the internal environment: understanding how a firm’s resources and capabilities lead to a...
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![Page 1: The Internal Environment: Understanding how a Firm’s Resources and Capabilities Lead to a Competitive Advantage Agenda Resource-based View of Strategy](https://reader035.vdocument.in/reader035/viewer/2022062221/56649d6d5503460f94a4d033/html5/thumbnails/1.jpg)
The Internal Environment:Understanding how a Firm’s Resources and Capabilities
Lead to a Competitive Advantage
Agenda
Resource-based View of StrategyResources and Capabilities
SWOT AnalysisValue Chain and Cost Analysis
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CompanyMission
andObjectives
ExternalEnvironment
MacroIndustry
Operating
Internal Environment
ResourcesCurrent Strategy
Costs
StrategicOptions
andChoice
Desired? Possible?
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Resource-based View of Strategy
Views the firm as a unique bundle of heterogeneous resources and capabilities
Strategy is concerned with matching a firm’s resources and capabilities to theopportunities that arise in the external environment (or creating opportunities).
The key to profitability is not doing the same as other firms, but exploitingdifferences between firms.
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Resource-based View of Strategy
Resources are tangible, intangible and human. Examples include:
Financial PhysicalTechnologyReputationCultureSpecialized skills and knowledgeCommunication patternsEmployee motivation
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Different Types of Resources
Tangible Assets/Resources: Coca-Cola’s Formula
Intangible Assets/Resources: Nike’s Brand Name, Jack Welch as GE’s former CEO, Reputation
Organizational Capabilities: Dell Computer’s Customer Service,Wal-Mart’s purchasing and inbound logistics, 3M’s innovation process
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How can one identify the key resources upon which a strategy can be built?
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Competitive Advantage comes from:
Scarcity of the Resource
Relevance of the Resource (Key Success Factors)
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Resources and KSFs
P& G’s
Brand Management ProgramIndustry KSFs
• Price Competitiveness• Market Share• Brand Equity• Access to Distribution
Channels• Product
Differentiation
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Sustainable Advantage is based on the following:
Rare
Not easily imitated (physical uniqueness, path dependency, causal ambiguity, economic deterrence)
Not easily substitutable
Transferability
Firm-specific resources whose ownership cannot be easily transferred
Durability(How quickly will this resource depreciate? (Investments in Technology)
Competitive Superiority(Requires some disaggregation)
Appropriability(Who captures the value that the resource creates? Physician/Hospital Relationships)
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Financial Capital: Retained Earnings, Capital from Entrepreneurs, equity holders
Physical Capital (examples): Computer hardware and software technology, automated warehouses, robots used in production, Geographic Location (Wal-Mart/operations in rural markets generate higher returns than more competitive urban markets)
Human Capital (examples): training, experience, judgment, relationships (DuPont invests heavily in training their engineering staffs to be more assertive and open to new technologies)
Organizational Capital (examples): formal reporting structures, formal and informal planning systems, culture and reputation (Merck uses its management reputation to gain access to managerial labor markets, distribution networks and customer groups.)
Durability? Transferability? Replicability?
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Resource-Based View and SWOT Analysis
Strengths: something the company either possesses or is good atdoing (e.g., assets, skills, knowledge, partnerships)
Weaknesses: an area of current or potential vulnerability1. The Question of Value
2. The Question of Rarity
3. The Question of Imitability
4. The Question of Organization
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SW Questions
The Question of Value: Does a resource enable a firm to exploit and environmental opportunity or neutralize an environmental threat?
The Question of Rarity: Is a resource currently controlled by only a small number of competing firms?
The Question of Imitability: Do firms without a resource face a cost disadvantage in obtaining or developing it?
The Question of Organization: Are a firm’s other policies and procedures organized to support the exploitation of its valuable, rare and costly to imitate resources?
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What is value?
What is meant by value-adding activities?
Do all of the activities of a firm create value?
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Value Chain: Cost Analysis
PurchasedSuppliesInboundLogistics
OperationsDistribution
and OutboundLogistics
Salesand
MarketingService Margin
Technology: Product R&D, Systems Development, Design
Human Resource Management and Development
General Administration: Planning, Finance, MIS, Legal
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Perform proprietaryresearch and gather
proprietary information
Create uniqueproducts
and services
Build a network of local officesto establish
a localpresence
Use professionalbrokers paid
by commissionto deliver
personal serviceand advice to
clients
Back office functions: clear trades, track account balances, distributeinformation and research reports, install and operate administrativeand systems support for brokers.
