淺談能源行業(yè)內(nèi)在分析

TheInternalEnvironment:Resources,Capabilitiesand

CoreCompetenceMichaelA.HittR.DuaneIrelandRobertE.HoskissonChapter31?2003SouthwesternPublishingCompanyStrategyImplementationChapter11OrganizationalStructureandControlsChapter10CorporateGovernanceChapter12StrategicLeadershipStrategyFormulationStrategicCompetitivenessAbove-AverageReturnsStrategicIntentStrategicMissionChapter2TheExternalEnvironmentChapter3TheInternalEnvironmentTheStrategicManagementProcessFeedbackStrategicInputsStrategicActionsStrategicOutcomesChapter13StrategicEntrepreneurshipChapter6Corporate-LevelStrategyChapter9CooperativeStrategyChapter5CompetitiveRivalryandCompetitiveDynamicsChapter8InternationalStrategyChapter4Business-LevelStrategyChapter7AcquisitionandRestructuringStrategies2SustainabilityofaCompetitiveAdvantage競(jìng)爭(zhēng)優(yōu)勢(shì)之持久性Sustainabilityofacompetitiveadvantageisafunctionof:therateofcore-competenceobsolescenceduetoenvironmentalchanges老化速度theavailabilityofsubstitutesforthecorecompetence替代品theimitabilityofthecorecompetence複製3ExternalandInternalAnalysesGeneralEnvironmentGeneralEnvironmentGeneralEnvironmentSocioculturalGlobalTechnologicalPolitical/LegalDemographicEconomicIndustryEnvironmentCompetitorEnvironmentBystudyingtheexternalenvironment,firmsidentifywhattheymightchoosetodoOpportunitiesandthreats4External

andInternalAnalysesTheFirmBystudyingtheinternalenvironment,firmsidentifywhattheycandoUniqueresources,capabilities,andcorecompetencies(sustainablecompetitiveadvantage)ExternalandInternalAnalyses5ChallengeofInternalAnalysisHowdoweeffectivelymanagecurrentcorecompetencieswhilesimultaneouslydevelopingnewones?現(xiàn)有與新核心能力Howdoweassemblebundlesofresources,capabilitiesandcorecompetenciestocreatevalueforcustomers?組合與創(chuàng)造價(jià)值Howdowelearntochangerapidly?迅速變革6ThreeConditionsAffectingManagerialDecisionsAboutResources,Capabilities,andCoreCompetenciesUncertaintyregardingcharacteristicsofthegeneralandtheindustryenvironments,competitors’actions,andcustomers’preferencesComplexity

regardingtheinterrelatedcausesshapingafirm’senvironmentsandperceptionsoftheenvironmentsIntraorganizationalConflictsamongpeoplemakingmanagerialdecisionsandthoseaffectedbythem7內(nèi)在環(huán)境分析的關(guān)鍵問題包括：下列三種情況，使管理者很難制定資源、能力與核心能力方面有關(guān)決策：不確定性:指外部環(huán)境中各因素的不確定性複雜性:指企業(yè)因?yàn)榄h(huán)境因素的不確定與變化,增加決策的複雜性組織內(nèi)衝突:決策制定時(shí)意見與看法的分歧與衝突若能克服上述三項(xiàng)關(guān)鍵性問題,將會(huì)是難得的企業(yè)能力8Componentsof

