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

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1、CHAPTER4THEINTERNA1.ASSESSMENTCHA111EROUT1.INE TheNatureofanInternalAudit TheResource-BasedV沁W IntegratingStrategyandCulture Management Marketing RnanccZAccounting PrcxJuction/Opcrations ReseanrharxlDevelopment ManagcmenlInfr11ati()nSystems ValueChainAnalysis TheInternalFactorEvaluation(IFE)MatrixCH

2、APTEROB.JECTIVESAfterstudyingthischapter,youshouldbeabletodotheIbllowing:1. DescribehowtoPerfdnhaninie11alJUrategic-Inanageinentaudit.2. DiscusstheRestHirce-BasedView(RBV)instrategicmanagement.3. Discusskeyinterrelalionshipsa11HngtheIunclionalareasofbusiness.5. Identifythebasicfunctionsoractivitiest

3、hatmakeupmanagement,markctingfinanceaccounting.ProdllCIiOn/oPCnHions.researchanddevelopment,andmanagementinR)rmationsystems.6. ExplainlxwtodetermineandprioritizeaAnnsinte11alstrengthsandweaknesses.7. Explaintheimportanceofnancialratioanalysis.8. DiscussthenatureandroleofInanagenicnlinf(11nationsyste

4、msinstrategic11anagernent.9. DevelopanInternalFactorEvaluation(IFE)Matrix.10. Explainbenchmarkingasastrategicmanagementtl.CHAPTEROVERVIEWChapter4focusesonidentifyingandevaluatingafirmsstrengthsan(lweaknessesinthefinctionalareasofbusiness,includingmanagement,marketing,fnanccaccounting,PRXluCtion/oPCn

5、nions.researchanddevelopmentandmanagementinIbnnationsystems.Relationshipsamongtheseareasofbusinessandthestrategicimplicationsofimportantfunctionalareaconceptsareexamined.hePn)CeSSofpertb11ninganinternalauditisdescribed.TlieResowre-BasedView(RBV)ofstrategic11anagernenlisint11xlucedaswellastheValueCha

6、inAnalysis(VCA)concept.DoingGreatinaWeakEconomy-A.Inc.BasedinSeattle.Washington.Amazonssalesgrew14percenttoS4.65billioninthesecondquarterof2009.andtheRrnfSworldwideelectronicssalesgrew35percent.CEOJeffBezosstrategicplanformazonistomakethefirmtheoWal-MartoftheInternetthroughheavilydiscountedprices,ex

7、ansionintomoreproductofferings,andfreeshipping.Asthe!ages(onlinebooksellerintheUniledSlates,AmazonismakingitsKindlee-booksavailableforreadingonApplesIPhoneandiPodTouchdevices.WhatstartedisIhcplanetsbiggestbookstorehasrapidlybecometheplanetsbiggestanythingstore.EXTENDEDCHAIyTEROUT1.INEWITHTEACHINCTIP

8、SI. THENATUREOFANINTERNA1.AUDITAHorganizationshavestrengthsandweaknessesinthefunctionalareasofbusiness.Noenterpriseisequallystrongorweakinallareas.InternalSlrengIhSAVeakneSses.COUPledwithexternalOPPortUniIiesAhreatSandaclears(atenenofmission,providethebasistorestablishingOhjeCtiVeSandSlralcgies.Thei

9、nternal-auditpartoftheStralegiCnanagemenlPmCeSSisillus(raledinFigure4-1.VVN(VisittheNet):hup:/Ai.planwarex)r(oiesJum/i3providesquotesonstrategicplanning.A. KeyInternalForces1. Afrnfsstrengthstlatcannotbeeasilymatchedorimitatedbycompetitorsarecalleddistinctivecompetencies.Buiklingcmpelitiveadvantages

10、involvestakingadvantageofdistinclivecompetencies.2. Strategiesaredesignedinparttoimproveonafirmsweaknesses,turningthemintostrengths,andmaybeevenintodistinctivecompetencies.Figure4-2illustrates(hisprocess.B. TheProcessofPcrlbrminganInternalAudit1. TliePn)CeSSof)ertbrninganinte11ulauditcloselyparallel

11、stheprocessofPersrminganexternalaudit.RepresentativemanagersademployeesIromUirOUghOlntheii11nneedtobeinvolvedindeterminingafirmsstrengthsarxlweaknesses.2. Performinganinternalauditrequiresgathering,assimilating,andevaluatinginformationaboutthefimfsoperations.KeyfactorsshouldbeprioritizedsothatIhefir

