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

CHAPTER4THEINTERNA1.ASSESSMENTCHA111EROUT1.INE TheNatureofanInternalAudit TheResource-BasedV沁W IntegratingStrategyandCulture Management Marketing RnanccZAccounting PrcxJuction/Opcrations ReseanrharxlDevelopment ManagcmenlInf<>r11ati()nSystems ValueChainAnalysis TheInternalFactorEvaluation(IFE)MatrixCHAPTEROB.JECTIVESAfterstudyingthischapter,youshouldbeabletodotheIbllowing:1. DescribehowtoPerfdnhaninie11alJUrategic-Inanageinentaudit.2. DiscusstheRestHirce-BasedView(RBV)instrategicmanagement.3. Discusskeyinterrelalionshipsa11H>ngtheIunclionalareasofbusiness.5. Identifythebasicfunctionsoractivitiesthatmakeupmanagement,markctingfinance'accounting.ProdllCIiOn/oPCnHions.researchanddevelopment,andmanagementinR)rmationsystems.6. Explainlx>wtodetermineandprioritizeaAnn'sinte11alstrengthsandweaknesses.7. Explaintheimportanceofnancialratioanalysis.8. DiscussthenatureandroleofInanagenicnlinf(>11nationsystemsinstrategic11anagernent.9. DevelopanInternalFactorEvaluation(IFE)Matrix.10. Explainbenchmarkingasastrategicmanagementtl.CHAPTEROVERVIEWChapter4focusesonidentifyingandevaluatingafirm'sstrengthsan(lweaknessesinthefinctionalareasofbusiness,includingmanagement,marketing,fnanccaccounting,PRXluCtion/oPCnnions.researchanddevelopmentandmanagementinIbnnationsystems.Relationshipsamongtheseareasofbusinessandthestrategicimplicationsofimportantfunctionalareaconceptsareexamined.hePn)CeSSofpertb11ninganinternalauditisdescribed.TlieResowre-BasedView(RBV)ofstrategic11anagernenlisint11xlucedaswellastheValueChainAnalysis(VCA)concept.DoingGreatinaWeakEconomy-A.Inc.BasedinSeattle.Washington.Amazon'ssalesgrew14percenttoS4.65billioninthesecondquarterof2009.andtheRrnfSworldwideelectronicssalesgrew35percent.CEOJeffBezo'sstrategicplanformazonistomakethefirmtheoWal-MartoftheInternetthroughheavilydiscountedprices,ex>ansionintomoreproductofferings,andfreeshipping.Asthe!ages(onlinebooksellerintheUniledSlates,AmazonismakingitsKindlee-booksavailableforreadingonApple'sIPhoneandiPodTouchdevices.WhatstartedisIhcplanet'sbiggestbookstorehasrapidlybecometheplanet'sbiggestanythingstore.EXTENDEDCHAIyTEROUT1.INEWITHTEACHINCTIPSI. THENATUREOFANINTERNA1.AUDITAHorganizationshavestrengthsandweaknessesinthefunctionalareasofbusiness.Noenterpriseisequallystrongorweakinallareas.InternalSlrengIhSAVeakneSses.COUPledwithexternalOPPortUniIiesAhreatSandaclears(atenenofmission,providethebasistorestablishingOhjeCtiVeSandSlralcgies.Theinternal-auditpartoftheStralegiCnanagemenlPmCeSSisillus(raledinFigure4-1.VVN(VisittheNet):hup:/Ai.planwarex)r(oiesJum/i3providesquotesonstrategicplanning.A. KeyInternalForces1. Afrnfsstrengthstlatcannotbeeasilymatchedorimitatedbycompetitorsarecalleddistinctivecompetencies.Buiklingcmpelitiveadvantagesinvolvestakingadvantageofdistinclivecompetencies.2. Strategiesaredesignedinparttoimproveonafirm'sweaknesses,turningthemintostrengths,andmaybeevenintodistinctivecompetencies.Figure4-2illustrates(hisprocess.B. TheProcessofPcrlbrminganInternalAudit1. TliePn)CeSSof)ertbrninganinte11ulauditcloselyparallelstheprocessofPersrminganexternalaudit.RepresentativemanagersademployeesIromUirOUghOlntheii11nneedtobeinvolvedindeterminingafirm'sstrengthsarxlweaknesses.2. Performinganinternalauditrequiresgathering,assimilating,andevaluatinginformationaboutthefimfsoperations.KeyfactorsshouldbeprioritizedsothatIhefirm'smostimportantstrengthsandweaknessescanbedete11ninedcolIeciively.3. Comparedtotbcexternalaudittheprocessofperforminganintc11dauditprovidesmoreopportunityforparticipantstounderstandhowtheirjobs,departments,anddivisionsfieintothewholeorganization.4. PertbrminganinternalauditisanexcellentvehicleorforumforimprovingtheProCeSSofcommunicationinIhe<wanialion.5. Inperforminganexternalaudit,criticalsuccessfactors,consistingofbothstrengthsandweaknesses,canbeidentifiedandprioritized.6. Financialratioanalysisexemplitiesthecomplexityofrelationshipsamongtlefinciionalareasofbusiness.rN(VisittheNet):hup:/i9xsurance,stateAvyMs/StrategicplafVSiratpbrO5JunilprovidesthecompleteSfmtegicplanfi)rtheWyomingInsuranceDepartmentAgency.II. THERESOURCE-BASEDVlEW(RBV)A.InlemalFactorsversusExternalFactors1. TheRBVtakestheopposingviewtothatoftheI/OtheoristsdiscussedinChap(cr3.TheRBVapproachtocompetitiveadvantagecontendsthatinternalresourcesarcn>reimportantthanexternalfactorsforaIirminachievingandsustainingComPemiyeadvantage.2. Iniemalresourcesco11>efromthreecategories.a. Physicalresources:plant,cquip11nt.location,technology,rawmaterials,machines,etc.b. HUlnanresources:employees,training,experience,intelligence,knowledge,skills,abilities,etc.c. Organizaiionalresources:fl11nSlruclure,planningprocesses,infcimiationsystems,patents,trademarks,copyrights,databases,etc.HTheBasicPremke1. Tliemix.type,amount,andnatureofafirm'sinternalresourcesshouldbeconsideredfirstandforemostindevisingMralegiesthatcanleadtosustainablecompetitive