InternalAnalysisDiscoveringCoreCompetenciesResourcesTangibleIntangibleCapabilitiesCoreCompetenciesCompetitiveAdvantageStrategicCompetitivenessFourCriteriaofSustainableAdvantagesValuableRareCostlytoImitateNonsubstitutableValueChainAnalysisOutsource9DiscoveringCoreCompetenciesResourcesTangibleIntangibleResourcesarewhatafirmhastoworkwith--itsassets--includingitspeopleandthevalueofitsbrandnameResourcesrepresentinputsintoafirm’sproductionprocess...suchascapitalequipment,skillsofemployees,brandnames,financesandtalentedmanagers10DiscoveringCoreCompetenciesResourcesTangibleIntangibleTangibleResourcesFinancialPhysicalHumanresourcesOrganizationalIntangibleResourcesTechnologicalInnovationReputation11DiscoveringCoreCompetenciesCapabilitiesCapabilitiesbecomeimportantwhentheyarecombinedinuniquecombinationswhichcreatecorecompetencieswhichhavestrategicvalueandcanleadtocompetitiveadvantage12DiscoveringCoreCompetenciesCapabilitiesCapabilitiesarewhatafirmdoes,andrepresentthefirm’scapacityorabilitytointegrateindividualfirmresourcestoachieveadesiredobjective13DiscoveringCoreCompetenciesCoreCompetenciesCorecompetenciesareresourcesandcapabilitiesthatserveasasourceofcompetitiveadvantageoverrivalsCorecompetenciesdistinguishacompanycompetitivelyandmakeitdistinctiveMcKinseyandCo.recommendsusingthreetofourcompetencieswhenframingstrategicactions14FourCriteriaofSustainableAdvantagesValuableRareCostlytoImitateNonsubstitutableDiscoveringCoreCompetenciesValuable:Capabilitiesthathelpafirmneutralizethreatsorexploitopportunities15FourCriteriaofSustainableAdvantagesValuableRareCostlytoImitateNonsubstitutableDiscoveringCoreCompetenciesRare:Capabilitiesthatarenotpossessedbymanyothers16FourCriteriaofSustainableAdvantagesValuableRareCostlytoImitateNonsubstitutableDiscoveringCoreCompetenciesCostlytoimitate:capabilitiesthatotherfirmscannotdevelopeasily,usuallyduetoUniquehistoricalconditionsCausalambiguitySocialcomplexity17FourCriteriaofSustainableAdvantagesValuableRareCostlytoImitateNonsubstitutableDiscoveringCoreCompetenciesNonsubstitutable:capabilitiesthatdonothavestrategicequivalentsInvisibletocompetitorsFirmspecificknowledgeTrust-basedworkingrelationshipsbetweenmanagersandnonmanagerialpersonnel18CoreCompetenceasaStrategicCapabilityResourcesInputstoafirm’s productionprocessCapabilityAnonstrategic teamorresourceCoreCompetenceAstrategic capabilityThesourceofDoesitsatisfythecriteriaofsustainablecompetitiveadvantage?YesNoCapabilityAnintegrationofa teamofresources19PerformanceImplicationsValuable?Rare?CostlytoImitate?NonsubstitutableCompetitiveConsequencesPerformanceImplicationsNoNoNoNoCompetitiveDisadvantageBelowAverageReturnsYesNoNoYes/NoCompetitiveParityAverageReturnsYesYesNoYes/NoTemporaryCom-petitiveAdvantageAboveAveragetoAverageReturnsYesYesYesYesSustainableCom-petitiveAdvantageAboveAverageReturns20價(jià)值鏈分析價(jià)值系統(tǒng)確認(rèn)主要價(jià)值活動(dòng)資源的利用與控制價(jià)值活動(dòng)的相對(duì)比較資源與活動(dòng)的平衡評(píng)估確認(rèn)組織的優(yōu)勢(shì)與劣勢(shì)確認(rèn)核心競(jìng)爭(zhēng)能力21價(jià)值系統(tǒng)產(chǎn)業(yè)價(jià)值鏈指上中下游企業(yè)的價(jià)值系統(tǒng)分析價(jià)值系統(tǒng)的目的在於確認(rèn)上下游(供應(yīng)商與購買者)之間的關(