1. CHAPTER 5 Internal Scanning: Organizational Analysis
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2. Internal strategic factors --
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
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3. Distinctive competency
Resource-Based Approach to Organizational Analysis
Resources
Capabilities
Competency
Core competency
Distinctive competency
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4. VRIO Framework -- Value Rareness Imitability Organization
Core and Distinctive Competencies
VRIO Framework --
Value
Rareness
Imitability
Organization
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5. 5-Step Approach Strategy Analysis --
Resource-Based Approach to Organizational Analysis
5-Step Approach Strategy Analysis --
Identify and classify resources
Combine strengths into capabilities
Appraise profit potential of capabilities
Select strategy that best exploits
Identify resource gaps invest in weaknesses
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6. Continuum of Sustainability
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7. Durability -- Imitability --
Sustainability of Advantage
Durability --
Rate at which a firm’s underlying resources and capabilities depreciate or become obsolete
Imitability --
Rate at which a firm’s underlying resources and capabilities can be duplicated by others
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8. Core Competency can be imitated --
Sustainability of Advantage
Core Competency can be imitated --
Transparency
Transferability
Replicability
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9. Company’s method for making money in the current business environment.
Business Models
Company’s method for making money in the current business environment.
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10. Types of Models -- Customer Solutions Model Profit Pyramid Model
Business Models
Types of Models --
Customer Solutions Model
Profit Pyramid Model
Multi-Component System/Installed Base Model
Advertising Model
Switchboard Model
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11. Types of Models -- Time Model Efficiency Model Blockbuster Model
Business Models
Types of Models --
Time Model
Efficiency Model
Blockbuster Model
Profit Multiplier Model
Entrepreneurial Model
De Facto Standard Model
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12. Value-Chain Analysis
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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13. Typical Value Chain for a Manufactured Product
Value-Chain Analysis
Typical Value Chain for a Manufactured Product
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14. Primary activities Support activities Corporate Value-Chain Analysis
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15. Corporation’s Value Chain
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16. Basic Organizational Structures --
Scanning Functional Resources & Capabilities
Basic Organizational Structures --
Simple structure
Functional structure
Divisional structure
Strategic business units (SBU’s)
Conglomerate structure
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17. Basic Organizational Structures
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18. 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
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19. Market Position & Segmentation Marketing Mix Product Life Cycle
Strategic Marketing Issues
Market Position & Segmentation
Marketing Mix
Product Life Cycle
Brand & Corporate Reputation
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20. Financial leverage Capital budgeting Strategic Financial Issues
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21. Technological Competence Technology Transfer
Strategic Research & Development Issues
R&D Intensity
Technological Competence
Technology Transfer
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22. Technological Discontinuity
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23. Increasing use of teams Union relations Temporary workers
Strategic Human Resource Management Issues
HRM –
Increasing use of teams
Union relations
Temporary workers
Quality of work life
Human diversity
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24. Internal Factor Analysis Summary Table
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