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STRATEGIC MANAGEMENT & BUSINESS POLICY 12 TH EDITION THOMAS L. WHEELEN J. DAVID HUNGER
Prentice Hall, Inc. ©2009 5-2 Organizational analysis- concerned with identifying and developing an organization’s resources and competencies
Prentice Hall, Inc. ©2009 5-3 Core and Distinctive Competencies Resources - an organization’s assets Tangible Intangible Capabilities - a corporation’s ability to exploit its resources
Prentice Hall, Inc. ©2009 5-4 Core and Distinctive Competencies Competency - a cross-functional integration and coordination of capabilities Core competency- a collection of competencies that cross divisional boundaries, is wide-spread throughout the corporation and is something the corporation does exceedingly well Distinctive competency- core competencies that are superior to those of the competition
Prentice Hall, Inc. ©2009 5-5 Core and Distinctive Competencies VRIO framework (Barney) Value Rare Imitability Organization
Prentice Hall, Inc. ©2009 5-6 Determining the Sustainability of an Advantage Transparency- the speed at which other firms can understand the relationship of resources and capabilities supporting a successful strategy Transferability- the ability of competitors to gather the resources and capabilities necessary to support a competitive challenge Replicability- the ability of competitors to use duplicated resources and capabilities to imitate the other firm’s success
Prentice Hall, Inc. ©2009 5-7
Prentice Hall, Inc. ©2009 5-8 Corporate Value Chain Analysis 1.Examine each product line’s value chain in terms of the various activities involved in producing the product or service 2.Examine the linkages within each product line’s value chain 3.Examine the potential synergies among the value chains of different product lines or business units
Prentice Hall, Inc. ©2009 5-9 Corporate Culture: The Company Way Corporate culture- the collection of beliefs, expectations and values learned and shared by a corporation’s members and transmitted from one generation of employees to another.
Prentice Hall, Inc. ©2009 5-10 Strategic Marketing Issues Market position- Who are our customers? Marketing Mix- the particular combination of key variables under a corporation’s control that can be used to affect demand and to gain competitive advantage
Prentice Hall, Inc. ©2009 5-11 Strategic Financial Issues Financial leverage- ratio of total debt to total assets Used to describe how debt is used to increase earnings available to common shareholders Capital budgeting- the analyzing and ranking of possible investments in fixed assets in terms of additional outlays and receipts that will result from each investment Hurdle point
Prentice Hall, Inc. ©2009 5-12 Strategic Research and Development Issues R & D intensity- pending no R & D as a percentage of sales revenue Technology competence- the development and use of innovative technology Technology transfer- the process of taking new technology from the laboratory to the marketplace
Prentice Hall, Inc. ©2009 5-13 Strategic Research and Development Issues R & D Mix- the mix of: Basic R & D- focuses on theoretical problems Product R & D- concentrates on marketing and is concerned with product or product packaging improvements Engineering R & D is concerned with engineering, concentrating on quality control, and the development of design specifications and improved production equipment
Prentice Hall, Inc. ©2009 5-14 Strategic Research and Development Issues Technology discontinuity- when a new technology cannot be used to enhance current technology, but substitutes for the technology to yield better performance
Prentice Hall, Inc. ©2009 5-15 Strategic Human Resource Issues Flatter organizational structures Turbulent environments Increased employee autonomy Higher knowledge requirements Increased globalization Increased employee decision making Interpersonal skills Diversity
CHAPTER 5 Internal Scanning: Organizational Analysis
CHAPTER 13 ENTREPRENEURIAL IMPLICATIONS FOR STRATEGY
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