion questions 3
Discussion Questions (cont.)
Click
Here 4. What is the value chain?
Click
Here 5. What is outsourcing and when
should it be used?
Click
Here 6. Are there risks to a sustainable
competitive advantage?
4
Discussion Question 1
5
External and Internal Analyses
Environment By studying the external
Sociocultural environment, firms identify
mo eral
c
Ge
phi
Ec
Industry
n er c
n
ono
gra
Ge
Environment
al
mi
De
me al
Opportunities and threats
g
nt
/Le
En
Gl
Competitor
vir
cal
ob
Environment
on
al
on
l iti
v ir
me
Po
En
Technological
nt
General
6
External and Internal Analyses
By studying the internal
environment, firms identify
what they can do
Unique resources,
capabilities, and core
competencies
(sustainable competitive
advantage)
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Components of Value Creation
Internal Analysis
Competitive
Core Discovering Core Advantage
Competencies Competencies
Capabilities
• Valuable • Outsource
• Rare
• Costly to Imitate
• Nonsubstitutable
8
Challenge of Internal Analysis
How do we effectively manage current core
competencies while simultaneously
developing new ones?
How do we assemble bundles of resources,
capabilities and core competencies to
create value for customers?
How do we learn to change rapidly?
9
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 firm’s environments and perceptions of
the environments
Intraorganizational Conflicts among
people making managerial decisions and those
affected by them
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10
Discussion Question 2
11
Discovering Core
Competencies
Resources
• Tangible
• Intangible
12
Discovering Core
Competencies
Resources
• Tangible
• Intangible
Capabilities
14
Discovering Core
Competencies
Capabilities
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15
Discussion Question 3
16
Discovering Core
Competencies
Core
Competencies
• Valuable
• Rare
• Costly to Imitate
• Nonsubstitutable
18
Discovering Core
Competencies
Four Criteria
of Sustainable
Advantages
• Valuable
• Rare
• Costly to Imitate
• Nonsubstitutable
19
Discovering Core
Competencies
Four Criteria
of Sustainable
Advantages
• Valuable
• Rare
• Costly to Imitate
• Nonsubstitutable
• Valuable
• Rare
• Costly to Imitate
• Nonsubstitutable
Capability
• A nonstrategic
team or resource 22
Sustainability of a Competitive
Advantage
Sustainability of a competitive advantage
is a function of:
– the rate of core-competence obsolescence due
to environmental changes
– the availability of substitutes for the core
competence
– the imitability of the core competence
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Performance Implications
ut ?
le
bs it ate
ab
Im
tit
R a le?
N to
ab
Competitive Performance
su
y
?
s tl
lu
re
on
Consequences Implications
Va
Co
Yes/ Competitive
Yes No No No Parity Average Returns
25
The Basic
Value Chain M
gin ar
a r gin
M
Technological Development
Human Resource Mgmt. Service
Firm Infrastructure
Support Activities
Procurement
Outbound Logistics
Operations
Inbound Logistics
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Primary Activities 26
Questions
Discussion Question 5
27
Outsourcing
Outsourcing is the M
r gin ar
gin
purchase of some or M
a
Technological Development
all of a value-
creating activity
Firm Infrastructure
supplier
Marketing & Sales
Usually this is
Procurement
because the specialty Outbound Logistics
supplier can provide Operations
these functions more Inbound Logistics
efficiently
Primary Activities
28
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
29
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
30
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
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31
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
– don’t 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
32
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
Firm’s Knowledge Base
– do not outsource activities that stimulate the
development of new capabilities and
competencies
33
Discussion Question 6
34
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
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