人民大2024战略管理（第13版）教师手册 David_13e_im_04.docx

CHAPTER4THEINTERNA1.ASSESSMENTCHA111EROUT1.INE TheNatureofanInternalAudit TheResource-BasedV沁W IntegratingStrategyandCulture Management Marketing RnanccZAccounting PrcxJuction/Opcrations ReseanrharxlDevelopment ManagcmenlInf<>r11ati()nSystems ValueChainAnalysis TheInternalFactorEvaluation(IFE)MatrixCHAPTEROB.JECTIVESAfterstudyingthischapter,youshouldbeabletodotheIbllowing:1. DescribehowtoPerfdnhaninie11alJUrategic-Inanageinentaudit.2. DiscusstheRestHirce-BasedView(RBV)instrategicmanagement.3. Discusskeyinterrelalionshipsa11H>ngtheIunclionalareasofbusiness.5. Identifythebasicfunctionsoractivitiesthatmakeupmanagement,markctingfinance'accounting.ProdllCIiOn/oPCnHions.researchanddevelopment,andmanagementinR)rmationsystems.6. Explainlx>wtodetermineandprioritizeaAnn'sinte11alstrengthsandweaknesses.7. Explaintheimportanceofnancialratioanalysis.8. DiscussthenatureandroleofInanagenicnlinf(>11nationsystemsinstrategic11anagernent.9. DevelopanInternalFactorEvaluation(IFE)Matrix.10. Explainbenchmarkingasastrategicmanagementtl.CHAPTEROVERVIEWChapter4focusesonidentifyingandevaluatingafirm'sstrengthsan(lweaknessesinthefinctionalareasofbusiness,includingmanagement,marketing,fnanccaccounting,PRXluCtion/oPCnnions.researchanddevelopmentandmanagementinIbnnationsystems.Relationshipsamongtheseareasofbusinessandthestrategicimplicationsofimportantfunctionalareaconceptsareexamined.hePn)CeSSofpertb11ninganinternalauditisdescribed.TlieResowre-BasedView(RBV)ofstrategic11anagernenlisint11xlucedaswellastheValueChainAnalysis(VCA)concept.DoingGreatinaWeakEconomy-A.Inc.BasedinSeattle.Washington.Amazon'ssalesgrew14percenttoS4.65billioninthesecondquarterof2009.andtheRrnfSworldwideelectronicssalesgrew35percent.CEOJeffBezo'sstrategicplanformazonistomakethefirmtheoWal-MartoftheInternetthroughheavilydiscountedprices,ex>ansionintomoreproductofferings,andfreeshipping.Asthe!ages(onlinebooksellerintheUniledSlates,AmazonismakingitsKindlee-booksavailableforreadingonApple'sIPhoneandiPodTouchdevices.WhatstartedisIhcplanet'sbiggestbookstorehasrapidlybecometheplanet'sbiggestanythingstore.EXTENDEDCHAIyTEROUT1.INEWITHTEACHINCTIPSI. THENATUREOFANINTERNA1.AUDITAHorganizationshavestrengthsandweaknessesinthefunctionalareasofbusiness.Noenterpriseisequallystrongorweakinallareas.InternalSlrengIhSAVeakneSses.COUPledwithexternalOPPortUniIiesAhreatSandaclears(atenenofmission,providethebasistorestablishingOhjeCtiVeSandSlralcgies.Theinternal-auditpartoftheStralegiCnanagemenlPmCeSSisillus(raledinFigure4-1.VVN(VisittheNet):hup:/Ai.planwarex)r(oiesJum/i3providesquotesonstrategicplanning.A. KeyInternalForces1. Afrnfsstrengthstlatcannotbeeasilymatchedorimitatedbycompetitorsarecalleddistinctivecompetencies.Buiklingcmpelitiveadvantagesinvolvestakingadvantageofdistinclivecompetencies.2. Strategiesaredesignedinparttoimproveonafirm'sweaknesses,turningthemintostrengths,andmaybeevenintodistinctivecompetencies.Figure4-2illustrates(hisprocess.B. TheProcessofPcrlbrminganInternalAudit1. TliePn)CeSSof)ertbrninganinte11ulauditcloselyparallelstheprocessofPersrminganexternalaudit.RepresentativemanagersademployeesIromUirOUghOlntheii11nneedtobeinvolvedindeterminingafirm'sstrengthsarxlweaknesses.2. Performinganinternalauditrequiresgathering,assimilating,andevaluatinginformationaboutthefimfsoperations.KeyfactorsshouldbeprioritizedsothatIhefirm'smostimportantstrengthsandweaknessescanbedete11ninedcolIeciively.3. Comparedtotbcexternalaudittheprocessofperforminganintc11dauditprovidesmoreopportunityforparticipantstounderstandhowtheirjobs,departments,anddivisionsfieintothewholeorganization.4. PertbrminganinternalauditisanexcellentvehicleorforumforimprovingtheProCeSSofcommunicationinIhe<wanialion.5. Inperforminganexternalaudit,criticalsuccessfactors,consistingofbothstrengthsandweaknesses,canbeidentifiedandprioritized.6. Financialratioanalysisexemplitiesthecomplexityofrelationshipsamongtlefinciionalareasofbusiness.rN(VisittheNet):hup:/i9xsurance,stateAvyMs/StrategicplafVSiratpbrO5JunilprovidesthecompleteSfmtegicplanfi)rtheWyomingInsuranceDepartmentAgency.II. THERESOURCE-BASEDVlEW(RBV)A.InlemalFactorsversusExternalFactors1. TheRBVtakestheopposingviewtothatoftheI/OtheoristsdiscussedinChap(cr3.TheRBVapproachtocompetitiveadvantagecontendsthatinternalresourcesarcn>reimportantthanexternalfactorsforaIirminachievingandsustainingComPemiyeadvantage.2. Iniemalresourcesco11>efromthreecategories.a. Physicalresources:plant,cquip11nt.location,technology,rawmaterials,machines,etc.b. HUlnanresources:employees,training,experience,intelligence,knowledge,skills,abilities,etc.c. Organizaiionalresources:fl11nSlruclure,planningprocesses,infcimiationsystems,patents,trademarks,copyrights,databases,etc.HTheBasicPremke1. Tliemix.type,amount,andnatureofafirm'sinternalresourcesshouldbeconsideredfirstandforemostindevisingMralegiesthatcanleadtosustainablecompetitiveadvantage.2. Firmsshouldpursuestrategiesthatareno(cu11entlybeingimplementedbyanyCOmpetingfirm.C.ValuableResourcesChapier4:TheIniemalAZJiMnefH1. Resourcesarconlyvaluableiftheyhaveoneormoreofthefollowingchanicteristics:a. rareb. hard(oimitatec. noteasilysul>sd(utable2. Oftencalledempiricalirlicators,thesethnxCharacleriMicsenableaIlnnloimplementstrategicsthatimproveitsefficiencyandeffectivenessandleadtoasustainablecompetitiveadvantage.3. Thekeytoefiecivestrategyformulationisunderstandingbothexternalatiinie11alfactors,andmoreimportantly,undes!arulingtherelationshipsa11>ngthem.111. INTEGRAllNGSRAEGYANDCU1.TUREA. StrategyalCulture1. Relationshipsamongafirm'sIunctionaIbusinessactivitiesperhapscanbeexemplifiedbyfocusingonorganizationalculture,aninternalphenomenonthatpermeatesthroughalldepartmentsanddivisionsofanorganization.2. OrganizationalCUIlUl七canbedefinedasaPaItemofbehaviordevelopedbyan<>rganialinasitIeamstocopewithitsp11>blemofexternaladaptationandinternalintegrationthathasworkedwellenoughIobeCOnSiderCdvalidandIobetaughtIonewmembersasthecorrectway(operceive,think,andfccl.3. Remarkablyresistanttochange,culturecanrepresentanvyorstrengthorweaknessforthefirm.4. DefinedinTable4-1,cultural11xluctsincludevalues,belief,rites,rituals,ceremonies,myths,stories,legends.SagaSlanguage,mciaphogsymbols,heroes,andheroines.5. Table4-2lists15exampleaspectsofanorganization'sculture,includingdimensionssuchaslevelofworkelhicamiR)TnKWinfbrnIHldress.6. Organizationalculturesignificantlyaffectsbusinessdecisionsandthus,mustbeevaluatedduringaninternalstrategic-managementaudit.7. Successisoftendete11ninedbylinkagesbetweenafirm'scultureandstrategies.Strategists11iunIunderstandIheirfi11nasascic>-cuhu11lsystem.8. TliechallengeofstrategicInanagemenltodayi*tobringaboutthechangesinorganizationalcultureandindividualmind-setsthatarcneededtosupportthefbmwlation.implementation,andevaluationofstrategies.MANAGEMENTA.TheFu11clk)11sofManagement1. Thefunctionsofmanagementconsistoffivebasicactivities:planning,organizing,nxivating.staffing,andcont,olling.AnoverviewoftheseactivitiesisprovidedinTable4-3.a. Planning一Planningconsistsofallthosemanagerialtiviticsrelatedtopreparingforthefuture.Specifictasksincludeforecasting,establishingobjectives,devisingstrategies,developingpolicies,andsettinggoals.Planningismostimportantinthestrategy-IbnnuIationstageofhejUrategic-nanagenen(process.b. Organizing-OrganizingincludesallChosemanagerialactivitiesIhalresultinastructureoftaskandauthorityrelationships.Spcxificareasincludeorganizationaldesign,jobspecialization,jobdescriptions,jobspecifications,spanofcontrol,unityofcommand:coordination,jobdesign,andjobanalysis.Organizingismostimportantinthestrategyimplenwnta(ionstageofthestrategic-managenientprocess.C.MotivatingMotivatinginvolvesCfTbrtSdirectedtowanlshapingIninuinbehavior.Specifictopicsincludeleadership,CommUnication.workgroups,behaviornxlification.delegationofauthority,jobenrichDent.jobsatisfaction,needsfulfillment,organizationalchange,employeemorale,andmanagerialn)rale.Motivatingis11M>stimpotaniinthestrategy-implementationstageOfthestrategic-managementProCeSN.dStaffing一Staffingactivitiesarccenteredonpersonnelorhumanresourcemanagement.IncludedarewageandSalaryadministration,employeebenefits,interviewing,hiring,firing,training.InanageInentdevek)pnem.employeesafety,ai'fi11uiiiveaction,equalemploymentopportunity,unionrelations.CareerJevelopigm,personnelresearch,disciplinepolicies,grievancepnx:edures,andpublicrelalions.Staffingis11>slimportantinthes(11tegy-i11ple11>enlalionstageofthestrategic-managementprocess.e. Controlling-ControllingreferstoallthosemanagerialactivitiesdirectedtowardensuringIhatactualresultsareconsistentwithplannedresults.Keyaasofconcernincludequalityconlrol,financialCOmrol,salesc<>nl11)l,inventoryContrO1.expenseCOnlm1,analysisofvariances,wanls,andSarKrIions.Cont11>llingismostimportantinthestrategy-evaluationstageofthest11tcgic-managcmcntprocess.Controllingconsistsoffourbasicsteps:1)establishingperformancestandards.2)ChaPIef4:TheIniemalAfessmetnmeasuringindividualandorganizationalPern)nuance,3)comparingactualperformancetoplannedperformancestandards,and4)takingcorrectiveactions.TeachingTip:Severalquizzesareavailableon-linefromileCentertorCoaching&MentoringIhaIhelpstudentsaccesstleir!Iianagemenuleadership,andcoachingskills.Tliequizzes,whicharefunarlinsightful,areavailablealtheCoaching&Menloringwebsitealhttp:"WWW.cgchingandmcn>ringConVquizzcshm.B. ManagementAuditChecklistofQuestionsThiSchecklistCanhelpdee11ninesecitkstrengthsandweaknesses."No”answen>indicatepotentialweaknesses,while"Yes"answersindicateareasofstngth.Docsthefirmusestrategic-11nagc11ntconcepts?Z34.S6N&9,Arecompanyobjectivesandgoalsmeasurableandwellcommunicated?Domanagersatallhierarchicallevelsplaneftectively?Domanagersdelegateautl>ritywell?Istheorganization'sStmcturvappropriate?Arcjobdescriptionsandspecificationsclear?Isemployeemoralehigh?Areemployeeturnoverandabsenteeismlow?Areorganizationalrewatxiandcont,olineclianisniseffecive?V.MARKETINGMarketingcanbedescribedastheprocessofdefining,anticipaling,creating,andfulfillingcustomers,needsandwantsIbrproductsandSerViceS.TherearesevenbasicfunctionsofnaAe(ing:(1)CUJUOmeranalysis,(2)sellingpxxluc(srservices.(3)PrOduCtandSerViceplanning,(4)pricing.(5)distribution.(6)Hiarketingresearch,avd(7)Opportuniiyanalysis.A. CustomerAnalysis1. TheexaminationandevaluationofConSUlnerneeds,desires,andwantsinvolvesadministeringcustomersurveys,analyzingconsumerinformation,evaluatingniarketPoSiIiOningstrategies,developingcustomerprofiles,anddeterminingoptimalnuuketsegmentations(ralegies.2. Theinformationgeneratedbycustomeranalysiscanbeessentialindevelopinganeffectivemissionstatement.3. SuccessfulorganizationscontinuallymonitorrcsentandpotentialCUStOll)ers，buyingpatterns.B. SellingP11>d:WSerViCeS1. SuccessfulstrategyimplenentationgenerallyrestsontheabilityofanorganizationtosellSOIneproductorservice.2. Sellingincllesmanymarketingactivitiessuchasadvertising,salesPromOlion,publicity,personalselling,salesforcemanagement,customerrelations,anddealerrelations.3. U.S.advertisingeenditusareexpectedtofall6.2PeFCenIin2(X)9oS161.8billion.Oneaspectofadsinarecessionistluttleygenerallytakenoredirectaimatcompelilors.Adsarlikelytobelesslavishandgla11>11Hisinarecession.Table4-4listsSpoCifiCCharaCtCriStiCSofadsforthcominginIatc2009and2010inresponsetotheeconomichardtimespeoplenationwideandworldwidearclacing.4. WithIegardtoadvertisingproductandSerViCeSontheInternet,anewtrendistobaseadvertisingratesexclusivelyOnsalesrates.TliiscontrastsshaplywithIradiIiOnaIbnKidcaslandprimadvertising.C. PrcxluctandScniccPlanning1. IVoductandserviceplanningincludeactivitiessuchastestmae(ing;productandbrandpositioning:devisingwarranties;packaging;de(e11niningProdUeloptions.PnxiUClfeatures,p11luctstyle,andPn)duelquality;deletingoldProdUCIs;ari11>vidingf?)rcustomerservice.2. IVoductandserviceplanningisparticularlyimportantwhenacompanyispursuingproductdevelopnwntordiversification.3. OneofthemosleffecliveproductundSerViCeplanningtechniquesisIeMmarketing.ConsumergoodscompaniesusetestmarketingmoreIrequenllythaninduslrialgoodscompanies.Itcanallowcompaniestoavoidsubstantiallossesbyrevealingweakproductsandineffectivemarketingapproachesbeforelarge-scaleproductionbegins.D. Pricing1. Fivemajorstakeholdersafleetpricingdecisions:consumers,govem11wnts,suppliers,distributors,andcompetitors.2. SOmeIimeSanorganizationwillpursueafbnvardintegrationstrategyprinurilytogainbetterContrOlOVerPriCeSchargedtoCOnSUnler工3. GoVemnXmIScanimposeCOnSlrainlSonpricefixing,pricediscriminak)ntminimumIbices,unitpricing,priceadvertising,andpricecontrols.Chapier4:TheIniemalAzjivnefH4. Inresponsetotheeconomicrecession,firmssuchasDenny's,McDonald1JsStarbucks,Dunkin*Donuts,andPancraBreadhaverecentlyofferedfreemealsorsetapriceofzerooncertainPrOduCis.Ilioughcostlytothecompanies,suchactionshaveprovidedpositivepublicrelationsandfreemediacoverage.E. Distribution1. Distributionincludeswarehousing,distributionchannelsandcoverage,retailsitelocations,salesterritories,inventorylevelsandlocation,transportationcarriers,wholesaling,andretailing.2. Distributionbee。IneSespeciallyi11portanlwhenafi11isstrivingtoimplementamarketdevelopmentorforwardintegrationstrategy.3. SuccessfulorganizationsidentityandevaluatealternativewaystoreachIheirultimatemarket.F. MarketingResearch1. Marketingresearchisthesystematicgathering,recording,andanalyzingofdataaboutproblemsrelatingtothemarketingofgoodsandservices.2. MaAetingresearchcanuncovercriticalSirengilisandweaknesses,andnarkeingresearcherscanemploynumerousscales,instruments,procedures,concepts,andtechniqueslogatherinfc>mati(>n.3. Marketingresearchactivitiessupportallmajorbusinessfunctions.G. CoMzBeiveiitAnalysis.1. COSUbenCfitanalysisinvolvesassessingtheCOSIs,benefits,andrisksassociatedwilhmarketingdecisions.2. ThreeSIePSarerequired(operib11nacost1)eneftanalysis:(I)computeIhetotalcostsassociatedwihadecision,(2)estimatetle(oalbenefitsfromhedecision,and(3)comparethet<XalCoSgwiththetotalbenefits.3. Asexpectedbenefitsexceedtotalcosts,anopportunitybecomesmoreatt11ctivc.H. MarketingAUditChecklistofQuestions:I. Aremarketssegmentedeffectively?J. IsIheOrgHniZaliOnpositionedwella11w>ngcompetitors?3Hasthefirmsmarketsharebeenincreasing?4. Arcpresentchannelsofdistributionreliableandcost-effective?5.6z8.9.Doesthefirmhaveaneffectivesalesorganization?Doesthefirmconductmarketresearch?ArePIXKIU式qualityandcustomerser,icegood?Arethefirm'sp11luctsandSCrViCCSpricedappropriately?DoeSthefi11nhaveaneffectivep11>11Hion,advertising,aripblicilystrategy?10. Arcmarketing,planning,andbudgetingeffective?H.DotheAnn'smarketingmanagershaveadequateexperienceandtraining?12. IsthefimfsInternetpresenceexcellentascomparedtorivals?VI. 11NANCRACCOU