Management of Strategy

指導老師 : 林麗娟
學生 : 黃馨儀 9682002M
林娜瑩 9682039M
謝育光 9682042M
第三章

內部環境分析
Analysis of the Internal
Environment
TEXT
 1.The sustainability of a competitive advantage is a
function of three factors.
The nature of Internal environmental analysis.
 2. Define resource, capabilities, and core

competencies.
Four criteria of sustainable competitive
advantage.
Define the basic value chain.
 3. Define outsourcing.

Competencies, strengths, weaknesses, and

strategic decisions.
The sustainability of a competitive
advantage is a function of three factors
 1.Therate of core competence
obsolescence because of environmental
change.

 2.Theavailability of substitutes for the

core competence.

 3.The imitability of the core competence.

The Nature of Internal Environmental
Analysis
 The context of internal Analysis.

 Creating value.

 The challenge of internal analysis.

 The context of internal Analysis
 傳統的情境與因素

 全球性思想的傾向

 對公司的內部環境的分析
 Creating value

 價值指產品或服務所具有的績效與屬性

 使企業是否能賺得平均報酬或以上報酬的
來源
 Components of Internal Analysis Leading to Competitive
Advantage and Strategic Competitiveness
Strategic
Competitive-
ness
Competitive
Advantage
Discovering
Core
Core
Competencies
Competencies

Capabilities

Four Criteria Value

Of Sustainable Chain
Resources
Tangible Advantages Analysis
Intangible

Valuable Outsource
Rare
Costly to imitate
Nonsubstitutable
The challenge of internal analysis

 不確定性

 複雜性

 組織內衝突
Conditions Affecting Managerial Decisions about
Resources ,Capabilities ,and Competencies
Uncertainty
Regarding characteristics of the general and the
Condition industry environments, competitor’s actions, and
Customers’ preferences.

Complexity
Condition Regarding the interrelated causes shaping a firm’s
environments and perceptions of the environments.

Intraorganizational Conflicts
Condition Among people making managerial decisions and
those affected by them.
 Resource, Capabilities, and Core Competencies
 Resource
Tangible Financial 1.The firms borrowing capacity
2.The firms ability to generate internal funds
Resource Organizatio 1.The firms formal reporting structure and its formal
nal planning, controlling,.and coordinating system
1.Sophistication and location of a firms plant and
Physical equipment
2.Access to raw materials

Intangible Human 1.Knowledge 2.Trust 3.Managerial

Resource Innovation 1 ideals 2. scientific capabilities 3 capacity to innovate

1 brand name 2. perceptions of product quality,

Reputatonal durability and reliability 3. Reputation with suppliers
Capabilities
 Capabilities exist when resources have
been purposely integrated to achieve a
specific task or set of tasks
 Critical to the building of competitive
advantages , capabilities, are of base on
developing ,carrying and ,exchanging
information and knowledge through the
firms human capital
 For example : Microsoft
Core competencies
1.Defined :core competencies are capabilities that
serve as a source of competitively advantage for
a firm over its
rival
2.Core competencies emerge over time through
an organizational process of accumulating and
learning how to deploy different resources and
capabilities
3.Not all of a firm resource and capabilities and
capabilities are strategic asserts
 Four Criteria of Sustainable Competitive
Advantage
 Valuable
 Valuable capabilities allow the firm to exploit opportunities
or neutralizes threats in external environment
 Rare
 Rare capabilities are capabilities that few, if any ,competitors possess
 Costly to Imitate
 Costly to Imitate are capabilities that other firms cannot easily develop
 No substitutable
 No substitutable are capabilities that do not have strategic equivalents.
The Basic Value Chain
 Defined:Value chain analysis allows the firm to
understand the parts of its operations that create
value those that do not
 Primary activities
 Primary activities are involved with a products physical
creations its sale and distribution to buyer,and its service
after the sale
 Support activities
 provide the assistance necessary for the primary
activities to take place
The Basic Value Chain
Firm infrastructure

Human Resource Management

Technological Development

Procurement
Inbound logistic

Operations

Marketing& Sale
Logistics
Outbound

service
 Outsourcing[ 外包 ]
 策略分析
 定義
 動機
 所創造的價值
 拓展
 風險
 案例 ---Nike 與寶成企業
 策略分析

策略聯盟 自行發展

外包 槓桿策略

※ 湯明哲、李吉仁所提出的外包策略模式
定義
 外包是指向外界供應商購買價值創造的活動。依
管理顧問的建議，”外包是一種策略性概念─是一
種附加價值的作法，企業由內部成本中心改為顧
客服務中心”。
 目前外包已經是企業重要的公司策略之ㄧ。

而據研究指出，歐洲人存入銀行的資金支援各種
不同的外包資訊科技活動“一個提供者約是 40%
的銀行內在活動費用”
外包動機
 資源面：

可補充企業自身在人力、技術或資本上資
源不足的情形。
 品質面：

經由外包方式，可要求外部廠商所提供的
服務品質，以及可在合約上清楚訂定服務
水準，進而控制產品及服務品質。
外包動機
 經濟面：
1. 企業可經由外包降低成本
2. 維持財務的靈活調度
 策略面：
1. 打破部門本位主義
2. 專注於企業核心建立
創造的價值
 使用外包策略公司將可能獲得其他價值附
加給予消費者，亦可提升利益回饋給予公
司及其他利益關係人。
 如 Dell 、 Hewlett-Packard ，和
Motorola 因為這些理由而將一些製造甚
至設計外包給他們的製造商生產
拓展
 外包業務激增主要的原因可能是企業在所有的基
本活動與支援性活動中，缺乏能夠掌握競爭優勢
的資源與能力。
 以技術方面來說，企業沒有能力開發索有自己所
需的技術，為了養成核心能力，企業得提高發展
競爭優勢的可能性。
 藉由外包可以補足自己缺乏的能力，而企業可以
更專注於自己能夠創造價值的活動。
風險
 外包合夥人可能學習其技術，甚至成為另
一個競爭對手。
 如 Motorola 與 BenQ 在中國手機市場的
經驗
案例 ---Nike 及寶成企業
 1977 年 Nike 結束與日本廠商間的合作關係，轉
而來台灣尋求代工夥伴，它先是挑上了豐泰。
 1989 年 Nike 也找上了原來專門為 Adidas 代工
的寶成，成就了寶成更為傳奇性的故事。
 1999 年 Nike 更陸續將休閒鞋、運動服等給寶成
代工。
 近年來 Nike 不只將製造外包給寶成企業代工，
也逐漸將部分研發、設計等外包給寶成企業。
Competencies,Strengths,Weaknesse
s,and Strategic Decisions
[ 競爭力，優勢，弱勢，和策略性決
策]
前言
競爭力，優勢，弱勢
策略性決策
前言

Success doesn't beget success . Success beget

failure because the more that you know a thing
works, the less likely you are to think that it
won't work . When you are had a long string of
victories, it's harder to foresee your own
vulnerabilities .
--------------by Leslie Wexner
(CEO of Limited Brand)
競爭力、優勢、弱勢

分析自身產業內部優勢、弱勢資源和能
力、核心競爭力

企業自身能耐、競爭優勢

顧客、股東、及其他利益關係人的
價值
策略性決策

企業公司

分析
產業內部
優、弱 成為公司競爭
勢 優勢
公司核心
競爭力
第三組

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