unit-3.ppt
- 2. The process of identifying and evaluating an organization’s specific characteristics ◦ Resources, capabilities, and core competencies ◦ Looks at organization’s Current vision Mission(s) Strategic & financial objectives Strategies
- 3. Enables a firm to identify its strengths and weaknesses. Enables a firm to make good strategic decisions. Information from internal environment provides basis for developing strategic alternatives.
- 4. Organizational resources are assets an organization has for carrying out work activities and processes ◦ Financial resources Current debt, credit lines, equity, cash reserves, etc. ◦ Physical resources Plant & equipment, inventories, supplies, fixtures, etc. ◦ Human resources Management & employee skills, training, experiences, etc
- 5. ◦ Intangible resources Brand names, patents, trademarks, copyrights, etc. ◦ Structural-cultural resources Culture, history, work systems policies, formal reporting structures, etc Human, intangible, and structural-cultural resources can be a source of competitive advantage ◦ Play important role in determining capabilities or competencies and core competencies
- 6. Organizational capabilities/competencies ◦ The complex and coordinated network of company routines and processes that determines how efficiently and effectively the organization transforms its resources into products (goods & services) ◦ Involves complex pattern of coordination between people, & between people and resources ◦ It’s an internal activity that a company performs better than other internal activities
- 7. Organizational routines & processes: Regular, predictable, and sequential patterns of work activity by organizational members Sustainable Competitive Advantage (CA): The prolonged maintenance of competitive advantage Capabilities that are capable of leading to CA today may not continue to do so as conditions & rivals change Dynamic capabilities An organization’s ability to build, integrate and reconfigure capabilities to address rapidly changing environments over time.
- 8. Core competencies ◦ A well-performed internal activity that is central, not peripheral, to a company’s strategy, competitiveness, and profitability ◦ Major value-creating skills and capabilities that are shared across multiple product lines or multiple businesses Results from the collaboration among different parts of an organization ◦ Gives a company a potentially valuable competitive capability
- 9. Types of Capabilities/Core Competencies ◦ Skills in manufacturing a high quality product ◦ System to fill customer orders accurately and swiftly ◦ Fast development of new products ◦ Better after-sale service capability ◦ Superior know-how in selecting good retail locations ◦ Innovativeness in developing popular product features ◦ Merchandising and product display skills ◦ Expertise in an important technology ◦ Expertise in integrating multiple technologies to create whole families of new products
- 10. Distinctive Capabilities ◦ Special and unique capabilities that distinguish the organization from its competitors ◦ A competitively valuable activity that a company performs better than its rivals ◦ Allow a company to develop a sustainable competitive advantage and outperform its competition
- 11. Characteristics of distinctive capabilities: (1) Contribute to superior customer value and offers real benefits to customers (2) Difficult for competitors to imitate (3) Allow the organization to use that capability in a variety of ways What’s the relationship between organizational capabilities, core competencies and distinctive capabilities?
