[商业策略].Business.Strategy.Week_4.pptVIP

Where does competitive advantage come from? * Business Strategy Rob Giberson Week 4 Internal Analysis BUS 400  Strategic Management Process Stakeholder Preference Environment Competitive, Intl, Social, Technical, Economic, Political Resources Capital, Equipment, Land, Intellectual, Functional Capabilities Performance Financial, Operational, Strategic Strategy Mission/Vision/Objectives Competitive position Competitive Advantage Organization Structure, Reward system, Staffing, Leadership, Support systems  Resource View of the Firm Is the resource or capability… Valuable Rare Difficult to imitate Exploitable Implications Contributes value to the customer Neutralizes threats and exploits opportunities Possessed by few competing firms Difficult to substitute with other resources Physical uniqueness Path dependency Causal ambiguity Social complexity Appropriate structures and systems Valuable Rare Difficult Exploitable Implications to Imitate for Competitiveness No No No No Competitive disadvantage Yes No No No Competitive parity Yes Yes No Yes Temporary competitive advantage Yes Yes Yes Yes Sustainable competitive advantage Is a resource or capability…  Criteria for Sustainable Competitive Advantage and Strategic Implications Value-Chain a measure of Competitive Advantage Sequential process of value-creating activities looking at the interrelationships within the firm and between related organizations Limited by what buyers are willing to pay. Value is measured by total revenue Profit is Value – Total Costs involved in creating its product or service  Value Chain Analysis General administration Human resource management Technology development Procurement Inbound logistics Operations Outbound logistics Marketing and sales Service  Resource View of the Firm Relatively easy to identify, and include physical and financial assets used to create value for customers Financial resources (cash, equity, debt capacity etc)