Accounts and Related information full XYZ

Accounts & Reated information

1. Prentice Hall, Inc. © 2006 5-1
STRATEGIC MANAGEMENT & BUSINESS POLICY
10
TH
EDITION
THOMAS L. WHEELEN J. DAVID HUNGER
CHAPTER 5
Internal
Scanning:
Organizational
Analysis

2. Prentice Hall, Inc. © 2006 5-2
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

3. Prentice Hall, Inc. © 2006 5-3
Resource-Based Approach to Organizational Analysis
•Resources
•Capabilities
•Competency
•Core competency
•Distinctive competency

4. Prentice Hall, Inc. © 2006 5-4
Core and Distinctive Competencies
VRIO Framework --
–Value
–Rareness
–Imitability
–Organization

5. Prentice Hall, Inc. © 2006 5-5
Resource-Based Approach to Organizational Analysis
5-Step Approach Strategy Analysis --
1.Identify and classify resources
2.Combine strengths into capabilities
3.Appraise profit potential of capabilities
4.Select strategy that best exploits
5.Identify resource gaps invest in weaknesses

6. Prentice Hall, Inc. © 2006 5-6
Continuum of Sustainability

7. Prentice Hall, Inc. © 2006 5-7
Sustainability of Advantage
Durability --
–Rate at which a firm’s underlying resources
and capabilities depreciate or become obsolete

8. Prentice Hall, Inc. © 2006 5-8
Sustainability of Advantage
Imitability --
–Rate at which a firm’s underlying resources
and capabilities can be duplicated by others

9. Prentice Hall, Inc. © 2006 5-9
Sustainability of Advantage
Core Competency can be imitated --
–Transparency
–Transferability
–Replicability

10. Prentice Hall, Inc. © 2006 5-10
Business Models
Company’s method for making money in
the current business environment.

11. Prentice Hall, Inc. © 2006 5-11
Business Models
Types of Models --
–Customer Solutions Model
–Profit Pyramid Model
–Multi-Component System/Installed Base Model
–Advertising Model
–Switchboard Model

12. Prentice Hall, Inc. © 2006 5-12
Business Models
Types of Models --
–Time Model
–Efficiency Model
–Blockbuster Model
–Profit Multiplier Model
–Entrepreneurial Model
–De Facto Standard Model

13. Prentice Hall, Inc. © 2006 5-13
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

14. Prentice Hall, Inc. © 2006 5-14
Value-Chain Analysis
Typical Value Chain for
a Manufactured Product

15. Prentice Hall, Inc. © 2006 5-15
Corporate Value-Chain Analysis
•Primary activities
•Support activities

16. Prentice Hall, Inc. © 2006 5-16
Corporation’s Value Chain

17. Prentice Hall, Inc. © 2006 5-17
Scanning Functional Resources & Capabilities
Basic Organizational Structures --
–Simple structure
–Functional structure
–Divisional structure
–Strategic business units (SBU’s)
–Conglomerate structure

18. Prentice Hall, Inc. © 2006 5-18
Basic Organizational Structures

19. Prentice Hall, Inc. © 2006 5-19
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

20. Prentice Hall, Inc. © 2006 5-20
Strategic Marketing Issues
–Market Position & Segmentation
–Marketing Mix
–Product Life Cycle
–Brand & Corporate Reputation

21. Prentice Hall, Inc. © 2006 5-21
Product Life Cycle

22. Prentice Hall, Inc. © 2006 5-22
Strategic Financial Issues
–Financial leverage
–Capital budgeting

23. Prentice Hall, Inc. © 2006 5-23
Strategic Research & Development Issues
–R&D Intensity
–Technological Competence
–Technology Transfer

24. Prentice Hall, Inc. © 2006 5-24
Technological Discontinuity

25. Prentice Hall, Inc. © 2006 5-25
Strategic Human Resource Management Issues
HRM –
–Increasing use of teams
–Union relations
–Temporary workers
–Quality of work life
–Human diversity

26. Prentice Hall, Inc. © 2006 5-26
Internal Factor Analysis Summary Table