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PEMBA Strategy Course – BUSI 7136
Internal Analysis & Strategy Formulation Dr. Garry Adams Management Professor Auburn University 1/9/2009
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PEST Analysis, Internal Analysis & Strategy Formulation
PEST Analysis ( Value Chain Analysis Resource-Based View of the Firm Knowledge-Based View/Organizational Learning TOWS Matrix/Strategy Formulation
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Value-Chain Analysis Sequential process of value-creating activities
The amount that buyers are willing to pay for what a firm provides them Value is measured by total revenue Firm is profitable to the extent the value it receives exceeds the total costs involved in creating its product or service
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The Value Chain General administration Human resource management
Technology development Procurement Inbound logistics Outbound logistics Marketing and sales Operations Service Adapted from Exhibit 3.1 The Value Chain: Primary and Support Activities Source: Adapted with permission of The Free Press, a division of Simon & Schuster, Inc., from Competitive Advantage: Creating and Sustaining Superior Performance by Michael E. Porter.
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Primary Activities Inbound Logistics Associated with receiving, storing and distributing inputs to the product Location of distribution facilities Material and inventory control systems Systems to reduce time to send “returns” to suppliers Warehouse layout and designs Adapted from Exhibit 3.2 The Value Chain: Some Factors to Consider in Assessing a Firm’s Primary Activities
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Primary Activities Inbound Logistics Associated with transforming inputs into the final product form Efficient plant operations Appropriate level of automation in manufacturing Quality production control systems Efficient plant layout and workflow design Operations Adapted from Exhibit 3.2 The Value Chain: Some Factors to Consider in Assessing a Firm’s Primary Activities
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Primary Activities Inbound Logistics Associated with collecting, storing, and distributing the product or service to buyers Effective shipping processes Efficient finished goods warehousing processes Shipping of goods in large lot sizes Quality material handling equipment Operations Outbound Logistics Adapted from Exhibit 3.2 The Value Chain: Some Factors to Consider in Assessing a Firm’s Primary Activities
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Primary Activities Inbound Logistics Associated with purchases of products and services by end users and the inducements used to get them to make purchases Highly motivated and competent sales force Innovative approaches to promotion and advertising Selection of most appropriate distribution channels Proper identification of customer segments and needs Effective pricing strategies Operations Outbound Logistics Marketing and Sales Adapted from Exhibit 3.2 The Value Chain: Some Factors to Consider in Assessing a Firm’s Primary Activities
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Primary Activities Inbound Logistics Associated with providing service to enhance or maintain the value of the product Effective use of procedures to solicit customer feedback and to act on information Quick response to customer needs and emergencies Ability to furnish replacement parts Effective management of parts and equipment inventory Quality of service personnel and ongoing training Warranty and guarantee policies Operations Outbound Logistics Marketing and Sales Service Adapted from Exhibit 3.2 The Value Chain: Some Factors to Consider in Assessing a Firm’s Primary Activities
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General Administration
Support Activities General Administration Typically supports the entire value chain and not individual activities Effective planning systems Ability of top management to anticipate and act on key environmental trends and events Ability to obtain low-cost funds for capital expenditures and working capital Excellent relationships with diverse stakeholder groups Ability to coordinate and integrate activities across the value chain Highly visible to inculcate organizational culture, reputation, and values Adapted from Exhibit 3.3 The Value Chain: Some Factors to Consider in Assessing a Firm’s Support Activities
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General Administration
Support Activities General Administration Activities involved in the recruiting, hiring, training, development, and compensation of all types of personnel Effective recruiting, development, and retention mechanisms for employees Quality relations with trade unions Quality work environment to maximize overall employee performance and minimize absenteeisn Reward and incentive programs to motivate all employees Human Resource Management Adapted from Exhibit 3.3 The Value Chain: Some Factors to Consider in Assessing a Firm’s Support Activities
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General Administration Technology Development
