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Internal Analysis BUSI 7130/7136 Dr. Shook.

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Presentation on theme: "Internal Analysis BUSI 7130/7136 Dr. Shook."— Presentation transcript:

1 Internal Analysis BUSI 7130/7136 Dr. Shook

2 Agenda Internal Resource Analysis Crown Cork & Seal Case

3 Components of Internal Analysis

4 Components of Internal Analysis
Resources * Tangible Intangible Components of Internal Analysis

5 Components of Internal Analysis
Capabilities Teams of Resources The Source of Resources * Tangible Intangible Components of Internal Analysis

6 Components of Internal Analysis
Capabilities Teams of Resources The Source of Resources * Tangible Intangible Components of Internal Analysis

7 Human Resource Management MARGIN Technological Development
Value Chain Analysis helps to identify which resources and capabilities can add value Firm Infrastructure Human Resource Management Support Activities MARGIN Technological Development Procurement Service Inbound Logistics Outbound Logistics Marketing & Sales MARGIN Operations Primary Activities

8 Competitive Advantage Components of Internal Analysis
Capabilities Teams of Resources The Source of The Source of Sources of Competitive Advantage Core Competencies Resources * Tangible Intangible Components of Internal Analysis

9 Competitive Advantage Components of Internal Analysis
Capabilities Teams of Resources The Source of The Source of Resources * Tangible Intangible Sources of Competitive Advantage Core Competencies Components of Internal Analysis

10 Core Competencies What a firm Does... that is Strategically Valuable
Core Competencies must be: Valuable Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment

11 Core Competencies What a firm Does... that is Strategically Valuable
Core Competencies must be: Valuable Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment Rare Capabilities that are possessed by few, if any, current or potential competitors

12 Core Competencies that is Strategically Valuable
Core Competencies must be: Valuable Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment Rare Capabilities that are possessed by few, if any, current or potential competitors Costly to Imitate Capabilities that other firms cannot develop easily, usually due to unique historical conditions, causal ambiguity or social complexity

13 What Criteria Make Core Competencies Costly to Imitate?
Unique Historical Conditions An unusual evolutionary pattern of growth may contribute to the development of competencies in a manner that is unique to those particular circumstances

14 What Criteria Make Core Competencies Costly to Imitate?
Unique Historical Conditions An unusual evolutionary pattern of growth may contribute to the development of competencies in a manner that is unique to those particular circumstances For Example: Disney created Mickey Mouse at a time when animated motion pictures were new

15 What Criteria Make Core Competencies Costly to Imitate?
Unique Historical Conditions An unusual evolutionary pattern of growth may contribute to the development of competencies in a manner that is unique to those particular circumstances For Example: Disney created Mickey Mouse at a time when animated motion pictures were new Causal Ambiguity This occurs when competitors are unable to detect how a firm uses its competencies as a foundation for competitive advantage

16 What Criteria Make Core Competencies Costly to Imitate?
Unique Historical Conditions An unusual evolutionary pattern of growth may contribute to the development of competencies in a manner that is unique to those particular circumstances For Example: Disney created Mickey Mouse at a time when animated motion pictures were new Causal Ambiguity This occurs when competitors are unable to detect how a firm uses its competencies as a foundation for competitive advantage Social complexity Occurs when the firm's capabilities are the result of complex social phenomena, such as interpersonal relationships, trust and friendships among managers or a firm’s reputation with suppliers and customers

17 Core Competencies What a firm Does... that is Strategically Valuable
Core Competencies must be: Valuable Capabilities that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment Rare Capabilities that are possessed by few, if any, current or potential competitors Costly to Imitate Capabilities that other firms cannot develop easily, usually due to unique historical conditions, causal ambiguity or social complexity Organization Firm is organized to take effectively utilize the resources.

18 Competitive Advantage Components of Internal Analysis
Capabilities Teams of Resources The Source of The Source of Resources * Tangible Intangible Sources of Competitive Advantage Core Competencies Components of Internal Analysis Gained through Core Competencies Sustained Competitive Advantage The Foundation of

19 Competitive Advantage Components of Internal Analysis
Capabilities Teams of Resources The Source of The Source of Sources of Competitive Advantage Core Competencies Resources * Tangible Intangible Components of Internal Analysis Gained through Core Competencies Sustained Competitive Advantage The Foundation of

20 Competitive Advantage Components of Internal Analysis
Capabilities Teams of Resources The Source of The Source of Sources of Competitive Advantage Core Competencies Resources * Tangible Intangible Components of Internal Analysis Above-Average Returns Strategic Competitiveness Gained through Core Competencies Sustained Competitive Advantage The Foundation of The Pathway to

21 Implications of VRIO

22 Implications of VRIO

23 Implications of VRIO

24 Implications of VRIO


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