1. ทุนทางปัญญา Intellectual Capital KM 743 Session 4 ผศ. ดร. ปิติพงษ์ ยอดมงคล Asst Prof.Dr.Pitipong Yodmongkol วิทยาลัยศิลปะ สื่อ และเทคโนโลยี มหาวิทยาลัยเชียงใหม่ College of Arts Media and Technology, Chiang Mai University

2. Intellectual capital Different theories on competitive advantage –Industry-based view –Resources-base view –Knowledge-base view

3. RESOURCE-BASED VIEW

4. Resource-based view The firm specific competencies have become the most important source of sustainable competitive advantage ความสามารถเฉพาะขององค์การ เป็นปัจจัย สำคัญในการสร้างความได้เปรียบในการแข่งขัน อย่างยั่งยืน

5. Core-Competency Distinctive skills and capabilities which taken together represent the firm abilities to do business better than its competitors ความรู้สั่งสมที่ได้จากการเรียนรู้ในองค์กร เกิด เป็นความสามารถเฉพาะตัวขององค์กร สร้าง ความสามารถที่โดดเด่น ( ในเรื่องหนึ่ง ) ให้กับ องค์กรในการดำเนินธุรกิจเหนือกว่าคู่แข่ง

6. Core-Competency Accumulated knowledge Years Distinctive skills and capabilities

7. Core Competency The real sources of advantage are to be found in management’s ability to consolidate corporate wide technologies and production skills into competencies that empower businesses to adapt quickly to changing opportunities ความได้เปรียบที่แท้จริงนั้นสามารถเกิดขึ้นได้ จากความสามารถในการบริหาร ในการหลอม รวมความหลากหลายของเทคโนโลยี และ ทักษะในการผลิตสินค้า ไปสู่ความสามารถหลัก ขององค์กร ทำให้องค์กรสามารถปรับตัวได้ อย่างรวดเร็ว เพื่อสร้างโอกาสให้แก่ธุรกิจ

8. Core competency Short run = an org. competitiveness drives from PRICE/PERFORMANCE attributes of current products Long run = competitiveness drives from an ability to build, at lower cost and more speedily than competitors

9. Core-Competency A firm may have so many strengths but one or two of its’ strengths can become the “core-competency” core-competency [CC] 1.CC should deliver significant contribution to perceived customer benefits 2.CC are difficult for competitors to imitate 3.CC should provide access to a wide variety of markets

10. Today Company value creation

11. Building Core Competency: Firm Process of continuous improvement and enhancement Strategy –Stretch : doing the impossible ‘requires a total commitment to achieve the desired goal with is communicated to and accepted by the whole workforce’. –Leverage : getting the most out of resources

12. Building Core-competency: Firm Isolate its key abilities and hone them into organization wide strengths Compare itself with other companies with the same skills to ensure that it is developing unique capabilities Develop an understanding of what capabilities its customers truly value, and invest accordingly to develop and sustain valued strengths Create an organizational road map that sets goals for competence building Pursue alliances, acquisitions and licensing arrangements that will further build the organization’s strengths in core areas Encourage communication and involvement in core capability development across the organization Preserve core strengths even as management expands and redefines the business Outsource or divest non-core capabilities to free up resources that can be used to deepen core capabilities

13. Building Core-competency: Workforce CC is built through a process of continuous improvement and enhancement 1.Building CC of workforces 2.Building CC of a Task 3.Building CC for Administrative

14. Building Core-competency: Workforce

16. Building Core-competency: Task Definition: : To gather, research, analyze and manage PR jobs. And to use PR techniques to disseminate firm’s information and news effectively. Public Relation expertise Knowing and understanding PR jobs Capability to perform PR jobs Capability to transfer PR knowledge to others Capability to make PR’s plan Capability to analyze PR direction Capability to produce variety of mediums Capability to monitor, inspect and evaluate PR’s works Level 0 : No show the competence precisely Level 1 : Knowing and understanding PR jobs Having knowledge about PR Having knowledge about PR process Having a good attitude Knowing basic information of the firm Capability to communicate to others Level 2 : Have competency level 1 and be able to capable to perform PR’s jobs Gathering and managing data Making variety of mediums Knowing PR’s channels Capability to communicate and coordinate to others

17. Building Core-competency: Task Level 3 : Have competency level 2 and be capable to perform PR’s jobs Be good at PR techniques Be able to transfer PR knowledge to others Have PR job system See the whole picture of PR system and use it for planning Learn new things Level 4 : Have competency level 3 and use new PR knowledge for working Capability to analyze PR direction Capability to plan and manage PR job systematically Capability to solve problems Learning and searching new things all the time Capability to monitor, inspect and evaluate PR’s works Level 5 : Have competency level 4 and be able to determine the PR direction Capability to determine the direction Having a vision Capability to conduct and consult to others Becoming brand ambassador Having trust, faith and good image from others PR focused and oriented

