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Chapter 4.PPT

  • Количество слайдов: 40

4 -1 Chapter 4 -- Internal Analysis: Resources, Capabilities, Competencies, and Competitive Advantage Text 4 -1 Chapter 4 -- Internal Analysis: Resources, Capabilities, Competencies, and Competitive Advantage Text by Charles W. L. Hill Gareth R. Jones Multimedia Slides by Milton M. Pressley Univ. of New Orleans Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -2 Preview 4 Competitive Advantage 4 Generic Building Blocks of Competitive Advantage 4 4 -2 Preview 4 Competitive Advantage 4 Generic Building Blocks of Competitive Advantage 4 Business Functions and the Value Chain 4 Distinctive Competencies, Resources, and Capabilities 4 Durability of Competitive Advantage 4 Why Do Companies Fail? 4 Avoiding Failure and Sustaining Competitive Advantage Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -3 Competitive Advantage: Value Creation, Low Cost, and Differentiation • Competitive Advantage • 4 -3 Competitive Advantage: Value Creation, Low Cost, and Differentiation • Competitive Advantage • Sustained Competitive Advantage Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

1994 Figure 4. 1: PC Firms: Return on Capital Employed Relative to Industry Means 1994 Figure 4. 1: PC Firms: Return on Capital Employed Relative to Industry Means 4 -4 Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -5 Figure 4. 2: Value Creation V-P V P-C P C C V=Value 4 -5 Figure 4. 2: Value Creation V-P V P-C P C C V=Value to Consumer P=Price C=Costs of Production V-P=Consumer Surplus P-C=Profit Margin Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -6 Figure 4. 3: Generic Building Blocks of Competitive Advantage Superior Efficiency Competitive 4 -6 Figure 4. 3: Generic Building Blocks of Competitive Advantage Superior Efficiency Competitive Advantage: • Low Cost • Differentiation Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -7 Figure 4. 3: Generic Building Blocks of Competitive Advantage Superior Quality Superior 4 -7 Figure 4. 3: Generic Building Blocks of Competitive Advantage Superior Quality Superior Efficiency Competitive Advantage: • Low Cost • Differentiation Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -8 Figure 4. 4: The Impact of Quality on Profits Increased Reliability Increased 4 -8 Figure 4. 4: The Impact of Quality on Profits Increased Reliability Increased Quality Increased Productivity Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -9 Figure 4. 4: The Impact of Quality on Profits Increased Reliability Higher 4 -9 Figure 4. 4: The Impact of Quality on Profits Increased Reliability Higher Prices Increased Productivity Lower Costs Increased Quality Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -10 Figure 4. 4: The Impact of Quality on Profits Increased Reliability Higher 4 -10 Figure 4. 4: The Impact of Quality on Profits Increased Reliability Higher Prices Increased Quality Higher Profits Increased Productivity Lower Costs Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -11 Figure 4. 3: Generic Building Blocks of Competitive Advantage (Continued) Superior Quality 4 -11 Figure 4. 3: Generic Building Blocks of Competitive Advantage (Continued) Superior Quality Superior Efficiency Competitive Advantage: • Low Cost • Differentiation Superior Innovation Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -12 Figure 4. 3: Generic Building Blocks of Competitive Advantage (Continued) Superior Quality 4 -12 Figure 4. 3: Generic Building Blocks of Competitive Advantage (Continued) Superior Quality Superior Efficiency Competitive Advantage: • Low Cost • Differentiation Superior Customer Responsiveness Superior Innovation Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -13 Figure 4. 5: Summary of the Impact of Efficiency, Quality, Innovation, and 4 -13 Figure 4. 5: Summary of the Impact of Efficiency, Quality, Innovation, and Customer Responsiveness on Unit Costs and Prices Efficiency Lower Unit Costs Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -14 Figure 4. 5: Summary of the Impact of Efficiency, Quality, Innovation, and 4 -14 Figure 4. 5: Summary of the Impact of Efficiency, Quality, Innovation, and Customer Responsiveness on Unit Costs and Prices Efficiency Lower Unit Costs Quality Higher Unit Prices Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -15 Figure 4. 5: Summary of the Impact of Efficiency, Quality, Innovation, and 4 -15 Figure 4. 5: Summary of the Impact of Efficiency, Quality, Innovation, and Customer Responsiveness on Unit Costs and Prices Efficiency Lower Unit Costs Quality Higher Unit Prices Customer Responsiveness Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -16 Figure 4. 5: Summary of the Impact of Efficiency, Quality, Innovation, and 4 -16 Figure 4. 5: Summary of the Impact of Efficiency, Quality, Innovation, and Customer Responsiveness on Unit Costs and Prices Efficiency Lower Unit Costs Innovation Quality Higher Unit Prices Customer Responsiveness Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

