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Chapter 4 Assessing Strengths and Weaknesses: Internal Analysis. Instructor: Moses Acquaah, Ph.D. 377 Bryan Building Phone: (336)334-5305 Email: firstname.lastname@example.org. Lecture Objectives. (1) Define internal analysis and discuss why it is important.
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Instructor: Moses Acquaah, Ph.D.
377 Bryan Building
(1) Define internal analysis and discuss why it is important.
(2) Describe the relationship between organizational resources, organizational capabilities, core competencies, and distinctive organizational capabilities.
(3) Explain what organizational strengths and weaknesses are.
(4) Define the value chain and describe the primary and support activities on the value chain.
(5) Explain the strategic options for correcting cost competitiveness on the value chain system.
(6) Discuss the steps in conducting a competitive strength assessment
(7) Explain how to use the internal audit process
(8) Discuss the features of an internal environmental analysis process
(9) Describe the steps in capabilities assessment profile
(1) Contribute to superior customer value and offers real benefits to customers
(2) Difficult for competitors to imitate
(3) Allow the organization to use that capability in a variety of ways
Approaches to internal analysis
(1) Value Chain Analysis
(2) Competitive Strength Assessment
(3) An Internal Audit
(4) Internal Environmental Analysis Process
(5) Capabilities Assessment Profile
(1) Uniqueness of product or service
(2) Low-priced product/service
(3) Quick response to specific or distinctive customer needs
Processing of basic ingredients
Bottling & can filling
1. Suppliers’ activities
2. The company’s own internal activities
3. Forwardchannel activities
(1). Managing the value chain activities better than competitors; and
(2). Developing distinctive capabilities to serve the needs of customers better
1. List industry key success factors and other relevant measures of competitive strength
2. Rate firm and key rivals on each factor using rating scale of 1 - 10 (1 = weak; 10 = strong)
3. Decide whether to use a weighted or unweighted rating system
4. Sum individual ratings to get overall measure of competitive strength for each rival
5. Determine whether the firm enjoys a competitive advantage or suffers from competitive disadvantage