Internal Scanning

Tangible
Resources
Itangible

Capabilities competency

Organizational Analysis
Built and accumulated within the company Asset endowment Valuable
Rareness
Access to a Distinctive Competency Upstream explicit knowledge
Acquired from someone else Value chain Analysis
Downstream
Shared with another business
Identifying an organization’s Transparency
resources and competencies VRIO framework of analysis Imitability Transferability
1.Examine each product line’s value chain in terms of the various activities
Replicability
involved
in producing that product or service
2.Examine the “linkages” within each product line’s value
three steps chain
How it provides its product/service.
Who it serves 3.Examine the potential synergies among the value chains of different product
lines Tacit knowledge
or business units
Organization
What it provides
Business Models elements Simple

How it differentiates and sustains competitive Functional

advantage How it makes money
Market Position and Segmentation
Divisional
De facto industry standard model Organizational Structures
Marketing Mix
Strategic business units
Developing an organization’s
resources and competencies Strategic Marketing Issues
Entrepreneurial model Product Life Cycle
Customer solutions model
Conglomerate

Brand
Profit multiplier model Cultural intensity stakeholders’ perceptions of a
Profit pyramid model Brand and Corporate corporation’s
Corporate culture Reputation ability to produce quality goods
Business Models Corporate Reputation a corporation’s prominence in the minds
Blockbuster model Cultural integration of
stakeholders
Multicomponent system/installed base model
Financial Leverage
Efficiency model
Strategic Financial Issues

Time model Capital Budgeting

Switchboard model

Intermittent systems
Advertising model

Continuous systems
Strategic Operations Issues

Operating leverage

Experience Curve

Autonomous (self-managing)

Cross-functional work teams

Taking advantage of an Increasing Use of Teams

organization’s Concurrent engineering
resources and competencies

Flatter organizational structures

Turbulent environments
Strategic Human Resource MANAGEMENT (HRM) Virtual teams Increased employee autonomy 5 Trends
Issues Higher knowledge
requirements
Increasing globalization

Union Relations and Temporary/Part-Time

Workers

Quality of Work Life and Human

Diversity

R&D Intensity, Technological Competence, and Technology

Transfer

Strategic Research and Development (R&D) Basic R&D

Issues
R&D Mix Product R&D

Engineering R&D

Impact of Technological Discontinuity on

Strategy

Strategic Information Systems/Technology

Supply chain management
Issues