【正文】 d in Ramp。 Sales Service Value Chain Analysis Identifying Resources and Capabilities That Can Add Value Ch336 Support Activities Primary Activities Outsourcing Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing amp。 Sales Service Procurement Value Chain Analysis Identifying Resources and Capabilities That Can Add Value Ch332 Support Activities Primary Activities Inbound Logistics Operations Outbound Logistics Marketing amp。 Wheelwright McKinsey amp。 CEO, RJR Nabisco What a firm Has... Resources Ch310 Tangible Resources Financial * Physical * Technological * Organizational * 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 Resources Human Resources * Innovation * Reputation * “Some genius invented the Oreo. We’re just living off the inheritance.” F. Ross Johnson, Former President amp。Ch31 Chapter 3 The Internal Environment: Resources, Capabilities and Core Competencies Ch32 Chapter 3 Internal Environment Chapter 2 External Environment The Strategic Management Process Strategic Intent Strategic Mission Strategic Competitiveness Above Average Returns Feedback Strategy Formulation Chapter 4 BusinessLevel Strategy Chapter 5 Competitive Dynamics Chapter 6 CorporateLevel Strategy Chapter 8 International Strategy Chapter 9 Cooperative Strategies Chapter 7 Acquisitions amp。 Innovation Strategic Inputs Strategic Actions Strategic Outcomes Ch33 Chapter 2 External Environment What the Firm Might Do Chapter 3 Internal Environment What the Firm Can Do Sustainable Competitive Advantage Ch34 Resources * Tangible * Intangible Capabilities Teams of Resources Sources of Core Competencies Competitive Advantage Strategic Competitiveness AboveAverage Returns Competitive Advantage Gained through Core Competencies Discovering Core Competencies Discovering Core Competencies Criteria of Sustainable Advantages Value Chain Analysis Valuable Rare Costly to Imitate Nonsubstitutable * * * * * Outsource Ch35 How do we assemble bundles of Resources, Capabilities and Core Competencies to create VALUE for customers? Will environmental changes make our core petencies obsolete? And... Are substitutes available for our core petencies? Are our core petencies easily imitated? Key Questions for Managers in Internal Analysis Ch36 Resources * Tangible * Intangible Discovering Core Competencies Ch37 What a firm has to work with: its assets, including its people and the value of its brand name What a firm Has... Resources Ch38 Resources represent inputs into a firm’s production process... such as capital equipment, skills of employees, brand names, finances and talented managers What a firm Has... What a firm has to work with: its assets, including its people and the value of its brand name Resources Ch39 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 “Some genius invented the Oreo. We’re just living off the inheritance.” F. Ross Johnson, Former President amp。s employees. Capabilities bee important when they are bined in unique binations which create core petencies which have strategic value and can lead to petitive advantage. Capabilities Ch315 Resources * Tangible * Intangible Capabilities Teams of Resources Dis