Support Activities General Administration Related to a wide range of activities and those embodied in processes and equipment and the product itself Effective R&D activities for process and product initiatives Positive collaborative relationships between R&D and other departments State-of-the art facilities and equipment Culture to enhance creativity and innovation Excellent professional qualifications of personnel Ability to meet critical deadlines Human Resource Management Technology Development Adapted from Exhibit 3.3 The Value Chain: Some Factors to Consider in Assessing a Firm’s Support Activities
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General Administration Technology Development
Support Activities General Administration Function of purchasing inputs used in the firm’s value chain Procurement of raw material inputs Development of collaborative “win-win” relationships with suppliers Effective procedures to purchase advertising and media services Analysis and selection of alternate sources of inputs to minimize dependence on one supplier Ability to make proper lease versus buy decisions Human Resource Management Technology Development Procurement Adapted from Exhibit 3.3 The Value Chain: Some Factors to Consider in Assessing a Firm’s Support Activities
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Importance of relationships among value activities
Interrelationships among Value-Chain Activities within and across Organizations Importance of relationships among value activities Interrelationships among activities within the firm Relationships among activities within the firm and with other organizations (e.g., customers and suppliers) Restructuring of activities to gain advantages (Dell Computers)
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Disintermediation and Reintermediation
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Questions for Discussion
Value Chain Analysis Questions for Discussion How does the Value Chain Primary Activity order and content differ for a medical service provider? What are the primary mechanisms for Value delivery in the Medical Services industry?
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Resource-Based View of the Firm
Two perspectives The internal analysis of phenomena within a company An external analysis of the industry and its competitive environment Three key types of resources Tangible resources Intangible resources Organizational capabilities
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Types of Resources Tangible Resources Relatively easy to identify, and include physical and financial assets used to create value for customers Financial resources Firm’s cash accounts Firm’s capacity to raise equity Firm’s borrowing capacity Physical resources Modern plant and facilities Favorable manufacturing locations State-of-the-art machinery and equipment Adapted from Exhibit 3.4 The Resource-Based View of the Firm: Resources and Capabilities
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Types of Resources Tangible Resources Relatively easy to identify, and include physical and financial assets used to create value for customers Technological resources Trade secrets Innovative production processes Patents, copyrights, trademarks Organizational resources Effective strategic planning processes Excellent evaluation and control systems Adapted from Exhibit 3.4 The Resource-Based View of the Firm: Resources and Capabilities
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Types of Resources Tangible Resources Difficult for competitors (and the firm itself) to account for or imitate, typically embedded in unique routines and practices that have evolved over time Human Experience and capabilities of employees Trust Managerial skills Firm-specific practices and procedures Intangible Resources Adapted from Exhibit 3.4 The Resource-Based View of the Firm: Resources and Capabilities
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Types of Resources Tangible Resources Difficult for competitors (and the firm itself) to account for or imitate, typically embedded in unique routines and practices that have evolved over time Intangible Resources Innovation and creativity Technical and scientific skills Innovation capacities Reputation Effective strategic planning processes Excellent evaluation and control systems Adapted from Exhibit 3.4 The Resource-Based View of the Firm: Resources and Capabilities
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Organizational Capabilities
Types of Resources Tangible Resources Competencies or skills that a firm employs to transform inputs to outputs, and capacity to combine/bundle tangible & intangible resources to attain desired end Outstanding customer service Excellent product development capabilities Innovativeness of products and services Ability to hire, motivate, and retain human capital Intangible Resources Organizational Capabilities Adapted from Exhibit 3.4 The Resource-Based View of the Firm: Resources and Capabilities
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Firm Resources and Sustainable Competitive Advantages
Is the resource or capability… Valuable Rare Difficult to imitate Organizationally Activatable Implications Neutralize threats and exploit opportunities Not many firms possess Physically unique Path dependency Causal ambiguity Social complexity Does the firm possess important supporting resources? Adapted from Exhibit 3.6 Four Criteria for Assessing Sustainability of Resources and Capabilities
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Is the Resource Valuable?
