【正文】 ive capabilities does it need? – What does it take for sellers to achieve a sustainable petitive advantage? ? KSFs consist of the 3 5 really major determinants of financial and petitive success in an industry Ch253 KSFs for Beer Industry ? Utilization of brewing capacity to keep manufacturing costs low ? Strong work of wholesale distributors to gain access to retail outlets ? Clever advertising to induce beer drinkers to buy a particular brand Ch254 KSFs for Apparel Manufacturing Industry ? Fashion design to create buyer appeal ? Lowcost manufacturing efficiency to keep selling prices petitive Ch255 Example: KSFs for Tin and Aluminum Can Industry ? Locating plants close to enduse customers to keep costs of shipping empty cans low ? Ability to market plant output within economical shipping distances Ch256 Strategic Management Principle A sound strategy incorporates efforts to be petent on all industry key success factors and to excel on at least one factor! Ch357 Chapter 3 The Internal Environment: Resources, Capabilities and Core Competencies Ch358 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。 Restructuring Strategy Implementation Chapter 10 Corporate Governance Chapter 11 Structure amp。 Control Chapter 12 Strategic Leadership Chapter 13 Entrepreneurship amp。 Innovation Strategic Inputs Strategic Actions Strategic Outcomes Ch359 Chapter 2 External Environment What the Firm Might Do Chapter 3 Internal Environment What the Firm Can Do Sustainable Competitive Advantage Ch360 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 Ch361 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 Ch362 Resources * Tangible * Intangible Discovering Core Competencies Ch363 What a firm has to work with: its assets, including its people and the value of its brand name What a firm Has... Resources Ch364 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 Ch365 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。 CEO, RJR Nabisco What a firm Has... Resources Ch366 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。 CEO, RJR Nabisco Resources Ch367 Resources * Tangible * Intangible Capabilities Teams of Resources Discovering Core Competencies Ch368 What a firm Does... Capabilities represent: the firm’s capacity or ability to integrate individual firm resources to achieve a desired objective. Capabilities Ch369 What a firm Does... Capabilities develop over time as a result of plex interactions that take advantage of the interrelationships between a firm’s tangible and intangible resources that are based on the development, transmission and exchange or sharing of information and knowledge as carried out by the firm39。s employees. Capabilities represent: the firm’s capacity or ability to integrate individual firm resources to achieve a desired objective. Capabilities Ch370 What a firm Does... Capabilities represent: the firm’s capacity or ability to integrate individual firm resources to achieve a desired objective. Capabilities develop over time as a result of plex interactions that take advantage of the interrelationships between a firm’s tangible and intangible resources that are based on the development, transmission and exchange or sharing of information and knowledge as carried out by the firm39。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 Ch371 Re