12、msmostimportantstrengthsandweaknessescanbedete11ninedcolIeciively.3. Comparedtotbcexternalaudittheprocessofperforminganintc11dauditprovidesmoreopportunityforparticipantstounderstandhowtheirjobs,departments,anddivisionsfieintothewholeorganization.4. Pertbrminganinternalauditisanexcellentvehicleorforu

13、mforimprovingtheProCeSSofcommunicationinIhereimportantthanexternalfactorsforaIirminachievingandsustainingComPemiyeadvantage.2. Iniemalresourcesco11efromthreecategories.a. Physicalresources:plant,cquip11nt.location,technology,rawmaterials,machines,etc.b. HUlnanresources:employees,training,experience,

14、intelligence,knowledge,skills,abilities,etc.c. Organizaiionalresources:fl11nSlruclure,planningprocesses,infcimiationsystems,patents,trademarks,copyrights,databases,etc.HTheBasicPremke1. Tliemix.type,amount,andnatureofafirmsinternalresourcesshouldbeconsideredfirstandforemostindevisingMralegiesthatcan

15、leadtosustainablecompetitiveadvantage.2. Firmsshouldpursuestrategiesthatareno(cu11entlybeingimplementedbyanyCOmpetingfirm.C.ValuableResourcesChapier4:TheIniemalAZJiMnefH1. Resourcesarconlyvaluableiftheyhaveoneormoreofthefollowingchanicteristics:a. rareb. hard(oimitatec. noteasilysulsd(utable2. Often

16、calledempiricalirlicators,thesethnxCharacleriMicsenableaIlnnloimplementstrategicsthatimproveitsefficiencyandeffectivenessandleadtoasustainablecompetitiveadvantage.3. Thekeytoefiecivestrategyformulationisunderstandingbothexternalatiinie11alfactors,andmoreimportantly,undes!arulingtherelationshipsa11ng

17、them.111. INTEGRAllNGSRAEGYANDCU1.TUREA. StrategyalCulture1. RelationshipsamongafirmsIunctionaIbusinessactivitiesperhapscanbeexemplifiedbyfocusingonorganizationalculture,aninternalphenomenonthatpermeatesthroughalldepartmentsanddivisionsofanorganization.2. OrganizationalCUIlUl七canbedefinedasaPaItemof

18、behaviordevelopedbyanrganialinasitIeamstocopewithitsp11blemofexternaladaptationandinternalintegrationthathasworkedwellenoughIobeCOnSiderCdvalidandIobetaughtIonewmembersasthecorrectway(operceive,think,andfccl.3. Remarkablyresistanttochange,culturecanrepresentanvyorstrengthorweaknessforthefirm.4. Defi

19、nedinTable4-1,cultural11xluctsincludevalues,belief,rites,rituals,ceremonies,myths,stories,legends.SagaSlanguage,mciaphogsymbols,heroes,andheroines.5. Table4-2lists15exampleaspectsofanorganizationsculture,includingdimensionssuchaslevelofworkelhicamiR)TnKWinfbrnIHldress.6. Organizationalculturesignifi

20、cantlyaffectsbusinessdecisionsandthus,mustbeevaluatedduringaninternalstrategic-managementaudit.7. Successisoftendete11ninedbylinkagesbetweenafirmscultureandstrategies.Strategists11iunIunderstandIheirfi11nasascic-cuhu11lsystem.8. TliechallengeofstrategicInanagemenltodayi*tobringaboutthechangesinorgan

21、izationalcultureandindividualmind-setsthatarcneededtosupportthefbmwlation.implementation,andevaluationofstrategies.MANAGEMENTA.TheFu11clk)11sofManagement1. Thefunctionsofmanagementconsistoffivebasicactivities:planning,organizing,nxivating.staffing,andcont,olling.Anoverviewoftheseactivitiesisprovided

22、inTable4-3.a. Planning一Planningconsistsofallthosemanagerialtiviticsrelatedtopreparingforthefuture.Specifictasksincludeforecasting,establishingobjectives,devisingstrategies,developingpolicies,andsettinggoals.Planningismostimportantinthestrategy-IbnnuIationstageofhejUrategic-nanagenen(process.b. Organ

23、izing-OrganizingincludesallChosemanagerialactivitiesIhalresultinastructureoftaskandauthorityrelationships.Spcxificareasincludeorganizationaldesign,jobspecialization,jobdescriptions,jobspecifications,spanofcontrol,unityofcommand:coordination,jobdesign,andjobanalysis.Organizingismostimportantinthestra