18. Level 0 : No show the competence precisely Level 1 : Knowing and understanding PR jobs Having knowledge about PR Having knowledge about PR process Having a good attitude Knowing basic information of the firm Capability to communicate to others Level 2 : Have competency level 1 and be able to capable to perform PR’s jobs Gathering and managing data Making variety of mediums Knowing PR’s channels Capability to communicate and coordinate to others Level 3 : Have competency level 2 and be capable to perform PR’s jobs Be good at PR techniques Be able to transfer PR knowledge to others Have PR job system See the whole picture of PR system and use it for planning Learn new things Level 4 : Have competency level 3 and use new PR knowledge for working Capability to analyze PR direction Capability to plan and manage PR job systematically Capability to solve problems Learning and searching new things all the time Capability to monitor, inspect and evaluate PR’s works Level 5 : Have competency level 4 and be able to determine the PR direction Capability to determine the direction Having a vision Capability to conduct and consult to others Becoming brand ambassador Having trust, faith and good image from others PR focused and oriented Building Core-competency: Task Competency: Public Relation expertise Definition: To gather, research, analyze and manage PR jobs. And to use PR techniques to disseminate firm’s information and news effectively.

19. Building Core-competency: Administrative Definition: Capability to manage, solve problems, apply thoughts and ideas for working systematically and effectively. Using new management model Behaviors Knowing and understanding about task from basic level to top level Capability of prioritize jobs Capability to transfer task procedures to others Capability to develop personnel Capability to create strategic managements Level 0 : No show of the competence precisely Level 1 : Knowing and understanding about task from basic level Having knowledge about job process and system Knowing policy Having knowledge background to the job Level 2 : Having competency level 1 and be capable to prioritize jobs Knowing and understanding the important of each job Capability to differentiate and prioritize jobs Conduct others about jobs prioritizing

20. Building Core-competency: Administrative Level 3 : Having competency level 2 and capable to coach others Capability to explain work procedures Capability to create working shot cuts Capability to solve problems Level 4 : Having competency level 3, be capable to develop workforces and to solve problem effectively - Capability to analyze and plan the work systematically - Capability to encourage workforces to accept firm’s policy and deliver to others to follow - Capability to explain pros, cons and impacts form the jobs - Capability to differentiate and prioritize work’ problems Level 5 : Having competency level 4 and capable to create management strategy Capability to determine the direction of work efficiency development: from policy to practice Application policy and workforces encouragement

21. Level 0 : No show the competence precisely Level 1 : Knowing and understanding about task from basic level Having knowledge about job process and system Knowing policy Having knowledge background to the job Level 2 : Having competency level 1 and be capable to prioritize jobs Knowing and understanding the important of each job Capability to differentiate and prioritize jobs Conduct others about jobs prioritizing Level 3 : Having competency level 2 and capable to coach others Capability to explain work procedures Capability to create working shot cuts Capability to solve problems Level 4 : Having competency level 3, be capable to develop workforces and to solve problem effectively Capability to analyze and plan the work systematically Capability to encourage workforces to accept firm’s policy and deliver to others to follow Capability to explain pros, cons and impacts form the jobs Capability to differentiate and prioritize work’ problems Level 5 : Having competency level 4 and capable to create management strategy Capability to determine the direction of work efficiency development: from policy to practice Application policy and workforces encouragement Building Core-competency: Administrative Competency: Administrative Skill Definition: Capability to manage, solve problems, apply thoughts and ideas for working systematically and effectively. Using new management model.

22. Companies use Core Competencies to: Design competitive positions and strategies that capitalize on corporate strengths Unify the company across business units and functional units, and improve the transfer of knowledge and skills among them Help employees understand management's priorities Integrate the use of technology in carrying out business processes Decide where to allocate resources Make outsourcing, divestment and partnering decisions Widen the domain in which the company innovates, and spawn new products and services Invent new markets and quickly enter emerging markets Enhance image and build customer loyalty

23. Performance and Opportunity Gap Value creation is about managing –Performance, –Quality, –Cost, –Productivity –Developing resources To create new business and markets.

24. Core-Competency strategy Inside-out strategy process CC starts the strategy process by thinking about the strength of the Org. –Resources are the factors of production Resources = Tangible & Intangible = Human & Physical

25. Core-Competency strategy

26. Core-Competency ?