Organizational resources can be a source of competitive advantage only when they are valuable Enable a firm to formulate and implement strategies that improve its efficiency or effectiveness
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Is the Resource Rare? Organizational resources also possessed by competitors are not sources of competitive advantage Common strategies based on similar resources give no one firm an advantage Competitive advantages are gained only from uncommon resources, resources that are rare to other competitors
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Can the Resource be Imitated?
Difficulty in imitating resources is key to value creation because it constrains competition Profits generated from inimitable resources are more likely to be sustainable Physical uniqueness Path dependency Causal ambiguity Social complexity
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Is the Resource Activatable?
Does the firm possess complementary resources to maximize capability potential? Examples of Complementary Resources Include: Financial Capital Human Capital Plant & Equipment Developed Distribution Channels
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Is a resource or capability…
Criteria for Sustainable Competitive Advantage and Strategic Implications Is a resource or capability… Valuable Rare Difficult Activatable Implications to Imitate for Competitiveness No No No No Competitive disadvantage Yes No No Yes Competitive parity Yes Yes No Yes Temporary competitive advantage Yes Yes Yes Yes Sustainable competitive advantage Exhibit 3.7 Criteria for Sustainable Competitive Advantage and Strategic Implications Source; Adapted from J. Barney, “Firm Resources a Sustained Competitive Advantage, ‘ Journal of Management 17 (1991), pp
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Questions for Discussion
What are the primary tangible resources you possess in your practice? What are the important intangible resources to your practice? How are these tangible & intangible resources bundled into capabilities? What capabilities do competitors possess that you would like to build/acquire?
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Ratio of Market Value to Book Value for Selected Companies
Annual Market Book Ratio of Sales Value Value Market to Company ($ billions) ($ billions) ($ billions) Book Value eBay Microsoft Intel General Motors Corp Nucor (Steel) J. C. Penney Note: The data on market valuations are as of June 16, All other financial data is based on the most recently available balance sheets and income statements. Exhibit 4.1 Ratio of Market Value to Book Value for Selected Companies
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The Central Role of Knowledge in Today’s Economy
Creation of wealth in a knowledge economy Effective management of knowledge workers Intellectual capital Assets such as Reputation & Brand Value Employee loyalty and commitment Customer relationships Company values Experience and skills of employees
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The Central Role of Knowledge in Today’s Economy
Intellectual capital = Market value of firm – Book value of firm How do companies create value in the knowledge-intensive economy? Human capital (individual capabilities, knowledge, skills, and experience of the company’s employees and managers) Social capital (the network of relationships that individuals have within & across organizations) Knowledge Explicit knowledge Tacit knowledge
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Learning Organizations
A Learning Organization Is Defined as: An organization skilled at creating, acquiring, and transferring knowledge and at modifying its behavior to reflect new knowledge and insights.
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The Balanced Scorecard
Customer Perspective Time Quality Performance & After Sales Service Relative Value Delivered
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The Balanced Scorecard
Customer Perspective Processes Cycle time Quality Employee skills productivity Decisions Actions Coordination Resources and capabilities Internal Business Perspective
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The Balanced Scorecard
Customer Perspective Introduction of new products and services Greater value for customers Increased operating efficiencies Internal Business Perspective Innovation and Learning Perspective
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The Balanced Scorecard
Customer Perspective Profitability Growth Shareholder value Increased market share Reduced operating expenses Higher asset turnover Internal Business Perspective Innovation and Learning Perspective Financial Perspective
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TOWS Matrix
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TOWS Matrix SO Strategies
Strategies that enable competitive advantage, external opportunities match well with internal strengths, allows for competitive advantage to be built and maintained.
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TOWS Matrix ST Strategies
Mitigation Strategies, firm possesses internal strengths that facilitates neutralization of external threats, may lead to temporary advantage if competitors are impacted by environmental threats.
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TOWS Matrix WO Strategies
Acquisition/Development Strategies, situation where strategies are formulated to acquire or develop new resources/capabilities to take advantage of external opportunities.
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TOWS Matrix WT Strategies
Consolidation/Exit Strategies, if firms can’t find ways to convert weaknesses to strengths via acquisition/development, exit from market is recommended.
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