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4 1 CHAPTER 4 Environmental Scanning and
4 1 CHAPTER 4 Environmental Scanning and
Environmental
Scanning and
Industry Analysis
4-1
Learning Objectives
Learning Objectives
After reading this chapter, you should be able to:
• Apply the resource view of the firm to determine core and
distinctive competencies.
• Use the VRIO framework and the value chain to assess an
organization’s competitive advantage and how it can be sustained.
• Understand a company’s business model and how it could be
imitated.
• Assess a company’s corporate culture and how it might affect a
proposed strategy.
• Scan functional resources to determine their fit with a firm’s
strategy.
• Construct an IFAS Table that summarizes internal factors.
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Strategic Management Basic Model
Resource-Based Approach to Organizational Analysis
• Resources
• Capabilities
• Competency
• Core competency
• Distinctive competency
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Resource-Based Approach to Organizational Analysis
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Core and Distinctive Competencies
VRIO Framework–
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Resource-Based Approach to Organizational Analysis
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Sustainability of Advantage
Imitability–
Durability–
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Sustainability of Advantage
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Business Models
BUSINESS MODEL
Company’s method for making money in the
current business environment
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Corporation’s Value Chain
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Scanning Functional Resources & Capabilities
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Basic Organizational Structures
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Corporate Culture
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Strategic Marketing Issues
5-21
Marketing Mix Variables
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Product Life Cycle
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Strategic Financial Issues
• Financial leverage
• Capital budgeting
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Strategic Research & Development Issues
• R&D Mix
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Technological Discontinuity
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Strategic Human Resource Management Issues
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Internal Factor Analysis Summary Table
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1. What is the relevance of the resource-based view of the firm to
strategic management in a global environment?
2. How can value-chain analysis help identify a company’s
strengths and weaknesses?
3. In what ways can a corporation’s structure and culture be
internal strengths or weaknesses?
4. What are the pros and cons of management’s using the
experience curve to determine strategy?
5. How might a firm’s management decide whether it should
continue to invest in current known technology or in new, but
untested technology? What factors might encourage or
discourage such a shift?
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