Strategy Arc STRATEGY Environment Firm Search for resources and capabilities that provide the firm with sustainable competitive advantage

Assumptions All firms are alike and all firms are different Firms develop unique qualities based on their history, experiences and strategies Success of individual firms depends on how well firms develop and utilize their skills, resources, and capabilities to create profits (provide value, control costs) satisfy their stakeholders create barriers to competitors

Internal Analysis Internal Analysis has two parts STRATEGY Firm Environment Internal Analysis has two parts Evaluation of the firms strategy to determine how well the strategy integrates the firm with the external environment. Systematic analysis of the skills, resources, capabilities, and competencies the firm utilizes to support its strategy

Strategy Identify the strategy approach Firm Environment Identify the strategy approach Rational v. Emergent Low Cost v. Differentiated v. Integrated Broad v. Focused Evaluate the effectiveness of the strategy Financial Balanced Scorecard Stakeholder

Models of Business and Strategic Management STRATEGY Firm Environment Traditional or IO Model Stakeholder Model Value Chain Model Resource-Based View (RBV)

IO Model Views the firm as an economic actor responding to market forces The external environment is the primary determinant of success Strategic decisions involve choosing products and markets Primary Tools: Industry Analysis Financial Ratios

Stakeholder Model Views firm as an extended network of relationships and dependencies Key stakeholders determine sustainability Primary Tools Stakeholder Analysis Financial Ratios

Value Chain Model Views firm as a set of linked value creating activities that transform inputs into outputs Market determine success Strategic decisions involve creating superior value at lowest cost Primary Tools: External Analysis Value Chain Analysis Financial Ratios

The Value Chain General administration Human resource management Technology development Procurement Outbound logistics Inbound logistics Marketing and sales Operations Service

Value-Chain Analysis Firm is profitable to the extent the revenue it receives exceeds the total costs involved in creating its products or services Value chain analysis involves identifying key activities that support the firm’s strategy Evaluating the effectiveness of key activities Compare the costs and value added of key activities in the value chain Benchmarking to compare key activities to competitors VRIN

Resource Based View Views firm as a unique collection of resources and competencies Unique characteristics of the firm determine success Strategic decisions involve creating and sustaining competitive advantage through core competencies Primary Tools: VRIN Analysis Financial Ratios

Resource Based Model Firm converts inputs into outputs using Resources: the assets available to a firm to develop and implement value creating strategies Tangible: assets the firm uses to create value financial, physical, technological, organizational Intangible: unique routines and practices that are developed over time human, creative, reputation, culture Organizational Capabilities: the procedures and processes the firm has developed to use its resources effectively to achieve desired ends; the ability to put resources to productive use

Core Competencies Competitive advantage is derived from unique resources and capabilities. Firms distinguish themselves from competitors by developing Core Competencies The resources of a firm that allow it to differentiate its products or services from competitors Core competencies are the basis for strategy and competitive advantage Core competencies are most effective when they are based on intangible resources and organizational capabilities

VRIN Analysis To be a source of sustainable competitive advantage, a resource must have four attributes: Valuable: Allows the firm to differentiate products/services and create unique value Rare: Competitors do not have access to the resource Inimitable: Competitors cannot easily copy or reproduce the resource Nonsubsitutable: Equivalent resources that may allow similar strategy are not readily available

VRIN Analysis Identify key competencies Construct a VRIN Table Competency Valuable Rare Inimitable Non- Sub Conclusion Superior Engineering Yes No Comp. Parity Automated Production Temp. comp. adv. Integrated Design Sustainable comp. adv. Look for combinations of capabilities Assess strategic implications for success