guān)係與對(duì)企業(yè)經(jīng)營的影響例如供應(yīng)商的交貨能力將會(huì)影響企業(yè)的生產(chǎn)與交貨22確認(rèn)主要的價(jià)值活動(dòng)價(jià)值活動(dòng)的分類基本活動(dòng)/支援性活動(dòng)可以增加最終產(chǎn)品價(jià)值的活動(dòng)考量每項(xiàng)活動(dòng)的成本與可能創(chuàng)造的利潤考量可以改善的現(xiàn)有活動(dòng)活動(dòng)分類-按照不同經(jīng)濟(jì)效益按照對(duì)產(chǎn)品差異化的衝擊按照對(duì)成本的衝擊23ServiceMarketing&SalesOutboundLogisticsOperationsInboundLogisticsFirmInfrastructureHumanResourceMgmt.TechnologicalDevelopmentProcurementMarginMarginPrimaryActivitiesSupportActivitiesTheBasicValueChain24資源的利用與管制如何利用與管制有限資源,以降低成本與增加產(chǎn)品在顧客心目中的價(jià)值檢討每一項(xiàng)活動(dòng)的成本效率是否合理檢討對(duì)顧客的效果是否合理方法與企業(yè)過去績(jī)效相比與產(chǎn)業(yè)或其他企業(yè)比較分析企業(yè)的資源分配與擁有能力是否平衡25價(jià)值活動(dòng)的相對(duì)比較與企業(yè)的過去情況比較了解企業(yè)的經(jīng)營有哪些重要變化與產(chǎn)業(yè)一般狀況比較和產(chǎn)業(yè)平均相比以了解可以改善之處向最好的做法學(xué)習(xí)以企業(yè)標(biāo)竿為學(xué)習(xí)對(duì)象迎頭趕上與領(lǐng)先26成本效率分析成本效率改善的根源產(chǎn)品/流程設(shè)計(jì)經(jīng)濟(jì)規(guī)模學(xué)習(xí)曲線與經(jīng)驗(yàn)曲線供應(yīng)成本成本/費(fèi)用控制27有效性分析分析企業(yè)所提供的產(chǎn)品能夠符合顧客的需求的程度市場(chǎng)區(qū)隔與有效性分析品質(zhì)水準(zhǔn)設(shè)計(jì),品管能力與產(chǎn)品定位商品特性研發(fā)與資訊搜集能力品牌喜好溝通,廣告,促銷活動(dòng),品牌印象管理價(jià)格敏感度與顧客溝通能力立即價(jià)格定位服務(wù)期望服務(wù)表現(xiàn),員工素養(yǎng)與管理交貨要求與供應(yīng)商關(guān)係庫存水準(zhǔn)與存貨管理關(guān)係,信用與其他溝通能力財(cái)務(wù)狀況與地點(diǎn)28資源管制好的資源需要有好的管理制度才能發(fā)揮最大效益建築物與廠房安全與維護(hù)機(jī)器設(shè)備生產(chǎn)管制與維修保養(yǎng)制度財(cái)務(wù)成本制度,預(yù)算制度與投資評(píng)估制度原物料與零件供應(yīng)商管理,庫存管理與採購規(guī)劃產(chǎn)品成品庫存管理,品質(zhì)管制交貨管理,顧客服務(wù)管理人力資源關(guān)鍵人員管制,領(lǐng)導(dǎo),員工績(jī)效管理,勞工關(guān)係無形資產(chǎn)品牌商譽(yù)管理,組織文化管理,管理制度研究資源管制目標(biāo)因策略而異只管制關(guān)鍵性項(xiàng)目管制需要有充分資訊為基礎(chǔ)在企業(yè)價(jià)值鏈以外的的管制項(xiàng)目29企業(yè)價(jià)值鏈以外的的管制項(xiàng)目以垂直整合伸展控制觸角以考核供應(yīng)商的績(jī)效的方式影響其他企業(yè)的價(jià)值活動(dòng)以全面品管觀念與供應(yīng)商及顧客合作發(fā)展產(chǎn)品與工作流程提供訓(xùn)練獎(jiǎng)勵(lì)激勵(lì)上下游企業(yè)改善價(jià)值活動(dòng)30彈性分析企業(yè)資源的彈性與可調(diào)整性企業(yè)資源因應(yīng)外在環(huán)境變化能迅速調(diào)整應(yīng)付的能力資源所需彈性程度與環(huán)境不確定性的正向關(guān)係資源彈性與成本之間的正向關(guān)係31MarginMarginPrimaryActivitiesSupportActivitiesOutsourcingOutsourcingisthepurchaseofsomeorallofavalue-creatingactivityfromanexternalsupplierUsuallythisisbecausethespecialtysuppliercanprovidethesefunctionsmoreefficientlyServiceMarketing&SalesOutboundLogisticsOperationsInboundLogisticsFirmInfrastructureHumanResourceMgmt.TechnologicalDevelopmentProcurement32StrategicRationalesforOutsourcingImproveBusinessFocusletscompanyfocusonbroaderbusinessissuesbyhavingoutsideexpertshandlevariousoperationaldetailsProvideAccesstoWorld-ClassCapabilitiesthespecializedresourcesofoutsourcingprovidersmakesworld-classcapabilitiesavailabletofirmsinawiderangeofapplications33StrategicRationalesforOutsourcingAccelerateBusinessRe-EngineeringBenefitsachievesre-engineeringbenefitsmorequicklybyhavingoutsiders--whohavealreadyachievedworld-classstandards--takeoverprocessShareRisksreducesinvestmentrequirementsandmakesfirmmoreflexible,dynamicandbetterabletoadapttochangingopportunities34StrategicRationalesforOutsourcingFreeResourcesforOtherPurposespermitsfirmtoredirecteffortsfromnon-coreactivitiestowardthosethatservecustomersmoreeffectively35OutsourcingIssuesGreatestValueoutsourceonlytofirmspossessingacorecompetenceintermsofperformingtheprimaryorsupportactivitybeingoutsourcedEvaluatingResourcesandCapabilitiesdon’toutsourceactivitiesinwhichthefirmitselfcancreateandcapturevalueEnvironmentalThreatsandOngoingTasksdonotoutsourceprimaryandsupportactivitiesthatareusedtoneutralizeenvironmentalthreatsorcompletenecessaryongoingorganizationaltasks36OutsourcingIssuesNonstrategicTeamofResourcesdonotoutsourcecapabilitiesthatarecriticaltotheirsuccess,eventhoughthecapabilitiesarenotactualsourcesofcompetitiveadvantageFirm’sKnowledgeBasedonotoutsourceactivitiesthatstimulatethedevelopmentofnewcapabilitiesandcompetencies37CoreCompetencies:CautionsandRemindersNevertakeforgrantedthatcorecompetencieswillcontinuetoprovideasourceofcompetitiveadvantageAllcorecompetencieshavethepotentialtobecomecorerigiditiesCorerigiditiesareformercorecompetenciesthatnowgenerateinertiaandstifleinnovation38競(jìng)爭(zhēng)優(yōu)勢(shì)的基礎(chǔ)較佳的品質(zhì)較佳的創(chuàng)新較佳的效率較佳的顧客回應(yīng)競(jìng)爭(zhēng)優(yōu)勢(shì)39效率/品質(zhì)/創(chuàng)新/顧客回應(yīng)與成本/價(jià)格的關(guān)係品質(zhì)創(chuàng)新效率顧客回應(yīng)低成本高價(jià)格40策略與資源/能力的關(guān)係資源與能力策略形成建立41競(jìng)爭(zhēng)優(yōu)勢(shì)的持久性模仿障礙資源的模仿能力的模仿競(jìng)爭(zhēng)者的能力產(chǎn)業(yè)的動(dòng)盪程度創(chuàng)新速度產(chǎn)品生命週期短原來的策略承諾資源與能力的發(fā)展42避免失敗與維持競(jìng)爭(zhēng)優(yōu)勢(shì)以競(jìng)爭(zhēng)優(yōu)勢(shì)基石為焦點(diǎn)進(jìn)行標(biāo)竿學(xué)習(xí)克服慣性43跨功能目標(biāo)與價(jià)值鏈的關(guān)係基礎(chǔ)建設(shè)人力資源研究與發(fā)展物料管理生產(chǎn)與作業(yè)行銷價(jià)值鏈跨功能目標(biāo)效率品質(zhì)創(chuàng)新顧客回應(yīng)44基礎(chǔ)設(shè)施組織對(duì)效率的承諾促進(jìn)功能部門間合作的機(jī)能生產(chǎn)與作業(yè)追求經(jīng)驗(yàn)曲線的成本經(jīng)濟(jì)效益採行彈性製造系統(tǒng)行銷追求經(jīng)驗(yàn)曲線的行銷成本低點(diǎn)提昇顧客忠誠(避免顧客背離)物料管理執(zhí)行零庫存系統(tǒng)研究與發(fā)展設(shè)計(jì)容易製造的產(chǎn)品尋求製程的創(chuàng)新人力資源以訓(xùn)練提昇員工技能執(zhí)行自我管理小組(授權(quán)賦能)採行績(jī)效基礎(chǔ)薪酬制度企業(yè)功能與效率的提昇45企業(yè)功能與品質(zhì)提昇基礎(chǔ)設(shè)施高階管理者對(duì)品質(zhì)的承諾(全面品管)確定品質(zhì)衡量的方法與指標(biāo)設(shè)定品質(zhì)目標(biāo)與獎(jiǎng)勵(lì)誘因?qū)で髥T工的意見鼓勵(lì)各功能間合作的機(jī)能生產(chǎn)與作業(yè)縮短生產(chǎn)線追蹤瑕疵的根源行銷提供顧客品質(zhì)的回饋以顧客為焦點(diǎn)物料管理與供應(yīng)商建立良好關(guān)係追蹤供應(yīng)商的瑕疵來源協(xié)助供應(yīng)商提昇品質(zhì)(全面品管)研究與發(fā)展設(shè)計(jì)容易製造的產(chǎn)品人力資源提供全面品管訓(xùn)練課程由員工組成品管小組46企業(yè)功能與創(chuàng)新基礎(chǔ)設(shè)施發(fā)展有效的研發(fā)專案管理制度推動(dòng)跨功能合作(團(tuán)隊(duì)績(jī)效薪酬)生產(chǎn)與作業(yè)與研發(fā)合作設(shè)計(jì)容易製造的產(chǎn)品與研發(fā)共同創(chuàng)新製程行銷提供市場(chǎng)資訊給研發(fā)部門物料管理無主要任務(wù)研究與發(fā)展發(fā)展新產(chǎn)品與改善製程在研發(fā)過程中與行銷/製造等部門合作人力資源延聘優(yōu)秀的研發(fā)人才激勵(lì)創(chuàng)新47企業(yè)功能與顧客回應(yīng)基礎(chǔ)設(shè)施高階管理者對(duì)顧客回應(yīng)的承諾生產(chǎn)與作業(yè)執(zhí)行彈性製造以達(dá)成大量客製化以彈性製造系統(tǒng)提昇回應(yīng)速度物料管理發(fā)展後勤系統(tǒng)以回應(yīng)預(yù)料外的顧客需求研究與發(fā)展納顧客於產(chǎn)品發(fā)展程序人力資源以訓(xùn)練課程使員工建立顧客意識(shí)48內(nèi)部因素評(píng)估矩陣Internalfactorsevaluationmatrix，IFE評(píng)估企業(yè)各功能領(lǐng)域的優(yōu)勢(shì)與劣勢(shì)，與評(píng)估各功能領(lǐng)域間的關(guān)係步驟一：列出10-20各內(nèi)部環(huán)境分析後的關(guān)鍵成功因素，因素包括優(yōu)勢(shì)與劣勢(shì)，先列優(yōu)勢(shì)，再列劣勢(shì)步驟二：根據(jù)重要性為每一個(gè)因素設(shè)定權(quán)數(shù)，最高為1.0代表十分重要的因素，最低為0.0代表非常不重要；所有因素的權(quán)數(shù)加總為1.0步驟三：根據(jù)企業(yè)的表現(xiàn)，為每一項(xiàng)因素評(píng)定分?jǐn)?shù)；企業(yè)表現(xiàn)好的因素為優(yōu)勢(shì)，最高給4；企業(yè)表現(xiàn)不佳的因素，屬劣勢(shì)，最差給1

