4-1 Analyzing a Company’s Resources and Competitive Position 44 Chapter Screen graphics created by: Jana F. Kuzmicki, Ph.D. Troy State University-Florida and Western Region

4-2 Chapter Roadmap  Question 1: How Well Is the Company’s Present Strategy Working?  Question 2: What Are the Company’s Resource Strengths and Weaknesses and Its External Opportunities and Threats?  Question 3: Are the Company’s Prices and Costs Competitive?  Question 4: Is the Company Competitively Stronger or Weaker than Key Rivals?  Question 5: What Strategic Issues and Problems Merit Front-Burner Managerial Attention?

4-3 Fig. 4.1: Identifying the Components of a Single-Business Company’s Strategy

4-4 Q #1: How Well Is the Company’s Present Strategy Working?  Identify competitive approach  Low-cost leadership  Differentiation  Focus on a particular market niche  Determine competitive scope  Geographic market coverage  Operating stages in industry’s production/distribution chain  Examine recent strategic moves  Identify functional strategies Key Issues

4-5 Approaches to Assess How Well the Present Strategy Is Working  Qualitative assessment – What is the strategy?  Completeness  Internal consistency  Rationale  Relevance  Quantitative assessment – What are the results?  Is company achieving its financial and strategic objectives?  Is company an above- average industry performer?

4-6 Key Indicators of How Well the Strategy Is Working  Trend in sales and market share  Acquiring and/or retaining customers  Trend in profit margins  Trend in net profits, ROI, and EVA  Overall financial strength and credit ranking  Efforts at continuous improvement activities  Trend in stock price and stockholder value  Image and reputation with customers  Leadership role(s) – Technology, quality, innovation, e-commerce, etc.

4-7  S W O T  S W O T represents the first letter in  S  S trengths  W  W eaknesses  O  O pportunities  T  T hreats  For a company’s strategy to be well-conceived, it must be  Matched to its resource strengths and weaknesses  Aimed at capturing its best market opportunities and erecting defenses against external threats to its well-being SW OT Q #2: What Are the Company’s Strengths, Weaknesses, Opportunities and Threats ?

4-8 Identifying Resource Strengths and Competitive Capabilities  A strength is something a firm does well or an attribute that enhances its competitiveness  Valuable competencies or know-how  Valuable physical assets  Valuable human assets  Valuable organizational assets  Valuable intangible assets  Important competitive capabilities  An attribute that places a company in a position of market advantage  Alliances or cooperative ventures with partners Resource strengths and competitive capabilities are competitive assets!

4-9 Competencies vs. Core Competencies vs. Distinctive Competencies  A competence is the product of organizational learning and experience and represents real proficiency in performing an internal activity  A core competence is a well-performed internal activity central (not peripheral or incidental) to a company’s competitiveness and profitability  A distinctive competence is a competitively valuable activity a company performs better than its rivals

4-10  A competence becomes a core competence when the well- performed activity is central to a company’s competitiveness and profitability  Often, a core competence results from collaboration among different parts of a company  Typically, core competencies reside in a company’s people, not in assets on a balance sheet  A core competence gives a company a potentially valuable competitive capability and represents a definite competitive asset Core Competencies -- A Valuable Company Resource

4-11 Distinctive Competence -- A Competitively Superior Resource  A distinctive competence is a competitively significant activity that a company performs better than its competitors  A distinctive competence  Represents a competitively valuable capability rivals do not have  Presents attractive potential for being a cornerstone of strategy  Can provide a competitive edge in the marketplace — because it represents a competitively superior resource strength # 1

4-12  To qualify as competitively valuable or to be the basis for sustainable competitive advantage, a “resource” must pass 4 tests: 1. Is the resource hard to copy? 2. Does the resource have staying power – is it durable? 3. Is the resource really competitively superior? 4. Can the resource be trumped by the different capabilities of rivals? Determining the Competitive Value of a Company Resource

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4-15  Opportunities most relevant to a company are those offering  Good match with its financial and organizational resource capabilities  Best prospects for profitable long-term growth  Potential for competitive advantage Identifying a Company’s Market Opportunities

4-16 Identifying External Threats  Emergence of cheaper/better technologies  Introduction of better products by rivals  Entry of lower-cost foreign competitors  Onerous regulations  Rise in interest rates  Potential of a hostile takeover  Unfavorable demographic shifts  Adverse shifts in foreign exchange rates  Political upheaval in a country

4-17 Fig. 4.2: The Three Steps of SWOT Analysis

4-18 Q #3: Are the Company’s Prices and Costs Competitive?  Assessing whether a firm’s costs are competitive with those of rivals is a crucial part of company analysis  Key analytical tools  Value chain analysis  Benchmarking

4-19 The Concept of a Company Value Chain  A company’s business consists of all activities undertaken in designing, producing, marketing, delivering, and supporting its product or service  A company’s value chain consists of a linked set of value-creating activities performed internally  The value chain contains two types of activities  Primary activities – where most of the value for customers is created  Support activities – facilitate performance of the primary activities

4-20 Fig. 4.3: Representative Company Value Chain

4-21 Fig. 4.4: Representative Value Chain for an Entire Industry

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4-23 Benchmarking Costs of Key Value Chain Activities  Focuses on cross-company comparisons of how certain activities are performed and costs associated with these activities  Purchase of materials  Payment of suppliers  Management of inventories  Getting new products to market  Performance of quality control  Filling and shipping of customer orders  Training of employees  Processing of payrolls

4-24 Table 4.3: Options for Attacking Cost Disadvantages Associated with Supply Chain Activities or Forward Channel Allies

4-25 Fig. 4.5: Translating Performance of Value Chain Activities into Competitive Advantage

4-26 Q. #4: Is the Company Stronger or Weaker than Key Rivals?  Overall competitive position involves answering two questions  How does a company rank relative to competitors on each important factor that determines market success?  Does a company have a net competitive advantage or disadvantage vis-à-vis major competitors?

4-27 Assessing a Company’s Competitive Strength vs. Key Rivals Assessing a Company’s Competitive Strength vs. Key Rivals 1. List industry key success factors and other relevant measures of competitive strength 2. Rate firm and key rivals on each factor using rating scale of 1 to 10 (1 = very weak; 5 = average; 10 = very strong) 3. Decide whether to use a weighted or unweighted rating system (a weighted system is superior because chosen strength measures are unlikely to be equally important) 4. Sum individual ratings to get an overall measure of competitive strength for each rival 5. Based on overall strength ratings, determine overall competitive position of firm

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4-30 What Strategic Issues Merit Managerial Attention?  Based on results of both industry and competitive analysis and an evaluation of a company’s competitiveness, what items should be on a company’s “worry list”?  Requires thinking strategically about  Pluses and minuses in the industry and competitive situation  Company’s resource strengths and weaknesses and attractiveness of its competitive position A “good” strategy must address “what to do” about each and every strategic issue!

4-31 Identifying the Strategic Issues  How to stave off market challenges from new foreign competitors?  How to combat price discounting of rivals?  How to reduce a company’s high costs?  How to sustain a company’s present growth in light of slowing buyer demand?  Whether to expand a company’s product line?  Whether to acquire a rival firm?  Whether to expand into foreign markets rapidly or cautiously?  What to do about aging demographics of a company’s customer base?