análisis interno

Ch3-1

The Internal Environment: The Internal Environment: Resources, Capabilities and Resources, Capabilities and

Core CompetenciesCore Competencies

Michael A. HittMichael A. HittR. Duane IrelandR. Duane Ireland

Robert E. HoskissonRobert E. Hoskisson

Michael A. HittMichael A. HittR. Duane IrelandR. Duane Ireland

Robert E. HoskissonRobert E. Hoskisson

©2000 South-Western College Publishing©2000 South-Western College Publishing

Ch3-2

External EnvironmentExternal EnvironmentWhat the Firm Might DoWhat the Firm Might Do

Internal EnvironmentInternal EnvironmentWhat the Firm Can DoWhat the Firm Can Do

SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage

Ch3-3

ResourcesResources

** TangibleTangible** IntangibleIntangible

CapabilitiesCapabilities

Teams of ResourcesTeams of Resources

Sources ofSources of

CoreCoreCompetenciesCompetencies

CompetitiveCompetitiveAdvantageAdvantage

StrategicStrategicCompetitivenessCompetitiveness

Above-AverageAbove-AverageReturnsReturns


Gained throughGained throughCore CompetenciesCore Competencies

DiscoveringDiscoveringCoreCore

CompetenciesCompetencies

Discovering Core CompetenciesDiscovering Core Competencies

Criteria ofSustainableAdvantages

ValueChain

Analysis

ValuableRareCostly to ImitateNonsubstitutable

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Ch3-4

How do we assemble How do we assemble bundlesbundles of Resources, of Resources, Capabilities and Core Competencies to create Capabilities and Core Competencies to create

VALUEVALUE for customers? for customers?

Will environmental changes make our core Will environmental changes make our core competencies obsolete?competencies obsolete?

And...And...

Are substitutes available for our core Are substitutes available for our core competencies?competencies?

Are our core competencies easily imitated?Are our core competencies easily imitated?

Key Questions for Managersin Internal Analysis

Key Questions for Managersin Internal Analysis

Ch3-5

Conditions Affecting Managerial Decisions About Resources, Capabilities and Core Competencies

Conditions Affecting Managerial Decisions About Resources, Capabilities and Core Competencies

Uncertaintyregarding characteristics of the general and the industry environments, competitor’s actions, and customer’s preferences.

Uncertaintyregarding characteristics of the general and the industry environments, competitor’s actions, and customer’s preferences.

Complexityregarding the interrelated causes shaping a firm’s environments and perceptions of the environments

Complexityregarding the interrelated causes shaping a firm’s environments and perceptions of the environments

Intraorganizational Conflictsamong people making managerial decisions and those affected by them

Intraorganizational Conflictsamong people making managerial decisions and those affected by them

Ch3-6

ResourcesResources



Ch3-7

What a firm has to work with:What a firm has to work with:

its its assetsassets, including its , including its peoplepeople and and the value of its the value of its brand namebrand name

What a firm What a firm HasHas......ResourcesResources

Ch3-8

Resources represent Resources represent inputs into a inputs into a firm’s production processfirm’s production process......

such as capital equipment, skills of such as capital equipment, skills of employees, brand names, finances employees, brand names, finances and talented managersand talented managers

What a firm What a firm HasHas......


its assets, including its people its assets, including its people and the value of its brand nameand the value of its brand name

ResourcesResources

Ch3-9


its assets, including its people its assets, including its people and the value of its brand nameand the value of its brand name

Resources represent inputs into a Resources represent inputs into a firm’s production process...firm’s production process...

such as capital equipment, skills such as capital equipment, skills of employees, brand names, of employees, brand names, finances and talented managersfinances and talented managers

““Some genius invented the Oreo. We’re just Some genius invented the Oreo. We’re just living off the inheritance.”living off the inheritance.”

F. Ross Johnson,F. Ross Johnson,Former President & CEO, Former President & CEO,

RJR NabiscoRJR Nabisco

What a firm What a firm HasHas......ResourcesResources

Ch3-10

Tangible ResourcesTangible ResourcesFinancialFinancial**

PhysicalPhysical**

Human ResourcesHuman Resources**

OrganizationalOrganizational**

What a firm Has...

What a firm has to work with:

its assets, including its people and the value of its brand name

Resources represent inputs into a firm’s production process...

such as capital equipment, skills of employees, brand names, finances and talented managers

Intangible ResourcesIntangible Resources

TechnologicalTechnological**

InnovationInnovation**

ReputationReputation**

“Some genius invented the Oreo. We’re just living off the inheritance.”

