2. Industries and Business Industries –Primary industries –Secondary industries –Tertiary industries –Quaternary industries Business: – Tertiary industries – Quaternary industries

3. Rationale for the Internal Analysis When the external environment is subject to rapid change, internal resources and capabilities offer a more secure basis for strategy than market focus. Resources and capabilities are the primary sources of profitability

4. Strength and Weakness Resource-Based View of the Firm 1.Resource2. Capabilities 3. Core competences 4. Competitive advantages 5. Strategy 6. Resource Gaps 7. Strategies to Obtain Competitive Advantages: Strategic Alliances; JV; M&A; Diversification

5. Resources Tangible resources –Financial assets (cash, debt, equity) –Physical assets (buildings, equipment, inventory, land, raw materials) Intangible resources Such as: patent, human assets, relational assets, goodwill, brand loyalty, know-how,etc. To create competitive advantages resources must be Rare / Uniqueness and Valuable

6. Capability

7. Resources, Capabilities Core Competencies Distinctive Competencies Above average profitability

8. Sustainability of Competitive Advantage In-imitability Non-Transferability Non-Transparency Non-Replicability

9. Porter’s Value Chain: A Tool for Internal Analysis Firm Infrastructure Human Resource Management Technology Development (R&D) Procurement InboundOperations OutboundMarketing Service LogisticsManufacturing Logistics& Sales PRIMARY ACTIVITIES SUPPORT ACTIVITIES

10. Porter’s Five Forces of Competition Framework SUPPLIERS POTENTIAL ENTRANTS SUBSTITUTES BUYERS INDUSTRY COMPETITORS Rivalry among existing firms Bargaining power of suppliers Bargaining power of buyers Threat of new entrants Threat of substitutes

15. Business Chain Regular Chain, RC Voluntary Chain, VC Franchise Chain, FC Cooperation Chain, CC Value Chain, VC

16. Value Chain

17. Efficient Consumer Response (ECR)/Quick Response (QR) Used in grocery industry and by mass merchandisers POS data used to trigger order Keyed to more orderly, regular flow of product, smaller inventory

22. Benchmarking The search for the best practices among competitors and noncompetitors that lead to their superior performance. By analyzing and copying these practices, firms can improve their performance.

23. Steps in Benchmarking Source: Based on Y.K. Shetty, “Aiming High: Competitive Benchmarking for Superior Performance,” Long Range Planning. February 1993, p. 42.

24. Customer Service Strategies Giving the customers what they want. Communicating effectively with them. Providing employees with customer service training.

25. Current Trends and Issues (Cont’d) E-Business (Electronic Business) –The work preformed by an organization using electronic linkages to its key constituencies –E-commerce: the sales and marketing component of an e-business Categories of E-Businesses –E-business enhanced organization –E-business enabled organization –Total e-business organization

27. Real-Time e-Business (1) Business Process Management (BPM) Business- to- Business Integration (B2Bi) Best-in-class Enterprise Application Integration (EAI) Real-Time Process Analysis (RTA)

28. Real-Time e-Business (2)