【正文】 Process Ch349 Chapter 2 External Environment Chapter 3 Internal Environment The Strategic Management Process Strategic Mission A statement of the firm’s unique purpose and the scope of its operations in product market terms Strategic Intent Strategic Mission Strategic Intent Leveraging of a firm’s resources, capabilities and core petencies to acplish what may appear to be unattainable goals in the pe titive environment Ch350 What Are the Firm’s Strengths, Weaknesses, Opportunities and Threats ? S W O T represents the first letter in – S trengths – W eaknesses – O pportunities – T hreats ? Strategymaking must be wellmatched to both – A firm’s resource strengths and weaknesses – A firm’s best market opportunities and external threats to its wellbeing S W O T Ch351 SWOT ANALYSIS ? STRENGTH – INTERNAL ? WEAKNESS – INTERNAL ? OPPORTUNITIES –EXTERNAL ? THREATS EXTERNAL Ch352 Identifying Resource Strengths and Competitive Capabilities ? A strength is something a firm does well or a characteristic that enhances its petitiveness – Valuable petencies or knowhow – Valuable physical assets – Valuable human assets – Valuable anizational assets – Valuable intangible assets – Important petitive capabilities – An attribute that places a pany in a position of market advantage – Alliances or cooperative ventures Ch353 Identifying Resource Weaknesses and Competitive Deficiencies ? A weakness is something a firm lacks, does poorly, or a condition placing it at a disadvantage ? Resource weaknesses relate to – Deficiencies in knowhow or expertise or petencies – Lack of important physical, anizational, or intangible assets – Missing capabilities in key areas Ch354 Identifying External Threats ? Emergence of cheaper/better technologies ? Introduction of better products by rivals ? Intensifying petitive pressures ? Onerous regulations ? A rise in interest rates ? Potential of a hostile takeover ? Unfavorable demographic shifts ? Adverse shifts in foreign exchange rates ? Political upheaval in a country Ch355 Role of SWOT Analysis in Crafting a Better Strategy ? Developing a clear understanding of a pany’s – Resource strengths – Resource weaknesses – Best opportunities – External threats ? Drawing conclusions about how best to deploy resources in light of the pany’s internal and external situation ? Thinking strategically about how to strengthen the pany’s resource base for the future Ch356 SWOT Analysis What to Look For Potential Resource Strengths Potential Resource Weaknesses Potential Company Opportunities Potential External Threats ? Powerful strategy ? Strong financial condition ? Strong brand name image/reputation ? Widely recognized market leader ? Proprietary technology ? Cost advantages ? Strong advertising ? Product innovation skills ? Good customer service ? Better product quality ?Alliances or JVs ? No clear strategic direction ? Obsolete facilities ? Weak balance sheet。 Sales Service Value Chain Analysis Identifying Resources and Capabilities That Can Add Value Ch331 Support Activities Primary Activities Inbound Logistics Operations Outbound Logistics Marketing 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 t