- 12. Sharp Corporation ◦ Expertise in flat-panel display technology Toyota ◦ Low-cost, high-quality manufacturing capability and short design-to-market cycles Intel Corporation ◦ Ability to design and manufacture ever more powerful microprocessors for PCs Motorola ◦ Defect-free manufacture (six-sigma quality) of cell phones
- 13. Strengths ◦ Resources that an organization possesses and capabilities that the organization has developed ◦ Both can be exploited and developed into a sustainable competitive advantage Weaknesses ◦ Resources and capabilities that are lacking or deficient; and that ◦ Prevents an organization from developing a sustainable competitive advantage
- 14. Approaches to internal analysis (1) Value Chain Analysis (2) Competitive Strength Assessment (3) An Internal Audit (4) Internal Environmental Analysis Process (5) Capabilities Assessment Profile
- 15. Value Chain Analysis ◦ Customers want (demand) some type of value from the goods and services they purchase or obtain ◦ Customer value arises from (1) Uniqueness of product or service (2) Low-priced product/service (3) Quick response to specific or distinctive customer needs ◦ Allow assessment of cost competitiveness of organization with those of its rivals
- 16. The value chain identifies the separate activities and business processes performed to design, produce, market, deliver, and support a product/service and how well they create customer value. Consists of two types of activities ◦ Primary activities : create customer value Inbound logistics, Operations; Outboard logistics; Sales & Marketing; & Customer Service ◦ Support activities: Support primary activities Procurement; Technological development; HRM; General Administration (Firm infrastructure)
- 17. Outbound Logistics Operations Inbound Logistics Sales and Marketing Service Profit Margin Procurement; Product R&D, Technology Human Resources Management General Administration (Firm Infrastructure) Primary Activities and Costs Support Activities and Costs
- 18. Internally Performed Activities, Costs, & Margins Activities, Costs, & Margins of Suppliers Activities, Costs, & Margins of Forward Channel Allies & Strategic Partners Buyer/User Value Chains Upstream Value Chain Downstream Value Chains Firm’s Own Value Chain
- 19. Soft Drinks Industry Processing of basic ingredients Syrup manufacture Bottling & can filling Wholesale distribution Retailing Computer Software Industry Programming Disk Loading Marketing Distribution
- 20. A company’s cost competitiveness depends on how well it manages its value chain relative to competitors Three areas contribute to cost differences 1. Suppliers’ activities 2. The company’s own internal activities 3. Forward channel activities
- 21. Assessing a company’s cost competitiveness involves comparing costs along the industry’s value chain Suppliers’ value chains are relevant because ◦ Costs, quality, and performance of inputs provided by suppliers influence a firm’s own costs and product performance Forward channel allies’ value chains are relevant because ◦ Forward channel allies’ costs and margins are part of price paid by ultimate end-user ◦ Activities performed affect end-user satisfaction
- 22. Supplier-related costs disadvantages: ◦ Negotiate more favorable prices with suppliers ◦ Work with suppliers to achieve lower costs ◦ Integrate backward ◦ Use lower-priced substitute inputs ◦ Do a better job of managing linkages between suppliers’ value chains and firm’s own chain ◦ Make up difference by initiating cost savings in other areas of value chain
- 23. Forward channel allies’ costs disadvantages: ◦ Push for more favorable terms with distributors and other forward channel allies ◦ Work closely with forward channel allies and customers to identify win-win opportunities to reduce costs ◦ Change to a more economical distribution strategy ◦ Make up difference by initiating cost savings earlier in value chain
- 24. Firm’s own internal cost disadvantages: ◦ Reengineer performance of high-cost activities or business processes ◦ Eliminate some cost-producing activities altogether by revamping value chain system (VCS) ◦ Relocate high-cost activities to lower-cost geographic areas ◦ See if high-cost activities can be performed cheaper by outside vendors/suppliers ◦ Invest in cost-saving technology ◦ Simplify product design ◦ Achieving savings in backward or forward portions of VCS
- 25. A company can create competitive advantage by managing its value chain so as to ◦ Integrate the knowledge and skills of employees in competitively valuable ways ◦ Leverage economies of learning or experience curve effects ◦ Coordinate related activities in ways that build valuable capabilities ◦ Build dominating expertise in a value chain activity critical to customer satisfaction or market success
- 26. The strategy-making lesson of value chain analysis is that sustainable competitive advantage can be created by: (1). Managing the value chain activities better than competitors; and (2). Developing distinctive capabilities to serve the needs of customers better
- 27. How does the firm rank relative to key rivals on each industry KSF and relevant measure of competitive strength (capabilities or core competencies)? Does the firm have a sustainable competitive advantage or disadvantage What is the ability of the firm to defend its position in light of ◦ Industry driving forces ◦ Competitive pressures ◦ Anticipated moves of rivals
- 28. 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 - 10 (1 = weak; 10 = strong) 3. Decide whether to use a weighted or unweighted rating system 4. Sum individual ratings to get overall measure of competitive strength for each rival 5. Determine whether the firm enjoys a competitive advantage or suffers from competitive disadvantage
- 29. A weighted competitive strength analysis is conceptually stronger than an unweighted competitive strength analysis because ◦ All the strength measures are not equally important. ◦ E.g., in an industry with strong product differentiation, the significant strength measures may be Brand awareness Reputation for quality Amount of advertising Distribution capability, etc.