Business Functions, The Value Chain, and Value Creation 4 -17 Figure 4. 6: The Business Functions, The Value Chain, and Value Creation 4 -17 Figure 4. 6: The Value Chain Inputs Research and Development Outputs Primary Activities Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

Business Functions, The Value Chain, and Value Creation 4 -18 Figure 4. 6: The Business Functions, The Value Chain, and Value Creation 4 -18 Figure 4. 6: The Value Chain Inputs Research and Development Production Outputs Primary Activities Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

Business Functions, The Value Chain, and Value Creation 4 -19 Figure 4. 6: The Business Functions, The Value Chain, and Value Creation 4 -19 Figure 4. 6: The Value Chain Inputs Research and Development Production Marketing and Sales Outputs Primary Activities Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

Business Functions, The Value Chain, and Value Creation 4 -20 Figure 4. 6: The Business Functions, The Value Chain, and Value Creation 4 -20 Figure 4. 6: The Value Chain Inputs Research and Development Production Marketing and Sales Service Outputs Primary Activities Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

Business Functions, The Value Chain, and Value Creation 4 -21 Figure 4. 6: The Business Functions, The Value Chain, and Value Creation 4 -21 Figure 4. 6: The Value Chain Support Activities Materials Management Inputs Research and Development Production Marketing and Sales Service Outputs Primary Activities Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

Business Functions, The Value Chain, and Value Creation 4 -22 Figure 4. 6: The Business Functions, The Value Chain, and Value Creation 4 -22 Figure 4. 6: The Value Chain Support Activities Human Resources Materials Management Inputs Research and Development Production Marketing and Sales Service Outputs Primary Activities Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

