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Internal Scanning :
Organizational Analysis
Learning Objectives
Apply the resource view of the firm to determine
core and distinctive competencies
Use the VRIO framework ad the value chain to
assess a organizations competitive advantage
and how it can be sustained
Understand a companys business model and
how it might affect the proposed strategy
Resource-Based Approach to
Organizational Analysis
Competency :
a cross-functional integration and
coordination of capabilities
Core competency :
a collection of competencies that crosses
divisional boundaries, is widespread within
the corporation, and is something that the
corporation can do exceedingly well
Imitability
the rate at which a firms underlying
resources and capabilities (core
competencies) can be duplicated by
others
A core competencies can be easily imitated
to the extent that is transparent,
transferable, and replicable
Transparency
the speed with which other firms
can understand the relationship of
resources and capabilities supporting
a successful firms strategy
Transferability
the ability of competitors to gather the
resources and capabilities necessary
to support a competitive challenge
Replicability
the ability of competitors to use
duplicated resources and capabilities
to imitate the other firms success
EXPLICIT KNOWLEDGE
TACIT KNOWLEDGE
Value chain
a linked set of value-creating activities
beginning with basic raw materials
coming from suppliers, moving on to
a series of value-added activities
involved in producing and marketing
product or service, and ending with
distributors getting the final goods into
hands of the ultimate consumer
CORPORATE VALUE-CHAIN
ANALYSIS
Value chain Analysis
is a way of examining the nature
and extend of the synergies
that do or do not exist between
the internal activities of a
corporation
Primary Activities
1.
2.
3.
4.
5.
Support activities
1.
2.
3.
4.
Procurement process
Technology development
Human resource management
Infrastructure of planning,
accounting, finance, legal,
government affairs, and quality
management
Corporate Culture
the collection of beliefs,
expectations, and values learned
and shared by the corporations
members and transmitted from
one generation of employees to
another
Corporate Culture
Cultural intensity
the degree to which members of a unit
accept the norm, values, or other
culture content associated with the unit
Cultural integration
the extent to which units throughout an
organization share a common culture
Intermitent systems
Continuous systems
Operating leverage
Experience curve
Flexible Manufacturing for Mass
Customization
Strategic Information
Systems/Technology Issues
Impact on Performance
Supply-chain Management
Weight
Rating
Weighted
Score
Comments
Strengths :
Quality Maytag culture
.15
.75
Quality to success
.05
.20
Know appliances
Vertical integration
.10
.40
Dedicated factories
Employee relations
.05
.15
Good, but
deteriorating
.15
.45
Hoover name in
cleaners
Process-oriented R & D
.05
.10
Distribution channels
.05
.10
Superstores replacing
small dealers
Financial position
.15
.30
Global positioning
.20
.40
Manufacturing facilities
.05
.20
Investing now
Weaknesses :
1.00
3.05
Weight
1
S1- Quality Maytag culture (S)
Rating
Weighted
Score
Comments
0.10
0.5
.10
2.8
.29
Name of recognition
.10
2.0
.20
High debt
.15
2.2
.33
.10
4.1
.41
Acquisition of Hoover
.10
5.0
.50
Maytag quality
0.10
1.8
0.18
.15
3.0
.45
.10
1.6
.16
Superstores replacing
small dealers
Total score
1.00
3.01
Internal Factors/
External Factors
Strengths (S)
S1 Quality Maytag culture
S2 Experienced top mgt
S3 Vertical integration
S4 Employee relations
S5 Hoovers interl orientation
Weakness (W)
W1 Process-oriented R&D
W2 Distribution channel
W3 Financial position
W4 Global positioning
W5 Manufacturing facilities
Opportunities (O)
O1 Ec integration of
European
Community
O2 Demographics favor qual
O3 Ec development of Asia
O4 Opening of East Europe
O5 Trend toward super stores
SO Strategies
. Use worldwide Hoover distr
channels to sell both Hoover
and Maytag major appliance
. Find joint venture partners
in East Europe and Asia
WO Strategies
. Expand Hoovers presence
in continental Europe by
improving Hoover quality
and reducing
. Emphasize superstore
channel for all non Maytag
brand
Threats (T)
T1 Increase governm reg
T2 Strong US competition
T3 Whirlpool & Electrolux
positioned for global ec
T4 New product advances
T5 Japanese appliance comp
ST Strategies
. Acquire Raytheons appliance business to increase US
market share
. Merge with a Japanese
major home appliance co
. Sell off all non-Maytag
brands and strongly defend
Maytag US niche
WT Strategies
. Sell-off Dixie-Narco Division
to reduce debt
. Emphasize cost reduction
to reduce BEP
. Sell out to Raytheon or a
Japanese firm