- 30. Quality/product performance Reputation/image Manufacturing capability Technological skills Dealer network/Distribution channels New product innovation Financial resources Relative cost position Customer service capability
- 31. What does a high competitive strength rating relative to rivals mean? ◦ Strong competitive position & possession of competitive advantages ◦ Opportunity for company to improve its long-term market position Good strategy entails ◦ Looking for opportunities to leverage company strengths into competitive advantage ◦ Using company strengths to attack the competitive weaknesses of rivals
- 32. Reveals strength of firm’s competitive position Shows how firm stacks up against rivals, measure-by-measure -- pinpoints the company’s competitive strengths and competitive weaknesses Indicates whether firm is at a competitive advantage / disadvantage against each rival Identifies possible offensive attacks (pit company strengths against rivals’ weaknesses) Identifies possible defensive actions (a need to correct competitive weaknesses)
- 33. Internal Audit ◦ A thorough assessment of an organization’s various internal functional areas ◦ Strategic decision makers use the internal audit to assess the organization’s resources and capabilities from the perspectives of its different functions
- 34. Six primary functional areas ◦ Production-operations ◦ Marketing ◦ Research & development ◦ Financial and accounting ◦ Management, including HRM ◦ Information System Depending on products, markets, and industries, individual organizational structures may vary and, therefore, may emphasize different sets of functional areas
- 35. Assesses an organization’s internal activities ◦ Step 1: Survey strengths and weaknesses ◦ Step 2: Categorize these strengths & weaknesses (S&W) in terms of resources & capabilities ◦ Step 3: Investigate the potential of strengths to lead to competitive advantage ◦ Step 4: Evaluate the ability of these competitively resources & capabilities to serve as the basis for an appropriate competitive strategy
- 36. Resembles the internal environmental analysis ◦ Similarity: Focuses on deeper evaluation of S&W ◦ Difference: Focuses only on an firm’s capabilities Analysis of capabilities is complex ◦ Not as easily identified as organization’s function or even the value creating primary & support activities ◦ Complex nature of capabilities makes it hard for competitors to imitate
- 37. Analysis Consists of two phases: ◦ Phase I: Identify distinctive capabilities ◦ Phase II: Develop and leverage distinctive capabilities Identifying Distinctive Organizational Capabilities ◦ Step 1: Prepare current product-market profile Emphasize organization-customer interactions What is the organization selling? Who are the organization selling to? Is the organization providing superior customer value & desirable benefits?
- 38. ◦ Step 2: Identify sources of competitive advantage & disadvantage in the main product-market segment Determine why customers choose the organization’s products vs. those of competitors Involves information on cost, product, and service attributes When customers purchase What they’re actually purchasing What bundle of attributes satisfies their needs
- 39. ◦ Step 3: Describe all organizational capabilities & competencies Examine resources, skills, & abilities of the various divisions Determine which resources, skills, & abilities lead to a competitive advantage ◦ Step 4: Sort the core capabilities/competencies according to strategic importance Can capability provide wide access to a number of different markets? Does the capability provide tangible customer benefits? Is the capability difficult for competitors to imitate?
- 40. ◦ Step 5: Identify and agree on the key capabilities or competencies Provide basis for resource allocation Classifying an Organization’s S&W ◦ Past performance trends Measures such as financial ratios, operations efficiency, etc, ◦ Specific goal or targets Organization’s goals are statements of desired outcomes ◦ Comparison against competitors How are competitors doing? ◦ Personal opinions of decision makers & consultants