This document discusses internal analysis and how it can help companies identify their distinctive competencies and build competitive advantages. It defines key terms like resources, capabilities, value chain, efficiency, quality, innovation, and customer responsiveness. It explains how competitive advantages in these areas can increase a company's profitability compared to competitors. The document also discusses the durability of competitive advantages and reasons why companies may lose their advantages.
Business level strategies - strategic management - Manu Melwin Joymanumelwin
Business-level strategy addresses the question of how a firm will compete in a particular industry.
It is a general way of positioning a firm within an industry.
Operational Effectiveness Is Not Strategy
Operational Efficiency
Competitive Strategy
Strategy Rests on Unique Activities
Origin of Strategic Position (3 Sources)
Variety /Need /Access-Based Positioning
A Sustainable Strategic Position Requires Trade-offs
Fit Drives Both Competitive Advantage and Sustainability
Rediscovering Strategy
External Challenges to Strategy
Traps for Shaping Strategy
What is a Strategy? Michael Porter - Harvard Business ReviewDonny Sitompul
What is Strategy
Operational Effectiveness Is Not Strategy
Strategy Rests on Unique Activities
A Sustainable Strategic Position Requires Trade-offs
Fit Drives Both Competitive Advantage and Sustainability
Rediscovering Strategy
Core competency is a concept in management theory introduced by, C. K. PRAHALAD and GARY HAMEL.
It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace“
Core competency are the skills, characteristics, and assets that set your company apart from competitors.
They are the fuel for innovation and the roots of competitive advantage.
The engine for new business development, underlying component of a company’s competitive advantage created from the coordination, integration and harmonization of diverse skills and multiple streams of technologies.
Porters 5 forces - a simple explanationBrent Spilkin
Porters Five forces - a simple explanation
Porter five forces analysis is a framework to analyse level of competition within an industry and business strategy development.
It draws upon industrial organisation (IO) economics to derive five forces that determine the competitive intensity and therefore attractiveness of a market
Business level strategies - strategic management - Manu Melwin Joymanumelwin
Business-level strategy addresses the question of how a firm will compete in a particular industry.
It is a general way of positioning a firm within an industry.
Operational Effectiveness Is Not Strategy
Operational Efficiency
Competitive Strategy
Strategy Rests on Unique Activities
Origin of Strategic Position (3 Sources)
Variety /Need /Access-Based Positioning
A Sustainable Strategic Position Requires Trade-offs
Fit Drives Both Competitive Advantage and Sustainability
Rediscovering Strategy
External Challenges to Strategy
Traps for Shaping Strategy
What is a Strategy? Michael Porter - Harvard Business ReviewDonny Sitompul
What is Strategy
Operational Effectiveness Is Not Strategy
Strategy Rests on Unique Activities
A Sustainable Strategic Position Requires Trade-offs
Fit Drives Both Competitive Advantage and Sustainability
Rediscovering Strategy
Core competency is a concept in management theory introduced by, C. K. PRAHALAD and GARY HAMEL.
It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace“
Core competency are the skills, characteristics, and assets that set your company apart from competitors.
They are the fuel for innovation and the roots of competitive advantage.
The engine for new business development, underlying component of a company’s competitive advantage created from the coordination, integration and harmonization of diverse skills and multiple streams of technologies.
Porters 5 forces - a simple explanationBrent Spilkin
Porters Five forces - a simple explanation
Porter five forces analysis is a framework to analyse level of competition within an industry and business strategy development.
It draws upon industrial organisation (IO) economics to derive five forces that determine the competitive intensity and therefore attractiveness of a market
What is Internal Analysis?
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
Assessing the internal environment of the firmMohsinAhmed122
The benefits and limitations of SWOT analysis in conducting the internal analysis of the firm.The primary and support activities of the firm’s value chain Advantage of the value chain within the firm and between the firm and its customers and suppliers.The different types of tangible and intangible resources, as well as organizational capabilities. The four criteria that a firm's resources must possess to maintain a sustainable advantage. The usefulness of financial ratio analysis as well as its inherent limitations.How to make meaningful comparisons of performance across a firm.The value of recognizing how the interests of a variety of stakeholders can be interrelated.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
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2. • “In preparing for battle I have always found
that plans are useless, but planning is
indispensable.”
– Dwight D. Eisenhower
(34th President of the United States from 1953 until
1961. He was a five-star general in the United States
Army during World War II and served as Supreme
Commander of the Allied Forces in Europe)
3. Need for Internal Analysis
• Within a given industry, why some companies
do better than others
• Internal Analysis helps to explore the basis of
competitive advantage at the level of the
individual company
4. Internal Analysis
“…pinpoints the strengths and weaknesses of the
organization. It includes assessments of:
• Firm’s resources & capabilities
• Distinctive competencies
• Building/sustaining a competitive advantage requires a
company to achieve superior performance in:
• Efficiency
• Quality
• Innovations
• Responsiveness to customers
5. Strengths and Weaknesses
• “…gives managers the information to choose
the strategies and business model to attain a
sustained competitive advantage.
• Strengths: Assets that boost profitability
• Weaknesses: Liabilities that depress
profitability
6. Competitive Advantage
Competitive Advantage- firm’s profitability is
greater than the average profitability for all
firms in its industry.
Sustained Competitive Advantage- firm
maintains above average and superior
profitability and profit growth over a number of
years.
