【文章內(nèi)容簡(jiǎn)介】 ion, such as through informal means or trade associations CLASS THREE 38 ENTRY BARRIERS ? Expectation of incumbent reactions influence entry. ? The size of payoffs influences entry. ? Exit costs influence the rate of entry. CLASS THREE 39 FORECASTING ? Extrapolation. ? Brainstorming ? Scenario writing ? Synthesis of external strategy factors EFAS CLASS THREE 40 ? Do a five forces analysis of the ?bricks and mortar? book retailing industry. Was this an attractive industry? ? How does Amazon?s entry change the nature of the book retailing industry? Is it more or less attractive now? ? Analyze BN?s move ononline. Would you remend they to things differently? What should they do now? Why? ? Repeat this analysis for CLASS THREE CASE STUDY QUESTIONS Barnes Noble vs 41 Lessons of vs. Barnes and ? Take a dynamic view of the 5 Forces ? Competition is not only around price ? The Inter may have permanently changed the nature of petition in some markets ? Therefore, emerce markets are somewhat different ? But emerce markets are not pletely different ? Strategy, capabilities, and implementation, as well as industry structure and change dynamics all matter CLASS THREE 42 CLASS FOUR 43 RESOURCE Financial Resource Physical Resource Visible Resource Skilled People Team Work Motivation Human Resource Technology Resource Reputation Invisible Resource Resource CLASS FOUR 44 RESOURCEBASED COMPETITIVE ADVANTAGE Imitability Replicability Transferability Transparency Durability Competitive Advantage Resource (VRIO framework) Value Rareness Imitability Organization Resource Sustainability CLASS FOUR 45 RESOURCES RESOURCES Slowcycle resources STANDARD CYCLE RESOURCES FASTCYCLE RESOURCE CLASS FOUR 46 A RESOURCEBASED APPROACH TO STRATEGY resources capabilities Competitive advantages Strategic goal Resource gaps between the need and reality CLASS FOUR 47 APPROACHES TO INTERNAL ANALYSIS ? PIMS Analysis ? Value Chain Analysis ? Functional Analysis ? Synthesis of internal strategic factors IFAS CLASS FOUR 48 TYPICAL VALUE CHAIN FOR A MANUFACTURED PRODUCT Retailer Raw Materials Distributor Primary Manufacturing Fabrication Product Producer CLASS FOUR 49 A CORPORATION?S VALUE CHAIN Profit Margin Inbound Logistics (raw materials handling and warehousing) Operations (matching, assembling, testing) Outbound Logistics (warehousing and distribution of finished product) Marketing and Sales (advertising, promotion, pricing, channel relations) Service (installation, repair,parts) Firm Infrastructure (general management, accounting, finance, strategic planning) Human Resource Management (recruiting, training, development ) Technology Development (RD, product and process improvement) Procurement (purchasing of raw materials, machines, supplies) Primary Activity CLASS FOUR 50 CASE STUDY QUESTIONS (INTEL) ? What business or industry is Intel in? Who are the main players? How do they make money? ? What is Intel?s petitive strategy? ? Go through a quick “Porter 5forces analysis” of the industry? What seem to be the most important factors affecting petition and profits? ? Overall, is this a “good industry”? If so, why don?t more panies enter and challenge Intel? CLASS FOUR 51 ? What have been the effects of Intel?s strategy on the market as well as on petitors potential new entrants and customers? ? Is there anything that microprocessor of PC producer can do to reduce Intel?s influence? ? What are the choices and risks that Intel faces? How would you advise the CEO? ? What are main “l(fā)essons” of the Intel case? CASE STUDY QUESTIONS (INTEL) CLASS FOUR 52 THE LESSONS FROM “INTEL” CASE ? Distinction between business and corporate strategy ? Consistent vision but incremental evolution of business and corporate strategies ? Strategy and capabilities must go together to “create” an advantage CLASS FOUR 53 THE LESSONS FROM “INTEL” CASE ? Strategy and capabilities must evolve together to “sustain” an advantage ? Insightful managers and powerful firms can manipulate industry structure CLASS FOUR 54 CLASS FIVE 55 MIXING THE INTERNAL AND EXTERNAL STRATEGIY FACTORS ? Boston Matrix ? GE Matrix ? SWOT Analysis CLASS FIVE 56 BCG GROWTHSHARE MATRIX Relative Competitive Position Business Growth Rate 0 10 10 Question Marks Stars Dogs Cash Cows CLASS FIVE 57 GE MATRIX Strong Medium Weak Low High Medium BUSINESS STRENGTH MARKET ATTRACTIVENESS Invest/grow Selecting/earning Harvest/diverse CLASS FIVE 58 TOWS MATRIX INTERNAL FACTORS (IFAS) EXTERNAL FACTORS (EFAS) Strengths (S) list 510 internal strengths here Weaknesses (W) list 510 internal weaknesses here Opportunities (O) list 51