tailieunhanh - Lecture Strategic management - Chapter 3: Assessing the internal environment of the firm

After studying this chapter, you should have a good understanding of: The benefits and limitations of SWOT analysis in conducting an internal analysis of the firm, the primary and support activities of a firm's value chain, how value-chain analysis can help managers create value by investigating relationships among activities within the firm and between the firm and its customers and suppliers. | Chapter Three Assessing the Internal Environment of the Firm After studying this chapter, you should have a good understanding of: The benefits and limitations of SWOT analysis in conducting an internal analysis of the firm. The primary and support activities of a firm's value chain. How value-chain analysis can help managers create value by investigating relationships among activities within the firm and among the firm and its customers and suppliers. The different types of tangible and intangible resources, as well as organizational capabilities. The four criteria that a firm's resources must possess to maintain a sustainable advantage. The usefulness of financial ratio analysis as well as its inherent limitations. How to make meaningful comparisons of performance across firms. The value of recognizing how the interests of a variety of stakeholders can be interrelated. Learning Objectives TRANSPARENCY-0 The Value Chain: Primary and Support Activities The Value Chain General . | Chapter Three Assessing the Internal Environment of the Firm After studying this chapter, you should have a good understanding of: The benefits and limitations of SWOT analysis in conducting an internal analysis of the firm. The primary and support activities of a firm's value chain. How value-chain analysis can help managers create value by investigating relationships among activities within the firm and among the firm and its customers and suppliers. The different types of tangible and intangible resources, as well as organizational capabilities. The four criteria that a firm's resources must possess to maintain a sustainable advantage. The usefulness of financial ratio analysis as well as its inherent limitations. How to make meaningful comparisons of performance across firms. The value of recognizing how the interests of a variety of stakeholders can be interrelated. Learning Objectives TRANSPARENCY-0 The Value Chain: Primary and Support Activities The Value Chain General administration Human resource management Technology development Procurement Inbound logistics Operations Outbound logistics Marketing and sales Service Margin Margin Support Activities Primary Activities Source: Adapted with the permission of The Free Press, a division of Simon & Schuster, Inc., from Competitive Advantage: Creating and Sustaining Superior Performance by Michael E. Porter. Copyright © 1998 by Michael E. Porter. Exhibit TRANSPARENCY-21 The Value Chain: Some Factors to Consider in Assessing a Firm’s Primary Activities Source: Adapted with permission of The Free Press, a division of Simon & Schuster, from Competitive Advantage: Creating and Sustaining Superior Performance by Michael E. Porter. Copyright © 1985, 1998 by Michael E. Porter. Location of distribution facilities to minimize shipping times Excellent material and inventory control systems Systems to reduce time to send “returns” to suppliers Warehouse layout and designs to increase efficiency of operations for .

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• Internal environment
• Strategic management
• Lecture Strategic management
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• Lecture Management
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• Bài giảng Chapter 3
• The Internal Environment
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• Key Questions for Managers in Internal Analysis
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