企业战略管理_第四章
Chapter4
TheInternalAssessmentStrategicManagement:
ConceptsCases11thEditionFredDavid2
ChapterOutlineTheNatureofanInternalAuditTheResource-BasedView(RBV)/VRIOIntegratingStrategyCulture3
ChapterOutline(cont’d)ManagementMarketingOpportunityAnalysis4
ChapterOutline(cont’d)Finance/AccountingProduction/OperationsResearchDevelopment5
ChapterOutline(cont’d)ManagementInformationSystemsTheValueChianAnalysis(VCA)6
Thebiggestleversyou’vegottochangeacompanyarestrategy,structure,andculture.IfIcouldpicktwo,I’dpickstrategyandculture.–
WayneLeonard,CEO,EntergyInternalAssessment
Weakleadershipcanwreckthesoundeststrategy.–
SunZi7
NatureofanInternalAudit
--Strengths --Weaknesses
FunctionalAreasofBusiness8
Internalstrengths/weaknessesExternalopportunities/threatsClearstatementofmissionNatureofanInternalAuditBasisforObjectivesStrategies9
KeyInternalForcesFunctionalBusinessAreas:VarybyorganizationDivisionshavedifferingstrengthsweaknesses10
KeyInternalForcesDistinctiveCompetencies:Firm’sstrengthsthatcannotbeeasilymatchedorimitatedbycompetitors11
KeyInternalForcesDistinctiveCompetencies:Buildingcompetitiveadvantageinvolvestakingadvantageofdistinctivecompetencies12
KeyInternalForcesDistinctiveCompetencies:Strategiesdesignedtoimproveonafirm’sweaknessesandturntostrengths13
InternalAuditInformationfrom:ManagementMarketingFinance/accountingProduction/operationsResearchDevelopmentManagementinformationSystemsParallelsprocessofexternalaudit14
InternalAuditInvolvementinperforminganinternalstrategic-managementauditprovidesvehicleforunderstandingnatureandeffectofdecisionsinotherfunctionalbusinessareasofthefirm15
InternalAuditCoordinationunderstandingamongmanagersfromallfunctionalareasKeytoOrganizationalSuccess16
InternalAuditNumberandcomplexityincreasesrelativetoorganizationsizeFunctionalRela