Business Functions, The Value Chain, and Value Creation 4 -23 Figure 4. 6: The Business Functions, The Value Chain, and Value Creation 4 -23 Figure 4. 6: The Value Chain Company Infra-Structure Support Activities Human Resources Materials Management Inputs Research and Development Production Marketing and Sales Service Outputs Primary Activities Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -24 Business Functions, The Value Chain, and Value Creation 4 Cross Functional Goals* 4 -24 Business Functions, The Value Chain, and Value Creation 4 Cross Functional Goals* CEO Corporate Headquarters Staff *More Detail in Chapter 11 Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -25 Distinctive Competencies, Resources, and Capabilities Figure 4. 7: The Roots of Competitive 4 -25 Distinctive Competencies, Resources, and Capabilities Figure 4. 7: The Roots of Competitive Advantage Distinctive Competencies Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -26 Distinctive Competencies, Resources, and Capabilities Figure 4. 7: The Roots of Competitive 4 -26 Distinctive Competencies, Resources, and Capabilities Figure 4. 7: The Roots of Competitive Advantage Resources Distinctive Competencies Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -27 Distinctive Competencies, Resources, and Capabilities Resources Are: • Tangible – – Land 4 -27 Distinctive Competencies, Resources, and Capabilities Resources Are: • Tangible – – Land Buildings Plant Equipment • Intangible – – Brand Names Reputation Patents Technical or Marketing Know-How Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -28 Distinctive Competencies, Resources, and Capabilities Figure 4. 7: The Roots of Competitive 4 -28 Distinctive Competencies, Resources, and Capabilities Figure 4. 7: The Roots of Competitive Advantage Resources Distinctive Competencies Capabilities Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -29 Distinctive Competencies, Resources, and Capabilities Figure 4. 7: The Roots of Competitive 4 -29 Distinctive Competencies, Resources, and Capabilities Figure 4. 7: The Roots of Competitive Advantage Resources Superior Distinctive Competencies • Efficiency • Quality • Innovation • Customer Responsiveness Capabilities Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -30 Distinctive Competencies, Resources, and Capabilities Figure 4. 7: The Roots of Competitive 4 -30 Distinctive Competencies, Resources, and Capabilities Figure 4. 7: The Roots of Competitive Advantage Resources Superior Distinctive Competencies • Efficiency • Quality • Innovation • Customer Responsiveness Differentiation Low Cost Capabilities Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -31 Distinctive Competencies, Resources, and Capabilities Figure 4. 7: The Roots of Competitive 4 -31 Distinctive Competencies, Resources, and Capabilities Figure 4. 7: The Roots of Competitive Advantage Resources Superior Distinctive Competencies • Efficiency • Quality • Innovation • Customer Responsiveness Differentiation Value Creation Low Cost Capabilities Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -32 Distinctive Competencies, Resources, and Capabilities Figure 4. 7: The Roots of Competitive 4 -32 Distinctive Competencies, Resources, and Capabilities Figure 4. 7: The Roots of Competitive Advantage Resources Superior Distinctive Competencies • Efficiency • Quality • Innovation • Customer Responsiveness Differentiation Value Creation Higher Profits Low Cost Capabilities Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

Distinctive Competencies, Resources, and Capabilities 4 -33 (Continued) 4 Strategy and Competitive Advantage Figure Distinctive Competencies, Resources, and Capabilities 4 -33 (Continued) 4 Strategy and Competitive Advantage Figure 4. 8: The Relationship Between Strategies Shape Resources & Capabilities (Competencies) Strategies Build Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -34 Distinctive Competencies, Resources, and Capabilities (Continued) 4 The Role of Luck Copyright 4 -34 Distinctive Competencies, Resources, and Capabilities (Continued) 4 The Role of Luck Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -35 The Durability of Competitive Advantage • Barriers to Imitation – Imitating Resources 4 -35 The Durability of Competitive Advantage • Barriers to Imitation – Imitating Resources – Imitating Capabilities • Capability of Competitors – Strategic Commitment • Industry Dynamism Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -36 Why Do Companies Fail? • Inertia Copyright ã 1998 by Houghton Mifflin 4 -36 Why Do Companies Fail? • Inertia Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -37 Why Do Companies Fail? • Inertia • Prior Strategic Commitments Copyright ã 4 -37 Why Do Companies Fail? • Inertia • Prior Strategic Commitments Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -38 Why Do Companies Fail? • The Icarus Paradox Copyright ã 1998 by 4 -38 Why Do Companies Fail? • The Icarus Paradox Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

4 -39 Avoiding Failure and Sustaining Competitive Advantage • Focus on the Building Blocks 4 -39 Avoiding Failure and Sustaining Competitive Advantage • Focus on the Building Blocks of Competitive Advantage • Institute Continuous Improvement and Learning • Track Best Industrial Practice and Use Benchmarking • Overcome Inertia Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.

Chapter Summary • • • 4 -40 • Competitive Advantage s of • Generic Chapter Summary • • • 4 -40 • Competitive Advantage s of • Generic Building Block Competitive Advantage hain nctions and the Value C Business Fu es, and ve Competencies, Resourc Distincti Capabilities tage ity of Competitive Advan Durabil Why Do Companies Fail? taining voiding Failure and Sus A Competitive Advantage Copyright ã 1998 by Houghton Mifflin Company. All rights reserved.