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

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1、CHAPTER4THEINTERNA1.ASSESSMENTCHA111EROUT1.INE TheNatureofanInternalAudit TheResource-BasedV沁W IntegratingStrategyandCulture Management Marketing RnanccZAccounting PrcxJuction/Opcrations ReseanrharxlDevelopment ManagcmenlInfr11ati()nSystems ValueChainAnalysis TheInternalFactorEvaluation(IFE)MatrixCH

2、APTEROB.JECTIVESAfterstudyingthischapter,youshouldbeabletodotheIbllowing:1. DescribehowtoPerfdnhaninie11alJUrategic-Inanageinentaudit.2. DiscusstheRestHirce-BasedView(RBV)instrategicmanagement.3. Discusskeyinterrelalionshipsa11HngtheIunclionalareasofbusiness.5. Identifythebasicfunctionsoractivitiest

3、hatmakeupmanagement,markctingfinanceaccounting.ProdllCIiOn/oPCnHions.researchanddevelopment,andmanagementinR)rmationsystems.6. ExplainlxwtodetermineandprioritizeaAnnsinte11alstrengthsandweaknesses.7. Explaintheimportanceofnancialratioanalysis.8. DiscussthenatureandroleofInanagenicnlinf(11nationsyste

4、msinstrategic11anagernent.9. DevelopanInternalFactorEvaluation(IFE)Matrix.10. Explainbenchmarkingasastrategicmanagementtl.CHAPTEROVERVIEWChapter4focusesonidentifyingandevaluatingafirmsstrengthsan(lweaknessesinthefinctionalareasofbusiness,includingmanagement,marketing,fnanccaccounting,PRXluCtion/oPCn

5、nions.researchanddevelopmentandmanagementinIbnnationsystems.Relationshipsamongtheseareasofbusinessandthestrategicimplicationsofimportantfunctionalareaconceptsareexamined.hePn)CeSSofpertb11ninganinternalauditisdescribed.TlieResowre-BasedView(RBV)ofstrategic11anagernenlisint11xlucedaswellastheValueCha

6、inAnalysis(VCA)concept.DoingGreatinaWeakEconomy-A.Inc.BasedinSeattle.Washington.Amazonssalesgrew14percenttoS4.65billioninthesecondquarterof2009.andtheRrnfSworldwideelectronicssalesgrew35percent.CEOJeffBezosstrategicplanformazonistomakethefirmtheoWal-MartoftheInternetthroughheavilydiscountedprices,ex

7、ansionintomoreproductofferings,andfreeshipping.Asthe!ages(onlinebooksellerintheUniledSlates,AmazonismakingitsKindlee-booksavailableforreadingonApplesIPhoneandiPodTouchdevices.WhatstartedisIhcplanetsbiggestbookstorehasrapidlybecometheplanetsbiggestanythingstore.EXTENDEDCHAIyTEROUT1.INEWITHTEACHINCTIP

8、SI. THENATUREOFANINTERNA1.AUDITAHorganizationshavestrengthsandweaknessesinthefunctionalareasofbusiness.Noenterpriseisequallystrongorweakinallareas.InternalSlrengIhSAVeakneSses.COUPledwithexternalOPPortUniIiesAhreatSandaclears(atenenofmission,providethebasistorestablishingOhjeCtiVeSandSlralcgies.Thei

9、nternal-auditpartoftheStralegiCnanagemenlPmCeSSisillus(raledinFigure4-1.VVN(VisittheNet):hup:/Ai.planwarex)r(oiesJum/i3providesquotesonstrategicplanning.A. KeyInternalForces1. Afrnfsstrengthstlatcannotbeeasilymatchedorimitatedbycompetitorsarecalleddistinctivecompetencies.Buiklingcmpelitiveadvantages

10、involvestakingadvantageofdistinclivecompetencies.2. Strategiesaredesignedinparttoimproveonafirmsweaknesses,turningthemintostrengths,andmaybeevenintodistinctivecompetencies.Figure4-2illustrates(hisprocess.B. TheProcessofPcrlbrminganInternalAudit1. TliePn)CeSSof)ertbrninganinte11ulauditcloselyparallel

11、stheprocessofPersrminganexternalaudit.RepresentativemanagersademployeesIromUirOUghOlntheii11nneedtobeinvolvedindeterminingafirmsstrengthsarxlweaknesses.2. Performinganinternalauditrequiresgathering,assimilating,andevaluatinginformationaboutthefimfsoperations.KeyfactorsshouldbeprioritizedsothatIhefir

12、msmostimportantstrengthsandweaknessescanbedete11ninedcolIeciively.3. Comparedtotbcexternalaudittheprocessofperforminganintc11dauditprovidesmoreopportunityforparticipantstounderstandhowtheirjobs,departments,anddivisionsfieintothewholeorganization.4. Pertbrminganinternalauditisanexcellentvehicleorforu

13、mforimprovingtheProCeSSofcommunicationinIhereimportantthanexternalfactorsforaIirminachievingandsustainingComPemiyeadvantage.2. Iniemalresourcesco11efromthreecategories.a. Physicalresources:plant,cquip11nt.location,technology,rawmaterials,machines,etc.b. HUlnanresources:employees,training,experience,

14、intelligence,knowledge,skills,abilities,etc.c. Organizaiionalresources:fl11nSlruclure,planningprocesses,infcimiationsystems,patents,trademarks,copyrights,databases,etc.HTheBasicPremke1. Tliemix.type,amount,andnatureofafirmsinternalresourcesshouldbeconsideredfirstandforemostindevisingMralegiesthatcanleadtosustainablecompetitive