7. Distinctive Competencies
• “…firm-specific strengths that allow a company
to differentiate its products from those offered
by rivals, and/or achieve substantially lower
costs….”
8. Resources
“…assets of a company.” - refer to the financial, physical,
human, technological, and organizational resources of the
company.
Tangible (physical entities)
Ex: land, buildings, equipment, inventory, & money
Intangible (nonphysical entities created by managers & other
employees)
Ex: brand names, company reputation, employee
knowledge & experience, intellectual property
9. Resources …
• Resources that are firm specific and difficult to imitate
(barriers to imitation) are unique. Resources that
create a strong demand for the firm’s products are
valuable.
• Unique and valuable resources lead to a distinctive
competency.
10. Capabilities
• “…a company’s skills at coordinating its resources
and putting them to productive use.”
– These skills reside in the way a company makes decisions
and manages its internal processes e.g. rules, routines,
and procedures.
– Capabilities are, by definition, intangible. They reside not
so much in individuals as in the way individuals interact,
cooperate, and make decisions within the context of an
organization.
12. Competitive Advantage, Value
Creation, and Profitability
How profitable a company becomes depends on
three basic factors:
1. Value/utility customers place on products
2. Price company charges for products
Consumer surplus = “excess” utility consumer captures
beyond price paid
3. Costs of creating product
Basic Principle
“More utility consumers get from company’s products or
services, the more pricing options company has.”
15. Value Creation and Pricing Options
• Under Option 1, a company can make the product more attractive,
raising costs (C) but also raising utility (U). Customers are then willing
to pay a higher price (P increases). (Product differentiation)
• Under Option 2, a company can lower its price (P), creating a higher
utility (U), more demand, and increased volume of sales. (Low cost)
– Economies of scale realized because of the increased volume
• Low cost and differentiation are two basic strategies for creating value
and attaining a competitive advantage in an industry.
• Competitive advantage (and higher profits) goes to those companies
that can create superior value
• To create superior value is to drive down the cost structure of the
business and/or differentiate the product in some way so that
consumers value it more and are prepared to pay a premium price.
16. The Value Chain
• It is a sequence of interrelated activities for
transforming inputs into outputs that
customers value.
• The process consists of a number of primary
activities and support activities, each of which
can add value to the product
17. The Value Chain Activities
Primary Activities
• R & D = design and production
• Production = creation of good/service
• Marketing = brand positioning & advertising
• Customer Service = after-sales service & support
Support Activities
• Materials Mgmt. = transmission of materials
• HR = ensures right mix of skilled people
• I. S. = managing, tracking
• Infrastructure = context in which all other
activities take place
18. Building Blocks
of Competitive Advantage
• Efficiency – fewer inputs to produce given output
Efficiency = Outputs / Inputs
• Quality – customers perceive product’s attributes provide higher utility
in excellence & reliability
• Innovation (Successful innovation gives a company something unique
that its competitors lack )
• Product
• Process
• Customer Responsiveness – customers attribute more utility by
creating differentiation with competitive advantage
19. More on customer responsiveness
• A company give its customers exactly what they want when they want
it. It involves doing everything possible to identify customer needs and
to satisfy those needs.
1. improve the efficiency of production processes and the quality of
products.
2. develop new products that have features currently not incorporated
in existing products.
3. customize goods and services to the unique demands of individual
customers.
4. reduce customer response time, or the amount of time it takes for a
good to be delivered or a service to be performed.
22. Analyzing Competitive
Advantage and Profitability
Competitive Advantage- Profitability greater than
average of all companies in same industry
Benchmarking- Comparing performance against
competitors & historic performance
Measures of Profitability: Return on Invested Capital;
Profit margin
Net Profit = Total Revenues – Total Costs
23. Drivers of Profitability (ROIC)
SG&A- Selling, General & Administrative
PPE – property, plant & equipment
24. Ways to Increase ROIC
• Increase Company’s Return on Sales
– Increase sales revenue more than costs
– Reduce cost of goods sold
– Reduce spending on SG&A
– Reduce R&D expenses
• Increase Capital Turnover
– Reduce the amount of working capital
– Reduce the amount of fixed capital
25. Durability of Competitive Advantage
1. Barriers to Imitation- difficulty to copy distinctive
competencies
• Resources – tangible and intangible
• Capabilities
2. Capability of Competitors
• Strategic commitment
• Absorptive capacity
3. Industry Dynamism- ability to change rapidly
Competitors also seeking distinctive competencies
that give them a competitive edge
26. Why Companies Fail
• Inertia- difficult to adapt strategies & structures to
changing conditions
• Prior Strategic Commitments- limit ability to imitate &
cause competitive disadvantage
• Icarus Paradox- so specialized/inner-directed by past
success lose sight of market realities
• Rising/Falling industries:
• Craftsmen • Builders • Pioneers •Salespeople
• When company loses competitive advantage, profitability
falls below the industry.
– Loses ability to attract/generate resources.
– Profit margins invested capital shrink rapidly.
27. Avoiding Failure:
Sustaining Competitive Advantage
1.Focus on Building Blocks
• Efficiency
• Quality
• Innovation
• Responsiveness to Customers
2.Institute Continuous Improvement & Learning
3.Track Best Practice/Use Benchmarking
4.Overcome Inertia