Value Chain of Full Service Brokerages
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Create Web pageand navigation
software;install servers
Provideclients
access totrading
informationand
accountbalances viathe Internet
Technical support and customer service personnel, automated record keeping
Value Chain of Discount Brokerages
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Competitive Strategies
Agenda:
Generic StrategiesLow cost leadershipDifferentiationBest CostFocus
Grand StrategiesConcentrationMarket DevelopmentProduct Development
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Generic Strategies
Low Cost Leadership
Differentiation
Best Cost
Focus
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Low Cost Leadership
The firm attempts to be the low cost provider of a product or service.
Sources of Cost Advantage:
Economies of Scale (OPERATIONS)
Economies of Learning (learning curve effects/improved coordination/familiarity with technology, etc) (OPERATIONS/R&D)
Production Techniques (Efficient utilization of materials/increasedprecision/automation) (OPERATIONS/AIS)
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Low Cost Leadership
Sources of Cost Advantage:
Product Design (Designs economize on materials/design for automation) (OPERATIONS/R&D/ENGINEERING)
Input Costs (Location advantages/ownership of inputs/exercisingbargaining power/supplier cooperation) (PROCUREMENT/INTERNATIONALIZATION/VERTICAL INTEGRATION(C-L STRATEGY)
Capacity Utilization (OPERATIONS)
Managerial or Organizational efficiency (operational effectiveness)(ALL FUNCTIONAL AREAS)
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1. Selects relatively inexpensive sites2. Builds only basic facilities(no restaurant, no bar)3. Relies on standard architectural designs 4. Uses inexpensive materials andlow-cost construction techniques5. Simple room furnishings and decorations
Low CostStrategy
CompetitiveAdvantage
External EnvironmentMotel 6
Sources of Advantage
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Differentiation Strategy
When the firm attempts to provide something unique that is valuable to buyers beyond simply offering a low price.
Firms pursue differentiation based on demand or supply:
Demand involves understanding customers and their needs and preferences.
Supply involves being aware of the resources, capabilities, skillsand knowledge that a firm can leverage to create uniqueness.
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Drivers of Uniqueness/Sources of Advantage
Product features and product performance
Complementary service (delivery, credit, repair)
Intensity of marketing activities (advertising spending, signaling)
Reputation
Technology embedded in design and manufacture
Quality of purchased inputs
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Drivers of Uniqueness/Sources of Advantage continued..
Location (e.g., retail stores)
Degree of vertical integration
Skill and experience of employees
Procedures influencing the conduct of each value-adding activity(e.g., rigor of quality control, service procedures, frequency ofvisits to a customer)
Proper segmentation
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1. Prime Location with Scenic Views2. Custom Architectural Designs3. Fine Restaurants 4. Elegantly appointed lobbies and bar lounges.5. Swimming pools, exercise facilities6. Upscale Room Accommodations7. Multiple Guest Services8. Large Well Trained Staff
DifferentiationStrategy
CompetitiveAdvantage
External Environment
Sources of Advantage
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Combines advantages based on both low cost and differentiation.
The firm is able to offer what customers perceive as valuable while at the same time being cost efficient.
Best Cost
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1. Luxurious, yet comforting atmosphere (D)2. Well-chosen yet limited menu of services (LC)3. High quality dining (D)4. Restaurants are profit centers (LC)5. Each property has unique “personality”(D)6. Low building costs (LC)7. Low costs of capital (LC)
Best Cost Strategy
CompetitiveAdvantage
External EnvironmentKimpton Hotels
Sources of Advantage
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Focus Strategy: the firm focuses on a narrower segment of the industry.
How would a firm select an appropriate segment?
Can a firm pursue a just a “focus” strategy?
Examples: Papa Joe’s Grocery, Oink Oink, Inc. (roasted pig ears)
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Concentrated Growth
Increasing the use of present products in present markets
1. Increasing the rate at which present customers use the product/service (Hospitals creating wellness programs)
2. Attracting competitors’ customers
3. Attracting nonusers of the product (Profiling and contacting potential
cosmetic surgery patients)
Drs. Rodan & Fields have their own private practices, specializing in dermatologic surgery, cosmetic surgery and acne treatments. Seeing over 1,000 patients a month, Drs. Rodan and Fields developed Proactiv Solution to help relieve the endless frustration and suffering of their patients.
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Market Development
1. Opening additional geographic markets
2. Attracting other market segments
Selling present products in new markets
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Product Development
Developing new products for present markets
1. Developing new product features
2. Combining quality variations
3. Brand Extension