Fikha Zahirah Taufik R.
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1. A Resource-Based Approach to Organizational Analysis
Analysts must look within the corporation itself to identify internal
strategic factor-those critical strengths and weakness that are likely to
determine if the firm will be able to take advantage of opportunities while
avoiding threats. This internal scanning is often referred to as organizational
analysis
A resource is an asset, competency, process, skill, or knowledge cotrolled
by the corporation. A resouce is a strength if it provides a company with a
competitive advantage. Barney, in his VRIO framework of analysis, proposes
four questions to evaluate each of a firm’s key resources:
1. Value
2. Rareness
3. Imitability
4. Organization
Resources to Gain Competitive Advantge
1. Identify and classify the firm’s resources in terms of strengths and
weaknesses
2. Combine the firm’s strengths into specific capabilities.
3. Appraise the profit potential of these resources and capabilities in terms
of their potential for sustainable competitive advantage and the ability
to harvest the profits resulting from the use of these resources and
capabilities.
4. Select the strategy that best exploits the firm’s resources and
capabilities relative to external opportunities.
5. Identify resource gaps and invest in upgrading weaknesses.
Durability is the rate at which a firm’s undelying resources and
capabilities(core competencies) depreciate or become obsolete.
Imitability is the rate at which a firm’s underlying resources and
capabilities(core competencies) can be duplicated by others.
Transparency
Transferability
Replicability.
2. Value-Chain Analysis
Typical Value Chain for a Manufactured Product
Industry Value-Chain Analysis
The value chains of most industries can be split into two segments,
upstream and downstream halves. In analyzing the complete value chain of a
product, note that even if a firm operates up and down the entire industry chain,
it usually has an area of primary expertise where its primary activities lie.
Corporate Value-Chain Analysis
Each corporation has its own internal value chain of activities. According
to porter, "Differences among competitor value chains are a key source of
competitive advantage". "Corporate value chain analysis involves the
following steps:
1. Examine each product line’s value chain in terms of the various
activities involved in producing that product or service. Which
activities can be considered strengths or weaknesses?
2. Examine the “linkages” within each product line’s value chain.
3. Examine the potential synergies among the value chains of
different product lines or business units
A Corporation’s Value Chain
3. Scanning Functional Resources
Basic Organizational Structur
Strategic Marketing Issues
Marketing position and segmentation
Marketing mix
Product life cycle
Strategic financial issues
financial laverage :the concept of financial laverage is helpful in
describing how dept is use to increase the earnings available to common
shareholders
capital budgeting : is the analyzing and ranking of possible investments in
fix assets such as land, buildings, and equipment in terms of the additional
outlays and additional receipts that will result from each investment.
Strategic Research And Development (R&D) Issues
R&D intensity, Tecnological Competence, and Tecnology Transfer
R&D Mix
Impact of Technological Discontinuity on Strategy
Strategic Operations Issues
Experience Curve
The experience curve suggest that unit production cost decline by some
fixed percentage ( commonlu 20-30%) each time the total accumulated
volume of production in units double.
Flexible manufacturing for mass customizing
Mass customizing : the low cost production customized goods and
services. Economies of scope replace economic of scale.
Flexible manufacturing : permits the low-volume outout of custom-
tailored product at relatively low unit costs through economies of scope.
Strategic Human Resource (HRM) Issues
A good HRM department should know how to use attitude surbeys and
other feedback devices to assess employees satisfaction with their jobs and
with the coporation as awhole
Use of Teams
Union Relation and Temporary Workers
Quality of Work Life and Human Diversity
Strategic Information System Issues
Acorporation’s informating system can be strength or weakness in all three
elements of strategic management. It cannot only aid environmental scanning
and in controlling a company’s many activities, it can also be used as a
strategic weapon in gaining competitive advantage.
4. The strategic Audit: A Checklist for Organizational Analysis
The purpose of a strategy audit is to arm managers with the tools, information,
and commitment to evaluate the degree of advantage and focus provided by their
current strategies.
5. Synthesis of Internal Factors-IFAS
After strategists have scanned the internal organizational environment
and identified factors for their particular corporation, they may want to
summarize their analysis of these factors using IFAS Table (Intemal Factor
Analysis Summary) is one way to organize the internal factors into the
generally accepted categories of strengths and weaknesses as well as to
analyze how well a particular company's management is responding to these
specific factors in light of the perceived importance of these factors to the
company.
Pertanyaan:
1. apa yang dimaksud dari peluang external?
2. kenapa pekerja tidak tetap dapat meningkatka fleksibilitas?
3. bisa berikan contoh perusahaan yang mudah ditiru dan susah ditiru?
