戰(zhàn)略管理競爭與全球化chapter3_slides-資料下載頁
2025-02-20 09:47本頁面
【正文】 Logistics Marketing Sales Service Strategic Choice to Purchase Some Activities From Outside Suppliers Ch337 Support Activities Primary Activities Technological Development Human Resource Management Firm Infrastructure Procurement Inbound Logistics Operations Outbound Logistics Marketing Sales Service Inbound Logistics Operations Outbound Logistics Service Marketing Sales Technological Development Human Resource Management Procurement Firms often purchase a portion of their valuecreating activities from specialty external suppliers who can perform these functions more efficiently Outsourcing Strategic Choice to Purchase Some Activities From Outside Suppliers Ch338 Lets pany focus on broader business issues by having outside experts handle various operational details Strategic Rationales for Outsourcing Improve Business Focus Permits firm to redirect efforts from noncore activities toward those that serve customers more effectively Free Resources for Other Purposes Provide Access to WorldClass Capabilities Accelerate Business ReEngineering Benefits Share Risks The specialized resources of outsourcing providers makes worldclass capabilities available to firms in a wide range of applications Achieves reengineering benefits more quickly by having outsiderswho have already achieved worldclass standardstake over process Reduces investment requirements and makes firm more flexible, dynamic and better able to adapt to changing opportunities Ch339 Core CompetenciesCautions and Reminders Never take for granted that core petencies will continue to provide a source of petitive advantage All core petencies have the potential to bee Core Rigidities Core Rigidities are former core petencies that sow the seeds of anizational inertia and prevent the firm from responding appropriately to changes in the external environment Strategic myopia and inflexibility can strangle the firm’s ability to grow and adapt to environmental change or petitive threats Ch340 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 Value Chain Analysis Valuable Rare Costly to Imitate Nonsubstitutable * * * * * Outsource Criteria of Sustainable Advantages Discovering Core Competencies
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