49內(nèi)部因素評(píng)估矩陣步驟四：計(jì)算各因素的加權(quán)分?jǐn)?shù)(權(quán)數(shù)×評(píng)分)步驟五：加總所有因素的加權(quán)分?jǐn)?shù)，最高為4，最低為1，中數(shù)為2.5；加權(quán)總分在2.5以上者表示企業(yè)具有內(nèi)部?jī)?yōu)勢(shì)地位，否則居劣勢(shì)地位※

某些因素同時(shí)為企業(yè)的優(yōu)勢(shì)與劣勢(shì)時(shí)，應(yīng)該分別在優(yōu)勢(shì)列內(nèi)及劣勢(shì)列內(nèi)出現(xiàn)，亦即要出現(xiàn)二次※

先分別做出各事業(yè)的IFE矩陣，接下來再整合50《化妝品術(shù)語》起草情況匯報(bào)中國疾病預(yù)防控制中心環(huán)境與健康相關(guān)產(chǎn)品安全所一、標(biāo)準(zhǔn)的立項(xiàng)和下達(dá)時(shí)間2006年衛(wèi)生部政法司要求各標(biāo)委會(huì)都要建立自己的術(shù)語標(biāo)準(zhǔn)。1ONE二、標(biāo)準(zhǔn)經(jīng)費(fèi)標(biāo)準(zhǔn)研制經(jīng)費(fèi)：3.8萬三、標(biāo)準(zhǔn)的立項(xiàng)意義術(shù)語標(biāo)準(zhǔn)有利于行業(yè)間技術(shù)交流、提高標(biāo)準(zhǔn)一致性、消除貿(mào)易誤差，作為標(biāo)準(zhǔn)體系中的基礎(chǔ)標(biāo)準(zhǔn)，術(shù)語標(biāo)準(zhǔn)在各個(gè)領(lǐng)域的標(biāo)準(zhǔn)體系中均起著重要的作用。隨著我國化妝品衛(wèi)生標(biāo)準(zhǔn)體系建設(shè)逐步加快，所涉及的術(shù)語和定義的數(shù)量也在迅速增長，在此情形下，化妝品術(shù)語標(biāo)準(zhǔn)的制定就顯得尤為重要。四、標(biāo)準(zhǔn)的制訂原則1.合法性遵守《化妝品衛(wèi)生監(jiān)督條例》、《化妝品衛(wèi)生監(jiān)督條例實(shí)施細(xì)則》中關(guān)于化妝品的定義。2.協(xié)調(diào)性直接引用或修改采用的方式，與相關(guān)標(biāo)準(zhǔn)中的術(shù)語和定義相協(xié)調(diào)。3.科學(xué)性對(duì)于沒有國標(biāo)或定義不統(tǒng)一的術(shù)語，在定義時(shí)體現(xiàn)科學(xué)性的原則。4.實(shí)用性在標(biāo)準(zhǔn)體系中出現(xiàn)頻率較高，與行業(yè)聯(lián)系較緊密的術(shù)語優(yōu)先選用。五、標(biāo)準(zhǔn)的起草經(jīng)過