F. Ross Johnson,Former President & CEO, RJR Nabisco

ResourcesResources

Ch3-11

ResourcesResources





Ch3-12

What a firm Does...

Capabilities represent:Capabilities represent:

the firm’s capacity or ability to the firm’s capacity or ability to integrate integrate individual firm resources individual firm resources to achieve a desired to achieve a desired objective.objective.


Ch3-13

What a firm Does...

Capabilities develop over time as a result of complex interactions that take advantage of the interrelationships between a firm’s tangible and intangible resources that are based on the development, transmission and exchange or sharing of information and knowledge as carried out by the firm's employees.


Capabilities represent:the firm’s capacity or ability to integrate individual firm resources to achieve a desired objective.


Ch3-14

What a firm Does...

Capabilities represent:the firm’s capacity or ability to integrate individual firm resources to achieve a desired objective.


Capabilities become important when they are Capabilities become important when they are combined in combined in unique combinations unique combinations which create which create core competencies which havecore competencies which have strategic value strategic value and and can lead tocan lead to competitive advantagecompetitive advantage..


Ch3-15

ResourcesResources










Ch3-16

What a firm Does...that is Strategically

Valuable

“…“…are the essence of what makes an organization are the essence of what makes an organization unique in its ability to provide value to unique in its ability to provide value to customers.”customers.”

Leonard-Barton, Bowen, Clark, Holloway & WheelwrightLeonard-Barton, Bowen, Clark, Holloway & Wheelwright

McKinsey & Co. recommends identifying three to four McKinsey & Co. recommends identifying three to four competencies to use in framing strategic actions.competencies to use in framing strategic actions.


Ch3-17

ResourcesResources











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Ch3-18

For a strategic capability to be a For a strategic capability to be a Core Competency, it must be:Core Competency, it must be:


ValuableValuable

RareRare

Costly to ImitateCostly to Imitate

NonsubstitutableNonsubstitutable


Valuable

Ch3-19

ValuableValuable

RareRare

Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily, usually due to unique historical conditions, causal ambiguity or social complexity

Capabilities that other firms cannot develop easily, usually due to unique historical conditions, causal ambiguity or social complexity

Capabilities that are not possessed by many othersCapabilities that are not possessed by many others

Capabilities that help a firm neutralize threats or exploit opportunitiesCapabilities that help a firm neutralize threats or exploit opportunities

Core CompetenciesCore Competencies What a firm Does...that is Strategically

Valuable

Ch3-20

What Criteria Make CoreCompetencies Costly to Imitate?

What Criteria Make CoreCompetencies Costly to Imitate?

Unique Historical ConditionsUnique Historical Conditions

Causal AmbiguityCausal Ambiguity

Social ComplexitySocial Complexity

This occurs when competitors are unable to detect how a firm uses its competencies as a foundation for competitive advantageThis occurs when competitors are unable to detect how a firm uses its competencies as a foundation for competitive advantage

Occurs when the firm’s capabilities are the result of complex social phenomena, such as interpersonal relationships, trust and friendships among managers or a firm’s reputation with suppliers and customers

Occurs when the firm’s capabilities are the result of complex social phenomena, such as interpersonal relationships, trust and friendships among managers or a firm’s reputation with suppliers and customers

Example:Example: Disney created Mickey Mouse at a time when Disney created Mickey Mouse at a time when animated motion pictures were newanimated motion pictures were new

An unusual evolutionary pattern of growth may contribute to the development of competencies in a manner that is unique to those particular circumstances

An unusual evolutionary pattern of growth may contribute to the development of competencies in a manner that is unique to those particular circumstances

Ch3-21

Core Competencies must be:

NonsubstitutableNonsubstitutableCapabilities that do not have strategic equivalents, such as firm-specific knowledge or trust-based relationshipsCapabilities that do not have strategic equivalents, such as firm-specific knowledge or trust-based relationships


Valuable


ValuableValuable

RareRare

Costly to ImitateCostly to ImitateCapabilities that other firms cannot develop easily, usually due to unique historical conditions, causal ambiguity or social complexityCapabilities that other firms cannot develop easily, usually due to unique historical conditions, causal ambiguity or social complexity

Capabilities that are possessed by few, if any, current or potential competitorsCapabilities that are possessed by few, if any, current or potential competitors

Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment

Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment

Ch3-22


ResourcesResources• Inputs to a firm’s Inputs to a firm’s

production processproduction process

Core CompetenceCore Competence• A strategic capabilityA strategic capability

The source ofThe source of CapabilityCapability• Integration of a Integration of a

team of resourcesteam of resources

Does the capability satisfy Does the capability satisfy the criteria of sustainable the criteria of sustainable competitive advantage?competitive advantage?

YESYES

NONO

CapabilityCapability• A nonstrategic team A nonstrategic team

of resourcesof resources

Ch3-23

ValuableValuable RareRareCostly to Costly to ImitateImitate

Nonsub-Nonsub-stitutablestitutable

Competitive Competitive ConsequencesConsequences

Performance Performance ImplicationsImplications

NONO NONO NONO NONO CompetitiveCompetitiveDisadvantageDisadvantage

Below Below AverageAverageReturnsReturns

YESYES NONO NONO YES/NOYES/NO CompetitiveCompetitiveParityParity

AverageAverageReturnsReturns

YESYES NONO YES/NOYES/NOYESYESTemporaryTemporaryCompetitiveCompetitiveAdvantageAdvantage

Aver./Above Aver./Above AverageAverageReturnsReturns

AboveAboveAverageAverageReturnsReturns

AboveAboveAverageAverageReturnsReturns

YESYESYESYESYESYESYESYES YESYESYESYESYESYESYESYESSustainableSustainableCompetitiveCompetitiveAdvantageAdvantage

SustainableSustainableCompetitiveCompetitiveAdvantageAdvantage

Outcomes from Combinations of the Criteria for Outcomes from Combinations of the Criteria for Sustainable Competitive AdvantageSustainable Competitive Advantage

Outcomes from Combinations of the Criteria for Outcomes from Combinations of the Criteria for Sustainable Competitive AdvantageSustainable Competitive Advantage

Ch3-24

ResourcesResources









ValueChain

Analysis

* Outsource


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Ch3-25

SupportActivities

Primary Activities

Value Chain AnalysisValue Chain AnalysisIdentifying Resources and Capabilities That Can Add Value

Ch3-26

SupportActivities

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Ch3-27

SupportActivities

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Ch3-28

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Ch3-29

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Ch3-30

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Ch3-31

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ProcurementProcurement


Ch3-32

SupportActivities

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Technological DevelopmentTechnological Development


Ch3-33

SupportActivities

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Human Resource ManagementHuman Resource Management


Ch3-34

SupportActivities

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Firm InfrastructureFirm Infrastructure


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Ch3-35

SupportActivities

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Ch3-36

SupportActivities

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OutsourcingOutsourcing





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Strategic Choice to Purchase Some Activities From Outside Suppliers

Ch3-37

SupportActivities

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Inbound Inbound LogisticsLogistics

OperationsOperationsOutboundOutboundLogisticsLogistics

ServiceService

Marketing Marketing & Sales& Sales




MARGIN

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Firms often purchase a portionportion of their value-creating activities from specialty external suppliers who can perform these functions more efficientlymore efficiently

OutsourcingOutsourcingStrategic Choice to Purchase Some Activities From Outside Suppliers

Ch3-38

Lets company focus on broader business issues by having outside experts handle various operational detailsLets company focus on broader business issues by having outside experts handle various operational details

Strategic Rationales for OutsourcingStrategic Rationales for Outsourcing

Improve Business FocusImprove Business Focus

Permits firm to redirect efforts from non-core activities toward those that serve customers more effectivelyPermits firm to redirect efforts from non-core activities toward those that serve customers more effectively

Free Resources for Other PurposesFree Resources for Other Purposes

Provide Access to World-Class CapabilitiesProvide Access to World-Class Capabilities

Accelerate Business Re-Engineering BenefitsAccelerate Business Re-Engineering Benefits

Share RisksShare Risks

The specialized resources of outsourcing providers makes world-class capabilities available to firms in a wide range of applications The specialized resources of outsourcing providers makes world-class capabilities available to firms in a wide range of applications

Achieves re-engineering benefits more quickly by having outsiders--who have already achieved world-class standards--take over processAchieves re-engineering benefits more quickly by having outsiders--who have already achieved world-class standards--take over process

Reduces investment requirements and makes firm more flexible, dynamic and better able to adapt to changing opportunities Reduces investment requirements and makes firm more flexible, dynamic and better able to adapt to changing opportunities

Ch3-39

To capitalize on the usefulness of the To capitalize on the usefulness of the Value ChainValue Chain concept...concept...

it is important to recognize that...it is important to recognize that...

