Slide 1Why Internal Analysis?Slide 3Tangible ResourcesIntangible ResourcesEvaluation of ResourcesSlide 7Slide 8Slide 9Examples of Firm’s CapabilitiesCore CompetenciesSlide 12Tools for Building Core CompetenciesSustainable Competitive AdvantageFactors that Limit ImitationSlide 16Creating ValueValue Creation per UnitComparing Toyota and General MotorsRelative costs and pricesPorter’s Value ChainPorter’s Value Chain (cont.)Slide 23Porter’s Value Chain (cont)The Value-Creating Potential of Support ActivitiesSlide 26Slide 27Slide 28Low cost - Primary Activity examples….Slide 30Slide 31Differentiation - Primary Activity examples…...Slide 33Slide 34Slide 35OutsourcingOutsourcing ViabilityBenefits of OutsourcingChapter 3Examining the Internal Environment: Resources, Capabilities and ActivitiesWhy Internal Analysis?Early strategy theory rooted in industry structural analysis - external focusThis approach has lost its appeal because:internationalization & deregulation has all but removed safe havenstechnology and changes in demand have blurred industry linesComponents of Internal Analysis Leading to Competitive Advantage and Value CreationTangible ResourcesIntangible ResourcesEvaluation of ResourcesStrength or Weaknessrelative to competitorsbasic business requirementskey vulnerabilitiesTangible ResourcesIntangible ResourcesOrg.CapabilitiesExamples…..•Customer Service•Product Development•Employee ProductivityInputs into OutputsExamples of Firm’s CapabilitiesCore Competenciescentral to the firm’s competitiveness rewarded in market placecombination of skills & knowledge, not products or functionsflexible, long term platformsembedded in the organization’s systemsdistinctive competencies are those the firm performs better than rivalsAll core competencies have the potential to become core rigiditiesSupporting and nurturing more than four core competencies may prevent a firm from developing the focus needed to fully exploit its competencies in the marketplaceTools for Building Core CompetenciesFour Criteria of Sustainable Competitive AdvantageValue Chain AnalysisSustainable Competitive AdvantageMust be valuable, rare, inimitable, and non-substitutable, exploitableSustainability is a function ofDurability - how long will it last?Technology? Reputation? Fixed Assets?Imitability - how quickly can it be copied?Transparent - easy to see?Transferable - can it be done elsewhere?Replicable - can we do it here?Factors that Limit ImitationPhysical Uniqueness – location, patentsPath Dependency – accumulation effectCausal Ambiguity – unable to disentangleSocial Complexity – social interactions are not readily understood nor duplicatedAbsorptive Capacity – ability to identify, value, assimilate and use knowledgeOutcomes from Combinations of the Criteria for Sustainable Competitive AdvantageCreating ValueKey Terms Value – measured by a product's performance characteristics and by its attributes for which customers are willing to payValue Creation per UnitComparing Toyota and General MotorsRelative costs and prices Where do cost/price differences come from?raw materials and componentsdifferences in technology, plant, equipmentefficiencies, learning, experience, wages, productivitymarketing, sales, promotion, warehousing, distribution, administration costsdistributioninflation, exchange and tax ratesPorter’s Value ChainViews the organization as a series (chain) of activities, which may or may not create valuePorter’s Value Chain (cont.)Primary ActivitiesInbound logistics – Supply Chain ManagementOperationsOutbound logistics - DistributionMarketing and salesAfter-sales serviceContribute to the physical creation of the product/service, its sale and transfer to the buyer, and its service after the salePorter’s Value Chain (cont)Support ActivitiesProcurementTechnological developmentHuman resource managementFirm infrastructureThe Value-Creating Potential of Support ActivitiesFirm InfrastructureHRMTechnological DevelopmentProcurementInboundLogisticsOperationsOutboundLogisticsMarketing& SalesServiceMarginMarginThe Value ChainSupportPrimaryA low cost strategy….. Firm InfrastructureHRMProcurementInboundLogisticsOperationsOutboundLogisticsMarketing& SalesServiceMarginMargin…tries to pull the arrow back…..Technological DevelopmentFewer layers of managementPolicies to reduce turnoverIBM Printer - 150 to 62 parts, 3.5 minutesMonitor supplier performanceInboundLogisticsOperationsOutboundLogisticsMarketing& SalesServiceMarginMarginLow Cost - Support Activity examples…...Low cost - Primary Activity examples….Inbound - ToyotaOperations - SubwayOutbound - Campbell Soup’ Continuous ReplenishmentMarketing/Sales - WalMartCustomer Service - Federal ExpressA differentiation strategy…..Firm InfrastructureHRMProcurementInboundLogisticsOperationsOutboundLogisticsMarketing& SalesServiceMarginMargin….tries to pull the arrow forward...Technological DevelopmentCommitment to qualityCompensation rewarding innovationAmazon RecommendationsPurchasing high-quality componentsInboundLogisticsOperationsOutboundLogisticsMarketing& SalesServiceMarginMarginDifferentiation - Support Activity examples…...Inbound - DellOperations - MarriottOutbound - WebVanMarket/Sales - Nordstrom’sCustomer Service - PirtekDifferentiation - Primary Activity examples…...SuppliersBuyersYour FirmYour RivalsSuppliersBuyersYour FirmYour RivalsOpportunities forAdvantageSuppliersBuyersYour FirmYour RivalsOpportunities forAdding ValueOpportunities forAdding ValueOutsourcingKey TermsOutsourcing – purchase of a value-creating activity from an external supplierOutsourcing ViabilityWhen a firm does not have the capabilities in the areas needed to succeedWhen a firm lacks a resource or possesses inadequate skills needed to implement a strategyWhen few organizations possess the resources and capabilities needed for competitive superiority in all primary and support activities necessary to competeWhen extensive internal capabilities exist for effectively coordinating external sourcing and internal core competenciesBenefits of OutsourcingIncreased flexibilityMitigation of risksReduced capital
View Full Document