24、tegyimplenwnta(ionstageofthestrategic-managenientprocess.C.MotivatingMotivatinginvolvesCfTbrtSdirectedtowanlshapingIninuinbehavior.Specifictopicsincludeleadership,CommUnication.workgroups,behaviornxlification.delegationofauthority,jobenrichDent.jobsatisfaction,needsfulfillment,organizationalchange,e

25、mployeemorale,andmanagerialn)rale.Motivatingis11Mstimpotaniinthestrategy-implementationstageOfthestrategic-managementProCeSN.dStaffing一Staffingactivitiesarccenteredonpersonnelorhumanresourcemanagement.IncludedarewageandSalaryadministration,employeebenefits,interviewing,hiring,firing,training.Inanage

26、Inentdevek)pnem.employeesafety,aifi11uiiiveaction,equalemploymentopportunity,unionrelations.CareerJevelopigm,personnelresearch,disciplinepolicies,grievancepnx:edures,andpublicrelalions.Staffingis11slimportantinthes(11tegy-i11ple11enlalionstageofthestrategic-managementprocess.e. Controlling-Controlli

27、ngreferstoallthosemanagerialactivitiesdirectedtowardensuringIhatactualresultsareconsistentwithplannedresults.Keyaasofconcernincludequalityconlrol,financialCOmrol,salescnl11)l,inventoryContrO1.expenseCOnlm1,analysisofvariances,wanls,andSarKrIions.Cont11llingismostimportantinthestrategy-evaluationstag

28、eofthest11tcgic-managcmcntprocess.Controllingconsistsoffourbasicsteps:1)establishingperformancestandards.2)ChaPIef4:TheIniemalAfessmetnmeasuringindividualandorganizationalPern)nuance,3)comparingactualperformancetoplannedperformancestandards,and4)takingcorrectiveactions.TeachingTip:Severalquizzesarea

29、vailableon-linefromileCentertorCoaching&MentoringIhaIhelpstudentsaccesstleir!Iianagemenuleadership,andcoachingskills.Tliequizzes,whicharefunarlinsightful,areavailablealtheCoaching&Menloringwebsitealhttp:WWW.cgchingandmcnringConVquizzcshm.B. ManagementAuditChecklistofQuestionsThiSchecklistCanhelpdee1

30、1ninesecitkstrengthsandweaknesses.No”answenindicatepotentialweaknesses,whileYesanswersindicateareasofstngth.Docsthefirmusestrategic-11nagc11ntconcepts?Z34.S6N&9,Arecompanyobjectivesandgoalsmeasurableandwellcommunicated?Domanagersatallhierarchicallevelsplaneftectively?Domanagersdelegateautlritywell?I

31、stheorganizationsStmcturvappropriate?Arcjobdescriptionsandspecificationsclear?Isemployeemoralehigh?Areemployeeturnoverandabsenteeismlow?Areorganizationalrewatxiandcont,olineclianisniseffecive?V.MARKETINGMarketingcanbedescribedastheprocessofdefining,anticipaling,creating,andfulfillingcustomers,needsa

32、ndwantsIbrproductsandSerViceS.TherearesevenbasicfunctionsofnaAe(ing:(1)CUJUOmeranalysis,(2)sellingpxxluc(srservices.(3)PrOduCtandSerViceplanning,(4)pricing.(5)distribution.(6)Hiarketingresearch,avd(7)Opportuniiyanalysis.A. CustomerAnalysis1. TheexaminationandevaluationofConSUlnerneeds,desires,andwan

33、tsinvolvesadministeringcustomersurveys,analyzingconsumerinformation,evaluatingniarketPoSiIiOningstrategies,developingcustomerprofiles,anddeterminingoptimalnuuketsegmentations(ralegies.2. Theinformationgeneratedbycustomeranalysiscanbeessentialindevelopinganeffectivemissionstatement.3. Successfulorgan

34、izationscontinuallymonitorrcsentandpotentialCUStOll)ers，buyingpatterns.B. SellingP11d:WSerViCeS1. SuccessfulstrategyimplenentationgenerallyrestsontheabilityofanorganizationtosellSOIneproductorservice.2. Sellingincllesmanymarketingactivitiessuchasadvertising,salesPromOlion,publicity,personalselling,s