第一階段：資料搜集

搜集國內(nèi)外相關(guān)法規(guī)、標(biāo)準(zhǔn)、文獻(xiàn)并對(duì)國外文獻(xiàn)如美國21CFR進(jìn)行翻譯。第二階段：2007年末形成初稿

初稿內(nèi)容包括一般術(shù)語、衛(wèi)生化學(xué)術(shù)語、毒理學(xué)術(shù)語、微生物術(shù)語、產(chǎn)品術(shù)語、人體安全和功效評(píng)價(jià)術(shù)語，常用英文成份術(shù)語等７部分。第三階段：專家統(tǒng)稿1.2007年12月第一次專家統(tǒng)稿會(huì)（修訂情況：1.在結(jié)構(gòu)上增加原料功能術(shù)語、相關(guān)國際組織和科研機(jī)構(gòu)等內(nèi)容；2.在內(nèi)容上增加一般術(shù)語、產(chǎn)品術(shù)語的種類，將化妝品行業(yè)的新產(chǎn)品類別納入本標(biāo)準(zhǔn)；3.對(duì)于毒理學(xué)、衛(wèi)生化學(xué)、微生物學(xué)術(shù)語進(jìn)行修改；4.刪除與化妝品聯(lián)系不緊密、無存在必要的常用英文成分術(shù)語。2.2009年1月第二次專家統(tǒng)稿會(huì)會(huì)議意見：1.修改能引用國家標(biāo)準(zhǔn)的盡量引用國家標(biāo)準(zhǔn)；對(duì)存在歧義的個(gè)別用詞進(jìn)行修改。2.刪除