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Mục lục
LIST OF FIGURES
LIST OF TABLES
A. INTRODUCTION
B. DEVELOPMENT
Industry analysis will help a business identify whether an industry is attractive. Accordingly, an attractive industry would be that with high entry barriers, suppliers and buyers have weak positions, few threats from substitute products and moderate rivalry among competitors. With these characteristics, an industry is really attractiveness because it has quite high profit potential. Otherwise, an industry could be seen as unattractive and low profit potential if there are low entry barriers, suppliers and buyers have strong positions, there are strong threats from substitutes products and intense rivalry among competitors.
What should we find out about out competitors? The authors of the textbook 12 suggested that following issues should be put forward:
Criteria of evaluation
The purpose of the competitor environment analysis is to identify the key success factors (KSF) of each business. To find out the key success factors, one business should be able to find out the basis on which customers choose between its brands and that of the competitors. A business should be able to know what it should do to compete successfully and the resources and competitive capabilities it needs. Then, a business is expected to find out what it takes for sellers to achieve a sustainable competitive advantage.
In conclusion, the external analyses’ outcomes are to find out opportunities and threats exposing to a business from macro, industry and competitors’ environments. The outcomes of the analyses can be illustrated in the following graph:
Unlike the external analyses’ outcomes that brings about opportunities and threats, by studying the internal environment, firms identify what they can do. In other words, a firm is expected to successfully identify unique resources, capabilities and competencies required for sustainable competitive advantage.
Resources are defined as “a firm’s assets, including people and the value of its brand name. Resources represent inputs into a firm’s production process, such as: capital equipment, Skills of employees, Brand names, Financial resources. Talented managers”14
There are two types of resources including tangible resources and intangible resources.
Intangible resources are largely invisible, but over time become more important to the firm than tangible assets because they can be a main source for a competitive advantage. Such intangible recourses include Human resources, Innovation resources, Reputation resources. To be more specific, each of the above factor can be described in details as in the following table:
Capabilities17 represent the capacity to deploy resources that have been purposely integrated to achieve a desired end state. They often emerge over time through complex interactions among tangible and intangible resources and are often based on developing, carrying and exchanging information and knowledge through the firm’s human capital.
Four criteria for determining strategic capabilities18 include Value, Rarity, Costly-to-imitate, and Non-substitutability.
Core Competencies19 are defined as the activities that a firm performs especially well compared to competitors or the activities through which the firm adds unique value to its goods or services over a long period of time.
All in all, external environment and internal environment analysis or SWOT analysis will help us understand better a company’s resource strengths, resource weaknesses, best opportunities, external threats. The SWOT analysis will help the company draw conclusions about how best to deploy resources in light of the company’s internal and external situation. Then, the company could think strategically about how to strengthen the company’s resource base for the future.
Once the SWOT analysis has been successfully done, a firm should be able to select the best possible strategy to take full advantage of the strengths and opportunities as well as mitigate the weaknesses.
Criteria of evaluation
C. CONCLUSION
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