chapter 3
DESCRIPTION
Chapter 3. Examining the Internal Environment: Resources, Capabilities and Activities. Why Internal Analysis?. Early strategy theory rooted in industry structural analysis - external focus This approach has lost its appeal because: - PowerPoint PPT PresentationTRANSCRIPT
![Page 1: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/1.jpg)
Chapter 3
Examining the Internal Environment: Resources, Capabilities and Activities
![Page 2: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/2.jpg)
Why Internal Analysis?
Early strategy theory rooted in industry structural analysis - external focus
This approach has lost its appeal because: internationalization & deregulation has all but
removed safe havens technology and changes in demand have
blurred industry lines
![Page 3: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/3.jpg)
Components of Internal Analysis Leading to Competitive Advantage and Value Creation
![Page 4: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/4.jpg)
Tangible Resources
![Page 5: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/5.jpg)
Intangible Resources
![Page 6: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/6.jpg)
Evaluation of Resources
Strength or Weakness relative to competitorsbasic business requirementskey vulnerabilities
![Page 7: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/7.jpg)
![Page 8: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/8.jpg)
![Page 9: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/9.jpg)
Tangible
Resources
Intangible
Resources
Org.
Capabilities
Examples…..• Customer Service• Product Development• Employee Productivity
Inputs into Outputs
![Page 10: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/10.jpg)
Examples of Firm’s Capabilities
![Page 11: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/11.jpg)
Core Competencies central to the firm’s competitiveness rewarded in market place combination of skills & knowledge, not
products or functions flexible, long term platforms embedded in the organization’s systems distinctive competencies are those the firm
performs better than rivals All core competencies have the potential to
become core rigidities
![Page 12: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/12.jpg)
Supporting and nurturing more than four core competencies may prevent a firm from developing the focus needed to fully exploit its competencies in the marketplace
![Page 13: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/13.jpg)
Tools for Building Core Competencies
Four Criteria of Sustainable Competitive Advantage
Value Chain Analysis
![Page 14: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/14.jpg)
Sustainable Competitive Advantage
Must be valuable, rare, inimitable, and non-substitutable, exploitable
Sustainability is a function of Durability - how long will it last?
Technology? Reputation? Fixed Assets? Imitability - how quickly can it be copied?
Transparent - easy to see? Transferable - can it be done
elsewhere? Replicable - can we do it here?
![Page 15: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/15.jpg)
Factors that Limit Imitation
Physical Uniqueness – location, patents Path Dependency – accumulation effect Causal Ambiguity – unable to disentangle Social Complexity – social interactions are
not readily understood nor duplicated Absorptive Capacity – ability to identify, value,
assimilate and use knowledge
![Page 16: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/16.jpg)
Outcomes from Combinations of the Criteria for Sustainable Competitive Advantage
![Page 17: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/17.jpg)
Creating Value
Key Terms
Value – measured by a product's performance characteristics and by its attributes for which customers are willing to pay
![Page 18: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/18.jpg)
Value Creation per Unit
![Page 19: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/19.jpg)
Comparing Toyota and General Motors
![Page 20: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/20.jpg)
Relative costs and prices
Where do cost/price differences come from? raw materials and components differences in technology, plant, equipment efficiencies, learning, experience, wages,
productivity marketing, sales, promotion, warehousing,
distribution, administration costs distribution inflation, exchange and tax rates
![Page 21: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/21.jpg)
Porter’s Value Chain
Views the organization as a series (chain) of activities, which may or may not create value
![Page 22: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/22.jpg)
Porter’s Value Chain (cont.)
Primary Activities– Inbound logistics – Supply Chain Management– Operations– Outbound logistics - Distribution– Marketing and sales– After-sales service
– Contribute to the physical creation of the product/service, its sale and transfer to the buyer, and its service after the sale
![Page 23: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/23.jpg)
![Page 24: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/24.jpg)
Porter’s Value Chain (cont)
Support Activities Procurement Technological development Human resource management Firm infrastructure
![Page 25: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/25.jpg)
The Value-Creating Potential of Support Activities
![Page 26: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/26.jpg)
Firm Infrastructure
HRMTechnological Development
Procurement
Inbo
und
Logi
stic
s
Op e
ratio
n s
Out
boun
dLo
gist
ics
Mar
ketin
g&
Sal
e s
Serv
ice
Mar
gin
Margin
The Value ChainSupport
Primary
![Page 27: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/27.jpg)
A low cost strategy…..
Firm Infrastructure
HRM
Procurement
Inbo
und
Logi
stic
s
Op e
ratio
n s
Out
boun
dLo
gist
ics
Mar
ketin
g&
Sal
e s
Serv
ice
Mar
gin
Margin
…tries to pull the arrow back…..
Technological Development
![Page 28: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/28.jpg)
Fewer layers of management
Policies to reduce turnover
IBM Printer - 150 to 62 parts, 3.5 minutes
Monitor supplier performance
Inbo
und
Logi
stic
s
Op e
ratio
n s
Out
boun
dLo
gist
ics
Mar
ketin
g&
Sal
e s
Serv
ice
Mar
gin
Margin
Low Cost - Support Activity examples…...
![Page 29: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/29.jpg)
Low cost - Primary Activity examples….
Inbound - Toyota Operations - Subway Outbound - Campbell Soup’ Continuous
Replenishment Marketing/Sales - WalMart Customer Service - Federal Express
![Page 30: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/30.jpg)
A differentiation strategy…..
Firm Infrastructure
HRM
Procurement
Inbo
und
Logi
stic
s
Op e
ratio
n s
Out
boun
dLo
gist
ics
Mar
ketin
g&
Sal
e s
Serv
ice
Mar
gin
Margin
….tries to pull the arrow forward...
Technological Development
![Page 31: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/31.jpg)
Commitment to quality
Compensation rewarding innovationAmazon Recommendations
Purchasing high-quality components
Inbo
und
Logi
stic
s
Op e
ratio
n s
Out
boun
dLo
gist
ics
Mar
ketin
g&
Sal
e s
Serv
ice
Mar
gin
Margin
Differentiation - Support Activity examples…...
![Page 32: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/32.jpg)
Inbound - Dell Operations - Marriott Outbound - WebVan Market/Sales - Nordstrom’s Customer Service - Pirtek
Differentiation - Primary Activity examples…...
![Page 33: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/33.jpg)
Suppliers Buyers
Your Firm
Your Rivals
![Page 34: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/34.jpg)
Suppliers Buyers
Your Firm
Your Rivals
Opportunities forAdvantage
![Page 35: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/35.jpg)
Suppliers Buyers
Your Firm
Your Rivals
Opportunities forAdding Value
Opportunities forAdding Value
![Page 36: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/36.jpg)
Outsourcing
Key TermsOutsourcing – purchase of a value-
creating activity from an external supplier
![Page 37: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/37.jpg)
Outsourcing Viability When a firm does not have the capabilities in the
areas needed to succeed When a firm lacks a resource or possesses
inadequate skills needed to implement a strategy When few organizations possess the resources and
capabilities needed for competitive superiority in all primary and support activities necessary to compete
When extensive internal capabilities exist for effectively coordinating external sourcing and internal core competencies
![Page 38: Chapter 3](https://reader035.vdocuments.mx/reader035/viewer/2022070419/56815d91550346895dcba915/html5/thumbnails/38.jpg)
Benefits of Outsourcing
Increased flexibility Mitigation of risks Reduced capital investments