Ch3-40

Value Chains are part of a Total Value SystemValue Chains are part of a Total Value System

Supplier Value ChainSupplier Value Chain Firm Value ChainFirm Value Chain Channel Value ChainChannel Value Chain Buyer Value ChainBuyer Value Chain

Ch3-41

Firm Value ChainFirm Value Chain Channel Value ChainChannel Value Chain Buyer Value ChainBuyer Value Chain

Supplier Value ChainSupplier Value Chain

Upstream ValueUpstream Value

Perform valuable activities that complementcomplement the firm’s activities


Ch3-42

Supplier Value ChainSupplier Value Chain Firm Value ChainFirm Value Chain Buyer Value ChainBuyer Value Chain

Upstream Value

Perform valuable activities that complement the firm’s activities

Channel Value ChainChannel Value Chain

Each firm must eventually find a way to Each firm must eventually find a way to become a part of become a part of somesome buyer’s value chain buyer’s value chain


Ch3-43

Supplier Value ChainSupplier Value Chain Firm Value ChainFirm Value Chain Channel Value ChainChannel Value Chain

Upstream Value


Buyer Value ChainBuyer Value Chain

Ultimate basis for Ultimate basis for differentiationdifferentiation is the ability is the ability to play a role in a to play a role in a buyer’s value chainbuyer’s value chain

This createsThis creates VALUE!! VALUE!!

Each firm must eventually find a way to become a part of some buyer’s value chain


Ch3-44

Supplier Value Chain Firm Value Chain Channel Value Chain

Upstream Value


Buyer Value Chain

Each firm must eventually find a way to become a part of some buyer’s value chain

Ultimate basis for differentiation is the ability to play a role in a buyer’s value chain

This creates VALUE!!

Value chains vary for firms in an industry, reflecting each firm’s unique qualities:

• History• Strategy• Success at Implementation


Ch3-45

Core Competencies--Cautions and RemindersCore Competencies--Cautions and Reminders

Never take for granted that core competencies will continue to provide a source of competitive advantageNever take for granted that core competencies will continue to provide a source of competitive advantage

All core competencies have the potential to become Core RigiditiesAll core competencies have the potential to become Core Rigidities

Core Rigidities are former core competencies that sow the seeds of organizational inertia and prevent the firm from responding appropriately to changes in the external environment

Core Rigidities are former core competencies that sow the seeds of organizational inertia and prevent the firm from responding appropriately to changes in the external environment

Strategic myopia and inflexibility can strangle the firm’s ability to grow and adapt to environmental change or competitive threats

Strategic myopia and inflexibility can strangle the firm’s ability to grow and adapt to environmental change or competitive threats

Ch3-46

ResourcesResources











ValueChain

Analysis

* Outsource


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Ch3-47

ExternalExternalEnvironmentEnvironment

InternalInternalEnvironmentEnvironment

Strategic IntentStrategic IntentStrategic IntentStrategic Intent

Strategic MissionStrategic Mission

The StrategicThe StrategicManagementManagement

ProcessProcess

Ch3-48



Strategic IntentStrategic Intent




ProcessProcess

Ch3-49




ProcessProcess

Strategic MissionStrategic MissionStrategic MissionStrategic Mission

A statement of the firm’s unique A statement of the firm’s unique purpose and the scope of its purpose and the scope of its operations in product market operations in product market termsterms

A statement of the firm’s unique A statement of the firm’s unique purpose and the scope of its purpose and the scope of its operations in product market operations in product market termsterms

Strategic IntentStrategic Intent



Leveraging of a firm’s resources, Leveraging of a firm’s resources, capabilities and core competencies capabilities and core competencies to accomplish what may appear to to accomplish what may appear to be unattainable goals in the compe- be unattainable goals in the competitive environmenttitive environment

Leveraging of a firm’s resources, Leveraging of a firm’s resources, capabilities and core competencies capabilities and core competencies to accomplish what may appear to to accomplish what may appear to be unattainable goals in the compe- be unattainable goals in the competitive environmenttitive environment

Ch3-50

ResourcesResources










Gained throughGained throughCore CompetenciesCore Competencies



ValueChain

Analysis


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análisis interno

Business

human resources

bundlesbundles of resources

firm hashas

core competencies obsolete

core competencies uncertainty

tangible resources financial

rjr nabisco resources

brand names