35、alesforcemanagement,customerrelations,anddealerrelations.3. U.S.advertisingeenditusareexpectedtofall6.2PeFCenIin2(X)9oS161.8billion.Oneaspectofadsinarecessionistluttleygenerallytakenoredirectaimatcompelilors.Adsarlikelytobelesslavishandgla1111Hisinarecession.Table4-4listsSpoCifiCCharaCtCriStiCSofads

36、forthcominginIatc2009and2010inresponsetotheeconomichardtimespeoplenationwideandworldwidearclacing.4. WithIegardtoadvertisingproductandSerViCeSontheInternet,anewtrendistobaseadvertisingratesexclusivelyOnsalesrates.TliiscontrastsshaplywithIradiIiOnaIbnKidcaslandprimadvertising.C. PrcxluctandScniccPlan

37、ning1. IVoductandserviceplanningincludeactivitiessuchastestmae(ing;productandbrandpositioning:devisingwarranties;packaging;de(e11niningProdUeloptions.PnxiUClfeatures,p11luctstyle,andPn)duelquality;deletingoldProdUCIs;ari11vidingf?)rcustomerservice.2. IVoductandserviceplanningisparticularlyimportantw

38、henacompanyispursuingproductdevelopnwntordiversification.3. OneofthemosleffecliveproductundSerViCeplanningtechniquesisIeMmarketing.ConsumergoodscompaniesusetestmarketingmoreIrequenllythaninduslrialgoodscompanies.Itcanallowcompaniestoavoidsubstantiallossesbyrevealingweakproductsandineffectivemarketin

39、gapproachesbeforelarge-scaleproductionbegins.D. Pricing1. Fivemajorstakeholdersafleetpricingdecisions:consumers,govem11wnts,suppliers,distributors,andcompetitors.2. SOmeIimeSanorganizationwillpursueafbnvardintegrationstrategyprinurilytogainbetterContrOlOVerPriCeSchargedtoCOnSUnler工3. GoVemnXmIScanim

40、poseCOnSlrainlSonpricefixing,pricediscriminak)ntminimumIbices,unitpricing,priceadvertising,andpricecontrols.Chapier4:TheIniemalAzjivnefH4. Inresponsetotheeconomicrecession,firmssuchasDennys,McDonald1JsStarbucks,Dunkin*Donuts,andPancraBreadhaverecentlyofferedfreemealsorsetapriceofzerooncertainPrOduCi

41、s.Ilioughcostlytothecompanies,suchactionshaveprovidedpositivepublicrelationsandfreemediacoverage.E. Distribution1. Distributionincludeswarehousing,distributionchannelsandcoverage,retailsitelocations,salesterritories,inventorylevelsandlocation,transportationcarriers,wholesaling,andretailing.2. Distri

42、butionbee。IneSespeciallyi11portanlwhenafi11isstrivingtoimplementamarketdevelopmentorforwardintegrationstrategy.3. SuccessfulorganizationsidentityandevaluatealternativewaystoreachIheirultimatemarket.F. MarketingResearch1. Marketingresearchisthesystematicgathering,recording,andanalyzingofdataaboutprob

43、lemsrelatingtothemarketingofgoodsandservices.2. MaAetingresearchcanuncovercriticalSirengilisandweaknesses,andnarkeingresearcherscanemploynumerousscales,instruments,procedures,concepts,andtechniqueslogatherinfcmati(n.3. Marketingresearchactivitiessupportallmajorbusinessfunctions.G. CoMzBeiveiitAnalys

44、is.1. COSUbenCfitanalysisinvolvesassessingtheCOSIs,benefits,andrisksassociatedwilhmarketingdecisions.2. ThreeSIePSarerequired(operib11nacost1)eneftanalysis:(I)computeIhetotalcostsassociatedwihadecision,(2)estimatetle(oalbenefitsfromhedecision,and(3)comparethetngcompetitors?3Hasthefirmsmarketsharebee

45、nincreasing?4. Arcpresentchannelsofdistributionreliableandcost-effective?5.6z8.9.Doesthefirmhaveaneffectivesalesorganization?Doesthefirmconductmarketresearch?ArePIXKIU式qualityandcustomerser,icegood?Arethefirmsp11luctsandSCrViCCSpricedappropriately?DoeSthefi11nhaveaneffectivep1111Hion,advertising,aripblicilystrategy?10. Arcmarketing,planning,andbudgetingeffective?H.DotheAnnsmarketingmanagershaveadequateexperienceandtraining?12. IsthefimfsInternetpresenceexcellentascomparedtorivals?VI. 11NANCRACCOU